NHQ Parking Gates From a secuty perspective, vehices around ‘a bulding actas 8 burerin ine event of an attack. f such ie true, {fal to understand the instalation of the Parking gates as it seems not only counterproductiva securty-wise bat also fiscally iresporsiDe, ee pecay considering the gates have been broken and inoperable Since stallion. dally reminder of & project half-finished and/or poor decision-making “The security of Service employees and is facilites is taken very seriously. In 2010. unde the diracion of ny predecessor a vlnerabily study of te NHQ facity was undertaken. Anumber of recommendations Tee siade to mprove the physical secunty of the NHO-campus. As itrelates fo your specific question the practice of granting free access to vehicles onto the NHQ site However, studies at the time:indicated that access control barriers available ga meraret were nae GEA Team ce ae reve nn eon 9 PANSY imes. twas decided, therefore, that this recommendation was not to be implemented. Heer aocess to parking lots by the rightful parking clients and as pat of their effort to maxiniss voceng availabilty in an effective anc far manner, With the increase in employes populaton ot NUD Cree Raine eeade and the commensurate demand for parking on site it has become @ challenge to monitor re enforce parking policy. Added value to the proposal would be to control access of vistors Ho Gesignated areas ane ensure access for paidipermi holder employees to hei anproved ols, /p cEraidering the business case, the Executive Commitiee raised two concer: 1) that contling Gacess Die paneng lois would create congestion and vehicle backuns onto the roadways within the core perimeter as well as around the Guard Post (GP) access and egress routes: and 2) that the instalation of Perkang contre erms would give employees a fase sense of security regarding the paring asae with reords tothe former and ta your point twas determined that withthe proper Contguraton of is barrier ‘eatition, there would be no substantial Galays to employees accessing the ots, The project was ‘approved in February/March 2011 ‘The project itseff involved a number of stakeholders — from and - and was dependent Fee lee abily of pars, people anc money. The easiest aspect. the physical part, was the installstion of the gate equipment, which was done by March 2012. The more complex aspect Over the summorifall of 2012.Canadian Security Service canadien du Intelligence Service renseignement de sécurité Director - Directeur SECRET June 4, 2012, To: All Servica Employees From: Director Subject; —— Cost-Saving Measures ‘As you know from reading the papers and talking to colleagues across the federal public service, the reverberations of Budget 2012 continue to be fek. By now itshould be clear to all of us that in this economic climate, CSISis a very good place to be. While many employees in other departments are receiving notices that their jobs might be eliminated, it has not been necessary for the Service to do so. ‘That said, we have been asked to reduce spending by five per cent, or about $25 million, The purpose of this note is to provide some details of how we will do it. Cost-cutting isa difficult challenge, Every program has its advocates who understandably are protective of the status quo. The proposals we identified have been the source of considerable internal debate, but in the end we needed to find a path to achieve the savings in a way that would have the least impact on our ability to fulfil eur mandate. The savings are spread across four categories: 1. Internal Reform and innovation 2. Travel, Hospitality and Conferences 3. Revision to External Review Regime PO. BoA 9722, Station T*, Ottawa, On CP. 972,Succumale “T, Ottawa (niara) KIG AGHIt's important to note that spending reductions in the above categories will have human resource implications, Specifically, the reductions involve the disappearance of or full time positions which will be managed through attrition, elimination of unfilled vacancies and other means. Now let's go through the categories one by one. 18 1nd Innovation This Involves streamlining IM/IT costs, strategic management of contracted Services and eliminating redundancies in administrative support across the organization. These efficiencies will save some annually over the next three years. ‘Alco among the internal reforms is the termination of the bilingual bonus for non-unionized employees. ‘This entitlement has always been a contentious issue. First, the bonus is difficult to administer fairly because it goes not to all bilingual personne! but only to those who happen to occupy designated positions. Second, the bonus has long implied that bilingualism is an exceptional skill, which t is not. ‘Third, the amount of the bilingualism bonus does not reflect the Importance of bilingualism. As such, it is not an effective incentive and a good use of our resources, This overdue reform will save the Service and, most significantly, will have no effect on operational performance. it will take effect on Apa", 2013. Bc i More prudent management of spending in these areas will save the Service annually. Obviously, the requirement to maintain close relationships with our partners, domestic and international, means that CSiS personnel have to get out of the office, so to speak, and we will continue to do so. But after thorough review it became evident that we can be more efficient than we are. Video- teleconferencing technology, for-example, is already proving its worth as a replacement for many face- to-face meetings. Revise External Review Regime AS was recently made public, the government has agreed to amalgamate functions of the Office of the Inspector General (OIG) into the Security Intelligence Review Committee (SIRC). The cost to us of