I can absolutely speak to that. I see it as my main function, with my sergeant major, to be the commander of the army's eyes and ears on the ground, especially across the reserve community of our country.
Let me try to explain it this way. There is a double system. The first system of checks and balances is in response to the actual services that are or are not provided. That feedback is fed up through the chain in terms of satisfaction or dissatisfaction. There are a number of metrics within that system that I couldn't explain to you, but they are there today.
The second aspect of feedback is directly from the chain of command. We have the reserve chain of command. I meet with brigade commanders and area deputy commanders, who feed back to me specific issues from their chain of command. They are issues from units and individuals about the system in particular. As the first chain is activated and the regular medical system or G1 first management system is responding, the double check comes up my way. I'm able to insert comments or issues that have been brought to my attention into the feedback loop to make sure they are being addressed.
As well as being represented on some of the major personnel management boards, we work very hard to develop a holistic picture of the reserve's institutional concerns. They're driven from the lowest levels up. So I'm confident that almost every issue--personal or otherwise--that is raised in the army reserve today eventually makes its way to me. Some make it a lot faster than others.