Initially, the CFO was at the table. What we were not discussing was dollars and cents at every meeting, but every week we would be in front of deputies, in front of PHAC, and showing them screens about what was to be delivered. Most VPs were at the table with us.
When we needed funding to be able to put something in place, the CFO's organization would be the one to approve it and endorse it. Then it would be the CFO's procurement organization under, at the time, a place called “comptrollership”, that would do the reviews of all of the contracting and see what was going on.
At the EC table, which is the president and the VPs, there are, at a minimum, quarterly reviews of expenditures, forecasts and everything that's going on. It would be more appropriate to ask the CFO—and his team, frankly, since he has a large team that supports him—what was going on and where they were.
Certainly they were aware that we were putting contracts in place. He was the one who sent the NSC over to PSPC. Certainly, as we were expending funds, we continued the financial cycle. I reported when I left. I knew it was $6.3 million, because I was tracking all my expenditures. Those were all going to the CFO's organization to be rolled up in aggregate as part of the agency's overall financial position.