I'll briefly go over the statistics, but just for the procurement-related cases that we've seen. I'll use the statistics from 2017-18—which is when I started in the role—to now.
We went from 264 cases to 582 cases. That's a 120% increase. Written complaints went from 26 to 62, which is a 138% increase. We have received 102 written complaints so far this year.
With regard to PPRs, which are the procurement practices reviews, such as the one for McKinsey, we've conducted 41 since our office opened in 2008, but we've actually done 20 in the last five years, so it's a significant increase. For the procurement practices reviews follow-ups, which have unfortunately been captured in this financial crunch, we want to launch them within two years of completing the initial review. We've not been able to meet that time frame, so accountability is lacking.
For complaint reviews, again, we went from four to 38 this year. Now, 38 is a bit of an anomaly. That is certainly well above what we would normally see, but again, we went from four in 2017-18 to 38 this year.
For ADRs, alternative dispute resolution requests, we went from nine to 11. There's an increase in all areas.
To answer your second question, which was about fundamental issues, this is an area that I'm extremely passionate about, because I've been in the job long enough that I've been able to see a significant trend, and the trend is troubling. Rather than formulate band-aid solutions, it's time to call for transformational changes. That's essentially what we've done in our annual report, but it's not enough to just call for transformational changes. We have formulated what we believe are some seminal changes.
In addition, in anticipation of our annual report being tabled, we wanted to consult broadly. We identified 10 experts, including a broad section of the buying community within the federal government, and asked them for the top five foundational changes they believe are necessary.
We provided them with our five. If you'll allow me, I'll read them. They shouldn't surprise you. I'll do it very quickly.
Number one is to establish a chief procurement officer position, which is something I've mentioned a number of times. This is to make sure that there's accountability in federal procurement.
Number two is to create a government-wide vendor performance management system. I think it would address many of the issues we're hearing about even today.
Number three is to develop one universally applicable set of procurement rules. There are too many rules. People just don't know which set of rules to follow.
Number four is to establish a framework for data collection to increase the transparency of federal procurement. Again, data collection has been incredibly problematic.
Number five is to make use of artificial intelligence advancements to modernize federal procurement tools and systems.
Those are the five we've put forward, but we are consulting. I'd be happy to return to the committee to give you the results of our consultations. We have a plan for how to implement these into solutions.