{"id":5373,"date":"2023-03-09T14:54:54","date_gmt":"2023-07-14T18:54:12","guid":{"rendered":"https:\/\/dev.nsira-ossnr.gc.ca\/transparency\/nsira-operational-reports\/departmental-reports\/departmental-plan-2022-2023-2\/"},"modified":"2026-02-02T15:50:28","modified_gmt":"2026-02-02T20:50:28","slug":"departmental-plan-2023-2024","status":"publish","type":"page","link":"https:\/\/nsira-ossnr.gc.ca\/en\/secretariat\/secretariat-operations\/departmental-plan-2023-2024\/","title":{"rendered":"Departmental Plan: 2023-2024"},"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 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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=\"gm2e7d7e6\" class=\"wp-block-gutentor-m4 section-gm2e7d7e6 gutentor-module gutentor-advanced-columns .post-content-extra-width .post-content\"><div class=\"grid-container\"><div class=\"grid-row\">\n<div id=\"col-gm594f0d\" class=\"wp-block-gutentor-m4-col col-gm594f0d gutentor-single-column  grid-lg-3 grid-md-12 grid-12 section-sticky\"><div id=\"section-gm594f0d\" class=\"section-gm594f0d gutentor-col-wrap\">\n<section id=\"835a49\" class=\"wp-block-gutentor-m13 section-835a49 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\">Planned 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\">Future-oriented condensed 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-gm72bf6f\" class=\"wp-block-gutentor-m4-col col-gm72bf6f gutentor-single-column  grid-lg-9 grid-md-12 grid-12 content-body\"><div id=\"section-gm72bf6f\" class=\"section-gm72bf6f 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=\"2023-03-09T14:54:54-05:00\">March 9, 2023<\/time><\/div>\n\n\n<div id=\"gm3d2a326\" class=\"wp-block-gutentor-m1 section-gm3d2a326 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-g6b9142\" class=\"wp-block-gutentor-e2 section-g6b9142 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_23-24_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>It is my pleasure to present the National Security and Intelligence Review Agency (NSIRA) 2023\u201324 Departmental Plan. This report provides an overview of NSIRA\u2019s planned activities, priorities, and targeted outcomes for the 2023\u201324 fiscal year.<\/p>\n\n\n\n<p>Throughout NSIRA\u2019s first three years of operation, we have grown our staff complement, developed expertise in alignment with our broad mandate, and completed numerous high-quality reviews and complaint investigations. NSIRA has also developed and revised the processes that guide work on both aspects of our mandate, with a view to continuously improving the quality of our final products.<\/p>\n\n\n\n<p>In 2023\u201324, we will implement NSIRA\u2019s renewed forward review plan, which will build upon and expand our subject matter expertise with respect to both the core security and intelligence agencies, and those which are newer to review. This includes further developing NSIRA\u2019s capacity to review the technological elements of national security and intelligence activities.<\/p>\n\n\n\n<p>Over the year ahead, NSIRA will establish new service standards for the investigation of complaints, while continuing to apply the existing rules of procedure. This will support timely and efficient investigations and promote access to justice for complainants.<\/p>\n\n\n\n<p>Throughout the upcoming fiscal year, we will continue to focus on maintaining a safe and healthy workplace and prioritizing the well-being of our workforce. We will continue work to establish a permanent second site, place heightened emphasis on post-graduate recruitment, and continue to implement a flexible approach to hybrid work. In doing so, we will continue to advance departmental priorities related to diversity and inclusion, and to implement our agency accessibility plan.<\/p>\n\n\n\n<p>My sincere thanks go to the staff and members of NSIRA, whose commitment and dedication to success will drive our organization forward over the coming year.<\/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, NSIRA will continue its ambitious review agenda. This will include:<\/p>\n\n\n\n<ul>\n<li>mandatory reviews related to the Canadian Security Intelligence Service (CSIS), the Communications Security Establishment (CSE), the&nbsp;<em>Security of Canada Information Disclosure Act<\/em>&nbsp;and Governor in Council directions under the&nbsp;<em>Avoiding Complicity in Mistreatment by Foreign Entities Act<\/em>;<\/li>\n\n\n\n<li>reviews prompted by previous reviews that identified high-risk activities or significant issues that require follow-up;<\/li>\n\n\n\n<li>reviews of activities undertaken under the new authorities granted to government institutions under the&nbsp;<em>National Security Act, 2017<\/em>; and<\/li>\n\n\n\n<li>reviews of activities where technology and the collection of data are central features.