Thank you, Mr. Chairman. One of the things in the report does indicate there was probably a lack of communication. As a matter of fact, that runs through most of the weaknesses identified in this report. It appears, from the Comptroller General's findings, Mr. Chairman, that the project right from the start was plagued by inadequate communication from the Minister's office in Yellowknife and manager in the
field in Seville. I do not want to use strong words, but the buzz word I would use is, it is a disgrace to see some managers were not provided with information about financial transactions made by other managers. When we are dealing with money it is certainly an important subject and it was almost from the start a total breakdown in communication when it came to reconciling accounting data and controlling inventory. There was almost a total breakdown according to the report. I know the Minister had taken some action not too long after he became responsible for this portfolio, but can the Minister indicate whether he provided any specific directions to the senior officials in Yellowknife regarding the level of priority that they were to place on communicating with the managers in the field. If there were obvious problems, there should have been some priorities given to this, but can the Minister indicate whether or not he provided any specific direction to the senior people in Yellowknife, regarding the level of priority they placed on communicating with managers in the field. Thank you, Mr. Chairman.