Treasury Board of Canada Secretariat
Symbol of the Government of Canada

ARCHIVED - Public Safety Canada


Warning This page has been archived.

Archived Content

Information identified as archived on the Web is for reference, research or recordkeeping purposes. It has not been altered or updated after the date of archiving. Web pages that are archived on the Web are not subject to the Government of Canada Web Standards. As per the Communications Policy of the Government of Canada, you can request alternate formats on the "Contact Us" page.

Section II: Analysis of Program Activities by Strategic Outcome

Analysis by Program Activity

The Department has a single strategic outcome and three program activities.  This section of the Departmental Performance Report (DPR) provides detailed performance information on each program activity, reporting on the key areas of focus and major activities.


Strategic Outcome:

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

 

Program Activity

Priorities

Expected Results

Page

Emergency Management and National Security

Protecting the security of Canada and Canadians

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

22

Policing, Law Enforcement and Interoperability

Fighting serious and organized crime

Enhanced capabilities to combat serious and organized crime

32

Community Safety and Partnerships

Enhancing community safety and security

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

40



Emergency Management and National Security

Priority

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.


From natural disasters such as earthquakes and floods, to human-induced emergencies such as industrial accidents or terrorist attacks, Canadians live in an increasingly complex threat environment.  Although most emergencies in Canada are managed at the local level, factors such as increased urbanization, critical infrastructure interdependencies, international terrorist groups, severe weather events, and the steady flow of people and trade across borders increase the likelihood that catastrophes in Canada transcend geographic and jurisdictional boundaries.  Accordingly, 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.

The Department is developing an integrated all-hazards national emergency management system to address the challenges of the current risk environment.  The goal of these activities is to save lives, preserve the environment and protect property and the economy.  The Department is focusing on strategic investments, policies and programs, and legislative/regulatory initiatives to encourage a balanced approach.


2006–2007  Financial Resources  (in millions)

Planned spending

Total authorities

Actual spending

$267,013

$244,782

$108,918



2006–2007 Human Resources

Planned

Actuals

575 FTEs

420 FTEs


There were four strategic areas of focus related to emergency management and national security in 2006-2007:

  1. Building a stronger emergency management foundation;
  2. Establishing effective emergency management machinery;
  3. Assuring a strong national security framework; and
  4. Cyber security.

Building a stronger emergency management foundation

To safeguard its social and economic framework, Canada needs a comprehensive emergency management foundation comprised of legal and policy measures that ensure coordinated readiness and response.

Progress in Canada’s system of emergency management, government machinery changes and lessons learned over the last 20 years highlighted the importance of updating Canada’s emergency management legislation, particularly the Emergency Preparedness Act (1988).  Bill C-12, the Emergency Management Act, was introduced in Parliament in 2006-07 and came into force on August 3, 2007.  The Act repeals and replaces the Emergency Preparedness Act.  This new legislation provides the necessary authorities for the Government of Canada to address not only the challenges of its own preparedness and a coordinated federal response, but also the requirement for collaboration with other jurisdictions and key stakeholders, and the protection of sensitive critical infrastructure and emergency management information.

Activity

Expected results and timelines

Progress / Outcomes / Results reported

Updating of Canada’s emergency management legislation, particularly the Emergency Preparedness Act (1988)

Improved preparedness and response of federal government in times of emergency

  • Bill C-12, the Emergency Management Act, received First Reading in the House of Commons on May 8, 2006, and came into force on August 3, 2007.
  • 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.

Development of a national emergency response system

Increased capability to protect lives and prevent economic losses in the event of a disaster

  • An Emergency Management Framework for Canada was approved by Federal/Provincial/Territorial (F/P/T) Ministers responsible for emergency management in January 2007.
  • An F/P/T Prevention/Mitigation Working Group was established to develop recommendations for a National Disaster Mitigation Strategy for consideration by F/P/T Ministers in early 2008.
  • Public Safety Canada officials engaged Environment Canada, Natural Resources Canada, the Department of Fisheries and Oceans, and the Department of Transport, Infrastructure and Communities to examine the possible role of the federal government in supporting priorities for structural and non-structural disaster mitigation.
  • The “72 hours” emergency preparedness campaign increased public awareness of the need to prepare for emergency situations.

