I can't comment on FCM per se, because I left theatre in January. What I can say is that a focus on trying to engage that kind of expertise was important to us, is important to us. I spent a lot of time trying to encourage more presence from NGO partners, for instance, in southern Afghanistan. We had some very positive conversations with the Aga Khan Foundation, for instance, and with CARE as well. There are already 13 NGO partners that we're working with solidly in Kandahar, in addition to the presence of all the UN agency funds and programs. We're quite fortunate from that perspective that most of them are at least present in Kandahar.
For issues such as municipal management capacity and core governance, we had projects under way with UNDP, a program called ASGP. Of course, I can't remember what the acronym stands for now, but it's basically a governance program that was meant to reinforce the capacity of the governor's office so that that office could succeed beyond any individual, which I know you appreciate from having been there. I lived through three governors while I was in Kandahar.
We also had initiatives with UN-HABITAT, which were specifically aimed at looking at how we might build the capacity of the mayor's office, for instance, given that Kandahar City is a major municipality.
So it's definitely something we're keen to continue to work on. We were keen when I was there. Trying to make sure the partners have a good understanding, though, is important, so we take our time in bringing new partners down. We usually have them do a go-and-see visit. We have discussions with them about duty of care for their staff. It's really important that they be thinking about those things.