Basically, we take into the program managers who are already working in cooperatives. It's very useful to do that, first of all, because most of them have come through standard business schools, where for the most part we don't even teach cooperatives as a business model. In business schools in Canada it's absent, and only 30% of the text books used in business schools talk about cooperatives as a form of business. And fully half of those references refer to co-ops as...well, if you are kind of out of your mind, you might look at this cooperative model. This is not very productive. So we have many, many managers in cooperatives whom we have hired from outside the co-ops, who have standard business degrees, standard training in economics, and what they don't have is a good understanding of the dynamics of the cooperative business model.
What our program does is give them an understanding of how the cooperative business model is significantly different and how the dynamics of that model are significantly different, and how they, as managers, have a much more difficult job. They don't have just one bottom line; they have multiple bottom lines. People in the community have strong expectations about how their credit unions and cooperatives will function, much stronger expectations than they have about how the banks will function. They're different expectations. The purpose of the business is significantly different. What our program does is prepare them to run successful cooperative businesses, which is, as I said, a much more difficult job.