I'm the DG of the Americas bureau, so I don't specialize in Mozambique. That said, I have been working in the business of development for 30 years, and I've touched on a number of programs, including some in Africa. So I am somewhat familiar with situations such as the one you just described.
We do intervene in a number of countries where there are issues, governance issues, and we do need some time to make decisions on how we deliver our support. We sometimes have to redirect our support from the government or institutions related to the government. We sometimes support other institutions or other organizations such as NGOs.
The thought process to get there is very specific. It's done on a case-by-case basis. It very much depends on the tools we're using in a country. Of course, Deirdre did talk about different categories of countries. We work in middle- and low-income countries, and so the toolbox that we use when intervening in these countries varies. We don't work in a middle-income country like we do in a low-income country such as Mozambique.
One example that comes to mind is Ethiopia. I was once closely associated with that country. In 2005, we were offering budgetary support to Ethiopia directly, and then there was civil unrest. We decided that the donor community should stop providing support directly to the government. At the same time, we didn't want to leave the population, the most vulnerable ones, out in the cold. So we redirected the support.
So there are ways and means to do that. Yes, there is a thought process on this that we are engaging in internally. We have to work within the department and with the Canadian government to establish the next steps. We also work with the international community in an example such as Ethiopia, which I know better than Mozambique.