But they would need to be supported, as I was saying a little earlier, by other infrastructure. They would need to be housed in a facility. They would need to have the support of a human resources department, or they would have to be able to buy that service from somewhere else. They would need systems. They would need their own audit regime as well. For the work they would do, they would need an appropriation to proceed. They would need a senior management.
Basically, it's the cost of putting the key in the door. You're creating a new entity. It's not a matter of just taking the people who are operationally doing the job that you want them to do; you need to surround them with the infrastructure to allow them to be able to do their job. If those people decide to organize, then you'll have to enter into collective bargaining agreements with the bargaining agent and so on. You can appreciate that there's a lot of work to do in that respect.
But it would be important also, Mr. Chair, to take the time. If there's one thing that was stressed to us when we met with the U.K., it was that six months to do this is just far too little time. As the Clerk was saying, some three years later, they're finding the middle ground and the sweet spot in terms of the relationship between the entity and parliamentarians. It takes some time to do that and to not rush things, because they need to be set up properly to do the job that we would expect them to do.