Obviously these are projects that do have a risk involved, and many crowns are involved in projects that do carry risk with them—in fact, government departments. That is the nature of doing business, and to say that you will only go into projects if there's no risk is not appropriate either.
Especially in the crown corporations, I would go back to basic principles, such as the composition of the boards, the expertise that's on the boards and are they able to bring in outside experts to help them assess what management is telling them, and what kind of oversight, the standard, really good management practices around construction or development projects, periodic independent reviews, which could be from internal audit—it doesn't necessarily have to be from the external audit—of the information that is being provided to the board and to government.
Those are some of the things that can be done--and, I think, just a good regular assessment of risk management. There are a lot of very standard processes, and in fact, government has itself a pretty good policy on risk management practices. That doesn't necessarily mean there aren't projects that will go astray and that people believe they will find solutions, which may not be possible.