Thank you, Mr. Chair.
Thank you, Ms. Roussel, for appearing before the committee today.
I wanted to follow up where Mr. Nicholson left off, because I think he picked up on some interesting threads that I want to weave together in a worst-case scenario. You will be the manager, and I want to know how you'll handle what I see as an upcoming problem.
It centres on the Jordan decision and the fact that we have those hard timelines, which, given the complexity of some of the federal cases, I think will really increase the workload for our federal prosecutors. We already know that the pay for their counterparts in provincial governments is significantly better, in some cases, and that some provinces have increased their budgets to hire new prosecutors to deal with the Jordan decision. When I think about mental health, I'm thinking not really about harassment but about burnout, the stress from being overworked.
Let me paint a worst-case scenario where we have judicial appointments cherry-picking out of the Public Prosecution Service; where we have people from the Public Prosecution Service of Canada fleeing to the provinces because they offer better pay and are actively hiring people; and where we have the remaining pool suffering from that burnout, first from losing their colleagues and then having to deal with more work. I know that you don't have any control over budgetary matters, but you as a manager will have to tie all these threads together.
First of all, does this concern you? What kind of contingency plan would you develop as the top manager to effectively deal with it?