There were no job losses on the trade side related to that integration.
It gives us a different structure, but our minister, Minister Emerson, and our deputy minister are very clear that there are goals and objectives on the trade side, and it's how we tie the political side into those goals and objectives that makes a difference.
I think the argument can be made that trade is no longer something that can be done in isolation or in silos, just as you can't do anything else in silos in the international world today.
The second part of your question is a more difficult one. It has to do with the morale of the people. It has nothing to do with a separation of one department into two departments, but it gets into promotional prospects and into funding that's available for programming.
As I said in my remarks, I'm certain that for those of you who have travelled to posts, you've always heard the story that we could use more resources. I think that's true. But on the other hand, it's also true that over the last few years we have become much more results-oriented and much more focused. That means that sometimes we have to redeploy.
I can give you examples. In the past we have had as many as eight Canada-based people in Paris and about twelve locally engaged staff. Do you need so many Canadians? Maybe we can put fewer Canadians there, increase the number of locals, and put those Canadians elsewhere into the system. So we're doing that redeployment now.