{"id":3662,"date":"2021-02-26T11:44:54","date_gmt":"2023-02-24T16:44:28","guid":{"rendered":"https:\/\/nsirademosite.mbeaudry.ca\/?page_id=3662"},"modified":"2026-02-02T15:50:08","modified_gmt":"2026-02-02T20:50:08","slug":"departmental-plan-2021-2022","status":"publish","type":"page","link":"https:\/\/nsira-ossnr.gc.ca\/en\/secretariat\/secretariat-operations\/departmental-plan-2021-2022\/","title":{"rendered":"Departmental Plan: 2021-2022"},"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    transition: transform 0.2s;\n}\n.share-item-link:hover { transform: translateY(-2px); }\n.share-text-label { color: 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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=\"gm9240ef0\" class=\"wp-block-gutentor-m4 section-gm9240ef0 gutentor-module gutentor-advanced-columns has-color-bg has-custom-bg\"><div class=\"grid-container\"><div class=\"grid-row\">\n<div id=\"col-gm21f5b5\" class=\"wp-block-gutentor-m4-col col-gm21f5b5 gutentor-single-column  grid-lg-12 grid-md-12 grid-12\"><div id=\"section-gm21f5b5\" class=\"section-gm21f5b5 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>PS106-6E-PDF<\/strong><br>ISSN:&nbsp;<strong>2563-0334<\/strong><\/p>\n\n\n\n<p>\u00a9 Her Majesty the Queen in Right of Canada, 2020<\/p>\n<\/div><\/div>\n<\/div><\/div><\/section>\n\n\n\n<section id=\"gmf00110c\" class=\"wp-block-gutentor-m4 section-gmf00110c gutentor-module gutentor-advanced-columns .post-content-extra-width .post-content\"><div class=\"grid-container\"><div class=\"grid-row\">\n<div id=\"col-gmd8cd8e\" class=\"wp-block-gutentor-m4-col col-gmd8cd8e gutentor-single-column  grid-lg-3 grid-md-12 grid-12 section-sticky\"><div id=\"section-gmd8cd8e\" class=\"section-gmd8cd8e gutentor-col-wrap\">\n<section id=\"eacafc\" class=\"wp-block-gutentor-m13 section-eacafc 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=\"#2-message-from-the-chair\">From the Executive Director<\/a><\/li><li><a href=\"#_Toc2\">Plans at a glance<\/a><\/li><li><a href=\"#5-core-responsibilities-planned-results-and-resources-and-key-risks\">Core responsibilities: planned results and resources, and key risks<\/a><ol class=\"child-list\"><li><a href=\"#6-assist-the-national-security-and-intelligence-review-agency\">National Security and Intelligence Reviews and Complaints Investigations<\/a><\/li><\/ol><\/li><li><a href=\"#13-internal-services-planned-results\">Internal Services: planned results<\/a><ol class=\"child-list\"><li><a href=\"#13-description\">Description<\/a><\/li><li><a href=\"#14-planning-highlights\">Planning highlights<\/a><\/li><\/ol><\/li><li><a href=\"#19-spending-and-human-resources\">Spending and human resources<\/a><ol class=\"child-list\"><li><a href=\"#20-planned-spending\">Planned spending<\/a><\/li><li><a href=\"#23-planned-human-resources\">Planned human resources<\/a><\/li><li><a href=\"#25-estimates-by-vote\">Estimates by vote<\/a><\/li><li><a href=\"#26-condensed-future-oriented-statement-of-operations\">Condensed future-oriented statement of operations<\/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-gm77521f\" class=\"wp-block-gutentor-m4-col col-gm77521f gutentor-single-column  grid-lg-9 grid-md-12 grid-12 content-body\"><div id=\"section-gm77521f\" class=\"section-gm77521f 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=\"2021-02-26T11:44:54-05:00\">February 26, 2021<\/time><\/div>\n\n\n<div id=\"gm9959a91\" class=\"wp-block-gutentor-m1 section-gm9959a91 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-g99480c\" class=\"wp-block-gutentor-e2 section-g99480c 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\/DP_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=\"2-message-from-the-chair\">From the Executive Director<\/h2>\n\n\n\n<p>I am very pleased to present the&nbsp;2021\u201322&nbsp;Departmental Plan for the National Security and Intelligence Review Agency (NSIRA). The year ahead will build on a very successful&nbsp;2020\u201321, in which we achieved several key milestones for our new agency, despite the challenges imposed on us and the organizations we review as a result of the COVID-19 pandemic.<\/p>\n\n\n\n<p>In&nbsp;2021\u201322, we will be continuing to implement&nbsp;NSIRA&#8217;s three-year review plan, which emphasizes reviews of increasing scale and complexity as we become familiar with the operations of departments and agencies that have only recently become subject to review.<\/p>\n\n\n\n<p>In the year ahead, we will also roll out a new process for taking in and investigating complaints from members of the public. Multiple key stakeholders will help to shape this new process, which aims to provide greater accessibility and greater timeliness to our complaints investigation function.