Let me break that down into two: first, the Government of Canada community, if we can call it that, other government departments or agencies; and second, the issue of non-governmental organizations and civil society organizations.
On the other government departments, the relationship will need to be variable, and it will be variable for at least two reasons. The first is that this is an organization that will be privy to great market intelligence and therefore great opportunities that need to be relayed and shared, but it also is going to want market intelligence that exists in other parts of the Government of Canada family.
When I think of the trade commissioner service, and even at times when we look at development programs in other countries, for instance, it may come across in consultations with the governments in Africa that they want to build an electricity grid. That type of information is a development issue, but it's the type of thing that can be beneficial to give a line of sight to a broader community of players in Ottawa.
The trade commissioner service is obviously on the ground and is working with the private sector trying to find business-to-business opportunities. You have EDC out there as well, and BDC domestically, looking at SMEs. You have a community of departments that's going to want to bring in this new DFI and create a community of interest around it. I think, on the one hand, from a market intelligence perspective, there's going to be a strong desire amongst the federal family to bring this new member of the family into the fold.
I say “variable” relationship because this is an organization that, from a development perspective, can be—and obviously, we're talking about it here—a huge partner for the development program.
One of the things we're going to be working on over the near term is more of an institutionalized relationship between the development programming at Global Affairs Canada and this new DFI, new crown corporation, over the issue of technical assistance. Technical assistance is something that Global Affairs Canada does extremely well. It knows where to find expertise that can be brought to bear to help bring about, and buttress perhaps, the development outcomes—environmental outcomes, for example—of a given project that the DFI might want to be pursuing, or that the DFI, in pursuing something, may want to augment and amplify, and therefore, would go over to Global Affairs Canada to seek that. We'll have to formalize that arrangement and codify it in some manner.
With respect to NGOs, generally speaking, DFIs work with the private sector, and NGOs are not-for-proft organizations. However, within that context CSOs, have been able to work closely with DFIs. Just as I mentioned from a technical assistance perspective, CSOs, particularly Canadian CSOs, have tremendous expertise in various areas, whether that's environmental issues, gender issues, social policy issues, and so forth, that they can bring to bear to complement a private sector initiative on the ground. It's not something that would be “part of”, but definitely coordinated and paralleled with the activities of DFI.