Yes, certainly. Thank you for the question.
In terms of the question on stabilization of resources, currently a lot of services are provided on an ad hoc basis—access to the nurse counsellor through the harassment prevention program, through the respectful workplace program—and also in terms of the renewal of the members' orientation program as well. These are things that we're already having to do, so it's stabilizing those resources, because currently we don't actually have those resources in place. We've been doing it with the existing capacity that we've had. That's where a big piece of that comes from.
There's another piece of that, which is on the HR advisory side. It's not even necessarily that this is something completely new. Again, they are ad hoc resources or requests that have come in through the pay and benefits mechanism. For example, right now, a primary point of entry for the members and those administering their offices is through pay and benefits, but it's supposed to be a transactional.... It's supposed to be moving through some of these employment transactions that are coming in, but because that's one of the few places for members and the staff in those offices to go to, they often get a variety of questions that wouldn't or shouldn't necessarily be fielded by pay advisers.
This is where some of our team are already starting to get involved in these files to help resolve them from a more holistic HR perspective. That's also a stabilization piece. As well, we also know the office of the CHRO has seen a number of requests. That's why we talk about stabilization and enhancement when we talk about these resources.
From a financial adviser perspective, it's not necessarily in the context of providing financial advisory services to members. It's in the context of how most services have that financial management capacity built into their teams from a financial planning perspective and forecasting and budget management. That's where these two resources come into effect.
We would also be hiring a legal adviser for this team to ensure that all the HR advice we are providing to members and to those who are helping to manage their offices is also done in the context of that angle—from an employment law perspective. We just want to make sure that it is a comprehensive service that's being provided.
In terms of the longer term in what we've forecasted, we do recognize that we are going to have to continue to track the volume and the types of inquiries that are coming in. From that perspective, it's something that's done in any type of team environment where you need to track the volume, the types of inquiries and the case management that's being done. We know that we'll have to report up to ask if this is sufficient, if it is ongoing or if we need to reduce or increase.
I can confidently say that I think we have been very realistic in what we've proposed; we haven't stretched far from that perspective. If we ever came back to the board to either reduce or increase those resources, it would be with quite a rationale associated with it.