The deputy is correct that there were growing pains from the outset, and certainly I inherited a lot of that when I started in May of 2017. You know, a lot of it was systemic in terms of the division of roles and responsibilities of the two organizations. Some of it is also due to a lack of clarity in terms of what independence means and if this really is an independent organization. We've been dancing around that issue for a long time, so there have been a number of challenges.
The deputy is right that, prior to my arrival, there had been three separate executives who had performed corporate functions and leadership for the centre, but they weren't experts. When I came in, I obviously had a different lens to look at not only the functioning of the centre but also the Operation Honour response more broadly. Certainly since I've started, I worked to really focus on the services of the centre, expanding them; making them evidence-based; making sure the staff were appropriately trained, supervised and monitored; and also attempting to build relationships and exert influence across the Canadian Armed Forces to help shape the response a bit differently.