When I read her testimony, I was thinking that she has a huge organizational problem that her commission probably can't solve for her, because they're not organized to implement international projects. They're organized to do what they do, which is a different mandate.
I've seen this in all kinds of different government agencies: they're asked to do things, but they're not organized that way, and the job descriptions are not written in that way. She can't really pull in people on long-term assignments. The solution is to have an outside organization run the project and bring those people in, through exchanges or secondments or different kinds of things, and have informal links with those agencies. I'm sure there are a lot of people within the commission who are interested in working in Mongolia, but organizationally it would be difficult to do it.
You have a very competitive marketplace in Canada. The development business is very competitive. And who would be the potential organizers for that? There are a lot of public affairs schools at universities that do public sector reform and that could combine the practical experience of the commission with that of some of their academics, who probably go back and forth anyway. You could have a bid for that. I'm sure you would get five or six really interesting proposals on how to organize that and you would get them from across the country.
I think that's what the problem is for her. I don't know the details, but I can see how that would be a concern.