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Name of Transfer Payment Program: First Nations Policing Program (FNPP)

Start date: 1991-92

End date: Ongoing

Fiscal Year for Ts & Cs: Extended until March 31, 2013

Strategic Outcome: A safe and resilient Canada

Program Activity: Countering Crime

Description: The First Nations Policing Program provides financial contributions for dedicated and responsive policing services in First Nation and Inuit communities, through tripartite policing agreements for which financial contributions are attributed based on an established formula to share costs between the federal and provincial/territorial governments.

Expected results: Maintain or increase the FNPP's national coverage from previous year

Tripartite Policing Agreements

	# of Agreements	# of Communities Served	Population Served	Negotiated Officers
Community Tripartite	129	221	168,670	420.5
Self-administered	38	176	165,949	820.33
Total	167	397	334,619	1,240.83

First Nations Policing Program (FNPP)

	($)
	Forecast Spending 2011-12	Planned Spending 2012-13	Planned Spending 2013-14	Planned Spending 2014-15
Total Contributions	$120,283,148	$120,283,148	$105,283,148	$105,283,148
Total Program	$120,283,148	$120,283,148	$105,283,148	$105,283,148

Fiscal Year of Last Completed Evaluation: 2009-10

Decision following the Results of Last Evaluation: Continuation

Fiscal Year of Planned Completion of Next Evaluation: Pursuant to the Policy on Transfer Payments, the next planned evaluation is for fiscal year 2014-15

General Targeted Recipient Group: First Nation and Inuit communities

Initiatives to Engage Applicants and Recipients: Ongoing initiatives to engage recipients of the FNPP include the First Nations Policing Program Stakeholder Panel, as well as police governance workshops and training for members of a community where an FNPP agreement is in place

Name of Transfer Payment Program: National Crime Prevention Strategy (NCPS)

Start date: 1998-99

End date: Ongoing

Fiscal Year for Ts & Cs: The NCPS terms and conditions were last approved by Treasury Board in 2008-09

Strategic Outcome: A safe and resilient Canada

Program Activity: Countering Crime

Description: Crime prevention is a key component of the federal government’s approach to reducing crime. The program’s goal is to develop and disseminate practical knowledge of what works to reduce offending among those most at risk such as children, youth and Aboriginal Canadians who present various risk factors, and to prevent the commission of specific crimes such as youth violence, drug-related offences, and hate crimes. The program provides federal leadership on the development of crime prevention strategies, policies and programs that are evidence-informed, responsive, and appropriate to community and regional needs. The program provides funding through time-limited grants and contributions to community-based organizations, other levels of government, and academia to support the implementation of targeted interventions, and the dissemination of knowledge and practical tools. The program fosters increased coordination and integration of crime prevention policy and programs federally, and with the provinces and territories, as well as the identification of emerging priority issues and orientation of funding programs

Expected results:

1. Reduced offending among targeted populations (youth at-risk, Aboriginal communities, and high-risk repeat offenders)
   
2. Increase in the Canadian body of knowledge related to crime prevention
3. Reduced incidence of hate-motivated crime

National Crime Prevention Strategy (NCPS)

	($)
	Forecast Spending 2011-12	Planned Spending 2012-13	Planned Spending 2013-14	Planned Spending 2014-15
Total Grants	$1,088,500	$3,460,000	$3,460,000	$3,460,000
Total Contributions	$42,911,399	$40,139,899	$40,139,899	$40,139,899
Total Program	$43,999,899	$43,599,899	$43,599,899	$43,599,899

Fiscal Year of Last Completed Evaluation: 2007-08

Decision following the Results of Last Evaluation: Amendment – Refocused NCPS in 2008

Fiscal Year of Planned Completion of Next Evaluation: 2012-13

General Targeted Recipient Group: Non-profit, other levels of government, Aboriginal organizations/communities

Initiatives to Engage Applicants and Recipients: Discussions with representatives from provincial and territorial governments, as well as solicitations for new projects with community organizations

Name of Transfer Payment Program: Disaster Financial Assistance Arrangements (DFAA)

Start date: 1970

End date: Ongoing

Fiscal Year for Ts & Cs: 2007-08

Strategic Outcome: A safe and resilient Canada

Program Activity: Emergency Management

Description: Provision of federal financial assistance to provinces and territories following large-scale natural disasters

Expected results: Provinces and territories receive funding to assist with response and recovery from major natural disasters

Performance indicators:

• Percentage of events meeting DFAA criteria that receive funding
• Number of events for which the federal government has agreed to reimburse
• Number of payments made
• Dollar value of payments made

Disaster Financial Assistance Arrangements (DFAA)

	($)
	Forecast Spending 2011-12	Planned Spending 2012-13	Planned Spending 2013-14	Planned Spending 2014-15
Total Contributions	$100,000,000	$100,000,000	$100,000,000	$100,000,000
Total Program	$100,000,000	$100,000,000	$100,000,000	$100,000,000

