The following table presents our consolidated revenues by major solutions and services and by segment, as a percentage of total revenues:
## Table 0 ##
Health Care and Health Care IT Industry Health care expenditures continue to consume an increasing portion of most economies.
In the U. S. , health care spending increased 4.3 percent to $3.30 trillion in 2016, growing to 17.9 percent of the U. S. 's Gross Domestic Product ("GDP").
The Centers for Medicare and Medicaid Services ("CMS") estimates annual U. S.  health care spending will be $5.55 trillion, or 19.9 percent of GDP, by 2025.
We believe this trajectory is unsustainable and that health care IT can play an important role in facilitating a shift from a high-cost health care system that incents volume to a proactive system that incents health, quality and efficiency.
For this change to occur, we believe traditional fee-for-service ("FFS") reimbursement models must continue to shift to valuebased approaches that are more aligned with quality, outcomes, and efficiency.
A signal of this shift occurred in January of 2015 when the U. S.  Department of Health & Human Services laid out a plan to shift 50 percent of Medicare payments to value-based payment models by the end of 2018, and to tie 90 percent of the remaining traditional FFS payments to quality measures.
The shift away from traditional FFS is also evident in growth of lives covered under Accountable Care Organizations ("ACOs").
ACOs are groups of hospitals and providers that focus on providing coordinated, high quality care to Medicare, Medicaid, or commercially insured populations and then share in savings created by lowering the cost of care.
According to the Leavitt Partners publication, Projected Growth of Accountable Care Organizations, December 2015, lives covered under ACOs grew from approximately 5 million in 2011 to more than 20 million in 2015 and are projected to be more than 100 million by 2020.
Another step towards a value-based model occurred with the passage of The Medicare Access and CHIP Reauthorization Act ("MACRA"), which enacts significant reforms to the payment programs under the Medicare Physician Fee Schedule and consolidated three current value-based programs into one.
While each of the different approaches to aligning reimbursement with value has faced challenges in implementation and will continue to evolve, we believe the trend away from traditional FFS will continue.
We believe this growth in government and private models aligning payment with value, quality and outcomes will drive major changes in the way health care is provided in the next decade, and we expect a much greater focus on patient engagement, wellness and prevention.
As health care providers become accountable for proactively managing the health of the populations they serve, we expect them to need ongoing investment in sophisticated information technology solutions that will enable them to predict when intervention is needed so they can improve outcomes and lower the cost of providing care.
The increasingly complex and more clinical outcomes-based reimbursement environment is also contributing to a heightened demand for revenue cycle solutions and services and a desire for these solutions and services to be closely aligned with clinical solutions.
We believe this trend is positive for Cerner because our Cerner Millennium revenue cycle solutions and services are integrated with our clinical solutions, creating a clinically driven revenue cycle solution that has had significant adoption in recent years.
Domestic Segment ?
Revenues increased 8% to $4.6 billion in 2017, from $4.2 billion in 2016.
This increase was primarily driven by growth in services revenue.  ?
Costs of revenue as a percent of revenues were 17% in 2017, compared to 16% in 2016.
The marginally higher costs of revenue as a percent of total revenues was primarily due to higher third-party costs associated with technology resale.  ?
Operating expenses as a percent of revenues were 44% in 2017, compared to 42% in 2016.
The increase as a percent of revenues reflects hiring of services personnel to support the growth in services revenue.
Global Segment ?
Revenues increased 3% to $567 million in 2017, from $551 million in 2016.
This increase was primarily driven by growth in services revenue.  ?
Costs of revenue as a percent of revenues were 17% in 2017, compared to 19% in 2016.
The lower costs of revenue as a percent of revenues was primarily driven by a lower mix of technology resale, which carries a higher cost of revenue.  ?
Operating expenses as a percent of revenues were 47% in 2017, compared to 45% in 2016.
The increase as a percent of revenues is primarily due to an increase in non-personnel expenses.
Other, net Operating results not attributed to an operating segment include expenses such as software development, general and administrative expenses, acquisition costs and related adjustments, share-based compensation expense, and certain amortization and depreciation.
