Part of your answer is in your last statement. This transformation is a large one.
In terms of the plan and the initiatives—and I'll let my colleague talk about this—we have identified some measures that are being processed, and you have some of the timelines in the action plan.
In terms of Queensland, when we were doing the contract we looked at other places where PeopleSoft had been used and where IBM had worked. The timing of Queensland and us did not particularly work out for the RFP, although once we launched—and I think this is your question—remember that we were in real crisis management, and remember that we had no capacity and we were making sure that people who weren't getting paid were getting paid.
I personally met with some university professors who were doing a study on Queensland, actually, at the beginning of September, to have a conversation with them to see if they had found anything that we weren't doing that Australia was doing. At the time, everything we saw that they were doing was something we had started doing and actioning.
On the delay after the launch, in eight weeks we were announcing our satellite office and we were in capacity-building mode. The first thing, no matter what, was getting the capacity back up. That was the first thing we had to do. We will have to get this system efficient, but we needed the capacity to be able to take the pain away. That's what we're still trying to do.