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Section I: Overview

Minister’s Message

As Canada’s Minister of Public Safety, I am pleased to present to Parliament the Departmental Performance Report for Public Safety Canada for the period ending on March 31, 2007.

The Public Safety Portfolio is responsible for public safety activities that help ensure the safety of Canadians – policing and law enforcement, corrections and conditional release of federal offenders, emergency management, national security, crime prevention and the protection of Canada’s borders.

The Portfolio consists of Public Safety Canada, five agencies – the Canada Border Services Agency, the Canadian Security Intelligence Service, the Correctional Service of Canada, the National Parole Board and the Royal Canadian Mounted Police – as well as three review bodies.

The Department’s 2006-2007 Report on Plans and Priorities identified three strategic priorities to promote public safety: protecting the security of Canada and Canadians, fighting serious and organized crime, and enhancing community safety and security.  These priorities are essential components of our new government’s commitment to strengthen the security of Canadians and their communities. During this past fiscal year, the Department and its Portfolio agencies have made much progress on all of these fronts.  

Public Safety Canada supported the introduction of the Emergency Management Act that was recently passed in Parliament.  The Act modernizes our emergency management system and strengthens the Government’s readiness for all types of major emergencies.  We upgraded the Government Operations Centre to improve 24-hour incident monitoring and coordination capabilities across government.  The Department was also involved in the review of the Criminal Code list of terrorist entities, adding new entities to limit their ability to operate in Canada.

Public Safety Canada also made progress on initiatives to fight serious and organized crime.  One of those initiatives was the National Agenda to Combat Organized Crime.  As part of that initiative, the Department created a national communications strategy to educate Canadians about organized crime.  Increased resources for the RCMP helped to restore the integrity of the RCMP Federal Program and increased the RCMP’s capacity to address priority cases involving organized crime.  The Department continues to work with Justice Canada to develop legislative reforms aimed at toughening sentencing for serious and violent sexual offences. Also, funding was allotted in the 2007 Federal Budget to improve our enforcement capacity regarding illicit drugs under the National Anti-Drug Strategy.
We increased transportation security by establishing an enhanced national/regional intelligence sharing framework.  In addition, the Department coordinated the 9th Canada-US Cross Border Crime Forum to help strengthen the security of our borders and fight trans-boundary organized crime.

We also continued to work to enhance community safety and security through the National Crime Prevention Centre (NCPC).  The NCPC supported 189 crime prevention initiatives through funding of community-based projects across Canada totalling $23.95 million.  The creation of the Youth Gang Prevention Fund is enabling communities most at risk to help prevent street gangs from enticing our youth into a life of crime.  We also increased access to policing services for First Nations communities across Canada, which included an increase in self-administered services.

These are just a few of many exceptional accomplishments of the Department in 2006-2007.  I invite you to explore the content of this report and, if you have inquiries, to consult the list of departmental contacts.  You can also obtain more information on the Department’s website at:

Management Representation Statement

I submit for tabling in Parliament the 2006-2007 Departmental Performance Report for Public Safety Canada.

This document has been prepared based on the reporting principles contained in the Guide for the Preparation of Part III of the 2006-2007 Estimates: Reports on Plans and Priorities and Departmental Performance Reports:

  • It adheres to the specific reporting requirements outlined in the Treasury Board Secretariat’s guidance;
  • It is based on the Department’s Strategic Outcome and Program Activity Architecture that were approved by the Treasury Board;
  • It presents consistent, comprehensive, balanced and reliable information;
  • It provides a basis of accountability for the results achieved with the resources and authorities entrusted to Public Safety Canada; and
  • It reports finances based on approved numbers from the Estimates and Public Accounts of Canada.

Public Safety Overview

The Public Safety Portfolio is responsible within the Government of Canada for public safety – policing and law enforcement, corrections and conditional release of federal offenders, emergency management, national security, crime prevention and the protection of Canada’s borders. 

The Public Safety Portfolio consists of Public Safety Canada and five agencies: the Canada Border Services Agency (CBSA), the Canadian Security Intelligence Service (CSIS), the Correctional Service of Canada (CSC), the National Parole Board (NPB), and the Royal Canadian Mounted Police (RCMP).  It also includes three review bodies: the RCMP External Review Committee (ERC), the Commission for Public Complaints Against the RCMP (CPC) and the Office of the Correctional Investigator (OCI).

