In the strategy for Canadian Forces morale and welfare services, the whole point of non-public property is that we're a member-driven organization. The money that we manage and the services we deliver are the members' money, and the services are there for the members. In one way you can think of it as a co-op: every member of the Canadian Armed Forces is a member of this co-op, and we manage all of these services.
We are extremely client-driven. We've just initiated a survey with Nanos on our services. When we look at one of those cases that speaks to frustration, as Phil would know, the moment I read the headline, he has an email in his inbox about two minutes later asking for the status of the file and where we are.
Ms. McIlwham used an excellent example. When we've had a process in the past that caused one of our members friction, the entire point is to learn from that, so when we see those problem headlines, we immediately go into them. For obvious confidentiality reasons, we can't speak to them, but I can assure you that we have looked, for instance, in the financial sphere when anyone comes out and said they're financially challenged. We do monitor Facebook, and we're actively involved. We determine whether or not their disability payments have gone out on time or if there has been a snag in the file.
We don't forget that one of the key points of this whole organization or structure is that the chief of the defence staff is our boss. He is the chairman of the board, so appeals go to him if necessary. She touched on the appeals; I'm pleased to say that not one has gone to the chief. We've managed them internally and turned them over in favour of the members, because it's a member-driven organization. We're not profit-seeking, we're member-seeking.
