Sure. I can start.
I think part of this for us is that for capital there are a couple of pieces.
One is processing equipment. Physical pieces of equipment to process food are really important parts of the mix for community-driven food hubs. Most of them are never going to sustain themselves by just selling food to households. Access to the kind of equipment that can cut a carrot down to the size that a hospital needs to cook it in its steam cooker, for example, is one kind of capital that matters. The other capital is things like distribution vehicles. That's a big part of it. Most of this kind of work only works if you own your own fleet.
On the operating side, though, I think the biggest part of it, to your point, is steady, reliable, multi-year operating funds that you can plan on. The biggest challenge of running a community organization is not knowing what your budget is going to be 12 months from now. That's especially true when producers are planning their production based on your operation.
We worked really closely with the Cape Breton Food Hub to seed ours. They were our inspiration. We talk to them all the time. They are amazing people. We've learned a lot from them. One of the things we've learned from them is that predictability is part of the value proposition for producers.