For the fiscal year ending March 31st, 2007, the Portfolio’s organizations had just over 52,000 employees and total net expenditures of over $6.0 billion.  Each Portfolio agency, with the exception of CSIS, prepares an individual Departmental Performance Report.  Owing to national security concerns, CSIS does not publicly report on its plans and priorities.  Information on the reports of the other Portfolio agencies can be found on each organization’s website.

The Department, Portfolio agencies, and review bodies contribute individually and collectively to the public safety agenda outlined in the 2006-2007 Report on Plans and Priorities (RPP).  The
2006-2007 Departmental Performance Report provides a picture of the results achieved against performance expectations established in that year’s RPP.

  • The Department provides strategic policy advice to the Minister in areas such as national security, emergency management, border security, policing, and national law enforcement.  It also delivers a broad range of national emergency preparedness, critical infrastructure protection and community safety programs.  Additionally, the Department supports the Minister in all aspects of his mandate, providing national public safety leadership and strategic direction to Portfolio Agencies, while respecting the separate accountability of each agency head.  Also situated within the Department is the Office of the Inspector General of CSIS, which does internal audits of CSIS’s compliance with the law, Ministerial direction and operational policy.
  • The Canada Border Services Agency (CBSA) provides integrated border services that balance security with facilitation of legitimate travel and trade.  It is responsible for: administering legislation that governs the admissibility of people and goods into and out of Canada; detaining and removing those people who may pose a threat to Canada, including those involved in war crimes or crimes against humanity; promoting Canadian business and economic benefits by administering trade legislation and agreements, including collecting any applicable duties and taxes and applying trade remedies that help protect Canadian industry.
  • The Canadian Security Intelligence Service (CSIS) plays a leading role in protecting the national security interests of Canada by investigating and reporting on threats to the security of Canada.  Guided by the rule of law and the protection of human rights, CSIS works within Canada’s integrated national security framework to provide advice to the Government of Canada on these threats.
  • The Correctional Service of Canada (CSC) contributes to public safety by administering court-imposed sentences for offenders sentenced to two years or more.  This involves managing institutions (penitentiaries) of various security levels and supervising offenders on different forms of conditional release, while assisting them to become law-abiding citizens. CSC also administers post-sentence supervision of offenders with Long Term Supervision Orders (LTSOs) for up to 10 years.
  • The National Parole Board (NPB) is an independent, quasi-judicial, decision-making body that has exclusive jurisdiction and absolute discretion to grant, deny, cancel, terminate or revoke parole.  The Board’s mission is to contribute to the protection of society by facilitating the timely reintegration of offenders into society as law-abiding citizens.  The Board also makes conditional release decisions for offenders in provincial institutions for provinces without their own parole board.
  • The Royal Canadian Mounted Police (RCMP) enforces Canadian federal laws, prevents crime and maintains peace, order and security. This includes the following responsibilities: to prevent, deter and disrupt threats to national security; to prevent, detect and investigate offences against federal statutes; to maintain law and order and prevent, detect and investigate crime in provinces, territories and municipalities where the RCMP has a policing contract; to provide investigative and protective services to other federal departments and agencies; to reduce gun violence; and, to provide Canadian and international law enforcement agencies with specialized police training and research, forensic laboratory services, identification services and informatics technology.
  • The Commission for Public Complaints against the RCMP (CPC) receives and reviews public complaints regarding the conduct of members of the RCMP in an open, independent and objective manner.  The Commission informs the public of its mandate and services, reviews and investigates complaints concerning the conduct of RCMP members, holds public hearings, prepares reports (including findings and recommendations), and conducts research and policy development to improve the public complaints process.
  • The Office of the Correctional Investigator (OCI) is mandated by legislation to act as the Ombudsman for federal corrections.  Its main function is to conduct independent, thorough and timely investigations regarding decisions, recommendations, acts or omissions of the Correctional Service of Canada (CSC) that affect offenders, either individually or as a group. It may initiate an investigation upon receipt of a complaint by or on behalf of an offender, at the request of the Minister of Public Safety, or on its own initiative.
  • The RCMP External Review Committee (RCMP ERC) is an independent and impartial agency that aims to promote fair and equitable labour relations within the RCMP in accordance with applicable principles of law.  To this end the Committee conducts an independent review of appeals in disciplinary, discharge and demotion matters, as well as certain categories of grievances, in accordance with the RCMP

