And in Vancouver, when they wanted to expand the casino. So we went to the city and said look, you’re going to expand the casino, what’s the social benefit? Because we know it’s not necessarily a social benefit to have a casino. So the agreement was, the casino has to employ 10 percent of all its employees and do 10 percent of its purchasing from the inner city, not just during construction but ongoing, which means they’re getting very creative. So last week I stopped by a social enterprise that does chocolate and coffee around multiple barriers, and they’re getting a big contract from the casino and the hotel to do the chocolates. So it will mean more jobs, right away. So I think that’s the emerging thing that you may want to pay attention to is the use of existing purchasing. Because it’s not more money, some people say we don’t have more money in government, we don’t have to spend more, but how do we get a greater social value out of what we’re already spending? So we start to look at these contracts, and then we help to make it a competitive level playing field. Like in Scotland, they have learned to identify all the contracts that are coming up in the next three to five years so that the social enterprises actually have the opportunity to build capacity. We can’t do all of it but we can do part of it but then they know a contract is coming in three years and they sit down with someone like KPMG and the investment fund, and they say how do we scale up to be competitive? So it’s really, that’s why your government’s decision to do the multi-year action plan becomes so important. [Next sentences inaudible.]

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