I'm given to understand that the Ontario Provincial Police oversee, or are sort of the umbrella, but that the actual provision of the service is done by the OGPS, which is somewhat similar but not identical to what we're dealing with here today. I am not that familiar with it.
I also want to say, Mr. Lapensée, that in my experience policing is of course transitional. In the Ontario Provincial Police, we amalgamated with other police forces. Change is painful. I understand that. There are always questions in people's minds.
But what I have found with that type of change in professional organizations such as yours, where everyone knows his or her job function, is that given a healthy dialogue or exchange between your organization and management—which would be the Speaker of the House of Commons and then, of course, the Privy Council.... We've had witnesses from the Privy Council who have indicated that not all the nuts and bolts have been put together here, but the outline is here.
The Auditor General has made some statements, and I'm going to ask a couple of questions of him.
I guess the question for the Auditor General would be on the way I understand your job. As explained here, you don't look at the nuts and bolts. You say, “Okay, what is the job requirement?” What's the organizational structure? What are they supposed to be doing and are they actually doing it? Also, are they doing it with reasonable financial backing? Do they have sufficient money to do the job they're doing? Then you make recommendations.
If you find fault with what I've just said, would you correct me on that?