The outcome measure, as you know, is a sort of holy grail of the health care sector. Outcome is very difficult to manage. We're going to have a better handle on it as soon as the last phase of our health electronic system is implemented. Then we'll be able to extract data to see whether or not we're making a big difference in hypertension, diabetes, and so on. That is going to be coming.
In terms of the satisfaction rate and basically of feedback from physicians, I think we are having a much greater effect, particularly when it comes to mental health. I think we've made some enormous strides over the last several years in providing good mental health. I would dare to say that I think Canadian Forces is probably in the leadership role in Canada in providing holistic, integrated, multidisciplinary mental health.
In terms of our model, we look at it as involving a three-pronged approach. You have to have a good and effective mental health care treatment system. If you cannot provide good care, then who's going to come to you? Two, you have to have a good supportive leadership. Leadership in the military in many ways determines the culture of the organization. As you know, we've done an enormous amount of work in education for that leadership. The Chief of the Defence Staff recently launched the “Be the Difference” campaign. Mental health issues are discussed openly, more than ever, I suspect, in any other society in Canada. The third one is aware and engaged members or patients.
You have to have all three—if you like, a three-legged stool, and if one of them is short, it's going to tip. I think we're working on all three facets simultaneously right now.