ARCHIVED - RPP 2007-2008
Public Safety and Emergency Preparedness Canada
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The Honourable Stockwell Day, P.C., M.P.
Minister of Public Safety
SECTION I – OVERVIEW
Minister’s Message
Management Representation Statement
Portfolio Overview
Portfolio Resource Summary
Portfolio of Public Safety
PSEPC Departmental Organizational Structure
Summary Information
Departmental Operating Environment
Strategic Outcome
Resource Summary.
Departmental Priorities by Program Activity
Link to the Government of Canada’s Outcome Areas
SECTION II – ANALYSIS OF PROGRAM ACTIVITIES BY STRATEGIC OUTCOME
Emergency Management and National Security
Policing and Law Enforcement
Community Safety and Partnerships
SECTION III – SUPPLEMENTARY INFORMATION
Departmental Links to the Government of Canada Outcomes
Table 1: Departmental Planned Spending Table and Full-Time Equivalents
Table 2: Voted and Statutory Items Listed in Main Estimates
Table 3: Services Received Without Charge
Table 4: Resource Requirement by Branch
Table 5: Details on Transfer Payments Programs
Table 6: Internal Audits and Evaluations
SECTION IV – MANAGEMENT PRIORITIES
Effective Portfolio Leadership Resulting in Better Cohesion
Improved Stewardship and Accountability
SECTION V – OTHER ITEMS OF INTEREST
Grant and Contribution Programs Administered by PSEPC
Sustainable Development Strategy
Legislation Administered by the Department and Portfolio Agencies
Contacts for Further Information
SECTION I - OVERVIEW
Minister’s Message
The Government of Canada made a commitment to Canadians to keep our country secure and our communities safe. The Public Safety portfolio plays a central role in meeting this obligation to Canadians. As Minister of Public Safety, I am pleased to provide Parliament with this Report on Plans and Priorities for 2007-2008 that describes our efforts to protect Canadian families and build a stronger, safer and better Canada.
Over the past year, the Government of Canada has taken concrete steps to enhance border security by arming border officers and hiring more people so that no officer will be required to work at the border alone.
We have taken a balanced approach to tackling crime by putting more RCMP officers in our communities, providing more resources to our law-enforcement agencies and promoting crime prevention. At the same time, the Government of Canada has been working to improve the effectiveness of our corrections system, heighten emergency preparedness and enhance our national security infrastructure while remaining vigilant to the threat of terrorism.
In the coming year, we will continue to make Canada a safer place for all. We will continue to tackle crime and safeguard our national security from any terrorist threats. We will continue to defend our borders, prepare for emergencies and take steps to reduce gun and other crime. We will build on our relationships with our friends and neighbours to protect our common interests in security and prosperity, and we will do so in a manner that safeguards the open society that Canadians treasure.
The Report on Plans and Priorities of each of the Portfolio Agencies and the Department lay out the full scope of our plans and key activities that we will pursue in the coming months. Over the past year, I have witnessed both the dedication and discipline of the people who work in the Public Safety Portfolio. I am confident that, with these new plans and priorities, such qualities will continue to define our efforts and that substantive progress will be made in fulfilling our collective mandate to make Canada a safer and more secure country.
The Honourable Stockwell Day, P.C., M.P.
Minister of Public Safety
Management Representation Statement
I submit for tabling in Parliament, the 2007-2008 Report on Plans and Priorities (RPP) for Public Safety and Emergency Preparedness Canada (PSEPC).
This document has been prepared based on the reporting principles contained in the Guide for the Preparation of Part III of the 2007-2008 Estimates: Reports on Plans and Priorities and Departmental Performance Reports:
- It adheres to the specific reporting requirements outlined in the Treasury Board Secretariat guidance;
- It is based on the department’s Strategic Outcome and Program Activity Architecture, approved by the Treasury Board;
- It presents consistent, comprehensive, balanced and reliable information;
- It provides a basis of accountability for the results achieved with the resources and authorities entrusted to it; and
- It reports finances based on approved planned spending numbers from the Treasury Board Secretariat in the RPP.
____________________________________________
Suzanne Hurtubise
Deputy Minister of Public Safety
Portfolio Overview
The Public Safety Portfolio is responsible, within the Government of Canada, for public safety, policing and law enforcement, corrections and the conditional release of federal offenders, emergency management, national security, crime prevention and the protection of Canada’s borders.
The Portfolio consists of the Department of Public Safety and Emergency Preparedness Canada and five agencies: the Canada Border Services Agency, the Canadian Security Intelligence Service, the Correctional Service of Canada, the National Parole Board, and the Royal Canadian Mounted Police. The Portfolio also includes three review bodies: the Commission for Public Complaints Against the RCMP, the Office of the Correctional Investigator and the RCMP External Review Committee.
Combined, these organizations have over 52,000 employees and a total annual budget of more than $6 billion. Each agency, with the exception of CSIS, prepares an individual Report on Plans and Priorities. Owing to national security concerns, CSIS does not publicly report on its plans and priorities. The Reports of all Portfolio Agencies can be found on each organization’s website.
The Department, Portfolio agencies and review bodies contribute individually and collectively to the public safety agenda outlined in the 2007-2008 RPP.
- The Department provides strategic policy advice to the Minister in areas such as national security, emergency management, border security, policing, and national law enforcement. It also delivers a broad range of national emergency preparedness, critical infrastructure protection and community safety programs. Additionally, the Department supports the Minister in all aspects of his mandate, providing national public safety leadership and strategic direction to Portfolio Agencies, while respecting the separate accountability of each agency head. Also situated within the Department is the Office of the Inspector General of CSIS, which does internal audits of CSIS’s compliance with the law, Ministerial direction and operational policy. www.ps-sp.gc.ca
- The Canada Border Services Agency (CBSA) provides integrated border services that balance security with facilitation of legitimate travel and trade. It is responsible for: administering legislation that governs the admissibility of people and goods into and out of Canada; detaining and removing those people who may pose a threat to Canada, including those involved in war crimes or crimes against humanity; promoting Canadian business and economic benefits by administering trade legislation and agreements, including collecting any applicable duties and taxes and applying trade remedies that help protect Canadian industry. www.cbsa-asfc.gc.ca
- The Canadian Security Intelligence Service (CSIS) plays a leading role in protecting the national security interests of Canada by investigating and reporting on threats to the security of Canada. Guided by the rule of law and the protection of human rights, CSIS works within Canada’s integrated national security framework to provide advice to the Government of Canada on these threats. www.csis-scrs.gc.ca
- The Correctional Service of Canada (CSC) contributes to public safety by administering court-imposed sentences for offenders sentenced to two years or more.This involves managing institutions (penitentiaries) of various security levels and supervising offenders on different forms of conditional release, while assisting them to become law-abiding citizens. CSC also administers post-sentence supervision of offenders with Long Term Supervision Orders (LTSOs) for up to 10 years. www.csc-scc.gc.ca
- The National Parole Board (NPB) is an independent, quasi-judicial, decision-making body that has exclusive jurisdiction and absolute discretion to grant, deny, cancel, terminate or revoke parole. The Board’s mission is to contribute to the protection of society by facilitating the timely reintegration of offenders into society as law-abiding citizens. The Board also makes conditional release decisions for offenders in provincial institutions for provinces without their own parole board. www.npb-cnlc.gc.ca
- The Royal Canadian Mounted Police (RCMP) enforces Canadian federal laws, prevents crime and maintains peace, order and security. This includes the following responsibilities: to prevent, deter and disrupt threats to national security; to prevent, detect and investigate offences against federal statutes; to maintain law and order and prevent, detect and investigate crime in provinces, territories and municipalities where the RCMP has a policing contract; to provide investigative and protective services to other federal departments and agencies; to reduce gun violence; and, to provide Canadian and international law enforcement agencies with specialized police training and research, forensic laboratory services, identification services and informatics technology. www.rcmp-grc.gc.ca
- The Commission for Public Complaints against the RCMP (CPC) receives and reviews public complaints regarding the conduct of members of the RCMP in an open, independent and objective manner. The Commission informs the public of its mandate and services, reviews and investigates complaints concerning the conduct of RCMP members, holds public hearings, prepares reports (including findings and recommendations), and conducts research and policy development to improve the public complaints process. www.cpc-cpp.gc.ca
