I'll briefly explain how that worked.
For two and a half years, it was my pleasure to be the official language champion at the Department of Transport. We had a small internal group. It is still there. It consisted of two or three individuals who worked on official languages. We exercised leadership in the regions to ensure that services were being offered in both languages. The Treasury Board group helped us, since there were portfolio managers, in answering certain questions. The fact that those people are no longer there required us to develop internal expertise. The expertise of a group of 30 or 40 persons who worked on those issues must now be developed by a small group of two or three persons. Its level of expertise may not be as high, but it is nevertheless good. It's difficult.
We should see communities of practice developing which bring together the persons responsible for official languages, the official language champions at the departments. That's what we should focus on to a greater degree. The group of 13 who are still there should ensure that the communities of practice are solid, well trained and well informed, and that they meet often. That would be a key factor.