That's a great question.
In terms of fragile states, we're talking about some of the world's most awkward places, in a sense, to work in. We're also talking about places where we continually have to go back to do food assistance. There are three aspects to this, I would say.
First of all, as well as doing food assistance in those places or emergency response in those places, we need to be present. This is where the three Ds and T come in for me. We need to be present as Canadians. We need to be present on the development side so we can see a transition and build disaster risk reduction in by building sustainability in as well. We continually have to keep going back to places where there are emergencies happening, supply emergency aid, leave, and it happens again, we come back again, leave, and it happens again. We need to be present. I think Denis said this very well. We need to be present through our local partners as well, who really know the situations there.
That's the first thing I would say. It's that combination of moving away from the silos of real emergency assistance one day, development next year, and bringing those two things together are very important.
I think also within fragile states, there are a lot of resources going to them, but we're not taking the time to really think through how we can apply those resources intelligently working with local partners. A lot of people have indigenous resilience that we don't always take account of, so, when we're when we're dealing with the big block grants that come through, they're covered with all sorts of clauses and all sorts of ways of doing things. Sometimes we get halfway through, and we realize there's a different way and a better way to do it, but we don't have the ability to change on a dime because we're locked in by these grants. As part of that grants and transformation process, I would say that evidence-based management is a key thing.