I have a final question for Ms. Robinson.
I want to understand the longer-term trends in your spending. In your report on plans and priorities, I see a very healthy trend, if you're looking at cost reduction—from $107 million in 2009-10, down to $106 million in 2011-12, to $90 million in 2013-14, and all the way down to $85 million for 2015-16. It's a steady downward trend.
I see a lot of language in your report on plans and priorities that suggests a culture of continual improvement. I see things such as learning from best practices and streamlining certain unnecessary processes.
Could you describe the leadership that's in place? It's a tribute to you and other people who lead your organization. What kinds of things are you doing to constantly look at cost reductions?