In terms of lessons learned, first, I would go back and think about the culture change that's implied in bringing 43 departments together and the personnel from those departments and the plan for that. There were 43 different ways of doing things and 43 different ways of processing service requests. The focus should really be on what the plan is and how to bring people together as quickly as possible to get a unified service.
Second, I would establish the benchmarks from where we started a lot more clearly, in terms of knowing what asset base we were inheriting and what service levels. All of that is typically done when a task is outsourced. In this case, it's an outsourcing to Shared Services Canada. That's one thing that we heard was done in Ontario, for example, that has really helped them measure their progress and understand what they were working with.
Third, I think there's also the importance of people. We need to keep the staff engaged and have the space and time to invest in the training, the tools, and the processes that will jump-start the transformation overall.