{"id":3594,"date":"2022-12-12T13:07:54","date_gmt":"2023-02-23T18:07:39","guid":{"rendered":"https:\/\/nsirademosite.mbeaudry.ca\/transparency\/nsira-operational-reports\/departmental-reports\/departmental-results-report-2020-21-2\/"},"modified":"2026-02-02T13:44:36","modified_gmt":"2026-02-02T18:44:36","slug":"departmental-results-report-2021-22","status":"publish","type":"page","link":"https:\/\/nsira-ossnr.gc.ca\/en\/secretariat\/secretariat-operations\/departmental-results-report-2021-22\/","title":{"rendered":"Departmental Results Report: 2021-22"},"content":{"rendered":"\n<style>\n.share-row-container {\n    display: flex;\n    flex-wrap: nowrap;\n    justify-content: center;\n    gap: 10px;\n    border-radius: 10px;\n    list-style: none;\n}\n.share-item-link {\n    color: #fff !important;\n    padding: 4px 12px;\n    border-radius: 5px;\n    text-decoration: none !important;\n    font-size: 14px;\n    display: flex;\n    align-items: center;\n    white-space: nowrap;\n    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291.1z\"\/><\/svg>Bluesky\n        <\/a>\n    <\/li><li>\n        <a href=\"https:\/\/substack.com\/\" target=\"_blank\" class=\"share-item-link\">\n        <svg viewBox=\"0 0 16 16\" style=\"width:18px;height:18px;vertical-align:middle;margin-right:6px;fill:#fff;\"><path d=\"M15 3.604H1v1.891h14v-1.89ZM1 7.208V16l7-3.926L15 16V7.208zM15 0H1v1.89h14z\"\/><\/svg>Substack\n        <\/a>\n    <\/li><\/ul><\/div><\/div><\/div><\/div><\/div>\n\n\n<section id=\"gm22b1f34\" class=\"wp-block-gutentor-m4 section-gm22b1f34 gutentor-module gutentor-advanced-columns has-color-bg has-custom-bg\"><div class=\"grid-container\"><div class=\"grid-row\">\n<div id=\"col-gm91e2e1\" class=\"wp-block-gutentor-m4-col col-gm91e2e1 gutentor-single-column  grid-lg-12 grid-md-12 grid-12\"><div id=\"section-gm91e2e1\" class=\"section-gm91e2e1 gutentor-col-wrap\">\n<h2 class=\"wp-block-heading no-toc\" id=\"1-meta-data-information\">Meta data information<\/h2>\n\n\n\n<p>Cat. Number: <strong>PS106-8E-PDF<\/strong><br>ISSN:&nbsp;<strong>2563-5174<\/strong><\/p>\n\n\n\n<p>\u00a9 Her Majesty the Queen in Right of Canada, 2021<\/p>\n<\/div><\/div>\n<\/div><\/div><\/section>\n\n\n\n<section id=\"gm2ca5dfd\" class=\"wp-block-gutentor-m4 section-gm2ca5dfd gutentor-module gutentor-advanced-columns .post-content-extra-width .post-content\"><div class=\"grid-container\"><div class=\"grid-row\">\n<div id=\"col-gmfe8950\" class=\"wp-block-gutentor-m4-col col-gmfe8950 gutentor-single-column  grid-lg-3 grid-md-12 grid-12 section-sticky\"><div id=\"section-gmfe8950\" class=\"section-gmfe8950 gutentor-col-wrap\">\n<section id=\"878be4\" class=\"wp-block-gutentor-m13 section-878be4 gutentor-module gutentor-module-table-of-contents\"><div class=\"grid-container\"><div class=\"g-toc\"><div class=\"g-toc-header\"><div class=\"g-toc-heading\"><div class=\"g-toc-title\">Table of Contents<\/div><\/div><\/div><div class=\"g-toc-body\" style=\"display:\"><ol class=\"g-ordered-list\" type=\"none\"><li><a href=\"#1-meta-data-information\">Meta data information<\/a><\/li><li><a href=\"#_Toc1\">From the Executive Director<\/a><\/li><li><a href=\"#_Toc2\">Results at a glance<\/a><ol class=\"child-list\"><li><a href=\"#4--review-\">Review<\/a><\/li><li><a href=\"#5--complaint-investigations-\">Complaint investigations<\/a><\/li><li><a href=\"#6--reporting-and-transparency-\">Reporting and transparency<\/a><\/li><\/ol><\/li><li><a href=\"#section_3\">Results: what we achieved<\/a><ol class=\"child-list\"><li><a href=\"#section_3_1\">Core responsibility<\/a><\/li><li><a href=\"#17-results-achieved\">Results achieved<\/a><\/li><li><a href=\"#6-internal-services\">Internal Services<\/a><\/li><li><a href=\"#23-budgetary-financial-resources-dollars\">Budgetary financial resources (dollars)<\/a><\/li><li><a href=\"#24-human-resources-full-time-equivalents\">Human resources (full-time equivalents)<\/a><\/li><\/ol><\/li><li><a href=\"#9-analysis-of-trends-in-spending-and-human-resources\">Spending and human resources<\/a><ol class=\"child-list\"><li><a href=\"#10-actual-expenditures\">Spending<\/a><\/li><li><a href=\"#29-human-resources\">Human resources<\/a><\/li><li><a href=\"#31-expenditures-by-vote\">Expenditures by vote<\/a><\/li><li><a href=\"#32-------government-of-canada-spending-and-activities\">Government of Canada spending and activities<\/a><\/li><li><a href=\"#33-------financial-statements-and-financial-statements-highlights\">Financial statements and financial statements highlights<\/a><\/li><\/ol><\/li><li><a href=\"#section_5\">Corporate Information<\/a><ol class=\"child-list\"><li><a href=\"#22-organizational-profile\">Organizational profile<\/a><\/li><li><a href=\"#section_5_2\">Raison d&#8217;\u00eatre, mandate and role: who we are and what we do<\/a><\/li><li><a href=\"#24-operating-context\">Operating context<\/a><\/li><li><a href=\"#section_5_3\">Reporting framework<\/a><\/li><li><a href=\"#section_5_4\">Supporting information on the program inventory<\/a><\/li><li><a href=\"#section_5_5\">Supplementary information tables<\/a><\/li><li><a href=\"#section_5_6\">Federal tax expenditures<\/a><\/li><li><a href=\"#section_5_7\">Organizational contact information<\/a><\/li><\/ol><\/li><li><a href=\"#30-appendix-definitions\">Appendix: definitions<\/a><\/li><\/ol><\/div><\/div><\/div><\/section>\n\n\n\n<hr class=\"wp-block-separator has-alpha-channel-opacity is-style-wide\"\/>\n<\/div><\/div>\n\n\n\n<div id=\"col-gm748505\" class=\"wp-block-gutentor-m4-col col-gm748505 gutentor-single-column  grid-lg-9 grid-md-12 grid-12 content-body\"><div id=\"section-gm748505\" class=\"section-gm748505 gutentor-col-wrap\">\n<p class=\"mrgn-bttm-0 has-nsira-blue-color has-text-color\"><strong>Date of Publishing:<\/strong><\/p>\n\n\n<div class=\"mrgn-bttm-lg wp-block-post-date\"><time datetime=\"2022-12-12T13:07:54-05:00\">December 12, 2022<\/time><\/div>\n\n\n<div id=\"gm5779d06\" class=\"wp-block-gutentor-m1 section-gm5779d06 gutentor-module gutentor-element-button-group g-btn-horizontal-d g-btn-horizontal-t g-btn-horizontal-m\"><div class=\"gutentor-element-button-group-wrap\">\n<div id=\"section-g5cdc4b\" class=\"wp-block-gutentor-e2 section-g5cdc4b gutentor-element gutentor-element-button\"><span class=\"gutentor-button-wrap\"><a class=\"gutentor-button gutentor-block-button btn-modern1 gutentor-icon-before\" href=\"\/wp-content\/uploads\/DRR_21-22_EN.pdf\"><i class=\"gutentor-button-icon fas fa-file-alt\"><\/i><span>Download PDF<\/span><\/a><\/span><\/div>\n<\/div><\/div>\n\n\n\n<h2 class=\"wp-block-heading\" id=\"_Toc1\">From the Executive Director<\/h2>\n\n\n\n<p>The National Security and Intelligence Review Agency (NSIRA) marked its second full year of operation in 2021\u201322, and we continued to build institutional processes and systems throughout the period with the goal of putting the organization on a solid long-term footing.<\/p>\n\n\n\n<p>We refined our review processes, with an emphasis on generating high-quality reviews by establishing interdisciplinary teams that incorporate subject-matter, legal and technological expertise. Throughout the year, we expanded our institutional understanding of the various departments and agencies that make up Canada\u2019s security and intelligence community, and reviewed activities that had not previously been subject to independent scrutiny. We also developed a consistent way to assess the timeliness of departmental responses to support public reporting and transparency.<\/p>\n\n\n\n<p>In 2021\u201322, we implemented new Rules of Procedure for our complaints investigation process that were based on a major consultation and reform in the year prior. These new rules are aimed at enhancing efficiency in the process, as well as access to justice for complainants. Our work on both reviews and complaints investigations was informed by our network of like-minded review and complaints investigation bodies, as well as our network of Canadian and international academics and civil society organizations.