We've looked at the social enterprise side of things, because those are small businesses, trying to ensure that they have a chance to move forward.
One of the issues that has come up around large infrastructure projects in the past is the bundling together of projects so they are very large. For instance, with the hospital that was built in Sudbury, there was real concern that the project was so big that local contractors weren't able to have the bonding to bid on the mechanical, the electrical, or any of the subtrades.
That's part of the question of how you design your ongoing infrastructure works, and I think it's one of the weaknesses of the “biggest is best” approach. I think there has to be attention paid to—