<\/li>\n<\/ul>\n\n\n\n<p>NSIRA will also continue to expand its knowledge of departments and agencies not previously subject to expert review, including through the conduct of interagency reviews.<\/p>\n\n\n\n<p>After an extensive consultation exercise with key stakeholders and the development of new rules of procedures in 2021, NSIRA will also focus on implementing its new model for investigating complaints. The agency\u2019s goal is to continue enhancing access to justice for complainants and to ensure that NSIRA investigates complaints in a timely manner.<\/p>\n\n\n\n<p>Employee development, health and well-being continue to be key to the agency\u2019s success. NSIRA\u2019s suite of initiatives to protect the physical and mental health of its employees will rely on up-to-date information from surveys and internal discussion groups. NSIRA will also continue to take action on broad federal public service objectives for pay and employment equity, as well as those relating to diversity, inclusion and accessibility.<\/p>\n\n\n\n<p>For more information on NSIRA\u2019s plans, see the \u201cCore responsibilities: planned results and resources, and key risks\u201d section of this plan.<\/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 information on the department\u2019s 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>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 the Canadian Security Intelligence Service (CSIS) and the Communications Security Establishment (CSE), or the national security activities of the Royal Canadian Mounted Police (RCMP), as well as certain other national security-related 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<h5 class=\"wp-block-heading\" id=\"8-reviews\">Reviews<\/h5>\n\n\n\n<p>In support of this outcome, NSIRA will continue to implement an ambitious review agenda in 2023\u201324. It will review the activities of CSIS and CSE to provide responsible ministers and the Canadian public with an informed assessment of these activities, including their lawfulness, reasonableness and necessity. NSIRA will also build on the knowledge it has acquired of departments and agencies, such as the RCMP, the Canada Border Services Agency, Immigration, Refugees and Citizenship Canada, and the Department of National Defence and Canadian Armed Forces. Using that knowledge, NSIRA will ensure these organizations\u2019 national security or intelligence activities are independently reviewed. NSIRA is committed to transcending the silos that have characterized national security review, and will \u201cfollow the thread\u201d 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 class=\"translation-block\">NSIRA is committed to ensuring its review agenda remains responsive and topical. In 2023\u201324 in order to inform the upcoming review of the&nbsp;<em>National Security Act, 2017<\/em>, NSIRA will focus on the review of activities performed under authorities that were granted by virtue of this legislation. For CSIS, these include the collection and use of datasets, and the implementation of a framework for justifying activities that contravene the law that are carried out by designated employees under specific circumstances in the context of their duties and functions. For CSE, this will include the conduct of active and defensive cyber operations. Other NSIRA reviews that will contribute information in this regard are the annual reviews of the&nbsp;<em>Security of Canada Information Disclosure Act<\/em>, of the Governor in Council directions under the&nbsp;<em>Avoiding Complicity in Mistreatment by Foreign Entities Act<\/em>, and of the use of measures by CSIS to reduce threats to the security of Canada.<\/p>\n\n\n\n<p>NSIRA will continue to expand its knowledge of national security institutions by undertaking reviews in the areas of terrorist financing, foreign interference and cybersecurity. The agency will fully utilize its authorities to follow the thread of information across multiple organizations by undertaking reviews on CSIS-CSE collaboration, and the use of human sources by various departments and agencies.