- The Office of the Correctional Investigator (OCI) is mandated by legislation to act as the Ombudsman for federal corrections. Its main function is to conduct independent, thorough and timely investigations regarding decisions, recommendations, acts or omissions of the Correctional Service of Canada (CSC) that affect offenders, either individually or as a group. It may initiate an investigation upon receipt of a complaint by or on behalf of an offender, at the request of the Minister of Public Safety, or on its own initiative. www.oci-bec.gc.ca
- The RCMP External Review Committee (RCMP ERC) is an independent and impartial agency that aims to promote fair and equitable labour relations within the RCMP in accordance with applicable principles of law. To this end the Committee conducts an independent review of appeals in disciplinary, discharge and demotion matters, as well as certain categories of grievances, in accordance with the RCMP Act. www.erc-cee.gc.ca
Portfolio Resource Summary
2007-2008 to 2009-2010
|
($ millions) |
|||
|
Planned Spending |
Planned |
Planned Spending |
|
|
Royal Canadian Mounted Police |
2,572.6 |
2,493.5 |
2,508.2 |
|
Correctional Services Canada |
1,888.0 |
1,904.2 |
1,938.9 |
|
Canada Border Services Agency |
1,443.5 |
1,485.9 |
1,454.1 |
|
Canadian Security and Intelligence Service |
346.5 |
352.9 |
349.2 |
|
Public Safety & Emergency Preparedness Canada |
458.3 |
292.6 |
293.0 |
|
National Parole Board |
45.3 |
45.4 |
45.3 |
|
Commission for Public Complaints Against the |
5.6 |
5.1 |
5.1 |
|
Office of Correctional Investigator |
3.1 |
3.1 |
3.1 |
|
RCMP External Review Committee |
1.2 |
1.2 |
1.1 |
|
TOTAL |
6,764.1 |
6,583.9 |
6,598.0 |
Portfolio of Public Safety
PSEPC Departmental Organizational Structure
Summary Information
Public Safety and Emergency Preparedness Canada provides policy advice and support to the Minister of Public Safety on issues related to public safety, including national security and emergency management, policing and law enforcement, interoperability and information-sharing, border management, corrections and conditional release, Aboriginal policing and crime prevention. The Department also plays a key role in encouraging cohesion, integration and information-sharing across the Portfolio; providing the Minister with timely and comprehensive advice on policy, programming and legislative priorities; and assessing as well as responding to public safety threats in a way that reflects Canadian values and maintains the integrity of the criminal justice and national security systems. This leadership role is integral to the provision of sound policy advice supporting informed decision-making.
The Department advises, supports and assists the Minister in his responsibilities as they relate to:
- Exercising his function as the lead cabinet minister for public safety;
- Co-ordinating activities and providing effective strategic direction to Portfolio agencies;
- Developing policies, programs and procedures to protect Canada’s national security and capacity to prevent, prepare for, respond to and recover from natural and human-made disasters;
- Providing advice related to emerging developments in national security matters and their impact on Canada’s diverse and pluralistic society through, in part, the Cross-Cultural Roundtable on Security;
- Exercising his national leadership role in policing, law enforcement, and strategies to combat priority aspects of criminal activity, such as organized crime and drugs;
- Leading the integration and interoperability of public safety and security agencies to facilitate information-sharing across Canadian jurisdictions and organizations;
- Implementing the First Nations Policing Policy through the negotiation, administration, maintenance and monitoring of tripartite policing agreements with provincial, territorial and First Nations governments; and
- Administering the National Crime Prevention Strategy to enable communities to develop local solutions to crime and victimization.
Departmental Operating Environment
The Minister, the Portfolio Heads and the Department all work to address ongoing and emerging issues that, due to the complexity of their scope and reach, continue to impact Canadian public safety and national security objectives within Canada and the international realm. This, coupled with the realities of globalization, requires flexibility and creativity in dealing with new and emerging threats. For example, issues of local proportion, when fuelled by instant and limitless information networks via the Internet, can quickly escalate to regional, national or international proportions. As a result, effective strategies depend on the timely identification and engagement of an increasingly broad and diverse community of stakeholders, the sharing of quality information and the analysis of a wide-range of policy-related issues.
The past several years have also seen an increase in natural and human-made emergencies that, if not managed
successfully, have the ability to profoundly impact the health, public safety and economic well-being of
Canadians. Events, such as the June 2006 arrests in the Greater Toronto Area of alleged terrorists, the 2003 SARS
outbreak, and the continuing global spread of Avian influenza, remind us that there are persistent and credible threats
to the safety and health of Canadians. These threats reinforce the reality that public safety is a shared
responsibility and create new pressures for federal public policy focus and action.
All Canadians continue to have high expectations regarding the successful delivery of public safety programs and the
degree to which various levels of government work together to accomplish this. The capacity to respond effectively to
public safety and security threats and to deal with related public policy issues continues to be a measure of how
effectively the Portfolio is able to function in an integrated, coherent and cohesive manner, both within the federal
arena and while interacting with federal/provincial/territorial and international partners.
|
Enhancing public safety, security and emergency preparedness
of |
Consistent with the Government’s priority of protecting Canadian families and communities by strengthening the criminal justice system, the Department’s Strategic Outcome reflects our key role of providing effective leadership across both the Department and Portfolio agencies.
The principles that guide the Department in achieving this Strategic Outcome are:
- Effective engagement, collaboration and communications with Portfolio agencies, departments and agencies at all levels of government as well as external stakeholders;
- Effective planning and priority setting; and
- Portfolio-wide cohesion and integration.
Financial Resources ($000’s)
|
2007-2008 |
2008-2009 |
2009-2010 |
|
458,275 |
292,602 |
292,982 |
Human Resources (FTE)
|
2007-2008 |
2008-2009 |
2009-2010 |
|
995 |
920 |
910 |
Departmental Priorities by Program Activity
For the 2007-2008 planning period, the achievement of the PSEPC Strategic Outcome is advanced through three program and two management priorities. The planned spending allocated to each Program Activity in the table below includes resources to support the management activities of the Corporate Management, Strategic Policy and Communications Branches.
|
Planned Spending ($000's) |
Contributing to the following priority |
Type of Priority |
|||
|
2007-2008 |
2008-2009 |
2009-2010 |
|||
|
Strategic Outcome: Enhancing public safety, security and emergency preparedness of Canadians in an open society. |
|||||
|
Emergency Management & National Security |
232,183 |
101,292 |
101,663 |
Protecting the Security of Canada and Canadians |
Ongoing |
|
Policing and Law Enforcement |
36,946 |
23,483 |
23,459 |
Fighting serious and Organized Crime |
Ongoing |
|
Community Safety and Partnerships |
189,146 |
167,827 |
167,860 |
Enhancing community safety and security |
Ongoing |
The Department’s priorities directly contribute to the achievement of its strategic outcome of enhancing the public safety, security and emergency preparedness of Canadians in an open society and the Government’s commitment to produce safe and secure communities.
Collectively, the priorities and related plans and initiatives articulated in this Report provide a foundation to help produce safe and secure communities. This section of the Report presents each priority’s operating environment, expected results and related key initiatives. Expanded detail on program and management priorities can be found in Sections II and IV, respectively, of this Report.
Program Priorities
Protecting the Security of Canada and Canadians
Operating Environment
Within Canada, the private sector owns and operates 80% of Canada’s critical infrastructure, which underscores the need for effective relationships between the federal government and the private sector. This type of relationship is also required between all levels of Government and organizations involved in preventing and effectively responding to threats to Canadian security. Increased urbanization, climate change, disease mutations and terrorism, coupled with the steady flow of people and trade across borders, contribute to a heightened risk environment in Canada.
The Department continues to strengthen an all-hazards emergency management system to mitigate security threats and risks from natural and other hazards to help protect Canadians. Our goal is to consolidate our efforts to more effectively and efficiently address an entire range of emergencies that are becoming increasingly difficult to predict.
Most emergencies in this country are responded to and effectively handled by local municipal authorities, who often turn to provinces and territories for additional support. In turn, Provinces and territories may request support from the federal government. Requests for assistance can range from relatively simple appeals for access to regional federal assets, to complex responses involving the highest offices of government and millions of dollars in recovery assistance. The Department maintains a high state of readiness to respond to any number or type of requests for assistance, including national security matters, and must manage its financial and human resources accordingly.
