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Minister’s Message

Vic ToewsI am pleased to present Public Safety Canada’s Report on Plans and Priorities for 2012-13. This report outlines the Department’s priorities and endeavours this year, in building a safe and resilient Canada.

Last year, Public Safety Canada had several accomplishments which contributed to keeping Canadians safe. The Department enhanced Canada’s national security framework by advancing commitments that are part of the government’s Air India Action Plan; contributed to the Canada-U.S. Beyond the Border Action Plan with a particular focus on the early identification of threats to national security, thereby creating economic opportunities through facilitating the legitimate flow of goods and travel; worked to prevent crime through tougher laws and targeted programs; and released tools to help prepare Canadians for emergencies and critical infrastructure disruptions.

During the coming year, the Department will focus on addressing national security threats, including the continued implementation of Canada’s Cyber Security Strategy, emergency management leadership and mitigation, community corrections, effective law enforcement and border security. Public Safety Canada, in collaboration with its domestic and international partners, will develop and implement effective policies to build safe and resilient Canadian communities.

Detailed information on how Public Safety Canada will achieve these results and commitments are provided in this report. I am certain that the Department, guided by its values and fiscal responsibility, will continue to contribute to a safer and more secure Canada.

Section I: Organizational Overview

Raison d'être

The Department of Public Safety and Emergency Preparedness plays a key role in discharging the Government’s fundamental responsibility for the safety and security of its citizens. Legislation governing the Department sets out two essential roles: (i) support the Minister’s responsibility for all matters, except those assigned to another federal minister, related to public safety and emergency management including national leadership and (ii) coordinate the efforts of Public Safety’s Portfolio agencies as well as provide guidance on their strategic priorities.

The Department provides strategic policy advice on: national security, border strategies, countering crime; and emergency management. The Department also delivers a number of grant and contribution programs related to emergency management and community safety.

Mission
To build a safe and resilient Canada [1]

Vision
To achieve, through outstanding leadership, a safe and secure Canada, and strong and resilient communities

Operations across Canada and Internationally

Public Safety Portfolio

  • Public Safety Canada (PS)
  • Canada Border Services Agency (CBSA)
  • Canadian Security Intelligence Service (CSIS)
  • Correctional Service of Canada (CSC)
  • Parole Board of Canada (PBC)
  • Royal Canadian Mounted Police (RCMP)
  • RCMP External Review Committee (ERC)
  • Commission for Public Complaints Against the RCMP (CPC)
  • Office of the Correctional Investigator (OCI)

The Public Safety portfolio encompasses nine distinct organizations which directly contribute to the safety and security of Canadians. While portfolio agencies deliver public security operations according to their individual mandates, Public Safety Canada, in its portfolio coordination role, brings strategic focus to the overall safety and security agenda.

Public Safety Canada is structurally organized into five branches: Community Safety and Partnerships, Corporate Management, Emergency Management and National Security, Law Enforcement and Policing, and Strategic Policy. These organizations are supported by a Chief Audit Executive, the Communications Directorate and the Legal Services Unit. Internationally, the Department coordinates and promotes public safety engagements that serve to reduce evidence-based risks from abroad to Canadians. Also situated within Public Safety Canada is the Office of the Inspector General of CSIS, which carries out independent reviews of CSIS’ compliance with the law, ministerial direction and operational policy. The Department has regional presence in all provinces, as well as the North. Public Safety Canada’s Regional offices are a primary contact in respective regions to deliver a coordinated federal response to emergencies; ensure effective delivery of emergency management, Aboriginal policing and crime prevention programs; as well as improve partnerships with other levels of government and key regional stakeholders. The Department also has representation in Washington, D.C. and London, England.

Strategic Outcome and Program Activity Architecture

Program Activity Architecture

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Organizational Priorities

* Type is defined as follows: previously committed to – committed to in the first or second fiscal year prior to the subject year of the report; ongoing – committed to at least three fiscal years prior to the subject year of the report; and new – newly committed to in the reporting year.

Organizational Priority
Priority Type* PAA link
Set the future direction for Emergency Management leadership and reinforce partnerships for national disaster mitigation Previously committed to Emergency Management
Status

Why is this a priority?

Public Safety Canada develops national policies, response systems, protocols and standards to reduce the impact of emergencies that could affect Canada's population. Efforts include exercising national and regional leadership; enhancing federal readiness to respond to all types of emergencies; improving information sharing and collaboration with other levels of government and the private sector; and enhancing interoperability with federal departments and agencies, other levels of government, emergency responders and practitioners. The 2011 spring floods reinforced the necessity to have disaster mitigation measures in place. In 2012-13, Public Safety Canada will focus on its federal leadership role by working with stakeholders on disaster mitigation measures in order to ensure a coordinated, integrated federal response to emergencies while achieving cost-effective savings for Canadians. Increased interoperability between all emergency management partners will contribute to more timely and effective responses while enhancing safety, security and community resilience.

