I'll kick that off, and others may want to leap in.
I think it depends on the department. When I was in defence, as I find here, it was more challenging because it was very capital-intensive and very operational. We're running a major fleet. I think the impact of inflation on acquisitions and on O and M in a large capital-intensive organization and the impacts of fuel costs and so on are more severe in a department such as this one than what I found when I was in Veterans Affairs. That's not to say that there aren't challenges there as well.
In order to have a look at the kind of chart Cal's doing, it would be interesting to take inflation out and look at some of those things. For large capital-intensive departments, it is more challenging, but do we do everything we could or should to cut administrative costs, and so on?
We've just gone through a major exercise for a couple of years, but this doesn't mean that we don't need to continue doing it. This a good and valid question. My own sense is that we need to have our feet kept to the fire as well. There will always be some healthy tension there, but at the moment we find ourselves fairly challenged around some of the programs, particularly those with a capital intensity, whether it's the coast guard, small craft harbours, or whatever.