I'm going to say a few words about that. Perhaps you can ask my colleague Mr. Sabourin, who's responsible for all of Canada's border crossings, to provide you with more details.
The commissioner is right in saying that we had very few oversight and follow-up mechanisms regarding regional official languages activities. In an organization such as ours, which is highly decentralized, the regions knew they had to provide the service and knew what crossings were designated, etc. We often relied on complaints. We knew at the time that there was a problem, and people on site were in contact with the directors general, and so on.
The oversight and follow-up mechanisms consist mainly in establishing a plan for each crossing. Of the 158 crossings, fewer than 10 are really key crossings, that is to say where there are challenges.
We also have to have key objectives, such as the percentage of bilingual officers required in Windsor to ensure that service meets obligations. In each region, we try to tell the difference between challenges, which may be in the areas of training or recruitment, exchanges with local communities, schools and so on. Every director general will have to develop his or her own plan. On that point, I must say that there are no internal surveys.
We obviously rely on complaints the public files with the commissioner. We have to develop our own survey capacity not only with regard to official languages, but also for the service we offer to our clients.
With your permission, I'll ask Mr. Sabourin to say more about this.