<\/p>\n\n\n\n<p>We continued our practice of proactively redacting and releasing review reports on our website. As stated in the past, we consider this type of transparency vital to the development of an enhanced culture of accountability among departments and agencies involved in national security and intelligence activities.<\/p>\n\n\n\n<p>We achieved much throughout the year despite the ongoing pandemic, thanks to the hard work of our talented and dedicated staff. I would like to thank our employees for their commitment during this period, and for the energy and enthusiasm that they bring to the continued growth of our organization.<\/p>\n\n\n\n<p>John Davies<br>Executive Director<br>National Security and Intelligence Review Agency<\/p>\n\n\n\n<h2 class=\"wp-block-heading\" id=\"_Toc2\">Results at a glance<\/h2>\n\n\n\n<p>The National Security and Intelligence Review Agency (NSIRA) began operating in 2019 as a new independent accountability mechanism in Canada. Its broad review and investigations mandate covers the national security and intelligence activities of departments and agencies across the federal government. The agency\u2019s total actual spending in 2021\u201322 amounted to $17,289,754 and its total actual full-time equivalents were 74.<\/p>\n\n\n\n<p>For a significant part of the fiscal year, the pandemic required NSIRA staff to work remotely, limiting its access to classified materials that are critical to NSIRA\u2019s work. To adjust, NSIRA revised its review plans and used innovative approaches to continue to advance its work. This included implementing strict rotating schedules to enable limited office access for classified work to continue safely and using videoconference technology where possible. This allowed NSIRA to fulfill its statutory obligations and uphold its commitments to Canadians. Despite the restrictions, NSIRA was able to enhance its scrutiny of Canada\u2019s national security and intelligence activities.<\/p>\n\n\n\n<p>Below are some of NSIRA\u2019s achievements in 2021\u201322.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\" id=\"4--review-\"><strong>Review<\/strong><\/h3>\n\n\n\n<p>NSIRA\u2019s review of national security and intelligence activities undertaken by Government of Canada institutions ensures that ministers and Canadians are informed about whether these activities were lawful, reasonable and necessary.<\/p>\n\n\n\n<p>During 2021\u201322, NSIRA completed and approved 10 reviews, including six dedicated to reviewing the activities of a specific department or agency and four interdepartmental reviews that involved more than a dozen departments and agencies. This helped to extend both the breadth and depth of NSIRA\u2019s knowledge and experience.<\/p>\n\n\n\n<p>NSIRA continued to develop and improve its review framework. With the creation of its Technology Directorate, for example, NSIRA boosted its capacity to do technical review. The review framework now embeds legal and technological experts in the review process at the outset of reviews and outlines a clear process to promote consistency across subject areas.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\" id=\"5--complaint-investigations-\"><strong>Complaint investigations<\/strong><\/h3>\n\n\n\n<p>NSIRA independently investigates national security and intelligence\u2013related complaints from members of the public and strives to do so in a timely manner.<\/p>\n\n\n\n<p>In fiscal year 2021\u201322, NSIRA completed two complaints investigations and issued two final reports. NSIRA also received 58 referrals from the Canadian Human Rights Commission, pursuant to subsection 45(2) of the&nbsp;<em>Canadian Human Rights Act<\/em>, substantially increasing its inventory of complaint files. This high-volume caseload affected NSIRA\u2019s overall management of its cases.<\/p>\n\n\n\n<p>In 2021, NSIRA also finalized its major reform and modernization of its complaints investigation process, aimed at streamlining the procedural steps and promoting access to justice for self-represented complainants.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\" id=\"6--reporting-and-transparency-\"><strong>Reporting and transparency<\/strong><\/h3>\n\n\n\n<p>During the reporting period, NSIRA remained committed to publishing redacted and depersonalized investigation reports to promote and enhance transparency in its investigations as set out in its January 2021 policy statement. NSIRA also turned its attention to examining appropriate ways to release declassified and depersonalized final complaints investigations reports, and consulted with parties to the complaint investigations.<\/p>\n\n\n\n<p>For more information on NSIRA\u2019s plans, priorities and results achieved, see the \u201cResults: what we achieved\u201d section of this report.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\" id=\"section_3\">Results: what we achieved<\/h2>\n\n\n\n<h3 class=\"wp-block-heading\" id=\"section_3_1\">Core responsibility<\/h3>\n\n\n\n<h4 class=\"wp-block-heading\" id=\"9--national-security-and-intelligence-reviews-and-complaints-investigations-\"><strong>National Security and Intelligence Reviews and Complaints Investigations<\/strong><\/h4>\n\n\n\n<h5 class=\"wp-block-heading\" id=\"10--description-\"><strong>Description:<\/strong><\/h5>\n\n\n\n<p>The National Security and Intelligence Review Agency reviews Government of Canada national security and intelligence activities to assess whether they are lawful, reasonable and necessary. It investigates complaints from members of the public regarding activities of CSIS, CSE or the national security activities of the RCMP, as well as certain other national security-related complaints.&nbsp; This independent scrutiny contributes to the strengthening of the framework of accountability for national security and intelligence activities undertaken by Government of Canada institutions and supports public confidence in this regard.<\/p>\n\n\n\n<h5 class=\"wp-block-heading\" id=\"11--results-\"><strong>Results:<\/strong><\/h5>\n\n\n\n<p>In 2021\u201322, NSIRA delivered on its mandate by completing reviews on federal departments and agencies involved in a wide array of national security and intelligence activities, and efficiently supported agency members in conducting several complaints investigations using a revised and improved process.<\/p>\n\n\n\n<h5 class=\"wp-block-heading\" id=\"12--review-of-national-security-and-intelligence-activities-\"><strong>Review of national security and intelligence activities<\/strong><\/h5>\n\n\n\n<p>NSIRA completed 10 national security and intelligence reviews over the course of 2021\u201322. Six reviews focused on an individual department or agency, while four reviews were interdepartmental by design. Organizations whose activities were the subject of specific reviews included:<\/p>\n\n\n\n<ul>\n<li>Canadian Security Intelligence Service \u2014 two reviews<\/li>\n\n\n\n<li>Communications Security Establishment \u2014 two reviews<\/li>\n\n\n\n<li>Department of National Defence and the Canadian Armed Forces \u2014 two reviews<\/li>\n<\/ul>\n\n\n\n<p>The four interdepartmental reviews were by design were:<\/p>\n\n\n\n<ul>\n<li><em>Rebuilding Trust: Reforming the CSIS Warrant and Justice Legal Advisory Processes<\/em><\/li>\n\n\n\n<li><em>Study of the Government of Canada\u2019s Use of Biometrics in the Border Continuum<\/em><\/li>\n\n\n\n<li>the annual review of disclosures under the&nbsp;<em>Security of Canada Information Disclosure Act<\/em><\/li>\n\n\n\n<li>the annual review of the implementation of directions issued under the&nbsp;<em>Avoiding Complicity in Mistreatment by Foreign Entities Act<\/em><\/li>\n<\/ul>\n\n\n\n<p>Six of NSIRA\u2019s reviews resulted in recommendations to ministers on issues related to compliance and governance. One review did not result in any recommendations but had four findings. The three other reviews helped NSIRA gain a better baseline understanding of certain organizations or activities, which will help guide future reviews. As a result of NSIRA\u2019s unclassified and publicly released reviews, as well as its annual reporting, NSIRA contributes to increased confidence among Canadians in the independent review of national security and intelligence activities carried out by Government of Canada institutions.