An all-hazards approach is meant to save lives, preserve the environment, protect property and secure economic prosperity. As a means to fully implement this approach, the foundation of emergency management and national security is built upon four pillars: prevention/mitigation, preparedness, response and recovery. Since the terrorist attacks of September 11, 2001, the federal government has focused on the emergency response pillar as the key priority. Enhanced strategic investments in the other pillars, notably prevention/mitigation, help to maintain Canada’s emergency management system and its capacity to meet the demands of an uncertain future.
|
Priority |
Expected Result |
Key Initiatives |
Page |
|
Protecting the security of Canada and Canadians |
Programs and policies that help protect and mitigate threats to Canada and Canadians. |
|
23 |
|
Portfolio Partners: RCMP, CBSA, CSIS |
|||
Fighting Serious and Organized Crime
Operating Environment
The operating environment of both the Portfolio and the Department is complex and multi-dimensional. At the
local level, violence committed by street gangs in our urban centres has shocked Canadians and brought further
attention to the use of illegal firearms in acts of violence. The continued increase in the number of indoor
marijuana-grow operations and clandestine crystal methamphetamine labs – largely operated by gangs and organized
crime groups – illustrates a problem that is affecting communities across the country. Due to the
increasing sophistication of criminal activities, the means used by our police and intelligence agencies to combat
organized crime need to keep pace.
The increasingly transnational nature of serious and organized crime presents special challenges to the management of
our air, land and maritime borders. Close working relationships with partners in the U.S. are vital to our
efforts to combat serious, organized and transnational crime, including terrorist activity. Trilateral relations
between Canada, the U.S. and Mexico increasingly focus on both the need for cross-border access in a world of
globalization and the institution of national security measures to protect the borders from illegal activity and
potential public safety threats. The Security and Prosperity Partnership (SPP) between these parties is a key
element of border security and a number of SPP priorities focus on improved law enforcement cooperation, border
security, as well as emergency management.
The current environment of public safety information-sharing places significant emphasis on the development of accountable, effective and fully integrated public safety measures, and on safeguarding the privacy rights of Canadians. This includes recognition of the legitimate operational need for public safety information-sharing across the entire federal government and between national and international jurisdictions.
|
Priority |
Expected Result |
Key Initiatives |
Page |
|
Fighting serious and organized crime |
Enhanced capabilities to combat serious and organized crime. |
|
31 |
|
Portfolio Partners: RCMP, CBSA, CSC, CSIS |
|||
Enhancing Community Safety and Security
Operating Environment
The Department supports activities contributing to the enhancement of community safety and security. Further improvements to public safety in Canadian communities are planned.
Departmental priorities in this area are based on government direction and responding to community needs. Activities are managed in partnership with provinces, territories, municipalities, First Nations and non-governmental organizations dedicated to public safety. Priorities and activities are further defined by crime trends, known crime risk factors and knowledge of effective practices in crime prevention, Aboriginal policing and corrections.
Through a targeted approach, the Department focuses on priority crime issues to respond to local concerns and preoccupations and to enhance the safety of Canadian communities. Concurrently, it must be recognized that crime issues are not necessarily unique to a particular community and that the dissemination of knowledge regarding crime prevention best practices, Aboriginal policing and corrections is crucial to the continuous improvement of intervention.
Within Canada, priority crime issues differ in nature and severity between regions and cities, as well as population groups. Remaining flexible to meet local needs, while keeping a focus on established priorities is a continuing challenge. In the coming two years, several social and demographic factors will impact the priorities and activities of the Department. Phenomena such as the growing divide between the young and old, the emergence of youth gangs and the aging of the Canadian population pose community safety challenges that will require adapted responses. Challenges generated by changing demographics, the internationalization of crime, changes in offender profile, as well as the relative youth and socio-economic disadvantage of Aboriginal communities, will also require special attention.
|
Priority |
Expected Result |
Key Initiatives |
Page |
|
Enhancing community safety and security |
Reduced crime and increased personal safety. |
|
35 |
|
Portfolio Partners: RCMP, CBSA, CSIS, CSC, NPB |
|||
Management Priorities
Management priorities are key to the advancement of the three program priorities—internally in the Department and across the Portfolio.
Effective Portfolio Leadership Resulting in Better Cohesion
Operating Environment
The Department requires a dedicated and sustained effort to go beyond the delivery of policy and planning coordination to provide value-added strategic analysis and advice to the Minister on all Portfolio activities and to build the necessary relationships that serve to enhance Portfolio effectiveness.
As a strategic organization, the Department can contribute to cohesion and Portfolio integration through effective support to the Minister and Agency Heads. It can build support for dialogue with external and governmental stakeholders, and increase the sharing of accurate information. This action will improve decision-making and contribute to increasing the safety and security of Canadians.
The evolution of functions in the public safety sector – initiated with the establishment of the Department in 2003 – is continuing. The pace and success of this transformation is linked to the strengthening of human resource capacity at all levels in the department.
|
Priority |
Expected Result |
Key Initiatives |
Page |
|
Effective Portfolio leadership resulting in better cohesion through coordinated strategic direction, policy and communications |
Effective Departmental and Portfolio policies. |
|
47 |
Improved Stewardship and Accountability
Operating Environment
Public Safety and Emergency Preparedness Canada was created in December 2003 by bringing together the former Department of the Solicitor General, the former Office of Critical Infrastructure Protection and Emergency Preparedness of the Department of National Defence and the National Crime Prevention Centre of the Department of Justice. Although each of the three founding organizations immediately reported to the newly appointed Deputy Minister, the originating departments of the founding organizations continued to provide basic corporate services, such as financial and human resources services, until April 1, 2004.
At that time, the Department of the Solicitor General was the only organization to transfer corporate infrastructure resources to the Department and these were only sufficient to support its then organization of approximately 300 FTE’s. With the amalgamation of the other two entities and the growth in the Department since 2004-2005, the Department has more than tripled the workforce it supports without any significant investment in its corporate infrastructure. The combination of an increase in size and complexity, an expanded departmental mandate, and recent government-wide initiatives have had a significant impact on the various Corporate Services functions required to support the Department’s operations.
|
Priority |
Expected Result |
Key Initiatives |
|
Improved stewardship and accountability:
|
Improved decision-making through integrated business planning. |
|
|
Sound management practices implemented and understood, increased transparency and accountability with regard to the use of departmental resources. |
|
Link to the Government of Canada’s Outcome Areas
Public Safety and Emergency Preparedness Canada contributes to Government of Canada priorities, as reported annually in Canada’s Performance Report. The Department’s strategic outcome of enhancing the public safety, security and emergency preparedness of Canadians in an open society is directly linked to the government-wide outcome of promoting safe and secure communities, an essential element in supporting Canada’s social foundations. In addition, the Department also contributes to a safe and secure world though international cooperation and to a strong and mutually beneficial North American Partnership through the Security and Prosperity Partnership.
SECTION II – ANALYSIS OF PROGRAM ACTIVITIES BY STRATEGIC OUTCOME
The Department has a single Strategic Outcome and three Program Activities. This Section presents the following information for each Program Activity: priority, resources, context, key initiatives and ongoing activities. The key initiatives and ongoing activities are described in more detail with associated expected results and performance/progress indicators.
Emergency Management and National Security
The departmental priority for Emergency Management and National Security is to protect the security of Canada and Canadians. The following chart provides a summary of the key initiatives for this Program Activity. The details of each initiative follow.
|
Program Activity |
Priority |
Expected Result |
Key Initiatives |
|
Emergency Management and National Security |
Protecting the security of Canada and Canadians |
Programs and policies that help protect and mitigate threats to Canada and Canadians |
|
Financial Resources ($000’s):
|
2007-2008 |
2008-2009 |
2009-2010 |
|
232,183 |
101,292 |
101,663 |
Human Resources (FTE):
|
2007-2008 |
2008-2009 |
2009-2010 |
|
580 |
600 |
590 |
Context
A comprehensive emergency management and national security foundation, supporting the effective and efficient delivery of an all-hazards response system in the face of an unpredictable environment, remains a Canadian necessity. The well-being, both social and economic, of individuals and businesses, depends on the ability of governments to respond to emergencies, address threats to the security of Canada in a timely and efficient manner, and to conduct mitigation, preparedness and recovery activities to alleviate risks and minimize consequences.