Fiscal Year of Last Completed Evaluation: 2011-12

Decision following the Results of Last Evaluation: Continuation of program, management action plan established

Fiscal Year of Planned Completion of Next Evaluation: 2016-17

General Targeted Recipient Group: Recipient class is provinces and territories

Initiatives to Engage Applicants and Recipients: Ongoing interaction with provincial/territorial officials, as required, in response to program questions and annual federal/provincial/territorial DFAA managers meeting

Name of Transfer Payment Program: Joint Emergency Preparedness Program (JEPP)

Start date: 1980

End date: Ongoing

Fiscal Year for Ts & Cs: 2009-10

Strategic Outcome: A safe and resilient Canada

Program Activity: Emergency Management

Description: The Joint Emergency Preparedness Program is a cost-shared program with provinces and territories aimed at enhancing the national capacity to respond to all types of emergencies and enhance the resiliency of critical infrastructure

Expected results: Provinces and territories are prepared to respond to all types of emergencies

Performance indicators:

• Percent of provincial demand for capital investment in relation to emergency preparedness that is committed by the JEPP program
• Number of projects approved

Joint Emergency Preparedness Program (JEPP)

	($)
	Forecast Spending 2011-12	Planned Spending 2012-13	Planned Spending 2013-14	Planned Spending 2014-15
Total Contributions	$6,471,000	$6,471,000	$6,471,000	$6,471,000
Total Program	$6,471,000	$6,471,000	$6,471,000	$6,471,000

Fiscal Year of Last Completed Evaluation: 2007-08

Decision following the Results of Last Evaluation: : Continuation of program, management action plan established

Fiscal Year of Planned Completion of Next Evaluation: 2013-14

General Targeted Recipient Group: Recipient class is provinces and territories

Initiatives to Engage Applicants and Recipients: Annual federal/provincial/territorial managers’ teleconference and ongoing interaction with provincial and territorial officials during program cycles as required

Name of Transfer Payment Program: Biology Casework Analysis Contribution Program

Start date: 2010-11

End date: 2014-15*

Fiscal Year for Ts & Cs: 2010-11

Strategic Outcome: A safe and resilient Canada

Program Activity: Countering Crime

Description: This program provides contributions to the governments of Ontario and Quebec, which operate forensic laboratories that undertake biological casework analysis for the purpose of criminal identification, and which provide crime scene DNA profiles to the National DNA Data Bank

Expected results:

The expected results of this program are:

• increased operational capacity requirements;
• increased laboratory efficiency and effectiveness;
• decreased processing turnaround times;
• decreased case backlog; and
• increased number of profiles submitted to the Crime Scene Index of the National DNA Data Bank.

The performance indicators for the terms and conditions include:

• the number and type of cases received (by Criminal Code offence) and from which law enforcement agency;
• the number and type of cases completed;
• the average number of exhibits examined per case;
• the number of biological samples (i.e. stains) submitted for DNA analysis;
• case turnaround times for primary and secondary designated offences;
• backlog of cases waiting to be processed; and
• the number of DNA profiles submitted to the Crime Scene Index of the National DNA Data Bank.

Biology Casework Analysis Contribution Program

	($)
	Forecast Spending 2011-12	Planned Spending 2012-13	Planned Spending 2013-14	Planned Spending 2014-15
Total Contributions	$6,900,000	$6,900,000	$6,900,000	$6,900,000
Total Program	$6,900,000	$6,900,000	$6,900,000	$6,900,000

Fiscal Year of Last Completed Evaluation: N/A

Decision following the Results of Last Evaluation: N/A

Fiscal Year of Planned Completion of Next Evaluation: 2013-14

General Targeted Recipient Group: Other levels of government (Ontario and Quebec Forensic Laboratories)

Initiatives to Engage Applicants and Recipients: Initiatives to Engage Applicants and Recipients: Targeted at the two provincially-run labs.

* This program is established on an ongoing basis, with a funding envelope until 2014-15.

Name of Transfer Payment Program: Air India Flight 182 Ex Gratia Payment Program

Start date: 2012-13

End date: 2012-13

Fiscal Year for Ts & Cs: N/A, as this is an ex gratia payment

Strategic Outcome: A safe and resilient Canada

Program Activity: National Security

Description: The purpose of the Air India Flight 182 Ex Gratia Payment Program is to provide a symbolic payment to the families of the victims of Air India Flight 182 to demonstrate solicitude, recognition and acknowledgement for the administrative disdain families experienced over the years following this terrible act of terrorism. This ex gratia payment is a one-time payment, and is not a repayable contribution

Expected results: N/A

Air India Flight 182 Ex Gratia Payment Program

	($)
	Forecast Spending 2011-12	Planned Spending 2012-13	Planned Spending 2013-14	Planned Spending 2014-15
Total Grants	-	$7,896,000	-	-
Total Program	-	$7,896,000	-	-

Fiscal Year of Last Completed Evaluation: N/A

Decision following the Results of Last Evaluation: N/A

Fiscal Year of Planned Completion of Next Evaluation: N/A

General Targeted Recipient Group: Eligible recipients are families of the victims of Air India Flight 182.

