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I am pleased to have this opportunity to provide Parliament with my first Report on Plans and Priorities as Minister of Public Safety.
The Department of Public Safety and Emergency Preparedness is part of the Public Safety Portfolio. The Portfolio also includes the Royal Canadian Mounted Police, the Canada Border Services Agency, the Canadian Security Intelligence Service, the Correctional Service of Canada, the National Parole Board, and three review bodies.
Working collectively in an integrated fashion, the Department and the Portfolio Agencies are dedicated to protecting Canadian families and their communities, to securing our borders and to increasing our preparedness to address public emergencies.
To help meet these safety and security needs, in Budget 2006, the new Government provided $1.4 billion over two years. This funding is being provided to the Portfolio for such initiatives as increasing the number of police officers; preventing youth crime with a focus on guns, gangs and drugs; arming border officers and eliminating "work-alone" posts; and, enhancing our capacity to deal with catastrophes and other emergencies.
An additional focus will be on Canada’s relationship with the United States. A safe, reliable and secure border is critical to Canada’s continued economic and social prosperity. To this end, I will continue to work closely with my colleagues from the United States and Mexico to implement the Security and Prosperity Partnership of North America.
I am confident that the Public Safety Portfolio will continue to fulfill its mandate of protecting Canadians from threats to their safety, while maintaining the rights and freedoms on which our open society depends.
The Honourable Stockwell Day, P.C., M.P.
Minister of Public Safety
I submit for tabling in Parliament, the 2006-2007 Report on Plans and Priorities (RPP) for Public Safety and Emergency Preparedness Canada.
This document has been prepared based on the reporting principles contained in the Guide to the preparation of Part III of the Estimates: Reports on Plans and Priorities.
Suzanne Hurtubise
Deputy Minister of Public Safety
The Public Safety portfolio is responsible within the Government of Canada for public safety - policing and law enforcement, corrections and 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.
The Portfolio’s organizations have just over 52,000 employees and a total annual budget of over $6.0 billion. Each Portfolio 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, although information on the reports of the other 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 2006-2007 RPP.
|
(Millions of dollars) |
||
|
Net Planned Spending |
Net Planned Spending |
Net Planned Spending |
Public Safety & Emergency Preparedness Canada |
498.1 |
323.8 |
286.2 |
Royal Canadian Mounted Police |
2,328.0 |
$ 2,387.7 |
$ 2,446.8 |
Correctional Services Canada |
1,715.6 |
1,716.3 |
1,768.4 |
Canadian Border Services Agency |
1,467.0 |
1,461.0 |
1,513.4 |
Canadian Security and Intelligence Service |
346.1 |
345.3 |
352.0 |
National Parole Board |
43.1 |
43.1 |
43.1 |
Commission for Public Complaints against the RCMP |
6.3 |
5.2 |
5.1 |
Office of Correctional Investigator |
3.1 |
3.1 |
3.1 |
RCMP External Review Committee |
0.9 |
$ 0.9 |
$ 0.9 |
TOTAL |
6,408.2 |
6,286.4 |
6,419.0 |
Note: CSIS does not use planned spending numbers for its financial resources. These numbers were taken from Main Estimates.
The Department of 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, 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 to
help ensure that the Minister is provided with timely and comprehensive advice, that the Portfolio’s strategic policy and legislative framework remains current and
effective, and that public safety threats are thoroughly assessed and addressed 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 decision-making.
The Department advises, supports and assists the Minister in his responsibilities as they relate to:
Enhancing public safety, security and emergency preparedness of Canadians in an open society |
Consistent with the government’s priority of protecting Canadian families and communities by strengthening the criminal justice system, the Department’s Strategic Outcome is reflected in our key role of providing effective leadership across both the Department and Portfolio agencies.
Principles that will guide the Department in achieving this strategic outcome include:
Strategic Priorities for the coming year will focus on:
Public Safety and Emergency Preparedness Canada
Financial Resources ($000's): |
|
|
|
|
|
2006-2007 |
2007-2008 |
2008-2009 |
$ 498,113 |
$ 323,844 |
$ 286,164 |
|
|
|
Human Resources: |
|
|
|
|
|
2006-2007 |
2007-2008 |
2008-2009 |
999 FTE |
968 FTE |
872 FTE |
The reason for the significant drop in year-to-year funding is a consequence of the way that funds are allocated to the Department for the Disaster Financial Assistance Arrangements contribution program. Financial resources for this program are allocated to the Department on an annual basis only; consequently, there is the appearance of a ‘drop’ in overall funding when financial resources to the Department are provided for several fiscal periods at a time.