These expenses decreased 2% from 2016 to 2017.
The decrease was primarily due to 2016 containing $36 million of expenses associated with a voluntary separation plan.
Refer to Note (1) of the notes to consolidated financial statements for further detail regarding our 2016 voluntary separation plan.
Fiscal Year 2016 Compared to Fiscal Year 2015
## Table 1 ##
Revenues & Backlog Revenues increased 8% to $4.8 billion in 2016, as compared to $4.4 billion in 2015.  ?
System sales decreased 1% from 2015 to 2016.
The decrease in system sales was primarily driven by a decline in technology resale.  ?
Support and maintenance revenues increased 4% to $1.0 billion in 2016, compared to $976 million in 2015.
This increase was primarily attributable to continued success selling Cerner Millennium applications and implementing them at client sites.  ?
Services revenue increased 16% to $2.4 billion in 2016, from $2.1 billion in 2015.
This increase was driven by a $207 million increase in professional services due to growth in implementation and consulting activities and growth in managed services of $124 million as a result of continued demand for our hosting services.
Revenue backlog increased 12% to $15.9 billion in 2016 compared to $14.2 billion in 2015.
This increase was driven by solid levels of new business bookings revenue during the past four quarters, including strong levels of managed services bookings that typically have longer contract terms.
Costs of Revenue Costs of revenue as a percent of total revenues were 16% in 2016, compared to 17% in 2015.
The lower costs of revenue as a percent of total revenues was primarily driven by a lower mix of technology resale, which carries a higher cost of revenue.
Operating Expenses Total operating expenses increased 7% to $3.1 billion in 2016, compared with $2.9 billion in 2015.  ?
Sales and client service expenses as a percent of total revenues were 43% in 2016, compared to 42% in 2015.
These expenses increased 13% to $2.1 billion in 2016, from $1.8 billion in 2015.
The growth in services expense and increase as a percent of total revenues reflects hiring of services personnel to support the strong growth in services revenue.  ?
Software development expenses as a percent of total revenues were 11% in 2016, compared to 12% in 2015.
Expenditures for software development include ongoing development and enhancement of the Cerner Millennium and HealtheIntent platforms, with a focus on supporting key initiatives to enhance physician experience, revenue cycle and population health solutions.
A summary of our total software development expense in 2016 and 2015 is as follows:
## Table 2 ##
General and administrative expenses as a percent of total revenues were 8% in 2016, compared to 10% in 2015.
These expenses decreased 7% to $392 million in 2016, from $423 million in 2015.
The decrease as a percent of total revenues was primarily the result of decreased expenses in 2016 related to acquisition costs and related adjustments associated with our acquisition of the Cerner Health Services business and our voluntary separation plans.
General and administrative expenses in 2016 and 2015 include acquisition costs and related adjustments associated with our Cerner Health Services business of $4 million and $46 million, respectively.
General and administrative expenses in 2016 and 2015 include costs associated with our voluntary separation plans of $36 million and $46 million, respectively.
At the end of 2016, our voluntary separation plans were complete.
Refer to Note (1) of the notes to consolidated financial statements for further detail regarding the voluntary separation plans.
Mission Systems and Training Our MST business segment provides ship and submarine mission and combat systems; mission systems and sensors for rotary and fixed-wing aircraft; sea and land-based missile defense systems; radar systems; littoral combat ships; simulation and training services; and unmanned systems and technologies.
MST’s major programs include Aegis Combat System (Aegis), Littoral Combat Ship (LCS), MH-60, TPQ-53 Radar System and MK-41 Vertical Launching System.
MST’s operating results included the following (in millions):
## Table 3 ##
2014 compared to 2013 MST’s net sales for 2014 were comparable to 2013.
Net sales decreased by approximately $85 million for undersea systems programs due to decreased volume and deliveries; and about $55 million related to the settlements of contract cost matters on certain programs (including a portion of the terminated presidential helicopter program) in 2013 that were not repeated in 2014.
