I'll also comment on the integrated values. I can give you a couple of examples of where I think it really has been working well.
For example, under CMHC programs, we work with the community. They design their own housing. We no longer put plans on the table and say that it has to be built this way. So we have some quite innovative, different designs. There is a community out west where we just built some housing, under our non-profit program, that is actually designed for six or seven families to live in. So it is very reflective of the cultural values and of listening to the community.
Another example would be our allocation processes. We don't allocate the funding in isolation. We sit down and work with the aboriginal community at a national level--with the AFN, with our colleagues at INAC. Then at a regional level, there are liaison committees right across this country that are working. There is aboriginal representation on all those committees.
So there are lots of examples, I think, of where those values are integrated with how we deal with things.
In terms of your question on capital funding, I can tell you, from a CMHC budget perspective, that we got an increase in the 2005 budget of about $103 million over five years, which was a nice boost. But other than that, by and large we are able to renovate about 1,000 units, give or take 100 or so, and do non-profit of, again, around 1,000 or so each year. That's been fairly constant, frankly, for the last 10 years. If you looked at an expenditure kind of plan and the commitments in units, it's been fairly constant. There have been ups and downs, but by and large we typically can do, as I said, about 1,000 renovations and about 1,000 non-profits. Last year we did 1,300 renovations, and we've managed to get about 915 or so non-profits.
So again, it depends. You have design issues. There is lots of flexibility. So you never know, when you have your budget, exactly how many units you'll be able to make work. But typically we're on par over the last 10 years.