It's different in three ways.
First, for those contracts that we generate, our acquisition branch now systematically flags, per a policy, the requirement for security. That is not only done manually, it's going to be done through our IT system. So that's the first thing. We have reinforced the need for that through communication and discussion with our staff.
Second, the program, headed by the director general, is more systematic in making sure that security clearances have been obtained at the time of contract award, which was the issue for the 24 that were singled out. That is the second thing we are doing.
Third, as I said, we're trying to find a long-term resource base that will ensure we have continuity in the program, so that the investments we're making in people and systems today are not lost as people leave.