The recommendation I spoke to is a program that we administered in the early 1990s—and it worked tremendously well—where we leveraged federal funding with industry training dollars.
The program worked over a three-year period for about $7 million. We set up credits with the industry, so that it really did build a training culture among those who participated in the program. We lined up people like Canadian Tire Corporation and Midas—several big players in the Canadian industry to ante in, to commit some dollars. They felt that these were good investments, that they were getting a return on their training investment.
It was quite a complex program to administer, but the training selection went through us. We made sure that it was of a certain quality, and the effects of that program carry on today.
From our research, the people who subscribe to our interactive distance learning and other training programs came out of this initial program from the early 1990s for the most part, because they started getting into training. They started budgeting for and organizing training. It became a part of their corporate culture and it carries on today.