The Public Safety Portfolio

 Public Safety Portfolio

Summary Information

The mandate of Public Safety Canada is to keep Canadians safe from a range of risks, including natural disasters, crime and terrorism.  To do this, Public Safety Canada coordinates and supports the efforts of federal organizations helping to ensure national security and the safety of Canadians, and works with other levels of government, the police, first responders, community groups, the private sector and foreign governments.

The Department provides policy advice and support to the Minister of Public Safety on issues related to public safety, including national security, emergency management, policing and law enforcement, interoperability, information sharing, corrections and conditional release, Aboriginal policing, and crime prevention.  The Minister is thus supported, assisted and advised in his responsibilities as they relate to:

  • exercising his function as the lead Cabinet Minister for public safety;
  • co-ordinating the activities and providing effective direction to Portfolio agencies;
  • developing policies, programs and procedures to protect Canada’s national security and building capacity to prevent, prepare for, respond to and recover from natural and human-induced disasters;
  • providing advice in relation to emerging developments in national security matters and their impact on Canada’s diverse and pluralistic society through the Cross-Cultural Roundtable on Security;
  • exercising his national leadership role in policing, law enforcement and strategies to combat priority aspects of criminal activity, such as organized crime and drugs;
  • leading the integration and interoperability of public safety and security agencies to facilitate information sharing across Canadian jurisdictions and organizations;
  • implementing the First Nations Policing Policy through the negotiation, administration, maintenance and monitoring of tripartite policing agreements with provincial, territorial and First Nations governments;
  • administering the National Crime Prevention Strategy in order to focus on the root causes of crime and enable communities to develop local solutions to crime and victimization; and
  • supporting research, evaluation and policy development that strengthen effective corrections and promote successful reintegration of eligible offenders.

The Department also plays a key role in encouraging cohesion, integration and information-sharing across the Portfolio.  This helps ensure that the Minister is provided with timely and comprehensive advice, that the Portfolio’s strategic policy and legislative framework remains current and effective, and that public safety threats are thoroughly assessed and addressed in a way that reflects Canadian values and maintains the integrity of the criminal justice and national security systems.  This leadership role is integral to the provision of sound policy advice that supports decision-making.

2006–2007  Financial Resources  (in millions)

Planned spending

Total authorities

Actual spending




2006–2007  Human Resources



999 FTEs

825 FTEs

Spending by Priority and Program Activity

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


Program activity

2006-2007 Spending (in millions)



Protecting the security of Canada and Canadians

Emergency management and national security



Fighting serious and organized crime

Policing, law enforcement and interoperability



Enhancing community safety and security

Community safety and partnerships



Departmental Total



Strategic Priorities

Emergency Management and National Security


Protecting the security of Canada and Canadians

Expected result

Policies and programs that ensure appropriate and measured responses to protect the security of Canada and Canadians.

While most emergencies are managed at the local level, factors such as urbanization, critical infrastructure interdependencies, terrorist acts, severe weather events, and the steady flow of people and trade across borders increase the potential for catastrophes in Canada to transcend geographic and jurisdictional boundaries.

All levels of government have an obligation to their citizens to analyze risks, prevent or mitigate where possible, and continuously improve their ability to work together to prepare for, respond to, and recover from the consequences of disasters.

Through the implementation of an integrated all-hazards approach to the national emergency management system to address the challenges of the current risk environment, the Department engages in activities in an effort to save lives, preserve the environment, and protect property and the economy.  The national emergency management system is comprised of four interdependent, risk-based functions, or pillars:

  • prevention/mitigation;
  • preparedness;
  • response; and
  • recovery.

The Department is focused on making strategic investments, policies and programs, and  advancing legislative/regulatory initiatives to encourage a balanced approach across these four pillars.

