I think it's really a matter of working with people who have already done the work in the past.
We have learned from Amtrak, from the resources the company had put in place. We have found partners such as the defunct Canada Company, which is being replaced by a group of various organizations.
We have to spread the word.
The reason we did it at VIA Rail was that VIA can't be dictated to by the government with respect to it's independent Crown corporation role. We can't dictate like the law for departments with respect to hiring of military members, but we surely can lead the way so that we can encourage, from a public policy perspective, other federal organizations to get into the same space. I think that's what's happening with other departments.
The military members normally have a pretty tight network. That's why it works in platoons, or whatever system that we have in the navy, army or air force, but when you get the word across it's just about being able to translate what a military member's expertise is. That's where Mr. Nader comes in with his team in translating that information to the HR process. There is some measure of willingness.