Earlier we talked about cultural change. We are establishing a new culture in the organizations. We will have to see what effect that has. We believe that things will improve. We are completing a three-year cycle, and the first annual report in no way indicates that the change of approach has had any harmful effects. The main indicators are still improving, although certain areas require improvement.
I would like to go back to the human resources issue. Some fundamental aspects of the official languages program clearly require this staffing capability, this ability to identify needs and requirements. That is generally handled by people who work in human resources.
However, several elements lead us to reconsider the functions of the type of skills required to administer the programs in each department. Part VII of the act, the interest in development of the minorities, particularly in communications and service, and the CALDECH affair have given new impetus to the act.
Our approach is different. It is the approach of a centre that sets a general and horizontal direction, and of departments that are fundamentally and mainly concerned with the performance of their obligations. This change that we are effecting makes it possible to avoid planning a structure that would be too rigid and that would be suitable in certain departments perhaps, but not in others.
In other words, some departments tell us that it is fine to have a unit that deals with part VII and a unit that deals with part V. Others tell us that this does not really work and that they want integrated functions because those elements necessarily have to talk to each other. We let them discuss the matter and the models in place. It is up to each one to make the best choice in their own departments.