Initiatives to Engage Applicants and Recipients: Information sessions with the targeted recipient group (families of Air India Flight 182 victims) were held in 2011 to inform them of the application process for the ex gratia payment. Additional information and support will be provided as needed to family members through e-mails, mail-outs and a 1-800 call centre

8.6 By March 31, 2014, each department will reuse or recycle all surplus electronic and electrical equipment (EEE) in an environmentally sound and secure manner.

Performance Measure		RPP	DPR
Target Status
Existence of implementation plan for the disposal of all departmentally-generated EEE. (Optional in RPP 2011-12)		Yes
Total number of departmental locations with EEE implementation plan fully implemented, expressed as a percentage of all locations, by the end of the given fiscal year.	FY 2011-12
	FY 2012-13	100%
	FY 2013-14	100%

Strategies / Comments

1. Definition of Electronic and Electrical Equipment: Electronic Equipment refers to computers, monitors, printers, plotters, laptops, docking stations, televisions, most server and network equipment, most audio-visual equipment, scanners, fax machines, label printers, photocopiers, toaster-ovens, refrigerators, microwaves, and ovens.
2. Definition of departmental locations: In the context of this target, locations are defined as the National Capital Region – headquarters (NCR), as well as Public Safety Canada’s (PS) regional presences (13). Of note, 85% of PS employees and 90% of the Department’s electronic and electrical equipment are located in the NCR (headquarters).
3. Scope: This target includes all EEE (IT and non-IT assets) included in the above definition of electronic and electrical equipment.
4. Method for Tracking Equipment: Departmental assets are recorded in three departmental systems designed to capture complete information on each type of asset (an IT asset tracking system - WASP, a non-IT asset tracking system – Cable solve, and a financial capital asset tracking system – SAP). When the asset is received, relevant information is recorded in the appropriate tracking system and an asset tag is affixed. In 2012-13, PS will be looking at opportunities to amalgamate data (on EEEs) from both IT and non-IT tracking systems.
5. Implementation Strategies:
   • PS currently has a procedure in place for headquarters and all regional presences, which follows the Public Works and Government Services Canada (PWGSC) Federal Electronic Waste Strategy and Federal Sustainable Development Strategy (FSDS) requirements for electronic equipment; and will continue to exploit information technology equipment buyback or municipal/provincial/federal E-waste recycling programs (Industry Canada Website, Computers For Schools, Crown Assets). Some regional offices and towns do not have a Computer For School’s program nearby. Currently, some regional presences send equipment back to headquarters for proper donation or disposal;
   • The procedure currently allows the Department to track both plug-in and battery powered “electronic equipment” by equipment type; 
   • The procedure also allows the Department to track the disposal of “electronic equipment”; PS now offers more options for disposing electronic equipment, notably ensuring that charities receive its used equipment;
   • PS will document and strengthen its regional process for reuse, disposal and/or recycling of all unused equipment items;
   • Given that the electrical equipment was purchased within the last seven years, PS has yet to implement its plan to reuse or recycle any surplus inventory. The plan will be implemented in 2012-13;
   • PS will continue to find opportunities to reduce its ratio of EEE as part of its IT Transformation initiative;
   • PS will evaluate the implementation plans once a year, during the end-of-year process, integrated in the Departmental Planning and Reporting Cycle; and,
6. In terms of meeting its obligation under the Policy on Government Security (PGS), PS has measures in place to ensure compliance, including physical security of departmental assets. The departmental Security Policy and the departmental Security Plan establish requirements in this area.

8.7 By March 31, 2013, each department will achieve an 8:1 average ratio of office employees to printing units. Departments will apply target where building occupancy levels, security considerations, and space configuration allow.

Performance Measure		RPP	DPR
Target Status
Ratio of departmental office employees to printing units in fiscal year 2010-11, where building occupancy levels, security considerations and space configuration allow. (Optional)		2:1*
Ratio of departmental office employees to printing units at the end of the given fiscal year, where building occupancy levels, security considerations and space configuration allow.	FY 2011-12	4:1
	FY 2012-13	8:1
	FY 2013-14	8:1

Strategies / Comments

* This ratio was calculated by using the total number of printing devices and the number of employees. It does not differentiate between network and local printers.