<\/p>\n\n\n\n<p>Finally, NSIRA will focus on select reviews where the review of technology and data flows are central, including the collection and use of open-source intelligence at the Department of National Defence, the lifecycle of information collected under warrant by CSIS, and the retention practices of signals intelligence by CSE. NSIRA will be leveraging both internal and external technology expertise in conducting these reviews.<\/p>\n\n\n\n<h5 class=\"wp-block-heading\" id=\"9-outreach-and-collaboration\">Outreach and collaboration<\/h5>\n\n\n\n<p>NSIRA will engage with community stakeholders to understand their concerns surrounding national security and intelligence activities. NSIRA will also continue to proactively publish unclassified versions of its reports throughout the year, as well as information on its plans and processes. The annual report will continue to summarize NSIRA\u2019s review findings and recommendations in context, situating these elements within a broader discussion of key trends and challenges NSIRA has observed over the year.<\/p>\n\n\n\n<p>In 2023\u201324, NSIRA 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 of Canada. The agency will coordinate its activities to ensure review is efficient and comprehensive, and avoids unnecessary duplication of effort.<\/p>\n\n\n\n<p>NSIRA is also developing close ties to its international equivalents. It will continue its participation in the Five Eyes Intelligence Oversight and Review Council (FIORC) that brings together review agency representatives from Canada, the United States, Australia, New Zealand and the United Kingdom, by hosting this annual conference in 2023. In addition, NSIRA will continue its working-level engagement with FIORC review bodies to discuss topics of common interest, such as the impacts of new technology, the investigation of complaints from the public and access to information in the possession of reviewed departments. NSIRA also intends to build on its recent efforts to foster new collaborative relationships with other international review bodies and civil society outside the Five Eyes.<\/p>\n\n\n\n<h5 class=\"wp-block-heading\" id=\"10-complaints-investigations\">Complaints investigations<\/h5>\n\n\n\n<p>In 2023\u201324, NSIRA will also continue to ensure institutions\u2019 accountability and enhance public confidence by conducting consistent, and timely investigations into complaints related to national security and to denial of security clearances. The independent investigation of complaints plays a critical role in maintaining public confidence in Canada\u2019s national security institutions.<\/p>\n\n\n\n<p>NSIRA will apply its new rules of procedure, which were implemented in 2021, to promote accessibility, timeliness and efficiency in the investigation of complaints. This includes an informal resolution process that has proven successful in resolving complaints that do not need to proceed through the entire investigation process. Finally, NSIRA will establish new service standards for the investigation of complaints.<\/p>\n\n\n\n<h5 class=\"wp-block-heading\" id=\"11-gender-based-analysis-plus\">Gender-based analysis plus<\/h5>\n\n\n\n<p>In 2023\u201324, NSIRA will continue to implement its three-year action plan on human rights, accessibility, employment equity, diversity and inclusion. This plan was put into effect last fiscal year following a maturity assessment of NSIRA\u2019s policies, programs and practices, and following the Call to Action from the Clerk of the Privy Council. It includes, among other things, incorporating a GBA+ lens into the design and implementation of policies and programs.<\/p>\n\n\n\n<p>NSIRA\u2019s renewed forward looking review plan is informed by considerations related to anti-racism, equity and inclusion. These considerations apply to the process of selecting reviews to undertake, as well as to the analysis that takes place within individual reviews. NSIRA reviews routinely take into account the potential for national security or intelligence activities to result in disparate outcomes for various communities and will continue to do so in the year ahead.<\/p>\n\n\n\n<p>In the complaint investigations context, NSIRA will continue to work with the Civilian Review and Complaints Commission (CRCC) to develop strategies for the collection, analysis and use of identity-based data. Following the completion of the first phase of a joint project, focus in the year ahead will be on consultations to determine how the public perceives the collection, analysis and use of identity-based data in relation to the NSIRA and CRCC mandate. This information will enable each agency to determine the best approach to developing and implementing an identity-based data strategy.