National Security and Intelligence Review Agency

Goal setting

Question 1

Has your organization set goals (for fiscal year 2023-2024 or future fiscal years) for recruiting and promoting Indigenous peoples and Black and other racialized people?

• Work is underway to set goals.

Please provide details and/or examples, including what your organization is using to set its goals (e.g., operational priorities, labour market availability [LMA], population data, workforce availability [WFA]), and how these goals are communicated to employees, if applicable. What has been the most helpful in advancing towards the goals you have set? What challenges, if any, have you encountered?

As a separate agency, the National Security and Intelligence Review Agency (NSIRA) Secretariat is not included in the collection of self-identification information by the Treasury Board of Canada in its capacity as employer. Staffing at the NSIRA Secretariat is not governed by the Public Service Employment Act, nor is it subject to the Employment Equity Act owing to its size. Consequently, the NSIRA Secretariat launched its own self-identification form in 2023-2024 as part of a special program established under section 16 of the Canadian Human Rights Act. This has enabled the Secretariat to collect self-identification data in relation to all prohibited grounds of discrimination using the same terminology as that adopted by Statistics Canada for gathering Census data, which allows for an accurate comparison with population data and labour market availability (LMA). As a result, the NSIRA Secretariat is better equipped to assess the composition of the workforce, identify areas of concern, and determine what action needs to be taken.

This data collection enables the Secretariat to adjust its recruitment goals for Black, Indigenous, and racialized people on an ongoing basis. It will continue to inform the Secretariat’s activities and better position it to identify gaps in representation, implement recruitment and retention measures aimed at not only achieving but retaining a diverse workforce, and maintain an inclusive work environment.

In fiscal year 2022-2023, the NSIRA Secretariat developed a three-year action plan on human rights, accessibility, employment equity, diversity and inclusion that included:

• Sponsoring employees from equity-deserving groups to participate in development opportunities to prepare them for leadership roles.
• Outreach to attract students from diverse regions, communities and backgrounds through targeted campaigns and efforts.
• Examining the use of advertised and non-advertised appointment processes, merit criteria, area of selection and assessment methods to ensure that the Secretariat attracts and qualifies candidates from diverse regions, communities and backgrounds and that it is not relying on requirements that may present systemic barriers.

Regular discussions with the senior management committee about the action plan, along with dashboards assessing progress and areas where greater effort might be required, helped maintain a focus on the overall objectives.

In 2022, a name-blind hiring selection method was used by the Technology team to pilot more inclusive recruitment. This external process resulted in the appointment of two fully qualified candidates to senior IT positions.

What challenges were encountered? The Secretariat’s small size poses challenges with respect to collecting data about the workforce in that where three or less employees identify as belonging to an equity-deserving group, the data is suppressed to protect employee confidentiality. Consequently, it was not possible to develop a complete picture about representation.

Question 2

Has your organization set goals to foster greater inclusion (for fiscal year 2023-2024 or future fiscal years)?

• My organization has set goals to foster greater inclusion.

Please provide details and/or examples, including which metrics or data your organization is using, if applicable (e.g., your Public Service Employee Survey results, pulse surveys, exit interviews, human resources administrative data).

The NSIRA Secretariat set several organizational objectives as part of its three-year action plan on human rights, accessibility, employment equity, diversity and inclusion. These continue to inform the NSIRA Secretariat’s activities and better position it to leverage the value of diverse peoples and perspectives in all aspects of its work and to identify meaningful opportunities for employee engagement in keeping with its overall commitment to human rights, accessibility, employment equity, diversity and inclusion.

In fiscal year 2023-2024, NSIRA established its NSIRA-ossnr.gc.ca/en/about-NSIRA/vision-mission-values/">Vision, Mission and Values further to extensive engagement with employees and members of the Review Agency. Inclusiveness is integral to the foundational values and is articulated as “We are a diverse workforce that values and benefits from a broad range of perspectives.”

Among the various means used to gather information and inform discussions about diversity and inclusion were the following data sources:

1. Public Service Employee Survey results from 2020 and 2022
2. NSIRA Secretariat Self Identification data
3. Guarding Minds at Work Survey from 2022
4. Pulse survey of NSIRA Secretariat employees about mandatory and non mandatory training
5. Input from the Honest Brokers (a group of three employees who played an intermediary role in fostering dialogue between employees and senior management)
6. Individual survey of employees following the accommodation process
7. Feedback about the NSIRA Secretariat’s Accessibility Plan
8. Exit interviews
9. Inputs from various internal committees including the Employment Equity, Diversity and Inclusion; Mental Health and Wellness as well as the Official Languages Committees
10. Employment Equity, Human Rights, Accessibility, Diversity and Inclusion maturity model

Measuring progress

Question 3

Has your organization developed an approach for measuring progress towards your established goals? 

