Thank you very much.
The situation in Queensland was, fortunately for them, a little different, because it concerned only one department as opposed to 101 departments, so it was easier to establish a sole point of leadership within the department. What is really different in that particular case is that the leadership decided to go out to the public servants over there, to the health workers, and explain to them in a very regular fashion what was going on. They put forward a very structured plan to not only try to stabilize the situation but also to make sure very rapidly that the employees were paid on time and accurately.
That even meant that kiosks were established in the various hospitals so that employees could go to those kiosks and demonstrate that they were not being paid accurately, and a cheque could be written to those employees at that point.
There are some fundamental differences. The scope in Queensland was also not as big as what we're living with here, which probably made an understanding of what was going on easier. We're talking about 78,000 employees, one department, and 20,000 rules. Regardless, it still took all that time.
I want to also clarify that they stabilized the situation quite rapidly, but it took them seven years to get to the point, now, where they're achieving the efficiencies they originally intended.