They know it well.
I'm sure this would be enlightening to the Minister of Finance if she could spare the two hours to listen. In our effort of finding Freeland, we could actually probably send her the blues. Maybe she could find the time between panels at the Liberal convention to take a look.
The second paragraph here, on page 3.... How many pages is this? It is only 55 pages. It reads:
Therefore, the first few sections of the report describe the current accountability regime. Section 1 provides an overview of accountability in responsible government, explains the purpose of an accountability regime, and outlines the doctrine of ministerial responsibility and its practice in Parliament and in government.
I know that my colleague MP Findlay knows this well, because she was an exceptionally well-briefed and a knowledgeable minister of the Crown who always respects Parliament.
Section 2 [of this report] deals with the role of Parliament (particularly the House of Commons)—
That's where we are today as members of Parliament and as a standing committee of the House of Commons.
—considers in some depth the role of the key mechanisms that Parliament uses to hold government to account, and explores the accountabilities of ministers and senior officials in this context. Section 3 examines the essential aspects of accountability in the ministry, touching on the role of the prime minister and the Privy Council Office, and addresses how ministers and deputy ministers manage the political-bureaucratic interface. Section 4—
I'm looking forward to that.
—outlines the central role played by...Treasury Board and its Secretariat in relation to managerial accountability, particularly as it concerns the responsibilities of deputy ministers for financial management.
The last section of the report—
It is the ultimate section one might say.
—describes a framework for reform. In this context it is important to note the principal lessons learned from past efforts at reform. Knowing where we have come from will help guide where we should go.
Isn't that a truism that is absolutely correct all the time? You need to know where you have been to guide where you should go.
The government operates in a challenging environment and reforms, both in Parliament and in the government, can carry a high cost if not carefully planned and executed. Reforms must take us forward, not backward. Section 5 outlines each element of the framework and identifies the following for each of the core accountability mechanisms in Parliament, the ministry, and...Treasury Board.
The three that are listed here after this paragraph say, “the specific challenges noted by the distinguished participants in the consultation phase of the report; the measures that the government has already undertaken to address these challenges; and the core values and objectives that will guide the government in developing its action plan.”
Isn't that what governments like to do—develop action plans? Executing on them...sometimes not so much, but developing one, oh boy, that is fun.
The specific measures the government will be taking to strengthen accountability are outlined in—
This is in italics.
—Management in the Government of Canada: A Commitment to Continuous Improvement.
I'm glad we're committed to continuous improvement. One of the ways we get continuous improvement, just as an aside, is through elections. Through an election, we get continuous improvement. That's the beauty of our democracy because we can elect a new and better government.
Section 1.2 at the bottom of page 3 is called “Overview of accountability in responsible government”.
Any discussion of accountability in our constitutional system—the Westminster system of parliamentary democracy—must be informed by an understanding of how that system functions and why. Although the Westminster system developed incrementally, rooted in evolving democratic values, rather than abstract or static concepts, it has deep integrity, and the roles of different players complement each other in a fine balance.
It's sort of like a fine wine.
It is thus both an evolving system that has adapted to changing circumstances and an organic structure in which changes in one area inevitably have repercussions in another. This section provides an overview of the accountability regime. Each of the constituent elements is explored in greater depth in the sections that follow.
The Westminster system is defined by its distinctive accountability features: the twin tenets of parliamentary sovereignty and responsible government. Under this constitutional system, Parliament can make any law it wishes within the limits of the constitution—for example, the division of jurisdictional authority under the Constitution Act, 1867 and the rights set out in the Charter of Rights and Freedoms. The executive is responsible to the legislature—that is, the government of the day remains in power only so long as it commands the confidence of the elected House of Commons.
Of course, as an aside, we know the only way that's possible right now is through the costly coalition agreement between the NDP and Liberals. This has caused, in essence, a working majority for the Liberals, which is obviously not something the people vote for.
I will go on with this report. On page 4, it says:
The executive is therefore accountable to the legislature for the exercise of its authority, and together they are accountable to the electorate.
Now, I would like to welcome the new guests who have arrived. I guess we're drawing a crowd with this insightful discussion about parliamentary accountability of ministers of the Crown.
I welcome you to the room.