Thank you.
With regard to systems, we all know about the ill-fated long-gun registry. It was supposed to cost $2 million, I think, when the idea was first conceived, and it got up to somewhere around $2 billion. It was a black hole for money. But I think all large organizations have these problems, both in the private sector and in the public. You buy a system, and then you need customized software, and then you need updates. So they're ongoing--your software and hardware. And then there are huge training costs. As new people are hired, they have to be trained and retrained when there are upgrades, so the organizational commitment to the system becomes huge. There's a useful life and then systems become obsolete because somebody has a newer and better system. So you reach a point where you should have a new system despite the capital cost because the operations could be so much better and cheaper and the public could be better served. This is the struggle that all large organizations have.
My concern is on the $2 billion figure you mentioned for three departments. Is that a figure you had time to develop yourself in the AG's office, or are those figures estimated costs for systems for those three departments? Did they actually come from the departments?