<\/p>\n\n\n\n<p>Significant efforts to scale up our operations will continue in&nbsp;2021\u201322, including expanding to a second site, recruiting staff across all business lines, and continuing our support to staff working from home. In all aspects, we will continue to prioritize our staff&#8217;s health and safety as we build on our successes and pursue ambitious organizational goals. We will also continue to emphasize diversity and inclusion in the workplace, including developing an employment equity strategy.<\/p>\n\n\n\n<p>More details on this and other initiatives are found in this report. I hope that it helps inform Canadians of&nbsp;NSIRA&#8217;s priorities for the year ahead.<\/p>\n\n\n\n<p>John Davies<br>Executive Director<\/p>\n\n\n\n<h2 class=\"wp-block-heading\" id=\"_Toc2\">Plans at a glance<\/h2>\n\n\n\n<p>Over the coming year,&nbsp;NSIRA&nbsp;will continue its ambitious review agenda, based on the three-year review plan established in&nbsp;2020\u201321. This will include mandatory reviews related to the Canadian Security Intelligence Service (CSIS), the Communications Security Establishment (CSE), the&nbsp;Security of Canada Information Disclosure Act&nbsp;and Governor in Council directions under the&nbsp;Avoiding Complicity in Mistreatment by Foreign Entities Act.&nbsp;NSIRA&nbsp;will also continue to expand the agency&#8217;s knowledge of departments and agencies not previously subject to expert review, including through the conduct of interagency reviews and by &#8220;following the thread&#8221; of activities from one agency to another. Of note, in&nbsp;2021\u201322,&nbsp;NSIRA&nbsp;will continue its comprehensive review, announced in July&nbsp;2020, to fully identify the systemic, governance and cultural shortcomings and failures that resulted in&nbsp;CSIS&nbsp;engaging in illegal activity and a related breach of candour to the Federal Court.<\/p>\n\n\n\n<p>In&nbsp;2021\u201322,&nbsp;NSIRA&nbsp;will also focus on implementing a new model for investigating complaints. This work will be rooted in the development of new rules of procedure, which will be implemented after consultation with key stakeholders in the year ahead. The goals of this process are to enhance access to justice for complainants and to ensure that&nbsp;NSIRA&nbsp;investigates complaints in a timely manner.<\/p>\n\n\n\n<p>An important responsibility over the coming year will be further adapting operations to the conditions imposed by the COVID-19 pandemic, with a priority on maintaining a safe and healthy work environment.&nbsp;NSIRA&nbsp;will also emphasize employment equity, diversity and inclusion as a major corporate theme over the year ahead, including training staff on key concepts.<\/p>\n\n\n\n<p>For more information on&nbsp;NSIRA&#8217;s plans, priorities and planned results, see the &#8220;Core responsibilities: planned results and resources, and key risks&#8221; section of this report.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\" id=\"5-core-responsibilities-planned-results-and-resources-and-key-risks\">Core responsibilities: planned results and resources, and key risks<\/h2>\n\n\n\n<p>This section contains detailed information on the department&#8217;s planned results and resources for each of its core responsibilities. It also contains information on key risks related to achieving those results.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\" id=\"6-assist-the-national-security-and-intelligence-review-agency\">National Security and Intelligence Reviews and Complaints Investigations<\/h3>\n\n\n\n<h4 class=\"wp-block-heading\" id=\"6-description\">Description<\/h4>\n\n\n\n<p>NSIRA&nbsp;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&nbsp;CSIS,&nbsp;CSE&nbsp;or the national security activities of the Royal Canadian Mounted Police (RCMP), as well as certain other national security\u2013related complaints. 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<h4 class=\"wp-block-heading\" id=\"7-planning-highlights\">Planning highlights<\/h4>\n\n\n\n<p>In support of this outcome, in&nbsp;2021\u201322,&nbsp;NSIRA&nbsp;will implement an ambitious review agenda. It will continue to review the activities of&nbsp;CSIS&nbsp;and&nbsp;CSE&nbsp;to provide responsible ministers and the Canadian public with an informed assessment of these activities, including their lawfulness, reasonableness and necessity.&nbsp;NSIRA&nbsp;will also build on the knowledge it has acquired of departments and agencies, such as the&nbsp;RCMP, the Canada Border Services Agency, Immigration, Refugees and Citizenship Canada, and the Department of National Defence and Canadian Armed Forces. Using that knowledge,&nbsp;NSIRA&nbsp;will ensure these organizations&#8217; national security or intelligence activities are independently verified and assessed.