We have to learn why previous approaches did not work, learn from that and incorporate those lessons into our plan going forward.
As we go forward, I see us moving forward on two streams. The first stream is that any external review that looks at our organization we have to embrace and fully support with the realization that we don't have all the answers. Then we have to look at and embrace any recommendations that come out of that, including, if necessary, an independent reporting chain to give all our members the confidence—or to restore the confidence—that their allegations will be properly looked into.
Second, and of more urgency, are the internal actions we need to take. I have talked about listening and learning. Ensuring that victim support is in place is an immediate priority. We have to respect due process for the ongoing investigations.
With regard to Op Honour in particular, I believe—and I have heard from many—that perhaps this operation has culminated and that we need to harvest what has worked from there, learn from what hasn't, and go forward with a deliberate change plan, a deliberate plan that includes not only members of the Canadian Armed Forces but also our public servant colleagues as well.
We need to align our internal organizations, because we have disparate pockets that are focused on this problem, and perhaps better alignment is required amongst the different organizations.
We have to continue to implement the provisions of Bill C-65 and then Bill C-77 and, along with that, the restorative engagement that comes with the final settlement.