activity report_2010.pdf

employees is 36 years and two months. In late 2010, due to staff dynamics and changes in organizational structures, employment in the Service was 82%. During the reference period, a significant increase in the volume of outgoing staff was registered, being mainly a result of reorganization or determined by the Service's needs (influenced by regulatory developments in the field) and following resignations. Reasons for staff leaving the service:  retirement with pension rights - 83.77%;  retirement without pension rights - 14.75%;  transfers to other institutions - 0.49%;  deaths - 0.99%. Staff hiring process was conducted strictly within the limits prescribed by law, to meet the stringent needs of operational areas. A significant role in ensuring an effective human resource management was played by psychological assessment activities conducted both during staff hiring process and periodically, in order to psychologically check and thoroughly test all types of staff within the Service (with applicability in career management and optimization of professional activity). VI.1.2. Training and Professional Development Activities In 2010, the process of redesigning our own education system as part of the reform in the human resource management was carried on. The main steps were aimed at:  connecting the education in the intelligence field to the reform process of the Romanian higher education system, following the re-accreditation procedures of training programs within ANIMV by the Romanian Agency for Quality Assurance in Higher Education;  developing training programs in a unitary manner and defining the objectives and directions of action in training/ improving staff competence on a extended time horizon, so as to ensure an appropriate level of professional proficiency and meet the functional needs of the Service;  improving analysis curriculum within ANIMV, by introducing a new specialization of undergraduate studies - Security Studies and Intelligence - designed for training future intelligence analysis officers, respectively a Master's Degree program -Intelligence Analysis;  developing a postgraduate training course in OSINT;  establishing the National Institute for Intelligence Studies, designed to become a support vector for research and innovation. Officers of the Service participated in training courses organized at different levels:  at the national level, conducted by other security institutions. SRI officers attended training programs organized by educational structures within MApN - Military Technical Academy, National Defense College, National Defense University "Carol I", and the regional Department of Defense Resources Management Studies, Brasov - MAI (for training Schengen trainers) and STS (training on the use of the National System for Single Emergency Call) in order to obtain skills in areas where the Service does not have institutionalized training courses. At the same time, SRI provided specialized training programs organized within its own educational structures, at the request of other institutions in the national security, public order and defense field;  at the international level, conducted by partner services, aimed at acquiring professional skills in managing threats specific to developments and current trends in the international security environment. In 2010, SRI organized: - 29 training programs in cooperation with partner intelligence services; - 4 experience-sharing programs on the optimization procedures used in training and career management. 14 SRI officers also participated in: - traineeships at European institutions (such as the European Defense Agency and the Joint Situation Center - SitCen); - international workshops and conferences under the auspices of the International Organization of the Francophonie, respectively the Partnership for Peace Consortium of Defense Academies and Security Studies Institutes; - professional training and scientific activities specific to information and communication technologies, respectively to the medical field. VI.2. Financial and Logistics Resources Management Through the Integrated Planning System, budget funds allocated to SRI in 2010 were distributed to each tertiary credit ordinator on major, sectoral programs as well as on expenditure categories. Financing of SRI budget expenditure was conducted in compliance with Law on Public Finance, Law on 2010 state budget, the regulations by which it was amended and other laws applicable in the field of national defense, public order and national security Through Law No. 11/2010 on the state budget for 2010, the institution received funds in the amount of 1,264,213 thousand lei. Within the context of measures undertaken by Government to rationalize public resources, through the GO No. 18/2010 on 2010 budget rectification and regulation of financial-fiscal measures, the funds allocated to the institution were reduced by a total of 97,270 thousand lei. Subsequently, through the GEO No. 103/2010 on the 2010 budget rectification, the Service's total budget increased with the amount of 4,857 thousand lei for activities wholly financed from own income. Final budget allocations totaled 1,171,800 thousand lei, the situation by categories of financing sources being represented as follows: 1,162,175 thousand lei from the state budget and 9,625 thousand lei from own income. Through the efficient use of financial resources, in the amount requested and in a timely manner, allocations through the 2010 budget allowed the Service to:  perform specific tasks stipulated by law;  cover all the costs