If you think about what the instruments are, or the potential go-tos to help with that.... If you have a clear and tight mandate, that provides one element of amelioration. If, on top of that, you have a governance structure that enforces that mandate, such that the development component of it is central and not the promotion of, say, the host country's narrow commercial objective, that's another way.
I should note that we did a brief last year—I think some of you have it—on making it happen and getting the details right. One of the key elements of getting the details right is having an independent governance board looking at the deal flow off the DFI in a very tight manner. In the Canadian context, because we are talking about a relatively small number, it's going to be a relatively small number of approvals as well.
The centrality of the board.... Who composes that board? Is it just government, or does it include stakeholders from civil society and so forth? Does it include stakeholders from countries where the DFI may be focusing, for instance? That's one way. The other element is to question, on a deal-by-deal basis, whether this adds an additional component to the development, and to think through the counterfactual. Is this necessary? I don't think many DFIs do this.