1. Definition of Printing Unit: In the context of this target, a printing unit is defined as an electronic device, which sends text or pictures onto paper. This includes desktop printers, network printers, and multifunctional printers (with photocopier, fax, and scanner functionality).
2. Scope: PS is currently determining appropriate scoping requirements for this target. It is expected that select printing units and employees will need to be scoped out due to space configuration in the regions, duty to accommodate and telework situations. Plotters, printing units supporting the PS Secure Network (Dragon), as well as three printing units at one of the office locations in the NCR, due to technical constraints, have been scoped out of this target. Overall, 95% of PS employees are subject to this target.
3. Method for Tracking Printing Units: PS will put measures in place to strengthen and maintain the accuracy of its inventory of organizational printing units (in the NCR and in the regions), using a tracking system called WASP. PS will obtain the number of printing units connected to the network via the Corporate Management Branch (Chief Information Officer Directorate).
4. Method for Tracking Office Employees: PS determines its number of office employees using its Human Resources Management System (HRMS - PeopleSoft).
5. Implementation Strategies:
   • plot all printers on floor plans and validate its printer inventory;
   • develop a communications plan to issue communications to employees and repatriate all “out of warranty” printers, printers not compatible with Windows 7, and phase-out all local printers (printers will be properly reused or recycled, please see 8.6);
   • ensure adequate access to network printers to service each area;
   • establish a Printer Directive where local printers will become the exception and approvals for all printers will come from the Department’s Corporate Management Branch. This will ensure PS  maintains its new employee to printer ratio;
   • review its printer requirements and deploy as required. It will also evaluate its requirements to determine the feasibility of consolidating colour and black and white printers, and use higher capacity multifunctional devices to reduce printing units throughout the Department; and,
   • The Department’s Chief Information Officer Directorate has developed instructions and will educate employees on procedures to map to network printers and for secure printing.

8.8 By March 31, 2014, each department will reduce internal paper consumption per office employee by 20%. Each department will establish a baseline between 2005-2006 and 2011-2012, and applicable scope.

Performance Measure		RPP	DPR
Target Status
Number of sheets of internal office paper purchased or consumed per office employee in the baseline year selected, as per departmental scope. (Optional in RPP 2011-12)		FY 2010-11: 9,604.2
Cumulative reduction (or increase) in paper consumption, expressed as a percentage, relative to baseline year selected. (Optional in RPP 2011-12)	FY 2011-12	5%
	FY 2012-13	10%
	FY 2013-14	20%

*Source: Public Safety Canada’s Human Resources Management System (PeopleSoft) as at January 2012.

Strategies / Comments

1. Baseline Year Selected:  Fiscal year 2010-11
2. Scope: At a minimum, this target will include internal consumption of 8½ x 11 inch, 8½ x 14 inch and 11 x 17 stock paper across Canada, including all regional offices. This target will omit external printing, including those contracted out to a printing supplier, printing which results from a contract with an external supplier of goods and services, as well as coloured paper purchased directly by acquisitions cards. Overall, 95% of PS employees are subject to this target.
3. Method for determining paper consumption: PS determines its paper consumption by calculating the amount of paper acquired centrally by the Department’s Corporate Management Branch though its central stock/supply room, at the Canadian Emergency Management College and with acquisition cards in the regions. PS will maintain centralized procurement of paper in the NCR and purchase less.
4. Method for determining number of office employees: PS determines its number of office employees using its Human Resources Management System (HRMS - PeopleSoft).
5. Implementation strategies include:
   • determine the Department’s purchasing paper through PWGSC’s PaperSave Program;
   • ensure that all printers and copiers are programmed to doubled-sided printing as the default setting, whenever feasible;
   • develop a communications plan to remind employees of their options to consume less paper;
   • review business practices that consume the most paper and work with large consumers of paper to determine strategies to green their operations;
   • launch a competition at headquarters and post comparative graphs of paper usage in each of the printer rooms, so that employees have an idea of regular usage, by floor. During the mid-year and year-end review processes, PS will repost the comparative graphs to identify which floor has achieved the highest overall cumulative reduction in paper consumption at headquarters;
   • continue to explore ways of managing paper supply and usage (e.g. examine the feasibility of introducing electronic signature, and operating on a cost-recovery basis internally to raise awareness and challenge employees to be more conscious of paper consumption); 
   • work towards a Digital Office (i.e. develop/implement a departmental Greening Guide; and determine the feasibility of implementing Wi-Fi, electronic invoicing and implementing ‘eFax’ (PWGSC));
   • explore the possibility of no longer printing business cards. It will setup electronic templates for business cards to be printed on demand. In an increasingly technological environment, contacts are exchanged and immediately stored in Blackberries, eliminating the need for paper copies; and,
   • review opportunities to green its management and decision-making processes.

