Well, first of all, I think that's accurate. There are geographic disadvantages to some locations where our folks are, because there are just no services there. That falls to the organization, and it also falls to the second part of my answer, which is the challenge of recognizing that people need help. That is very challenging in the mental health business for police.
Someone may begin to act out in ways that get them either in disciplinary proceedings or in trouble when, really, the underlying problem is a mental health issue that perhaps was overlooked by a supervisor. Perhaps the individual is not willing to self-identify as needing help. That's all part of our strategy. It's a very complex problem, particularly given how the organization is spread out.
However, within the reality of the deployed, decentralized model that we exist in, we have developed strategies that aren't the same for a two-person detachment in one of our territories versus someone who's in the metro area of the Lower Mainland and has access to all sorts of support.
Those challenges feature in our strategy and we're trying to address them. One of our systems—which I have direct knowledge of myself—is the availability of support through the 1-800 line. When we learn of somebody calling in, we leap into action and get people flown out, or get people flown in.
It turns on identifying the problem as a mental health issue and also overcoming the geographic barriers.