Plans for meeting the priority

To measure success in achieving this priority, the Department will use the following indicators in addition to the indicators in the PMF:

  • Percentage of all-hazards risk assessment results incorporated into Strategic Emergency Management Plans
  • National Disaster Mitigation Strategy and Action Plan submitted to federal/provincial/territorial (FPT) Ministers

To achieve this priority, the Department will support a number of initiatives, including the following:

  • Develop program options for discussion by FPT ministers regarding the National Disaster Mitigation Program
  • Implement the annual cycle of the All Hazards Risk Assessment (AHRA) process
  • Develop an integrated, flexible planning framework for emergency management, supported by a suite of planning tools
  • Coordinate FPT efforts to implement a National Public Alerting System

Organizational Priority
Priority Type* PAA link
Advance the crime and safety agenda focusing on community corrections, RCMP renewal and engaging on future directions for policing Ongoing Countering Crime
Status

Why is this a priority?

In recent years, criminal activity has become increasingly sophisticated, further necessitating effective crime prevention and policing. Through collaborative efforts with the Portfolio agencies, as well as federal, provincial, territorial and international partners in the law enforcement community, Public Safety Canada helps ensure that Canada has safe communities and effective policing. In 2012-13, Public Safety Canada will advance the crime and safety agenda by managing programs to build capacity, and assist in effective community reintegration of eligible offenders. The Department will work to reduce offending among targeted population groups (such as at-risk children, youth and high-risk repeat offenders) by providing national leadership on effective and cost-efficient interventions. Public Safety Canada will continue to collaborate with its Portfolio agencies and partners to help ensure effective and accountable policing. This includes managing the implementation of the new RCMP Police Services Agreements by launching a new FPT Contract Management Committee; strengthening the RCMP public complaints and discipline/grievance regimes; as well as advancing a renewed policy framework for First Nations Policing. Moreover, a growing concern is the cost of policing, making it important to examine ways to do policing differently while ensuring fiscal and operational accountability. In addition, the Department will assist law enforcement in the fight against serious and organized crime through a variety of initiatives and continue to support efforts to advance the long-term sustainability of National Police Services.

Plans for meeting the priority

To measure success in achieving this priority, the Department will use the following indicators in addition to the indicators in the PMF:

  • Rate of criminal offences among targeted populations (youth at risk, Aboriginal communities, high-risk repeat offenders)
  • Participation rate of probation officers in the Strategic Training Initiative in community Corrections
  • Percentage of jurisdictions that extend Biology Casework Analysis Agreements (BCAA)
  • Number of First Nation and Inuit communities receiving policing services

To achieve this priority, the Department will support a number of initiatives, including the following:

  • Manage the implementation of the new Police Service Agreements, including the establishment of a FPT Contract Management Committee
  • Establish a National Advisory Committee on National Police Services
  • Enhance information sharing and collaboration with law enforcement partners leading to the National Summit on the Economics of Policing (fall/winter 2012)
  • Advance work to modernize the RCMP, including strengthening the RCMP public complaints regime, and the RCMP human resources management framework to streamline the discipline and grievances processes
  • Co-host the Third Organized Crime Summit for fall 2012
  • Develop and implement strategies to combat contraband tobacco and human trafficking
  • Negotiate BCAAs with contract provinces and territories
  • Amend legislation to modernize the federal Witness Protection Program
  • Stabilize the First Nations Policing Program through program renewal and the development of a revised Performance Measurement Framework
  • Explore and develop social innovation approaches to communitysafety, including community benefit investment projects

Organizational Priority
Priority Type* PAA link
Advance a robust approach to addressing national security threats including implementing Canada’s Cyber Security Strategy Previously committed to National Security
Status

Why is this a priority?

