 Berkeley's history is rooted in one of the greatest experiments in higher education in the world, which was how do universities meet the needs of the general public to achieve their potential? The courage to dream the determination to achieve that dream of a better world for all who dwell in it. We have been an amazing institution in the humanities, in engineering. In biology, and in terms of the ideas that we generate that benefit society. That said, there's no doubt that the university underinvested historically in the administrative end of the university. These services have been done in 200 plus departments for years, and unfortunately that means every person has had to reinvent the wheel. We're all trying to accomplish the same thing, but we all have different processes to get it done, and different levels of approval, and different forms. If we tap into all of those local solutions, and some that we haven't actually ever employed on the campus like better technology, we can do the job a lot better. The shared service is really about becoming one administrative organization on campus that provides an even high quality service to all the campus units. So, quicker turnaround times, the benefits of having backup if your person is taking a vacation somewhere, that there'll be someone else who will answer that phone and be able to help you and know the history of the problem that you're trying to solve. As you know, we've been meeting five months now. Today we picked up four processes that the HR workgroup has drafted for our academic population. Again, relying on your great brain power and expertise. Are there other revisions that are needed? The implementation team, we've been engaging people at all steps along the way. We've wanted to rely on the expertise of the campus professionals to help design the scope of services, then design how that work's going to be done in the future. One component I think the department is always going to have to be involved with, and the local folks would have a little more involvement. This committee, we meet every week to every two weeks, and it's been a great experience. We're learning how other units are doing things. We don't do that either, that's why I was asking Penny. I have had some anxiety regarding what's this going to mean, but I'm seeing high level of concern for customer service and forgetting processes done correctly and efficiently. That has eased my concerns. I mean, do we want to note, Laura, that there's informal conversations happening? Yeah, the more I look at this, I see... It's the first time in my 26-year career that I have been able to come together with my peers to share our best practices, our worst practices, and to come to consensus on new ideas. There are plenty of examples on campus of shared service arrangements that are working right now, and I can definitely say that I work for one of them. What our cluster model did was it broadened people's level of awareness and knowledge across those departments such that there was more than just one person that could actually provide that service. There was some anticipation that things might fall through to cracks if people were not interacting face-to-face with the support staff. But I think based on my experience, it's been absolutely no problem. And I think there's always room for improvement, but I think it's a good model for the university to learn from. We fully expect there to be bumps in the road when you do anything of this magnitude. We've had some already, and really the key to having bumps in the road is to be able to anticipate those as much as you can. And when there are surprises, be flexible, be listening, be responsive to the needs of the campus. So it is a big change, but we're listening, and we're working very hard to get it right. I'm really excited to be working here on 4th Street. I've been on campus for 18 years. I've seen so many staff people who could not grow their careers, and she's campus-shared services. There's a trajectory. I think the thing that's going to make it succeed or allow it to succeed is the people. The employees that are committed to finding better ways to provide services to the students and faculty and employees that we serve. I think we're working towards a future for Berkeley where we enable people with technology, reward people's creativity and innovation, and make this our chance to be an innovator. Not just the ideas that we generate, but benefit society. But this is a chance to do something about how can we run a modern public university.