what we found in reporting to the board, the fsmta board, and their own monitoring, is they compare themselves to the approved budget, not the baseline budget. so a strong teaheme is they ougt to be going back and using that as a benchmark. so when you have a baseline budget, this usually becomes the basis for planning capital requirements. when you have an overrun like the average group that we look at of 32 percent signe%, it cree call a brittle portfolio were you have to find funds for the project, and oftentimes this may mean taking from other projects or sources. so what we would like to see, we think the recommendations will do, will put more of an emphasis on the front end and the planning to first reduce the amount of contingency that may be needed, which is the 30% in the orange, and minimize the potential of overruns. and >second >> the second major concern was the reporting oversight. the first is that the board is not proactive in determining either standards or the information it needs to receive in order to have an oversight of the capital programs. the second is, as my colleague