Thank you, Mr. Chairman. One of the things that we have resolved to do through the adoption of the Report of the Conflict of Interest Commissioner is to address the whole area of how government operates; how the Cabinet conducts itself; the rules, guidelines and policies that exist or do not exist - we always look for ways to improve that - the way that government goes about doing its work, giving instructions to the civil service, the way in which the civil service is expected to respond and the way that they actually do. The public wants to know how we make decisions about how to spend money, how we go about deciding what to contract, to sole source and to negotiate. I think we have to be transparent and upfront about these things. Is there a perception that perhaps we have been unfair? I believe the perception is there. We need to look at the way in which we deal with our senior managers; how people are hired and how they are fired; why some people are given their walking papers and how some people are not. I believe we need to look at the way in which we relate to our senior managers collectively. What is the understanding and the agreement that we have with them? Are they really totally at pleasure of the Premier and the individual Ministers?
On the issue of contracts, there have been many questions in this House about how we deal with contracts; how certain contracts end up being awarded and whether this government and this Cabinet thinks we are right in what we do or not. We have that perception problem. I believe that it is my job to address that, not deny it, but say if that is the perception that we have a problem and to get down to dealing with that. Maybe there is no problem, maybe there is. It is not a fight about you are right and I am wrong, or I am right and you are wrong, rather there is a perception problem. If you have concerns, you have a right to address them and we have an obligation to resolve them. Thank you.