I'd like to pick up on Mr. McGuinty's point as well. We're involved in a process here, a task force that's going to deal with culture and governance and so on. I'm going to observe something I see in Parliament quite often: there are a lot of members of Parliament who believe that as soon as they identify a problem, we can resolve the problem by ordering a result—by passing some legislation, and so on—and that magically the problem will go away.
It doesn't work that way, I don't think. There's too much involved in issues and problems just to order or command that they disappear.
The concern I have is that in modern organizations that are successful, high-quality organizations.... It seems to me the front-line people are very much involved and engaged in those organizations. They're the benchmark that people should be looking at for strong organizations. You build a team and you get their involvement in it.
I think it's crucial that when the task force recommends changes and we get involved in implementing changes, the thousands of RCMP members across the country be engaged in those changes and be onside and supportive of those ideas and understand what we're trying to do. If they aren't, I think we may end up not getting the results we want.
That's just an observation that I would pass on.
I also think it's very important.... There's a lot of fear in the RCMP organization, among the members. A lot of that fear is unnecessary fear, and I think it's incumbent upon the RCMP to eliminate a lot of that fear from their organization.
I want to also pass on to the former commissioner that I've talked to a lot of front-line police officers back in Saskatchewan, and they had a lot of trust and confidence in your leadership.
Now I want to deal with an issue. When I talk to RCMP members—this goes on over a lot of years, and it certainly didn't apply to the past commissioner, but it has applied to other commissioners and senior leadership people—they don't have trust in the leadership of the RCMP at that level. They say things such as Ms. Duxbury has said: that there's too much politics involved at the senior level of the RCMP; that It's not about law enforcement, and police work, and so on, but is about a whole range of other things. A lot of members aren't confident that rising in the RCMP is really based on merit or real performance on the job; it's other matters.
Could you perhaps enlighten us as to what is meant when members say there's too much politics in the senior level of the RCMP? What do they mean by that?
I'm addressing it to—