The Translation Bureau no longer has the monopoly. Ms. Achimov, uses the example of Fisheries and Oceans Canada as a shining example of the need to continue with a business approach, otherwise departments will no longer use its services. Fisheries and Oceans Canada decided on its own to establish a small group to manage translations and to use freelancers. The Translation Bureau also uses freelancers, but we deplore the practice.
The Bureau has to translate xmillion words per year and there are always peak periods. For example, when a new government comes in, the work increases. However, there is also a certain continuity. At present, since the Bureau is chronically understaffed by about 40%, it has to continue to rely on freelancers on a systematic basis.
Co-location is another approach that the Translation Bureau has adopted. There are fewer and fewer specialized TR positions co-located in departments. At CIDA, we had regular access to two or three TRs working with us. They were highly qualified and highly specialized. They were officially Translation Bureau employees.
Those are not the TRs that we are talking about here, but people who are providing the same kind of service. It goes against the Treasury Board rules.