I think one of the ways that the budget reduction and the staff reduction were achieved was—a couple of years ago, I don't remember the exact year that it happened—when we put forward for approval the right to have legislation amended to not require us to do some financial statement audits. I've forgotten the exact number, but it was probably 19 financial audits. That legislation was changed, meaning we did not have to continue to do those financial audits. In some cases they were small organizations that didn't really need a financial audit. In other cases they were organizations that had the wherewithal to get that audit from somewhere else, to pay for that audit, and to have an external firm come in and do that audit, so we reduced some of our financial audits.
The other thing that we did was make some fairly significant reductions in terms of some of our support services. I don't have all of the details of that, and many of those decisions were made before I joined the office, but we made some significant reductions also in our support services. We have recently been going through a process of rationalizing the senior management in the office. It was 16 people at the executive table a few years ago, but we're now going down to nine. Making sure that we have the right number of people in those senior management positions has been another part of our strategy. As I think I mentioned earlier, I believe right now we are right at the level and other reductions, or any other requirement for us to fund something from within, is going to start to have an impact on what we produce and start to bring us below our historical levels of production.