The report in 2012 pointed to areas that clearly we knew that we had to improve on, and over the last two years that's exactly what we've been focusing our attention towards—to ensure that we have good, viable opportunities for offenders in our facilities. Part of that has required us to retool some of the activities that we have been engaged in. Part of the problem that we have in CORCAN is the push-pull between being financially viable, because we are a separate operating agency, and meeting the needs of the offenders. This is always a push-pull.
Although we have some opportunities, for example, as mentioned, in textiles and manufacturing—we produce a lot of furniture that's sold to government departments—we have to make sure that we sell enough so that we are able to reinvest back into CORCAN to keep the opportunities going. Some of the problems that we have are in competing with other markets. When government departments' budgets are cut or tight, they don't spend as much. That puts a strain on us. We have to be very careful about how competitive we become because then there is the whole issue of using inmate labour to produce goods where the private sector is struggling as well.