We looked at a couple of approaches. One was to take an existing office and expand its mandate to serve as a nerve centre, and the other was to create something fresh that would be a stand-alone. You'd pick somebody who had competence in the field and who would lead it. The ombudsperson that we envisioned was a bit of an interim step, because one of the problems that face whistle-blowers across Canada—not just in the federal government but in the provinces—is that they don't know where to go. That's why the Ontario health ombudsman has been bombarded with complaints that are outside his jurisdiction.
If you set up an office like that, you'd find somebody who has experience in the field, and then you'd have to give them staff, and then you'd also have to publicize its existence. The role of that ombudsperson or ombudsman would be to direct people in the right direction, to give them advice. Quite often also, whistle-blowers don't know what facts they need to support them. You'd need personnel who are familiar with the concepts, and—