&nbsp;NSIRA&nbsp;is committed to transcending the silos that have characterized national security review until now, and will &#8220;follow the thread&#8221; of an activity between agencies to ensure its assessments reflect the complex and interwoven approach Canada takes to national security.<\/p>\n\n\n\n<p>In&nbsp;2021\u201322,&nbsp;NSIRA&nbsp;will complete its review of the systemic, governance and cultural factors that led to&nbsp;CSIS&nbsp;engaging in illegal activity and breaching its duty of candour to the Federal Court. This review is being conducted jointly by two&nbsp;NSIRA&nbsp;members, the Honourable Marie Deschamps, a former justice of the Supreme Court of Canada, and Craig Forcese, a professor in the Faculty of Law at the University of Ottawa. This matter was referred to&nbsp;NSIRA&nbsp;by the Minister of Public Safety and Emergency Preparedness and the Minister of Justice.&nbsp;NSIRA&nbsp;is confident its findings and recommendations will play a constructive role in ensuring that future national security activities reflect Canadians&#8217; expectations of these fundamental institutions.<\/p>\n\n\n\n<p>NSIRA&nbsp;is committed to ensuring its review agenda remains responsive and topical. In&nbsp;2021\u201322,&nbsp;NSIRA&nbsp;will continue to engage with community stakeholders to understand their concerns surrounding national security and intelligence activities.&nbsp;NSIRA&nbsp;will ensure that matters of equity and non-discrimination are reflected in its review agenda.&nbsp;NSIRA&#8217;s work must also be accessible to the public and civil society. In&nbsp;2021\u201322,&nbsp;NSIRA&nbsp;will increase its activities on Twitter and ensure that the agency&#8217;s processes, methodologies and findings are readily available on its website.&nbsp;NSIRA&nbsp;will proactively publish unclassified versions of its reports throughout the year. The annual report will continue to summarize&nbsp;NSIRA&#8217;s review findings and recommendations in context, situating these elements within a broader discussion of the key trends and challenges&nbsp;NSIRA&nbsp;has observed over the year.<\/p>\n\n\n\n<p>In&nbsp;2021\u201322,&nbsp;NSIRA&nbsp;will continue to draw on the close relationships it has established with the National Security and Intelligence Committee of Parliamentarians and the Office of the Privacy Commissioner. The agency will coordinate its activities to ensure review is efficient and comprehensive, and avoids unnecessary duplication of effort.&nbsp;NSIRA&nbsp;is also developing close ties to its international equivalents. It will host a conference in&nbsp;2021\u201322&nbsp;that will bring together review agency representatives from Canada, the United States, Australia, New Zealand and the United Kingdom to discuss artificial intelligence and other topics of common interest.&nbsp;NSIRA&nbsp;will also deploy multidisciplinary review teams in&nbsp;2021\u201322, leveraging the integrated expertise of researchers, lawyers and technical experts right from the start. This will ensure&nbsp;NSIRA&nbsp;reviews reflect a sound understanding of many complex issues, and that the agency is equipped to provide clear, precise analysis of the impacts of new technology in an ever-changing national security environment.<\/p>\n\n\n\n<p>In&nbsp;2021\u201322,&nbsp;NSIRA&nbsp;will also strengthen institutions&#8217; accountability and enhance public confidence by ensuring consistency, quality and timeliness in investigating national security\u2013related complaints. The independent investigation of complaints plays a critical role in maintaining public confidence in Canada&#8217;s national security institutions. In&nbsp;2021\u201322,&nbsp;NSIRA&nbsp;will continue to offer an informal resolution process to complement the investigative process to respond to complaints.&nbsp;NSIRA&nbsp;also developed new rules of procedure to ensure timeliness in the investigation of complaints. The ambition is to ensure access to justice. New service standards to be set in January&nbsp;2021 will enable baseline measurements to be established in&nbsp;2021\u201322.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\" id=\"8-gender-based-analysis-plus\">Gender-based analysis plus<\/h4>\n\n\n\n<p>In&nbsp;2021\u201322,&nbsp;NSIRA&nbsp;will undertake several initiatives related to employment equity, diversity and inclusion. Incorporating baseline data derived from employee self-identification,&nbsp;NSIRA&nbsp;will develop an employment equity strategy to increase representation and to ensure it reflects the diversity of the Canadian public, which it serves.<\/p>\n\n\n\n<p>Training and learning events for staff on issues related to systemic discrimination will continue over the coming year. These activities will ensure a common understanding of key concepts and build a corporate culture that promotes the values of diversity and inclusion in the workplace.<\/p>\n\n\n\n<p>Work will continue in&nbsp;2021\u201322&nbsp;to incorporate analysis of bias and discrimination into reviews and complaints investigations.