How is the approach being implemented within your organization (e.g., how is it communicated to employees? What are the roles of executive team members including the Chief Data Officer and Head of Audit and Evaluation and regional management if applicable? How are you reporting on results and outcomes both internally and externally?)?

The reality in a micro-agency such as the NSIRA Secretariat is that employees wear many hats simultaneously. In the circumstances, NSIRA Secretariat employees at various levels voluntarily take an active role in areas of interest to them, such as employment equity, diversity and inclusion, mental health and wellness, etc. This approach not only helps to share the responsibilities, but it also encourages employee engagement in a more meaningful way.

Internally, responsibility for tracking progress rests with the NSIRA Secretariat’s Human Resources team. Using the human rights, accessibility, employment equity, diversity and inclusion action plan’s performance measures and indicators, along with the above noted data sources, the Human Resources team can evaluate progress and report to the senior management committee. The senior management committee in turn uses this information to determine where adjustments may be required and/or actions need to be taken.

Externally, the NSIRA Secretariat’s departmental results reports include information about inclusion, diversity and equity. The NSIRA Secretariat and the Review Agency continue to work closely with partners to develop strategies for the collection, analysis and use of race-based and demographic data in the context of NSIRA’s complaint process. Improving awareness and understanding of its investigation process remains a core objective to ensure justice is accessible to all.

The potential for national security and intelligence activities to result in disparate outcomes for minority groups is considered when the Secretariat assists the Review Agency to plan and conduct its reviews. Diversity is one of the elements on NSIRA’s Review Considerations Matrix, which uses objective criteria to identify review topics in accordance with NSIRA’s core mandate and mission. While NSIRA’s reviews are focused on the compliance, reasonableness, necessity and efficacy of activities, particular attention is given to the impacts of these activities on diverse communities. Where appropriate, NSIRA’s annual reports may also include information with respect to anti-racism, diversity and inclusion.

Consequential accountability

Question 4

How is your organization using performance management and/or talent management processes to establish accountability for results?

• Qualitative objectives are in performance management agreements.
• Progress towards representation and inclusion goals is part of the criteria for being considered for talent management.

Please provide details about how performance management and/or talent management processes are being used to establish accountability for results.

Qualitative objectives for representation and inclusion are used in performance management agreements for executives.

As part of the NSIRA Secretariat’s Law Practitioner development program, representation and inclusion objectives must be taken into consideration when determining whether participants are ready for progression from one level to the next. Participants in both the Law Practitioner and Reviewers development programs must also complete mandatory training with respect to employment equity, diversity and inclusion.

Specific, tangible actions outlined in the forward direction of the Call to Action

Question 5

Have you, as head of your organization, and/or your executive teams sponsored at least two Indigenous employees and Black and other racialized employees to prepare them for leadership roles?

• Work is underway to develop an approach to sponsorship.

Please provide details about the nature of sponsorship that you and/or your executive team have provided, along with other programs, such as mentorship or leadership development, if applicable.  

Micro-organizations, such as the NSIRA Secretariat, face some challenges when it comes to sponsoring a specific number of Indigenous, Black or other racialized employees to prepare them for leadership roles. First, the Secretariat has a very small number of supervisory or managerial positions. Second, there tends to be more movement at the junior officer level, as opposed to roles that provide an opportunity for development. And, finally, there was insufficient data available to specifically identify Indigenous, Black or other racialized employees (supressed for confidentiality).

Despite the foregoing, the NSIRA Secretariat’s new development programs, which were introduced in fiscal year 2023-2024, were open to a broad cross-section of the Secretariat’s workforce. The competencies and expected behaviours built into these structured programs will enable employees to progress within their chosen field and prepare them for leadership roles. Furthermore, performance management discussions were used to identify individual learning plans and career aspirations, including access to education leave, assignments or secondments as a means for personal development.

Question 6

Have you, as head of your organization, personally endorsed at least one recruitment campaign for Indigenous employees and Black and other racialized employees?

• Work is underway so that I will personally endorse at least one recruitment campaign for Indigenous employees and Black and other racialized employees.

Please provide details.