<\/p>\n\n\n\n<p>In 2023-24, NSIRA will begin to implement its inaugural accessibility plan, which outlines the steps that will be taken to increase accessibility, both within the organization and for Canadians more generally, over the next three years. NSIRA\u2019s Diversity, Inclusion and Employment Equity Advisory Committee will also continue to work with management and staff to build a more equitable, diverse and inclusive workplace and workforce. This will include organizing discussions and learning events with all staff, and providing advice on policy and program design<\/p>\n\n\n\n<h5 class=\"wp-block-heading\" id=\"12-experimentation\">Innovation<\/h5>\n\n\n\n<p>Some high impact innovations have enriched NSIRA\u2019s approach to investigations and reviews in the areas of project architecture, quality assurance and the promotion of timeliness in its investigations. Some examples include a horizontal and tiered Quality Assurance Framework. This framework involves a form of \u2018red teaming\u2019, in which a panel of experts highlights the weaknesses of a project approach at critical junctures, with the goal of heading off problems before they happen This will ensure the review reflects the agency\u2019s standards for independence, consistency, clarity, objectivity, and rigour. NSIRA is also adopting a matrix management approach to assembling review project teams that will ensure internal mobility and the development of horizontal expertise. NSIRA\u2019s overall commitment is to refrain from a static approach to workflow and project management, and to embrace new methodologies and organizational principles when they best promote the production of review reports of exceptional quality.<\/p>\n\n\n\n<h5 class=\"wp-block-heading\" id=\"13-key-risks\">Key risks<\/h5>\n\n\n\n<p>Some high impact innovations have enriched NSIRA\u2019s approach to investigations and reviews in the areas of project architecture, quality assurance and the promotion of timeliness in its investigations. Some examples include a horizontal and tiered Quality Assurance Framework. This framework involves a form of \u2018red teaming\u2019, in which a panel of experts highlights the weaknesses of a project approach at critical junctures, with the goal of heading off problems before they happen This will ensure the review reflects the agency\u2019s standards for independence, consistency, clarity, objectivity, and rigour. NSIRA is also adopting a matrix management approach to assembling review project teams that will ensure internal mobility and the development of horizontal expertise. NSIRA\u2019s overall commitment is to refrain from a static approach to workflow and project management, and to embrace new methodologies and organizational principles when they best promote the production of review reports of exceptional quality.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\" id=\"14-planned-results-for-national-security-and-intelligence-activity-reviews-and-complaints-investigations\">Planned results for National Security and Intelligence Activity Reviews and Complaints Investigations<\/h4>\n\n\n\n<p>The following table shows, for National Security and Intelligence Activity Reviews and Complaints Investigations, the planned results, the result indicators, the targets and the target dates for 2023\u201324, 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\">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\">2019\u201320 actual result<\/th>\n\t\t\t<th class=\"active text-center\" scope=\"col\">2020\u201321 actual result<\/th>\n\t\t\t<th class=\"active text-center\" scope=\"col\">2021\u201322 actual result<\/th>\n\t\t<\/tr>\n\t<\/thead>\n\t<tfoot>\n\t\t<tr>\n\t\t\t<td colspan=\"7\">Note:  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.\n<\/td>\n\t\t<\/tr>\n\t<\/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<\/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>December 2022<\/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>December 2022<\/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>December 2022<\/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>Between 90% and 100%<\/td>\n\t\t\t<td>March 2024<\/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>The financial, human resources and performance information for NSIRA\u2019s program inventory is available on&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<h4 class=\"wp-block-heading\" id=\"11-planned-budgetary-financial-resources-for-assisting-the-national-security-and-intelligence-review-agency\">Planned budgetary spending for National Security and Intelligence Activity Reviews and Complaints Investigations<\/h4>\n\n\n\n<p>The following table shows, for National Security and Intelligence Reviews and Complaints Investigations, budgetary spending for 2023\u201324, as well as planned spending for that year and for each of the next two&nbsp;fiscal years.