The passage of the proposed Emergency Management Act (replacing the Emergency Preparedness Act) would provide enhanced Ministerial powers and clarify the roles and responsibilities of the Government in emergencies. National disaster mitigation measures are also under development to assist in reducing the loss of life and property in the event of floods, wildfires or other natural hazards. The Government Operations Centre continues to upgrade and enhance its capabilities to provide ongoing monitoring of public safety and security incidents and maintains a high readiness to take action as required. Measures such as national exercises, plans, accredited course curricula and targeted science and technology help improve emergency preparedness. National security arrangements will continue to be examined and adapted to meet the evolving challenges posed by terrorism and other threats to national security and to support coordinated action by departments and agencies, both at home, and abroad in concert with our allies.
Key Initiative - Strengthen Emergency Management Capacity, Critical Infrastructure Protection, and Federal Emergency Response Capacity
Federal Emergency Response Plan (FERP)
The Department will implement the FERP, the federal government’s all-hazards approach to emergency response. Successful implementation, however, depends on effective relations with other federal government departments and agencies to leverage expertise and maintain coherence among existing response plans. This successful implementation also depends on learning plans and a recruitment strategy to develop surge capacity for the Government Operations Centre and PSEPC’s regional offices, as well as a series of exercises to test the effectiveness of our response to emergencies (including those affecting urban transit systems and facilities).
|
Expected Results: |
Performance/Progress Indicators: |
|
|
Passage of the Emergency Management Act
This legislation would enhance jurisdictional support for a number of on-going measures on emergency management, including the implementation of a national public alerting system to promote threat awareness and prescribe actions; a stakeholder engagement strategy on emergency management within the voluntary sector and first responders; the analysis and evaluation of federal emergency management plans; and science and technology solutions for public safety issues.
|
Expected Results: |
Performance/Progress Indicators: |
|
|
Critical Infrastructure Protection
The Department will develop and implement a national approach to critical infrastructure protection to monitor the
nature and extent of threats or risks to critical infrastructure assets.
The approach will also promote more effective information-sharing between public and private operators.
|
Expected Result: |
Performance/Progress Indicator: |
|
|
Since PSEPC is still developing its performance measurement strategy (as part of Key Initiative 2 of the second management priority), this Report on Plans and Priorities includes some “performance” (effectiveness/impact) indicators as well some “progress” indicators (that express a critical milestone toward the achievement of an expected result).
National Pandemic Plan
In cooperation with Health Canada, the Public Health Agency of Canada and the Canadian Food Inspection Agency, the Department will develop a national Avian and pandemic influenza plan. This plan will, in consultation with the provinces and territories, help lessen the potential harm of a pandemic outbreak.
|
Expected Results: |
Performance/Progress Indicators: |
|
|
Cyber Security
Cyber security is a growing problem for governments, industry, small business and individual consumers. The Canadian economy, governmental institutions and society as a whole have become ‘cyber dependent’. This is a particular challenge in the six critical infrastructure sectors (e.g. finance, communications and information technology, energy, transportation and governments), given their interdependencies and reliance on information technology. A lack of awareness, indeed a sense of complacency, has developed in many quarters as the nature of cyber attacks has evolved; the visible problem of viruses shutting down whole computer systems simply for the notoriety of the hacker has given way to more sophisticated, but less visible, targeted attacks motivated by financial gain. Identity theft, fraud, and extortion have increased as organized crime has become involved. Cyber-based espionage is also a growing problem.
In 2007-2008, the Department will work on a strategy with Portfolio partners (CSIS, RCMP) and other departments and agencies (e.g. CSE, Industry Canada) to improve cyber security in Canada by building awareness and improving the sharing of information on threats, vulnerabilities and any mitigation to address issues of concern within the Critical Infrastructure (CI) sectors, the economy as a whole and by individual consumers.
|
Expected Results: |
Performance/Progress Indicators: |
|
|
Key Initiative – Review and Improve National Security Policies
- Assess the national security policy framework, with particular focus on legislative and/or administrative arrangements, to address the threats faced by Canada and to support government priorities;
- Explore the modernization of Canada’s legislative framework to maintain the ability of law enforcement and national security agencies to lawfully investigate serious and organized crime and terrorism in light of new communications technologies;
- Support the Parliamentary review of the Anti-Terrorism Act; and
- Develop a coordinated approach for engaging a broad cross-section of Canadian society in understanding and addressing threats to the safety and security of Canada.
|
Expected Result: |
Performance/Progress Indicator: |
|
|
Key Initiative – Coordinate the Security Agenda of the Security and Prosperity Partnership of North America
Since 9/11, Canada and the United States have jointly reinvented border security. Engagement through the Canada-U.S. Smart Borders agenda, and more recently the Security, Prosperity and Partnership agenda, has upheld Canada’s reputation as a reliable security partner by emphasizing a cooperative and shared risk management approach to border security. This joint model has been used to tighten security cooperation while improving the integrity of the movement of goods and people across our shared border.
A series of recent U.S. border control actions outside a shared border management framework (e.g. the Western Hemisphere Travel Initiative, the application of border inspection fees, increased security requirements for persons, higher rates of physical inspections of carriers and cargo, and the Secure Border Initiative) have had the cumulative effect of ‘thickening’ the land border, making crossings potentially more difficult, costly and unpredictable.
It is in the interest of both Canada and the U.S. to maintain a smart and secure border to more fully realize the benefits of NAFTA and an integrated economy and to minimize threats to Canadian security. This necessitates a comprehensive approach to Canada-U.S. border management pursued, in part, through the Security and Prosperity Partnership of North America.
On behalf of the Government of Canada, PSEPC leads the planning and coordination of the security agenda of the Security and Prosperity Partnership. Ministers responsible for the SPP met in Ottawa in late February 2007 to plan for the North American Leaders Summit, which the Prime Minister is expected to host in 2007. The Department will continue to work interdepartmentally to identify SPP strategic priority initiatives to make the border smarter and more secure.
|
Expected Result: |
Performance/Progress Indicator: |
|
|
Key Initiative - Provide Interdepartmental Leadership to Develop, Negotiate and Implement Improved Canada-United States Emergency and Security Border Management
The Department will coordinate Canada’s participation in October 2007 in TOPOFF 4, a U.S. congressionally-mandated exercise developed and delivered by the Department of Homeland Security to address emergencies and respond to cross-border incidents. Activities will include working within the Interdepartmental Exercise Coordination Committee to identify the objectives, participation levels and parameters surrounding Canada’s involvement in the exercise.
|
Expected Result: |
Performance/Progress Indicator: |
|
|
The Department will review and update activities under the 1986 Canada-U.S. agreement on cooperation and civil emergency planning in light of the post-9-11 environment, including the creation of PSEPC and the U.S. Department of Homeland Security.
|
Expected Result: |
Performance/Progress Indicator: |
|
|
The Department will conduct Portfolio-wide policy coordination of strategic policy issues affecting border policy issues, such as the Cross Border Crime Forum (CBCF) and the Security and Prosperity Partnership, which include several elements that enhance the protection and security of Canadians. The Department will also coordinate and support the development and implementation of an interdepartmental communications strategy to support the implementation of a border management strategy.
|
Expected Results: |
Performance/Progress indicators: |
|
|
On-going Activities:
In concert with Portfolio Agencies and other federal departments, the Department will work to ensure the implementation of the recommendations of the first Report of the Commission of Inquiry into the Actions of Canadian Officials in relation to Maher Arar. In 2007-2008, the Department will also carefully review and develop a response to the second report, entitled “A New Review Mechanism for the RCMP’s National Security Activities,” of the Commission of Inquiry, including the need for any legislative amendments.
|
Expected Result: |
Performance/Progress Indicator: |
|
|
The Department will continue to monitor national security issues and cases affecting Canada.
|
Expected Result: |
Performance/Progress Indicator: |
|
|
Finally, the Department will continue to support the Minister in discharging statutory responsibilities (e.g. listing of terrorist entities under The Criminal Code of Canada). As required, the Department will respond to any changes which may result from the review of the Anti-Terrorism Act.
