Thank you, Mr. Christopherson, for your interjection earlier, because I too am more interested in looking at the situation now, and how we're improving it going forward. I am distressed with the fact that we had a previous Auditor General's report in 2011, that improvements were not made adequately at that time, and that we have to come back at this time. That was the past; this is the present.
In reading the Auditor General's report, what hit me as a former commercial banker, who did finance large pieces of equipment, was the fact that the basic business assumptions hadn't been made. There were no proper costing estimates being made. There seemed to be a lack of training, both on the costing side and then on the support side. I remember well, both as a banker and certainly with the entrepreneurs that I dealt with, that this was thoroughly studied, often over months if not years, before major pieces of equipment were indeed purchased. I am heartened and encouraged to hear that this is indeed what is going on now.
I would like to ask Mr. Forster to expand a little bit on, first of all, the personnel that has been engaged to do that kind of independent costing, because that is critical. Then I'd like to hear a little bit more about the value-for-money contracts, because that certainly concerned me. There was sort of a fixed-cost service contract arrangement before, now we're going to a flexible process. The defence department, obviously, is a major purchaser, and businesses want to do business with us.