When we speak about our modernization agenda or transformation, we're looking at making sure we have the right resources where we need them. This is critical, because as the number of traditional war service veterans declines, we'll be reallocating resources from the areas in which we had invested to serve their needs, to areas where we have more need, for instance, for the CF. That's usually closer to bases.
If you look at the level of activity close to Valcartier, in Halifax, in Edmonton, and in Petawawa, there's a very high level of activity around the modern-day veterans. We will be making sure we have sufficient case managers and other support people there to meet their needs. So we're working to design a service model that allows us to have the flexibility to move resources.
On reallocation, overall the department's clients' numbers will be declining in the future, as our forecasts show. Generally speaking the department, as with all departments, will make sure it's efficient in its operations and we have the people we need, but we won't have more people than we need.
When I mentioned adding people, we've actually added 20 case managers in the last year and a half to those bases in those areas where we needed them most.
Charlottetown is our head office. It also has a significant client service group there. We have to make sure that our supporting infrastructure around the department is the right size. So as we rebalance and get the right fit around front-line service, our supporting infrastructure, be it in Charlottetown or anywhere else, will have to be appropriately sized.
We can see a shift over time to some offices getting smaller as the need arises, and some getting larger. The key point is that it will all be based on the front line and the number of people on the ground in major areas across the country who need case management services.