|
Expected Result: |
Performance/Progress indicators: |
|
|
Policing and Law Enforcement
The departmental priority for Policing and Law Enforcement is fighting serious and organized crime. The following chart provides a summary of the key initiatives for this Program Activity. The details of each of these initiatives follow.
|
Program Activity |
Priority |
Expected Result |
Key Initiatives |
|
Policing and Law Enforcement |
Fighting serious and organized crime. |
Enhanced capabilities to combat serious and organized crime. |
|
Financial Resources ($000’s):
|
2007-2008 |
2008-2009 |
2009-2010 |
|
36,946 |
23,483 |
23,459 |
Human Resources (FTE):
|
2007-2008 |
2008-2009 |
2009-2010 |
|
160 |
150 |
150 |
Context
The operating environment of federal policing and public safety organizations has changed significantly in recent years. For example, most federal investigations of serious and organized crime activities cross international borders, creating significant jurisdictional, cost and information-sharing burdens. While illicit drugs remain a significant area of concern, particularly in their linkage to serious and organized crime and the associated harm inflicted on communities, the Internet is also facilitating new forms of criminal activity (cyber-crime), such as identity theft and fraud, child pornography and sexual luring of minors. Human trafficking, trafficking in firearms and economic criminal activity remain, and continue to evolve, as border challenges. Consequently, it will be necessary in the coming years to make certain that law enforcement and public safety agencies have the capacity, legislation, policy and technologies to effectively do their jobs at all levels – locally, nationally, continentally, as well as internationally.
The Department will develop a strategic framework for public safety interoperability. This key initiative is intended to build on the success of the former Canada Public Safety Information Network (CPSIN) with greater integration of information-sharing initiatives across the entire spectrum of public safety organizations and responsibilities.
Key Initiative - Focus Efforts to Combat Serious, Organized and Transnational Crime
- Initiate development of a national drug strategy enforcement action plan to complement treatment and prevention efforts, and to enhance the capacity of the RCMP, CBSA and other federal partners to address the increase in marijuana grow operations and clandestine methamphetamine laboratories.
- Enhance the Department and Portfolio’s role in international forums to address transnational organized crime.
- Enhance cross-border police cooperation and integration.
- Explore the modernization of Canada’s legislative framework to maintain the ability of law enforcement and national security agencies to lawfully investigate serious and organized crime.
- Portfolio-wide policy coordination of strategic policy issues affecting serious, organized and transnational crime.
- Enhance efforts to bolster the work of the National Coordinating Committee on Organized Crime to focus on domestic efforts.
- Strengthen the law enforcement and national security elements of the Security and Prosperity Partnership.
|
Expected Results: |
Performance/Progress Indicator: |
|
|
Key Initiative – Implement Strategies to Combat Gun Violence
The Department is coordinating a strategy to enhance the effectiveness of the firearms control regime and to combat gun violence. This strategy focuses on measures that will keep guns out of the hands of those who should not have them, while streamlining the administrative burden on legitimate firearms owners to enhance current compliance levels. It also addresses the criminal use of firearms by supporting firearms enforcement and intelligence initiatives that focus on enhancing the ability of law enforcement partners to develop and share firearms intelligence, and provides for ongoing evaluation and research of the effectiveness of enforcement and prevention measures aimed at combating firearms crime.
|
Expected Results: |
Performance/Progress indicators: |
|
|
Key Initiative – Enhance Information-Sharing and Interoperability Among Federal Departments and Agencies and with Other Jurisdictions
The Department will develop a strategic framework for public safety interoperability that includes a long-term vision and strategic design.
|
Expected Results: |
Performance/Progress indicators: |
|
Greater horizontal integration of public safety information-sharing across the federal government and other first responder communities, as demonstrated by:
|
The work being undertaken also promotes the Government of Canada’s commitment to public safety through a
number of specific activities, including:
- The establishment of a governance structure to facilitate stakeholder consultations on, and the development of, a strategy for interoperable radio communications for first responders within Canada and across the Canada-U.S. border;
- The finalization of a pilot project linked to the operational deployment of an electronic communications system capable of transmitting classified information amongst federal public safety and security partners;
- The approval and implementation of a Canadian Biometrics Centre of Excellence; and
- The evaluation of an independent feasibility study on the implementation of an automated air passenger assessment system.
|
Expected Results: |
Performance/Progress indicators: |
|
|
Community Safety and Partnerships
The departmental priority for Community Safety and Partnerships is: enhancing community safety and security. The following chart provides a summary of the key initiatives for this program activity. The details of each of the initiatives follow.
|
Program Activity |
Priority |
Expected Result |
Key Initiatives |
|
Community Safety and Partnerships |
Enhancing community safety and security. |
Reduced crime and increased personal safety. |
|
Financial Resources ($000’s):
|
2007-2008 |
2008-2009 |
2009-2010 |
|
189,146 |
167,827 |
167,860 |
Human Resources (FTE):
|
2007-2008 |
2008-2009 |
2009-2010 |
|
255 |
170 |
170 |
Context
Reducing crime and increasing personal safety is one of the federal government’s priorities and a priority for Canadian citizens. The prevention of crime and re-offending is key to meeting this priority. The Department is tackling this challenge by taking steps to implement evidence-based and cost-effective interventions targeted at prevailing crime issues in communities most at risk. These interventions are responsive to local needs. On that basis, departmental activities, whether crime prevention, Aboriginal policing or correctional policy, focus on youth gangs, drug and substance-abuse related crimes, public safety in Aboriginal communities, the management of high-risk offenders, as well as the victimization of women, children and youth. Through a targeted, evidenced-based approach, responsive to local needs and solutions, the Department contributes to enhancing public safety, and therefore, to the Government’s priority by:
- Funding, in consultation with provinces and territories, local crime prevention measures based on local crime issues;
- Funding, in partnership with provinces and First Nations, agreements for dedicated policing services in First Nations communities;
- Developing policy for effective intervention to prevent crime and effective corrections to prevent re-offending, as well as sound policing agreements in First Nations; and
- Disseminating knowledge on best practices in crime prevention, Aboriginal policing and corrections for effective intervention in all fields.
These activities are supported by an integrated, balanced and comprehensive approach, combining policy and research capacity with front line community intervention. In this fashion, community safety is achieved through sustainable partnerships and integrated evaluation and knowledge dissemination to support continued advancement of public safety measures.
Key Initiative – Assess and Support Local Crime Prevention Measures Addressing, in Particular, Gang-Related Crime and Drug and Alcohol Related Crime
- Implement the Youth Gang Prevention Fund;
- Implement initiatives to reduce the impacts of drugs and substances on offending and victimization; and
- Implement the new directions for the National Crime Prevention Strategy in the areas of children and youth at-risk of offending, violence and dysfunction in family and community in Aboriginal communities and high crime neighbourhoods.
|
Expected Result: |
Performance/Progress Indicator: |
|
|
Key Initiative – Develop Correctional Policy to Better Address the Management of High-Risk Offenders
The Department will conduct ongoing consultations with the Federal/ Provincial/Territorial Working Group on issues related to high-risk offenders and will implement non-legislative initiatives, including the enhancement of the National Flagging System.
|
Expected Results: |
Performance/Progress indicators: |
|
|
Key Initiative – Design Innovative Policies and Programs to Enhance Public Safety in First Nations Communities through Culturally-Sensitive Crime Prevention Measures, Law Enforcement and Corrections
- Negotiation and implementation of First Nations Policing Policy (FNPP) agreements;
- Develop a sustainability strategy for First Nations Policing;
- Review and consider policing options for the North with partners;
- Identify emerging Aboriginal issues as they relate to policing; develop a Management Action Plan based on the 2005 Evaluation of the First Nations Policing Policy (FNPP); and carry on a series of consultations with the Provinces and Territories on the future direction of the FNPP; and
- Continue to implement the Aboriginal Community Corrections Initiative (ACCI) to develop holistic, culturally relevant healing models of justice and corrections in Aboriginal communities.
|
Expected Results: |
Performance/Progress indicators: |
|
|
On-going Activities:
The Department will continue to implement the Effective Corrections Initiative, in collaboration with Correctional Services Canada and the National Parole Board, to support the safe management of eligible offenders in the community.
|
Expected Result: |
Performance/Progress Indicator: |
|
|
SECTION III – SUPPLEMENTARY INFORMATION
Departmental Links to the Government of Canada Outcomes
|
2007-2008 |
||||||
|
Strategic Outcome: Enhancing public safety, security and emergency preparedness of Canadians in an open society. |
||||||
|
($000's) |
Budgetary |
Total Main |
Adjustments (Planned spending |
Total Planned |
||
|
Program Activity |
Operating |
Grants |
Contributions |
|||
|
Emergency Management and National Security |
56,724 |
654 |
149,358 |
206,736 |
25,447 |
232,183 |
|
Policing and Law Enforcement |
30,270 |
- |
1,925 |
32,195 |
4,751 |
36,946 |
|
Community Safety and Partnerships |
39,741 |
21,256 |
128,122 |
189,119 |
27 |
189,146 |
|
Total |
126,735 |
21,910 |
279,405 |
428,050 |
30,225 |
458,275 |
All three program activities contribute to the achievement of the Government of Canada’s “promoting a safe and secure communities. In addition, Emergency Management and National Security contributes to “promoting safe and secure world” and “a strong and mutually beneficial North American Partnership”.
