I appreciate that, but sometimes when things are too horizontal there's no focal point. As we say in French, there's no point de chute; there's no anchor.
Going back to horizontal operations, you were mentioning that many of the programs that tackle environmental issues, especially the problem of climate change, are being run out of other departments, and I guess for the most part it's Natural Resources Canada, if you think of EnerGuide and so on. Also, there was another program funding an environmental research network in Canada that I guess was also being funded by Natural Resources Canada.
Going back to your comment that you're working horizontally with other departments, my question is this. To what extent do you interface with, say, NRCan over programs? What is the level of your input? Do you have a kind of veto power or approval power vis-à-vis these programs and what they should be? If so, what are the criteria you use?
A second question related to that first question is this. When the government announces drastic cuts like these to environmental programs that were tackling climate change, and I'm thinking of the EnerGuide program, the one-tonne challenge—I guess that was being run out of NRCan as well, although I'm not sure, and maybe you could clarify that—what role or say does Environment Canada have? Is it totally out of your hands? Are you working with NRCan? Are you working with PCO? And what criteria do you apply before you say this is a good program or this is a bad program, if you have some input.