Mr. Chair, first of all, the three-year plan is very transparent and the idea is to foster self-compliance in institutions. In essence, if I tell people right off the bat that next year we'll be doing a report card on them, the idea is that they'll start putting their house in order this year. That's the first idea behind the three-year plan, to foster self-compliance.
This year, the first leg of the plan is to follow up on last year's report card--i.e., hold departments accountable for the recommendations in the action plan they stated they were going to follow. The second is that we're increasing the number of institutions. Last year, we were only able to do ten. This year, we're doing 24. They are 24 institutions where we have received at least five complaints in the preceding year.
We're expanding the scope because we wanted to have a better sample and a better understanding. These 24 institutions also encompass the 15 institutions where we have the most complaints in our office year to year, so they are essentially the departments where there are more issues.
We are targeting consultations and extensions and delays of any kind this year. At the same time we're doing the report cards, we're actually doing a specific systemic investigation on consultations and extensions related to consultations. The reason is that at this time, there are no statistics being collected by the Treasury Board Secretariat on the actual time taken for extensions. We've recommended that they take those statistics, but at this time they are not collected. What that means is that we have some evidence of the times of these consultations, but we don't have any complete data. We need to have a diagnostic and we need to hold the consulted institutions accountable.
Right now the way it works is that department A receives a request. It needs to consult with department B. Department B asks for a 300-day extension. Department A then says it needs 310 days to process department B's request, and if the consulted institution doesn't give department A the response in time, it's department A that gets dinged from our office while the consulted institution has no accountability. That's why we are targeting those institutions and those specific issues.
Next year, we're doing new institutions that became subject to the act in 2006-07, including the crown corporations and the agents of Parliament. The third year, we will have to assess, depending on what the two first years gather in terms of information. My goal is that in the third year we will no longer be dealing with delays in consultations. I'm hoping that the diagnostic will have made a difference.
In terms of budget, what we have done this year...because there was about $500,000 that did not get allocated to us this year because of the decision of Treasury Board in relation to systemic issues. We have reallocated part of our funding to continue to do systemic investigations.
We are actually working at a skeleton level. What we're going to do next year is negotiate--Lisa here, assistant commissioner Campbell, has basically started--with Treasury Board Secretariat in relation to this matter. But it will also be done in the context of the implementation of the business model.
As we move along in the implementation, we'll have a better sense of how the resources are being utilized, how effective the business model is, and whether the resource requirement is actually effective in complying with the business model.
For now, we're okay. We're moving ahead. We're continuing discussions with Treasury Board on the budget.