8.9 By March 31, 2012, each department will adopt a guide for greening meetings.

Performance Measure	RPP	DPR
Target Status
Presence of a green meeting guide. (Optional in RPP 2011-12)	Yes

Strategies / Comments

1. Definition of Meetings: In the context of this target, meetings includes local meetings, regional or national meetings (more than 50 km away for at least one participant), international meetings (participants from more than one country) and major events and conferences (large and/or multi- day events).
2. Definition of adoption: The guide will be reviewed by PS governance sub-committees and re-posted on PS’s Intranet site. The Departmen t’s Green Team will introduce the new Green Meeting Guide at every PS governance sub-committee meeting.
3. Method for developing PS Guide: The Department took an empirical approach and reviewed various green meeting guides available on GCPedia’s green meetings community and Environment Canada’s Green Meeting Guide, as well as other material presented at the 2nd annual Greening Government Conference in May 2011. The information gathered identified the necessary requirements to address the data from scanning PS’s meeting practices.. Individuals and groups across the Department were also consulted for best practices. The Department will leverage RDIMS to identify opportunities throughout the guide’s development. For example, by using the RDIMS eIndex to organize committee information.  A generic template for an eIndex was created to be used by other committees with a supporting guide to tell them how to link to RDIMS documents.
   
4. Implementation strategies include:
   • pilot Wi-Fi accessibility in meeting rooms at headquarters (in the NCR)
   • increase the use of soft copies during meetings at PS (i.e. eIndex and presentations on the screen, e-records of decisions, e-meeting notes captures in an official departmental e-repository);
   • use recycled plates and cutlery, as well as explore ways of using environmentally friendly food and beverage service providers;
   • increase the use of videoconferencing rather than traveling to meetings;
   • when feasible, use public transportation when traveling to a meeting;
   • use facilities/services provided by companies that use environmentally preferred products or have a greening plan;
   • explore ways of tracking progress in greening its meetings; 
   • communicate the importance of the guide and overall green practices to employees on an ongoing basis from the developed  communication plan;
   • incorporate tools and processes that encourage and support collaboration; and, incorporate pieces on “Regional Realities” to its guide.

**NEW 8.10.1** AS OF APRIL 1, 2012, PUBLIC SAFETY CANADA WILL ENSURE THAT 95% OF TONER CARTRIDGES PURCHASED ARE REMANUFACTURED OR RECYCLED, WHERE FEASIBLE

Performance Measure	RPP	DPR
Target Status
Number of remanufacturing or recycling of toner cartridges, relative to total number of toner cartridges purchased	95% in FY 2008-09
Progress against measure in the given fiscal year.	N/A*

Strategies / Comments

* This target has been adjusted and a justification note will be developed for the Departmental Performance Report

1. SMART: This target meets all the requirements of SMART criteria, including: Specific, Measurable, Achievable, Relevant and Time Bound. 
2. Baseline: In 2008-09, 95% of PS’s toner for printers were remanufactured or recycled (green procurement RPP 2010-11).
3. Scope: In 2012-13, PS will scope out Xerox toner cartridges from this target, and will engage the vendor to ensure it includes the departmental environmental consideration (GGO target) forward.
4. Implementation strategies include:
   • continue purchasing toner cartridges through the stock room at the NCR, which will ensure the availability of inventory counts;
   • investigate the possibility of including criteria to give priority to suppliers who can demonstrate that they operate within “green” policies and programs;
   • significantly reduce the amount of printers  acquired; PS will be in a better position to ensure toner cartridges purchased are remanufactured or recycled; and,
   • investigate procurement policies to determine the feasibility of including environmental considerations in the departmental purchasing criteria, in conjunction with traditional interests of price, performance and availability.

**NEW 8.10.2** AS OF APRIL 1, 2011, AS AN ONGOING TARGET, PUBLIC SAFETY CANADA OFFICE COMPUTERS WILL HAVE AN AVERAGE OF A FOUR-YEAR LIFE CYCLE

Performance Measure	RPP	DPR
Target Status
Average life of office computers in the Department	Four-year average lifecycle (baseline fiscal year 2010-11)
Progress against measure in the given fiscal year.	Four-year average life

Strategies / Comments

1. SMART: This target meets all the requirements of SMART criteria, including: Specific, Measurable, Achievable, Relevant and Time Bound. 
2. Baseline: In 2010-11, PS’s office computers had an average life of four years.
3. Scope: This target includes all PS office computers.
4. Implementation strategies include:
   • a yearly renewal, on average, of 25% of its computer inventory to ensure that the Department has the latest and most energy efficient technologies. A procedure is currently in place, managed by its Information Technology authorities and Procurement authorities;
   • track the Department’s spending on assets, according to the existing system. This will be reinforced and integrated into PS’s Investment Planning process; and,
   • create awareness with client groups through presentations.