&nbsp;NSIRA&nbsp;will also work with centres of excellence within the Government of Canada to enhance its understanding of how gender-based analysis plus concepts can be more formally integrated into its work.<\/p>\n\n\n\n<p>Finally,&nbsp;NSIRA&nbsp;will build on outreach and engagement conducted over the past year to expand its range of stakeholder partnerships and learn more about concerns related to the differential impacts of national security and intelligence activities.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\" id=\"9-key-risks\">Key risks<\/h4>\n\n\n\n<p>NSIRA&#8217;s ability to access the information it needs to do its work and speak to the relevant stakeholders to understand policies, operations and ongoing issues is closely tied to the capacity of the organizations being reviewed to respond to&nbsp;NSIRA&#8217;s demands. The resource constraints of those organizations might continue to be compounded next year by disruptions stemming from the COVID-19 pandemic. This presents a risk of hindering&nbsp;NSIRA&#8217;s ability to deliver on its mandate in a timely way.&nbsp;NSIRA&nbsp;is mitigating this risk by ensuring clear communication about information requests and by setting review priorities.<\/p>\n\n\n\n<p>The physical distancing precautions required by the COVID-19 pandemic might continue to be needed in&nbsp;2021\u201322. This would limit employees&#8217; access to&nbsp;NSIRA&nbsp;offices and to classified physical and electronic documents. Such restrictions could slow&nbsp;NSIRA&#8217;s ability to deliver on its mandate in a timely way and limit the frequency and type of outreach&nbsp;NSIRA&nbsp;can do in person. The pandemic also complicates the recruitment, on-boarding and training of new review staff.&nbsp;NSIRA&nbsp;is mitigating these risks by adapting its office space and investing in communications technology. It will continue to innovate to enable its operations and engage virtually with stakeholders, departments and agencies.<\/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\">Departmental result indicator<\/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\">2017-18 actual results*<\/th>\n\t\t\t<th class=\"active text-center\" scope=\"col\">2018-19 actual results*<\/th>\n\t\t\t<th class=\"active text-center\" scope=\"col\">2019-20 actual results*<\/th>\n\t\t<\/tr>\n\t<\/thead>\n<tfoot><tr><td colspan=\"7\">*Because NSIRA was created on July 12, 2019, there is no comparative information to provide for 2017\u201318 and 2018\u201319. Actual results for 2019\u201320 are not available as the new Departmental Results Framework in the changeover from the Security Intelligence Review Committee (SIRC) to NSIRA was being developed. This new framework is for measuring and reporting on results achieved starting in 2021\u201322.<\/td><\/tr><\/tfoot>\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\t<\/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>N\/A<\/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>N\/A<\/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>N\/A<\/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>2021-22<\/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>Financial, human resources and performance information for&nbsp;NSIRA&#8217;s program inventory is available in the&nbsp;GC&nbsp;<a href=\"https:\/\/www.tbs-sct.gc.ca\/ems-sgd\/edb-bdd\/index-eng.html\">InfoBase<\/a>.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\" id=\"11-planned-budgetary-financial-resources-for-assisting-the-national-security-and-intelligence-review-agency\">Planned budgetary financial resources for assisting the National Security and Intelligence Review Agency<\/h4>\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 budgetary spending (as indicated in Main Estimates)<\/th>\n<th class=\"active text-center\" scope=\"col\">2021\u201322 planned spending<\/th>\n<th class=\"active text-center\" scope=\"col\">2022\u201323 planned spending<\/th>\n<th class=\"active text-center\" scope=\"col\">2023\u201324 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>10,740,923<\/td>\n<td>10,744,262<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n\n\n\n<p>Financial, human resources and performance information for&nbsp;NSIRA&#8217;s program inventory is available in the&nbsp;GC&nbsp;<a href=\"https:\/\/www.tbs-sct.gc.ca\/ems-sgd\/edb-bdd\/index-eng.html\">InfoBase<\/a>.