I'll try to respond very briefly, Mr. Chairman.
We hear anecdotes of ATIP coordinators under pressure by management to delay, to not disclose, to amber-light to buy time, and all that sort of thing. We hear that. Part of it, I think, is mythical and part of it is probably true, but in terms of what we see through investigations, it is a rare occasion that we can actually pinpoint an individual in that kind of behaviour you are describing.
What's wrong with the ATIP coordinator's relationship with the head of the institution is that too many times they are so far down the rung that they have very little influence on the system within their own department. They're under-resourced, and sometimes that may be deliberate, I can't say for sure. But certainly there isn't the commitment to fix it such as they did in the Department of Justice recently.
Unless these people are specifically trained and have their own identity, the competencies and the certification, like internal auditors who have professional accountabilities that they must live up to, that won't change. I think that would go a long way in building confidence, expertise, and professionalism in the corps of ATIP coordinators.