Yes, I think this goes back to the same discussion about setting those parameters. I think you are always going to have people who aren't satisfied with service. Clients can come into an organization, and we can spend hours and hours with those clients to try to invoke the best results for them, and ultimately it doesn't happen. They're not ready; they're not capable; they need other investments that we're not capable of providing; or there could be mental health issues there. Those people might be the ones who are saying, we did nothing for them.
We've heard the rhetoric about resumé factories, and it's hard to not take it as an insult. With all due respect, it would be akin to our paying much heed to a Canadian saying that all senators do is submit expense claims. It's so inconceivably absurd from where we sit, knowing how much we do for clients, that you can't pay attention to that level of rhetoric. The amount of time and compassion that goes into working with clients at whatever level of readiness they are for employment is profound.
Getting down to making sure that a client comes out ready, sometimes the employability of one client might mean they need an industrial first aid ticket and that's it and they're off and running because that will get their foot in the door. Other clients need certain elements of employability skills that are more on the soft level, that are harder to measure.
To me, it's not a simple answer, but I think to get the right people, a pan-Canadian group of community-based employment trainers—the best practices we see, the best minds who want to build these accountability frameworks—and put them in a room, have the breakout sessions, and identify what we're going to need to be successful across Canada is a starting point.