From a US standpoint I don ' t think any of the streaming services carry Agent Carter . <| sep |> They are global limited and sold out within 23 minutes haha <| sep |> Mirror of Big save ! I ' m a bot . Leave me some feedback if possible ! <| sep |> Way too attacking <| sep |> He speaks more for me and the people I know than Farron does or ever will . <| sep |> Thanks . Ill keep trying to research the bank . It ' s pretty hard to find this info <| sep |> That ' s not true , the electors can vote for someone like Romney , Ryan , even Pence if they choose . At this point any other republican would be acceptable instead of them electing Hillary . <| sep |> Here , have an s . <| sep |> Dollars to doughnuts , when the inevitable auditor general report is in I expect the problems will boil down to a few core causes Incomplete specification of the pay system at tender time . PWGSC didn ' t do enough homework to know its requirements in advance . One of the technical briefings noted that the Phoenix pay system required ' a patch ' to deal with retroactive amendments to pay , which happen every time a new union contract is signed . Either the system was accepted for implementation knowing it was incomplete , or it was accepted when PWGSC should have known it was incomplete . Either is bad . An incomplete picture of the pay workload . The recent technical briefings note that the remaining backlog 1 are ' complicated ' and ' require research '. Yet there are also 18 , 000 of them . That cases are complicated should not be a surprise to PWGSC . In fact , since Phoenix is supposed to automate more than the older pay system did , the pay agents should be expected to spend proportionally more time on complex cases . At the bare minimum , PWGSC should have known about these complicated cases before setting a deadline for resolution , such as by looking at a random sample for timetoresolve PWGSC assumed that departmental HR would instantly and correctly adopt to enhanced responsibilities . The littlestated source of most of the ' savings ' from Phoenix is avoiding duplicate entry since departments have to keep track of who occupies what positions anyway , making that data official for pay purposes means pay agents don ' t have to repeat it . Unfortunately , departments also weren ' t held to the same standards of accuracy and timeliness . As far as I am aware , they mostly needed this information for endofyear accounting and audit purposes , so it didn ' t matter if it was a few weeks from a new hire date to when their systems are updated . If that information is now paycritical , it has to be done nearinstantly . Since departmental HR also has other things to do , this added responsibility is an added workload . Making this matter even worse , evidently Phoenix has shitty error detection . The fact that people can receive $ 0 paycheques and I ' ve heard anecdotal reports of negative ones ! without a manual signoff indicates that the automated system completely trusts data given to it and follows the garbageingarbageout principle . PWGSC evidently never did fullscale testing , or never looked at the results of that testing . As far as I can tell , few of Phoenix ' s issues are idiosyncratic to individual departments . PWGSC could have ' gone live ' with a handful of departments , allocating an expected overabundance of staff , both to get existing staff up to speed with the system and to betatest for problems . Ideally , with a legion of staff any problems that did show up could be resolved quickly , and in the meantime PWGSC would have had a grounded expectation about the actual personhour requirements to transfer everyone . Buthellip PWGC burned the boats . Pay centralization happened over the course of 2015 , when responsibility for issuing cheques under the existing system was transferred from regional departments to the new Miramichi centre . At approximately the same time , the headcount reductions went into effect when departmental pay officers were laid off . Once that happened , the Phoenix bomb was ticking . PWGSC needed the timesavings of Phoenix to materialize , because with an approximately 50 % reduction of headcount 2 the old system was not going to keep up . That Phoenix at least initially took more manual work was just the icing on the cake of the massive screwup . This is a similar story of failure as the Shared Services IT revamp , where savings were budgeted and booked well before the actual replacement systems went live . With planning only for success , failures were made that much worse . The failure was baked into the cake before Foote took office . She ' s also undertaken the right solution ndash hiring back many of those laid off pay officers to do regional processing ndash and her largest failure was that she didn ' t act sooner . Ultimately , we ' ll see how much of these projected savings ever materialize , since I don ' t think there ' s yet any plan to wind down the ' temporary ' hirings . Watch the technical briefings for actual progress towards steady state , which is DMspeak for the department doing its job properly . 1 mdash which ignores the unquantified newlog , of cases that are newer than April but still aren ' t being processed in a timely way . I suspect not all that much has actually improved with the pay system , and that the government has presented its numbers in the best possible light . 2 mdash at a lower level of skill and experience , as well the laid off personnel were typically career civil service with years of experience , few actually transferred from mostly Ottawa to New Brunswick .