I already alluded to the fact that of course these were internal evaluations and audits for the management of a national emergency strategic stockpile. We very much took those evaluations and developed a policy frame and then an optimization plan for the NESS. It outlined the mandate of the NESS and prioritization of product category. There was follow-up on that.
In response to that, we also created the ability for us to work with PTs and develop MOU templates on the responsibilities of information sharing. As pointed out by the Office of the Auditor General's 2020 report, we are now pivoting to the comprehensive management plan.
Of course, work is continuing. As I mentioned earlier, this is really to have a comprehensive management plan with associated performance measures and targets for NESS within one year of seeing the end of the pandemic. We have to work closely with PTs, which we are very committed to doing, and with other key partners to better define these roles and responsibilities. We continue to do that. This has been an iterative process.