I don't know what it's like. I'll be brutally honest. I've not read about any of the stuff that has gone on here, but I would fall back on process. I think people need to have confidence in the process, and the process has to be an industry-standard process. It can't be made up. It exists. It's not rocket science. It's there. It works. I think the process of the service you're giving has to be laid out, understood, and accepted by everyone who's using the service.
I think the second thing is outreach. It's ensuring that your Shared Services people understand what the impact is when something goes bump in the night. They have to feel the stress and the worry that a front-line service provider would. They're not in the front line; we know they're not. They're not as close as they used to be. They're a bit further back, but it's important that you make all of your staff in that Shared Services organization directly understand what the impact is of what they're doing. They're not just a shared service. They're actually delivering services to, in my case, an Ontarian or a business. Without that, they have no reason to lose sleep at night....
In my case, certainly, I think back to 2007, 2008, 2009, and even right through to today, where we focus enormously on bringing forward real ministries, real people, to talk to our shared services staff to ensure they know that whatever the service is, whether it's a public safety video, a call to an ambulance, or whatever—it doesn't matter what it is—they recognize that it has a direct impact on someone on the street, or on a police officer or a corrections officer, whatever it is, and that they feel that. That brings it alive, then. They're not some abstract shared service. They're actually delivering a service that means something to somebody.