Mr. Chair, in our audit work there are a couple of issues that are, I think, pertinent to your question. The first was the issue of the data that the department did collect. There wasn't a lot of work done to assess how reliable, accurate and complete that data was.
It's true that the department was able to use information on EI claimants to determine whether some folks continued to work, but EI data is located within a department. We didn't get into observations about links to information from other departments.
Maybe a related point is that there also exists a lot of other departmental data that could be used as a proxy for success. A good example would be the wage subsidy. The department has spent about $130 million on the wage subsidy since 2010. On average, that subsidy costs about $7,000.
What we found is that the department had a lot of information on the number of folks who received services using that subsidy. The program subsidized employers to take on people, but the department didn't then follow on and determine, based on that subsidy, whether the employer kept the worker on or if the worker was able to find additional work. There's a lot of data that exists that could be used to get a different aspect of—