8.10.3 BY MARCH 31, 2014, 95% OF PAPER PURCHASES WILL CONTAIN A MINIMUM OF 30% RECYCLED CONTENT AND/OR HAVE FOREST MANAGEMENT CERTIFICATION OR ECOLOGO OF EQUIVALENT CERTIFICATION

Performance Measure	RPP	DPR
Target Status
Volume of paper purchased that meets target requirements, relative to the total volume of all paper purchased	N/A
Progress against measure in the given fiscal year.	FY 2012-13: N/A FY 2013-14: 95%

Strategies / Comments

1.  SMART: This target meets all the requirements of SMART criteria, including: Specific, Measurable, Achievable, Relevant and Time Bound. 
2. Implementation strategies include:
   • In 2012-13 and in conjunction with the above paper reduction target, PS will finalize tracking methodologies for this target (in the NCR and the regions);
   • As part of its Acquisition Card Policy, PS will include paper on the list of things that cannot be purchased with an acquisition card (at headquarters);
   • PS will continue to purchase paper through the stock room at headquarters (in the NCR) which will ensure the availability of inventory counts; and,
   • PS will create awareness of this target through presentations to client groups.

Training for Select Employees.

**NEW 8.11.1** AS OF APRIL 1, 2012, AS AN ONGOING TARGET, 90% OF MATERIAL MANAGERS, PROCUREMENT OFFICERS AND ACQUISITION CARDHOLDERS WILL HAVE TAKEN A GREEN PROCUREMENT TRAINING COURSE

Performance Measure	RPP	DPR
Target Status
Percentage of material managers, procurement officers and acquisition cardholders that have taken a green procurement training course as of the end of fiscal year 2011-12	95%
Progress against measure in the given fiscal year.	FY 2012-13: 100%

Strategies / Comments

1. SMART: This target meets all the requirements of SMART criteria, including: Specific, Measurable, Achievable, Relevant and Time Bound.
2. Implementation Strategies include:
   • All material managers, procurement officers and acquisition cardholders that have not completed the green procurement course will have identified a Green Procurement training course in their 2012-13 individual learning plans;
   • PS has implemented the new departmental Green Procurement Policy and will continue to create awareness of this target through presentations to client groups and during the departmental business planning process;
   • The Department’s Corporate Management Branch has developed a tracking/monitoring system for this target;
   • PS has developed a policy which prevents acquisition cardholders that have not taken a green procurement training course from using their acquisition card; and
   • PS continues to promote existing tools available online and procurement officers will participate in webinars on green procurement.

Employee performance evaluations for managers and functional heads of procurement and materiel management.

**NEW 8.11.2** AS OF APRIL 1, 2012, AS AN ONGOING TARGET, GREEN PROCUREMENT OBJECTIVES WILL BE INCLUDED IN 100% OF THE PERFORMANCE EVALUATIONS OF MANAGERS AND FUNCTIONAL HEADS OF PROCUREMENT AND MATERIAL MANAGEMENT

Performance Measure	RPP	DPR
Target Status
Percentage of managers and functional heads of procurement and material management that have included	N/A
Progress against measure in the given fiscal year.	FY 2012-13: 100%

Strategies / Comments

1.  SMART: This target meets all the requirements of SMART criteria, including: Specific, Measurable, Achievable, Relevant and Time Bound; and
2. 100% of procurement officers will receive performance expectations and reviews regarding green procurement.

Management processes and controls.

8.11.3 AS OF MARCH 31, 2014, A MINIMUM OF THREE MANAGEMENT PROCESSES AND CONTROLS WILL BE GREENED

Performance Measure	RPP	DPR
Target Status
Number of greened management processes and controls	N/A
Progress against measure in the given fiscal year.	FY 2012-13: 1 FY 2013-14: 3

Strategies / Comments

1. SMART: This target meets all the requirements of SMART criteria, including: Specific, Measurable, Achievable, Relevant and Time Bound.
2. Implementation Strategies include:
3. In 2010-11, PS developed and implemented the departmental Policy on Green Procurement, as well as the departmental Policy on Acquisition Cards;

In 2012-13, PS will:

• include environmental considerations in the Investment Planning, Procurement and Contracting Section of the Branch Business Plan template (part of the Department’s business planning process);
• establish a Printer Directive where local printers will become the exception and approvals for all printers will come from the Department’s Corporate Management Branch;
• review its process for acquiring new EEE equipment;
• promote using “greenest” suppliers on Statement Offer/ Supply Arrangement; and
• review the Terms of Reference of its Contract Review Committee (will add green considerations to mandate).

Name of Horizontal Initiative: Integrated Market Enforcement Teams (IMET) Program

Name of lead department(s): Public Safety Canada

Lead department program activity: Countering Crime

Start date of the Horizontal Initiative: 2003-04

End date of the Horizontal Initiative: Ongoing

Total federal funding allocation (start to end date): $381,299,000 from 2003-04 through 2014-15 and $38,500,000 ongoing*.

*All numbers include the employee benefits plans (EBP) and PWGSC accommodation costs.

