The inventory right now in terms of complex cases is 88%. The ability to pursue matters in courts under the legislation is related to these refusal cases. Normally, on administrative cases, although there have been some examples, these do not go to court.
What happens is that we used to have about a 50-50 inventory; we're now at 88%, as we speak. This means that most of these cases are more difficult, more complex. The possibility of these cases going to court is unpredictable as the files unfold.
We are doing better, actually, in terms of the outsourcing of legal costs, because this year I've increased the legal capacity. We have now, as of this year, internal litigation capacity. We are intervening more, in some cases, than we normally would have, so we are having a voice in terms of third party interventions. We're also having a heightened capacity to manage our litigation costs. In fact, our outsourcing of professional services for litigation has decreased this year because of that. We've shifted a little bit on the program.
So far we're managing it. Last year we had to get $400,000 in emergency funding because we had complex cases and litigation. There is an element of uncertainty to that aspect of things. This year we have managed it without needing to seek additional funding. As I said, this increased internal litigation capacity seems to make quite a good difference in managing that uncertainty.