The NSIRA Secretariat is a micro-agency of fewer than 100 employees that is neither subject to the Employment Equity Act, nor to the Public Service Employment Act’s staffing regime. As such, it was only with the recent establishment of its special program under section 16 of the Canadian Human Rights Act that the NSIRA Secretariat was expressly authorized to undertake targeted recruitment that might otherwise constitute a discriminatory practice under section 10 of the same.

Given the small size of the organization, recruitment from outside the public service has also been limited. Furthermore, attracting and retaining qualified individuals in a very competitive market has proven challenging. Highly sought after candidates are often “scooped up” by other organizations while awaiting the outcome of the lengthy security clearance process required for employment with the NSIRA Secretariat. Consequently, the Secretariat casts the net as wide as possible to attract enough potential applicants with the necessary qualifications when recruiting from outside the public service.

The NSIRA Secretariat is also exploring ways through which it could work with its partners who are also small agencies to sponsor onsite recruitment campaigns in regions and communities across Canada that would result in more exposure for the organization in its efforts to recruit Indigenous, Black and other racialized employees.

Question 7

Has your organization prioritized official language training for Indigenous employees and Black and other racialized employees who are ready for advancement?

• My organization has prioritized official language training for:
  • Indigenous employees
  • Black employees
  • Racialized employees

How is your organization prioritizing official language training?

The NSIRA Secretariat offers language training in English and French as a second language to all staff, including Indigenous, Black and other racialized employees. To this end, the Secretariat has partnered with the House of Commons via their language training program to offer part-time group or individual courses, as required. This new partnership has enabled the Secretariat to increase its service offering to all employees, including Indigenous, Black and other racialized employees. No requests for language training have been turned down since the program was launched.

Does your organization offer access to Indigenous language training or have plans to offer access? Please provide details. 

The NSIRA Secretariat does not have access to Indigenous language training, nor is there a plan to offer it currently. The NSIRA Secretariat and the Review Agency continue to work closely with partners to develop strategies for the collection, analysis and use of race-based and demographic data in the context of NSIRA’s public-facing complaint process. Such data could assist in determining whether there is a need for investment of resources in Indigenous language training to ensure access to justice for Indigenous peoples.

Question 8

Has your organization provided support and/or invested resources for organizational employee networks and communities?

• Engagement with employees and employee networks in my organization’s decision-making is meaningful and regular.
• Governance structures are in place to support employee networks and communities (e.g., champions, champions/chairs participate at management tables).
• Material supports are provided for employee networks and communities (e.g., dedicated funding, FTE support, allowing time to engage in activities).

Please provide additional detail about how your organization engages with and supports employee networks and communities.

Engagement with employees and employee groups within the NSIRA Secretariat’s decision-making is meaningful and regular.

Despite the size of the NSIRA Secretariat, employee engagement is vibrant and has been in place since the organization was created in 2019. There are several employee committees including with respect to equity, diversity and inclusion; mental health; and official languages. Each committee is led by a volunteer who, if not already a member of the senior management committee, is invited to management meetings. The various committees’ work is guided by established terms of reference/action plans which are available on the intranet, along with meeting minutes and any committee reports and recommendations presented to the senior management committee.

Employees are provided the time needed to participate on the committees and to participate in sponsored activities. Champions and committee chairpersons are provided time to speak about events, initiatives, and activities at every all staff and senior management meeting, and the Executive Director met with committee champions and chairs regularly to ensure continued support for various initiatives, including funding where required.

In order to ensure both a cohesive and intentional approach to employee engagement, greater coordination was introduced in the Fall of 2023 around roles and responsibilities, communication and collaboration among the various internal employee committees/groups, Human Resources, the senior management committee and the Executive Director.

The Human Resources team also engages with employees and employee groups in targeted initiatives.

For example, employees who self-identified as having a disability were invited to contribute to the 2023 Accessibility Action Plan Progress Report. Similarly, the Human Resources Advisor responsible for wellness initiatives regularly engages with the members of the Secretariat’s Employment Equity, Diversity and Inclusion Committee about events and awareness activities.

The Employment Equity, Diversity and Inclusion Committee Chairperson/Champion, the Mental Health and Wellness Committee Chairperson/Champion, and the Senior Officer for Values and Ethics, Conflict of Interest and Disclosure of Wrongdoing were also consulted in the preparation of the two Self-Assessment Questionnaires for submission to the Privy Council Office.

Question 9

Has anti-racism, equity and inclusion work been embedded in your organization’s integrated business plan and/or mental health plan?

