I don't have this information right now. I can give you a for instance. I prepared for that. The reason, frankly, is that we haven't been tracking the number of consultants we have across the department.
In the case of the IT branch, which is one of the largest users of professional services, I have data here that shows that as of September 8, we had about 1,800 employees, and of that number, I see that for 2008-09 about 892 were professional services employees.
On that point, there's always a challenge in having professional services people carrying work. And the challenge can be in the areas picked up by the Auditor General. But also, the knowledge aspect can be a challenge for me as a manager; that is, the contractor carries out the work, does the work correctly, but then the contractor leaves. This knowledge loss can be a challenge through time.
I have asked the manager responsible for the information technology services branch to have a better equilibrium between the full-time employees being staffed in that branch versus the number of people carrying out work through professional services. He has a plan. The ratio has already been reduced by 22% and there is another 20% to be reduced this fiscal year, so we are trying to rebalance the number of people we refer to as full-time equivalents versus the number of professional services carrying out work--which is good work, but I want to make sure we have the right balance.