<\/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\">2023\u201324 budgetary spending (as indicated in Main Estimates)<\/th>\n<th class=\"active text-center\" scope=\"col\">2023\u201324 planned spending<\/th>\n<th class=\"active text-center\" scope=\"col\">2023\u201324 planned spending<\/th>\n<th class=\"active text-center\" scope=\"col\">2024\u201325 planned spending<\/th>\n<\/tr>\n<\/thead>\n<tbody>\n<tr>\n<td>10,807,324<\/td>\n<td>10,807,324<\/td>\n<td>10,807,324<\/td>\n<td>10,806,338<\/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 National Security and Intelligence Activity Reviews and Complaints Investigations<\/h4>\n\n\n\n<p>The following table shows, in full\u2011time equivalents, the human resources the department will need to fulfill this core responsibility for 2023\u201324 and for each of the next two&nbsp;fiscal years.<\/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\">2023\u201324 planned full-time equivalents<\/th>\n<th class=\"active text-center\" scope=\"col\">2024\u201325 planned full-time equivalents<\/th>\n<th class=\"active text-center\" scope=\"col\">2025\u201326 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>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 the services that are provided within a department so that it can meet its corporate obligations and deliver its programs. There are 10&nbsp;categories of internal services:<\/p>\n\n\n\n<ul>\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>In 2023\u201324, NSIRA continue to take steps to ensure resources are deployed in the most effective and efficient manner possible and that its operational and administrative structures, tools and processes continue to enhance its ability to deliver on its priorities.<\/p>\n\n\n\n<p>The tight labour market and the distinctive competencies required for NSIRA\u2019s mandate will continue to shape NSIRA priorities in 2023\u201324, including employee development through seminars and increased participation in national and international forums, the use of internal centres of expertise, and improved leveraging of existing review and investigation information to accelerate and facilitate the acquisition of knowledge. NSIRA will also be able to benefit from recently released external recruitment and internal development programs undertaken within the organization.<\/p>\n\n\n\n<p>The health and well-being of NSIRA employees is key to its success and to its ability to attract and retain talent and for the development of employees\u2019 full potential. To that end, NSIRA has hired a dedicated resource to work with NSIRA\u2019s Champions to accelerate the implementation of its diversity, inclusion, accessibility, mental health and employee development priorities. Using recent survey information and all staff meeting discussions, NSIRA is confident that it will be able to adapt its wellness initiatives to the need of its employees.<\/p>\n\n\n\n<p>Lastly, the continuing impact of COVID-19 on the ability to source goods and services combined with the complexity of some projects has further delayed the completion of NSIRA\u2019s accommodation, infrastructure and systems projects. These enabling investments are now projected to be completed by the end of fiscal year 2023\u201324.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\" id=\"20-planning-for-contracts-awarded-to-indigenous-businesses\">Planning for contracts awarded to Indigenous businesses<\/h4>\n\n\n\n<p>NSIRA is part of the final wave of departments and agencies that are to achieve the mandatory minimum target of contract awards to Indigenous businesses by 2024\u201325. Efforts are already well under way in support of the Government of Canada\u2019s commitment that a mandatory minimum target of 5% of the total value of contracts is awarded to Indigenous businesses annually. NSIRA had planned to have 2% of total contract values awarded to Indigenous business in 2021\u201322 and achieved 3%. Measures undertaken within NSIRA to facilitate the achievement of the mandatory minimum target by 2024\u201325 include a commitment to process an increasing minimum number of contracts in each of the following three fiscal years as set-asides under the Procurement Strategy for Indigenous Business.