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\" id=\"12-planned-human-resources-for-assisting-the-national-security-and-intelligence-review-agency\">Planned human resources for assisting the National Security and Intelligence Review Agency<\/h4>\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 planned full-time equivalents<\/th>\n<th class=\"active text-center\" scope=\"col\">2022\u201323 planned full-time equivalents<\/th>\n<th class=\"active text-center\" scope=\"col\">2023\u201324 planned full-time equivalents<\/th>\n<\/tr>\n<\/thead>\n<tbody>\n<tr>\n<td>69.0<\/td>\n<td>69.0<\/td>\n<td>69.0<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n\n\n\n<p>It is expected that&nbsp;NSIRA&nbsp;will be at full capacity by the close of&nbsp;2021\u201322&nbsp;to fulfil its new mandate.<\/p>\n\n\n\n<p>Financial, human resources and performance information for&nbsp;NSIRA&#8217;s program inventory is available in the&nbsp;GC&nbsp;<a href=\"https:\/\/www.tbs-sct.gc.ca\/ems-sgd\/edb-bdd\/index-eng.html\">InfoBase<\/a>.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\" id=\"13-internal-services-planned-results\">Internal Services: planned results<\/h2>\n\n\n\n<h3 class=\"wp-block-heading\" id=\"13-description\">Description<\/h3>\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 services that support Program delivery in the organization, regardless of the Internal Services delivery model in a department. These services are:<\/p>\n\n\n\n<ul id=\"l2\">\n<li>Management and Oversight Services<\/li>\n\n\n\n<li>Communications Services<\/li>\n\n\n\n<li>Legal Services<\/li>\n\n\n\n<li>Human Resources Management Services<\/li>\n\n\n\n<li>Financial 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>Real Property Management Services<\/li>\n\n\n\n<li>Materiel Management Services<\/li>\n\n\n\n<li>Acquisition Management Services<\/li>\n<\/ul>\n\n\n\n<h3 class=\"wp-block-heading\" id=\"14-planning-highlights\">Planning highlights<\/h3>\n\n\n\n<p>A key priority in the coming year will be Internal Services support and leadership with respect to the development and implementation of effective employment equity, diversity and inclusion strategies.<\/p>\n\n\n\n<p>NSIRA&nbsp;will also continue to leverage technologies and proven information management practices to increase the effectiveness of operations as the agency continues to operate under COVID-19 pandemic conditions.<\/p>\n\n\n\n<p>The ability of&nbsp;NSIRA&nbsp;to continue its rapid increase in personnel will be contingent on effective Internal Services functions. As a result, over the coming year,&nbsp;NSIRA&nbsp;will continue to invest in and strengthen its frameworks for human resources management, information technology and security, and continue to implement its accommodation strategy.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\" id=\"16-planned-budgetary-financial-resources-for-internal-services\">Planned budgetary financial resources for Internal Services<\/h4>\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 budgetary spending (as indicated in Main Estimates)<\/th>\n<th class=\"active text-center\" scope=\"col\">2021\u201322 planned spending<\/th>\n<th class=\"active text-center\" scope=\"col\">2022\u201323 planned spending<\/th>\n<th class=\"active text-center\" scope=\"col\">2023\u201324 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>15,386,717<\/td>\n<td>7,691,725<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n\n\n\n<h4 class=\"wp-block-heading\" id=\"17-planned-human-resources-for-internal-services\">Planned human resources for Internal Services<\/h4>\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 planned full-time equivalents<\/th>\n<th class=\"active text-center\" scope=\"col\">2022\u201323 planned full-time equivalents<\/th>\n<th class=\"active text-center\" scope=\"col\">2023\u201324 planned full-time equivalents<\/th>\n<\/tr>\n<\/thead>\n<tbody>\n<tr>\n<td>31.0<\/td>\n<td>31.0<\/td>\n<td>31.0<\/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 the&nbsp;<a href=\"https:\/\/www.tbs-sct.gc.ca\/ems-sgd\/edb-bdd\/index-eng.html\" target=\"_blank\" rel=\"noreferrer noopener\">GC InfoBase.<\/a><\/p>\n\n\n\n<h2 class=\"wp-block-heading\" id=\"19-spending-and-human-resources\">Spending and human resources<\/h2>\n\n\n\n<p>This section provides an overview of the department\u2019s planned spending and human resources for the next three consecutive fiscal years, and compares planned spending for the upcoming year with the current year\u2019s spending.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\" id=\"20-planned-spending\">Planned spending<\/h3>\n\n\n\n<h4 class=\"wp-block-heading\" id=\"21-departmental-spending-2017%E2%80%9318-to-2022%E2%80%9323\"><strong>Departmental spending&nbsp;2018\u201319&nbsp;to&nbsp;2023\u201324<\/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 is-resized\"><img decoding=\"async\" loading=\"lazy\" src=\"\/wp-content\/uploads\/dp_21-22_fig01-eng.png\" alt=\"\" class=\"wp-image-3672\" width=\"742\" height=\"507\" srcset=\"https:\/\/nsira-ossnr.gc.ca\/wp-content\/uploads\/dp_21-22_fig01-eng.png 742w, https:\/\/nsira-ossnr.gc.ca\/wp-content\/uploads\/dp_21-22_fig01-eng-300x205.png 300w, https:\/\/nsira-ossnr.gc.ca\/wp-content\/uploads\/dp_21-22_fig01-eng-18x12.png 