These are all things that I have learned and my colleagues that are there put it in place at the time because, for the reasons Mr. Finn stated, the nature of the build in Vancouver was complex, small runs of different kinds of ships for two government departments over time.
The recommendation at the time was to pull standard processes in all of those builds, develop them at the outset, and make sure that they reappeared in all of those builds, so that things wouldn't be reinvented, so there wouldn't be variances. We would find the most efficient way of doing this work at the outset of the program of build.
As Mr. Hutchinson has said very eloquently, and many of his organization's ships are being built on the west coast, it represents the government approaching this as a program of work rather than project by project.
We have learned from shipbuilding programs around the world that one of the risks, when they treat it as a different, disparate project, is that it creates a mini boom-bust cycle in the yard. We are trying very hard to avoid that, to ensure that we are one client for this yard as much as possible.
Mr. Hutchinson, is there anything you would like to add?