I'll start, and then perhaps Dr. Preston and everybody else can join in.
I completely agree with the points you've raised. Quite frankly, we're in the process of tackling them and thinking about them right now. In terms of leadership at the top, I agree that it's not just a matter of pushing harder, but I have to be very frank. When we're looking at general officers, it takes about 30 years to grow a general officer. This is not something where you can pull somebody up from 20 years or 30 years ago.
There are exceptions, but on average, when you become a brigadier general or a commodore, you're at the 27- to 31-year point. We've reached down very far to ensure that we're providing opportunities for all minority groups in the Canadian Forces, and I include women in there because they are in a minority percentage-wise. The chain of command is being held accountable to make sure we're examining every individual, to make sure we're not necessarily privileging them, because it is a meritocracy and it has to be a meritocracy, but that the same opportunities are afforded to everybody as they go forward.
The chain of command is being held accountable to that. There is complete buy-in, in the chain of command, that we need to do better and that we need to increase the proportion of not only women, but visible minorities as well across the Canadian Armed Forces.
In terms of measuring, I completely agree. We've only recently started collecting a lot of that data. OPHTAS just came online in October or September. That is new, and that is bespoke.
We are in the process of taking that limited data that we have and looking at ways of integrating that database with the military police database and a number of other databases, but respecting confidentiality all the way. That is in no way connected to the database that Dr. Preston maintains, because we need to maintain that independence.
We have to get better. We know that. We think we have a plan in place there.
Dr. Preston, do you want to add anything?