Sure. There are a number of ways we can improve that.
First, we need to make sure that all government departments have access to that top secret network, so that they can receive that information. The way that access is managed in those departments needs to be from a policy perspective and a response perspective, as opposed to a technical, departmental security point of view, which is how it's managed right now.
I also think we need to modernize and improve the coordination of the client relations officers. Those are the human beings who meet with clients around government to make sure that they get the information at the right time. At the moment, there are too few of them. At the moment, they are employed by the Communications Security Establishment. They are my former colleagues and, again they reported to me, even though they were providing a whole-of-government service in many cases. There needs to be more of them. They need to be better trained. In my opinion, they need to be at a more senior level when they are meeting with deputies and other senior officials, in order to make sure that they have the ability to engage.
Another important element is ensuring feedback. When consumers read the intelligence, they tell the collectors whether or not it is, in fact, the information that they are seeking. This is because part of the challenge is making sure that people spend time on the intelligence, and too often, when it isn't what consumers want, there is no feedback provided. That affects the volume of information that goes to key clients, which I think is part of the problem with the system as it exists.