That's a bit like the tough love approach: if you're not going to be receptive, then we're not going to have much success with our aid and our programs, so we have to be pragmatic and see what's going to work best.
To give you another example, I worked in Egypt at one point, and there the government was not well motivated to make changes, although later on I found out they adopted a number of the recommendations in my report, which absolutely shocked me. It was a very difficult process there because they were not receptive. Especially the finance department was not receptive to anyone coming in and looking at things. They wouldn't give data. Talk about a lack of transparency: they wouldn't even give data. And I wasn't the only one who ever had that experience; several of my colleagues had similar experiences.
The main point is that if a country is not receptive, it's really hard to get over that. The only thing you can do is through leverage. That's why I'm saying if we work in countries, especially where Canada has a significant role, then I think that helps with leverage to a certain extent.