Madam Speaker, it is good to have the opportunity to address this issue. The issue certainly has the attention of hard-working Canadians whose tax dollars go into the public purse and who sometimes have grave concerns over what happens with those tax dollars once they are collected.
Most Canadians do not mind paying a reasonable amount of tax. It would be better if we did not have to pay any but most Canadians understand that to fund the things that are important to us, a certain amount of tax is necessary.
However, when taxpayers see any kind of abuse it makes them wonder why they get up every day, go to work and work hard trying to make ends meet to raise their families. When the money that they send off to Ottawa through the tax rolls ends up being squandered it raises some questions.
Certainly as public officials we should accept when we take on this role that what we do should come under scrutiny by the public. If we are being paid through our MOBs or whatever it is to carry on the function of our offices, those are taxpayers' dollars and they have a right to know where the money is going. Certainly we would not have a problem with that. It would give a lot of credibility to us as politicians if some of that was exposed.
If there is something that we are doing wrong we need to know about it. Certainly if we are doing something that is not in the rules so to speak, we need to know those rules. It is our duty to make sure that we understand them fully and if we do not that needs to be pointed out to us or we need to ask the question.
When we look at the Auditor General's report and analyze what happened in the Office of the Privacy Commissioner, there is an old saying that a fish starts to rot at the head. I believe in this instance that is exactly what happened. When there was not the leadership needed and the leadership shown in that department and proper instruction given to the people under the commissioner, things started to fall apart and they fell apart in a hurry.
It is important that a person who is put into a position of responsibility or leadership is capable of fulfilling those responsibilities and is truly a leader that will lead in the right way. I suppose many times what separates some people from that role is the fact that they cannot do that.
In this instance a little bit of power went to the person's head and he abused his responsibilities and his power.
I want to get into some of the specifics of what happened. Under the main points, the Auditor General found:
The former Privacy Commissioner abdicated his responsibilities as a deputy head to ensure the proper administration of the Office of the Privacy Commissioner.
I am sure that somewhere it was explained what the duties and responsibilities were. The Auditor General found that those were not being fulfilled. The Auditor General also found:
An environment of fear and arbitrariness in the Office of the Privacy Commissioner that led to a major breakdown of controls over financial management, human resources management, contracting, and travel and hospitality. The effect of this breakdown was a climate that allowed the abuse of the public treasury for the benefit of the former Commissioner and a few senior executives.
These are very serious accusations. It is very unfortunate. It goes back to the fact that if the person in the lead ignores the rules and starts to do things that are less than above board, it starts to filter down. People who answer to that person soon become influenced by that, even under fear of reprisal.
One of the things that was mentioned was that significant financial and human costs were incurred as a result of a poisoned work environment. It is the human cost, the intangible cost of people who lived in fear of their jobs, people who were doing things that they knew were wrong, but knew that if they came forward there would be reprisals.
Thank goodness for the committee that was able to get to the bottom of this and bring it to light, and for the Auditor General for taking it on as a project.
When the Auditor General got into some of the specifics she found that the former commissioner repeatedly abused his discretion and that he often failed to exercise sound and reasonable judgment.
There is a table in the Auditor General's report that indicates some of the travel that took place. Between May 2001 and September 2002 the commissioner and the senior director general went to London three times. They went to London in March, June and September. There was a total of six days without international business, so there were six down days while they were there. Expenses for those days without government business were $3,500, $6,000, and $1,200. This just went on and on.
It seems to me that after the first time it happened, somebody that was paying attention to the bills or the reimbursement forms that were coming through should have picked up on that and come forward. When we hear of the fear that was held over that entire department, over the staff, then we understand why possibly some of these things were left unexposed.
One of the biggest ones is a trip to Wellington, New Zealand in March 2002. The total days on the trip were 13: four days of travel, three days with international business, and four days without international business. The total expenses were $30,000, but the expenses for the days when there was no government business going on were $6,000. I can understand expenses for four days when one is staying in a hotel and having meals but that amount to me seems quite high. Six thousand dollars for four days, or $1,500 a day, is pretty high living by most people's standards. It sends the wrong message to the taxpayers in this country who are trying to make ends meet and they see this kind of abuse happening.
The Auditor General will go in and check on departments. That fact alone helps to keep people doing the things they should be doing and not doing the things they should not be doing, knowing that there is somebody watching. We should not really have to have that. A lot of times the Auditor General just makes recommendations on process and procedure to departments. If they are acted upon, then the incidents that we have seen in this department would be kept to a minimum. What we are all trying to do is to eliminate them at best but certainly to minimize them at least.
As we went through this process, and I know over the last couple of months this has been a pretty hot topic for Canadians, we sometimes wondered why, when issues like this happen, there does not seem to be the attraction or the outrage by Canadians that there should be. However, in this instance some of the things that happened really hit home. People are talking about them. People are phoning our offices. People are saying that it is just typical. I do not believe it is typical. I believe there are cases and certainly we need to expose them, but we should not be all tarred with that same brush.
One of the main points by the Auditor General states:
In our view, these conditions have seriously impaired the ability of the Office of the Privacy Commissioner to function. A great deal of rebuilding is needed to restore its management capabilities. The present situation is cause for concern, given that parliamentarians provided the Office of the Privacy Commissioner with powers in an area of critical importance--assisting Parliament in protecting and preserving the privacy rights of Canadians.
All Canadians have a right to worry about these types of things. They have a right to their own lives. They have a right to a certain amount of privacy. Then they find out that the person who is in charge of protecting those rights has done some of the things that we are discussing here. It is not acceptable. We need to do what is necessary to make sure it does not happen.
The recommendations in the committee report and the recommendations in the Auditor General's report need to be acted upon to restore the faith of the average Canadian taxpayers that their money is being put to good use.