Thank you, Mr. Chair.
Thank you for the presentation. I am very clear on the importance of partnerships, of government entities working with the private sector, with the non-governmental sector, and with the academic sector, of course, to be more effective in achieving common objectives.
My questions wouldn't want to minimize the importance of this kind of collaboration. In fact, I see it as a very positive initiative. We've heard from previous panel members about that.
I have some concerns. As the Commissioner of the Environment and Sustainable Development had a somewhat critical analysis of your organization's capacity to carry out some aspects of its core mission, can you tell me whether the time, the investment, being on the board, and the requirements to be part of this partnership, which, despite the benefits.... There are the benefits of media and enhancing the reputation of the Government of Canada, which I'm sure is a worthy objective, or having Canada's role on the world stage being celebrated through this. Those are objectives for the Government of Canada, for sure.
The public's expectation of the coast guard around oil spills I think is also a very important objective. My concern is that if the department is spending time and resources on boards and in complex partnerships that have other objectives, is that taking away from the leadership's ability to dedicate resources to the key aspects of, for example, spill protection? There, we hear about a number of deficiencies in the department's analysis and in its ability to even identify the capacity needed to properly carry out those responsibilities, to direct others in the private sector who are positioned to assist with spill response, and to act as the central responsible body coordinating other government departments. Could you respond to that concern?