I think the use of outcome-based procurement, agile procurement methodologies, and so on and so forth, is fairly new to federal government procurement. It's not new necessarily to the marketplace, but fairly new in terms of how we can go about incorporating it as part of our day-to-day business. Our effort is ensuring that we understand, first of all, what it means, and second, how it can be deployed in our day-to-day business and how we work with our client departments so that they understand that you're not looking for a pencil to that nth-degree size, with that lead in it: you're looking for something that writes, and you're looking for something that writes and doesn't leave ink, as an example. Then ensure that those are reflected within the procurement requirements and technical requirements such that bidders can have a fuller landscape in order to bid and tender against those processes.
It is a culture change. It is something that we are going to have to institute across PSPC and across our client departments, and we are going to have to educate both ourselves and our client departments on how to move forward in that regard.
We're moving forward with pilots as baby steps and we're trying to see where those pilots lead us and how we can more fully employ that in our day-to-day activities.