Actually that's a great question. As I said earlier, the core of what we do is our real property management framework. It starts with inspections, condition rating of our assets, and identification of needs. Those then feed into something called the asset management plan, which takes into account the overall condition of the asset but also what is the long-term view for our use. If I have, for example, a program that is only scheduled to last another three years in the building, then I'm looking at investments that get me to that, and then we'll take a decision on whether to dispose of the asset or renew it or look for an alternate use. All of those feed into a set of priorities.
Within PWGSC, in our building management process, we have 18 qualifiers that describe the nature of the work. Those rank in priorities. The first priority is anything urgent in terms of health and safety or the integrity of the asset. The next set of priorities, the “B” categories, are categories that address stewardship, the FRAM oil filter. You can pay me now or you can pay me later; they're good investments that save the asset. Through that ranking process we determine what we call a banking day and how we use our money with those priorities to match.