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Section II: Analysis of Program Activities by Strategic Outcome

Strategic Outcome

The Office of the Communications Security Establishment Commissioner exists to support the Commissioner in ensuring that the CSEC performs its duties and functions in accordance with the laws of Canada.  This includes safeguarding the privacy of Canadians.  This is the sole strategic outcome for the Commissioner’s office.

In support of the achievement of this strategic outcome, the Commissioner’s office has two program activities – the review program and internal services program.  The review program directly supports the achievement of the strategic outcome; the internal services program directly supports the review program and in so doing indirectly support the achievement of the strategic outcome.

During fiscal year 2010-2011, the Commissioner’s office had established two priorities to support the achievement of the strategic outcome: for the review program, to improve its effectiveness and efficiency; and for the internal services program, to improve governance.

The performance measurement framework for these priorities matches that presented in the Commissioner’s office Report on Plans and Priorities for 2010-11.  The performance results are reported below the following table, which summarizes them. 

Program Activity by Strategic Outcome

Program Activity:  Review Program

2010-2011 Financial Resources ($millions)

Planned Spending	Total Authorities	Actual Spending
1.6	1.6	1.1

2010-2011 Human Resources (FTEs)

Planned	Actual	Difference
6	6	0

 

Expected Results	Performance Indicators	Targets	Performance Status
Recommendations resulting from the reviews conducted are accepted and implemented by CSEC	% of recommendations accepted	80%	Exceeded
Reviews are completed within targeted time frames as established by the Commissioner	% of reviews completed within time frames established by the Commissioner	80%	Met

The review program includes research, monitoring, planning, the conduct of reviews and the reporting of results.  In addition, it also includes consultations and communications with CSEC officials, with other government officials, and senior representatives of the security community.    

Performance Summary and Analysis of Program Activity

Program Activity: Review Program

The following logic model provides a graphic description of how the review program functions.  

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During 2010-11, the Commissioner submitted six reports to the Minister of National Defence.  One review related to disclosures of information about Canadians to Government of Canada departments and agencies; two reviews examined CSEC activities conducted under ministerial authorization; and three reviews related to foreign signals intelligence activities. 

The results of these reviews indicated that CSEC activities that were reviewed were in accordance with the law and that the privacy of Canadians was protected. 

These are the results that the Commissioner’s office is trying to achieve.  The target established by the Commissioner’s office was to achieve 80% of recommendations implemented.  During 2010-11, the Commissioner made four recommendations to the Minister.  Past performance, has been very good.  The Commissioners have, since 1997, submitted to the Minister of National Defence 61 classified review reports and studies.  In total, these reports have contained 133 recommendations. CSEC has accepted and implemented or is working to address 122 (95%) of these recommendations. During 2010-11, CSEC completed work in response to three past recommendations and there are 18 additional recommendations that CSEC is currently working to address.  

In addition, there were several reviews in process during 2010-11 that are expected to be concluded and reported upon in 2011-12.

Cooperation with CSEC, as was mentioned earlier, is one of the keys to the success of the review program.  In addition to briefings on activities scheduled for review, the Commissioner’s office requests briefings from CSEC to assist in determining risk and work plan development.  The Commissioner’s office also receives regular briefs on changes to management and administration of CSEC programs, including changes to policies and procedures.   

The three-year work plan is updated on the results of reviews, the involvement of CSEC and an ongoing assessment of risk.  Detailed criteria established by the Commissioner’s office for the identification and prioritization of CSEC activities that should be subject to review are constantly being examined to ensure that the areas of greatest risk are in fact reviewed.   

The use of horizontal reviews described in the Commissioner’s Annual Report is paying benefits.  Not only does it examine processes that are common within CSEC more efficiently but it allows the Commissioner’s office to modify its review approach and focus on specific elements with the review area.    

One of the priorities set was to continue to look at the review process to identify opportunities to be more efficient.  Last year (2009-10), the Commissioner’s office was in the process of developing a training course for review officers in the security environment that would be applicable to other intelligence review agencies as well.  In November 2010, the workshop was delivered and enthusiastically received. Another workshop is scheduled for this fall.

The Commissioner’s office takes every opportunity to learn from the experience of others.  Discussions with others involved in the security and intelligence community (British Intelligence and Security Committee of Parliamentarians and the Review Agencies Forum), training from CSEC on the use of a specific CSEC foreign intelligence database, participation in the annual Canadian Association of Security and Intelligence Studies conference – all with a view to exchanging ideas, learning and advancing the role of review in the security and intelligence community.

Program Activity: Internal Services Program

2010-2011 Financial Resources ($millions)

Planned Spending	Total Authorities	Actual Spending
.5	.7	.5

2010-2011 Human Resources (FTEs)

Planned	Actual	Difference
3	2	1

This year, 2010-11, is the third year of operations for the Commissioner’s office as an independent agency with its own financial authorities.  Systems are in place (human resources, finance and administration) and functioning well.  Service agreements have been signed to supplement internal resources in the provision of required services (informatics, security) to meet the demands of management and to comply with the requirements of the central agencies. 

Policies and procedures need to be further documented, either updated or created in response to changing requirements, primarily from the central agencies. 

It now appears certain that the Commissioner’s office will obtain the required additional office space and complete the necessary fit-up for security purposes next year, in 2011-12. Staffing is still required in both the review and internal services programs; however, it has been delayed by the absence of office space to accommodate new employees.    

Lessons Learned

Technology, international affairs, internal and external threats are dynamic. CSEC must respond to this environment and so too must the Commissioner’s office.  Resources are limited and so they must be used wisely.  The need to refine the review methodology is ongoing; the Commissioner’s office must be able to respond effectively and efficiently to new and challenging review requirements.   

Collaboration is essential to the success of the Commissioner's office.  As always, it is by striving for a positive, professional working relationship with CSEC that opportunities to improve upon the review and reporting processes can be identified and implemented.

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