Thank you, Mr. Chair.
Thank you, Mr. Murphy, for coming to share some of your thoughts with this committee.
I want to circle back, and I'm curious to know your thoughts. I remember a pre-Shared Services model, where there was a Shared Services but it wasn't mandatory for departments. Then 2011 came around. I think August 4 there was an order in council, and Shared Services was officially created. Two years later they had the email, they had the data centres and the networks, and then two years later they had the workplace technology devices; they were dumped. There were a lot of responsibilities for an organization that hadn't accomplished anything yet. A lot of the role was just keeping the lights on, to start with, and transferring T-shirts over to other employees.
I want to talk about the readiness of departments. We've heard this from previous witnesses. Some departments were ready to implement email transformation. Some were not even close to being ready. In your model, how would you have addressed that, understanding the readiness of departments? They were responsible for I think 43 departments at the time. We've heard from a former CIO that his department was fully on board, but other departments were not ready. How realistic was it for the email transformation initiative to happen so quickly? And as we learned from the Auditor General last year, the capital budget was cut early on in the process as well.