Thank you very much.
Alex and Meenu, let me say at the front end, thank you so much for sharing your lived experience. Your personal experiences and those of other witnesses who have come here to do that have certainly enriched our study and made it much more real to us.
Linda, I really appreciate your take, particularly on your last comment—I'd love to explore that further—with respect to the difficulty of dealing with contracts and contract extension and the onerous paperwork. Let me start somewhere else, though.
We've heard from a number of people that wage subsidies are helpful at the front end, to bring people with disabilities into the workplace. I think there are lots of other barriers to recruitment as well, frankly, including how we advertise, how we do outreach, what kind of accommodations are in place.
Leaving the recruitment piece aside for the moment, I want to talk about retention, because what you told us, Alex, isn't that you had trouble getting in the door. You had a job at Food Basics. The problem was—the way you described it, or the way I heard it—there was an employer who was absolutely not willing to make any kind of accommodation to hang on to an employee who was obviously doing his job. You weren't being let go; you left on your own volition.
Linda, you talked about the importance of skills development, about ongoing training so that once you're in the door, you will continue to succeed and grow towards a career as opposed to just a job.
I wonder if all three of you could expand on that a bit. I think we've heard lots whereby you offer employers some money up front, and they bring people in the door, but it becomes a revolving door. Programs end and then people leave the jobs and we haven't really done anything to increase the participation by people with disabilities in the workplace.
I don't know who wants to start.