The attributes of the NSPS contract, which are what I just described, are used in most complex procurements. The ones that are exceptions tend to be sole-sourced ones. We also do 50,000 procurements a year, so that's the other element. The volume is such that we manage that procurement by procurement at an appropriate delegated level.
The NSPS gave us three elements that were important. One was governance, so that decision-making is made at the right levels and the oversight is done at the right levels. On large-scale, complex procurements, you will have a deputy minister's oversight. On complex procurements, such as a lot of military hardware and the relocation program, for example, we will have assistant deputy minister oversight. The less complex will be at the director general level. Those systems are put in place.
The third-party element, which is probably the most interesting one, is when you bring third parties in to assess. As you referred to the national shipbuilding procurement strategy, the third parties were used for essentially 60% to 70% of the effort. What they did is provide conclusions that the evaluators could then look at, examine, and assess. We use third parties, the fairness monitor being an example. But the assessment of the evaluation criteria will often bring in an expert firm that knows how to do evaluations to ensure there's no unintended bias in them.
We would also use facilitators to facilitate our industry days to ensure that everybody gets an equal voice. Those kinds of things are other elements that we had from the NSPS.