<\/p>\n\n\n\n<p>The following table shows the percentage of actual, forecasted and planned value for the target.<\/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\">5% reporting field description<\/th>\n<th class=\"active text-center\" scope=\"col\">2021\u201322 actual % achieved<\/th>\n<th class=\"active text-center\" scope=\"col\">2022\u201323 forecasted % target<\/th>\n<th class=\"active text-center\" scope=\"col\">2023\u201324 planned % target<\/th>\n<th class=\"active text-center\" scope=\"col\">2024\u201325 planned % target<\/th>\n<\/tr>\n<\/thead>\n<tbody>\n<tr>\n<td>Total percentage of contracts with Indigenous businesses<\/td>\n<td>3%<\/td>\n<td>2%<\/td>\n<td>3%<\/td>\n<td>5%<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\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<p>The following table shows, for internal services, budgetary spending for 2023\u201324, as well as planned spending for that year and for each of the next two&nbsp;fiscal years.<\/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\">2023\u201324 budgetary spending (as indicated in Main Estimates)<\/th>\n<th class=\"active text-center\" scope=\"col\">2023\u201324 planned spending<\/th>\n<th class=\"active text-center\" scope=\"col\">2024\u201325 planned spending<\/th>\n<th class=\"active text-center\" scope=\"col\">2025\u201326 planned spending<\/th>\n<\/tr>\n<\/thead>\n<tbody>\n<tr>\n<td>12,201,901<\/td>\n<td>12,201,901<\/td>\n<td>7,701,607<\/td>\n<td>7,737,518<\/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<p>The following table shows, in full\u2011time equivalents, the human resources the department will need to carry out its internal services for 2023\u201324 and for each of the next two&nbsp;fiscal years.<\/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\">2023\u201324 planned full-time equivalents<\/th>\n<th class=\"active text-center\" scope=\"col\">2024\u201325 planned full-time equivalents<\/th>\n<th class=\"active text-center\" scope=\"col\">2025\u201326 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<h2 class=\"wp-block-heading\" id=\"19-spending-and-human-resources\">Planned 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&nbsp;fiscal years and compares planned spending for 2023\u201324 with actual spending for the current year and the previous year.<\/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 2020\u201321 to 2025\u201326<\/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=\"1013\" height=\"626\" src=\"\/wp-content\/uploads\/dp_23-24_fig01-eng.png\" alt=\"\" class=\"wp-image-5387\"\/><\/figure>\n\n\n\n<details><summary aria-expanded=\"false\" role=\"button\">Text version of Figure 1<\/summary>\n\n\t<table class=\"table table-striped table-bordered small\">\n\t\t<caption class=\"text-left\"><span><span>Departmental spending trend graph<\/span><\/span><\/caption>\n\t\t<thead>\n\t\t\t<tr>\n\t\t\t\t<th class=\"active text-center\" scope=\"col\">&nbsp;<\/th>\n\t\t\t\t<th class=\"active text-center\" scope=\"col\">2020\u201321<\/th>\n\t\t\t\t<th class=\"active text-center\" scope=\"col\">2021\u201322<\/th>\n\t\t\t\t<th class=\"active text-center\" scope=\"col\">2022\u201323<\/th>\n\t\t\t\t<th class=\"active text-center\" scope=\"col\">2023\u201324<\/th>\n\t\t\t\t<th class=\"active text-center\" scope=\"col\">2024\u201325<\/th>\n\t\t\t\t<th class=\"active text-center\" scope=\"col\">2025\u201326<\/th>\n\t\t\t<\/tr>\n\t\t<\/thead>\n\t\t<tbody>\n\t\t\t<tr>\n\t\t\t\t<th class=\"active text-center\" scope=\"row\">Statutory<\/th>\n\t\t\t\t<td>962,186<\/td>\n\t\t\t\t<td>1,176,321<\/td>\n\t\t\t\t<td>1,360,985<\/td>\n\t\t\t\t<td>1,755,229<\/td>\n\t\t\t\t<td>1,755,229<\/td>\n\t\t\t\t<td>1,756,977<\/td>\n\t\t\t<\/tr>\n\t\t\t<tr>\n\t\t\t\t<th class=\"active text-center\" scope=\"row\">Voted<\/th>\n\t\t\t\t<td>11,289,189<\/td>\n\t\t\t\t<td>16,113,433<\/td>\n\t\t\t\t<td>19,348,025<\/td>\n\t\t\t\t<td>21,253,996<\/td>\n\t\t\t\t<td>16,753,702<\/td>\n\t\t\t\t<td>16,786,929<\/td>\n\t\t\t<\/tr>\n\t\t\t<tr>\n\t\t\t\t<th class=\"active text-center\" scope=\"row\">Total<\/th>\n\t\t\t\t<td>12,251,375<\/td>\n\t\t\t\t<td>17,289.754<\/td>\n\t\t\t\t<td>20,709.010<\/td>\n\t\t\t\t<td>23,009,225<\/td>\n\t\t\t\t<td>18,508,931<\/td>\n\t\t\t\t<td>18,543,906<\/td>\n\t\t\t<\/tr>\n\t\t<\/tbody>\n\t<\/table>\n\t<\/details>\n\n\n\n<p>Fiscal years 2020\u201321 and 2021\u201322 show actual expenditures as reported in the Public Accounts, while 2022\u201323 presents the forecast for the current fiscal year. Fiscal years 2023\u201324 to 2025\u201326 present planned spending.