Certainly funding is one part of it.
The capacity to spend it is another part of it. So we've had, as other government departments have had, capacity issues in our ability to spend the money. Now, $400 million is a lot of money to spend on an annual basis, and as a result, we look to partners in the private sector to help us spend that type of money.
It's also around the efficiency of spending. The private sector could certainly spend it more effectively than we can. They tend to use a thinner layer of management to carry out the activity, so the value of the spend you get from a private sector person doing it is greater than through the public sector, and that's part of the issue we have in terms of resourcing. And through the outsourcing of our property management activity, for example, we've actually saved significant amounts of money by allowing the private sector, where they've developed capacity and expertise, to deliver services. Now we're finding that in other parts they can do it as well.
So we're hoping that will be part of our HR strategy, quite frankly, being able to partner with the private sector in delivery of more of the services for the real property branch.