There's no yes or no.
The issue of rapid turnover does not help. It makes accountability virtually impossible, if you're talking about that kind of personal accountability for performance. It always remains possible to have an organizational accountability, but if you want to hold a particular person responsible for certain results, with that kind of rapid turnover it becomes very difficult or impossible.
You stated a problem. The answer, of course, is a combination of remedies. The accounting officer concept, to me, would help very much.
I think doing something to keep deputies longer in positions would help, as well as having an approach on succession planning that we all can see. Obviously there is somebody who thinks about that somewhere, but succession planning is a very important function in large organizations with 40,000 employees. You just don't do that like that.
A number of mechanisms have to be put in place. I think lengthening the term of office in some fashion, whether through legislation or just a commitment to do so, would certainly help.