Maybe I could try to add a little bit on what we should be doing as facilitator and enabler, and so on.
I guess if you think back to when the Canada Water Act was passed in 1972, and for two decades afterwards, when I used to manage the program I had $20 million in my budget per year to enter into federal-provincial agreements, and at any given time we probably had 30 or 40 agreements with provinces. As I mentioned before, we did things like river basin planning, flood damage reduction, flood risk mapping, a lot of flood control works and other things.
As I mentioned before, if one were to do a good strategy job today to find out where we needed to build capacity in the country, whether it were on pricing or soft water, or whatever you decided needed to be done in terms of federal leadership, one could still do that, as the act is still in place. The $20 million is no longer in place; there's no budget for it. But if one were to decide where you wanted to provide leadership in terms of being a facilitator and an enabler, and so on, one could certainly do that. The act is still in place; the capability is still there, but the money is not there. That's the way to do it.
It doesn't take very much money; it's a small amount of money, really. You can build a lot of capacity at the provincial and local level, and then you don't have to do it anymore. We don't have to do river basin planning anymore; we don't have to floor risk mapping anymore. We provided the leadership for 10 or 20 years. We left the field.
But today, if one were to redo the strategy job and redo the policy job and decide what needed leadership today, the mechanism is still there. For a very small amount of money, you could enter into federal-provincial agreements and provide that kind of leadership again.