Given that you hold the purse strings, it's just a question of the way you structure programs. You need to insist on the connection. It's like insisting on a strategy: If you don't have a strategy, I don't think we can really fund your program; we don't know where you're going to go.
Within those programs, you say if you can't see a Canadian buying that product or an export market for it, or whatever it is, then you question why we do this. It need not be lip service, but real relationships all along the value chain. You do it by insisting it's an element of the program. You're going to fund it; you're going to have every piece put together so you can measure an outcome.