activity report 2009.pdf

flow towards the media. Our initiatives resulted in the improvement of SRI’s public image and the constant communication with the public contributed to the correct understanding of SRI’s transformation process and the role of our institution in sustaining the development and security of the Romanian state and Romanian society. V.1. The relationship with the civil society and security education Through a balanced presence in the limelight of the public opinion, SRI managed to project a realistic image in the Romanian society. Media appearances by the representatives of the Service and the public communication campaigns were aimed at satisfying the citizens' need to be informed about the activities and concerns of SRI in ensuring our national security. We have also continued the process to promote the security culture to the population, through ongoing or new programmes, aimed at certain socio-professional categories (such as the academia) that have specific expertise useful in achieving Romania's security goals. Public diplomacy activities related to the intelligence field have taken an important place in the Service's PR strategy. The aims of the projects initiated in 2009 were the following:  To promote the educational and career offer within SRI, by developing the relationship with the academia. The Masters' degree academic programme entitled "Intelligence analysis", organised with the partnership of Bucharest University, proved to be a success also in the second year (2009-2010) despite its novelty; according to the number of students, it was among the first academic programmes: 66 graduates in the first year and 67 students registered for 2009-2010. SRI also took part in "job fairs", which confirmed the real interest for a career within the Service.  The consolidation of the Anti-terrorist Brigade brand, both in terms of its employees' public image, and also as a viable career option for youths endowed with the required mental and physical qualities, by promoting the project "The profile of the anti-terrorist fighter, 2010: ten years since the establishment of the Anti-terrorist Brigade”.  Increase of public awareness with regard to critical infrastructures and thus ensuring the more active involvement of citizens in the efforts to protect the systems of critical importance that support a normal social life. Public diplomacy activities have raised a wide-ranging interest of various socio- professional areas. Such events were attended by representatives of public authorities 23 (mainly from the national security system), NGOs, media, academia, business environment representatives, but also local or foreign security experts. These activities were aimed at ensuring the citizens' correct access to information regarding the objectives and the institutional development of our Service through the process of modernisation, but also at building a participative attitude to the efforts of our institution. A significant role in this respect was played by the Security Culture Information Centre. Given the positive results and feedback from the young generation, the Project “Terrorism near us” was continued – the project was launched in Bucharest, in 2005, as part of the “Security Culture” Programme. It was extended at national level and was dedicated to high school and university students, teachers, authorities, local media, as well as to the business community. In 2009 we organised 47 public diplomacy activities in Bucharest and in nine counties, attended by more than 2,200 high school and university students and teachers, as well as 730 representatives of public authorities, business circles, NGOs, retired military personnel associations, independent expert, local and central media. SRI's efforts to ensure effective communication with the citizens and the civil society were well received, more that 60% of the reactions gathered by our Service being favourable. The reactions were related to the members of the Service, the novelty of the projects, the openness towards the civil society, the fact that the youths were among the social categories addressed by the Service in order to create a security culture, or the novelty of institutional transformation policies. V.2. Public and media relations The online environment has been an essential component of the relationship with the citizens. SRI's website has been permanently updated with information regarding the Service's activities, high-level leadership events, as well as articles published in the “Intelligence Magazine” regarding the role of our institution in ensuring national security. Beyond its function to provide information to the citizens, the Internet has been an efficient communications channel; in 2009 we received 2,773 electronic messages, almost by 30% more than in 2008. Given the development of the online world, we have witnessed the decrease of messages received via the traditional communications systems: in 2009 we received only 3,899 petitions (applications, complaints, notices, and reports), compared to 10,463 in 2008. The decrease of petitions written on paper (by 62.73%) and the increase of electronic communications indicate a balance between the dialogue channels employed by the citizens. Moreover, it indicates an increase of knowledge regarding the Service’s real missions and objectives (an important part of the petitions received by our Service in the previous years were not within the remit of our institution). In accordance to the provisions of Law no. 544/2001 on the free access of citizen to information of public interest, 30 petitions were swiftly analysed and solved (the figure is lower than in 2008, when 42 such