If I could just add to Verna's comments, in terms of looking at the resourcing, first of all you have to nail the model down, but we've really looked at resourcing with a two-pronged approach.
It's important for the office of the ombudsman to have independent resourcing from the department, so that they can have their own financial controls, etc. It's also just as well to recognize, particularly in the start-up phase, that there are probably going to be significant numbers of inquiries directed at the ombudsman's office, so it's very important that the department has the resources as well to be able to respond to those types of inquiries that would come forward.
For example, if you have a situation where a veteran is complaining to the office of an ombudsman about the length of time it's taken for a benefit to be obtained, or a service, or what have you, and then they write to the office of the ombudsman and find that the turnaround time with the office of the ombudsman is slow—either because they don't have sufficient staff, or there is insufficient staff in the department to do what needs to be done with a résumé of the file, or what have you—then in fact we've really accomplished nothing. The veteran would become, I would think, rather cynical, and at the same time would say, “The ombudsman's office is really not much better than the group I'm complaining about.”
It's really important that we get it right, and I think we should be realistic that there's probably going to be a bit of a surge at the front end, as there typically is in these things.