Development of a cross-sectoral, multi-jurisdictional approach to pandemic influenza planning

Coordinated national pandemic influenza preparedness strategy

  • Public Safety Canada supported the ongoing work of the Deputy Minister Committee on Avian and Pandemic Influenza Planning to help ensure federal government preparedness.
  • Measures were undertaken to increase information sharing with the public and other stakeholders during this type of emergency.

Administration of changes to the Disaster Financial Assistance Arrangements (DFAA)

Implementation of proposed changes to the DFAA to support provinces and territories following natural disasters – by end of 2007-2008

  • The Provincial/Territorial consultation process related to the DFAA review was completed and proposed changes recommended.
  • An F/P/T Recovery Working Group was established to develop the components of a comprehensive national disaster recovery strategy which includes updating and improving the DFAA.

Implementation of revised terms and conditions for the Joint Emergency Preparedness Program (JEPP)

Revision of the JEPP terms and conditions to allow for support of operating and maintenance expenditures for heavy urban search and rescue teams – by end of 2007-2008

  • Revisions to the JEPP Terms and Conditions were developed in consultation with provinces and territories.

 



Establishing effective emergency management machinery

The establishment and maintenance of effective emergency machinery to provide the basis for coordinated federal emergency response is a public safety priority.  Public Safety Canada advanced the following three initiatives to guide the development, implementation and measurement of this commitment.

Activity

Expected results and timelines

Progress / Outcomes / Results reported

Provided around the clock coordination, support and leadership during emergencies of national importance

Improved preparedness and  coordinated response of federal government in times of emergency

  • Responded effectively and in a coordinated manner to major emergencies such as the Lebanon repatriation and large scale floods in Manitoba, Saskatchewan and Alberta.
  • The Government Operations Centre (GOC) provides around-the-clock incident monitoring, coordination, management and support across government to key national players in the event of a national emergency.  July 2006 was an opportune time for the GOC to demonstrate its capabilities.  During the nine-day federal government operation to evacuate Canadian citizens from Lebanon, the GOC played an essential role in coordinating the domestic aspects of the operation in conjunction with Public Safety Canada and the governments of Quebec and Ontario.  More than 14,000 Canadians were transported from Lebanon to Quebec and Ontario during this multi-departmental, multi-jurisdictional operation.  The operation was the largest and most successful rescue effort in Canadian history.
  • Further improvements were made to the coordination of emergency communications by initiating the development of Public Safety Canada’s Emergency Communications Protocol which outlines departments’ roles and responsibilities for communications during an emergency.
  • The National Exercise Program strategy and business plan were completed.  Planning for future exercises in the 2007-2008 timeframe was undertaken in partnership with other federal government departments and agencies, provinces and territories, and international partners.
  • National concepts of operations, for regional offices, were developed that are both respectful of provincial/territorial realities but promote a more standardized approach to management of emergencies in regions, including common terminology and standard operating procedures in support of the Federal Emergency Response Management System.
  • National accommodations guidelines to be used in all future accommodation projects were developed for Public Safety Canada’s regional offices.  These will help ensure a high level of operational effectiveness and optimal cooperation between federal, provincial and territorial partners.
  • Upgraded existing Information Management / Information Technology (IM/IT) in regional offices and acquired a substantial amount of new technology, including state of the art mobile satellite communication capacity that now allows the establishment of voice and data communication networks in remote areas that can be used by all stakeholders in times of emergency.
  • Developed and started the implementation of a Regional Operational Reserve composed of trained Public Service employees from departments that are not involved in an emergency and who could provide assistance to Public Safety Canada in times of emergencies, both at the operational level and for public communications purposes.
  • Organized or co-organized workshops in various parts of the country aimed at enhancing awareness and preparedness relating to pandemic planning and other major threats for representatives of the federal departments or agencies and other stakeholders.
  • Briefed federal councils around the country on the issue of emergency preparedness and the federal government crisis machinery.
  • Participated and/or led the establishment of multi-departmental exercises in the regions aimed at testing current response capacity, identifying deficiencies and correcting weaknesses.
  • Better information exchange and sharing between non-governmental organizations and the Department through the Domestic Group on Emergency Management (DGEM).
  • Recognized the importance of coordinated, timely public information during an emergency, the Department enhanced its communication coordination capacity with the creation of a new Communications Coordination Centre in Ottawa, HQ.  The Department also established new communications duty officer positions that operate directly in the Government Operations Centre on a rotational basis.  This ensures faster sharing of verified information to and from federal government departments and Provincial/Territorial communications teams.

