I would say that when we went back, and as the lead in helping the government and the new corporation set out that plan, it was prospective. It was really going to depend on market response as to a project's coming forward under either an integrated bilateral agreement or the CIB. Given the CIB's details and the fact that its offering was not available to, say, a municipality, there was no way to know what project would potentially come forward. There were some major projects that were under way, such as the REM, but those still needed to be negotiated and structured.
We'd anticipated from the experience, including PPP Canada and others, that it might take several years to identify a project or potential structures. The private sector typically would want to come in early and help design it before it moved forward, so we had planned accordingly that it might take some time for the structures to come together.
My last point is that the CIB has, from then and today, an advisory and an educational mandate. They knew in the early days that a lot of the bank was going to be helping municipalities, provinces and indigenous groups imagine what the power of that tool could be and how to partner with the private sector. We put more operational emphasis on that outreach and development rather than necessarily building out the systems to handle investments, which we knew was going to take time to do.