Public Safety Canada plays a leadership role in ensuring a robust and relevant national security framework. It collaborates with domestic and international partners, helping to protect Canada and its allies from new, rapidly evolving threats and challenges to national security, while balancing the need for oversight, accountability and the protection of civil liberties. Given the increasingly complex threat environment, it is important that Canada is prepared to address a wide range of national security and criminal threats. To protect the safety and security of Canada and its citizens, the Department will continue to address identified national security threats using a framework of laws, policies and priorities, and to collaborate with security and law enforcement partners to prevent illegal entry of those who threaten the border's integrity. Under the National Strategy and Action Plan for Critical Infrastructure and Canada's Cyber Security Strategy, the Department is committed to working with industry partners, provinces and territories to advance a collaborative approach to strengthening the resilience of vital assets and systems. Improving information sharing among critical infrastructure sectors and all levels of government will strengthen shared situational awareness of threat and risk environments, and facilitate risk management activities. The Department will also pursue legislative and regulatory initiatives to ensure law enforcement and national security agencies have the necessary tools to respond to a rapidly changing technological environment.

Plans for meeting the priority

To measure success in achieving this priority, the Department will use the following indicators in addition to the indicators in the PMF:

  • Percentage of Canadians that undertake cyber security measures
  • Number of research projects funded to inform policy and operational counter-terrorism initiatives
  • Number of tools and updates shared with critical infrastructure sectors to facilitate information sharing and risk management activities
  • Number of policies and strategies, including legislative options, developed to support national security initiatives

To achieve this priority, the Department will support a number of initiatives, including the following:

  • Implement the Critical Infrastructure Information Sharing Framework
  • Conduct risk management activities with critical infrastructure sectors
  • Collaborate with partners to develop mechanisms for sharing cyber security information and coordinate incident response
  • Enhance the mitigation and technical advice provided by the Canadian Cyber Incident Response Centre
  • Continue the implementation of the Get Cyber Safe public awareness campaign by focusing on establishing private sector partnerships, including those with critical infrastructure sectors
  • Develop an implementation approach for the counter-terrorism strategy
  • Enhance the policy framework around countering violent extremism
  • Advance the Kanishka Project research initiative on terrorism and counter-terrorism
  • Meet the Government's commitments under the Air India Action Plan
  • Enhance the Government's capacity to combat human smuggling through legislation and international outreach
  • Advance lawful access legislative and regulatory initiatives

Organizational Priority
Priority Type* PAA link
Implement the Canada-U.S. Action Plan on Perimeter Security and Economic Competitiveness New Border Strategies
Status

Why is this a priority?

The Prime Minister of Canada and the President of the United States signed the Beyond the Border Action Plan: A Shared Vision for Perimeter Security and Economic Competitiveness in December 2011 to establish a new long-term partnership built upon a perimeter approach to security and economic competitiveness. This means working together, not just at the border, but beyond the border to enhance security and accelerate the legitimate flow of people, goods and services. The free movement of legitimate goods and services between Canada and the U.S., facilitated by effective border management, creates immense economic benefits for both countries and is a priority for the Government of Canada. Public Safety Canada will play a key role in implementing the Action Plan in 2012-13 and beyond. The majority of the Action Plan items are the responsibility of the Department and its Portfolio, including Canada Border Services Agency, Royal Canadian Mounted Police, and Canadian Security Intelligence Service, and together will be key in the Action Plan's successful implementation. The programs implemented through the Canada-U.S. Action Plan will address threats at the earliest possible point and also reduce the administrative burden for business, and invests in improvements to the shared border's infrastructure and technology. The Action Plan focuses on four areas of cooperation: addressing threats early; facilitating trade, economic growth and jobs; integrating cross-border law enforcement; and improving interoperability, critical infrastructure and cyber security. The Action Plan includes clear deliverables, timelines and metrics for success.

Plans for meeting the priority

To measure success in achieving this priority, the Department will use the following indicators in addition to the indicators in the PMF:

  • Biannual reports detailing progress toward the completion of the Canada-U.S. bilateral workplan on countering violent extremism
  • Number of cross-border initiatives
  • Number of cyber security information products and briefings provided by Canadian and U.S. officials to non-government stakeholders, in a coordinated or joint manner

To achieve this priority, the Department will support a number of initiatives, including the following:

  • Finalize a guide on border traffic management
  • Launch the pilot Regional Resilience Assessment Program in Maine/New Brunswick
  • Develop and deploy Next Generation pilot projects
  • Pass legislation to implement regularized Shiprider operations
  • Implement a Canada-U.S. radio interoperability system
  • Lead negotiations on a pre-clearance agreement in the land, rail and marine modes of transportation
  • Coordinate Canadian efforts and collaborate with U.S. officials in the context of the Canada-U.S. Cross-Border Crime Forum (CBCF) to support the delivery of commitments under the Action Plan
  • Establish and convene a bilateral steering group to discuss and prioritize areas for joint threat assessments
  • Support the Action Plan by exploring elements of its implementation at the Cross-Cultural Roundtable on Security meetings
  • Implement the Canada-U.S. countering violent extremism workplan

Organizational Priority
Priority Type* PAA link
Increase the integration of policy/program advice to support decision-making in the Department and Portfolio Previously committed to All
Status

Why is this a priority?

