Honestly, I'm not going to try to give you percentages. I really don't have numbers like that here with me, and I wouldn't even try to remember.
What we tried to look at was how many consultants we had on board that were consistent every year. We need to use consultants for various things, and we wanted to make sure we were using consultants where they would be best used. That is really in two places. The first is when you have project work and clearly that work is not going to be repeated over a period of time. The second is when you need some expertise. That's when you really want a consultant with you, when you need some expertise.
We tried to work out where the bar was for the number of consultants we had running on a regular basis, a regular run rate coming in, and that's what we went after.
I did mention IT Source. IT Source is a very important part of that. We did try to say, look, there is a need for variability when it comes to staffing within our clusters and staffing our projects. Rather than having to go outside all the time for those people, we thought, why don't we grow that ourselves? We created IT Source, and it's 250 people. We did it through fee-for-service conversions, and we staffed IT Source with FTEs, full-time people. They operate as consultants, except they are full-time people.