It's a challenge. I sometimes have a hard time balancing that myself.
In terms of the evolution of how it started, next year will be the 40th anniversary of the act, and I've found myself asking precisely that question of how we got from there to here. So one of the things I've asked that we do is to do a study internally of precisely that. We're now going through a renewal stage, because a number of people, some senior people, are retiring this year. There will be new people arriving--and I've been in this job for only a year and a half--and I thought it would be very useful for me and for them to know precisely what the stages of evolution were through the five previous commissioners.
My sense from talking to Keith Spicer was that he started with half a dozen people, and Keith will be quite cheerful in saying--and he recounts it in his memoirs--how there were elements of it that he made up as he went along. It became more formal as years went by. There was the creation of regional offices, for example, which both do the promotion work and also receive complaints. We have five regional offices plus smaller one-person offices. There's an office in Sudbury that reports through Toronto. There's an office in Regina that reports through Winnipeg. There's an office in Vancouver that reports through Edmonton.
In terms of our reporting to Parliament, we meet the same budgetary cycle as everybody else does. We do a report on plans and priorities, as everybody else does. When Treasury Board comes down with various requirements, we meet those requirements. When the government decided that there should be an internal audit process for every department, we were the first of the agents of Parliament to set in place an internal audit procedure. We are audited by the Auditor General. We've had five successive clean bills of health. We have fairly intense budgetary discussions in terms of how we're going to allocate the money that comes forward. When it was clear that there were obligations from the government that it was going to cost more, we were able to go to the parliamentary panel and lay out the case, saying this is the money that we need to meet these new obligations.
My own view is that independence carries responsibilities, that the more independent we are from the financial institutions of government that we are also monitoring, the greater our responsibility is to be transparent and responsible in our handling of taxpayers' dollars. We try to be as rigorous as we can in ensuring that we're transparent. My travel and hospitality expenses are posted on the Internet. Our budgeting procedures are made very clear in the reports on plans and priorities, and as I say, we've had five consecutive clean bills of health from the Auditor General.