Table 1: Departmental Planned Spending Table and Full-Time Equivalents
|
($ millions) |
Forecast Spending |
Planned Spending |
Planned Spending |
Planned Spending |
|
Emergency Management and National Security |
235.0 |
206.8 |
67.4 |
67.7 |
|
Policing and Law Enforcement |
38.3 |
32.2 |
22.8 |
21.8 |
|
Community Safety and Partnerships |
184.8 |
189.1 |
167.8 |
167.8 |
|
Total Main Estimates |
458.1 |
428.1 |
258.0* |
257.3* |
|
Adjustments: |
|
|
|
|
|
Supplementary Estimates |
|
|
|
|
|
Public Security Initiatives |
10.6 |
25.0 |
34.0 |
34.1 |
|
Operating Budget carry forward |
4.3 |
|
|
|
|
Youth Gang Prevention |
3.5 |
|
|
|
|
Salary increases of RCMP members engaged in First Nations Policing Policy |
1.2 |
|
|
|
|
Transfer from Privy Council Office for Border Task Force – result of government restructuring |
0.5 |
|
|
|
|
2006 Expenditure restraint |
(4.4) |
|
|
|
|
Re-profile National Integrated Interagency Information (N-III) System |
(4.0) |
4.0 |
|
|
|
Cyber Security Task Force |
(2.5) |
0.5 |
|
|
|
Implementation of Government Advertising Plan |
(2.0) |
|
|
|
|
2005 Expenditure Review Committee – Procurement Savings |
(0.4) |
|
|
|
|
Transfer to Canadian Security Intelligence Service Agency |
(0.4) |
|
|
|
|
Transfer to the Department of Foreign Affairs and International Trade for operations and support of PSEPC’s Washington post |
(0.3) |
|
|
|
|
2010 Olympics Vancouver – Security |
. |
0.4 |
0.3 |
0.3 |
|
National Counterfeit Enforcement Strategy |
|
0.2 |
0.1 |
0.1 |
|
Strengthening Enforcement Budget 2003 |
|
|
0.2 |
0.2 |
|
Protection of Children from sexual exploitation on the internet |
|
|
|
1.0 |
|
Other |
|
|
|
|
|
Collective Agreements |
1.0 |
|
|
|
|
Internet Audit – TB Vote 10 – Operations |
|
0.1 |
|
|
|
|
|
|
|
|
|
Total Adjustments |
7.1 |
30.2 |
34.6 |
35.7 |
|
Total Planned Spending |
465.2 |
458.3 |
292.6 |
293.0 |
|
Plus: Cost of services received without charge |
13.0 |
13.8 |
11.4 |
11.4 |
|
Net Cost of the Program |
478.2 |
472.1 |
304.0 |
304.4 |
|
Full-time Equivalents |
875 |
995 |
920 |
910 |
*The decrease in the Main Estimates over the planning period is primarily due to the requirement to approve, on an annual basis, $140M for the Disaster Financial Assistance Arrangements, the reduction in the National Crime Prevention Contribution Program of $20M; and $10M sunset funding for the Secret Communication Project ending in 2007-2008.
Table 2: Voted and Statutory Items Listed in Main Estimates
|
Vote or Statutory Item |
|
($000’s) |
($000’s) |
|
1 |
Operating expenditures |
115, 432 |
147, 890 |
|
5 |
Grants and contributions |
301, 315 |
298, 673 |
|
(S) |
Minister of PSEPC - salary and motor car allowance |
75 |
73 |
|
(S) |
Contributions to employee benefit plans |
11, 228 |
11, 456 |
|
Total |
428, 050 |
458, 092 |
The net decrease of $32M in Vote 1 is primarily due to a $20M decrease resulting from the transfer of Vote 1 to Vote 5 for the First Nations Policing Policy to allow payments to provinces, territories and municipalities for the First Nations Community Policing (in the future, the funding is to be provided directly to the program partner in the form of a contribution); a $5M reduction for the Implementation of Advertising Themes as per the Government plan; and a $7M reduction in various one time funding for Public Service initiatives.
As for Vote 5, the $20M received from Vote 1 is offset by a $20M reduction in the annual funding received for the Disaster Financial Assistance Arrangements in 2007-2008.
Table 3: Services Received Without Charge
|
($ millions) |
2007-2008 |
|
Accommodation provided by Public Works and Government Services Canada (PWGSC). |
7.4 |
|
Contributions covering employers' share of employees’ insurance premiums and expenditures paid by Treasury Board of Canada Secretariat (TBS). |
5.0 |
|
Workman’s compensation coverage provided by Social Development Canada. |
0.0 |
|
Salary and associated expenditures of legal services provided by the Department of Justice Canada. |
1.4 |
|
Total 2007-2008 Services Received Without Charge |
13.8 |
Table 4: Resource Requirement by Branch
|
2007-2008 |
||||
|
($ millions) |
Emergency Management and National Security |
Policing and Law Enforcement |
Community Safety and Partnerships |
Total |
|
Emergency Management and National Security |
212.5 |
|
|
212.5 |
|
IG CSIS |
1.0 |
|
|
1.0 |
|
Policing, Law Enforcement and Interoperability |
|
31.5 |
|
31.5 |
|
Community Safety and Partnerships |
|
|
172.1 |
172.1 |
|
Corporate Management |
10.0 |
2.9 |
9.7 |
22.6 |
|
Strategic Policy |
3.6 |
1.3 |
3.7 |
8.6 |
|
Communications |
3.4 |
0.6 |
1.8 |
5.8 |
|
Executive |
1.7 |
0.6 |
1.8 |
4.1 |
|
TOTAL |
232.2 |
36.9 |
189.1 |
458.3 |
Note: The above table represents a preliminary distribution of PSEPC’s resources by organization for the year 2007-2008. Due to rounding, figures may not add to totals shown.
