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ARCHIVED - RPP 2007-2008
Public Safety and Emergency Preparedness Canada


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SECTION II – ANALYSIS OF PROGRAM ACTIVITIES BY STRATEGIC OUTCOME

Analysis by Program Activity

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.


Strategic Outcome: Enhancing public safety, security and emergency preparedness of Canadians in an open society.

Program Activity

Priorities

Expected Results

Page

Emergency Management and National Security

Protecting the security of Canada and Canadians.

Programs and policies that help protect and mitigate security threats to Canada and Canadians.

23

Policing and Law Enforcement

Fighting serious and organized crime.

Enhanced capabilities to combat serious and organized crime.

31

Community Safety and Partnerships

Enhancing community safety and security.

Reduced crime and increased personal safety.

35



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

  • Strengthen emergency management capacity, critical infrastructure protection, and federal emergency response capacity.
  • Review and improve national security policies.
  • Coordinate the Security Agenda of the Security and Prosperity Partnership of North America.
  • Provide interdepartmental leadership to develop, negotiate and implement improved Canada-United States border management.

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:

  • More efficient, better organized federal responses to emergencies that employ a whole-of-government approach.
  • Improved support to the provinces and territories.
  • Increased federal readiness to respond to emergencies.
  • FERP implemented by March 2008.
  • Surge capacity reserves piloted in Ottawa and all regions by 2008.
  • Incremental development of a multi-jurisdictional detailed exercise program over the next three to four years.

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:

  • A more effective, efficient emergency management system for Canada, with more clearly defined federal roles and jurisdictional clarification.
  • Better information-sharing, emergency management planning, training, exercises and progress evaluations to synchronize national preparedness efforts among stakeholders.
  • Improved public safety through applied technologies.
  • Royal Assent of the proposed Emergency Management Act (Bill C-12).
  • Robust business case for a national public alerting system.
  • Frequent consultations, new agreements and joint initiatives with a range of stakeholders from government and national voluntary and first responder associations.
  • Innovative new public safety technologies on the marketplace.

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:

  • Enhanced coordination of critical infrastructure protection across all jurisdictions and with the private sector.
  • Public and private sector endorsement of a national strategy for critical infrastructure protection and the creation of a critical infrastructure cross-sectoral council by 2008.

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:

  • Reduced negative social and economic impacts of an Avian and pandemic influenza outbreak.
  • Engagement of the federal system and the provinces and territories within a consolidated government approach.
  • Clarified roles and responsibilities and tested procedures for responding to Avian pandemic influenza, or other trans-national health threats.
  • Approval of Federal Coordination Contingency Plan for Avian and Pandemic Influenza by April 2007.
  • Approval of a North American Pandemic Plan in collaboration with the United States and Mexico by end of June 2007.

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:

  • Consensus on the nature of the cyber security problem, increased awareness and sharing of information on threats, vulnerabilities and mitigation measures.
  • Strategy to Improve Cyber Security in Canada developed and situation/progress monitored via surveys and studies of CI sectors, other sectors, as well as consumers.

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:

  • Enhanced effectiveness of national security policies.
  • Threats faced by Canada are better addressed with improved policies.

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:

  • Canadian vision and priorities for future SPP collaboration focused on a smarter and more secure Canada-U.S. land border and trilaterally agreed-to security initiatives for North America.
  • Refocused and streamlined SPP security agenda.
  • Coordinated Government of Canada response to the recommendations of the North American Competitiveness Council, a private advisory body created by Leaders.
  • Finalized objectives/results for 2007 Leaders Summit.

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:

  • Enhanced ability of federal departments and agencies to respond to cross-border incidents.
  • Engagement of other government departments as planners and participants in TOPOFF 4.

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:

  • Creation of a national focal point for deliberation on Canada-U.S. emergency management issues supported and directly influenced by regional discussions with provinces and territories and their contiguous states.
  • Reactivated and reinvigorated governance structures, including the four Canada-U.S. Regional Emergency Management Advisory Committees and the overarching Consultative Group, by 2008.

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:

  • Effective policy and program analysis in partnership with Portfolio and other partners to maintain a coordinated and strategic approach for key government initiatives that promote border security.
  • Consistent government-wide communications activities relating to border integrity and management activities.
  • Increased coordination of policies and programs, with various partners to cooperatively manage the border.
  • Progress of CBCF and SPP initiatives maintained and reported regularly.

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:

  • Effective review and accountability with respect to the RCMP’s national security activities.
  • A comprehensive response to the recommendations contained in the second report of the Commission of Inquiry. 

The Department will continue to monitor national security issues and cases affecting Canada.


