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Section III: Supplementary Information

Organizational Information

Table 1: Comparison of Planned to Actual Spending (including Full-time Equivalents)

Comparison of Planned to Actual Spending (in millions)	2004–2005	2005–2006	2006–2007
	Actual	Actual	Main Estimates	Planned Spending	Total Authorities	Actual
Emergency Management and National Security	154,300	184,872	234,981	267,013	244,782	108,918
Policing and Law Enforcement	43,500	44,601	38,289	38,717	35,030	33,615
Community Safety and Partnerships	167,500	140,249	184,822	192,375	187,719	157,920
Total	365,300	369,722	458,092	498,105	467,531	300,453
Plus: Cost of services received without charge	11,900	12,900	N/A	12,955	N/A	13,514
Total Departmental Spending	377,200	382,622	458,092	511,060	467,531	313,967

Full-time Equivalents	808	810	N/A	999	870	825

The variance between the Main Estimates ($458M) and the Planned Spending ($498M) is mainly due to the funds approved from the fiscal framework for the departmental Core Emergency Management Capacity ($31M) and the creation of the Youth Gang Fund ($7.5M). Only a portion of the funding for these two initiatives was requested in the 2006-2007 Supplementary Estimates, which explains the variance between the planned spending and the total authorities.

Actual spending ($300.4M) is lower than the authorities by $167M due to the Disaster Financial Assistance Arrangement (DFAA) program ($128M), the review of grants and contributions of the National Crime Prevention Centre and of its strategic direction ($27M), and a lapse in the Department’s Operating Budget ($7M).

The decrease in the actual spending trend ($69M between 2005-2006 and 2006-2007) is also due to reduced claims under the Disaster Financial Assistant Arrangements contribution program and the reduction in transfer payments in support of the Safer Communities Initiative, which are offset by higher payments in 2006-2007 to RCMP for the First Nations Policing Program.

Table 2: Resources by Program Activity

2006-2007 Resources by Program Activity (in millions)
Program Activity	Operating	Grants	Contributions	Total

Emergency Management and National Security
Main Estimates	64,979	654	169,348	234,981
Planned Spending	97,011	654	169,348	267,013
Total Authorities	72,434	654	171,694	244,782
Actual Spending	66,544	590	41,783	108,917

Policing and Law Enforcement
Main Estimates	37,314		975	38,289
Planned Spending	37,742		975	38,717
Total Authorities	32,970		2,060	35,030
Actual Spending	31,682		1,932	33,614

Community Safety and Partnerships
Main Estimates	57,126	21,256	112,572	190,954
Planned Spending	58,547	21,256	112,572	192,375
Total Authorities	70,447	21,256	96,016	187,719
Actual Spending	70,283	5,988	81,649	157,920

Total
Main Estimates	159,419	21,910	282,895	464,224
Planned Spending	193,300	21,910	282,895	498,105
Total Authorities	175,851	21,910	269,770	467,531
Actual Spending	168,509	6,579	125,365	300,451

Table 3: Voted and Statutory Items

2006-2007 Voted and Statutory Items (in millions)
Vote or Statutory Item	Vote or Statutory Wording	Main Estimates	Planned Spending	Total Authorities	Total Actuals
Vote 1	Operating expenditures	147,890	181,771	165,546	158,205
Vote 5	Grants and contributions	298,673	304,805	291,680	131,944
Statutory	Minister of PS - Salary and motor car allowance	73	73	76	76
Statutory	Contributions to employee benefit plans	11,456	11,456	10,229	10,229
	Total	458,092	498,105	467,531	300,453

Vote 1 – Operating expenditures
It was expected that the Planned Spending in Vote 1 would increase by $34M from the Main Estimates mainly as a result of the funds identified in the fiscal framework to further the Core Emergency Management Capacity of the department ($32M). Due to the late approval of these funds only a portion ($10M) was requested in Public Safety Authority and an even lesser amount ($7M) was spent.

