I'll give you an example. When SSC approached me about moving over my email people as part of the transition after SSC was announced, I met with them and told them that I had two people who did it and a 0.5 contractor whom I would hire when we had changes. They didn't believe me. They said every other department had at least 12. They asked where my other resources were that I was hiding and didn't want to give them.
At Transport Canada, as I said, I was very proud of them. We had the best, but we didn't have a lot of them. We gave what they did and how they did it. I didn't have a choice. Maybe large departments could hide that a little more, because there are a lot more IT people. I didn't. When our people transferred over, they were good.
All CIOs believed in shared services. They really believed in the concept. Where the concern came is that, as a CIO, you're accountable for the line delivery. I remember briefing my executive on SSC at a committee meeting, and one of our senior aviation people stood up and said, “Chris, how can guarantee the services will be maintained as they are today”. I said I couldn't. I was no longer accountable nor had the authority to do that. Yet all our other services ran on this. How would you delineate? How would you do that? How would you do the right governance around that? The question needs to be addressed to do that.