The priorities for this DFI will need to be set out in a corporate plan, after having received direction from the government in terms of what the priorities are. Already, we can see that the government is favouring green growth and climate change, as well as support for youth and women entrepreneurs. At this point, these are the early signals. We'll have to wait for more to come on that front. However, in terms of the areas where it could work, I think we're talking about an organization or a new crown corporation that will be able to work in the gamut of areas that have high development impacts, such as infrastructure, agriculture, water or what have you, climate change, and green growth. The question will become an issue of emphasis and not necessarily of exclusion.
With regard to the second point you mentioned, we're late to the dance. Obviously, being late to the dance has its opportunities, its advantages. Otherwise, discovering VHS a couple of years later is probably not the most innovative thing. What we've been able to do is to learn from others. We learned a lot of things from the other DFIs, a lot of things not to do. We looked at a number of the debates that occurred domestically in those countries, for example, in the U.K. and the United States where they only had certain instruments as opposed to the full gamut of instruments. What we were able to do was to develop a robust suite of recommendations as to how to structure this that gleaned all these best practices.
What we've learned is important is that we actually have the gamut and not just, for example, offer alms. The private sector, depending on the deals, may require loans in order to get off the mark, but over time may take an equity stake in order to keep an operation sustained. This is an institution that will have an ability to adapt to the various needs of its client groups.
The other dimension that is important is that some countries actually have a national benefit dimension to their work. Our American friends very much tie their DFI's operations to domestic commercial interests or domestic firms. In contrast, the British have taken the opposite approach. In both instances, reviews in those countries yielded the revelation that they should be focusing on development outcomes, not necessarily on the client group. Therefore, much like these two DFIs and the new directions that they have gone in, this DFI will be able to work with any private sector entity, whether it's a local foreign entity in a developing country or a Canadian firm. The emphasis will be on the expertise in the projects.