Yes, I would just add that what we've encountered in previous examples of social impact bonds that have been implemented, and even those that we are engaged in the development of, is an understanding that within the delivery model what we focus on is very much driven by outcomes. It's not thinking so much about just the activities. There's the capacity for spending on operational overhead, measurement systems, data performance measurement, which allows more nimble reaction to the sort of rapid feedback that these organizations are getting on the ground.
To give a very simple example, in the case of Peterborough, U.K., the first social impact bond, they began with seven partners. It's pretty substantive to begin with, but over the first year they expanded to 11, because they recognized that there were additional needs, areas, other service providers that could have that form of flexible, rapid procurement in support of the sorts of outcomes that are ultimately sought. So that's the difference we see, almost philosophically, as you begin to expand toward these other instruments to have that flexibility, that nimbleness.