I don’t think we, I don’t think there was a template. I don’t believe there was a template in place for capital improvements. I think what happened is just simply evolved. So that park district architects, park district public relations people, contractors, general contractors, project managers, we kind of felt our way the first time, got to feel, got to feel what worked, what was comfortable, what was effective without spending a lot of money. And then with each succeeding project that we did, we tried to incorporate those same methodologies as in some cases the same people from the outside to help us accomplish our goal. And I think in the end, in the end, it was like wrote, we just knew what we needed to do. We had our meetings, we had decisions, we had discussions, we value and engineered a lot of projects that came in, programs that came in way over budget, but we value engineered them so that they could come within budget to what we had essentially in the bank and worked very effectively for the zoo, and for all of those of us involved on the team. Were any of these projects ones that you were a favorite where you said, this is great.