18w\" sizes=\"(max-width: 742px) 100vw, 742px\" \/><\/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\">2018-19<\/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<\/tr>\n<\/thead>\n<tbody>\n<tr>\n<th class=\"active text-center\" scope=\"row\">Statutory<\/th>\n<td>0<\/td>\n<td>371,057<\/td>\n<td>1,056,362<\/td>\n<td>1,704,632<\/td>\n<td>1,704,632<\/td>\n<td>1,704,632<\/td>\n<\/tr>\n<tr>\n<th class=\"active text-center\" scope=\"row\">Voted<\/th>\n<td>0<\/td>\n<td>5,254,250<\/td>\n<td>16,662,479<\/td>\n<td>28,490,287<\/td>\n<td>24,423,008<\/td>\n<td>16,731,355<\/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>17,718,841<\/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>Because&nbsp;NSIRA&nbsp;was created in July&nbsp;2019, the actual expenditures of fiscal year&nbsp;2019\u201320&nbsp;do not reflect a full fiscal year of spending. The increase from&nbsp;2019\u201320&nbsp;to&nbsp;2020\u201321&nbsp;is also explained by growth in personnel and the initiation of accommodation, infrastructure and systems investments that were delayed from the previous fiscal year.<\/p>\n\n\n\n<p>Fiscal years&nbsp;2021\u201322&nbsp;to&nbsp;2023\u201324&nbsp;present planned spending based on approved authorities. The fluctuation in planned spending between fiscal year&nbsp;2020\u201321&nbsp;to&nbsp;2023\u201324&nbsp;is mainly explained by funds earmarked for the completion of accommodation, infrastructure and systems projects.<\/p>\n\n\n\n<p>When compared with the Departmental Plan from the previous year, the change in planned spending for&nbsp;2021\u201322&nbsp;and&nbsp;2022\u201323&nbsp;is largely resulting from a reprofile of funding from&nbsp;2019\u201320&nbsp;to&nbsp;2021\u201322&nbsp;and&nbsp;2022\u201323&nbsp;to align funding with the delayed projects noted.<\/p>\n\n\n\n<p>Planned spending for&nbsp;2023\u201324&nbsp;shows the ongoing financial authorities after completion of the office expansion project.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\" id=\"18-budgetary-financial-resources-dollars\">Budgetary planning summary for core responsibilities and Internal Services (dollars)<\/h4>\n\n\n\n<p>The following table shows actual, forecast and planned spending for NSIRA\u2019s core responsibility and for Internal Services for the years relevant to the current planning year.<\/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\">2017\u201318 expenditures<\/th>\n\t\t\t<th class=\"active text-center align-top\" scope=\"col\">2018\u201319 expenditures<\/th>\n\t\t\t<th class=\"active text-center align-top\" scope=\"col\">2019\u201320 forecast spending<\/th>\n\t\t\t<th class=\"active text-center align-top\" scope=\"col\">2020\u201321 budgetary spending (as indicated in Main Estimates)<\/th>\n\t\t\t<th class=\"active text-center align-top\" scope=\"col\">2020\u201321 planned spending<\/th>\n\t\t\t<th class=\"active text-center align-top\" scope=\"col\">2021\u201322 planned spending<\/th>\n\t\t\t<th class=\"active text-center align-top\" scope=\"col\">2022\u201323 planned spending<\/th>\n\t\t<\/tr>\n\t<\/thead>\n<tfoot><tr><td colspan=\"8\">*  Because NSIRA was created on July 12, 2019, there is no comparative information to provide for prior years. Numbers for 2019\u201320 are for the reporting period of July 12, 2019 \u2013 March 31, 2020.<\/td><\/tr><\/tfoot>\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>N\/A<\/td>\n\t\t\t<td>3,009,066<\/td>\n\t\t\t<td>6,716,166<\/td>\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<\/tr>\n\t\t<tr>\n\t\t\t<th class=\"active text-center\" scope=\"row\">Subtotal<\/th>\n\t\t\t<td>N\/A<\/td>\n\t\t\t<td>3,009,066<\/td>\n\t\t\t<td>6,716,166<\/td>\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<\/tr>\n\t\t<tr>\n\t\t\t<th class=\"active text-center\" scope=\"row\">Internal Services<\/th>\n\t\t\t<td>N\/A<\/td>\n\t\t\t<td>2,616,241<\/td>\n\t\t\t<td>11,002,675<\/td>\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<\/tr>\n\t\t<tr>\n\t\t\t<th class=\"active text-center\" scope=\"row\">Total<\/th>\n\t\t\t<td>N\/A<\/td>\n\t\t\t<td>5,625,307<\/td>\n\t\t\t<td>17,718,841<\/td>\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<\/tr>\n\t<\/tbody>\n<\/table>\n\n\n\n<h3 class=\"wp-block-heading\" id=\"23-planned-human-resources\">Planned human resources<\/h3>\n\n\n\n<p>The following table shows actual, forecast and planned full-time equivalents (FTEs) for the core responsibility in&nbsp;NSIRA&#8217;s departmental results framework and for Internal Services for the years relevant to the current planning year.