The first element to mention is that the strategic priorities on which we consulted Canadians when I arrived and that were developed a year after, in 2015, are a big part of the budgeting exercise. When we look every year at the activities that we want to engage in and to fund, the strategic priorities that were developed two years ago are certainly important. They're particularly important for work of a discretionary nature. We have to respond to complaints that are made. That's our statutory obligation under PIPEDA and under the Privacy Act. That's not discretionary. We have to do it. But for all the work that is discretionary—it's part of the statutory mandate but it's somewhat discretionary—the priorities are particularly relevant.
Government surveillance is part of it, and improving the privacy of Canadians. The economics of privacy is another. We also have strategies under this plan to do more public education and outreach, educating Canadians. All of these priorities and strategies are part of the mix as we look at the amount of money we want to spend every year.
More mechanically, we look at whatever discretion there might be in the budget—for instance, monies unspent or staff positions that have not been filled, or are not permanently filled at a given point—to see whether there's any discretion to devote and allocate resources to priorities.