<\/p>\n\n\n\n<p>During the reporting period, NSIRA continued to refine its review framework to promote high quality and rigour in its work, and to ensure consistency in the way it executes reviews. This framework provides systematic guidance on NSIRA\u2019s process and approach, and embeds legal and technological expertise in reviews from the outset. NSIRA also developed new guidelines to assess the timeliness of reviewee responses to requests for information during the review process, and will comment both privately and publicly on the outcomes. As it improves its processes, NSIRA\u2019s aim continues to be to produce the most consistent, objective and rigorous reviews possible.<\/p>\n\n\n\n<p>In 2021\u201322, NSIRA established a Technology Directorate to enhance review by incorporating the capability to examine the use and implementation of technology by security and intelligence agencies in Canada. In the coming year, NSIRA will increase the number of employees working in the Technology Directorate as it takes an increasingly active and significant role. The directorate will also lead the first technology-focused reviews of the lifecycle of CSIS information collected by technical capabilities pursuant to a Federal Court warrant.<\/p>\n\n\n\n<h5 class=\"wp-block-heading\" id=\"13---investigation-of-national-security-and-intelligence%E2%80%93related-complaints--\"><strong><strong>Investigation of national security and intelligence\u2013related complaints<\/strong><\/strong><\/h5>\n\n\n\n<p>During the reporting period, NSIRA continued to adapt in conducting its complaints investigations by finding procedural efficiencies and using innovative approaches whenever possible. This included proceeding in writing for certain investigative steps and using videoconference technology for case management conferences, hearings and investigative interviews. Some departments and agencies were slow to respond to requests for information and evidence, in part due to challenges inherent to the COVID-19 pandemic, which delayed NSIRA\u2019s investigations. Consequently, in several ongoing matters, NSIRA granted adjournments and extensions of deadlines for procedural steps, including the filing of submissions and evidentiary material. The reasons provided for the adjournments and requests for extensions not only were pandemic related but also included issues surrounding the availability of witnesses and shortage of resources of federal government parties. In addition, NSIRA had to ask for further information in response to incomplete initial disclosures in more than one investigation, also creating delays.<\/p>\n\n\n\n<p>In 2021\u201322, NSIRA completed two complaints investigations and issued two final reports. Ministers, complainants and the public were informed of the conclusions of investigations of national security and intelligence\u2013related complaints. NSIRA also dealt with a substantial increase in its inventory of complaint files as a result of 58 complaints referred by the Canadian Human Rights Commission to NSIRA in April and June 2021,&nbsp;pursuant to subsection 45(2) of the&nbsp;<em>Canadian Human Rights Act<\/em>. This high-volume caseload impacted NSIRA\u2019s overall management of its cases.<\/p>\n\n\n\n<p>In 2021, NSIRA completed its investigation process reform initiative after extensive consultation with stakeholders in the public and private sectors. In July 2021, NSIRA launched its new investigative process, which included the implementation of new Rules of Procedure to enhance efficiency in NSIRA\u2019s investigation mandate and provide greater access to justice for self-represented complainants.<\/p>\n\n\n\n<p>Lastly, NSIRA will finalize in 2022\u201323 the service standards for how long it takes to complete its investigations. The results will be included in the next Departmental Results Report.<\/p>\n\n\n\n<h5 class=\"wp-block-heading\" id=\"14--gender-based-analysis-plus-\"><strong>Gender-based analysis plus<\/strong><\/h5>\n\n\n\n<p>Building from naming a Champion and establishing a committee to take action against systemic employment equity, diversity and inclusion issues in 2020, NSIRA continued to work hard to create a culture of inclusion. At an individual level, the agency held staff discussions on anti-racism and themes related to diversity. In response to the&nbsp;<a href=\"https:\/\/www.canada.ca\/en\/privy-council\/corporate\/clerk\/call-to-action-anti-racism-equity-inclusion-federal-public-service.html\">Call to Action from the Clerk of the Privy Council,<\/a>&nbsp;NSIRA completed a maturity assessment of its policies, programs and practices related to human rights, accessibility, employment equity, diversity and inclusion, and developed a three-year action plan to guide its efforts.<\/p>\n\n\n\n<p>When reviewing national security and intelligence activities, NSIRA analysts are prompted to examines these activities\u2019 potential for resulting in unequal outcomes for visible minority groups. For instance, among last year\u2019s reviews, the&nbsp;<em>Study of the Government of Canada\u2019s Use of Biometrics in the Border Continuum<\/em>&nbsp;examined the approach of Immigration, Refugees and Citizenship Canada and of the Canada Border Services Agency to preventing bias and discrimination against some groups of people in the use of biometrics by these agencies.<\/p>\n\n\n\n<p>In terms of investigations, complainants file with NSIRA pursuant to the&nbsp;<em>National Security and Intelligence Review Agency Act<\/em>&nbsp;and the Rules of Procedure. Following the practices and procedures systematically in all complaint matters ensures a non-discriminatory process.<\/p>\n\n\n\n<p>Furthermore, NSIRA and another review body are finalizing a study on how to systematically collect, analyze and use race-based and other demographic data in the complaints investigation process. This study draws on academic expertise to provide NSIRA insight into: whether significant racial disparities exist among civilian complainants; whether racial differences exist with respect to the types of complaints made against members of national security organizations based on different groups; the frequency of complaints that include allegations of racial or other forms of bias; and whether complaints investigation outcomes vary by racial group. NSIRA also aims to use the study results to improve public awareness and understanding of its investigation process, as well as to guide the development of NSIRA\u2019s outreach and public engagement priorities<\/p>\n\n\n\n<h5 class=\"wp-block-heading\" id=\"9--experimentation-\"><strong>Experimentation<\/strong><\/h5>\n\n\n\n<p>Given NSIRA\u2019s functions and responsibilities, the agency did not engage in any program-related experimentation activities.<\/p>\n\n\n\n<h5 class=\"wp-block-heading\" id=\"10--key-risks-\"><strong>Key risks<\/strong><\/h5>\n\n\n\n<p>Timely access to information, and the ability to verify that it has been provided with all relevant information, are paramount to the successful execution of NSIRA\u2019s review and complaints investigation mandates. During the reporting period, departments and agencies delayed unnecessarily in providing NSIRA information and, in some reviews, NSIRA had to ask for additional information because of incomplete initial disclosures. NSIRA eventually received all relevant information from responding government departments and agencies for its investigations. NSIRA will continue to seek direct access to systems to ensure a high degree of confidence, reliability and independence in its work. During the reporting period, NSIRA also developed clear guidelines for assessing the timeliness and responsiveness of departments and agencies for its reviews, including remedial steps to be taken to respond to delays.<\/p>\n\n\n\n<p>Physical distancing protocols and lockdowns required by the COVID-19 pandemic limited NSIRA employees\u2019 access to classified physical and electronic documents in 2021\u201322. Flexible measures that follow current public health conditions mitigate the impact of the pandemic on NSIRA\u2019s ability to deliver on its mandate in a timely way.