Monitoring of cyber threat environment, and issuing warnings and information on potential, imminent, or actual threats, vulnerabilities or incidents affecting Canada’s critical infrastructure

National critical infrastructure less vulnerable to cyber attacks

  • The establishment of the Canadian Cyber Incident Response Centre (CCIRC) was announced in February 2005 to serve as the national focal point for the defence and assurance of Canada’s critical information infrastructure.  Its primary functions include incident handling and coordination of cyber security events, technical analysis, and monitoring and reporting on computer network threats through warnings and other publications.
  • CCIRC participated in the Canada/United States/United Kingdom/Australia/New Zealand Operations Portal, which is an operational information-sharing forum hosted by the United States Computer Emergency Response Team.
  • CCIRC participated in Natural Resources Canada Energy Sector Stakeholders quarterly meetings, in collaboration with the RCMP and CSIS, with representatives from the energy industry and associations.  The purpose is to share energy-related classified information regarding threat and risk assessments and discuss potential threats to the sector.
  • Capacity building of CCIRC during its second year of existence was ongoing and will continue to be a high priority for the coming year.


Assuring a strong national security framework

The threat of terrorist attacks on Western targets persists, and in June of 2006, this threat was demonstrated in the Greater Toronto Area when 17 individuals were arrested and charged with terrorism-related offences under the Criminal Code.

The Government of Canada has a duty to its citizens to be aware of the risk environment, to take appropriate measures to prevent attacks wherever possible, and to be prepared to respond to the consequences, if needed.  Canada’s approach to national security must be strategic and proactive, while embracing the values of democracy, human rights, respect for the rule of law and pluralism.  Work continued in 2006-2007, to ensure that the existing framework is adequate to safeguard against threats to national security, and to propose changes where required.

Activity

Expected results and timelines

Progress / Outcomes / Results reported

Review of the Criminal Code list of terrorist entities

Limit participation in, and funding of, terrorist groups by residents of Canada

  • Public Safety Canada leads the interdepartmental coordinating committee on the listing of terrorist entities.  As of March 31, 2007, 40 entities were listed under section 83.05 of the Criminal Code, leading to the freezing of assets belonging to these entities.
  • In November 2006, the Government of Canada conducted a two-year review of the entities listed under the Criminal Code to determine their status.  All of the listings were retained.  The entire list will again be subject to review in 2008.
  • Public awareness of terrorist entities was increased in order to limit their ability to operate in Canada.

Modernization of the legislative framework to maintain law enforcement and national security agencies’ ability to lawfully investigate criminal and terrorist acts perpetrated through the illicit use of new technologies

The ongoing effectiveness of investigations and intelligence gathering efforts of law enforcement and national security agencies

  • Public Safety Canada focused on the development of legislation to enhance technical assistance to law enforcement.

 

Coordination and collaboration with agencies and departments on issues concerning national security and the intelligence community

Ensure the legal foundation for counterterrorism and national security efforts continues to be appropriate and effective

  • The Department continued to provide leadership on the implementation of the National Security Policy, promoted cross-border counterterrorism cooperation, and helped to ensure that national security and law enforcement agencies kept up with emerging technologies in the detection, prevention and investigation of terrorism and organized crime.  It also developed and implemented a counterterrorism framework that responds to evolving national and international demands.
  • The Department continued to work closely with the Portfolio, local, regional, national, and international government and non-government organizations to effectively address emerging threats. 

Support the Parliamentary review of the Anti-Terrorism Act

Ensure the existing framework for coordinated action is adequate to safeguard against threats to national security, and propose changes where required

  • The Department supported the Parliamentary review of the Anti-Terrorism Act.  This required coordination across key security stakeholders in government to ensure an adequate national security framework.

