Mr. John Moran:

All different levels, both at the management team all the way down, down through the system. I think the other thing that probably was a significant change, and I should probably grab my speech and just ... because I tried to summarise them all in one line at the end, and if you need to take notes, you can just refer to that at some stage ... I think the other thing which we didn't finish, but I think again it's an important issue for me, was, sort of, you know, the whole, sort of, concept of technology and using technology, right? There was no budget for technology before I joined the Department. And, you know, we found ourselves even during the couple of weeks after the bailout certainly at a significant disadvantage to any of our international colleagues with the technology we were using and how we could access information. And that is something that, frankly, I would say is not going to happen easy.

If you read that speech very carefully, that I gave to the PAC, you'll notice that I actually asked the PAC to support my successor in the very significant investment that he was going to have to make in information technology because it's a big spend, to actually get the right type of information you can mine, the right types of data, the right types of documents and be able to pull stuff up, you know, and that. You, kind of, put the information, the cultural change, the breaking down of the silos; and the other thing that I think was interesting for me - and I announced this quite early on, actually, when I did the ... the strategy - was training.

There was officially a training budget there but people didn't actually think that they could use it. They weren't using whatever was there for IT and they weren't using what was there for training. And we have moved the Department, in terms of HR, I think, very significantly. Derek will probably talk more about it later, if you need to, but, you know, our PMDS - it's a matter referred to in the Wright report - I think the Department was bottom of the table at the beginning of my term, mainly because everyone was dealing with the crisis and they didn't think this was too ... that was an important issue. We made it a leadership requirement and we went from 32% compliance on PMDS forms - now, I'm not saying the quality of the forms, it was just even completing them - to 100%. You know, we managed, sort of, people, sort of, you know, that were under-performers in the Department and it became, sort of, an issue so we started doing peer review of all of our colleagues, as part of that process. And we were leading - I think, with a very few other Departments - that process through ... throughout the time we were there.