<\/p>\n\n\n\n<p>The pandemic also complicated the recruitment, onboarding and training of new review staff. NSIRA mitigated these impacts by increasing and adapting its office space, investing in communications technology, and implementing novel approaches to recruitment and onboarding.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\" id=\"17-results-achieved\">Results achieved<\/h3>\n\n\n\n<p>The following table shows, for National Security and Intelligence Reviews and Complaints Investigations, the results achieved, the performance indicators, the targets and the target dates for 2021\u201322, and the actual results for the three&nbsp;most recent fiscal years for which actual results are available.<\/p>\n\n\n\n<table class=\"table table-striped table-bordered small\">\n\t<thead>\n\t\t<tr>\n\t\t\t<th class=\"active text-center\" scope=\"col\">Departmental results<\/th>\n\t\t\t<th class=\"active text-center\" scope=\"col\">Performance indicators <\/th>\n\t\t\t<th class=\"active text-center\" scope=\"col\">Target<\/th>\n\t\t\t<th class=\"active text-center\" scope=\"col\">Date to achieve target<\/th>\n\t\t\t<th class=\"active text-center\" scope=\"col\">2019-20 actual results<\/th>\n\t\t\t<th class=\"active text-center\" scope=\"col\">2020-21 actual results<\/th>\n\t\t\t<th class=\"active text-center\" scope=\"col\">2021-22 actual results<\/th>\n\t\t<\/tr>\n\t<\/thead>\n\t<tbody>\n\t\t<tr>\n\t\t\t<td rowspan=\"3\">Ministers and Canadians are informed whether national security and intelligence activities undertaken by Government of Canada institutions are lawful, reasonable and necessary<\/td>\n\t\t\t<td>All mandatory reviews are completed on an annual basis<\/td>\n\t\t\t<td>100% completion of mandatory reviews<\/td>\n\t\t\t<td>2021-22<\/td>\n\t\t\t<td>Not applicable (N\/A)<\/td>\n\t\t\t<td>N\/A<\/td>\n\t\t\t<td>100%<\/td>\n\t\t<\/tr>\n\t\t<tr>\n\t\t\t<td>Reviews of national security or intelligence activities of at least five departments or agencies are conducted each year<\/td>\n\t\t\t<td>At least one national security or intelligence activity is reviewed in at least five departments or agencies annually<\/td>\n\t\t\t<td>2021-22<\/td>\n\t\t\t<td>N\/A<\/td>\n\t\t\t<td>N\/A<\/td>\n\t\t\t<td>100%<\/td>\n\t\t<\/tr>\n\t\t<tr>\n\t\t\t<td>All Member-approved high priority national security or intelligence activities are reviewed over a three- year period<\/td>\n\t\t\t<td>100% completion over three years; at least 33% completed each year<\/td>\n\t\t\t<td>2021-22<\/td>\n\t\t\t<td>N\/A<\/td>\n\t\t\t<td>N\/A<\/td>\n\t\t\t<td>33%<\/td>\n\t\t<\/tr>\n\t\t<tr>\n\t\t\t<td>National security-related complaints are independently investigated in a timely manner<\/td>\n\t\t\t<td>Percentage of investigations completed within NSIRA service standards<\/td>\n\t\t\t<td>90%<\/td>\n\t\t\t<td>2022-23<\/td>\n\t\t\t<td>N\/A<\/td>\n\t\t\t<td>N\/A<\/td>\n\t\t\t<td>N\/A<\/td>\n\t\t<\/tr>\n\t<\/tbody>\n<\/table>\n\n\n\n<p><strong>Note<\/strong>: NSIRA was created on July 12, 2019. Actual results for 2019\u201320 and 2020\u201321 are not available because the new Departmental Results Framework in the changeover from the Security Intelligence Review Committee to NSIRA was being developed. This new framework is for measuring and reporting on results achieved starting in 2021\u201322. In 2022\u201323, NSIRA will finalize the development of service standards for how long it takes to complete its investigations; the results will be included in the next Departmental Results Report.<\/p>\n\n\n\n<p>Financial, human resources and performance information for NSIRA\u2019s Program Inventory is available in&nbsp;<a href=\"https:\/\/www.tbs-sct.gc.ca\/ems-sgd\/edb-bdd\/index-eng.html\">GC&nbsp;InfoBase<\/a>.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\" id=\"18-budgetary-financial-resources-dollars\">Budgetary financial resources (dollars)<\/h4>\n\n\n\n<p>The following table shows,&nbsp;for National Security and Intelligence Reviews and Complaints Investigations, budgetary spending for 2021\u201322, as well as actual spending for that year.<\/p>\n\n\n\n<table class=\"table table-striped table-bordered small\">\n<thead>\n<tr>\n<th class=\"active text-center\" scope=\"col\">2021\u201322 Main Estimates<\/th>\n<th class=\"active text-center\" scope=\"col\">2021\u201322 Planned spending<\/th>\n<th class=\"active text-center\" scope=\"col\">2021\u201322 Total authorities available for use<\/th>\n<th class=\"active text-center\" scope=\"col\">2021\u201322 Actual spending (authorities used)<\/th>\n<th class=\"active text-center\" scope=\"col\">2021\u201322 Difference (Actual spending minus Planned spending)<\/th>\n<\/tr>\n<\/thead>\n<tbody>\n<tr>\n<td>12,047,835<\/td>\n<td>12,047,835<\/td>\n<td>11,688,292<\/td>\n<td>7,394,642<\/td>\n<td>(4,653,193)<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n\n\n\n<p>Financial, human resources and performance information for NSIRA\u2019s Program Inventory is available in&nbsp;<a href=\"https:\/\/www.tbs-sct.gc.ca\/ems-sgd\/edb-bdd\/index-eng.html\">GC&nbsp;InfoBase<\/a>.<\/p>\n\n\n\n<p>The variance between planned and actual spending is mainly due to recruitment challenges.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\" id=\"19-human-resources-full-time-equivalents\">Human resources (full-time equivalents)<\/h4>\n\n\n\n<p>The following table&nbsp;shows, in full\u2011time equivalents, the human resources the department needed to fulfill this core responsibility for 2021\u201322.<\/p>\n\n\n\n<table class=\"table table-striped table-bordered small\">\n\t<thead>\n\t\t<tr>\n\t\t\t<th class=\"active text-center\" scope=\"col\">2021\u201322 Planned full-time equivalents<\/th>\n\t\t\t<th class=\"active text-center\" scope=\"col\">2021\u201322 Actual full-time equivalents<\/th>\n\t\t\t<th class=\"active text-center\" scope=\"col\">2021\u201322 Difference (Actual full-time equivalents minus Planned full-time equivalents)<\/th>\n\t\t<\/tr>\n\t<\/thead>\n\t<tbody>\n\t\t<tr>\n\t\t\t<td>69<\/td>\n\t\t\t<td>52<\/td>\n\t\t\t<td>(17)<\/td>\n\t\t<\/tr>\n\t<\/tbody>\n<\/table>\n\n\n\n<p>Financial, human resources and performance information for&nbsp;NSIRA&#8217;s Program Inventory is available in&nbsp;<a href=\"https:\/\/www.tbs-sct.gc.ca\/ems-sgd\/edb-bdd\/index-eng.html\">GC&nbsp;InfoBase<\/a>.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\" id=\"6-internal-services\">Internal Services<\/h3>\n\n\n\n<h4 class=\"wp-block-heading\" id=\"section_3_2_1\">Description<\/h4>\n\n\n\n<p>Internal services are those groups of related activities and resources that the federal government considers to be services in support of programs and\/or required to meet corporate obligations of an organization. Internal services refers to the activities and resources of the 10 distinct service categories that support program delivery in the organization, regardless of the internal services delivery model in a department. The 10&nbsp;service categories are:<\/p>\n\n\n\n<ul>\n<li>Acquisition Management Services<\/li>\n\n\n\n<li>Communication Services<\/li>\n\n\n\n<li>Financial Management Services<\/li>\n\n\n\n<li>Human Resources Management Services<\/li>\n\n\n\n<li>Information Management Services<\/li>\n\n\n\n<li>Information Technology Services<\/li>\n\n\n\n<li>Legal Services<\/li>\n\n\n\n<li>Material Management Services<\/li>\n\n\n\n<li>Management and Oversight Services<\/li>\n\n\n\n<li>Real Property Management Services<\/li>\n<\/ul>\n\n\n\n<h4 class=\"wp-block-heading\" id=\"section_3_2_2\">Results<\/h4>\n\n\n\n<p>The pandemic continued to have an impact on NSIRA operations and activities throughout the year. The NSIRA Secretariat\u2019s first priority was the safety of the agency\u2019s employees and, as a result, it responded quickly to lockdowns by communicating COVID-19 working protocols and implementing its own vaccination policy following the Government of Canada call for mandatory vaccination for its public service employees. Furthermore, NSIRA recognized that a modern and flexible approach to work was necessary for the conduct of its mandated activities during the pandemic. As a result, NSIRA developed an evergreen COVID-19 guide where employees and managers could turn for up-to-date references on COVID-19 and on flexible work arrangements.