I'll be splitting my time, Mr. Chair, with my colleague Mr. Paul-Hus.
I have a quick question for both Mr. Finn and Ms. Campbell on this whole issue of life-cycle costs, predictability, and your ability to project what the costs are going to be. We know that one-third of the cost, roughly, on most procurements is the capital acquisition cost. Two-thirds is maintenance operations and upgrades.
If you take the national shipbuilding procurement strategy, the Canadian surface combatant project, the Arctic offshore patrol ships, or new fighter jets, how well can you predict the costs of things that are very volatile, such as fuel and exchange rates? How do we put that into the budgetary processes so that it doesn't become a political football, regardless of which party is in power?