Performance Highlights

  • Modernized Emergency Management legislation – In 2006-07, the Emergency Management Act (Bill C-12) was introduced in Parliament.  The Act, which received Royal Assent on June 22, 2007 and came into force on August 3, 2007, effectively replaces the Emergency Management Preparedness Act (1988) and now serves as the foundation of emergency management in Canada.  The new Act will contribute to the establishment of a comprehensive national emergency management system based on the elements of prevention/mitigation, preparedness, response and recovery.
  • Strengthened emergency management machinery – In 2006-07, the government strengthened the core capacity of Public Safety Canada to support emergency management.  This increase in core capacity will contribute to stronger and more resilient Canadian communities. Measures to enhance emergency management include the renovation of the Government Operations Centre (GOC) to provide effective, 24-hour incident monitoring, coordination, management and support across government; a completed National Exercise Program strategy and business plan; a renewed Strategy for Emergency Management Training; upgrading the technological capacity of Public Safety Canada regional offices; and the implementation of the initial phase of the Regional Operational Reserve that, once completed, will provide access to up to 1000 trained public servants from OGDs able to provide surge capacity to Public Safety core resources in times of major emergencies.  The Canadian Cyber Incident Response Centre (CCIRC) continues to serve as the national focal point for the defence and assurance of Canada’s critical information infrastructure.
  • Enhanced national security legislative and policy frameworks – Public Safety Canada provides leadership in the development and implementation of national security policies and laws, promotes cross-border counterterrorism cooperation, and ensures that national security and law enforcement agencies keep up with emerging technologies in the detection, prevention and investigation of organized crime.  The Department is also engaged in ongoing legislative development, including a review of the Criminal Code list of terrorist entities, and modernization of investigative techniques initiatives.
  • Continued work towards the establishment of a comprehensive cyber security strategy – The Department established the Cyber Security Strategy Secretariat comprising representation from five government departments (RCMP, CSIS, Industry Canada, CSE and Public Safety Canada).  The Secretariat will initiate public-private sector stakeholder meetings and workshops to discuss a proposed approach for partnering to enhance cyber security in Canada and initial building-block initiatives towards a comprehensive cyber security strategy.  A discussion paper entitled “Partnering to Enhance Canadian Cyber Security” has been circulated to private and public sector stakeholders for comment.

Policing and Law Enforcement


Fighting serious and organized crime

Expected result

Enhanced capabilities to combat serious and organized crime.

In recent years, the environment within which federal policing and public safety organizations operate has changed significantly.  The increasingly complex and sophisticated nature of serious and organized crime, such as transnational criminal activity and emerging internet-based crime, poses a serious and significant problem for Canada.  In March 2007, a public opinion poll involving over 1,300 Canadians found that approximately 84% of respondents identified organized crime as a serious issue. 

Fighting these crimes is further complicated by the reality that most federal investigations of serious and organized criminal activity cross international borders, creating significant jurisdictional, cost and information-sharing challenges.  Federal efforts to combat these crimes require departmental leadership to ensure that information is shared with key stakeholders and to develop coordinated, collaborative policies and programs for implementation across the government, particularly across the Portfolio and between levels of government.

Over the past year, the Department has continued to make progress on developing policies and strengthening coordination activities with federal, provincial and foreign policing and public safety organizations to enhance their capabilities to combat serious and organized crime.  Under the National Agenda to Combat Organized Crime, and bolstered by cooperation with the U.S. under the umbrella of the Canada-U.S. Cross Border Crime Forum, efforts are focused on such areas as marijuana grow-operations and clandestine crystal methamphetamine labs; fraud; economic crime; organized crime; cyber crime; and human trafficking.  The Department also played a significant policy development role in the area of transportation security and border integrity, including strengthening the public safety components of Canada’s immigration program.

