In terms of that consultancy, you mentioned that KPMG came in. One of the challenges we hear, when we talk about the economics of policing and cutting back, is that it's hard to measure. It's not like a factory, let's say, where you can measure input and output and know literally moment by moment where you can make something more efficient.
We know that with good companies, that's exactly what they do. They in fact have a day-to-day and a moment-by-moment way of looking at how to make things more efficient. In policing, obviously that's the challenge. How did KPMG manage that in terms of measuring, in terms of coming in and asking what was effective?