I'll take a small stab at it. With reference to the bilateral agreement notion that you mentioned, and that's the bilateral agreement associated with the Mackenzie River Basin Board, how that would work.... For example, the one that would be of most concern to the oil sands area would be the Alberta-NWT bilateral agreement, where they would worry about what's crossing the Alberta-NWT border and the Slave River. They would worry about volumes and water quality, and there are probably various categories within those two main subjects. They would reach an agreement on that. The NWT is very interested in what they receive, so there would be some pretty serious negotiations to determine volumes and water quality.
Once that's done, Alberta's responsibility would be to make sure it manages the water within its jurisdiction while it's there to meet whatever those targets and criteria are. It's not unlike another board, the Prairie Provinces Water Board, where 50% of the flow of eastward-flowing streams out of Alberta has to be passed to Saskatchewan. It's monitored very carefully and worried about a lot, but it's the same principle exactly, and the jurisdictions take that very seriously. So that would be one mechanism that would certainly become part of the org chart you're talking about.
Another part of it, and Mary referred to it as a bit problematic, is the regional sustainable development strategy that Alberta put in around the oil sands area. It was to do with a Suncor project back in the late nineties; I forget the exact date. The Cumulative Environmental Management Association is designed to take that and run with it and make things happen, but it's devoted to cumulative effects. That's what it's called. That's why it's there.
I don't remember the exact number. I know when the RSDS was put in place, the existing and planned project value was in the $20 billion range, and not very many years after that it was up in the $80 billion or $90 billion range. That's the pace issue Mary refers to. The problem CEMA is having is coping in a multi-sectoral, multi-stakeholder, consensus-driven mechanism.
Many committees know it's a demanding process to try to reach consensus on anything, and with a lot of players around the table and the pace of development, they're simply having trouble keeping up.
Pembina's references to doing something to instill energy and resources and so on into that process, to upgrade their ability to work, is important to Pembina, and they make that clear whenever they have an opportunity. That would be another part of it.