Indeed, and that's absolutely correct that more than a cap is required to cure our backlog situation. It's cap and growth of the total number. It's also creativity, which is why I and the witnesses are here to provide prospective solutions. Here's an example. Let's cure, in part, the parents backlog with the investors backlog. Here's a $200-million-a-year solution. That's not $200 million to spend, but to receive in cash.
For example, if federally we're processing 1,700 investors from the backlog a year, we can create, within that 1,700 people who are obliged to remit $400,000 cash—wire transfers to the Government of Canada—500 priority processing places for volunteers who will upgrade their payments from the old $400K level to the new 2011 $800K level. They, instead of waiting nine years, will be here and have their file processed in one year, if for personal business reasons they want priority processing. That would raise $200 million. With each investor case, we can afford—cost-free, without the $75K solution—three parents per investor.
So it's that type of revenue-neutral jiggering of the inventory, operationally, that can cure some of the backlog--that and, as you say, look at our levels.