Yeah, thank you, Madam Chair. Madam Chair, I would want to invite the deputy minister and then possibly Mr. Courtoreille. Again, I want to be mindful there's six minutes. But, you know, at the end of the day, it's how we're figuring -- it's ensuring that we're providing information about the total spending of the government. For example, there's a lot of sunsets. So programs that had certain dollars attached to them, and if those dollars that were restricted for a certain purpose come to an end, then they are sunseted, and they may or may not see those dollars come back into that program or into that department. More often than not, there are other cost pressures that a department might be facing. So when the matter comes to the Financial Management Board and there's a recognition that, you know, for example -- I mean, it's the example that's come up so I'm going to go ahead and use it. It's the example of OROGO where a request was made to review the functioning of that department. That review was done. It was determined that there was more allocated there than what was necessary. At the same time, the department knows it has year over year cost pressures where they're unable to meet targets or they're having to fund from within and so immediately we're able to say well, we know that there's money that we're going to take away from OROGO but we can add it to areas that have been traditionally underfunded.
So there's travel reductions in this budget, Madam Chair. There's -- you know, then that's -- you're seeing that show up under every single department. It -- it comes in as, you know, an FMB adjustment because it was something directed by the Financial Management Board, and it's an adjustment that happened outside of the mains estimates process, and so it shows up as an FMB reduction. And -- yeah, thanks, Madam Chair.