• Anti-racism, equity and inclusion work has been embedded in the organizational plan.

In 2022, the NSIRA Secretariat evaluated the organization’s maturity vis-à-vis human rights, accessibility, employment equity, diversity and inclusion. The results were used to inform a three-year action plan that looks at all aspects of the organization’s business. In addition to people management, the action plan also addresses governance, policies, programs and corporate responsibilities such as contracting and oversight.

As noted previously, anti-racism, equity and diversity are integral to the organization’s mandate and are considered as the Review Agency develops its review priorities.

Moreover, in response to the Public Service Employee Survey results from 2022 and at the behest of the Executive Director, the Employment Equity, Diversity and Inclusion Committee presented a report with recommendations for action to the senior management committee in the Fall of 2023.

In keeping with the organization’s mandate, staff participated in several learning events aimed to increase their knowledge and awareness with respect to anti-racism, equity and diversity.

Question 10

Does your organization have a calendar to avoid holding major meetings and events during significant religious, spiritual, and cultural periods?

• Work is underway to develop this calendar at my organization.

If the calendar already exists, please provide additional details on how this calendar is communicated or promoted within your organization.  

The NSIRA Secretariat’s human rights, accessibility, employment equity, diversity and inclusion action plan includes a specific priority with respect to avoiding meetings and events during significant religious, spiritual and cultural observances. Although this is already a practice within the organization, work is underway to incorporate information about major religious holidays and cultural observances into a practical tool, e.g., a calendar, to facilitate planning.

In the interim, the Human Resources team and the Chair of the Employment Equity, Diversity and Inclusion Committee continue to share information with all staff regularly by email or via the intranet about religious, spiritual and cultural events.

Additional information about your organization’s ongoing initiatives 

Question 11

What are two or three specific barriers that you have faced in advancing work on the Call to Action?

Please provide two or three examples.

The fact that the NSIRA Secretariat has just started collecting self-identification data in the fall of 2023 is a barrier to monitoring progress. Furthermore, given the organization’s size it is challenging to extract data and share empirical information about the number of Black or Indigenous employees. In the absence of this information, the NSIRA Secretariat cannot yet measure all the aspects of its progress related to the Clerk’s Call to Action.

Unlike larger departments and agencies, the concept of a ‘network’ does not resonate within the NSIRA Secretariat. Instead, employees who are members of equity-deserving groups as well as ‘allies’ are encouraged to get involved in matters that interest them. This approach may be less formal but appears better suited to the organization’s needs and culture.

Question 12

Recognizing that employees often have multiple identities, what actions is your organization undertaking to support Indigenous employees and Black and other racialized employees who are also members of other communities, such as persons with disabilities, 2SLGBTQIA+ communities and religious minorities who face compounding barriers of discrimination?

Please provide details.

In 2021, the NSIRA Secretariat created a new position responsible for accommodations, accessibility, diversity and inclusion. This innovative position within the organisation provides a single point of contact for employees and support to individuals who may be encountering barriers. The incumbent of this position offers a more individualized, voluntary, and confidential service to support all equity-deserving groups.

This position also helps staff learn about, and connect with, various interdepartmental networks such as Infinity founded by and for neurodivergent employees, the Black Employee Network, and the Public Service Pride Network. This dedicated resource is also responsible for implementation of an employee wellness agenda and, in collaboration with an active Mental Health and Wellness Committee, has delivered several initiatives to foster diversity and wellbeing in the workplace and to support inclusion in meaningful ways.

Due to its size and the desire to promote diversity and inclusion, the NSIRA Secretariat opts to share information about public service-wide events with all staff. The NSIRA Secretariat is very proactive when it comes to training and sharing tools. Instead of waiting for needs to emerge from sporadic requests, training is offered on an ongoing basis with respect to the duty to accommodate, accessibility in the workplace, unconscious bias, supporting minority groups, and diversity and inclusion in communications. Increased focus is being placed on workplace violence and harassment prevention by offering workshops on civility and respect.

Question 13

In your first year of implementing the forward direction of the Call to Action, what impact has this work had on the culture of your organization?

Please provide the two or three most important impacts.

Notable impacts include:

• More open conversation between managers and employees about racism, diversity and inclusion in the workplace;
• Created a safe space for feedback;
• Has broken down certain taboos and enabled the elimination of certain unconscious biases (training, etc.); and
• Greater sense of belonging within the NSIRA Secretariat.