It's driven by the transformation that has taken place in American business, stimulated by international competition and competition within the country. American businesses pay more and more attention to what customers want and how to satisfy those customer needs. Because you get the kind of service you do now in a department store, or from an L. L. Bean, your expectation of what kinds of services are available grows. And when one person walks across the street from a department store and goes into the federal office, they're not going to change those sets of expectations because it happens to be a government office. That is just not a reasonable thing for government to expect.
People have a right to expect that.
I think it's all part of the competition that has taken place commercially that has driven this kind of expectation to a higher plane. The basic blueprint, as well as most of the points of departure for what we're doing, is contained in the report of the National Performance Review of the summer of 1993. That report contains over 300 specific recommendations to change government, to put customers first, to cut red tape, to empower employees and to cut back to basics. The report asks for the creation of different committees or task forces needed to carry out all the recommendations that are in it. We've had some legislative success also, and all together, we believe that about 90 percent of the recommendations that are in that report are in progress.