What we had tried at first was to take a transactional approach to addressing these issues, thinking there would be efficiencies in attacking all of one type of transaction at a time. Certainly I would refer to disability and maternity leave as those cases where we still do that.
However, what we heard from public servants in how they were experiencing this was that they weren't being made whole. Therefore, we needed a model that would address all of the transactions of a particular employee at a time.
Of course, that meant we weren't necessarily reducing our number of employees, but we were reducing the number of transactions. As we moved into a pod model, which was the suggestion of the employees at Miramichi, we noticed greater client satisfaction and greater employee satisfaction in Miramichi because we were taking more of a people approach to this.
What I predict, if you'll indulge me, is that this will be stabilized. Backlogs within departments will be achieved on a rolling basis, corresponding to when a particular department went into a pod model.