<\/p>\n\n\n\n<p>The 2021\u201322 spending of $17.3 million increased by $5.0 million (41%), compared with 2020\u201321. The increase 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 projects. Forecast spending in 2022\u201323 is higher than 2021\u201322 spending by $3.4&nbsp;million (20%), primarily due to continued growth in personnel and by investments in facilities, infrastructure and systems.<\/p>\n\n\n\n<p>Spending is expected to increase by $2.3 million (11%) in 2023\u201324 compared with 2022\u201323. This planned increase is mainly due to a reprofile of funding to align with the timing of the conduct projects for facilities, infrastructure and systems that had been delayed by the pandemic. Spending is expected to decrease by $4.5 million (20%) in 2024\u201325, mainly due to the expected completion of the office expansion project in 2023\u201324. Spending in 2024\u201325 and 2025\u201326 is expected to remain relatively unchanged.<\/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 information on spending for each of NSIRA\u2019s core responsibilities and for its internal services for 2023\u201324 and other relevant fiscal years.<\/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 align-top\" scope=\"col\">Core responsibilities and Internal Services<\/th>\n\t\t\t<th class=\"active text-center align-top\" scope=\"col\">2020\u201321 actual expenditures<\/th>\n\t\t\t<th class=\"active text-center align-top\" scope=\"col\">2021\u201322 actual expenditures<\/th>\n\t\t\t<th class=\"active text-center align-top\" scope=\"col\">2022\u201323 forecast spending<\/th>\n\t\t\t<th class=\"active text-center align-top\" scope=\"col\">2023\u201324 budgetary spending (as indicated in Main Estimates)<\/th>\n\t\t\t<th class=\"active text-center align-top\" scope=\"col\">2023\u201324 planned spending<\/th>\n\t\t\t<th class=\"active text-center align-top\" scope=\"col\">2024\u201325 planned spending<\/th>\n\t\t\t<th class=\"active text-center align-top\" scope=\"col\">2025\u201326 planned spending<\/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>5,607,796<\/td>\n\t\t\t<td>7,394,642<\/td>\n\t\t\t<td>8,472,193<\/td>\n\t\t\t<td>10,807,324<\/td>\n\t\t\t<td>10,807,324<\/td>\n\t\t\t<td>10,807,324<\/td>\n\t\t\t<td>10,806,388<\/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>5,607,796<\/td>\n\t\t\t<td>7,394,642<\/td>\n\t\t\t<td>8,472,193<\/td>\n\t\t\t<td>10,807,324<\/td>\n\t\t\t<td>10,807,324<\/td>\n\t\t\t<td>10,807,324<\/td>\n\t\t\t<td>10,806,388<\/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>6,643,579<\/td>\n\t\t\t<td>9,895,112<\/td>\n\t\t\t<td>12,236,817<\/td>\n\t\t\t<td>12,201,901<\/td>\n\t\t\t<td>12,201,901<\/td>\n\t\t\t<td>7,701,607<\/td>\n\t\t\t<td>7,737,518<\/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>12,251,375<\/td>\n\t\t\t<td>17,289,754<\/td>\n\t\t\t<td>20,709,010<\/td>\n\t\t\t<td>23,009,225<\/td>\n\t\t\t<td>23,009,225<\/td>\n\t\t\t<td>18,508,931<\/td>\n\t\t\t<td>18,543,906<\/td>\n\t\t<\/tr>\n\t<\/tbody>\n<\/table>\n\n\n\n<p>The table illustrates how NSIRA continues to grow its capacity to deliver its mandate through recruitment and the implementation of several facilities, infrastructure and systems projects. Planned accommodation, infrastructure and systems project costs are expected be reduced significantly by 2024\u201325.<\/p>\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 information on human resources, in full-time equivalents, for each of NSIRA\u2019s core responsibilities and for its internal services for 2023\u201324 and the other relevant years.<\/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\">2020\u201321 Actual full-time equivalents<\/th>\n\t\t\t<th class=\"active text-center align-top\" scope=\"col\">2021\u201322 Actual full-time equivalents<\/th>\n\t\t\t<th class=\"active text-center align-top\" scope=\"col\">2022\u201323 Forecast full-time equivalents<\/th>\n\t\t\t<th class=\"active text-center align-top\" scope=\"col\">2023\u201324 Planned full-time equivalents<\/th>\n\t\t\t<th class=\"active text-center align-top\" scope=\"col\">2024\u201325 Planned full-time equivalents<\/th>\n\t\t\t<th class=\"active text-center align-top\" scope=\"col\">2025\u201326 Planned full-time equivalents<\/th>\n\t\t<\/tr>\n\t<\/thead>\n\t<tbody>\n\t\t<tr>\n\t\t\t<th scope=\"row\">National Security and Intelligence Reviews and Complaints Investigations<\/th>\n\t\t\t<td>17.5<\/td>\n\t\t\t<td>37.8<\/td>\n\t\t\t<td>53.3<\/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>17.5<\/td>\n\t\t\t<td>37.8<\/td>\n\t\t\t<td>53.3<\/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>11.2<\/td>\n\t\t\t<td>21.7<\/td>\n\t\t\t<td>25.9<\/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>28.7<\/td>\n\t\t\t<td>59.5<\/td>\n\t\t\t<td>79.2<\/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>With a tight labour market and the requirement for a significant portion of employees to work primarily from secure office space, recruitment continues to prove challenging. New recruitment and retention programs will help NSIRA in its ongoing efforts to be fully staffed.