There are. I think, broadly speaking, we need to be very conscious as we make decisions, whether it's going through lean years where budgets are reduced, or rich years where budgets are going up, to pay down the people part first. We haven't always done that.
We've tried to maintain a balance to ensure we have operational output, which is good. Nobody has ever made a bad decision, but as we make those decisions over time there is a gradual erosion of support to people. The medical system—you cut a few here. The personnel management system—you cut a few here.
Over time, as we arrived at the work we did to put advice before the minister on the defence policy, I arrived very firmly at the conclusion that we've eroded too far. We had processes in place that were largely designed to be so balanced as to sometimes be unfair to the people. Actions that were designed to find efficiencies and all of that bureaucratic language ended up meaning you're going to do it to the troops. It was never intended, nobody ever does that on purpose, and no individual act did it. I'm not blaming anybody.
However, I think it's fair to say that as we look back there has been an erosion of the power and support that we have to support our people and their families. I believe that we need to pay that down first—the minister certainly does—and that's where the policy is. From a compensation and benefits review, to how your career is managed, to what type of a career path you can have, all of that, I think we have to ensure that our human capital is in great shape first, before we start using it. As the military does, you employ people to get things done. Let's make certain they're good before we do that.
I think what I've done as a result of that policy is to be able to sponsor a bit more of an emphasis on the people and their families, at least in what I would consider to be a less pejorative balance as it relates to other things that we might do in terms of their operations and procurement and all the rest of it.