Public Safety Canada plays a key role in developing policies, delivering programs, and ensuring coherence and integration on policy and program issues within the Public Safety Portfolio. The Department will undertake a more thorough and integrated approach to developing advice to the Minister of Public Safety to more comprehensively address public safety priorities and objectives. This will take into context the operational requirements and agency mandates within the Portfolio. In 2012-13, the Department will continue to engage its Portfolio agencies and collaborate with other government departments on horizontal issues to support government-wide priorities and provide strategic policy advice to the Minister of Public Safety.

Plans for meeting the priority

To measure success in achieving this priority, the Department will use the following indicators in addition to the indicators in the PMF:

  • Extent to which the Department's international travel is aligned with the priorities stated in its International Strategic Framework
  • Management Accountability Framework Rating for Line of evidence 2.4: Extent to which the Management, Resources and Results Structure information is used to support planning and decision-making
  • A Medium-Term Policy process is established within the department and a Medium-Term Policy report is developed by fall 2012
  • Recidivism and crime rates are reduced through the implementation of social innovation and community benefit investment projects

To achieve this priority, the Department will support a number of initiatives, including the following:

  • Advance the Medium-Term Policy Planning process
  • Promote the integration of Public Safety Canada's International Strategic Framework into departmental, portfolio and Government of Canada decision-making regarding international security engagements
  • Advance a coordinated Public Safety portfolio approach to critical infrastructure risk management and information sharing
  • Lead the development of community benefit investment projects in community safety

Risk Analysis

In a fast-evolving threat environment, risk management becomes an integral part of decision-making and resource allocation. Public Safety Canada has been committed to establishing a strong risk management framework and, to date, has developed an Integrated Risk Management Policy, training tools and its first Corporate Risk Profile. The Department continues to demonstrate the importance of risk management by using risk information as a key component in the development of this year’s priorities. In 2012-13, Public Safety Canada will focus on risks related to emergency management and its budget allocation and reallocation processes.

Public Safety Canada has a key role to play, both at the national and regional level, in supporting a coordinated federal response to emergencies. This ranges from ensuring that federal government departments and agencies are well prepared and have the necessary resources required to respond to emergencies, to building capacity such that first responders have the required training to respond to emergencies. The Department mitigates risks to these objectives by supporting federal partners in the development of individual emergency management plans and ensuring that the current infrastructure offered to first responders is cost-effective and responsive to needs. Public Safety Canada also works closely with provincial, territorial and municipal partners to address both natural and human-induced hazards, as well as focus on disaster mitigation measures to ensure a coordinated, integrated federal response to emergencies.

In this time of fiscal constraint, effective planning and financial management are paramount. The Department must ensure that it implements financial processes that make effective and efficient use of resources to deliver its core mandate, and to address risks and emerging pressures. In an effort to enhance sound stewardship of resources, Public Safety Canada will strengthen its budget monitoring and reporting. Specific measures that will be undertaken include: focusing on financial issues (i.e. budget management) every fourth Department Management Committee meeting; providing an assessment of the overall organizational situation to senior management at key reporting periods; as well as providing specific assessments on the usage of financial resources, financial risks and its corresponding mitigation strategies. These enhancements align with the Department’s recently adopted Financial Management Framework.

The Department will also focus on other risk areas in 2012-13, including emergency management, crime prevention and cyber security. Public Safety Canada will assist government departments during the development of emergency management plans, tools and governance structures. These plans will help monitor and mitigate emergency management risks associated with effective federal emergency response. The Department will continue to strengthen its relationship with First Nation and Inuit communities to ensure that both communities receive dedicated, culturally-appropriate and responsive policing services. As technology continues to evolve, Public Safety Canada will effectively coordinate the national response to any cyber security-related incidents by focusing its efforts towards improving its authorities and tools.

Throughout 2012-13, Public Safety Canada will continue to monitor risks which may obstruct the achievement of objectives, as well as identify opportunities, to ensure that the Department is able to make decisions and effectively allocate resources within its rapidly-evolving environment. 