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\" id=\"24-human-resources-planning-summary-for-core-responsibilities-and-internal-services\">Human resources planning 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\">2018-19 Actual full-time equivalents<\/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 Forecast 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\">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<tfoot><tr><td colspan=\"7\">*  Because NSIRA was created on July 12, 2019, there is no comparative information to provide for prior years. Numbers for 2019\u201320 are for the reporting period of July 12, 2019 \u2013 March 31, 2020.<\/td><\/tr><\/tfoot>\n\t<tbody>\n\t\t<tr>\n\t\t\t<th class=\"active text-center\" scope=\"row\">Assist the National Security and Intelligence Review Agency<\/th>\n\t\t\t<td>N\/A<\/td>\n\t\t\t<td>17.5<\/td>\n\t\t\t<td>44.1<\/td>\n\t\t\t<td>69.0<\/td>\n\t\t\t<td>69.0<\/td>\n\t\t\t<td>69.0<\/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>N\/A<\/td>\n\t\t\t<td>17.5<\/td>\n\t\t\t<td>44.1<\/td>\n\t\t\t<td>69.0<\/td>\n\t\t\t<td>69.0<\/td>\n\t\t\t<td>69.0<\/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>N\/A<\/td>\n\t\t\t<td>11.2<\/td>\n\t\t\t<td>23.6<\/td>\n\t\t\t<td>31.0<\/td>\n\t\t\t<td>31.0<\/td>\n\t\t\t<td>31.0<\/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>N\/A<\/td>\n\t\t\t<td>28.7<\/td>\n\t\t\t<td>67.7<\/td>\n\t\t\t<td>100.0<\/td>\n\t\t\t<td>100.0<\/td>\n\t\t\t<td>100.0<\/td>\n\t\t<\/tr>\n\t<\/tbody>\n<\/table>\n\n\n\n<p>Over the course of&nbsp;2019\u201320, funding for an additional 26&nbsp;FTEs was received to account for&nbsp;NSIRA&#8217;s expanded mandate. It is expected that&nbsp;NSIRA&nbsp;will be at full capacity by the close of&nbsp;2021\u201322&nbsp;to fulfil its new mandate.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\" id=\"25-estimates-by-vote\">Estimates by vote<\/h3>\n\n\n\n<p>Information on&nbsp;NSIRA&#8217;s organizational appropriations is available in the&nbsp;<a href=\"http:\/\/www.tbs-sct.gc.ca\/hgw-cgf\/finances\/pgs-pdg\/gepme-pdgbpd\/index-eng.asp\">2021\u201322&nbsp;Main Estimates<\/a><a href=\"http:\/\/www.tpsgc-pwgsc.gc.ca\/recgen\/cpc-pac\/index-eng.html\">.<\/a><\/p>\n\n\n\n<h3 class=\"wp-block-heading\" id=\"26-condensed-future-oriented-statement-of-operations\">Condensed future-oriented statement of operations<\/h3>\n\n\n\n<p>The future-oriented condensed statement of operations provides an overview of&nbsp;NSIRA&#8217;s operations for&nbsp;2020\u201321&nbsp;to&nbsp;2021\u201322.<\/p>\n\n\n\n<p>The amounts for forecast and planned results in this statement of operations were prepared on an accrual basis. The amounts for forecast and planned spending presented in other sections of the Departmental Plan were prepared on an expenditure basis. Amounts may therefore differ.<\/p>\n\n\n\n<p>A more detailed future-oriented statement of operations and associated notes, including a reconciliation of the net cost of operations to the requested authorities, are available on&nbsp;NSIRA&#8217;s website.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\" id=\"25-future-oriented-condensed-statement-of-operations-for-the-year-ending-march-31-2022-dollars\">Future-oriented Condensed statement of operations for the year ending March 31, 2022 (dollars)<\/h4>\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\">2020-21 Forecast results<\/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\">Difference (2021-22 planned results minus 2020-21 Forecast results)<\/th>\n<\/tr>\n<\/thead>\n<tbody>\n<tr>\n<th class=\"active text-center\" scope=\"row\">Total expenses<\/th>\n<td>17,695,822<\/td>\n<td>28,235,300<\/td>\n<td>10,539,478<\/td>\n<\/tr>\n<tr>\n<th class=\"active text-center\" scope=\"row\">Total revenues<\/th>\n<td>&#8211;<\/td>\n<td>&#8211;<\/td>\n<td>&#8211;<\/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>17,695,822<\/td>\n<td>28,235,300<\/td>\n<td>10,539,478<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n\n\n\n<p>The difference between the&nbsp;2021\u201322&nbsp;planned results and&nbsp;2020\u201321&nbsp;forecast results is mostly explained by $8.5M of planned accommodation, infrastructure and systems project costs. It is also explained by the increase in personnel to reach&nbsp;NSIRA&#8217;s full capacity of 100&nbsp;FTE&#8217;s by the close of&nbsp;2021\u201322.<\/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, is under development. Additional information on key performance measures will be included in the 2021- 22 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\/dp_21-22_fig02-eng-1024x599.png\" alt=\"\" class=\"wp-image-3678\" width=\"768\" height=\"449\" srcset=\"https:\/\/nsira-ossnr.gc.ca\/wp-content\/uploads\/dp_21-22_fig02-eng-1024x599.png 1024w, https:\/\/nsira-ossnr.gc.ca\/wp-content\/uploads\/dp_21-22_fig02-eng-300x176.png 300w, https:\/\/nsira-ossnr.gc.ca\/wp-content\/uploads\/dp_21-22_fig02-eng-768x449.png 768w, https:\/\/nsira-ossnr.gc.ca\/wp-content\/uploads\/dp_21-22_fig02-eng-18x12.png 18w, https:\/\/nsira-ossnr.gc.ca\/wp-content\/uploads\/dp_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<p>The changeover of the Security Intelligence Review Committee (SIRC) to&nbsp;NSIRA&nbsp;required significant changes to the Departmental Results Framework, expected results and indicators. With&nbsp;NSIRA&#8217;s broader mandate, these changes now provide a framework for measuring and reporting on results achieved starting in&nbsp;2021\u201322&nbsp;and beyond.