I think there are two issues.
One, I think, would be probably an uptick in resource requirement through the Surgeon General, but I believe any money invested there will be more than gained on the other end. It comes down to whether there is leadership and desire. If there is a desire to fix something and you put the right leadership to it, it will get done.
I have to also be cognizant that there is a lot going on in the environment. There are a lot of things going on. We're engaged in multiple theatres. The Canadian Armed Forces are a very busy group. That's the only slack I'll give them.
I believe this comes down to probably a small requirement for resources, and it's just a matter of someone taking this on as a champion and making it happen.
I believe if we continue to have the conversations around what we currently do and doing more of that, we're never going to change. We have to go back and look at the model and say, “It's not working. Let's throw it out and start again.”
I'm not talking about getting rid of resources inside of Veterans Affairs Canada. Hire the case managers you're going to hire. Are they case managers? Maybe they're life coaches, maybe they're something else. Maybe they teach people how to do resumés and the interviewing skills, which we know is a big gap.
There's much we can do, but there is no future in continuing to do what we've done. We're going to keep having this conversation. As you said, in 12 months, in two years, we'll be back having the conversation. I think we're at that point.