Participate in government inquiries and commissions (i.e. Air India, O’Connor) concerning national security matters

Represent departmental position on issues involving statutory responsibilities of the Minister and Public Safety Canada agencies to effectively contribute to the mandate of these reviews

  • The Government of Canada has accepted all of Justice O’Connor’s recommendations from his Report of the Events Relating to Maher Arar (Part I).  Departments and agencies have already implemented many of these recommendations.
  • Justice O’Connor’s second report A New Review Mechanism for the RCMP’s National Security Activities, was tabled in Parliament on December 12, 2006.  The report’s recommendations are being carefully considered.


Cyber security

The development and implementation of a comprehensive approach to protecting Canada’s critical infrastructure (CI) is a priority.  CI sectors include everything from banking and financial services, the generation and distribution of energy, communications and information technology infrastructure, transportation, government services, to infrastructure that maintains the safety of our food and water.

These critical sectors are heavily dependent on automated systems and interconnected networks.  Moreover, the interconnectedness of, and our dependence on, information and communications technology infrastructure is of critical importance to emergency management programs and activities.  As Canada’s communications and information technology networks are vulnerable to deliberate cyber attacks and unintentional disruptions, cyber security must be an integral component of maintaining the integrity of Canada’s critical infrastructure.

The Secretariat supporting the establishment of a Cyber Security Task Force (CSTF) was developed in the spring of 2006.  In the Fall of 2006, a new approach was adopted and the Task Force was replaced by the Cyber Security Strategy Secretariat.  The Secretariat will make recommendations on a cyber security strategy for Canada and an action plan that will contribute to protecting the security of Canada and Canadians.

Activity

Expected results and timelines

Progress / Outcomes / Results reported

Selection of Task Force including the Chair and establishment of a secretariat to support the Task Force  

A Task Force with cross-sectoral reach and representation, composed of members of both the private and  public sectors

  • The Task Force was not established by the 2006-07 fiscal year, given the decision to adopt a different approach to the development of a cyber security strategy through the establishment of the Cyber Security Strategy Secretariat.  The Secretariat will engage private sector leaders through a series of meetings and workshops to establish general consensus on the planned approach.  The first Public-Private Stakeholder meeting occurred in June 2007.

Initiation and completion of two major studies to determine key information regarding Canadian critical infrastructure, as it pertains to cyber security

Increase in knowledge throughout the critical infrastructure (CI) sectors of the cyber security risks they face

To determine the overall state of Canada’s cyber security posture, two national studies were conducted: 

  • Survey of Canada’s critical infrastructures to determine its state of readiness to respond to and recover from cyber attacks/disruptions;
  • Investigation of Cyber Security Interdependencies within Canadian Critical Infrastructure reviewed the key critical infrastructure sectors for interdependencies, and assessed the potential risk from cyber events in these sectors, both qualitatively and quantitatively.

The studies were extended into fiscal year 07-08 to improve the reliability of expected findings and were completed in July 2007.

Combined, these studies will provide insight into the management and control of cyber security risks, identify CI interdependencies across sectors, and recommend mitigative measures and identify their costs

Increase in awareness through the CI sector of the mitigation strategies that can be adopted to address cyber security risks

  • Plans are in place to convene public-private sector stakeholder meetings and workshops through 2007-08 to discuss a proposed approach for partnering to enhance cyber security in Canada and initial building-block initiatives towards a comprehensive cyber security strategy that will better manage cyber security risks and promote trust and confidence in the information economy.
  • A discussion paper was produced outlining Canada’s current state of cyber security, examining both government sectors and critical infrastructure sectors.  The paper included an examination of international practices in the United Kingdom, United States and Australia, identifying strengths and weaknesses in their cyber security programs.


Policing, Law Enforcement and Interoperability

Priority

Fighting serious and organized crime

Expected result

Enhanced capabilities to combat serious and organized crime.


An integrated and enhanced approach to public safety requires not only the timely provision of appropriate policy advice, but also the sharing of information among all those with a mandate to ensure safe communities.  Accordingly, the Department has combined its policy capacity on law enforcement and border strategy issues with its efforts to integrate critical public safety information across relevant jurisdictions and among key public agencies.  This approach enables the Minister to exercise national leadership on key law enforcement issues and facilitates information sharing to promote public safety objectives.

