Chapter 1: Diversity and Inclusion in the Security and Intelligence Community
National Security and Intelligence Committee of Parliamentarians Annual Report 2019

Findings

104. The Committee makes the following findings:

F1.

In successive ministerial mandate letters and in its call to create a Security and Intelligence Diversity and Inclusion Tiger Team, the government identified the promotion and enhancement of diversity and inclusion as a priority in the security and intelligence community. This community approach has significant merit, but its implementation has fallen short. (Paragraphs 22, 68 and 69)

F2.

Organizations in the security and intelligence community have put in place measures and programs to support employment equity, diversity and inclusion. However, the degree to which those organizations are diverse and inclusive differs significantly. (Paragraphs 36-50)

F3.

In the past three years, the CAF and the RCMP settled lawsuits variously alleging widespread harassment, violence and discrimination. Progress on resolving and eradicating these underlying problems has been slow. CSIS also settled a lawsuit in 2017 specifically alleging lslamophobia, racism and homophobia in its Toronto Region office, and responded with an organization-wide Workplace Action Plan that same year. (Paragraphs 88-91)

F4.

All of the organizations in the security and intelligence community have developed policies, training and awareness campaigns to combat and resolve harassment and violence in the workplace. However, some challenges exist with regard to survey analysis and tracking. This includes tracking harassment complaints, which can limit an organization's awareness of its prevalence. The issue of discrimination receives significantly less attention than harassment throughout the community. (Paragraphs 93-97)

F5.

The representation of designated groups is lower than the public service average in a majority of the organizations under review. In a majority of the organizations under review, persons with disabilities are underrepresented overall and women are underrepresented at executive levels. Members of visible minorities are underrepresented both overall and at executive levels, and recruitment of members of visible minorities has stalled or decreased in several of the organizations under review over the past three years. There is currently not enough information available to assess the representation of Aboriginal peoples at executive levels across organizations under review. (Paragraphs 52-54)

F6.

Inconsistencies in planning, monitoring and review undermine efforts to assess progress on diversity across the security and intelligence community. (Paragraphs 25-31)

F7.

Accountability for diversity and inclusion across the security and intelligence community is insufficient. Organizations have not developed performance measurement frameworks, nor have they established measurable performance objectives for diversity and inclusion for executives or managers. Responsibility for advancing diversity and inclusion is not shared throughout most organizations, but is most often considered the sole responsibility of human resources divisions. Weaknesses in the areas of accountability and responsibility undermine organizational efforts to advance organization-wide objectives. (Paragraphs 66-71)