The issue regarding poor knowledge of policy issues in the intelligence sector is a major problem, although I believe the situation has somewhat improved. I've seen an improving trend in the research I've conducted, but we aren't at all at the point where we should be. I discussed better training in my presentation because training is a major weak point. I mentioned staff exchanges and secondments because that's also a major weak point.
You mentioned promotion. I didn't bring it up, but it's an area I'm very much interested in. There's a limit to requiring overly specific competencies. If we're too rigid, the system may become too cumbersome.
I made a recommendation in other circumstances that I think might help you, and that was to include more ambitious diversity of experience criteria for lower-level promotions. Many intelligence agencies, such as CSIS, the RCMP and CBSA, have people who rise to the director general, or EX‑03, level and even to assistant deputy minister levels, so EX‑04 or EX‑05, who have never worked elsewhere than in those agencies.
I think that's an enormous problem. These people may have highly advanced technical expertise but no understanding of Ottawa in general.