Within the format of strategic reviews, we do look at the relevance and performance of individual programs. We can, in fact, use this vehicle over time to do horizontal analyses of certain types of programming that are in different departments. It's a bit more complicated, but more and more, I think, we now have the tools in terms of performance indicators, evaluation, and our program activity architecture to start to do that work.
It's more challenging, because one has to look at, for example, aboriginal policy or environmental policy across a number of departments. That could give rise to some conclusions or recommendations for where best to have a particular program, which programs are redundant, or where there's overlap and duplication, but I think that's really down the road for us. It's more difficult.