Within a dynamic operating environment, the Department continued to oversee the implementation of the National Agenda to Combat Organized Crime, worked with Portfolio agencies and federal partners to identify law enforcement limitations and enhance illicit drug-related enforcement capacity, developed a national strategy to address counterfeit currency, and undertook efforts to position Canada to become a party to the United Nations Convention Against Corruption.

The Department also successfully took measures to bolster transportation security and strengthen border integrity by coordinating and developing policy approaches with Portfolio agencies and a broad range of other federal departments.  It coordinated the 9th Canada-United States Cross-Border Crime Forum, and managed and developed the law enforcement cooperation components of the Security and Prosperity Partnership of North America (SPP), which focus on the disruption of organized crime and terrorist networks. The Department led and coordinated Portfolio security policy that supported immigration initiatives aimed at mitigating identified risks, developed new strategies, programs and policies to combat cross-border crime and secured funding for the establishment of integrated security strategies to address rail and urban transportation related threats.

As part of its comprehensive national strategy to combat gun violence, the Firearms Program was transferred to the Royal Canadian Mounted Police. The Department also consulted Canadians on measures to improve the Firearms Program, supported the Government’s introduction of  Bill C-21 to repeal the requirement to register non-restricted firearms, and secured $14 million to enhance screening of license applicants.  To address priority criminal cases, such as organized crime, the Government provided $161 million over two years to increase personnel and restore the integrity of the RCMP Federal Program.  $37 million over two years was also provided for the RCMP to increase its training capacity.  In addition, the Government approved the creation of a new International Police Peacekeeping and Peace Operations Program and associated funding within the RCMP to support Canada’s foreign policy.  These efforts were complemented by the Government’s adoption of a Protocol on Foreign Criminal Investigators in Canada that regulates the entry into Canada and approval of foreign criminal investigators wishing to pursue criminal investigations in this country.

The Department also led the development and ratification of an agreement between the Government of Canada and the Province of British Columbia to share the security costs for the 2010 Olympic and Paralympic Winter Games.


2006–2007  Financial Resources  (in millions)

Planned spending

Total authorities

Actual spending

$38,717

$35,030

$33,615



2006–2007 Human Resources

Planned

Actuals

148 FTEs

145 FTEs


Key areas of focus:

  1. Law enforcement and border strategies;
  2. Policing policy;
  3. Public safety interoperability.

Law enforcement and border strategies

The Department’s role in the area of law enforcement and border strategies is to provide leadership and strategic policy advice with respect to border security (e.g., marine and transportation security issues) and national law enforcement issues/initiatives (e.g., a national drug strategy).

Major initiatives undertaken in fiscal year 2006-2007, included:

  • the Canada-US Cross-Border Crime Forum (CBCF);
  • the National Agenda to Combat Organized Crime; and
  • DNA Initiatives.

Activity

Expected results and timelines

Progress / Outcomes / Results reported

Portfolio policy development and coordination on border policy issues including the Security and Prosperity Partnership (SPP) of North America, marine security, customs, immigration and trade

  • Coordinated, strategic approach for key government initiatives to promote and ensure border security
  • Effective policy and program analysis in partnership with the Portfolio and other partners to enhance border enforcement operations at and between ports of entry.
  • Organized and coordinated Canada’s participation at the 9th Canada-US Cross Border Crime Forum (CBCF), which occurred on November 15-16, 2006, in North Carolina.  The CBCF brought together four ministers and over 100 senior officials from Canada and the US to address policy and legislative impediments to cross border investigations and prosecutions.  Major deliverables at this Forum included joint Canada-US threat assessments on organized crime, human trafficking, and internet fraud; updates on firearms trafficking; and a public advisory on counterfeit checks and money orders.
  • Managed and developed SPP initiatives related to law enforcement cooperation deliverables in coordination with Portfolio agencies, other government departments and US partners.
  • Led the development of new strategies, policies, and programs to strengthen law enforcement capacity to deter, detect, and interdict cross-border criminality across all modes of transportation (land, air and marine).
  • Established core capacity among Portfolio partners to contribute to strategic integrated solutions to increase rail and urban transportation security.  Through a number of consultations with police, intelligence personnel, and transit operators across the country, a Portfolio Task Force developed an enhanced regional/national intelligence sharing framework and protocols for the collection, analysis, and sharing of suspicious incidents with a link to national security.
  • Helped inform Canadians and visitors about border and marine security policies, and about initiatives to facilitate the continued smooth flow of legitimate people and goods through the creation of a single Government of Canada SPP portal.