<\/p>\n\n\n\n<p>In light of the current and planned growth in personnel and the pandemic physical distancing requirements, NSIRA\u2019s success depended on increasing its access to secure office space to conduct work of a classified nature. In 2021, NSIRA was able to increase its footprint by opening a temporary office site. At the same time, the plans for a permanent NSIRA site were also completed; construction of additional secure office space began in April 2022.<\/p>\n\n\n\n<p>During the fiscal year, NSIRA focused on assessing gaps in its security and information management practices. The conduct of an agency security governance and controls assessment led to the approval and implementation of the Agency Security Plan recommendations in September 2021. NSIRA also published a policy on information management to ensure that roles, responsibilities and expectations regarding information management were defined, communicated, understood and adhered to throughout the organization. Since information and information management are critical in the conduct of NSIRA\u2019s mandate, the agency developed a new classification plan, established information retention plans and developed strategies for the destruction, storage, digitization, transport and transfer of information.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\" id=\"23-budgetary-financial-resources-dollars\">Budgetary financial resources (dollars)<\/h3>\n\n\n\n<p>The following table shows, for internal services, budgetary spending for 2021\u201322, as well as spending for that year.<\/p>\n\n\n\n<table class=\"table table-striped table-bordered small\">\n<thead>\n<tr>\n<th class=\"active text-center\" scope=\"col\">2021\u201322 Main Estimates<\/th>\n<th class=\"active text-center\" scope=\"col\">2021\u201322 Planned spending<\/th>\n<th class=\"active text-center\" scope=\"col\">2021\u201322 Total authorities available for use<\/th>\n<th class=\"active text-center\" scope=\"col\">2021\u201322 Actual spending (authorities used)<\/th>\n<th class=\"active text-center\" scope=\"col\">2021\u201322 Difference (Actual spending minus Planned spending)<\/th>\n<\/tr>\n<\/thead>\n<tbody>\n<tr>\n<td>18,147,084<\/td>\n<td>18,147,084<\/td>\n<td>20,338,994\t<\/td>\n<td>9,895,112<\/td>\n<td>(8,251,972)<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n\n\n\n<p>The difference of $8.3 million between planned and actual spending is mainly explained by the impacts of the pandemic on NSIRA\u2019s ability to progress with its facilities fit-up and expansion plans, as well as on its planned spending on internal services infrastructure and systems.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\" id=\"24-human-resources-full-time-equivalents\">Human resources (full-time equivalents)<\/h3>\n\n\n\n<p>The following table shows, in full\u2011time equivalents, the human resources the department needed to carry out its internal services for 2021\u201322.<\/p>\n\n\n\n<table class=\"table table-striped table-bordered small\">\n\t<thead>\n\t\t<tr>\n\t\t\t<th class=\"active text-center\" scope=\"col\">2021\u201322 Planned full-time equivalents<\/th>\n\t\t\t<th class=\"active text-center\" scope=\"col\">2021\u201322 Actual full-time equivalents<\/th>\n\t\t\t<th class=\"active text-center\" scope=\"col\">2021\u201322 Difference (Actual full-time equivalents minus Planned full-time equivalents)<\/th>\n\t\t<\/tr>\n\t<\/thead>\n\t<tbody>\n\t\t<tr>\n\t\t\t<td>31<\/td>\n\t\t\t<td>22<\/td>\n\t\t\t<td>(9)<\/td>\n\t\t<\/tr>\n\t<\/tbody>\n<\/table>\n\n\n\n<h2 class=\"wp-block-heading\" id=\"9-analysis-of-trends-in-spending-and-human-resources\">Spending and human resources<\/h2>\n\n\n\n<h3 class=\"wp-block-heading\" id=\"10-actual-expenditures\">Spending<\/h3>\n\n\n\n<h4 class=\"wp-block-heading\" id=\"11--departmental-spending-trend-graph-\"><strong>Spending 2019\u201320 to 2024\u201325<\/strong><\/h4>\n\n\n\n<p>The following graph presents planned (voted and statutory spending) over time.<\/p>\n\n\n\n<figure class=\"wp-block-image size-full\"><img decoding=\"async\" loading=\"lazy\" width=\"715\" height=\"479\" src=\"\/wp-content\/uploads\/drr_21-22_fig01-eng.png\" alt=\"\" class=\"wp-image-3635\" srcset=\"https:\/\/nsira-ossnr.gc.ca\/wp-content\/uploads\/drr_21-22_fig01-eng.png 715w, https:\/\/nsira-ossnr.gc.ca\/wp-content\/uploads\/drr_21-22_fig01-eng-300x201.png 300w, https:\/\/nsira-ossnr.gc.ca\/wp-content\/uploads\/drr_21-22_fig01-eng-18x12.png 18w\" sizes=\"(max-width: 715px) 100vw, 715px\" \/><\/figure>\n\n\n\n<details>\n<summary role=\"button\" aria-expanded=\"false\">Text version of Figure 1<\/summary>\n\n<table class=\"table table-striped table-bordered small\"><caption class=\"text-left\"><span><span>Departmental spending trend graph<\/span><\/span><\/caption>\n<thead>\n<tr>\n<th class=\"active text-center\" scope=\"col\"><\/th>\n<th class=\"active text-center\" scope=\"col\">2019-20<\/th>\n<th class=\"active text-center\" scope=\"col\">2020-21<\/th>\n<th class=\"active text-center\" scope=\"col\">2021-22<\/th>\n<th class=\"active text-center\" scope=\"col\">2022-23<\/th>\n<th class=\"active text-center\" scope=\"col\">2023-24<\/th>\n<th class=\"active text-center\" scope=\"col\">2024-25<\/th>\n<\/tr>\n<\/thead>\n<tbody>\n<tr>\n<th class=\"active text-center\" scope=\"row\">Statutory<\/th>\n<td>371,057<\/td>\n<td>962,186<\/td>\n<td>1,176,321<\/td>\n<td>1,704,632<\/td>\n<td>1,704,632<\/td>\n<td>1,727,668<\/td>\n<\/tr>\n<tr>\n<th class=\"active text-center\" scope=\"row\">Voted<\/th>\n<td>5,254,250<\/td>\n<td>11,289,189<\/td>\n<td>16,113,433<\/td>\n<td>24,423,008<\/td>\n<td>16,731,355<\/td>\n<td>16,731,061<\/td>\n<\/tr>\n<tr>\n<th class=\"active text-center\" scope=\"row\">Total<\/th>\n<td>0<\/td>\n<td>5,625,250<\/td>\n<td>12,251,375<\/td>\n<td>30,194,919<\/td>\n<td>26,127,640<\/td>\n<td>18,435,987<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/details>\n\n\n\n<p>The graph illustrates NSIRA\u2019s spending trends over a six-year period from 2019\u201320 to 2024\u201325. Fiscal years 2019\u201320 to 2021\u201322 reflect actual expenditures as reported in the Public Accounts. Fiscal years 2022\u201323 to 2024\u201325 represent planned spending.<\/p>\n\n\n\n<p>The increase in spending from 2019\u201320 to 2021\u201322 is mainly explained by the cost of additional resources hired by NSIRA over that period, by an increase in professional services costs, and by the start of facilities fit-up and expansion.<\/p>\n\n\n\n<p>The overall difference between actual spending in 2021\u201322 and planned spending in 2022\u201323 is due to lower spending than planned on payroll and on facilities fit-up and expansion in 2021\u201322 as a result of the pandemic.<\/p>\n\n\n\n<p>The difference between the peaks in spending authorities in 2022\u201323 and 2023\u201324 with the levelling of authorities in 2024\u201325 is due to the sunsetting of funding earmarked for the completion of facilities fit-up and expansion.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\" id=\"28-budgetary-performance-summary-for-core-responsibilities-and-internal-services-dollars\">Budgetary performance summary for core responsibilities and internal services (dollars)<\/h4>\n\n\n\n<p>The \u201cBudgetary performance summary for core responsibilities and internal services\u201d table<strong>&nbsp;<\/strong>presents the budgetary financial resources allocated for NSIRA\u2019s&nbsp;core responsibilities and for internal services.