It's definitely complicated. But it's not the first time we've dealt with complex issues with copious amounts of detailed background. Again, there are a few of us here who can point to a couple of files where we went...I think it was 15 meetings in the case of the RCMP pension issue.
I have to tell you, Chair, when things start to get too complex, my reaction is always to pull back and ask what the fundamental questions are—back to the simplest questions. At this stage I'm listening. I'll listen to good ideas.
My inclination is bring them in, do it the way we usually do it, give them the time we usually give them, and if we find it's not working, then at that moment we can start to grapple with how we want to do this. There are a lot of options we can look at.
But I would suggest that rather than trying to figure out ahead of time what the right tweaking to our process would be, my inclination is to do it the usual way, bring them in, and we'll make decisions about how we move forward as we need to.
I guess I'm very much in the corner of Mr. Kramp because I think I just said what he said, with different words.