Departmental Priorities to Support Strategic Outcome
Enhance the Public Safety, Security and Emergency Preparedness of Canadians in an Open Society |
|||||
Strategic Priority |
Strategic Priority Type |
Program Activity |
Planned Spending ($000’s) |
||
2006-2007 |
2007-2008 |
2008-2009 |
|||
Protecting the security of Canada and Canadians |
New |
Emergency Management and National Security |
267,013 |
94,434* |
94,894 |
Fighting serious and organized crime |
New |
Policing and Law Enforcement |
38,717 |
31,636 |
21,909 |
Enhancing community safety and security |
New |
Community Safety and Partnerships |
192,375 |
197,774 |
169,361 |
* See footnote under “Resource Summary” table on page 11.
The operating environment of the Portfolio and Department is a complex one, as the issues impacting public safety and security are varied and ever changing.
As one of the primary roles of government is to protect its citizens, the Government of Canada is pursuing an ever-more integrated approach to national security and
emergency preparedness. Circumstances demand a comprehensive approach to identifying and assessing potential threats, and to instituting a comprehensive approach to
responding to incidents.
At the local level, violence committed by street gangs in our urban centres, particularly with respect to the use of illegal firearms, is of significant concern. The continued increase in indoor marijuana growing operations and clandestine crystal methamphetamine labs, particularly within residential neighbourhoods challenges law enforcement in many Canadian communities.
The reach and sophistication of organized gangs and criminal networks has expanded to take advantage of the globalization of legitimate trade, and some of these
networks have become increasingly advanced in their ability to use technology to commit crimes and launder the proceeds of their crimes.
The implementation of the Security and Prosperity Partnership (SPP) between Canada, the United States and Mexico, is a key component of our approach to border
security. Canada's continued economic and social prosperity is impacted by the national security measures we adopt, both individually and
collectively. Furthermore, these measures must respect new obligations and duties towards the safety and security of international partners.
It is
essential that immediate border security priorities in the areas of emergency preparedness, law enforcement cooperation and border security be achieved.
The past several years have seen an increase in emergencies caused by terrorism, the environment or humans. Events, such as the June 2006 arrests of seventeen individuals in the Greater Toronto Area on terrorism-related offences, the 2004 SARS outbreak in Toronto, and the continuing global spread of Avian influenza, all remind us that there are persistent and credible threats to the safety and health of Canadians. These threats reinforce the importance of working with all jurisdictions to enhance national response capabilities. Public safety is a shared responsibility that must involve all members of civil society, both domestically and internationally. This includes the private citizen, the voluntary and private sectors, and all levels of government. Reaching out and engaging these stakeholders presents challenges of capacity, education, and communication.
The Portfolio operates within an environment that includes close public scrutiny. It is committed to ensuring that in protecting Canadians and Canadian assets from harm through policies, national security measures and preparedness programs, its agencies respect the rule of law and act in a manner that reflects the values contained in the Canadian Charter of Rights and Freedoms. Accountability measures are evolving to ensure continuing public trust and confidence in the manner in which the Portfolio responds to the public safety needs of Canadians. Parliamentary committees and review bodies also play an important role in guiding the Portfolio's activities.Report on Plans and Priorities
The Department’s strategic priorities are consistent and coherent with the priorities established for the Portfolio of Public Safety and Government priorities. These strategic priorities contribute toward the achievement of the Department’s strategic outcome - to enhance the public safety, security and emergency preparedness of Canadians in an open society.
For the planning period, the achievement of this strategic outcome is supported by three strategic priorities:
Collectively, the plans and initiatives articulated in this report provide a foundation to help ensure safe and secure communities. Key, for the Department, are the policy development and Portfolio leadership activities required to advance these priorities internally in the Department and across the Portfolio.
Strategic Priorities
Protecting the Security of Canada and Canadians |
There is no role more fundamental to government than the protection of its citizens. Public safety is essential to socio-economic stability; to our macro-economic interests; and to meeting our global responsibilities. It is imperative that governments plan and take action to protect citizens and their communities.
