Your model is very much what we do; we look at the return on investment. As I said earlier, how we manage our real property portfolio is key and central to that function.
If I'm going to retain a building for 20 or 30 years, then I look at more significant investments because I know the payback will be there over the life of the asset. If it's leased accommodation, then frankly I'm loath to do it because leased property tends to be less permanent. It gives us greater agility to meet changing needs, but I'm investing in someone else's property. If it's a 20-year lease, it may be in my best interest to make that investment because operating costs that I pay to the landlord will be reduced.
For the most part, when it comes to our crown-owned inventory, we are looking at exactly what you described: the payback period for this investment. Some things are low dollar, so we call those low-hanging fruit—there's a quick return and they are relatively easy to make within our building management cycle. Others, which may be more significant, take on a special initiative and will require a special project approval consideration, for example, by Treasury Board ministers, in terms of the nature of the investment, and that is demonstrated in the payback period.