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\" id=\"31-changes-to-the-approved-reporting-framework-since-2020-21\">Changes to the approved reporting framework since 2020-21<\/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\">Structure<\/th>\n\t\t\t<th class=\"active text-center align-top\" scope=\"col\">2020-21<\/th>\n\t\t\t<th class=\"active text-center align-top\" scope=\"col\">2021-22<\/th>\n\t\t\t<th class=\"active text-center align-top\" scope=\"col\">Change<\/th>\n\t\t\t<th class=\"active text-center align-top\" scope=\"col\">Reason for change<\/th>\n\t\t<\/tr>\n\t<\/thead>\n\t<tbody>\n\t\t<tr>\n\t\t\t<th scope=\"row\" class=\"active text-center\">Total expenses<\/th>\n\t\t\t<td>Investigations of Canadian Security Intelligence Service&#8217;s (CSIS&#8217;s) operational activities<\/td>\n\t\t\t<td>National Security and Intelligence Reviews and Complaints Investigations<\/td>\n\t\t\t<td>New Core responsibility<\/td>\n\t\t\t<td>New Departmental Results Framework<\/td>\n\t\t<\/tr>\n\t\t<tr>\n\t\t\t<th rowspan=\"2\" scope=\"row\" class=\"active text-center\">Programs<\/th>\n\t\t\t<td>Review of CSIS&#8217;s operations<\/td>\n\t\t\t<td rowspan=\"2\">National security and intelligence activity reviews and complaints investigations<\/td>\n\t\t\t<td rowspan=\"2\">New Program<\/td>\n\t\t\t<td rowspan=\"2\">New Departmental Results Framework<\/td>\n\t\t<\/tr>\n\t\t<tr>\n\t\t\t<td>Investigation of complaints against&nbsp;<abbr style=\"border-bottom: none; text-decoration-line: none; text-decoration-style: initial;\" title=\"Canadian Security Intelligence Service\">CSIS<\/abbr><\/td>\n\t\t<\/tr>\n\t<\/tbody>\n<\/table>\n\n\n\n<h3 class=\"wp-block-heading\" id=\"section_5_4\">Supporting information on the program inventory<\/h3>\n\n\n\n<p>Supporting information on planned expenditures, human resources, and results related to NSIRA\u2019s program inventory is available in the&nbsp;<a href=\"https:\/\/www.tbs-sct.gc.ca\/ems-sgd\/edb-bdd\/index-eng.html\" target=\"_blank\" rel=\"noreferrer noopener\">GC InfoBase.<\/a><\/p>\n\n\n\n<h3 class=\"wp-block-heading\" id=\"section_5_5\">Supplementary information tables<\/h3>\n\n\n\n<p>The following supplementary information tables are 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<ul>\n<li>Departmental Sustainable Development Strategy<\/li>\n\n\n\n<li>Gender-based analysis plus<\/li>\n<\/ul>\n\n\n\n<h3 class=\"wp-block-heading\" id=\"section_5_6\">Federal tax expenditures<\/h3>\n\n\n\n<p>NSIRA&#8217;s Departmental Plan does not include information on tax expenditures that relate to its planned results for&nbsp;2021\u201322.<\/p>\n\n\n\n<p>Tax expenditures are the responsibility of the Minister of Finance, and the Department of Finance Canada publishes cost estimates and projections for government-wide tax expenditures each year in the&nbsp;<a href=\"https:\/\/www.canada.ca\/en\/department-finance\/services\/publications\/federal-tax-expenditures.html\">Report on Federal Tax Expenditures<\/a>.<sup><a href=\"https:\/\/www.nsira-ossnr.gc.ca\/html\/2021-2022\/index-eng.html#note11\">[xi]<\/a><\/sup>&nbsp;This report provides detailed information on tax expenditures, including objectives, historical background and references to related federal spending programs, as well as evaluations, research papers and gender-based analysis. The tax measures presented in this report are solely the responsibility of the Minister of Finance.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\" 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; Ottawa, Ontario<br>K1P&nbsp;5W5<\/p>\n\n\n\n<p><strong>Telephone:<\/strong>&nbsp;The phone number is temporarily disabled<br><strong>Fax<\/strong>:&nbsp;613-907-4445<br><strong>Email<\/strong>: <a href=\"mailto:info@nsira-ossnr.gc.ca\">info@nsira-ossnr.gc.ca<\/a><br><strong>Website<\/strong>: <a href=\"http:\/\/www.nsira-ossnr.gc.ca\">www.nsira-ossnr.gc.ca<\/a><\/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":40,"comment_status":"closed","ping_status":"closed","template":"template-nsira-subpages.php","meta":{"inline_featured_image":false},"categories":[8,9,10,42,13,28],"tags":[185],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v20.9 - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>Departmental Plan: 2021-2022 - 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-plan-2021-2022\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Departmental Plan: 2021-2022 - 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