<\/p>\n\n\n\n<table class=\"table table-striped table-bordered small\">\n\n\t<thead>\n\t\t<tr>\n\t\t\t<th class=\"active text-center align-top\" scope=\"col\">Core responsibilities and Internal Services<\/th>\n\t\t\t<th class=\"active text-center align-top\" scope=\"col\">2021-22 Main Estimates<\/th>\n\t\t\t<th class=\"active text-center align-top\" scope=\"col\">2021-22 Planned spending<\/th>\n\t\t\t<th class=\"active text-center align-top\" scope=\"col\">2022-23 Planned spending<\/th>\n\t\t\t<th class=\"active text-center align-top\" scope=\"col\">2023-24 Planned spending<\/th>\n\t\t\t<th class=\"active text-center align-top\" scope=\"col\">2021-22 Total authorities available for use<\/th>\n\t\t\t<th class=\"active text-center align-top\" scope=\"col\">2019-20 Actual spending (authorities used)<\/th>\n\t\t\t<th class=\"active text-center align-top\" scope=\"col\">2020-21 Actual spending (authorities used)<\/th>\n\t\t\t<th class=\"active text-center align-top\" scope=\"col\">2021-22 Actual spending (authorities used)<\/th>\n\t\t<\/tr>\n\t<\/thead>\n\t<tbody>\n\t\t<tr>\n\t\t\t<th class=\"active text-center\" scope=\"row\">National Security and Intelligence Reviews and Complaints Investigations<\/th>\n\t\t\t<td>12,047,935<\/td>\n\t\t\t<td>12,047,835<\/td>\n\t\t\t<td>10,740,923<\/td>\n\t\t\t<td>10,744,262<\/td>\n\t\t\t<td>11,688,292<\/td>\n\t\t\t<td>3,009,066<\/td>\n\t\t\t<td>5,607,796<\/td>\n\t\t\t<td>7,394,642<\/td>\n\t\t<\/tr>\n\t\t<tr>\n\t\t\t<th class=\"active text-center\" scope=\"row\">Subtotal<\/th>\n\t\t\t<td>12,047,835<\/td>\n\t\t\t<td>12,047,835<\/td>\n\t\t\t<td>10,740,923<\/td>\n\t\t\t<td>10,744,262<\/td>\n\t\t\t<td>11,688,292<\/td>\n\t\t\t<td>3,009,066<\/td>\n\t\t\t<td>5,607,796<\/td>\n\t\t\t<td>7,394,642<\/td>\n\t\t<\/tr>\n\t\t<tr>\n\t\t\t<th class=\"active text-center\" scope=\"row\">Internal Services<\/th>\n\t\t\t<td>18,147,084<\/td>\n\t\t\t<td>18,147,084<\/td>\n\t\t\t<td>15,386,717<\/td>\n\t\t\t<td>7,691,725<\/td>\n\t\t\t<td>20,338,994<\/td>\n\t\t\t<td>2,616,241<\/td>\n\t\t\t<td>6,643,579<\/td>\n\t\t\t<td>9,895,112<\/td>\n\t\t<\/tr>\n\t\t<tr>\n\t\t\t<th class=\"active text-center\" scope=\"row\">Total<\/th>\n\t\t\t<td>30,194,919<\/td>\n\t\t\t<td>30,194,919<\/td>\n\t\t\t<td>26,127,640<\/td>\n\t\t\t<td>18,435,987<\/td>\n\t\t\t<td>32,027,286<\/td>\n\t\t\t<td>5,625,307<\/td>\n\t\t\t<td>12,251,375<\/td>\n\t\t\t<td>17,289,754<\/td>\n\t\t<\/tr>\n\t<\/tbody>\n<\/table>\n\n\n\n<h3 class=\"wp-block-heading\" id=\"29-human-resources\">Human resources<\/h3>\n\n\n\n<p>The \u201cHuman resources summary for core responsibilities and internal services\u201d&nbsp;table presents the full-time equivalents (FTEs) allocated to each of NSIRA\u2019s&nbsp;core responsibilities and to internal services.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\" id=\"30-human-resources-summary-for-core-responsibilities-and-internal-services\">Human resources summary for core responsibilities and internal services<\/h4>\n\n\n\n<table class=\"table table-striped table-bordered small\">\n\t<thead>\n\t\t<tr>\n\t\t\t<th class=\"active text-center align-top\" scope=\"col\">Core responsibilities and Internal Services<\/th>\n\t\t\t<th class=\"active text-center align-top\" scope=\"col\">2019-20 Actual full-time equivalents<\/th>\n\t\t\t<th class=\"active text-center align-top\" scope=\"col\">2020-21 Actual full-time equivalents<\/th>\n\t\t\t<th class=\"active text-center align-top\" scope=\"col\">2021-22 Planned full-time equivalents<\/th>\n\t\t\t<th class=\"active text-center align-top\" scope=\"col\">2021-22 Actual full-time equivalents<\/th>\n\t\t\t<th class=\"active text-center align-top\" scope=\"col\">2022-23 Planned full-time equivalents<\/th>\n\t\t\t<th class=\"active text-center align-top\" scope=\"col\">2023-24 Planned full-time equivalents<\/th>\n\t\t<\/tr>\n\t<\/thead>\n\t<tbody>\n\t\t<tr>\n\t\t\t<th class=\"active text-center\" scope=\"row\">National Security and Intelligence Reviews and Complaints Investigations<\/th>\n\t\t\t<td>18<\/td>\n\t\t\t<td>38<\/td>\n\t\t\t<td>69<\/td>\n\t\t\t<td>52<\/td>\n\t\t\t<td>69<\/td>\n\t\t\t<td>69<\/td>\n\t\t<\/tr>\n\t\t<tr>\n\t\t\t<th class=\"active text-center\" scope=\"row\">Subtotal<\/th>\n\t\t\t<td>18<\/td>\n\t\t\t<td>38<\/td>\n\t\t\t<td>69<\/td>\n\t\t\t<td>52<\/td>\n\t\t\t<td>69<\/td>\n\t\t\t<td>69<\/td>\n\t\t<\/tr>\n\t\t<tr>\n\t\t\t<th class=\"active text-center\" scope=\"row\">Internal Services<\/th>\n\t\t\t<td>11<\/td>\n\t\t\t<td>22<\/td>\n\t\t\t<td>31<\/td>\n\t\t\t<td>22<\/td>\n\t\t\t<td>31<\/td>\n\t\t\t<td>31<\/td>\n\t\t<\/tr>\n\t\t<tr>\n\t\t\t<th class=\"active text-center\" scope=\"row\">Total<\/th>\n\t\t\t<td>29<\/td>\n\t\t\t<td>60<\/td>\n\t\t\t<td>100<\/td>\n\t\t\t<td>74<\/td>\n\t\t\t<td>100<\/td>\n\t\t\t<td>100<\/td>\n\t\t<\/tr>\n\t<\/tbody>\n<\/table>\n\n\n\n<h3 class=\"wp-block-heading\" id=\"31-expenditures-by-vote\">Expenditures by vote<\/h3>\n\n\n\n<p>For information on NSIRA\u2019s organizational voted and statutory expenditures, consult the&nbsp;<a href=\"http:\/\/www.tpsgc-pwgsc.gc.ca\/recgen\/cpc-pac\/index-eng.html\">Public Accounts of Canada 2021<\/a>.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\" id=\"32-------government-of-canada-spending-and-activities\"><a><\/a><a><\/a><a><\/a>Government of Canada spending and activities<\/h3>\n\n\n\n<p>Information on the alignment of NSIRA\u2019s spending with Government of Canada\u2019s spending and activities is available in&nbsp;<a href=\"https:\/\/www.tbs-sct.gc.ca\/ems-sgd\/edb-bdd\/index-eng.html\">GC&nbsp;InfoBase<\/a>.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\" id=\"33-------financial-statements-and-financial-statements-highlights\"><a><\/a><a><\/a><a><\/a>Financial statements and financial statements highlights<\/h3>\n\n\n\n<h4 class=\"wp-block-heading\" id=\"34-financial-statements\">Financial statements<\/h4>\n\n\n\n<p>NSIRA\u2019s financial statements (unaudited) for the year ended March&nbsp;31, 2022, are available on the departmental website.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\" id=\"35-financial-statement-highlights\">Financial statement highlights<\/h4>\n\n\n\n<h5 class=\"wp-block-heading\" id=\"36--condensed-statement-of-operations-unaudited-for-the-year-ended-march-31-2022-dollars-\"><strong>Condensed Statement of Operations (unaudited) for the year ended March&nbsp;31, 2022 (dollars)<\/strong><\/h5>\n\n\n\n<table class=\"table table-striped table-bordered small\">\n<thead>\n<tr>\n<th class=\"active text-center align-top\" scope=\"col\">Financial information<\/th>\n<th class=\"active text-center align-top\" scope=\"col\">2021-22 Planned results<\/th>\n<th class=\"active text-center align-top\" scope=\"col\">2021-22 Actual results<\/th>\n<th class=\"active text-center align-top\" scope=\"col\">2020-21 Actual results<\/th>\n<th class=\"active text-center align-top\" scope=\"col\">Difference (2021-22 Actual results minus 2021-22 Planned results)<\/th>\n<th class=\"active text-center align-top\" scope=\"col\">Difference (2021-22 Actual results minus 2020-21 Actual results)<\/th>\n<\/tr>\n<\/thead>\n<tbody>\n<tr>\n<th class=\"active text-center\" scope=\"row\">Total expenses<\/th>\n<td>28,235,300<\/td>\n<td>16,164,825<\/td>\n<td>11,662,601<\/td>\n<td>(12,070,475)<\/td>\n<td>4,502,224<\/td>\n<\/tr>\n<tr>\n<th class=\"active text-center\" scope=\"row\">Total revenues<\/th>\n<td>0<\/td>\n<td>0<\/td>\n<td>0<\/td>\n<td>0<\/td>\n<td>0<\/td>\n<\/tr>\n<tr>\n<th class=\"active text-center\" scope=\"row\">Net cost of operations before government funding and transfers<\/th>\n<td>28,235,300<\/td>\n<td>16,164,825<\/td>\n<td>11,662,601<\/td>\n<td>(12,070,475)<\/td>\n<td>4,502,224<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n\n\n\n<h5 class=\"wp-block-heading\" id=\"36--condensed-statement-of-operations-unaudited-for-the-year-ended-march-31-2022-dollars-\"><strong><strong>Condensed Statement of Financial Position (unaudited) as of March&nbsp;31, 2022 (dollars)<\/strong><\/strong><\/h5>\n\n\n\n<table class=\"table table-striped table-bordered small\">\n<thead>\n<tr>\n<th class=\"active text-center align-top\" scope=\"col\">Financial information<\/th>\n<th class=\"active text-center align-top\" scope=\"col\">2021-22<\/th>\n<th class=\"active text-center align-top\" scope=\"col\">2020-21<\/th>\n<th class=\"active text-center align-top\" scope=\"col\">Difference (2021-22 minus 2020-21)<\/th>\n<\/tr>\n<\/thead>\n<tbody>\n<tr>\n<th class=\"active text-center\" scope=\"row\">Total net liabilities<\/th>\n<td>2,004,002<\/td>\n<td>2,050,302<\/td>\n<td>(46,300)<\/td>\n<\/tr>\n<tr>\n<th class=\"active text-center\" scope=\"row\">Total net financial assets<\/th>\n<td>1,329,006<\/td>\n<td>1,577,964<\/td>\n<td>(248,958)<\/td>\n<\/tr>\n<tr>\n<th class=\"active text-center\" scope=\"row\">Departmental net debt<\/th>\n<td>674,996<\/td>\n<td>472,338<\/td>\n<td>202,658<\/td>\n<\/tr>\n<tr>\n<th class=\"active text-center\">Total non-financial assets<\/th>\n<td>4,804,002<\/td>\n<td>2,240,138<\/td>\n<td>2,563,864<\/td>\n<\/tr>\n<tr>\n<th class=\"active text-center\">Departmental net financial position<\/th>\n<td>4,129,006<\/td>\n<td>1,767,800<\/td>\n<td>2,361,206<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n\n\n\n<p>The 2021\u201322 planned results information is provided in NSIRA\u2019s&nbsp;<a href=\"https:\/\/nsira-ossnr.gc.ca\/publications\">Future-Oriented Statement of Operations and Notes 2021\u201322<\/a>.