Performance Highlights

  • National Agenda to Combat Organized Crime – A national communications strategy was developed to educate Canadians about organized crime.  Announced in Budget 2007, funding was awarded to enhance illicit drug-related enforcement capacity as part of the federal government’s National Anti-Drug Strategy.  In addition, efforts were made to streamline and revitalize the governance structure of the National Coordinating Committee on Organized Crime and its Regional Coordinating Committees, and partnerships were increased with stakeholders at the federal, provincial and municipal levels under the Measures to Combat Organized Crime (MCOC) Initiative.
  • Strategy to combat gun violence – To combat the problem of firearms trafficking and smuggling, the Department worked closely with Justice Canada on legislation to increase mandatory minimum penalties for serious firearms offences. The process of arming border officers and ending dangerous work alones at the border was also initiated. Responsibility for the Firearms Program was transferred to the RCMP to enhance its links to law enforcement priorities. Bill C-21 was introduced to repeal the requirement to register non-restricted firearms and focus gun control efforts on combating firearm crime.  Canadians were consulted on measures to improve the Firearms Program, and $14 million was secured to enhance screening of new license applicants.
  • Increasing RCMP policing capacity – The government committed $161 million over two years as funding for the RCMP to increase the number of RCMP personnel and restore the integrity of the RCMP Federal Program.  These resources have increased the RCMP's capacity to address priority cases.  For example, the additional resources will play a large role in the effort to combat organized crime.
  • Strengthening border integrity – The Department coordinated the 9th Canada-U.S. Cross Border Crime Forum, managed and developed the law enforcement cooperation components of the Security and Prosperity Partnership of North America, and led the Portfolio security initiatives announced in Budget 2007 in support of several immigration programs.
  • Bolstering transportation security – the Department developed new strategies, policies and methods to strengthen capacity among Portfolio partners in the area of rail and urban transportation security by establishing an enhanced regional/national intelligence sharing framework, and protocols for the collection, analysis, and sharing of suspicious incidents with regards to national security.

Community Safety and Partnerships


Enhancing community safety and security

Expected result

Public confidence that the Government of Canada’s public safety and security regime is responsive, robust and decisive in a national crisis and accommodating in a time of peace.

Ensuring a safe, just and secure society is a core responsibility of government.  While Canadians generally feel safe, there are emerging and ongoing public safety issues that challenge the confidence and perceptions of Canadians, such as gun violence and gang activity in Canada’s major urban centers; high crime and victimization rates in Aboriginal communities; the disproportionate representation of Aboriginal offenders in federal penitentiaries; and the complexity, sophistication and transnational nature of criminal activity.

Furthermore, as crime and society become more complex, so has the federal offender profile.   An increasing number of today’s offenders have extensive histories of violence, receive higher security risk classifications upon admission to federal institutions and suffer from complex mental health problems.

Public Safety Canada aims to improve the safety and security of Canadians in partnership with communities through crime prevention, Aboriginal policing and effective corrections.  This is achieved by developing, funding and evaluating crime reduction and crime prevention strategies and programs, facilitating the negotiation and implementation of agreements with provinces and First Nations for policing services in First Nations communities, and developing evidence-based corrections policy to support the safe custody and reintegration of offenders.

In fiscal year 2006-07, Public Safety Canada was successful in developing and disseminating knowledge on crime prevention, supporting provincial and municipal efforts to address gang-related problems, directing a portion of crime prevention funds to youth at risk of coming into conflict with the law, increasing access to policing services for First Nations communities, and developing knowledge, policies and strategies that have improved Canada’s corrections system.

Performance Highlights

  • National Crime Prevention Strategy – The Department supported 189 new crime prevention initiatives (for a total amount of $23.95 million) in communities across Canada.  In addition, a new funding program was created to assist communities that are experiencing youth gang problems.  The Youth Gang Prevention Fund provides time-limited funding for anti-gang initiatives in communities where youth gangs are an existing or emerging threat.  It supports the development and implementation of tailored interventions aimed at youth who are in gangs or at risk of joining gangs.
  • Aboriginal Policing – The Department increased access to policing services for First Nations communities.  There are currently 158 First Nations Policing Program agreements across Canada (including Self-Administered and Community Tripartite Agreements), which cover 401 communities with a population of 291,387.  This is an increase of 13 agreements compared to fiscal year 2005-06, covering an additional 82 communities.  Furthermore, there are now 1,158 police officers employed, most of whom are of Aboriginal descent.  This is an increase of 158 compared to the previous fiscal year.
  • Corrections and Criminal Justice – The Department developed and supported several corrections policies and legislation that improved Canada’s corrections system.  As well, knowledge was developed on the effectiveness of correctional measures to inform evidence-based corrections policy.  Continued efforts were sustained to address the over-representation of Aboriginal Canadians in the criminal justice system through coordination and support to community healing projects.  Furthermore, Public Safety Canada contributed to several consultations and conferences in the area of corrections and criminal justice, such as the Annual Corrections Roundtable, and the “What Works” conference on successful community reintegration of high-risk offenders.

