In many cases they would still be engaged, particularly if they're trade contractors—mechanical, electrical, etc. It would just be that they may be working for somebody other than they would normally be working for, or there would be another layer of contracts between them, which is also not unique to P3s. You will see that in other types of delivery methodologies.
The bigger concern, though, is that if there is no method or planning going on, it's very difficult for a company to turn around and reorganize, look to co-venture, build the capacity, when it doesn't know whether the market is going to be there or not.
Again, I keep stressing it, but the long-term planning is so important and so critical here. If a lot of my SMEs knew that there was a volume of work coming up, at whatever level of government, and that just the size alone of some of these projects would mean—and it doesn't matter how they were going to be delivered or financed—that they were going to have to build up capacity, look to co-venture, and look for partners, then they could do it in a reasonable, prudent, and planned manner.
The problem we have right now is it's knee-jerk; we're reacting to a situation without knowing what's coming around the corner. I think if there's one message I can leave here today, the need for long-term planning on how we're going to deal with Canada's critical infrastructure at all levels of government is absolutely critical.