Vote 5 – Grants and contributions
The variance ($160M) between the authorities to actual spending is mainly due to the reduced number of claims received under the DFAA contribution program and the review of grants and contributions of the NCPC and of its strategic directions.

Table 4: Services Received Without Charge

Services Received Without Charge	2006–2007 Actual Spending (in millions)
Accommodation provided by Public Works and Government Services Canada	7,680
Contributions covering the employer’s share of employees’ insurance premiums and expenditures paid by the Treasury Board of Canada Secretariat (excluding revolving funds)	4,907
Worker’s compensation coverage provided by Human Resources and social Development Canada	8
Salary and associated expenditures of legal services provided by the Department of Justice Canada	918
Total 2006–07 Services received without charge	13,513

Table 5: Resource Requirements by Branch

2006-2007 Resource Requirements by Branch (in millions)
	Emergency Management and National Security	Policing, Law Enforcement and Interoperability	Community Safety and Partnerships	Total

Emergency Management and National Security
Planned Spending	245,272			245,272
Actual Spending	80,254			80,254
IG-CSIS
Planned Spending	1,040			1,040
Actual Spending	1,206			1,206

Policing and Law Enforcement
Planned Spending		31,537		31,537
Actual Spending		25,378		25,378

Community Safety and Partnerships
Planned Spending			177,185	177,185
Actual Spending			138,700	138,700

Corporate Management
Planned Spending	9,844	3,555	7,317	20,716
Actual Spending	16,646	4,994	11,652	33,292

Strategic Policy
Planned Spending	4,754	1,908	3,857	10,519
Actual Spending	4,006	1,202	2,804	8,012

Communications
Planned Spending	4,234	1,155	2,708	8,097
Actual Spending	4,892	1,468	3,425	9,785

Executive
Planned Spending	1,869	562	1,308	3,739
Actual Spending	1,913	574	1,339	3,826

Total Planned Spending	267,013	38,717	192,375	498,105
Total Actual Spending	108,918	33,615	157,920	300,453

The Emergency Management and National Security Branch decrease of $165 million between planned and actual spending is mostly due to the capacity of the Department to spend the money earmarked for the Core Emergency Management Capacity initiatives in a very short period of time and the Disaster Financial Assistance Arrangements (DFAA) program for which the amount of claims received was less than expected.

Under the Community Safety and Partnerships Branch, the $40 million decrease between planned and actual spending is largely due to the review of grants and contributions of the NCPC and of its strategic direction.

The Corporate Management increase of $13M between planned and actual spending is mainly due to the funds approved under the Core Emergency Management Capacity Initiative for Corporate support services and other departmental priority initiatives, such as the cost of relocating the Department’s Headquarters, for which funds were reallocated internally.

Table 6A: User Fees Act

Table 6B: User Fees Act

A. External Fee	Service Standard	Performance Result	Stakeholder Consultation
Fees charged for the processing of access requests filed under the Access to Information Act (ATIA)	Response provided within 30 days following receipt of request; the response time may be extended pursuant to section 9 of the ATIA. Notice of extension to be sent within 30 days after receipt of request. The Access to Information Act provides fuller details: http://laws.justice.gc.ca/en/A-1/index.html.	62 per cent of the requests were processed within the 30 day legislated time limit	The service standard is established by the Access to Information Act and the Access to Information Regulations. Consultations with stakeholders were undertaken by the Department of Justice and the Treasury Board Secretariat for amendments done in 1986 and 1992.

Table 7: Details on Transfer Payments Programs

($ 000s)		Actual Spending 2004-2005	Actual Spending 2005-2006	Planned Spending 2006-2007	Total Authorities 2006-2007	Actual Spending 2006-2007	Variance (planned spending vs. actual)

Grants
Emergency Management and National Security
	Joint infrastructure interdependencies research program	500	500	500	500	494	6
	Public Safety and Emergency Preparedness research fellowship program	54	144	154	154	96	58
	Sub-total	554	644	654	654	591	64