Table 5: Details on Transfer Payments Programs
|
($000’s) |
Forecast Spending |
Planned Spending |
||
|
2006-07 |
2007-08 |
2008-09 |
2009-10 |
|
|
Grants |
||||
|
|
|
|
|
|
|
Emergency Management and National Security |
|
|
|
|
|
Joint Infrastructure Interdependencies Research Program |
500 |
500 |
500 |
500 |
|
Fellowships Program in Honour of Stuart Nesbitt White |
154 |
154 |
154 |
154 |
|
654 |
654 |
654 |
654 |
|
|
Community Safety and Partnerships |
|
|
|
|
|
John Howard Society |
510 |
510 |
510 |
510 |
|
Canadian Association of Elizabeth Fry Society |
452 |
452 |
452 |
452 |
|
Other National Voluntary Organizations active in the criminal justice sector |
834 |
834 |
834 |
834 |
|
Grants in support of the Safer Communities Initiative |
19,460 |
19,460 |
19,460 |
19,460 |
|
21,256 |
21,256 |
21,256 |
21,256 |
|
|
Total Grants |
21,910 |
21,910 |
21,910 |
21,910 |
|
Contributions |
||||
|
|
||||
|
Emergency Management and National Security |
||||
|
Payments to the provinces, territories, public and private bodies in support of activities complementary to those of the Department of Public Safety and Emergency Preparedness |
877 |
887 |
887 |
887 |
|
Contribution to Provinces and Municipalities pursuant to the Emergency Preparedness Act (JEPP) |
8,471 |
8,471 |
8,471 |
8,471 |
|
Contribution to Provinces for Assistance Related to Natural Disasters (DFAA) |
160,000 |
140,000 |
- |
- |
|
169,348 |
149,358 |
9,358 |
9,358 |
|
|
Policing and Law Enforcement |
|
|
|
|
|
Payments to the provinces, territories, public and private bodies in support of activities complementary to those of the Department of Public Safety and Emergency Preparedness |
975 |
975 |
975 |
975 |
|
Payments to the provinces, territories, municipalities, Indian band councils and recognized authorities representing Indians on reserve, Indian communities, for the First Nations Policing Policy |
950 |
950 |
950 |
950 |
|
1,925 |
1,925 |
1,925 |
1,925 |
|
|
Community Safety and Partnerships |
|
|
|
|
|
Payments to the provinces, territories, municipalities, Indian band councils and recognized authorities representing Indians on-reserve, Indian communities on Crown land and Inuit communities for the First Nations Policing Policy |
70,013 |
104,049 |
104,049 |
104,049 |
|
Contributions in support of the Safer Communities Initiative |
24,383 |
23,572 |
13,572 |
13,572 |
|
Payments to the provinces, territories, public and private bodies in support of activities complementary to those of the Department of Public Safety and Emergency Preparedness |
501 |
501 |
501 |
501 |
|
94,897 |
128,122 |
118,122 |
118,122 |
|
|
Total Contributions |
266,170 |
279,405 |
129,405 |
129,405 |
|
Total Grants and Contributions |
288,080 |
301,315 |
151,315 |
151,315 |
For further information on the above-mentioned transfer payment programs see http://www.tbs-sct.gc.ca/est-pre/20072008/p3a-eng.asp.
Table 6: Internal Audits and Evaluations
|
Name of Internal Audit/ Evaluation |
Audit Type/ |
Expected Completion Date |
|
Contracting / Procurement |
Audit |
2007-08 |
|
Audit of Leave and Overtime |
Audit |
2007-08 |
|
Joint Emergency Preparedness Program Evaluation |
Summative Evaluation |
2007-08 |
|
Reporting on Public Security and Anti-Terrorism (PSAT) funding |
Annual reporting (interim) Evaluation |
2007-08 |
|
The Sustaining Funding Program for National Voluntary Organizations |
Interim Evaluation |
2007-08 |
|
The Cross-Cultural Roundtable on Security |
Formative Evaluation |
2007-08 |
We are currently working on the development and implementation of a robust internal audit capacity consistent with Treasury Board internal audit policy that is required to be in place for April 1, 2009. These are some of the planned audits and evaluation for 2007-2008. Once the function is fully established, a more comprehensive risk based internal audit plan will be developed.
SECTION IV – MANAGEMENT PRIORITIES
Management Priorities
To support the delivery of its three program priorities, the Department has identified two management priorities:
- Effective Portfolio leadership resulting in better cohesion through coordinated strategic direction, policy and communication; and
- Improved stewardship and accountability.
This section presents the context and key initiatives for each of the two management priorities. Resources associated with management priorities are integrated in the planned spending for the three program priorities discussed in section II of this Report on Plans and Priorities.
Effective Portfolio Leadership Resulting in Better Cohesion
Context
An integrated and enhanced approach to public safety requires the timely provision of effective policy advice and the sharing of information among all those with a mandate to promote safety and security in Canada. The Department plays a vital role in coordinating safety and security policy and communications across the portfolio and the Government of Canada. By playing this role, the Department enables decision makers to manage and assess risk and respond in an informed and effective manner.
Through management tools such as intergovernmental cooperation, research and policy analysis, portfolio co-ordination, outreach and communications, the Department is able to provide informed and coherent leadership on a broad range of public safety issues. The Department sets management excellence as a high priority. It will continue to enhance its capacity to develop policy and implement programs in a complex and evolving security environment.
Canadians expect that the national institutions entrusted with their safety and security will operate in an open, transparent and accountable manner. Coordinated, strategic and focused citizen engagement, public awareness and communications strategies contribute to building that public trust among an increasingly diverse Canadian population. Furthermore, these activities enhance the Department’s and Portfolio’s capacity to provide informed and relevant advice.
The following chart provides a summary of the key initiatives for the first management priority. The details of each initiative follow.
|
Priority |
Expected Results |
Key Initiatives |
|
Effective portfolio leadership resulting in better cohesion through coordinated strategic direction, policy and communications. |
Effective Departmental and Portfolio policies. |
|
Key Initiative - Increase Interdepartmental and Portfolio Policy Collaboration and Coordination
The Department will continue to engage with citizens to foster communication and understanding between the Government and diverse communities on security related issues.
|
Expected Result: |
Performance – Progress Indicator: |
|
|
The Department will continue to expand horizontal policy coordination and the development of policy advice on public safety and security issues through analysis and synthesis on a range of issues. These include: emergency management, national security, community safety, policing, law enforcement, corrections, criminal justice, and human rights issues. Integrating analysis and synthesis of this range of issues will enable the Department to provide advice on the links between public safety and security and other government wide initiatives.
| Expected Result: |
Performance – Progress Indicator: |
|
|
The Department will improve capacity to provide strategic and cohesive advice to senior management on cross-cutting and intergovernmental issues. It will also seek to develop a culture of horizontal collaboration across the Portfolio. Specific early initiatives will include:
- Improve portfolio wide environmental scanning capacity.
- Development of portfolio-wide structures and processes to facilitate collaboration in the policy development community.
|
Expected Result: |
Performance – Progress Indicator: |
|
|
Key Initiative - Develop a Departmental Strategic Communications Plan, a Portfolio Communications Framework, and Enhance Portfolio and Interdepartmental Communications Linkages
This initiative includes the following activities with associated expected results and performance/progress indicators:
- Conduct research and consultations, and develop planning instruments that articulate the communication principles, priorities and activities of the Department in its efforts to anticipate and respond to the demands and expectations of Canadians;
- Conduct collaborative planning and consultations to develop a shared (Portfolio-wide) vision/approach to communicate with Canadians on safety and security issues spanning the mandate of the Portfolio; and
- Lead and expand use of inter-departmental collaborative fora, such as the Public Safety Communications Cluster to enhance information-sharing and strengthen the coordination of communications activities.
|
Expected Results: |
Performance/Progress Indicators: |
|
|
Improved Stewardship and Accountability
The focus of the first three years of the Department’s existence has been Portfolio integration, public safety priorities and the effective integration of the operational arms of the Department. The Department is now ready to focus on corporate services investments and the infrastructure necessary to support an organization of this size and complexity. All areas of corporate services require enhancement to meet current Government management requirements and departmental governance needs. Given that the Department is competing with other government departments for skill sets in the area of corporate management, it is anticipated that this capacity-building objective will take the next two to three years to be realized.
The following chart provides a summary of the key initiatives for the second management priority. The details of each initiative follow.
|
Priority |
Expected Results |
Key Initiatives |
|
Improved stewardship and accountability:
|
Improved decision-making through integrated business planning. |
|
|
Sound management practices implemented and understood, increasing transparency and accountability with regard to the use of departmental resources. |
|
Key Initiative - Design and Implement a Strategic and Business Planning Framework for the Department
The Department will develop an integrated planning framework that aligns human resources, risk management with business planning and also incorporates Portfolio business planning by providing on-going leadership and communications to a recently-formed Department-wide business planning group dedicated and mandated to implement the new framework in all sectors.
|
Expected Result: |
Performance/Progress Indicators: |
|
|
Key Initiative - Further Develop and Implement the Department’s Program Activity Architecture (as per Treasury Board’s Management Resources and Results Structure Policy)
Currently, PSEPC only has the first-level of its Program Activity Architecture (PAA) developed, with a single Strategic Outcome and three Program Activities. During this planning period, and in line with the Treasury Board Management Resources and Results Structure (MRRS) Policy, the Department will begin full articulation of its PAA structure.
|
Expected Result: |
Performance/Progress Indicator: |
|
|
Key Initiative - Enhance/Improve Capacity in Human Resources, Finance, Planning, Information Management/Information Technology and Internal Audit and Evaluation
To advance the implementation of government-wide management policies and to support delivery of all departmental priorities, immediate and critical investments are required in the areas of strategic policy, human resources, finance, planning services, information management/information technology (IM/IT) and internal audit and evaluation to support the significant growth experienced by the Department since its creation and in support of the Government’s recent governance and stewardship initiatives.
