Sitting where I do, in the deputy's chair, this is why I have top executives running the passport agency. Obviously it's a huge management challenge that you've put your finger on, and it does, I think, require a lot of talent in the executive chair.
Certainly this year, with the introduction of WHTI at the land border, there will be some very high demand, and I think we're seeing it now in the figures and so on.
Indeed, going back to some earlier questions, we've wanted to ensure that we do not encounter the same problems we had in 2007, which means that we have the new processes, the print plant, and the staff in place to deal with that kind of demand. There is a little bit of redundancy built in so that we can deal with spikes and so forth. Of course, we have in place the management of overtime and temporary help and so forth to ensure that we don't have so much redundancy that we're making bad management decisions.
So that's this year. Going forward, the strategic view is that, first of all, we're moving to the ten-year e-passport. That will impact upon demand and so forth. It's why I responded a little earlier that we still need to work out the business case, the costing and so forth, of all of that.
I think with the trends in Canada towards people using the passport almost as an identity document--we're talking about 53% or 54% nationally, and in some parts of the country much higher, out west and in urban areas and so on--the passport is becoming a bit more than a travel document. So there too we have to deal with that kind of trend in our projections.
All I can do is assure you that we have all of these factors very much in play. The coming years with Passport Canada will be challenging ones as we move to this new kind of format and we deal with the fact that, as I said, many Canadians see the passport as more than a travel document.