Mr. Chair, I think the main strategy in the previous reductions the department faced was not to affect or terminate specific programs, but to distribute, as best we could, reductions through general restraint. For example, in this last year we deferred a very substantial portion of capital, I think in the neighbourhood of $6 million. So what was part of the capital plan in the department, for example, for fleet renewal was cancelled for this year. Our objective was to reduce travel by 20% and hospitality by 10%. Our general restraint would have affected our training expenditures, for example, so conference attendance, regrettably, would perhaps have been delayed or restricted to a smaller number of people. We evaluated what meetings we might have had people at but decided, unfortunately, were perhaps less essential than others.
Those are the kinds of things that have been distributed across programs.