Thank you for the question, Mr. Chairman.
One of the unique parts of the NSPS is that it brought together multiple projects from multiple different departments into a single organization to look at a unique and different way of procuring all of the government's requirements for large vessels over 20 to 30 years. That required all of the various departments to come together and agree on a process and an approach. As Mr. Vermette has mentioned, and I'm sure Rear-Admiral Finn would say, the requirements for the different projects will be unique, so we had to find a way to agree to a process that would work for everyone. And the NSPS is the result of that process.
We established a specific secretariat with individuals not only from the departments represented here, but also from Industry Canada. There was a broad consultation with our central agencies. The Treasury Board played an active role in participating in the design of the selection process, as did all of the departments. As well, as I mentioned, in the engagement with industry, the actual potential bidders were also consulted on how the secretariat should work, how it should proceed with the selection process.
So that broad, extensive engagement and collaboration across different responsibilities in the different government departments we think was actually one of the singular success factors in assuring the selection process was done quickly and rapidly. The selection process itself was done in a very short period of time, and it was a key contributor to the outcome that you saw.
I think that addresses your question, unless Michel wants to add something.