All right.
Thank you all for being here and being participants in the machinery of government. You've undertaken a massive job over the last while, and I congratulate you for the intricacy of what you've constructed here for our proposed additional machinery of government.
This isn't a criticism--and I don't mean it that way--of the whole approach, but I would like to get your expert analysis of the impact on the public service of the creation of all these additional parliamentary officers. I say that from a background of having been a parliamentary officer and knowing that sometimes parliamentary officers compete for bureaucratic time as well as parliamentary time and public time and public attention. I think at some stage we have to at least ask the question: are we creating a parallel universe to the executive and Parliament?
Parliamentary officers, of course, are meant to be agents of members of Parliament to assist them with investigative powers, public reporting powers, and so on, to help members of Parliament do their jobs better. Of course, in the old days there was just the Auditor General, and then ombudspersons were added in all provinces. Then, in the last 15 years we've had information and privacy officers, children's officers, advocates; federally we have the official languages commissioner, the environment and sustainable development commissioner, and now we have a procurement officer, a budget officer, an integrity officer, an ethics and conflict of interest commissioner, of course, a chief electoral officer, and we're talking about a director of public prosecutions.
As a parliamentarian looking at the executive of government with the hope that over time the administration of public affairs gets more and more efficient as well as accountable, I'm interested in expert opinion on whether at some point we're going to add so many different officers requiring so much bureaucratic time that public administrators are going to have difficulty doing their work.
I'm not putting this forward as a criticism, but I need to know your opinion of where the tolerance point is in the proliferation of oversight officers, and whether at some point we are going beyond the responsibility of the executive of government to just make the public administration work, as opposed to jobbing out accountability and review and disclosure and evaluation, when these should be within our public administration and should be self-performing—or we should be encouraging public administrators to act in an appropriate way and should have all the regulations, rules, and processes that can achieve or promote that.
So to any of you—