Planning Summary


Financial Resources ($ thousands)
2012-13 2013-14 2014-15
438,992.5 412,586.3 413,358.6

Human Resources (FTEs)
2012-13 2013-14 2014-15
1,083 1,086 1,093

Strategic Outcome 1: A safe and resilient Canada
Performance Indicators Targets
Proportion of incidents where there was a timely response to events affecting the national interest 100%
Number of hours that any border service point is closed due to a security concern 0
Percent of the Canadian population satisfied with their personal safety from crime ≥ 93% by 2014

Planning Summary Table
($ thousands)
Program Activity[2] Forecast
Spending
2011-12
Planned Spending ($000s) Alignment to Government of Canada Outcomes[3]
2012-13 2013-14 2014-15
National Security 18,329.8 31,427.0 23,929.8 24,915.7 A safe and secure Canada
Border Strategies 2,846.9 2,522.1 2,506.6 2,543.1
Countering Crime 172,834.6 210,229.5 195,322.9 192,451.2
Emergency Management 145,204.7 140,469.6 138,926.4 134,263.9
Total Planned Spending 339,215.9 384,648.3 360,685.7 354,173.8

Planning Summary Table
($ thousands)
Program Activity Forecast
Spending
2011-12
Planned Spending ($000s)
2012-13 2013-14 2014-15
Internal Services 71,830.8 54,344.3 51,900.6 59,184.8
Total Planned Spending 71,830.8 54,344.3 51,900.6 59,184.8

These figures have been rounded to the nearest thousands of dollars. Due to rounding, figures may not add to the totals shown.

Note: Planned Spending reflects funds requested through the Main Estimates plus adjustments for funding approved in the Government fiscal framework. The Forecast Spending in 2011-12 represents the most up-to-date authorities.

Contribution to the Federal Sustainable Development Strategy

The Federal Sustainable Development Strategy (FSDS) outlines the Government of Canada’s commitment to improving the transparency of environmental decision-making by articulating its key strategic environmental goals and targets. Public Safety Canada ensures that consideration of these outcomes is an integral part of its decision-making processes. Public Safety Canada contributes to Theme IV - Shrinking the Environmental Footprint – Beginning with Government, as denoted by the visual identifier below.

Theme IV Shrinking the Environmental Footprint - Beginning with Government

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These contributions are components of Internal Services’ activities and are further explained in Section II of this report. Please visit Public Safety Canada’s website for additional details on the Department’s activities to support sustainable development. For complete details on the Federal Sustainable Development Strategy, please see the following website.

Expenditure Profile
000s
Actual Spending Forecast Spending Planned Spending
2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15
391,831.1 395,773.1 532,597.2 411,046.7 438,992.5 412,586.3 413,358.6

D

Expenditure Graph

The net increase of $27.9M (or 6.8%) between 2011-12 forecast spending and 2012-13 planned spending is mainly due to:

  • the 2011-12 forecast spending reflects a budget transfer to the RCMP for the First Nations Policing Program, made through Supplementary Estimates ($41M);
  • funding received in 2012-13 to implement the Ex-Gratia payments to the families of the victims of the Air India Flight 182 ($7.9M);
  • additional funding to implement Canada’s Cyber Security Strategy ($3.4M);
  • funding earmarked in the fiscal framework for Lawful Access ($2.1M); and
  • funding recently approved for the Kanishka Research Project Initiative ($1.6M).

Offset by:

  • the reimbursement for Eligible Paylist Expenditures [4] in 2011-12 ($10.9M);
  • carry-forward received in 2011-12 ($6.9M);
  • additional reduction in funding due to a transfer of funds for the creation of  Shared Services Canada under the Administrative Services Review ($3.5M);
  • a decrease due to the net results of reprofiling funds between various fiscal years for emergency management capacity ($2.5M);
  • an additional reduction from the 2009 Strategic Review ($1.5M);
  • a decrease due to the termination of contributions to provinces for the repatriation of Canadian evacuees from Haiti ($1.5M); and
  • a decrease due to the termination of funding related to Urban Transit Exercises ($1.4M).

Planned spending from 2012-13 to 2013-14 will decrease by $26.4M (or 6.0%) primarily due to:

  • a decrease due to the termination of temporary funding received for the sustainability of agreements under the First Nations Policing Program ($15.0M);
  • a decrease due to the termination of Ex Gratia payments to the families of the victims of Air India Flight 182 ($7.9M); and
  • the reduction of funding for the implementation of Canada’s Cyber Security Strategy ($1.9M).

Planned spending from 2013-14 to 2014-15 will increase by $0.8M (or less than 0.2%) primarily due to an increase in funding related to the Kanishka Research Project Initiative ($0.9M).

The figure below displays the allocation of Public Safety Canada’s planned spending by program activity for 2012-13.

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Allocation of planned spending

Estimates by Vote

For more information on organizational appropriations, please see the 2012–13 Main Estimates publication.