Coordination of policy development, planning and governance support for the National DNA Data Bank and broader DNA policy issues

  • Strategic approach to policy development on the National DNA Data Bank; demonstrated leadership for Federal, Provincial and Territorial efforts examining the establishment of a Missing Persons Index
  • Implementation and governance for F/P/T Biology Casework Analysis Agreements, and review of the Agreements to support their renegotiation
  • Completed a review of the legal, administrative and privacy issues, including a business process mapping exercise on the creation of a national DNA Missing Persons Index.  Work will continue with F/P/T partners to examine the establishment of a Missing Person Index.
  • Negotiations are ongoing to establish both short and long-term arrangements for Biology Casework Analysis Agreements.

Policy development/ coordination and information sharing with key government, police and prosecutorial stakeholders involved in the fight against serious and organized crime

Enhancement and/or creation of key strategies to combat serious and organized crime – including coordination of, and policy support for, the National Coordinating Committee to Combat Organized Crime (NCC)

  • The NCC, composed of Federal/Provincial/Territorial (F/P/T) government officials and representatives from the law enforcement community, met, identified and discussed major issues and national policy priorities related to the problem of organized crime; advised F/P/T Deputy Ministers on the development, coordination and implementation of policies, legislation and programs aimed at combating organized crime; and encouraged coordination of anti-organized crime activities among various players at the regional and local level.
  • Created the tacklingcrime.gc.ca and organizedcrime.ca web portals to provide Canadians with easy access to information on each of these issues, to build awareness of the risks and to help reduce victimization.
  • The summative evaluation of the Measures to Combat Organized Crime (MCOC) initiative found an increase in partnerships at all levels, particularly between the RCMP and the Department of Justice.  Additionally, MCOC enhancements included learning activities and the integration of intelligence sharing among many departments, agencies and international police agencies.
  • Worked with Portfolio agencies and federal partners to identify law enforcement limitations and to enhance illicit drug-related enforcement capacity as part of the supply reduction efforts under the federal government’s National Anti-Drug Strategy.


Policing policy

The Department’s role in the area of policing policy is to provide strategic independent advice on a variety of policy and management issues of relevance to the RCMP and to support the Minister in his responsibility and accountability for the RCMP.  This also includes a strategic focus on international policing, firearms and operational policing policy.

Major initiatives undertaken in fiscal year 2006-2007, include:

  • a Strategy to Combat Gun Violence; 
  • firearms controls; 
  • increasing RCMP capacity; and
  • Protocol on Foreign Criminal Investigators in Canada.

Activity

Expected results and timelines

Progress / Outcomes / Results reported

Support for the Investments to Combat the Criminal Use of Firearms (ICCUF) Initiative, which focuses on improving the national collection, analysis and sharing of firearms-related intelligence

Enhanced criminal intelligence capacity of the RCMP and CBSA for improved criminal investigations, and strategic national assessments of the illegal movement of firearms

  • Launched a mid-term evaluation of the ICCUF Initiative, conducted by Government Consulting Services, which was completed in early 2007.

Restoring the effectiveness of RCMP Federal Policing by addressing resource shortfalls and expanding and refurbishing the RCMP Training Academy, to meet increasing demands for RCMP officers

Resolve current resource and capacity gaps, enable the RCMP to keep pace with federal statute requirements and allow better targeting of emerging priorities, such as technologically sophisticated crimes and new crime organizations

  • The Government committed $161 million over two years to recruit 1,000 RCMP personnel to restore the integrity of the RCMP Federal Program.  $37 million was provided over two years for the expansion of the RCMP Training Academy.

