First of all, we can hardly compare the situation before 2013 to that after 2013, because, as I said, we have changed. We are in the process of adopting a completely different model.
Prior to 2013, RESDAC had discussions about best practices. We had research reports on various topics of interest to all RESDAC partners or members, reports that we used. Let me give you a very concrete example. We did a study on the skills needs of employers and employees. We realized that the skills needed were not only related to reading, writing and counting, but also to problem solving, communicating, and so on. So not only essential skills, but also generic skills were needed. This is the sort of study that RESDAC helped us develop. As a result, in our provinces, we are able to direct our efforts toward the specific skills we want to develop with employers. I'm thinking of problem-solving training for our employees, for example.
Now, given the work we have done with the local collective impact strategy and all the change management that we are doing with RESDAC, it will probably take a different form. We were talking about a consortium of service providers, people with whom we want to partner to deliver services that have a direct impact on the population.
So it is difficult now to compare the period before 2013 with the period after 2013, because the way we operate is different.