The current threat environment facing the country is complex. Extreme natural disasters, such as the Pakistan earthquake and South Asian Tsunami, and hurricanes like Katrina, can have catastrophic consequences, destroying communities and countless lives. Terrorist attacks continue on western targets, as evidenced in London, Bali and Madrid. Health experts from around the world warn that influenza pandemic continues to be a grave possibility.
Government has a responsibility to assess and work to manage these risks, and to remain vigilant, prepared and ready to respond to hazards. The Department will continue to move forward with the following initiatives:
Strategic Priority |
Expected Result |
Key Initiatives |
Page |
Protecting the Security of Canada and Canadians |
Policies and programs that ensure appropriate and measured responses to protect the security of Canada and Canadians. |
|
23 24 25 |
Portfolio Partners: RCMP, CBSA, CSIS
Fighting Serious and Organized Crime |
The environment within which federal policing and public safety organizations operate has changed significantly in recent years. Organized criminal activity is increasingly complex, sophisticated and global in nature. Most federal investigations of serious and organized crime activities cross international borders, creating significant jurisdictional, cost and information-sharing burdens. The Internet is facilitating new forms of criminal activity (cyber-crime), such as identity theft and fraud, child pornography and sexual luring of minors.
Addressing these issues, the Department plans to undertake policy development and coordination activities to pursue the following initiatives:
Strategic Priority |
Expected Result |
Initiatives |
Page |
Fighting Serious and Organized Crime |
Policies and programs developed and implemented across the portfolio contributing to safe communities both urban and rural. |
|
28 |
Portfolio Partners: RCMP, CBSA, CSC
Enhancing community safety and security |
The work of public safety and security agencies rests on the support and confidence of all Canadians and is intimately tied to issues of accountability, transparency and public trust. That trust cannot be assumed or taken for granted, especially when dealing with newcomers to Canada in the context of increasing pluralism and diversity of Canadian society. A more coordinated, strategic and focused citizen engagement and public awareness strategy to ensure and sustain public confidence is required.
Addressing these issues, the Department plans to undertake policy and co-ordination activities to pursue the following initiatives:
Strategic Priority |
Expected Result |
Initiatives |
Page |
Enhancing safety and security |
Public confidence that the Government of Canada’s public safety and security regime is responsive, robust and decisive in a national crisis and accommodating in a time of peace |
|
33 35 |
Portfolio Partners: RCMP, CBSA, CSIS, CSC, NPB
The Department places a high priority on management excellence and continuously strives to implement and improve its management practices. Much has been accomplished to provide leadership across the Department and Portfolio to manage policy development and implementation in a challenging and complex horizontal environment. In 2006-2007, the Department will focus its attention on the following areas of management practice in the coming year:
These areas of management practice are challenging and cannot be brought about in isolation. A measured approach to development and implementation in achieving an effective balance among the risks and resources available is necessary to ensure a solid foundation of accountability in the future. Below, is a description of the management priority and the plans and expected results of the actions to be taken.
Effective and Efficient Portfolio Leadership |
Integral to its mandate, the Department plays a vital role in effective policy co-ordination and communication across the Portfolio. This is key to developing well-founded advice and making evidence-based information available to decision-makers. Over the coming year, two specific areas have been targeted: 1) provision of a unified strategic direction and policy advice; and, 2) strategic communications.
Strategic Direction and Policy Advice
The Department will expand the development of horizontal policy advice on public safety issues. The Department will bring together issues of emergency management, national security, community safety, policing, law enforcement, corrections, criminal justice and the protection of human rights, to develop policy advice with a horizontal perspective. In seeking to do this, the Department will increase its engagement with civil society, academia and non-governmental organizations. The Cross-Cultural Roundtable on Security will also enhance its current dialogue with the Government and senior officials by playing a key role in fostering communication between the Government and our diverse communities on security-related issues.
Expected result
Increased scope and depth in the policy development process, linking public safety strategies more closely to broad federal direction and to key strategic partners, leading to better-informed decision-making.
