On the whole, relations were considered good. Yet some CFDCs very often felt they were not involved in a partnership but rather a relationship between principal and agent, and in the position of a subcontractor. The problems of annual financing and management lay at the root of this situation along with the one-shot nature of the project.
For HRDC, it was the first attempt at cooperation with CFDCs since the transfer of responsibility for them to CED. It was part of a subsidized project with its own rules of accountability. It was a pilot project to which HRCD wanted to apply rigorous control.
There was no adaptation phase to speak of as all the partners felt rushed to implement the project. The partners adjusted to each other as they went along. For the CFDCs, the misunderstanding of their mission and expertise in the field were cited as factors that influenced the relationship of trust. Yet for HRDC the important thing was to remain focused on the project's objectives, to reach citizens to inform them and better equip them for decisionmaking while establishing a win-win relationship with the CFDCs from which each partner, and especially the public, stood to gain.
All the parties agree that, to carry out the Ambassadeur project, the CFDCs were the right partners: they are close to the grassroots and familiar with their community. A view expressed by one HRDC representative and shared by many was that this first attempt at cooperation between HRDC and CFDCs "proves that we can create ties between agencies" and paves the way for other projects.