I can try. To be honest, when I was the deputy at Defence, procurement was the one topic that regularly had me go home and hit my head against the wall.
More seriously, there are three elements to dealing with defence procurement reform. I think the biggest problem is that there's a policy conflict. Successive governments have said we have to have money on defence distributed across this country. There's a regional component. They have said that it has to be distributed for innovative purposes, for industrial development purposes. Somewhere in there, there's meeting the requirements of the military, then taking into account what our allies want. I think if there were some greater clarity in the policies that have to be applied, it would go a long way towards dealing with this issue.
I had the opportunity to sit in on cabinet discussions, for both Mr. Harper's cabinet and Mr. Trudeau's cabinet, and the same things came up again. Some people want to go out and get a turnkey purchase of a cruiser. Other people want to make sure that either Halifax or Vancouver can develop a shipbuilding program. I think part of the problem is that if we're going to have this multiplicity of policies, we have to have the capacity to say, in some instances, that we're going to forget regional development and we're just going to do it. In other cases we're going to say it's really important for the development of an industrial base, and we're going to do that. We have not had, I think, the honesty to admit to ourselves publicly that part of the problem is this conflict in policy.
The second issue, I think, is the requirements that are generated by the military. For entirely reasonable reasons, the military wants the best equipment it can get. It has to be interoperable. We used to joke in DND that if the admirals and the generals could get a gold-plated Cadillac in everything, they would. I understand why they would want that, but sometimes you have to look at whether or not giving them slightly less than they want would not be a bad thing. I think, in fact, the defence portfolio's gone some distance now towards improving on that front.
The third area is just bureaucratic public service fear and inertia over the years to deal with the requirements of whatever they're calling Public Works this week. They are afraid of the CITT. They are afraid of the Federal Court. They are so cautious they will not take the slightest chance in dealing with defence procurement. The Treasury Board is similar, and quite honestly, in Defence we've developed a similarly cautious approach to life. I think also, quite bluntly, since Afghanistan we have not had enough people working in procurement to be able to move the file. When you put all that together in a stew, you have a significant issue.
Having said that, I do recognize that you can't acquire a ship overnight, but we could significantly accelerate some—I don't mean all—of our defence procurement decisions if we simply said to ourselves—and I'm just picking an example—the French have a perfectly valid, reasonable frigate, and the navy—no offence to Denis—is going to have to accept that this door opens to the left as opposed to the right. I'm making a joke of it, but sometimes some of the change requirements that are imposed because of these requirements are not reasonable. Do a bit of this, and I think you could speed things up.
I think in order to really change defence procurement, the government is going to have to find a way to kick-start change. All of this is really deeply ingrained, both in the public service and in governments.