Following the 1994 audit.... Just to set the record, back in those days, just after the merger with customs and also with the GST, we had some challenges with stand-alone systems. Our focus initially, back in 1994, was to integrate the GST and these other business lines that were merged into our department on our base of legacy systems.
Also at that point in time, recognizing that our risk profiling approaches were deficient—this was in follow-up to the OAG recommendations—we invested significantly in building updated risk profiling systems. We actually built what I think is the only outbound government call centre in Canada to call people who owe money, whether in GST, T1 debts, or individual debts—all kinds of things like that. As well, some of these old legacy systems don't last forever; they need to be modernized. So at the same time, we invested significantly in the maintenance and update of these older systems.
I'm going to talk more to the challenges. Sometimes it's better to take two steps back than two steps forward on some of those challenges, because the investment in systems, especially in old legacy systems that have a lot of shortcomings.... Sometimes new technology is much better than investing in older technology and rebuilding old systems. That's the point we're at right now in terms of reinvesting and modernizing the basic systems we use to manage our collections workloads.