Plan
Over the planning period for this report the Department will:
Improving Accountability and Stewardship Through Integrated Human Resource Planning |
The Department is committed to developing an integrated Human Resource (HR) and Business Planning Process that is aligned with the Department's strategic outcomes. This integrated Human Resources Strategy will combine resourcing needs as identified in the business plans with a departmental workforce analysis, to identify present and future needs. To address these needs, effective recruitment and retention strategies, succession planning strategies, and learning and diversity plans will all be applied to promote a genuinely strategic approach to integrated HR and Business Planning in the organization.
Expected Result
Effective alignment of the Department’s human resources with business planning to ensure that informed decisions are made and resources are appropriately targeted and optimized to achieve agreed outcomes.
Plan
Over the course of the upcoming planning cycle, the Human Resources Directorate will focus on five specific activities to accomplish its goals:
Improving Accountability and Stewardship Through |
Effective strategic planning and performance measurement is key to demonstrating the sound stewardship and accountability for the resources provided to the Department to fulfill its mandate. The Department will develop and implement an approach to planning and performance measurement that takes into consideration the risks and challenges of a complex environment and the governance arrangements necessary to ensure accountability for its actions. In the coming year, efforts will focus on ensuring the strategic priorities for the Department are effectively communicated, monitored and reported on. It should be noted that the Portfolio agencies are responsible and accountable for reporting against their own established priorities. The Department will not duplicate these efforts, but rather work with the Portfolio agencies to provide a strategic overview and alignment across the Department and Portfolio.
Expected Result
More effective planning and reporting tools to support increased transparency and accountability with regard to the use of resources allocated to the Department’s key activities.
Plan
A Strategic Planning and Performance Measurement Framework will be developed in consultation with Portfolio agencies to establish a consistent and comprehensive
approach to the establishment, monitoring and reporting of performance against strategic priorities.
Efforts to establish this framework will include:
Note: The Program Activity Architecture serves as a basis for the funding allocations of Parliament and improving accountability for the results and the resources required to achieve them by linking resource decisions to the key activities undertaken by the Department.
Improving Accountability and Stewardship Through |
While the business activities of most federal departments require direct involvement with the public – both individuals and organizations - in order to pursue their mandate, PSEPC is an information brokering Department. The department not only delivers programs but fulfils a policy advice and monitoring role. It relies heavily on reliable, credible, timely, accessible and secure information. To do this effectively, it is essential that optimal IM/IT procedures and processes be established. To meet this requirement, the Department will develop and implement an IM/IT Strategic Plan that is consistent with TBS policy requirements.
Expected Result:
Effective management and resourcing of IM/IT-enabled projects through a governance structure that includes program and regional representation and sets priorities for IM/IT investments. The department will develop and implement key Government of Canada policies, such as the Management of Government Information (MGI) and Management of IT Security (MITS).
Plan:
An IM/IT Advisory Committee (DG-level) has been established that will provide the governance framework for IM/IT strategic decision-making within PSEPC. The Committee will address the following priorities within the upcoming planning cycle:
Improving Accountability and Stewardship Through |
Risk management is an essential ingredient of public sector operations and corporate governance. As such, it should be integrated into all strategic and business planning, policy development, program management and decision-making, and monitoring and reporting activities. While risks cannot be prevented or avoided completely, they can be mitigated through the implementation of a well-developed integrated risk management strategy.
Expected Result
Risks are identified, analyzed, prioritized and communicated to ensure that informed decisions are made and resources are appropriately targeted and optimized to manage risks and achieve desired outcomes.
Plan
Over the three-year planning period, an Integrated Risk Management Framework will be developed setting out a consistent and comprehensive approach to risk management that is integrated with departmental planning, decision-making, monitoring and reporting activities. It will:
The Integrated Risk Management Framework will support accountability to stakeholders by demonstrating that the levels of risk are understood and that resources to mitigate risks are allocated to areas where risks are greatest.
Contributing to Canada’s Performance
The Public Safety Portfolio contributes to government-wide priorities, as expressed in the Government of Canada’s annual Canada’s Performance report. The Department’s strategic focus on protecting Canadian families and communities is directly linked to the government-wide outcome of promoting safe and secure communities, an essential element in supporting Canada’s social foundations. As well, the Department also contributes to the Canada’s Place in the World chapter through security-related commitments made in the Department’s strategic outcome of protecting Canada and Canadians.