Thank you for that. I did want to share an example with you that I think will speak to capacity, programming and training, etc.
Several years ago, I was asked to write a business plan and a feasibility study and then eventually manage a small business incubator for a first nation in the heart of the oil sands. The funding had been secured. We moved forward with developing that small business incubator.
I was there on the ground every day, working with entrepreneurs on various stages of their business, be that marketing, responding to RFPs or creating partnerships—just providing that whole host of development services for them. We were making some significant traction. We had about 16 really healthy businesses that were up and running and making a difference, not just in the community but within the industry and its sector entirely.
Then, of course, the three-year funding agreement ran out. It was not renewed. Unfortunately, that business incubator went away and left not only the 16 businesses struggling, which were really just starting to get their feet under them, but so many others that were in the midst of start-up and weren't able to move forward.
That's a sad example of the funding and the nature of the funding cycles and how that affects progress.