Again, we're just starting in this space where there's this two-way street. I think what people are saying is, in our case, where are those efficiencies? Could there be more efficiencies? Maybe I've got an idea on some type of service delivery that we could do in the community that could help the strapped resources in the government. Maybe there's a way that my company, my service, my idea, my innovation, could augment what's already being done to provide an even better service. We saw this, interestingly enough, through the United Way and those kinds of community areas, where there were people right out in the streets working with homeless and so on, who were there all the time. They, in fact, supplied information back up to us, where our social workers could—there are only so many of them.... They actually gave us even more in-depth information about their communities. So there was that actual transfer of data back from these local efforts. Then they look at the budget and say, “Well, wait a minute, if we work with you, you could actually take that money and spread it around or do this and we could actually make services better.”
So it helps engage people in the budget debate, not just from a finished product perspective, as David is saying—from an assembly line, let's look at the budget at the end—but during its formation. And because budget is always evolving, you have a say not just in the next one but even how the money is being spent right today.
That's the concept of making that budget data very available and very usable.