Expected Result:

Performance/Progress Indicator:

  • Effective management of issues and cases.
  • Timely assessment and advice, including supporting coordinated action by Canadian agencies and/or international cooperation.

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:

  • Effective and appropriate monitoring of threats and detection and prevention of terrorist activities and fundraising.
  • Effective law enforcement and security intelligence investigations, outreach and other actions.
  • Additional listings of terrorist entities as required.

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.
  • Focus efforts to combat serious, organized, and transnational crime.
  • Implement strategies to combat gun violence.
  • Enhance information-sharing and interoperability among federal departments and agencies and with other jurisdictions.

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:

  • Enhanced capabilities to combat serious and organized crime, both domestically and internationally.
  • Effective policy and program analysis in partnership with the Portfolio of public safety and other partners to enhance a coordinated and strategic approach for key government initiatives that promote efforts to combat serious, organized and transnational crime.
  • Increased disruption and/or dismantling of serious, organized and transnational criminal activity.

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:

  • Enhanced effectiveness of the firearms licensing process.
  • Streamlined firearms legislative framework to enhance compliance levels and reduce the administrative burden on legitimate firearms owners.
  • Public education and outreach.
  • Ongoing support for the intelligence and enforcement initiatives that focus on improving the national collection, analysis and sharing of firearms-related intelligence.
  • Increased likelihood of identifying individuals who should not possess firearms.
  • Enhanced compliance with firearms legislation and regulations. 
  • Greater understanding of the firearms program and the role of the public in reducing firearms crime.
  • Enhanced criminal intelligence capacity of the law enforcement community to improve criminal investigations, and strategic national assessments of the illegal movement and use of firearms.

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:

  • An enhanced information-sharing and interoperable environment through a coordinated approach that responds to public safety needs and expectations, while respecting the privacy of Canadians and the principle of accountability.
  • Creating a more fully interoperable environment will address issues in the following domains:
    • Criminal Justice and Law Enforcement;
    • Border;
    • National Security and Intelligence; and
    • Public Health and Emergency Management.

Greater horizontal integration of public safety information-sharing across the federal government and other first responder communities, as demonstrated by:

  • An established/recognized Interoperability Governance structure and functions;
  • Agreements on the use and implementation of a value management approach to evaluate the effectiveness of public safety interoperability initiatives; and
  • Decreased legal and policy barriers to information-sharing.


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:

  • Agreement at the federal/provincial/ territorial level and with U.S. authorities on a strategy for interoperable radio communications for first responders within Canada and across the Canada-U.S. border.
  • In cooperation with other federal partners, finalization of the pilot project to design, build, certify and prove operational the capacity to deliver a fully secure and trusted electronic communications system for the Government of Canada and other users.
  • Increased Departmental and Government of Canada profile in this area and establishment of formal linkages with academia, the private sector and other jurisdictions.
  • In cooperation with other partners, options for an automated air passenger assessment program to provide CSIS and the RCMP with the ability to assess airline passenger information and identify potential threats to transportation or national security.
  • Agreements on such matters as the governance structure, including the management of the radio frequency spectrum, critical user operating and equipment requirements, Standard Operating Procedures, and technical standards for equipment.
  • Installation and successful acceptance testing of the pilot system, its certification and accreditation.
  • Creation and implementation of the Government of Canada’s Biometrics website to provide a virtual library which would include various templates and reference documents.
  • Policy recommendations for the implementation of an efficient and effective air passenger assessment system to assess threats to aviation transportation and national security.

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.

  • Assess and support local crime prevention measures addressing, in particular, gang-related crime and drug and alcohol related crime. 
  • Develop correctional policy to better address management of high-risk offenders.
  • Design innovative policies and programs to enhance public safety in First Nations communities through culturally-sensitive crime prevention measures, law enforcement and corrections.

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:

  • Local communities have better access to effective interventions to prevent priority crimes among targeted populations and areas.
  • Knowledge-driven interventions are developed and implemented in communities most in need.

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:

  • Focused and firm responses to high-risk violent offenders.
  • Better management tracking and treatment of sex offenders leading to improvements in community safety.
  • Revised policies to strengthen management of high-risk offenders.
  • Progress towards the National Flagging System.

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:

  • Establishment and maintenance of professional, effective, culturally appropriate police services and programs responsive to the needs of First Nations and Inuit Communities.
  • FNPP agreements.
  • Revised policies to modernize the Band Constable Program and the First Nations Policing Policy.

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:

  • Public safety improved through enhanced strategies to support the safe management of eligible offenders in the community, including strategies focused on Aboriginal offenders and their communities as well as innovative restorative justice approaches.
  • Aboriginal, community corrections and public education projects, both within and outside institutions.