I'll speak to the partnership question first.
I think in general when we were under the negotiations for all these comprehensive claims, we had to immediately put our money where our mouth was. We had to work with these boards. They're very strong advisory boards. They're not judicial boards, but they have direct access to the minister, with timelined ministerial responses. If the minister doesn't respond to the board's recommendations within 60 days, we have to give effect to that recommendation.
So we're obviously working with them, trying to land on the same place and respect the provisions of those agreements that really talk about.... They use the same terminology as the old Fisheries Act did for the conservation of fish. The boards and councils really hold us to that test of making sure we're managing that way. The best way to do that is to work with first nations and the boards collectively. Even the report you see in front of you has been reviewed by the fish and wildlife management board, and has been improved or modified with their stamp of approval on it.
I think it's just a common state of business in our new world since the claims here. We need to work with the partners. If we don't, quite frankly we'll generally fail, and we've done that. After the agreements, we tried to do a few things on our own and we found that we were going back to the drawing board. So there have been a number of partnerships. We work closely with them, for example, on the Yukon River Panel. We work with them in the communities. We find that it does take more time to engage, and that's a challenge, but I think at the end of the day the outcome is a lot more long term and lasting, and it feels like people have certainly had their involvement in it.
That's on the partnership side.
As for the $10 million, I could take all of that—