Community Safety and Partnership
	John Howard Society	510	510	510	510	510	-
	Canadian Association of Elizabeth Fry societies	452	452	452	452	452	-
	Other national voluntary organizations activities in the criminal justice sector	835	835	835	835	788	47
	Grants in support of the Safer Communities Initiative	35,344	18,825	19,460	19,460	4,239	15,221
	Sub-total	37,140	20,621	21.256	21,256	5,989	15,268

	Total Grants	37,694	21,266	21,910	21,910	6,579	15,331

Contributions
Emergency Management and National Security
	Payments to the provinces, territories, public and private bodies in support of activities complementary to those of the Minister	194	185	652	877	263	389
	Contribution to provinces and municipalities Pursuant to Emergency Preparedness Act	7,725	8,342	8,471	8,471	8,149	322
	Support for the construction of memorials to the victims of Air India Bombing				350	300	(300)
	Financial assistance to the provinces of Quebec and Ontario for the repatriation of Canadians from Lebanon				1,996	1,392	(1,392)
	Contribution to provinces of Assistance Related to Natural Disasters	100,057	125,348	160,000	160,000	31,679	128,321
	Sub-total	107,977	133,875	169,123	171,694	41,783	127,340

Policing, Law Enforcement and Interoperability
	Payments to the provinces, territories, public and private bodies in support of activities complementary to those of the Minister	2,217	2,043	975	1,110	982	(7)
	Payments to the provinces, territories, municipalities Indian band council and recognized authorities representing Indian communities for the First Nations Policing Program.			951	950	950	1
	Sub-total	2,217	2,043	1,926	2,060	1,932	(6)

Community Safety and Partnerships
	Payments to the provinces, territories, municipalities Indian band council and recognized authorities representing Indian communities for the First Nations Policing Program.	62,883	67,007	77,006	68,632	65,097	11,909
	Contributions in support of the safer Communities Initiative	9,832	11,530	27,983	23,625	15,804	12,179
	Funding for the prevention of youth involvement in gangs			6.132	2,832		6,132
	Payments to the provinces, territories, public and private bodies in support of activities complementary to those of the Minister	387	922	725	927	749	(24)
	Sub-total	73,103	79,459	111,846	96,016	81,649	30,196

	Total contributions	183,296	215,377	282,895	269,770	125,365	157,530

Total grants and contributions		220,991	236,642	304,805	291,680	131,944	172,861

The variance of $172.9M between Planned and Actual Spending in the Transfer Payments Programs is mainly due to:

The reduction in the amounts of claims received under the DFAA contribution program;
The review of grants and contributions of the NCPC and of its strategic direction; and
The transfer to Vote 1 (operating expenditures) for payments under the First Nations Policing Program.

Note: further information on these transfer payment programs can be found at http://www.tbs-sct.gc.ca/est-pre/estime.asp

Table 8: Sustainable Development Strategy

Public Safety Canada

In the Report on Plans and Priorities for 2006-2007, the Department committed to assessing the previous 2003-2006 Sustainable Development Strategy (SDS) and developing a new three year Strategy. The new SDS will incorporate lessons learned from the previous period’s sustainable development strategy and focus on the Department’s capacity to incorporate sustainable development into its programs and activities.

A commitment to developing an integrated approach to planning and decision-making, sensitive to sustainable development goals and results, was a key element of the Department’s plans.

A new Sustainable Development Strategy (SDS) was developed for the Department and covers the period of 2007-2009, thus aligning the Department to the same three year planning cycle as other departments. The Strategy includes a broader focus on activities that strengthen PS’s role in supporting the sustainability of communities, such as Emergency Management activities, and programs associated with the National Crime Prevention Strategy. For green operations, the Department will continue to focus on training, awareness, waste, and greenhouse gas reduction, and activities where it can achieve the greatest positive environmental impact.

Access to department-wide planning and policy governance fora, and the allocation of modest dedicated resources to the implementation of the SDS, will help ensure that challenges in collecting performance data, maintaining on-going communications and focus, and developing useful internal progress reporting, are addressed and support the culture change sought as a longer-term objective.