Thank you.
I'll follow up on that because this was in part a response to a labour market that was getting very difficult to find resources in and it wasn't uncommon for individual projects to be a year late because of the unavailability of particular tradespeople.
The massing of a certain size made the project such that you could get the resources, you could plan the resources. As well, there was an encouragement that with costs escalating at 12.5% per year, if you were delayed a year, your costs just went up 12.5%. The cost control was in getting things done.
The cost control was also in making sure the design was buildable in the first place and making the contractor responsible for the ultimate design and the processing of any internal change orders and whatnot, which can cripple you. Going into the project, the best way to minimize risk, regardless of whether it's a traditional contract or a P3 contract, is to make sure you do your homework ahead of time. If you get caught in a project that is running late and you don't have time to do that, that's usually where a project runs into difficulty.
Therefore first of all, it's the process of getting the size, the size of the contractors, and the wherewithal in doing the advanced work that's required because of the specificity of the contract itself. You've got to sign a contract so that everybody knows where they're coming from, so you've got to know what you're talking about and you're not designing it as you go. I think that's probably one of the key reasons for getting things done on time.
The other is that because of the size, you're able to get preferable supply arrangements with some of your suppliers and your contractors.