That's a very good question. Let me try to answer it.
We do at least two kinds of planning every year. One kind of planning of course involves strategic planning, the strategic priorities. The second kind is our budgetary planning, what our budget expenditure is going to be for the next year.
Because of the way we're funded, which is one year at a time, we have to assume, as we are doing our planning, that we will get no increase in our budget. To do otherwise would be I think irresponsible. Now, when we have our board meetings, we also discuss what happens if we get a small increase or if we get a large increase. We construct scenarios of various increases that the budget speech might contain.
When we actually get the real number, we have to revisit it. With an actual number we're no longer doing risk management. We're now doing real budgeting. I think you can appreciate, if you look at your own personal life and business life, that when we actually see the real number--let's say $37 million, in this case--we have to revisit how we're actually going to spend it.
So yes, we very definitely have strategic priorities. This is not a gift horse that we in the research community were not expecting. We were hoping for it. We desperately need it. Now we have to actually decide, in a responsible way, the best way in our judgment to allocate those funds.