May I answer that question, Mr. Chair?
I want to use the example of Agriculture Canada's Vision program. At the time, we identified this program, we went to see the people at Agriculture Canada and we talked with them. We said that this program could benefit the francophone and Acadian communities, and that only a few aspects needed to be changed to make it relevant to our communities. The department agreed to the changes. To some extent, the program was co-managed with our network. Why wasn't this experience repeated? Often, we realize one of the reasons things work is because there is an assistant deputy minister who believes in it and who does the work. But once that individual leaves, we have to start all over again. Often, it depends on a single person within the department.
With regard to the active offer, I would say that one of the departments doing an excellent job is Human Resources and Social Development. We have been working with these people for a number of years. They presented a brief to cabinet, they have ensured that we are closely associated with their work and that we are consulted. We shared our objectives, etc. The program that resulted from the brief to Cabinet is not perfect, but it is still a step in the right direction. Thank you.