Thank you.
As I was saying a little bit earlier, Mr. Chair, in this year's $3.629 million that we're reducing, the bulk of that is coming through attrition, as the member pointed out, about $1.8 million—$1.752 million—is from attrition and vacant positions.
Another million dollars is from budget reductions. After analyzing our budgets and looking at constant or significant underutilization of those budgets over the years, we've determined that we can move forward with reduced budgets. That was another million dollars. That's $2.8 million of the $3.6 million for this year.
Outside of the world of attrition or retirements, there are employees who would be affected based on service initiatives that we are deciding to cease. Those are called workforce adjustments. There are very few of those for this year, but nonetheless they amount to about $255,000.
Therefore, in the world of operating efficiencies and service delivery transformation, we're looking at about $580,000 for this year. It's a small portion of the $3.8 million.
Some of the things we are doing in that particular space pertain to some of the printing initiatives that we were talking about earlier. We anticipate that over the course of the exercise, we'll reduce the cost of printing by well over a million dollars, and we're starting to move in that direction; this is reflected in this particular item. Moving to a digital environment in which fewer paper copies are produced and more electronic versions are made available is among the initiatives we find in that space.