That depends largely on the office space available, where our people work. Overseas, for instance, we have an office where we put as many officers as we could given the space available. If other concerns were to arise, we could look at what we could do with [Inaudible—Editor], things of that nature.
In terms of business planning and the levels plan, we look at what we are doing, where the oldest application backlogs are in the agencies, the overseas offices and those in Canada, how we can change the number of decision makers and whether files can be transferred from one place to another, as I said earlier. It depends on a whole slew of factors.
We also have a new system; we are trying to train our decision makers on a number of levels, so they can choose to be decision makers in one type of case one day and in another type of case the next. We do that at our Sydney processing centre. Take, for example, the people who deal with
citizenship grants. When there's big business they can do citizenship grants. Now we've cross-trained them to do citizenship proofs and permanent resident cards. So as the business levels go up and down, we can have our officers multi-task and do different types of decisions.