<\/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 NSIRA\u2019s 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\">2023\u201324 Main Estimates<\/a>.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\" id=\"26-condensed-future-oriented-statement-of-operations\">Future-oriented condensed statement of operations<\/h3>\n\n\n\n<p>The future\u2011oriented condensed statement of operations provides an overview of NSIRA\u2019s operations for 2022\u201323 to 2023\u201324.<\/p>\n\n\n\n<p>The forecast and planned amounts in this statement of operations were prepared on an accrual basis. The forecast and planned amounts 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\u2011oriented statement of operations and associated notes, including a reconciliation of the net cost of operations with the requested authorities, are available on&nbsp;<a href=\"https:\/\/nsira-ossnr.gc.ca\/\">NSIRA\u2019s website<\/a>.<\/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, 2024 (dollars)<\/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\">Financial information<\/th>\n\t\t\t<th class=\"active text-center align-top\" scope=\"col\">2022\u201323 Forecast results<\/th>\n\t\t\t<th class=\"active text-center align-top\" scope=\"col\">2023\u201324 Planned results<\/th>\n\t\t\t<th class=\"active text-center align-top\" scope=\"col\">Difference (2023\u201324 planned results minus 2022\u201323 Forecast results)<\/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\">Total expenses<\/th>\n\t\t\t<td>18,549,572<\/td>\n\t\t\t<td>23,599,775<\/td>\n\t\t\t<td>5,050,203<\/td>\n\t\t<\/tr>\n\t\t<tr>\n\t\t\t<th class=\"active text-center\" scope=\"row\">Total revenues<\/th>\n\t\t\t<td>&#8211;<\/td>\n\t\t\t<td>&#8211;<\/td>\n\t\t\t<td>&#8211;<\/td>\n\t\t<\/tr>\n\t\t<tr>\n\t\t\t<th class=\"active text-center\" scope=\"row\">Net cost of operations before government funding and transfers<\/th>\n\t\t\t<td>18,549,572<\/td>\n\t\t\t<td>23,599,775<\/td>\n\t\t\t<td>5,050,203<\/td>\n\t\t<\/tr>\n\t<\/tbody>\n<\/table>\n\n\n\n<p>The difference between the 2023\u201324 planned results and 2022\u201323 forecast results is mostly explained by delayed planned accommodation, infrastructure and systems project costs.<\/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>Information on NSIRA\u2019s raison d\u2019\u00eatre, mandate and role is available on&nbsp;<a href=\"\/\">NSIRA\u2019s 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=\"\/\">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 approved departmental results framework and program inventory for 2023\u201324 are as follows<\/p>\n\n\n\n<figure class=\"wp-block-image size-full\"><img decoding=\"async\" loading=\"lazy\" width=\"841\" height=\"606\" src=\"\/wp-content\/uploads\/dp_23-24_fig02-eng.png\" alt=\"\" class=\"wp-image-5386\"\/><\/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\" 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 on&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>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\u2019s Departmental Plan does not include information on tax expenditures.<\/p>\n\n\n\n<p class=\"translation-block\">Tax expenditures are the responsibility of the Minister of Finance. The Department of Finance Canada publishes cost estimates and projections for government\u00ad\u2011wide tax expenditures each year in the&nbsp;<a href=\"https:\/\/www.canada.ca\/en\/department-finance\/services\/publications\/federal-tax-expenditures.html\" target=\"_blank\" rel=\"noreferrer noopener\">Report on Federal Tax Expenditures<\/a>. 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 plus.<\/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;The fax number is temporarily disabled.<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":48,"comment_status":"closed","ping_status":"closed","template":"template-nsira-subpages.php","meta":{"inline_featured_image":false},"categories":[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: 2023-2024 - 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-2023-2024\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Departmental Plan: 2023-2024 - 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