We do have 75,000 traditional members. We also have up to one million people who work with us on advocacy issues and the like. You have a Canadian National Trust. We were chartered by Congress, but we have been totally privately funded since 1995, and we bring in revenue from a variety of different sources. For 30 years, we did receive funding from the federal government, which was actually very helpful in getting our organization up and providing the kind of foundation that would help us grow.
One thing to think about regarding a similar organization, the National Trust for Canada, is for the government to help for a period of time and provide some funding for that organization to help it build support. One of the reasons we were chartered by Congress was to build public support for preservation and heritage conservation. That's a very important piece. We also benefit from being a non-profit organization, so we don't pay federal taxes. I'm sure the situation is similar in Canada, but that's important.
The other thing that the government can do is find ways for the programs that worked best for government to collaborate and then to find ways to support the private sector work that a group like the National Trust performs. I think this would be important as part of your study looking at the various roles of the public sector and the private sector and the different levels of public sector.
A lot of preservation happens at the local level, and it is driven by municipal governments. One of the things we've done recently is work in various cities looking at the barriers to rehabilitation of historic buildings and older buildings. It's going to vary from city to city. We're working with our government to try to identify best practices in these areas so that we can encourage municipalities to look at types of building and zoning codes that promote and incentivize preservation, as opposed to encouraging demolition and neglect.