The decreases were offset by higher net sales of approximately $80 million for integrated warfare systems and sensors programs due to increased volume (primarily Space Fence); and approximately $40 million for training and logistics solutions programs due to increased deliveries (primarily Close Combat Tactical Trainer).
MST’s operating profit for 2014 decreased $62 million, or 7%, compared to 2013.
The decrease was primarily attributable to lower operating profit of approximately $120 million related to the settlements of contract cost matters on certain programs (including a portion of the terminated presidential helicopter program) in 2013 that were not repeated in 2014; and approximately $45 million due to higher reserves recorded on certain training and logistics solutions programs.
The decreases were partially offset by higher operating profit of approximately $45 million for performance matters and reserves recorded in 2013 that were not repeated in 2014; and about $60 million for various programs due to increased risk retirements (including MH-60 and radar surveillance programs).
Adjustments not related to volume, including net profit booking rate adjustments and other matters, were approximately $50 million lower for 2014 compared to 2013.2013 compared to 2012 MST’s net sales for 2013 decreased $426 million, or 6%, compared to 2012.
The decrease was primarily attributable to lower net sales of approximately $275 million for various ship and aviation systems programs due to lower volume (primarily PTDS as final surveillance system deliveries occurred during the second quarter of 2012); about $195 million for various integrated warfare systems and sensors programs (primarily Naval systems) due to lower volume; approximately $65 million for various training and logistics programs due to lower volume; and about $55 million for the Aegis program due to lower volume.
The decreases were partially offset by higher net sales of about $155 million for the LCS program due to increased volume.
MST’s operating profit for 2013 increased $168 million, or 23%, compared to 2012.
The increase was primarily attributable to higher operating profit of approximately $120 million related to the settlement of contract cost matters on certain programs (including a portion of the terminated presidential helicopter program); about $55 million for integrated warfare systems and sensors programs (primarily radar and Halifax class modernization programs) due to increased risk retirements; and approximately $30 million for undersea systems programs due to increased risk retirements.
The increases were partially offset by lower operating profit of about $55 million for training and logistics programs, primarily due to the recording of approximately $30 million of charges mostly related to lower-of-cost-or-market considerations; and about $25 million for ship and aviation systems programs (primarily PTDS) due to lower risk retirements and volume.
Operating profit related to the LCS program was comparable.
Adjustments not related to volume, including net profit booking rate adjustments and other matters, were approximately $170 million higher for 2013 compared to 2012.
Backlog Backlog increased in 2014 compared to 2013 primarily due to higher orders on new program starts (such as Space Fence).
Backlog increased slightly in 2013 compared to 2012 mainly due to higher orders and lower sales on integrated warfare system and sensors programs (primarily Aegis) and lower sales on various service programs, partially offset by lower orders on ship and aviation systems (primarily MH-60).

