Ms Oonagh McPhillips:

Sure. I thank the Deputy. The main learning concerned business cases on budgets. The Deputy will note from the Comptroller and Auditor General's report that there was no business case or specific budget ring-fenced for the development of the ISI project. That cannot happen now, so all projects that go to the governance group must have a business case and a budget line. The governance group then monitors progress. If there were any drift in terms of expenditure going beyond the allocated budget, that would be noted by governance in the course of the development of the project.

The other major development in respect of governance is the ongoing monitoring, as I said, but also the post-implementation review. We go back and do a "lessons learned" and see whether it is achieving the things it set out in its business case that it would achieve. That is the main thing. I know the Deputy was not here earlier, but the other thing about governance is that the membership of the group has been refreshed and there are now two external members who have a great deal of expertise in their own organisations. There is a principal officer from Revenue, the former head of ICT in one of our agencies, and the Property Registration Authority which, again, no more than Revenue, has a very large ICT responsibility. We also refresh the representative of an agency from time to time. The current representative is the head of the Charities Regulator. He has stayed on the governance group post that agency moving, so, again, he brings a certain independence and is not within the reporting restrictions other than in respect of relationships in the Department.