of maintenance and operation of the institution;  achieve the investment and capital repair program, respectively the equipment programs approved by the institution leadership for 2010;  to pay employees' benefits and salary expenses as well as related contributions;  to pay state military retirement benefits and other social security benefits. By types of expenses, final budget allocations were structured as follows:  staff costs: 600,118 thousand lei (51.2134% of the total);  social security: 311,230 thousand lei (26.56% of the total);  goods and services: 138,169 thousand lei (11.7912% of the total);  non-financial assets: 91,660 thousand lei (7.8221% of the total);  transfers between public administration units: 24,534 thousand lei (2.0937% of the total);  projects financed by European post-accession funds: 5,947 thousand lei (0.5075% of the total);  other transfers: 57 thousand lei (0.0049% of the total);  repayment of loans: 46 thousand lei (0.0039%din total);  other expenses: 38 thousand lei (0.0032% of the total);  interest rates: 1,000 lei (0.0001% of the total). In accordance with the principles of the Integrated Planning System, budget execution on major programs was conducted as follows:  information-operations - 283,860.60 thousand lei (24.42% of the final budget allocations), of which payments in the amount of 283,744.90 thousand lei were made;  technical operations - 183,155.31 thousand lei (15.76% of the total), of which payments in the amount of 183,074.48 thousand lei were made;  financial and logistics operations - 467,012.23 thousand lei (40.18% of the total), of which payments in the amount of 466,625.52 thousand lei were made;  administration, analysis, planning, cooperation, security and control -228,146.84 thousand lei (19.63% of the total), of which payments in the amount of 228,120.10 thousand lei were made. The entry into force of Law No. 330/2010 changed the way of structuring salaries, even if the application was made by comparison with the year 2009. The entire wage-setting system was redesigned, payment documents and IT requirements for the correct application of the law being developed. At the same time, meetings with the institutions in the defense, public order and national security field as well as joint meetings with representatives of the Ministry of Finance and the Ministry of Labor, Family and Social Protection were organized. The change of legislation on military pensions, by the adoption of Law No.119/2010 and Government Decision No. 735/2010, imposed their recalculation according to the algorithm provided by Law No. 19/2000, so that payment of the new pension amount should be made starting with January 1st, 2011. The draft budget for 2011 was developed in compliance with the steps provided by the Public Finance Law and the Methodological Norms of the Ministry of Finance, being based on resource needs that contribute to the achievement of goals and specific missions of the Service. 15 CHAPTER VII 2011 PRIORITIES VII.1. Benchmarks of Future Development In order to support an effective response to emerging security challenges, SRI will have to quickly assimilate the realities of the expanding information society. This requires both assessing needs to upgrade IT&C capabilities - a ubiquitous and indispensable reality of social life - and making significant investments in human resources and organizational process in order to adapt activities, processes and intelligence tools to requirements the Service must deal with in the next period. The main directions of action to be integrated into the institution's new strategic vision - SRI in the Information Age - aim to:  further developing and making more flexible operational and analytical capabilities with regard to new security risks;  assimilating technological progress and using IT&C tools as a competitive intelligence advantage;  converting CYBERINT into a center of excellence able to catalyze transformations required at the SRI level and, in perspective, the national security system on this dimension;  adapting the institution to the opportunities and challenges resulting after the use of the Web 2.0 technologies;  investing in the human resources professional development and specialization, while applying flexible career management policies;  adjusting the institutional security to information challenges. Regardless of institutional efforts, providing an effective response to future challenges will not be possible by using normative instruments designed for risks and threats of the past millennium. Moreover, the Service's inner transformation cannot replace the required regulatory developments, the adoption of new national security laws being very important to harmonize this field - also from the legal point of view - with the European and Euro-Atlantic community. VII.2. Objectives for 2011 The Service activity will aim at identifying, monitoring and countering risks and threats to national security, foreshadowed in the 2011 Informative Estimates. The following will be considered with priority:  serious deficiencies in administration or disturbances of justice affecting national security as well as corruption- related manifestations in these areas;  tax evasion and large-scale organized crime activities;  risks to socio-economic stability and regional development as well as in terms of connection and convergence with a number of objectives assumed in the EU context;  social effects of the economic crisis;  ensuring energy security, particularly the issue of alternative hydrocarbon transportation projects;  activities carried out