I'm going to take that and venture a little further.
I don't consider the situation from the standpoint of poverty versus health. In my mind, the world is divided into two groups: people who make decisions and those who implement them and do the basic analysis. I must admit that, at some point, there appears to be a minor obstruction when you get to the top.
The lower levels seem to be receptive to training, but senior management doesn't seem to understand why its people make these kinds of recommendations to it. As we've mentioned for some time now, one of the ways of proceeding is simply to make all the paperwork mandatory. For example, in the context of the orientation of public servants taking up their duties, we could tell them that they have to know how to conduct this analysis. That should also be part of senior management responsibilities. The panel on accountability mechanisms moreover talked about that.
This responsibility could even be linked to their pay, to their bonuses. They have to know that this is going on in their department. It's being done a little. We're currently working with the Treasury Board on the Management Accountability Framework. Under that framework, deputy ministers are asked to ensure that the quality of the analysis they ask their employees to perform takes all the various aspects into account. They are asked to do the same with gender-based analysis and that's part of the accountability mechanisms. This analysis is more voluntary, but perhaps it should be mandatory.