Management Priorities

Management priorities played a key role—within the Department and across the Portfolio—in the advancement of Emergency Management and National Security, Policing and Law Enforcement, and Community Safety and Partnerships.  As such, these priorities focused on Departmental and Portfolio leadership and enhanced measures for improved accountability and stewardship.  Through these priorities, the Department implemented and improved its management practices, strengthened its outreach capacity, and further focused on its management and policy agenda, all in keeping with the Department’s strategic outcome.

Key areas of focus:

  1. Effective and efficient Portfolio leadership
  2. Improved accountability and stewardship
    1. Integrated Human Resource planning;
    2. Strategic planning and performance measurement;
    3. Information Management/Information Technology (IM/IT) strategic plan; and
    4. Integrated risk management.

1. Effective and efficient Portfolio leadership

Performance Highlights

  • The existing Departmental Research Committee was expanded to become the Portfolio Research Committee, allowing the benefits of research and information sharing to be leveraged across the Portfolio.  The expanded Committee is also a focal point for discussions on common research problems and priorities, and for planning the Portfolio’s involvement in wider government research funding initiatives.
  • The Department undertook greater community engagement through regional symposia, outreach events, and an on-going dialogue with the Cross-Cultural Roundtable on Security (CCRS) aimed at increasing dialogue between the Government and Canadian communities on issues related to national security.
  • The Department provided coordination and logistical advice and support for several federal-provincial-territorial meetings of Ministers and Deputy Ministers responsible for emergency management and justice.  This included the provision of leadership, coordination and facilitation for several deputy and minister-level bilateral meetings with provincial-territorial counterparts from across the country.
  • The Department changed its governance structure by creating a Policy Committee and a Management Committee, in addition to the Department’s Executive Committee.  This occurred to enhance senior management focus on the Department’s management and policy agenda.


2. Improved accountability and stewardship

Performance Highlights

a) Integrated Human Resource planning

  • The Department made progress towards developing a comprehensive information database that will support the integration of HR into strategic and business planning processes. 
  • A few examples of achievements include the development of a demographic overview of the Department’s workforce, the development of an employment equity action plan, and the review of departmental official languages obligations.  These achievements will serve as the basis to develop HR strategies that will meet and respond to the future needs and challenges of the Department.
  • Aggressive recruitment strategies have been implemented to provide for a sustainable workforce.

b) Strategic planning and performance measurement

  • Public Safety Canada’s business model for the coordination and delivery of the Strategic Planning and Reporting function was reviewed and several changes recommended.  A new Planning and Reporting framework will be established over fiscal years 2007-08 – 2008-09 and changes to the departmental structure will be implemented accordingly.

c) Integrated Human Resource planning

  • Significant progress was made on the IM/IT Strategic Plan, particularly, the IM/IT policy framework and the development of a departmental IM/IT Security Program.  A key achievement was the establishment of a departmental IM/IT Advisory Committee which defines and prioritizes IM/IT services within the Department.

d) Integrated risk management

  • As part of the review of the strategic planning and reporting business model, the departmental approach to integrated risk management (IRM) was evaluated and a new departmental policy on IRM will be developed and implemented.

Links to the Government of Canada Outcome Areas

Public Safety Canada contributes to Government of Canada priorities, as reported annually in Canada’s Performance Report.  The Department’s strategic outcome of enhancing the public safety, security and emergency preparedness of Canadians in an open society is directly linked to the government-wide outcome of promoting safe and secure communities.  The Department also contributes to a safe and secure world though international cooperation and to a strong and mutually beneficial North American Partnership through the Security and Prosperity Partnership.