The Department will continue to:
- Develop and implement recruiting and retention strategies particularly for the human resources (HR), IM/IT, financial and audit and evaluation communities;
- Implement the proper structures to deliver these management support services such as the establishment of an Internal Audit and evaluation function, an IM/IT Security Program and improved governance structure for Grants & Contributions programs;
- Provide training to program managers and functional experts in their stewardship responsibilities; and
- Improve business processes and systems across the different functional areas.
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Expected Result: |
Performance/Progress Indicators: |
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Key Initiative - Continue to Advance the Implementation of Government-Wide Management Policies
As the Department enhances its capacity to deliver management support services, it is also advancing the implementation of government-wide initiatives, such as the Government Security Policy, the Internal Audit and Evaluation policies, the Public Service Modernization Act (PSMA), and the Federal Accountability Act. In addition, the Department is preparing to respond to the revised Grants & Contributions Policy and the financial management regime once approved.
For the year 2007-2008, the Department will focus on advancing the following initiatives:
- Continue the implementation of the Management of Information Technology Security (MITS) action plan, as part of the IM/IT Security Program;
- Implement the PSEPC Business Continuity Action Plan;
- Begin implementation of an electronic document management system (RDIMS) across the Department;
- Begin the development and implementation of a robust internal audit and evaluation capacity consistent with Treasury Board Internal Audit and Evaluation policies;
- Develop, implement and monitor departmental Human Resources policies and programs consistent with the philosophy of the new PSMA;
- Enhance the Department’s policies and processes in line with the Government’s evolving financial management regime; and
- Support the Deputy Minister as the Department’s Accounting Officer, meeting all management responsibilities and expectations as prescribed by the Federal Accountability Act.
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Performance/Progress Indicator: |
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SECTION V – OTHER ITEMS OF INTEREST
Grant and Contribution Programs Administered by PSEPC
- Under the First Nations Policing Policy (FNPP), PSEPC negotiates, implements, administers and
monitors tripartite agreements for First Nations policing services. The First Nations policing services are
culturally appropriate and responsive to the particular needs of First Nations and Inuit communities and are
cost-shared 52% by Canada and 48% by the province/territory.
- The Joint Emergency Preparedness Program (JEPP) was established to enhance the national
capability to manage all types of emergencies and convey a reasonably uniform emergency response and recovery
capacity across Canada. National capabilities are enhanced through training activities, the purchase of emergency
response equipment and joint emergency planning.
- The National Crime Prevention Centre provides national leadership on effective and cost-effective ways to prevent
and reduce crime and victimization by addressing known risk factors in high risk populations and places. Under
the National Crime Prevention Strategy, there are three funds:
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- The Crime Prevention Action Fund (CPAF) supports the development and implementation of crime prevention initiatives aimed at reducing crime and victimization in communities large and small. It promotes cross-sector collaboration in crime prevention, engaging sectors such as policing, community health, voluntary and private sectors. It is a federal program that is delivered regionally in partnerships with provincial and territorial governments, and nationally for those projects involving more than one jurisdiction. This fund will also support projects that were previously funded under the Policing, Corrections and Communities Fund.
- The Research and Knowledge Development Fund (RKDF) supports innovative and promising interventions with at-risk populations and in specific communities to contribute to the development of the knowledge base of effective and successful practices. It also supports robust evaluations of pilot and demonstration projects and knowledge transfer activities to foster the application of good practices across the country.
- The Youth Gang Prevention Fund (YGPF) provides time-limited funding for anti-gang
initiatives in communities where youth gangs are an existing or emerging threat. It supports the development and
implementation of tailored interventions aimed at youth who are in gangs or at risk of joining gangs to improve
community safety and prevention of crime and victimization; it will also support the knowledge and evidence-based
community interventions that target gun violence and gang-related issues by tackling its root causes.
- Disaster Financial Assistance Arrangements (DFAA) assist provinces and territories to offset the
costs of response and of returning infrastructure and personal property to pre-disaster condition.
- The Policy Development Contributions Program (formerly known as the Departmental Contributions
Program) supports policy development through allocations to public not-for-profit organizations in support of PSEPC
priorities under the following categories:
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- communication / information exchange projects;
- innovation and research projects that support innovative approaches and the acquisition of knowledge and the ability to translate knowledge into action for communities and community-based organizations; and
- training and skills development projects.
- The Public Safety and Emergency Preparedness Canada Research Fellowship Program in Honour of
Stuart Nesbitt White seeks to encourage Ph.D. research in two key areas:
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- cyber security relating to critical infrastructure protection, preferably in disciplines such as computer/software/electrical/mechanical engineering, computer science, and/or areas such as systems science, and risk modeling and management; and
- disaster and emergency management, and physical critical infrastructure studies, preferably in disciplines
such as urban and regional planning, geography, sociology, economics, engineering, environmental sciences, and/or
areas such as risk assessment and modeling.
- The Workers Compensation Program provides funding to provinces and territories, based on a 75%
federal and 25% provincial/territorial cost sharing ratio, to compensate volunteer emergency service workers injured
or killed in the course of emergency service training or work.
- The Sustaining Funding Program (SFP) for National Voluntary Organizations (NVOs) provides grants
to thirteen NVOs in order to cover core operating expenses and to maintain a national structure. These organizations
provide policy advice to the Department and Portfolio agencies, and also provide public education activities and
participate in community public safety initiatives.
Sustainable Development Strategy
In 2007, the Department will table its Sustainable Development Strategy, covering the years 2007-2010. The former 2003-2006 strategy was comprised of corporate greening initiatives (e.g. waste reductions) and some policy initiatives intended to promote sustainable Aboriginal policing. The 2007-2010 Sustainable Development Strategy will look to the quality of the environment, the safety of communities, as well as health, education and income, to maintain Canadian quality of life and well-being.
For the upcoming fiscal year, the Department will:
- Implement a Sustainable Development Strategy for 2007-2010;
- Enhance the Department’s capacity to take sustainable development into account in its programs and activities;
- Align the Departmental business planning process with its Sustainable Development Strategy; and
- Identify measurable targets corresponding to broader government objects related to sustainable development.
As the Department continues to consolidate its separate locations around the city, measuring waste reduction for the new fiscal year may be possible. The Department will also consider using benchmarks established by organizations of a similar size will be pursued.
Legislation Administered by the Department and Portfolio Agencies
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The Minister of Public Safety and Emergency Preparedness has sole responsibility to Parliament for the following Acts: |
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PSEP or its Agencies administer or are impacted by the following Acts in whole or in part. Some contain specific functions of the Minister that the Minister exercises solely or in conjunction with other Ministers: |
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PSEP Department
Canadian Security Intelligence Service
Royal Canadian Mounted Police
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National Parole Board
Correctional Services of Canada
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Canada Border Services Agency
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Other
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Contacts for Further Information
For further information about this Report on Plans and Priorities, you may communicate with our departmental contacts as follows:
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Name |
Title |
Telephone |
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Suzanne Hurtubise |
Deputy Minister of Public Safety |
(613) 991-2895 |
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William J.S. Elliott |
Associate Deputy Minister of Public Safety |
(613) 990-2633 |
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Chantal Bernier |
Assistant Deputy Minister, Community Safety and Partnerships |
(613) 993-4325 |
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J. Scott Broughton |
Senior Assistant Deputy Minister, Emergency Management and National Security |
(613) 991-2820 |
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Diane MacLaren |
Assistant Deputy Minister, Policing, Law Enforcement and Interoperability |
(613) 990-2703 |
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Elisabeth Nadeau |
Assistant Deputy Minister, Corporate Management |
(613) 990-2615 |
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Kristina Namiesniowski |
Assistant Deputy Minister, Strategic Policy |
(613) 949-6435 |
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Daniel Lavoie |
Director General, Communications |
(613) 990-2743 |
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Eva Plunkett |
Inspector General of CSIS |
(613) 949-0675 |
For more detail about the Department of Public Safety and Emergency Preparedness, please visit our web site at: www.ps-sp.gc.ca