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\" id=\"section_5\">Corporate Information<\/h2>\n\n\n\n<h3 class=\"wp-block-heading no-toc\" id=\"22-organizational-profile\">Organizational profile<\/h3>\n\n\n\n<p><strong>Appropriate minister:<\/strong>&nbsp;The Right Honourable Justin Trudeau, Prime Minister of Canada<br><strong>Institutional head:<\/strong>&nbsp;John Davies, Executive Director<br><strong>Ministerial portfolio:<\/strong>&nbsp;Privy Council Office<br><strong>Enabling instrument:<\/strong>&nbsp;<a href=\"https:\/\/laws-lois.justice.gc.ca\/eng\/acts\/N-16.62\/page-1.html\">National Security and Intelligence Review Agency Act<\/a><br><strong>Year of incorporation \/ commencement:<\/strong>&nbsp;2019<\/p>\n\n\n\n<h3 class=\"wp-block-heading no-toc\" id=\"section_5_2\">Raison d&#8217;\u00eatre, mandate and role: who we are and what we do<\/h3>\n\n\n\n<p>&#8220;Raison d&#8217;\u00eatre, mandate and role: who we are and what we do&#8221; is available on&nbsp;<a href=\"http:\/\/www.nsira-ossnr.gc.ca\/\"><abbr title=\"National Security and Intelligence Review Agency\">NSIRA<\/abbr>&#8216;s website<\/a>.<\/p>\n\n\n\n<h3 class=\"wp-block-heading no-toc\" id=\"24-operating-context\">Operating context<\/h3>\n\n\n\n<p>Information on the operating context is available on&nbsp;<a href=\"https:\/\/nsira-ossnr.gc.ca\/\">NSIRA\u2019s website<\/a>.<\/p>\n\n\n\n<h3 class=\"wp-block-heading no-toc\" id=\"section_5_3\">Reporting framework<\/h3>\n\n\n\n<p>NSIRA\u2019s Departmental Results Framework, with accompanying results and indicators, were under development in 2020\u201321. Additional information on key performance measures are included in the 2021\u201322 Departmental Plan.<\/p>\n\n\n\n<figure class=\"wp-block-image size-large is-resized\"><img decoding=\"async\" loading=\"lazy\" src=\"\/wp-content\/uploads\/drr_21-22_fig02-eng-1024x599.png\" alt=\"\" class=\"wp-image-3637\" width=\"768\" height=\"449\" srcset=\"https:\/\/nsira-ossnr.gc.ca\/wp-content\/uploads\/drr_21-22_fig02-eng-1024x599.png 1024w, https:\/\/nsira-ossnr.gc.ca\/wp-content\/uploads\/drr_21-22_fig02-eng-300x176.png 300w, https:\/\/nsira-ossnr.gc.ca\/wp-content\/uploads\/drr_21-22_fig02-eng-768x449.png 768w, https:\/\/nsira-ossnr.gc.ca\/wp-content\/uploads\/drr_21-22_fig02-eng-18x12.png 18w, https:\/\/nsira-ossnr.gc.ca\/wp-content\/uploads\/drr_21-22_fig02-eng.png 1085w\" sizes=\"(max-width: 768px) 100vw, 768px\" \/><\/figure>\n\n\n\n<details><summary aria-expanded=\"false\" role=\"button\">Text version of Figure 2<\/summary>\n<table class=\"table table-striped table-bordered small\">\n\t<thead>\n\t\t<tr>\n\t\t\t<th class=\"active text-center align-top\" colspan=\"4\" scope=\"col\">Core Responsibility: National Security and Intelligence Reviews and Complaints Investigations<\/th>\n\t\t<\/tr>\n\t<\/thead>\n\t<tbody>\n\t\t<tr>\n\t\t\t<th class=\"active text-center align-middle\" rowspan=\"4\" scope=\"row\">Departmental Results Framework<\/th>\n\t\t\t<td rowspan=\"3\">Ministers and Canadians are informed whether national security and intelligence activities undertaken by Government of Canada institutions are lawful, reasonable and necessary<\/td>\n\t\t\t<td><strong>Indicator<\/strong>: All mandatory reviews are completed on an annual basis<\/td>\n\t\t\t<td class=\"active text-center align-middle\" rowspan=\"6\">Internal Services<\/td>\n\t\t<\/tr>\n\t\t<tr>\n\t\t\t<td><strong>Indicator<\/strong>: Reviews of national security or intelligence activities of at least five departments or agencies are conducted each year<\/td>\n\t\t<\/tr>\n\t\t<tr>\n\t\t\t<td><strong>Indicator<\/strong>: All Member-approved high priority national security or intelligence activities are reviewed over a three-year period<\/td>\n\t\t<\/tr>\n\t\t<tr>\n\t\t\t<td>National security-related complaints are independently investigated in a timely manner<\/td>\n\t\t\t<td><strong>Indicator<\/strong>: Percentage of investigations completed within NSIRA service standards<\/td>\n\t\t<\/tr>\n\t\t<tr>\n\t\t\t<th class=\"active text-center align-middle\" rowspan=\"2\" scope=\"row\">Program Inventory<\/th>\n\t\t\t<td colspan=\"2\">Program: National security and intelligence activity reviews and complaints investigations<\/td>\n\t\t<\/tr>\n\t<\/tbody>\n<\/table>\n<\/details>\n\n\n\n<h3 class=\"wp-block-heading no-toc\" id=\"section_5_4\">Supporting information on the program inventory<\/h3>\n\n\n\n<p>Financial, human resources and performance information for&nbsp;NSIRA&#8217;s Program Inventory is available in&nbsp;<a href=\"https:\/\/www.tbs-sct.gc.ca\/ems-sgd\/edb-bdd\/index-eng.html\"><abbr title=\"Government of Canada\">GC<\/abbr>&nbsp;InfoBase<\/a>.<\/p>\n\n\n\n<h3 class=\"wp-block-heading no-toc\" id=\"section_5_5\">Supplementary information tables<\/h3>\n\n\n\n<p>The following supplementary information table is available on NSIRA\u2019s website:<\/p>\n\n\n\n<ul>\n<li>Gender-based analysis plus<\/li>\n<\/ul>\n\n\n\n<h3 class=\"wp-block-heading no-toc\" id=\"section_5_6\">Federal tax expenditures<\/h3>\n\n\n\n<p>The tax system can be used to achieve public policy objectives through the application of special measures such as low tax rates, exemptions, deductions, deferrals and credits. The Department of Finance Canada publishes cost estimates and projections for these measures each year in the&nbsp;<a href=\"http:\/\/www.fin.gc.ca\/purl\/taxexp-eng.asp\">Report on Federal Tax Expenditures<\/a>.&nbsp;This report also provides detailed background information on tax expenditures, including descriptions, objectives, historical information and references to related federal spending programs. The tax measures presented in this report are the responsibility of the Minister of Finance.<\/p>\n\n\n\n<h3 class=\"wp-block-heading no-toc\" id=\"section_5_7\">Organizational contact information<\/h3>\n\n\n\n<p>National Security and Intelligence Review Agency<br>P.O.&nbsp;Box 2430, Station &#8220;D&#8221;<br>Ottawa, Ontario<br>K1P&nbsp;5W5<\/p>\n\n\n\n<h2 class=\"wp-block-heading\" id=\"30-appendix-definitions\">Appendix: definitions<\/h2>\n\n\n\n<p><strong>appropriation<\/strong>&nbsp;<em>(cr\u00e9dit)<\/em><\/p>\n\n\n\n<p>Any authority of Parliament to pay money out of the Consolidated Revenue Fund.<\/p>\n\n\n\n<p><strong>budgetary&nbsp;<\/strong><strong>expenditures<\/strong>&nbsp;<em>(d\u00e9penses budg\u00e9taires)<\/em><\/p>\n\n\n\n<p>Operating and capital expenditures; transfer payments to other levels of government, organizations or individuals; and payments to Crown corporations.<\/p>\n\n\n\n<p><strong>core responsibility<\/strong>&nbsp;<em>(responsabilit\u00e9 essentielle)<\/em><\/p>\n\n\n\n<p>An enduring function or role performed by a department. The intentions of the department with respect to a core responsibility are reflected in one or more related departmental results that the department seeks to contribute to or influence.<\/p>\n\n\n\n<p><strong>Departmental Plan<\/strong>&nbsp;<em>(plan minist\u00e9riel)<\/em><\/p>\n\n\n\n<p>A report on the plans and expected performance of an appropriated department over a 3\u2011year period. Departmental Plans are usually tabled in Parliament each spring.<\/p>\n\n\n\n<p><strong>departmental priority<\/strong>&nbsp;<em>(priorit\u00e9)<\/em><\/p>\n\n\n\n<p>A plan or project that a department has chosen to focus and report on during the planning period. Priorities represent the things that are most important or what must be done first to support the achievement of the desired departmental results.