Can I also say, Mr. Johns, that what we're doing as well is hiring as quickly as we can and getting folks through a training school to standardize training.
The other thing we're doing is actually looking at each individual veteran. When I meet with case managers, I ask them how many of their cases—and often they have a number between 35 and 40—they actually have to engage with, to support on a weekly basis and so on. Generally the number is much lower than that higher number.
One of the things we have to do is to say who out there is at medium risk or high risk and how do we triage them? Sometimes, just through our processes, if somebody's on a vocational rehab program, we automatically give them a case manager when indeed they're doing really well. Some are master's students or Ph.D. students. We've met ordinary seamen who are going to university and we're providing them a case manager.
We are starting a new program. It will be coming out in the next little while. We've been piloting it for a little while. It's called guided support. We're taking veterans service agents who have a number of files and saying we need to have them now support those veterans who are no longer at a high risk because they're graduating—they're actually moving forward—and provide them support to transition them until we know for certain that they're low risk, recognizing that things can turn around and if they do, we'll get them back to case management. It's a much more agile system than we have right now.
At the same time, we are hiring the best social workers we can. We're attracting them from the provinces, attracting them from anywhere and training them up. It's basically a multi-layered approach to addressing this need. We do know that with our case managers, the probability that someone will be re-established, have purpose and move on with their well-being is much higher.