Thank you, Mr. Chair.
I'm going to follow up a little bit on what was just said.
The question that was asked, Mr. Chair, was just answered, I think, for the third time today: the information that the minister brought to the House in terms of the number of cuts was based on the information Mr. Matthews just presented.
If you really want to know the numbers, you go to the departmental performance reports. This one is for last year; you'll have to go to next year's. I happen to have Treasury Board's here for 2011-12. There's a line item that says “2011-12 human resources”, “planned”, “actual”, and then the difference. It shows what was planned and what the actual was, and in this case they were down 95.
There's nothing to hide. It's a public document. It's on the website, and I printed it off the website, actually. People don't like me to print things, but I like it printed instead of just sitting with the screen.
There's no secret about that information. Mr. Matthews just said what it was. It's available in the documents, and it will continue to be available in the documents.
On the same line of questioning, I'll go back to plans and priorities. I like the report on plans and priorities because it talks about the program activity—and I know we're going to get to a little more of that in the future—and tells why it is a priority underlying something. In actual fact, the chair asked a question about open government.
I probably should have provided this question in advance. With regard to having a set of priorities, I know Treasury Board is a little different from other departments. It's an internal support system for the running of government; it's not necessarily programs to outside constituents. It's the constituency of government inside.
When you say that developing a comprehensive approach to compensation is one of the priorities, I don't know what that means. We probably, in my view, should have a meeting just on the plans and priorities document so that we can have a discussion and not wait until the estimates and do it at that time. We may be able to do it with a new change in the program review, and the things we're looking at.
You have listed plans for meeting priorities. What does that mean to you as an organization, and what does it mean to us? I'll use that as an example.