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Chair’s Message

Photo of Honourable Arthur T. Porter, P.C., M.D.I am pleased to submit the Security Intelligence Review Committee’s (SIRC’s) Report on Plans and Priorities (RPP) for 2011-2012.

For more than a quarter of a century, SIRC has been an integral component of the democratic accountability of the Canadian Security Intelligence Service (CSIS) by ensuring that it acts appropriately, effectively and lawfully in protecting Canada’s national security. As Canada’s national security intelligence service, CSIS has unique powers and responsibilities. It is with a great sense of pride and responsibility that SIRC conducts ongoing, independent reviews of CSIS’s operations and activities.

Both SIRC’s and CSIS’s mandates has remained unchanged since their creation. Nonetheless, in its 2009-2010 Annual Report, SIRC has suggested that it is time for a public discussion on the future role of security intelligence and, as a corollary, the review function in support of that role. SIRC will continue to monitor any developments in Canada’s security intelligence environment to ensure that it is ready to adapt to change and respond to any challenge, as required.

I trust that this year’s RPP will provide readers with further insight into SIRC’s mandate to ensure that CSIS investigates and reports on threats to national security in a manner that respects the rule of law and the rights of Canadians.

______________________________
Honourable Arthur T. Porter, P.C., M.D.
Chair

Section I: Departmental Overview

Raison d’être and Responsibilities

The Canadian Security Intelligence Service (CSIS) performs its duties and functions in accordance with the law, policy and Ministerial direction.

The Security Intelligence Review Committee (SIRC or the Committee) is a small, independent review body that reports to Parliament on the operations of the Canadian Security Intelligence Service (CSIS or the Service). It was established at the same time that CSIS was created in 1984, and derives its powers from the same legislation, the CSIS Act.

Strategic Outcome and Program Activity Architecture (PAA)

The chart below illustrates SIRC’s framework of program activities, which roll up and contribute to progress toward the organization’s Strategic Outcome.

Strategic Outcome and Program Activity Architecture

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Planning Summary

Financial Resources (thousands of dollars)
2011–12 2012–13 2013–14
2,840 2,540 2,540

 

Human Resources (Full-time Equivalent – FTE)
2011–12 2012–13 2013–14
21 21 21

 

Strategic Outcome: The Canadian Security Intelligence Service (CSIS) carries out its mandate to investigate and report on threats to national security in a manner that respects the rule of law and the rights of Canadians.
Performance Indicators Targets
Number of reviews/complaint investigations that assessed whether CSIS activities were appropriate, effective and in compliance with the CSIS Act, Ministerial Direction and operational policy No major incidents of non-compliance by CSIS

 

(thousands of dollars)
Program Activity Forecast Spending 2010–11 Planned Spending Alignment to Government
of Canada Outcomes
2011–12 2012–13 2013–14
Reviews 998 1,162 1,162 1,162 Strong and independent democratic institutions
Complaints 708 890 590 590 Strong and independent democratic institutions
Internal Services 1,081 788 788 788  
Total Planned Spending 2,787 2,840 2,540 2,540  

Contribution of Priorities to Strategic Outcome

Operational Priorities Type Links to Strategic Outcome(s) Description
Continuous improvement for reviews and complaints Ongoing SO 1
  • SIRC’s research methodology is constantly evolving to reflect the increasing complexity of CSIS’s operations.
  • SIRC will continue to rely on thematic reviews in order to maximize its ability to assess a broader range of CSIS activities.
  • SIRC will continue to encourage staff to attend seminars and conferences, as well as provide opportunities for training and professional development.
  • SIRC will continue to strive to ensure that complaints result in a fair and timely resolution.
  • SIRC Members will continue to be offered administrative legal training, to assist them in presiding over a fair hearing in a timely manner.

 

Management Priorities Type Links to Strategic Outcome(s) Description
Improved Corporate Management Ongoing SO 1 SIRC will continue to assess its internal processes and introduce additional internal policies and procedures consistent with its commitment to improving efficiency and implementing modern management practices.

Risk Analysis

The magnitude of change that has taken place in the security and intelligence community over the past ten years, and the pace of those changes, have given rise to many challenges. These have been most visible in the O’Connor, Major and Iacobucci Commissions of Inquiry and the engagement of the courts in national security issues, as expressed in a number of landmark judicial decisions.

 Questions regarding the mandate and performance of Canada’s national security apparatus have been raised in public and parliamentary debates, driven partly by the high-profile judicial inquiries cited above. Calls for taking stock have come from a range of sources, including CSIS itself. SIRC continues to monitor discussion and debate about potential and ongoing Government initiatives that may impact upon the nature and scope of SIRC’s reviews and complaints investigations.

SIRC will also continue to adjust its focus to account for CSIS’s involvement in new operating environments. SIRC’s review function has been adapting to these changes to ensure regular examination of all CSIS operations and activities.

The Federal Court is seized of two judicial review applications, one of which raises SIRC’s jurisdiction to consider the Charter in the course of its investigations. The result of the Federal Court ruling will have a direct impact on the future of complaints investigations by SIRC.

Given its very small staff complement, SIRC remains vulnerable to the loss of corporate memory which could result from even a minor staff turnover. As such, staff retention and cross-training remains a priority. In addition, meeting central agency reporting requirements provides constant challenges to micro-agencies such as SIRC.

Expenditure Profile

Departmental Spending Trend 2007-08 to 2013-14 (thousands of dollars)
Actual Spending Forecast Spending Planned Spending
2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14
2,626 2,399 2,355 2,787 2,840 2,540 2,540

For the 2011-12 fiscal year, SIRC plans to spend $2.84 million to meet the expected results of its program activities and contribute to its strategic outcome. The figure below illustrates SIRC’s spending trend from 2006-07 to 2012-13.

Spending Trends graph

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Two distinct pressures will result in increased spending for SIRC in 2011-12. In addition to commencing the fiscal year with a full complement of staff, SIRC will be engaged with two judicial reviews during the year which will require the organization to retain expert outside counsel.

Estimates by Vote

For information on our organizational votes and/or statutory expenditures, please see the 2011-12 Main Estimates publication. An electronic version of the Main Estimates is available at http://www.tbs-sct.gc.ca/est-pre/2011-2012/me-bpd/info/info-eng.asp.