Thank you.
We didn't look specifically at how the health care system was managed. We were very interested, of course, in understanding the process of management at the base level, where the base surgeon is responsible for seeing that all of the health care services are provided, and how that information is then rolled up to NDHQ. That's where we found problems, because not all of that information is generally put together.
But we also did notice--and we've pointed it out at the end of the chapter, in paragraphs 4.65 and 4.66--that the system appears to have no mechanism in place whereby people can sit down and examine just what is being delivered, and all parties can then have the opportunity to say, “This is how we feel things should be delivered.” We're talking about a mechanism where soldiers, sailors, etc., can say, “Yes, this is what we would like to see.” The medical professionals could also sit down and say, “This is how, from our medical standpoint, rather than our management standpoint, we would like to see things.” And clearly, it's the same for the operational senior management, who need to have soldiers, sailors, etc., healthy and ready to work.
Such a mechanism, I think, would put a little more accountability into the system and into the process and make sure people are getting what they're asking for.