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

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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.	Increase interdepartmental and Portfolio policy collaboration, and coordination. Develop a departmental strategic communications plan, a Portfolio Communications framework and enhance portfolio, interdepartmental communications linkages.

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:
Improved public consultations leading to better-informed policy development.	Focused consultations on issues of relevance to external stakeholders and government.

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:
Enhanced understanding of the linkages between a range of policy issues and the provision of integrated, informed and coherent public safety policy advice.	Increased dialogue and cooperation between the Department and Portfolio agencies on a wider range of public safety issues.

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:
The Minister and Senior Portfolio officials are effectively supported with strategic, integrated and informed advice.	Regular policy discussions among senior members (i.e. Portfolio ADM Policy and Planning Committee). Increased portfolio wide cooperation on environmental scanning.

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:
Increased understanding within the Department and the Portfolio of priorities, activities, and objectives, as well as the means by which these will be communicated to key audiences and stakeholders; and Expansion of collaborative communications planning efforts among the Portfolio members on major issues.	An approved and implemented portfolio communication plan, including ancillary procedures and information products in Fall 2007; and Increased number of collaboratively developed Portfolio-approved communications programs and products.

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: Effective and integrated departmental planning	Improved decision-making through integrated business planning.	Design and begin the implementation of an integrated planning framework for the Department. Initial progress towards a fully articulated Program Activity Architecture (as per Treasury Board’s Management Resources and Results Structure Policy).
Improved management policies and practices	Sound management practices implemented and understood, increasing transparency and accountability with regard to the use of departmental resources.	Enhance/improve capacity in strategic policy development, planning, finance, auditing and evaluation, information management/information technology (IM/IT) and human resources. Continue to advance the implementation of government-wide policies such as the Government Security Policy (including its associated standards such as Management of Information Technology Security (MITS) and Business Continuity Plans (BCP), the Internal Audit and Evaluation policies as well as Human Resources, Financial Management and IM policies.

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:
Sustained, integrated and risk sensitive departmental planning and priority setting, and proper alignment with Portfolio direction.	A revised strategic and business planning framework for the Department approved by end of 2007-2008 and fully implemented in the 2008-2009 planning cycle; Integrated departmental business plans at all levels approved annually by senior management starting 2008-2009; and An initial corporate risk profile developed in 2007-2008.

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:
The Department’s accountability and reporting is strengthened by having articulated a clear and relevant Program Activity Architecture that defines PSEPC outcomes, establishes performance measures for these outcomes, and links resources to outcomes.	Initial progress towards a fully articulated Program Activity Architecture.

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. 

Expected Result:

Performance/Progress Indicators:

Program managers, both in HQ and the regional offices, receive effective and timely management support services.

Support services organizations, such as the Corporate Management Branch and the Strategic Policy Branch are adequately staffed and resourced; Staff in the support services organizations as well as program managers have the necessary training, tools and information to deliver their respective responsibilities in the areas of strategic policy, HR, finance, planning, IM/IT, auditing and evaluation, compliant with TB policies.

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.

Expected Result:	Performance/Progress Indicator:
Sound management processes and practices improve the Department’s governance and decision-making.	Annual MAF Assessment indicates improvements in PSEPC’s management processes and practices.

 

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