There are a number of points there that I would like to mention. We take performance management extremely seriously, and we do have a number of metrics that we measure ourselves against. One of the most obvious would be the service standards that we do have for the various lines of business. All the key lines of business have very definite service standards, which are published. Overwhelmingly, we do meet those service standards. That is one point.
We also do things like client service surveys to have a better indication of what works and what is not working. When we get feedback from our call centre, when we get feedback from emails and so on that come in, we take all of that very seriously and try to improve what we can.
One of the key things, for instance, that we're doing at the moment is a serious review of the kits and the forms on the spousal application form, because currently they're cumbersome. I think we would all acknowledge that, so we're trying to come up with ways to simplify them. We can't do everything all at once, but we're starting with the spouses, and we're starting also with the temporary resident applications.
There are these sorts of things that we are continually doing to try to improve. The Minister mentioned the website as well. That's another mechanism. We did do a major review and it was brought up to date a couple of years ago, but now it needs to be done yet again. There's constantly a series of things that we're doing. We have a client service strategy, which outlines the various things that we are going to do in the next few months, few years, and so on.
So there are a number of measures to manage our interrelationship with the clients and to ensure that we're always improving.