There is a whole lot of data that's external to this agency, which I believe, and we recognize it, we're not making strategic use of--levels of indebtedness, the ease of achieving and obtaining credit in the private sector. When you get into the dilemma of not having enough cashflow to pay all your creditors, including taxes, who draws the short straw? That's where we need to have our processes in place so we can predict, through mathematical models, what those trends will be and then develop them into the future. That is part of our future vision.
I'll come back to your question. At the call centre, every year we have estimates of workload. Call centre agents get ramped up at different times and peaks in the year. They are trained. Their job is not the hard core collection; it's the friendly, rehabilitative attempt to get the taxpayers to manage their tax debts in the same way as they manage their private sector debts, which is to entice them to pay, telling them that this is the easy way to get out of this problem. Otherwise, we have collection powers that will get more definitive and more harsh--legal action and garnishees and things of that nature.
So while we would like to have better statistical packages and information about the true performance of our call centre, because it was done with the goal of initiating those calls, we know it's efficient, and program evaluation people in our own agency have concluded that a 30% reduction in workloads materialized out of that call centre, and that people do voluntarily comply.