by intelligence services of countries with divergent or competitive interests with the national ones;  cross-border risks, with a focus on manifestations of organized crime groups, CRBN proliferation, severe drug trafficking and illegal migration;  events impacting on constitutional values or citizens' rights and freedoms;  terrorist risks determined by the existence of certain groups or individuals supporting radical/ extremist ideologies in Romania;  emerging threats - special attention will be given to cyberspace, considering SRI's competence as CYBERINT national authority;  effects induced by residual tensions in Romania's proximity areas. To achieve this goal, the 2011 objectives are the following: 1. Strengthening the capacity to identify, interpret and forecast security developments as a tool for effective management of risks and threats to national security. Guidelines: - organizing the Service's operational activity on clearly defined priorities in security projects for efficient use of available resources and capabilities. Priorities: - focusing efforts on identifying cross-sectoral risks of highly complex nature and major impact on national security; - further improving the HUMINT activity; - upgrading cross-sectoral coordination/ cooperation mechanisms for a unitary and flexible approach to the objectives; - expanding horizontal cooperation by assigning and assuming responsibilities to appropriate decision-making levels; - further substantiating the role of intelligence analysis in guiding the operational dimension, developing relationships with customers and, thus, properly supporting the decision-making process. Priorities: - increasing strategic analytical capacity; - better adapting analytical products to the customer's needs; - developing programs on the selection, training and professional development of analysts; - creating and developing IT analytical tools; 16   developing SRI's technological capabilities needed to fulfill its responsibilities. Priorities: - ensuring the technical capabilities necessary to the Service's activities; - rapidly assimilating technological developments and improving the already acquired tools in relation to the set objectives and priorities; - increasing the operational capacity of the CYBERINT National Center;  strengthening capabilities to exploit open sources. Priorities: - developing OSINT cooperation at national level; - participating in national and European OSINT research and development programs; - implementing the OSINT technology platform;  ensuring the security of activity and staff. Priorities: - fully implementing in current activities the new concept of security of headquarters, communications networks, correspondence, staff and operations; - actively contributing to the adoption of a new legal framework on the protection of national and NATO/ EU classified information; - implementing projects of integrated protection of premises; - improving the transport activities and security of classified correspondence. 2. Continuing modernization of organizational management activities. Directions of action:  developing integrated planning tools and mechanisms of institutional  analysis;  allocating material and financial resources available in multi-annual perspective in relation to SRI's objectives and priorities;  increasing human resource management performance by improving the process of selection, training, evaluation and promotion of SRI staff based on the Career Guide. Human resources reform will be one of the outstanding priorities of the next transformation stage, being aimed at: - redesigning and improving the Service's education system; - introducing the institutions of career manager and mentor; - implementing programs dedicated to identifying and developing managerial potential; - providing motivational resources to encourage professional performance; - enforcing an inter-sectoral dynamics, on equivalent levels, of execution and management staff. - improving intra-institutional information flows by continuing efforts to decentralize decision-making and increase digitalization of internal management processes; - improving the mechanism for assistance and legal support of activity; - developing the internal control and audit standards and procedures in accordance with the Service's new policy in the field; - improving the Service's public communication activity; 3. Developing inter-institutional and international cooperation as an important resource for the Service to fulfil its responsibilities in achieving national security. Directions of action:  developing and boosting cooperation with institutions in the defense, public order and national security system. Priorities: - improving the quality and consistency of information exchanges with other institutions; - developing direct communication, on the horizontal level, with similar entities; - boosting cooperation at expert level and organizing joint activities/ missions; - providing mutual support for specific as well as technical assistance and operational support tasks; - implementing solutions for secure electronic communications to increase the efficiency of information exchange;  strengthening external cooperation in accordance with the priorities of the International Cooperation Concept. Priorities: - improving planning and analysis in the international cooperation field based on security developments, strategic priorities and existing opportunities; - increasing SRI's contribution in bilateral and multilateral cooperation formats and better capitalizing on the information resulting from these fo