Thank you. That's a great question. I'm always delighted to have any chance to talk about intelligence analysis as a function of government, because I think it is completely underrated and under-resourced, and this is a historic problem of long standing. We have a very small analytical capacity in the Canadian security and intelligence community. Most of the resources go to collection, which is not an uncommon phenomenon among security and intelligence agencies.
The problem for Canada is that there are certain key agencies that essentially hoard analytic talent for good and obvious reasons. So CSIS, the RCMP to a degree, CSE, and the Privy Council Office hold the talent pool. The talent pool is a key. CBSA is a newcomer. It doesn't really have access to that talent pool, which is very carefully guarded by the existing organizations. To the extent that they need to have a very significant analytical capacity—and I think this is the case—they don't currently have the talent to do that. They don't have the organizational structure. They don't have the interconnectivity with the security intelligence community. They don't have the resources.
I used to serve on the advisory committee to the president of CBSA in its first years from 2006 to 2010, I think it was. I always delighted in the remark of the first president of CBSA, who said that for every three dollars he had—he never had three dollars, as far as we can see—if he could, he would spend two on intelligence and analysis. But that has never happened for CBSA or any other organization.