It's part of the delegation agreement we have. We're saying these are the responsibilities to staff, this is how we expect you to run it, and these are the kinds of measures we expect you to monitor.
We're looking at how many competitive processes you're running; we're looking at how you're advertising these things. Are you advertising them? Are you doing a lot of staffings and not advertising? We're looking for the kinds of complaints you're having. We're looking at employee satisfaction. We're looking at representativeness. A lot of these things can be reasonably non-intrusive, if we get the systems working right so that we have systems that give us these numbers as the first warning signs.
In the case of one small organization that has ten staff and where we can see there is a big problem, I will sit down with that person and ask: what are you doing to fix it? We expect it to be fixed. We have people coming in to tell them how to do it, and then we'll go back to make sure they've fixed it. So it's a risk-based system that we want in place.
You cited examples: the military police complaints commission was one; PWGSC was another, where we were actually asked to come in. At PWGSC, the deputy had a problem. They were working with unions, the unions were not satisfied with what was done, and everyone agreed to have us come in. In the case of the military police complaints commission, it was a lot of staff complaints and some union complaints. We go in and we do the audit.
On your question about what is the ideal size, I'm not sure I have a really good answer.