Your recommendations were very interesting. I tried to take notes on some of them. I envisioned the teams that are there to support the existing systems.
Of course, in each department those existing systems are continually evolving to meet the new standards, criteria, and technologies that people are expecting to have. Then a whole team will also be in place for the new mode of operation and some type of communication between them to ensure that new systems as they come on board are going to meet the new standards and criteria that one envisions for the harmonized, consolidated services being provided.
Of course, as individual departments then transport over, we need a plan to transition those employees who had been operating on the legacy systems, assisting with their maintenance and also the day-to-day customer service, to then transition to the new systems. It's very complicated. There are a lot of moving parts here.
Layered over this is the notion that we want to be able to measure success. Our government is interested in evidence-based policy. We want to make sure that services are being delivered at a high quality, at a good value, and at a good cost.
Mr. Radford and Mr. Molinski, what types of service level and financial metrics would you guys envision we could use to measure success going forward? If we do find ourselves in this position in five years, we can be speaking about numbers, data, and results in a more qualitative way rather than about performance, which unfortunately doesn't necessarily lead to the best decision-making.