Thanks, Mr. Chair.
I echo the same feelings Mr. Oliphant has, to get down to the other business we have today, but I just have one thing that keeps picking away at me. It wasn't too long ago that I came from the business community, and I can tell you that in the business world, far removed from the world of politics up here, I must say, this whole notion that we're taking here is so bizarre that you would probably get fired if you were in the business world. What we're saying here, if I can put it in business terms, is that we think we have a problem--and let's not make light of this, we think there is a problem, and there have been articles put forward--but let's hire a whole pile of consultants to study this before we know for sure exactly where all the problems lie.
As I said to my colleagues—and I said this almost half an hour ago—why wouldn't we have people from within the department, whether it's from Veterans Affairs or DND, come to the very next meeting we have and explain to us how they see the issues today so that at least we have some understanding? If they put forward a comprehensive plan from the day you start with the military until the day you retire, I think we would come from a much better position.
Today we're basing this decision on discussions that happened in Italy and what we've read in the newspaper. Let's hear it from the department and hear what they have.
I was in Charlottetown. You were in Charlottetown. You witnessed the most comprehensive plan around mental health and post-traumatic stress syndrome and OSI clinics and peer support groups—every possible step. So if there is an issue, the department has to have had it recognized. I think everybody has made their decision, as I said before, but I would just plead with my colleagues to let some department officials come before this committee and report what they see within the confines of the new Veterans Charter. If we find that it's unsatisfactory, then move forward.
But I'll go back to the business world. This is a bizarre approach to how to fix a problem. This would be something you'd see from a company that would be filing for chapter 11. This is something we've seen before in the boardroom of General Motors, perhaps, but certainly not within a normal company.
So I'll leave it at that.