I'm Chris Woodcock with the CMHC housing programs.
There was a lot in that question.
To start, we certainly look at our resourcing on an ongoing basis. We have had a lot of success moving internal resources between programs. For example, just as an anecdote, when we were wrapping up the delivery of the rapid housing initiative this year, we were very successful in retraining and redeploying a significant number of staff from the rapid housing initiative to support the housing accelerator fund and in developing training to support that work, and the timing worked out. That's the type of workforce planning we look at overall to make sure that we leverage the available resources we have in the best possible way and the capacity we do have as flexibly as we can to support the various programs that we're delivering.
Certainly I would agree with your statement that in recent years we've been delivering many housing programs that are different from historic programs that would have been worked on. The most recent one, the housing accelerator fund, is a very different kind of program. There's involvement in municipal processes and regulations, which is very new to us, and it's certainly a learning process. If you go back a few years, the introduction of the co-investment fund and the rental construction financing initiative were also very new to CMHC, and we were able to ramp up very quickly. Again, there were lessons learned, and there are certainly opportunities to continue refining, but that's been an ongoing process.