In the middle of them, there are a lot of examples where there are deductions in the payments. Deductions in the payments to the point where you would actually kick the contractor or the developer out and they would lose hundreds of millions of dollars don't happen because they don't want to lose hundreds of millions of dollars. It brings financial discipline.
There are a couple of other problems it also solves. Another one is that governments' traditional approach has tended to not look at the whole life cycle. It tends to focus on the build part, but doesn't think about the overall life cycle of an asset. It will design it in a way that's difficult to build and build in a way that doesn't think about operating and maintenance. The mayor mentioned how operating and maintenance is a significant part, and not thinking about the operating and maintenance is a significant part of what's got us into some of these kinds of problems.
When you think about a long-term piece of infrastructure, you have to think about how to design and build it, but you also have to think about how you're going to operate it and maintain it over 25 years. If you put the same accountability to the person where they have to design it and they're accountable for building it and they have to operate and maintain it, they think about that in a whole life cycle way. There is a huge number of examples—I can point you to lots of them—where somebody designed it, and then the builder is building it and he says, “I don't know who did this design for you, but the cost of building this thing is way more than he said it was going to be”, and when it goes to be operated and maintained, that's one single person. There's no, “Well, gee, I didn't design it, I didn't build it, I didn't operate it.”