Initiative description (including funding agreement): The objective of the IMET program is to effectively enforce the law against serious criminal capital market fraud offences in Canada. To achieve this objective, IMET is mandated to investigate serious Criminal Code capital market fraud offences that are of regional or national significance and threaten investor confidence or economic stability in Canada.

Shared outcome(s): Improved Canadian and international investor confidence in the integrity of Canada’s capital markets.

Governance structure(s): The IMET Executive Council is composed of senior officials from the Royal Canadian Mounted Police (co-chair), Department of Finance (co-chair), the Office of the Director of Public Prosecutions, Department of Justice and Public Safety Canada who provide strategic oversight for the IMET program.

Planning Highlights: IMET partners will establish a panel of experts to provide advice and recommendations on practices to enhance the strategic orientation and performance of the IMET program. IMET partners will also discuss performance measurement of the IMET program.

Federal Partner: Public Safety Canada

Integrated Market Enforcement Teams (IMET) Program

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	($)
		Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Countering Crime	IMET	FY 2003-04 to FY 2007-08: $1,125,000 FY 2008-09 to FY 2014-15: $2,384,606 (Ongoing: $340,658)	$340,658
Internal Services	IMET	FY 2008-09 to FY 2014-15: $726,924 (Ongoing: $68,132)	$68,132
Total		(Total ongoing : $408,790) $4,236,530	$408,790

Expected Results for 2012-13:

Countering Crime – Fulfillment of Public Safety Canada’s IMET program management responsibilities, including coordination, reporting, evaluations, policy development and research

Internal Services – Program support

Federal Partner: Royal Canadian Mounted Police

Integrated Market Enforcement Teams (IMET) Program

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	($)
		Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Federal and International Operations	IMET	FY 2003-04 to FY 2007-08: $74,000,000 FY 2008-09 to FY 2014-15: $216,521,644 (Ongoing: $30,968,817)	$30,968,817
Total		$290,521,644	$30,968,817

Expected Result for 2012-13:

RCMP’s IMET will strive to be intelligence-led and fulfill its mandate to the fullest extent possible based on funding received. It will perform its prevention and investigation responsibilities, including the operation of the securities intelligence units (SIUs), investigative teams, headquarters operational support, and program management. 

Federal Partner: Office of the Director of Public Prosecutions

Integrated Market Enforcement Teams (IMET) Program

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	($)
		Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Regulatory offences and economic crime prosecution program	IMET	FY 2003-04 to FY 2007-08: $3,750,000* FY 2008-09 to FY 2014-15: $37,973,359 (Ongoing: $4,353,337)**	$5,853,337
Total		$41,723,359	$5,853,337

Expected Result for 2012-13:

Provision of pre-charge legal advice and litigation support, as well as prosecution of serious capital market fraud offences under the Criminal Code in response to the workload generated by the IMETs.

* Prior to the establishment of the Office of the Director of Public Prosecutions in 2006, funding for this program activity was allocated to Justice Canada’s Federal Prosecution Service.

**The decrease in ongoing funding is due to a Strategic Review decision effective in 2013-14 and ongoing.

Federal Partner: Department of Justice

Integrated Market Enforcement Teams (IMET) Program

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	($)
		Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Justice, Policies, Laws and Programs	IMET	FY 2003-04 to FY 2007-08: $26,674,000 FY 2008-09 to FY 2014-15: $15,586,092 (Ongoing: $2,405,156)	$2,405,156
Services to Government	IMET	FY 2008-09 to FY 2014-15: $1,181,754 (Ongoing: $168,822)	$168,822
Internal Services		FY 2008-09 to FY 2014-15: $158,795 (Ongoing: $22,685)	$22,685
Total		(Total ongoing: $2,596,663) $43,600,641	$2,596,663

Expected Result for 2012-13:

Justice, Policies, Laws and Programs – Market fraud cases are effectively prosecuted in order to maintain confidence in Canadian capital markets.

Services to Government – The International Assistance Group (IAG) provides legal advice on international assistance requests and coordinates all IMET requests to and from foreign countries. Once a request for mutual legal assistance has been executed, it is the responsibility of the RCMP, not the IAG, to monitor the outcome of the relevant investigation or prosecution for which the evidence was gathered.

Internal Services – Support the needs or the program through related activities and resources

Federal Partner: Finance Canada

Integrated Market Enforcement Teams (IMET) Program

Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	($)
		Total Allocation (from Start to End Date)	Planned Spending for 2012-13
Economic and Fiscal Policy Framework	IMET	FY 2008-09 to FY 2014-15: $1,216,826 (Ongoing: $172,393)	$172,393
Total		$1,216,826	$172,393

Expected Result for 2012-13:

• As Co-Chair of the IMET Executive Council and the Interdepartmental Working Group, Finance Canada is to provide strategic direction to the IMET program that reflects the Government of Canada's broader capital markets agenda.
• Finance Canada is to provide leadership in engaging external stakeholders in efforts to enhance program performance, including opportunities to strengthen the continuum of enforcement.

