Thank you.
We'll switch to consulting.
In your opening statement, you talked about the reduction of management consultants as a strategy to save public funds. I worked in consulting for 20 years as a consulting engineer, mainly in large, heavy, civil public infrastructure projects. One thing that was always interesting was saying when to bring in an external consultant—when you needed external expertise versus when a project could be delivered in-house.
When I was at the City of Hamilton, I was always really interested in building in-house capacity, building up the civil service so that they could do as much work in-house as possible. However, I also understood that there are times when you need to go to an external consultant.
Through you, Mr. Chair, I'll ask the question. When we are going outside to external experts, to consultants, how much of that is management or advertising versus architectural or structural engineering and that kind of thing? Also, how do we make the decision of when to keep that work in-house versus going to an external expert?