Yes, I'd say that getting projects approved is much more complicated, and for a host of reasons, some of them quite justifiable. In other cases, I think we just sometimes need to stop, take stock and ask if all these steps in the program or project approval are necessary.
Sandra spoke about a rapid response fund. This is a bit of a weak answer, but what I find is that we should actually have contingency for this sort of thing and discuss these when it's not a crisis. The worst time to come up with a crisis contingency is during the crisis, but if you have a crisis contingency on how we can get money out faster, then you can ask yourself why we can't do this all the time. I'm not a management consultant, but I think there should be an opportunity for continuous improvement.
The other piece, too, is approving programs rather than individual projects and building that upon the asset management, because there is an interrelated plan whereby municipalities look at their needs, the future and how all their different projects are going to work together. Once there's agreement on that vision, then the opportunities.... Instead of having a project-by-project application, you can say, “We're going to support you with x amount over the next years to implement that program, so go, and we'll just ask you to make sure and demonstrate that you're following the program.” I think that would solve a lot of problems.