Total Allocation for all Federal Partners

Total Allocation For All Federal Partners (from 2003-04 to 2014-15 and ongoing)	Total Planned Spending for All Federal Partners for 2012-13
$381,299,000	$40,000,000

Contact information:

Name: Trevor Bhupsingh
Title: Director General
Law Enforcement and Border Strategies
Public Safety Canada
Telephone: (613) 991-4281
Email: trevor.bhupsingh@ps-sp.gc.ca

Description:

This project is meant to strengthen the emergency management capacity within Public Safety Canada’s regional offices.  This initiative consists of co-locating regional offices, improving communications and information technology capabilities as well as conducting essential renovations to retrofit operations facilities to meet the accommodation guidelines for Federal Emergency Operations Centres (FEOC).

The Department is currently managing projects in Montreal (Quebec), Yellowknife (Northwest Territories), Winnipeg (Manitoba), Vancouver (British Columbia) and Toronto (Ontario).

Project Phase:

This project is composed of a series of seven sub-projects that are similar in nature for each centre. Most of these sub-projects are at the implementation phase.

Leading and Participating Departments and Agencies

Lead Department	Public Safety Canada
Contracting Authority	Public Safety Canada and Public Works and Government Services Canada
Participating Departments	Public Safety Canada and Public Works and Government Services Canada

Prime and Major Subcontractor(s)

Prime Contractor	Public Works and Government Services Canada manages all major contracts
Major Subcontractor(s)	Public Works and Government Services Canada manages all major contracts

Major Milestones

List of Major Milestone		Date
Regina (Saskatchewan)	Project completed	February 2011
Fredericton (New Brunswick)	Project start – Identification of needs
	Request for Information (RFI – find a location)	July 2009
	Site visits	August 2010
	Launch of Request for Proposal (RPF – Award a leasing contract)	October 2010
	Planning design phase	November 2010
	Construction phase	August 2011
	Fit-up phase	December 2011
	In-service	January 2012
Montreal (Quebec)	Project start – Identification of needs	June 2010
	Request for Information (RFI – find a location)	November 2010
	Site Visits	January 2011
	Launch of Request for Proposal (RPF – Award a leasing contract)	February 2011
	Planning design phase	October 2011
	Fit-up phase	January 2012
	In-service	April 2012
Yellowknife (Northwest Territories)	Project start – Identification of needs	July 2009
	Crown-owned building – determine location	November 2010
	Planning design phase	October 2010
	Fit-up phase	February 2012
	In-service	May 2012
Winnipeg (Manitoba)	Project start – Identification of needs	July 2009
	Request for Information (RFI – find a location)	December 2010
	Site visits	January 2011
	Launch of Request for Proposal (RPF – Award a leasing contract)	June 2011
	Planning design phase	October 2011
	Fit-up phase	TBD
	In-service	September 2012
Vancouver (British Columbia)	Project start – Identification of needs	July 2009
	Request for Information (RFI – find a location)	July 2011
	Site visits	September 2011
	Launch of Request for Proposal (RPF – Award a leasing contract)	February 2012
	Planning design phase	April 2012
	Fit-up phase	July 2012
	In-service	November 2012
Toronto (Ontario)	Project start – Identification of needs	July 2009
	Determine location	November 2010*
	New proposed location – site visit	January, 2012
	Award leasing contract	TBD
	Planning design phase	TBD
	Fit-up phase	TBD
	In-service	September 2013

* Location to be confirmed based on PWGSC’s ability to provide a suitable Crown owned building.

Project Outcomes

• Project Outcome: Integrated Public Safety Canada teams in the regions with strong leadership.
  • Performance indicators:
    • Number of Public Safety Canada offices consolidated.
    • Leadership positions established and staffed.
  • The recipients of this project are the Public Safety Canada regional offices and the Department at large.

• Project Outcome: Strengthen the emergency management capacity within Public Safety Canada’s regional offices
  • Performance indicators:
    • Number of Public Safety Canada offices consolidated.
    • Leadership positions established and staffed.

Progress Report and Explanations of Variances

1. Treasury Board approved the regional co-location project with an estimated cost of $10.7M over the 2008-2012 timeframe.
2. Since the outset of this project, Public Safety Canada experienced several scheduling delays, which directly impacted the annual distribution of funds. A portion of the funds were reallocated to fiscal year 2012-13; however, the project is still on budget.
3. The new completion target date is set for March 2013.

Industrial Benefits

Given that these sub-projects are conducted within the regions, local contractors and suppliers are being awarded to complete the refit construction work. Local economy is stimulated in these locations:

• Regina (Saskatchewan),
• Fredericton (New Brunswick),
• Montreal (Quebec),
• Yellowknife (Northwest Territories),
• Winnipeg (Manitoba),
• Vancouver (British Columbia)
• Toronto (Ontario)