I would prefer not to anticipate the outcome of the forensics. I am not going to deal with the merits of it, but there are some valuable lessons that can be learnt from this. One of the lessons that we have looked at is ensuring that, on the larger commissions, the commissioner plays the role of providing the broad, strategic direction, and that we have something akin to what would be called a chief operating officer to deal with matters of procurement, human resources and so on.
In a government department, that separation is clear. The Minister is there for strategy and policy, but does not deal with individual procurement issues. Because we have not replicated that as a whole
across the state for a number of different reasons, there are some challenges and weaknesses. We have identified these. In fact, I asked the person who is undertaking the forensic investigation to look at how we can strengthen the commission itself in preparation for the much bigger mandate that Parliament has given it in terms of the Competition Amendment Act.
So the point is certainly, when we see challenges, we have to go there boots and all and make sure that we sort those out, and that we learn the appropriate lessons.