Again, in the course of an audit we have to follow the evidence and the trail. We found that the information about the seriousness of the situation didn't get past the people who were responsible for the project. That's why we also called it a failure of oversight. There was no second check of the information they were providing, no way for the deputy minister or anybody else to know whether the information those people were providing reflected the situation or not.
I can't get to why they may have decided not to bring that information forward. I believe it reflects something about the culture, and that's why I felt I had to write the message that there was more to this than their not making the right decision at this decision point or that there wasn't enough oversight at this decision point. Again, it still comes back to the fundamental question of with all the controls that exist within the federal government, how was Phoenix able to happen?
Why that information didn't go forward, I don't know, but we saw very clearly that the risks were known, that the information about the fact that the system was not ready should have been known, that departments could have told—albeit they did a certain extent—that the system was not ready. Somehow it still went forward.