I have another observation, and I think Mr. Brown has it right on this point too.
If you were in the RCMP organization, the way it was structured then, and you found something that was wrong, really seriously wrong...I mean, talk about a catch-22 for the people who tried to deal with that. They took things to MPs. They took things to ministers. They took things to the Auditor General. They took things to ethics advisors. Maybe they tried to give stuff to Ms. Ebbs here, who was told that she couldn't hear them. It just went on and on. Talk about going around in a circle.
Really, what's sad is that they took the information, in some cases, to the wrong people. I mean the wrong people in the sense that it became a career-ending move for these individuals. I think of Colonel Klink in the old TV series. The message to people inside this organization, the way it was running, was, “I see nothing, I hear nothing, I do nothing”, which seems to be the whole effect of this.
Something else that I think is very clear too is that there were some things being done, but the structure in the RCMP was such that they didn't have the decency to go back to these folks and actually tell them, communicate to them, that things were being done, which might have alleviated some of the personal feuds that got going inside the organization.
It seems like such an elementary thing, but this paramilitary command structure just doesn't fit with a lot of these modern-day relationships that we have inside a large organization. These problems have to be addressed.
I'd be curious what your comments might be on that, Ms. McLellan and Mr. Kennedy and, I guess, the other lady as well.