The first and most important element is something that I mentioned to you at this committee several months ago, and that's a shift in the office to identifying who the primary audience is of our communications. The term that I used was a “parliamentarians first” approach.
There are obviously multiple stakeholders who have interest in the work of our office, starting with our primary and most important clients, who are identified under the Parliament of Canada Act. The reason we exist is for you parliamentarians, the broader public, who obviously have an interest in the work we're doing, the media and other academic stakeholders. First and foremost, we knew that we had all of these stakeholders, and it was never written down who the most important stakeholder was and where we should be focusing our attention. That's the first and biggest change. We'll see if whoever the government appoints next week agrees with this, but it's the biggest change over the past 20 years.
I worked in the office under Kevin Page, Jean-Denis Fréchette and Yves Giroux. Parliamentarians were there. I can't say that they were first. For myself, I take a very strict interpretation of the law, and the law says that parliamentarians are our clients, so parliamentarians come first in the communication strategy. Descending out of that, once you determine that parliamentarians are the most important target audience for communications, when you look at the policies, everything else cascades into place because, in terms of what we are producing, how we are producing it, how we're presenting the information and how we're communicating and transferring that information, everything is focused on what your schedule looks like and how you want to receive it.
There's some critique, and there's always critique from academics that there are not enough details in the annex with respect to our code. I take that under consideration. I've never had an experience where a parliamentarian says that they want our 600 lines of code published, or they want our detailed annex. On our end, if doing that for an external academic who's not a parliamentarian means that we're producing a report for a parliamentarian more slowly, or it means that one of the 60 reports that we publish in a year will not get done because instead we're focusing on another stakeholder, that's certainly problematic. Again, operationally within the office, you see a lot of additional administrative changes.
The last thing regarding the communication side is that we're very much trying to codify everything we're doing. I know parliamentarians aren't interested, necessarily. They might be interested, but they probably don't have time for the administrative details of how we manage things. However, at the very least, we're putting it out there so if you do have questions, if one of your staffers has questions or if you want to know how we're operating and you don't like it, you can go on the website, find it, look through it, critique it and get back to us. That's a major change in comparison to how we operated in the past.
In the past, we showed up for the reports, and we answered technical questions: “Please appropriate our $8 million a year, and don't ask questions.” Now, it's the inverse. It's very much, “This is what we propose to give to you over the course of the year as our primary clients. Is it meeting your needs? This is how we propose to operate, and if you have suggestions, we're all ears.” As we've learned with respect to the legislation around the appointment process, there is a lot of flexibility in terms of how we can operate.