Absolutely, there is no doubt in my mind that this is doable.
I keep going back to re-engineering, and you'll please forgive me, but this is our flagship and we're quite interested in seeing where it will take us. Re-engineering did not start from the requirement for cost savings. Re-engineering predates this. We've been working at this for a number of years.
The current economic situation has forced us to take probably a more aggressive stance on how we would re-engineer and it has forced us to have a look at some of our processes. We've found significant room for savings in some of the areas.
For example, we're in the process of civilianizing a significant number of positions at headquarters. We've identified a lot of redundancy that existed in our processes. We're eliminating that. The whole construct of our national headquarters and how it operates is completely changing and we started standing it up last Friday, if I remember correctly. Just in the headquarters piece alone, we were able to reduce the federal footprint in our headquarters by approximately 100 regular members.
I think the economics of policing should be looked at as an amazing opportunity for law enforcement agencies to be innovative and to think outside the proverbial box on how they do business.
I know from speaking to my colleagues at the Canadian Association of Chiefs of Police that's very much the discussion and those are very much the optics through which economics of policing are being looked at.