In response to the very first part, we came up with our plan for the district energy system and then we basically tendered it. We knew that we were going to be part investors in the third party energy company that was going to own and operate the system, but we wanted to bring in a knowledgeable third party that could operate it.
What this meant was that it was vetted competitively by the private sector. We got some very good bids back and ultimately selected a party that not only wanted to operate and take some risk on the operation side, but that actually put capital into the project, so they're taking a risk on the equity side as well. I think that's a pretty good barometer.
From the perspective of the cost to live in Dockside Green, Victoria went through a very robust cycle in the market, so prices were very high to begin with, but from the point of view of being competitively priced within the market, Dockside Green, although on the higher end, is competitively priced on the purchase side.
But then there's the operating cost side of it. When you're paying your utility bills, are you paying more than the people next door who don't live in Dockside? In some respects, it's a self-regulating process because this is a multi-phase program. As the developers, if we're selling product that costs more to own and operate, that's going to erode our marketability for future projects. We were very aggressive in influencing what the price of the commodity was going to be, the commodity being hot water, and ensuring that it wasn't going to cost our residents more than if they lived somewhere else.