requests were received). We saw a similar evolution in the number of audiences granted to natural persons (2,680 in 2009, compared to 3,114 in 2008). The main topics approached during the 24 discussions were related to employment conditions, obtaining certain certificates and other rights, notifications, or requests of clearances issued by our institution. V.3. The delivery of the Securitate archives SRI activities in compliance with the Emergency Ordinance no. 24/2008 on the access to the personal file and the disclosure of the Securitate, the Law no. 293/2008, and the decisions taken by the Supreme Council of National Defence were as follows:  Support in solving 529 requests by CNSAS (The National Council for the Study of the Securitate Archives) regarding individuals targeted by the Securiate;  Delivery of microfilms with the Securitate files previously transmitted in their original firm. 6,125 film roles were delivered throughout 2009, plus 29 microfilm copies of 29 files, in order to solve specific requests by CNSAS. Compared to 2008, the delivery of microfilm copies of the Securitate files increased by 670% in terms of files and by 520% in terms of film roles. 25 CHAPTER VI RESOURCE MANAGEMENT VI.1 Management of human resources VI.1.1 HR parameters In agreement with the "Strategic vision 2007-2010", which specifies that 60% of the Service's human resources should be allocated to the operational area, 30% to the administrative area, and 10% to internal security, 2009 was dedicated to the re- evaluation of the organisational structure; within the process of modernisation and transformation, personnel reshuffles were operated in order to reach the envisaged quotas. In terms of the staffing levels, the figures indicate 83% at the end of 2009. Divided into personnel categories, the percentages are as follows:  81% for officers;  84% for warrant officers;  89% for non-commissioned officers;  70% for civilian employees;  89% for volunteer soldiers/corporals/sergeants; In 2009 the new employees came from the following sources:  Graduates from the “Mihai Viteazul” National Intelligence Academy: 17.09%  Graduates from other military educational institutions: 0.23%  Direct employment: 79.12%  Transfers from other military institutions: 2.87%  Recalled to active duty: 0.69% The employment of new personnel was carried out in order to cover certain areas where the overall activity had increased, given the emergence of new threats, which demanded the employment of speakers of rare languages. Similarly, the increase of SRI's remit in IT and communications – as national authority in the field of cyber intelligence and national developer of the Integrated IT System – made it necessary to employ IT specialised personnel. Personnel loss was due to retirement with pension rights (84.28%), retirement without pension rights (13.03%), transfers to other institutions (1.13%) and death (1.56%). In order to ensure the efficient management of human resources, the importance of psychological support has increased throughout all the levels:  Pre - employment stage; psychological evaluation was carried out in accordance with the capabilities and personality traits required for the future position of the candidate;  Obtaining a leadership position, within the process of personnel selection and evaluation;  The regular psychological check-up of all personnel categories, applied also in career management and the optimisation of professional activitiy. The average age of SRI employees at the end of 2009 was 36 years and 3 months (36 years and 5 months for the officers, 35 and 8 months for non-commissioned 26 officers); the gender distribution registered a slight increase of female workers (30.6%, compared to 29% in 2008). VI.1.2. Training and professional development In 2009 our internal educational system was re-conceptualised, starting with the modification and update of the legal framework within which it is carried out. Based on the Government Decision no. 352/2009, we have carried out the necessary steps in order to:  Consolidate SRI's educational and academic programme, by including – in addition to graduate, postgraduate and Master's degree studies – doctoral programmes at the “Mihai Viteazul” National Academy  Create an integrated approach for other training and professional development programmes carried out within the Service's dedicated training centres by coordinating them through the Academy;  Ensure legal recognition of the scientific research carried out in support of our educational programmes; the necessary premises were created for the validation – through nationwide competition – of SRI's scientific research projects. Simultaneously, the necessary steps were carried out in order to reconfirm the accreditation of our educational programmes, in agreement with the standards and indicators specified in the National Qualifications Framework and according to the Bologna standards; the aim was to reconfirm the institutional accreditation of our Academy by the Romanian Agency for Quality Higher Education. The re-conceptualisation of our educational system was carried out by striking the balance between higher education standards and norms and the Service's concrete requirements in terms of training/developing the human resource. Thus, starting from the necessity that the formative gravitate toward the concept of intelligence, the adaptation of the current educational programmes was aimed at:  The reconfiguration of the professional Master's programme to ensure a focus on the applied tradecraft concepts  Designing educational programmes meant to enhance the analytical components of the intelligence activitiy. As in previous years, our officers have taken part in different training programmes organised by:  At national level, by institutions involved in the security system; This particular form of cooperation encompassed areas/fields of work where SRI does not have dedicated educational facilities; thus, our officers participated in courses organised by the Technical Military Academy, The National Defence College, The Directorate of Military Intelligence (courses on SIGINT and electronic warfare), and the Braşov Regional Educational Centre for Defence Resources  At international level, organised by foreign, especially Euro-Atlantic partners The following training activities were organised in 2009:  9 training programmes in cooperation with foreign intelligence services; 27   4 expertise exchange actives, aimed at enhancing SRI's educational component.  