In 2002 the department was very much focused on client service. The changes that have come into place with respect the downsizing of space, achieving expenditure savings for the crown and so on, have been changes that have come in in the last few years. So part of our mantra, part of our philosophy, was to attempt to satisfy, as best as possible, where it was economically justifiable for the crown to do so, the desires of our client operation. We were severely criticized for not satisfying them enough. The dual role of service provider and policing agent was one that caused many people in the department to be somewhat schizophrenic. And at the time our deputy and our associate deputy were very strong on having to improve the relationships with our customers, so as long as there was a defensible business case to proceed then we would try to accommodate the needs of our customer department.
Now, the fiscal situation and the philosophy of the department has moved towards reducing the overall cost of accommodation to the crown, and achieving some economic savings, which have already been booked in the books of Canada. So the philosophy has shifted to a much more rigorous view, where economics may become more of a driver than the client.