<\/p>\n\n\n\n<p><strong>departmental result<\/strong>&nbsp;<em>(r\u00e9sultat minist\u00e9riel)<\/em><\/p>\n\n\n\n<p>A consequence or outcome that a department seeks to achieve. A departmental result is often outside departments\u2019 immediate control, but it should be influenced by program-level outcomes.<\/p>\n\n\n\n<p><strong>departmental result indicator&nbsp;<\/strong><em>(indicateur de r\u00e9sultat minist\u00e9riel)<\/em><\/p>\n\n\n\n<p>A quantitative measure of progress on a departmental result.<\/p>\n\n\n\n<p><strong>departmental results framework<\/strong>&nbsp;<em>(cadre minist\u00e9riel des r\u00e9sultats)<\/em><\/p>\n\n\n\n<p>A framework that connects the department\u2019s core responsibilities to its departmental results and departmental result indicators.<\/p>\n\n\n\n<p><strong>Departmental Results Report<\/strong>&nbsp;<em>(rapport sur les r\u00e9sultats minist\u00e9riels)<\/em><\/p>\n\n\n\n<p>A report on a department\u2019s actual accomplishments against the plans, priorities and expected results set out in the corresponding Departmental Plan.<\/p>\n\n\n\n<p><strong>experimentation<\/strong>&nbsp;<em>(exp\u00e9rimentation)<\/em><\/p>\n\n\n\n<p>The conducting of activities that seek to first explore, then test and compare the effects and impacts of policies and interventions in order to inform evidence-based decision-making, and improve outcomes for Canadians, by learning what works, for whom and in what circumstances. Experimentation is related to, but distinct from innovation (the trying of new things), because it involves a rigorous comparison of results. For example, using a new website to communicate with Canadians can be an innovation; systematically testing the new website against existing outreach tools or an old website to see which one leads to more engagement, is experimentation.<\/p>\n\n\n\n<p><strong>full\u2011time equivalent<\/strong>&nbsp;<em>(\u00e9quivalent temps plein)<\/em><\/p>\n\n\n\n<p>A measure of the extent to which an employee represents a full person\u2011year charge against a departmental budget. For a particular position, the full\u2011time equivalent figure is the ratio of number of hours the person actually works divided by the standard number of hours set out in the person\u2019s collective agreement.<\/p>\n\n\n\n<p><strong>gender-based analysis plus (GBA Plus)<\/strong>&nbsp;<em>(analyse comparative entre les sexes plus [ACS Plus])<\/em><\/p>\n\n\n\n<p>An analytical process used to assess how diverse groups of women, men and gender-diverse people experience policies, programs and services based on multiple factors including race ethnicity, religion, age, and mental or physical disability.<\/p>\n\n\n\n<p><strong>government-wide priorities<\/strong>&nbsp;<em>(priorit\u00e9s pangouvernementales)<\/em><\/p>\n\n\n\n<p>For the purpose of the 2020\u201321 Departmental Results Report, those high-level themes outlining the government\u2019s agenda in the 2019 Speech from the Throne, namely: Fighting climate change; Strengthening the Middle Class; Walking the road of reconciliation; Keeping Canadians safe and healthy; and Positioning Canada for success in an uncertain world.<\/p>\n\n\n\n<p><strong>horizontal initiative<\/strong>&nbsp;<em>(initiative horizontale)<\/em><\/p>\n\n\n\n<p>An initiative where two or more federal organizations are given funding to pursue a shared outcome, often linked to a government priority.<\/p>\n\n\n\n<p><strong>non\u2011budgetary expenditures<\/strong>&nbsp;<em>(d\u00e9penses non budg\u00e9taires)<\/em><\/p>\n\n\n\n<p>Net outlays and receipts related to loans, investments and advances, which change the composition of the financial assets of the Government of Canada.<\/p>\n\n\n\n<p><strong>performance&nbsp;<\/strong>(<em>rendement)<\/em><\/p>\n\n\n\n<p>What an organization did with its resources to achieve its results, how well those results compare to what the organization intended to achieve, and how well lessons learned have been identified.<\/p>\n\n\n\n<p><strong>performance indicator<\/strong>&nbsp;<em>(indicateur de rendement)<\/em><\/p>\n\n\n\n<p>A qualitative or quantitative means of measuring an output or outcome, with the intention of gauging the performance of an organization, program, policy or initiative respecting expected results.<\/p>\n\n\n\n<p><strong>performance reporting<\/strong>&nbsp;<em>(production de rapports sur le rendement)<\/em><\/p>\n\n\n\n<p>The process of communicating evidence\u2011based performance information. Performance reporting supports decision making, accountability and transparency.<\/p>\n\n\n\n<p><strong>plan<\/strong>&nbsp;<em>(plan)<\/em><\/p>\n\n\n\n<p>The articulation of strategic choices, which provides information on how an organization intends to achieve its priorities and associated results. Generally, a plan will explain the logic behind the strategies chosen and tend to focus on actions that lead to the expected result.<\/p>\n\n\n\n<p><strong>planned spending<\/strong>&nbsp;<em>(d\u00e9penses pr\u00e9vues)<\/em><\/p>\n\n\n\n<p>For Departmental Plans and Departmental Results Reports, planned spending refers to those amounts presented in Main Estimates.<\/p>\n\n\n\n<p>A department is expected to be aware of the authorities that it has sought and received. The determination of planned spending is a departmental responsibility, and departments must be able to defend the expenditure and accrual numbers presented in their Departmental Plans and Departmental Results Reports.<\/p>\n\n\n\n<p><strong>program<\/strong>&nbsp;<em>(programme)<\/em><\/p>\n\n\n\n<p>Individual or groups of services, activities or combinations thereof that are managed together within the department and focus on a specific set of outputs, outcomes or service levels.<\/p>\n\n\n\n<p><strong>program inventory<\/strong>&nbsp;<em>(r\u00e9pertoire des programmes)<\/em><\/p>\n\n\n\n<p>Identifies all the department\u2019s programs and describes how resources are organized to contribute to the department\u2019s core responsibilities and results.<\/p>\n\n\n\n<p><strong>result<\/strong>&nbsp;<em>(r\u00e9sultat)<\/em><\/p>\n\n\n\n<p>A consequence attributed, in part, to an organization, policy, program or initiative. Results are not within the control of a single organization, policy, program or initiative; instead they are within the area of the organization\u2019s influence.<\/p>\n\n\n\n<p><strong>statutory expenditures<\/strong>&nbsp;<em>(d\u00e9penses l\u00e9gislatives)<\/em><\/p>\n\n\n\n<p>Expenditures that Parliament has approved through legislation other than appropriation acts. The legislation&nbsp;sets out the purpose of the expenditures and the terms and conditions under which they may be made.<\/p>\n\n\n\n<p><strong>target&nbsp;<\/strong><em>(cible)<\/em><\/p>\n\n\n\n<p>A measurable performance or success level that an organization, program or initiative plans to achieve within a specified time period. Targets can be either quantitative or qualitative.<\/p>\n\n\n\n<p><strong>voted expenditures<\/strong>&nbsp;<em>(d\u00e9penses vot\u00e9es)<\/em><\/p>\n\n\n\n<p>Expenditures that Parliament approves annually through an appropriation act. The vote wording becomes the governing conditions under which these expenditures may be made.<\/p>\n<\/div><\/div>\n<\/div><\/div><\/section>\n","protected":false},"excerpt":{"rendered":"<p>Statement outlining results, risks and significant changes in operations, personnel and programs<\/p>\n","protected":false},"author":1,"featured_media":2712,"parent":3093,"menu_order":33,"comment_status":"closed","ping_status":"closed","template":"template-nsira-subpages.php","meta":{"inline_featured_image":false},"categories":[9,10,13,43,28],"tags":[179],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v20.9 - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>Departmental Results Report: 2021-22 - National Security and Intelligence Review Agency<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/nsira-ossnr.gc.ca\/en\/secretariat\/secretariat-operations\/departmental-results-report-2021-22\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Departmental Results Report: 2021-22 - 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