I'm just making a few notes, Mr. Harris, so that I can properly address the elements of your question.
Let me start by saying that there's no question that the RCN, all elements of the Canadian Forces, government, and Canadians writ large have challenges. It is a constant requirement of senior leaders and managers like me to balance the resources available to us to do all of the things that we know we must do and that we would want to do with our organization, or with our personal finances for that matter.
With respect to the issue of resource pressures, how we manage them and what the impact is, I would say that I see the responsibility to address these as falling into two categories. One is the obligation to extract every bit of value we can from the resources we're given, both financial and human, and to ensure that we are optimizing the utility of those resources. At the same time, it's identifying where we have pressures and to seek, where possible, relief to those pressures. I'll come back to that second issue, but I'd like to speak to the first one for a moment.
One of the significant drivers to our internal business modernization—“evolving the business of our business”, as I refer to it in my priorities—is to help address the primary area of responsibility, which is to squeeze out, eke out, every bit of possible efficiency we can from our organization. We're seeing great progress in that regard. We're seeing enormous strides in terms of how we can make better use of our training system, how we can make better use of our crewing, how we can eke out every opportunity we can for every day at sea. That most valuable commodity—