Thank you, Mr. Chair.
Thank you to the witnesses.
I'd like to direct my question to Mr. Drapeau and Mr. Shimooka, if I could.
Everyone around this table wants to ensure transparency, wants to ensure accountability and wants to reduce wait times. We're trying to get to the underlying causes of those things, and we want to make sure we're solving the right problem.
If I could set the table for a moment, I think everyone around the table probably remembers the time when it seemed like almost overnight, compact computers equipped with email appeared on all our desks in all our workplaces with the promise of making things more efficient, with faster communication and a better exchange of information. I think we all know that with the advent of that was a proliferation of information—too many emails, too much communication—and we quickly realized that this apparatus of emails and computers on everybody's desks made more work, not less work.
I'm trying to get at the idea that one of the causes of the delays we're seeing, which is sometimes perceived as lack of transparency, is the unbelievable amount of data. When someone requests a bit of communication between folks, it turns into a spidery email trail that goes into all different directions, and it understandably takes a great deal of time to uncover all of that.
Mr. Shimooka, you said that you had a great experience in 2002 with a very quick turnaround that would be unheard of today. Again, we're in a place where there is so much more data.
I wonder if either of you, Mr. Drapeau or Mr. Shimooka, would reflect on the preponderance of information being part of the problem we're dealing with here.