Thank you, Mr. Chair. Some of the information that we would need to develop a long-term plan for the organization, which is what we are looking at, are things like what is the size of the market? What is the stability of the market that you need to stabilize the operation?
We got this equipment. It was in a condition where it needed some investment to deal with some deferred maintenance issues. Clearly, it wasn't sustaining itself to what would be an optimum level, based on the challenges the previous carrier had with the shrinking market, shrinking customer base.
Part of the work that we are doing is to figure out a stable amount of business revenues you need to sustain this organization in a self-supporting mode so that it can fund its life cycle needs, and also fund its year-to-year operations, and be able to be resilient enough to respond the types of situations that we are here talking about today, but also to be able to respond to growth and shrinking in its own market as a result of economic upturn and downturn.
Part of what we are doing now is looking at some of those markets. Part of the work that we are doing around some of the additional revenues that we are generating through other work that MTS does are being used to fund some of those life cycle costs. They are being used to fund some of the fixed costs of the operation, but we need to have a good understanding, with more than one or two years of data, to get a good handle on what it would be to have a viable self-supporting organization, whether it's a Crown or whether it's another organization.
We did some work last year. We did a study to look at what some of the business models were. It was clear through that work that we needed to have a little bit more operating time under our belt to come to better conclusions. We continue to look at those options, and we will be continuing to feed the data that we collect into that work that we are doing. Thank you, Mr. Chair.