Moreover, given the interest of European countries in OSINT exploitation and the advanced capabilities of our Service in this field, specialised SRI officers took part in:  4 training courses organised by the European Defence Agency (EDA)  2 training programmes organised in Brussels within the EU Joint Situation Center/SITCEN, Open Source Information Section (OSIS) - The European Council, and DG Relex/ Crisis Room – The European Commission. VI.2. Management of financial and logistical resources Given that the integrated planning system has been rendered operational completely, the budgetary funds allocated to the Service for 2009 were distributed to each programme director and tertiary authorizing officer for the major programmes, sectoral programmes, and expenditure categories. The implementation of the planned integrated system ensures the correlation of the major programmes and sectoral programmes objectives with the allocated resources and a means to relate to the aim of their missions. The expenditure of the funds allocated to the Service has been carried out in agreement with the Law on public finances, the Law on 2009 state budget, of normative acts of its ratification, and the other normative acts applicable in the field of national defence, public order, and national security. The Service requested 1,741,797,000 lei through the state budget Law no.18/2009 and was granted 1,327,358,000 (76.21% of the estimated requirements). In the context of the Government's measures to rationalize the spending of public resources (the Government Ordinance no. 19/2009, issued in March, and the Government Ordinance no. 34/2209), the budget allocated to our institution was diminished by 63,925,000 lei. The sources of financing for 2009, totalling 1,263,433,000 lei (72.54% of the estimated requirements), were as follows: 1,262,517,000 lei from the state budget and 916,000 from internal income. By adapting our ongoing priorities to the budgetary constraints, the reasonable use of available funds has allowed us to:  Carry out our specific missions stipulated by the law;  Ensure the payment of SRI's personnel;  Cover taxes;  Cover MRO expenses:  Continue major overhaul and investment projects for certain facilities;  Ensure the payment of military pensions and social assistance, including medical assistance. The percentage expenditure of budgetary funds can be structured as follows:  Personnel expenses: 687,597,000 lei (54.42%);  Social assistance: 277,525,000 lei (21.97%);  Non-financial assets: 140,113,000 lei (11.09%);  Goods and services: (10.76%);  Transfers between public administration units: 21,870,000 (1.73%); 28   Interest: 322,000,000 (0.03%);  Credit repayment: 89,000,000 (0.01%);  Other transfers: 14,000 lei (0.001%);  Other expenses: 18,000 lei (0.001%); The implementation of the integrated planning system also shows the budget execution on major programmes:  Intelligence-Operations: 315,481,000 lei (24.97% of the total budget allocated to SRI); 315,389,000 lei were used up until 31.12.2009 (99.76%)  Technical Operations: 226,133,000 lei (17.90%); 465,473,000 lei were used (100.15%)  Administration, analysis, planning, cooperation, security, and control: 257,039,000 lei (20.34%); 255,478,000 lei were used (99.39%) The distribution of funds to the sectoral programmes, corresponding to the main areas of national security, was as follows:  Preventing and countering terrorism (39.76%);  The defence of the Constitution (13.09%)  Economic security (10.07%)  Counter-intelligence (9.76%)  Cross-border threats (7.77%)  Other actives connected to the Intelligence-Operations major programme (19.55%) The budgetary project for 2010 was drafted according to the real needs of our institution and in agreement with the integrated planning system of SRI, taking into account the major programmes, sectoral programmes, and the strategic management expenditures. 29 CHAPTER VII PRIORITIES FOR 2010 If 2009 represented a stage in adapting the institution to the new security challenges, 2010 was the year when the implementation of sectoral strategies was completed. These strategies were initiated at the moment when the Strategic Perspective 2007- 2010 was adopted. Throughout the next time-frame, SRI will create the conditions to introduce new management instruments. The directions for action are engulfed within the integrated approach of the intelligence cycle, structured according to the following four concepts: planning, intelligence gathering, and intelligence delivery to our legal beneficiaries.  Planning Implementing the public policy of our Service will target: - The adequate structuring and the improvement of the planning in order to ensure institutional coherence, proportionality, and operational flexibility within the sectoral programs. - Providing the IT instruments to support management decisions, on all