For capability acquisition, sir, yes, it is. It's very regimented. Not only is it establishing the capability, but there is never an infinite amount of money, so there are cost-capability trade-offs. I would say capability comes even a step before that, in the context of the capability development process. We have a very detailed process that starts with determining the future security environment. In other words, the capabilities, the needs of the Canadian Armed Forces, are looked at in terms of what we anticipate the threats and the situation will be in three, five, 10 years from now, which could cause us to even change direction in a previous procurement we're working on and change some requirements.
It then flows into, as you indicate, the definition of high-level mandatory requirements. We have internal governance that looks at cost and capability. For us now that is all enshrined in our new defence policy of “Strong, Secure, Engaged”. Then it would flow into the follow-on steps of actual procurement.
Where it would not necessarily be capability-based is that there's a degree of procurement or contracting for equipment that is in service. These are in-service support contracts. Clearly, if the decision has been made to acquire a new ship or aircraft, in so doing we've also made a decision to support it. We don't go back and re-establish the requirements to establish in-service support for a ship or an aircraft or an armoured vehicle.