Tables referenced above, in order (Table 0 first):
<table><tr><td></td><td colspan="3">For the Years Ended</td></tr><tr><td></td><td>2017</td><td>2016</td><td>2015</td></tr><tr><td>Revenues by Solutions & Services</td><td></td><td></td><td></td></tr><tr><td>System sales</td><td>26%</td><td>26%</td><td>29%</td></tr><tr><td>Support and maintenance</td><td>21%</td><td>21%</td><td>22%</td></tr><tr><td>Services</td><td>51%</td><td>51%</td><td>47%</td></tr><tr><td>Reimbursed travel</td><td>2%</td><td>2%</td><td>2%</td></tr><tr><td></td><td>100%</td><td>100%</td><td>100%</td></tr><tr><td>Revenues by Segment</td><td></td><td></td><td></td></tr><tr><td>Domestic</td><td>89%</td><td>89%</td><td>88%</td></tr><tr><td>Global</td><td>11%</td><td>11%</td><td>12%</td></tr><tr><td></td><td>100%</td><td>100%</td><td>100%</td></tr></table>
<table><tr><td>(In thousands)</td><td>2016</td><td>% ofRevenue</td><td>2015</td><td>% ofRevenue</td><td>% Change</td></tr><tr><td>Revenues</td><td></td><td></td><td></td><td></td><td></td></tr><tr><td>System sales</td><td>$1,265,962</td><td>26%</td><td>$1,281,890</td><td>29%</td><td>-1%</td></tr><tr><td>Support and maintenance</td><td>1,015,811</td><td>21%</td><td>975,701</td><td>22%</td><td>4%</td></tr><tr><td>Services</td><td>2,426,155</td><td>51%</td><td>2,094,874</td><td>47%</td><td>16%</td></tr><tr><td>Reimbursed travel</td><td>88,545</td><td>2%</td><td>72,802</td><td>2%</td><td>22%</td></tr><tr><td>Total revenues</td><td>4,796,473</td><td>100%</td><td>4,425,267</td><td>100%</td><td>8%</td></tr><tr><td>Costs of revenue</td><td></td><td></td><td></td><td></td><td></td></tr><tr><td>Costs of revenue</td><td>779,116</td><td>16%</td><td>750,781</td><td>17%</td><td>4%</td></tr><tr><td>Total margin</td><td>4,017,357</td><td>84%</td><td>3,674,486</td><td>83%</td><td>9%</td></tr><tr><td>Operating expenses</td><td></td><td></td><td></td><td></td><td></td></tr><tr><td>Sales and client service</td><td>2,071,926</td><td>43%</td><td>1,838,600</td><td>42%</td><td>13%</td></tr><tr><td>Software development</td><td>551,418</td><td>11%</td><td>539,799</td><td>12%</td><td>2%</td></tr><tr><td>General and administrative</td><td>392,454</td><td>8%</td><td>423,424</td><td>10%</td><td>-7%</td></tr><tr><td>Amortization of acquisition-related intangibles</td><td>90,546</td><td>2%</td><td>91,527</td><td>2%</td><td>-1%</td></tr><tr><td>Total operating expenses</td><td>3,106,344</td><td>65%</td><td>2,893,350</td><td>65%</td><td>7%</td></tr><tr><td>Total costs and expenses</td><td>3,885,460</td><td>81%</td><td>3,644,131</td><td>82%</td><td>7%</td></tr><tr><td>Operating earnings</td><td>911,013</td><td>19%</td><td>781,136</td><td>18%</td><td>17%</td></tr><tr><td>Other income, net</td><td>7,421</td><td></td><td>244</td><td></td><td></td></tr><tr><td>Income taxes</td><td>-281,950</td><td></td><td>-242,018</td><td></td><td></td></tr><tr><td>Net earnings</td><td>$636,484</td><td></td><td>$539,362</td><td></td><td>18%</td></tr></table>
<table><tr><td></td><td colspan="2">For the Years Ended</td></tr><tr><td>(In thousands)</td><td>2016</td><td>2015</td></tr><tr><td>Software development costs</td><td>$704,882</td><td>$685,260</td></tr><tr><td>Capitalized software costs</td><td>-290,911</td><td>-262,177</td></tr><tr><td>Capitalized costs related to share-based payments</td><td>-2,785</td><td>-2,479</td></tr><tr><td>Amortization of capitalized software costs</td><td>140,232</td><td>119,195</td></tr><tr><td>Total software development expense</td><td>$551,418</td><td>$539,799</td></tr></table>
<table><tr><td></td><td>2014</td><td>2013</td><td>2012</td></tr><tr><td>Net sales</td><td>$7,147</td><td>$7,153</td><td>$7,579</td></tr><tr><td>Operating profit</td><td>843</td><td>905</td><td>737</td></tr><tr><td>Operating margins</td><td>11.8%</td><td>12.7%</td><td>9.7%</td></tr><tr><td>Backlog at year-end</td><td>$11,700</td><td>$10,800</td><td>$10,700</td></tr></table>

Question: what was the percentage change in the backlog from 2013 to 2014
Answer: 0.08333
Reasoning program: subtract(11700,10800), divide(#0,10800)