The history of the organization over the last four or five years has been one of going back to the Radwanski scandal of 2003. There has been a significant amount of effort over the last number of years to rebuild the office. A lot of resources have gone to that. At the same time as that was taking place in 2003, the legislation, PIPEDA, was not fully funded in the office. That legislation came into force in January 2000 in stages, with full implementation on January 1, 2004. That scandal took place in June 2003, so the resource base for the organization was not stable.
The business case reflected in the supplementary estimates here today I would think of as kind of the stabilization of the organization. I think the organization, in terms of managing resources, had to get there first before even being able to start considering where to cut or to reallocate. Over the last few years the organization wasn't healthy as it is today. It is only getting there now.
It is a fair question, and it's a question that is probably about two years premature--or maybe one year. We've had that conversation at the management table of the organization. We're at the point where the organization is going to be faced with choices.