Implementation of effective Canadian Police Arrangement Management Framework, in collaboration with Foreign Affairs and Canadian International Development Agency, to guide and support RCMP involvement in international police peacekeeping missions

Effective management of Canada’s police peacekeeping efforts

  • Created a permanent program within the RCMP allowing for an appropriate capacity of police officers to deliver international peace operations abroad in support of Canadian foreign policy.


Public safety interoperability

Interoperability is an environment where people, procedures, policies and systems work in a collaborative fashion to share information.  This ensures that government organizations can and do share critical information with the right people at the right time, strengthening the ability of these organizations to address threats to the safety and security of Canadians.

The Department developed a framework for enhanced information sharing, including a long-term vision and strategic design to enable a fully coordinated approach to public safety while respecting the privacy of Canadians and the principle of accountability.  This work builds on the accomplishments of the Integrated Justice Information initiative, which advanced the delivery of the Canada Public Safety Information Network to improve information sharing among criminal justice and law enforcement agencies.

Activity

Expected results and timelines

Progress / Outcomes / Results reported

Developing a strategic framework for public safety interoperability, including:

  • Development of a national strategy for interoperable radio communications (amongst first responders) in Canada and with the US; and
  • Development of an electronic communications system capable of transmitting classified information amongst public safety and security federal partners.

An interoperable information-sharing environment across government addressing issues in the following domains:

  • criminal justice and law enforcement;
  • border;
  • national security and intelligence; and,
  • public health and first responders

This environment will yield an increased ability to fight crime and threats to national security and public health and safety and information sharing for public safety and security across government.

  • Continued to advance a vision and strategic design to provide a common approach to interoperability
  • Work continued to identify elements of a national radio communications strategy to enhance coordination and engagement across the public safety sector, as well as to ensure appropriate technology is being used among first responders.
  • Created a federal working group with representation from the RCMP, Industry Canada, the Department of National Defence, Canada Border Services Agency and the Communications Research Centre of Canada.
  • A communications pilot project made significant progress in developing a system capable of carrying classified information (e.g. system design, development of a secure location for the installation and operation of the system).

Creating a centre of excellence for biometrics across the public safety sector

Coordination on biometrics standards, best practices, and domestic/ international policy integration

  • Finalized draft project plans in October 2006, and held initial interdepartmental consultations.

Completing a feasibility study on the implementation of an automated air passenger assessment system

Provision of recommendations for the implementation of an efficient and effective air passenger assessment system to assess threats to aviation transportation and national security

  • Completed a feasibility study and identification of implementation options for an automated air passenger assessment system.
  • Completed a privacy impact assessment that describes how provisions outlined in s. 4.82 of the Aeronautics Act are to be used to support Transport Canada’s Passenger Protect Program.


Community Safety and Partnerships

Priority

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.


The work of public safety and security agencies rests on the support and confidence of all Canadians and is intimately tied to issues of accountability, transparency and public trust.  That trust cannot be assumed or taken for granted.

In recent years, Public Safety Canada has sought to integrate various areas of community safety, namely crime prevention, based on community projects to address local factors of crime; Aboriginal policing in First Nations communities across Canada; and corrections policy and research to ensure the safe reintegration of offenders in the community.  This approach has supported sustainable partnerships between government and communities for greater public safety, tailored to the reality and needs of each community.

Departmental priorities in this area are based on government direction and community needs.  Activities are managed in partnership with provinces, territories, municipalities, First Nations and non-governmental organizations involved in public safety.  Priorities are further defined by crime trends, known crime risk factors and knowledge of crime prevention, Aboriginal policing and effective practices in corrections.

To achieve the expected result, the Department has been 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 children and youth at risk of coming into conflict with the law; increasing access to policing services for First Nations communities; and developing knowledge and strategies that have improved Canada’s corrections system.


2006–2007  Financial Resources  (in millions)

Planned spending

Total authorities

Actual spending

$192,375

$187,719

$157,920



2006–2007 Human Resources

Planned

Actuals

276 FTEs

260 FTEs


Key areas of focus:
1.         The National Crime Prevention Centre;
2.         First Nations policing policy; and
3.         Effective corrections.


The National Crime Prevention Centre

The National Crime Prevention Strategy (NCPS) provides a policy framework for the implementation of crime prevention interventions in Canada.  The National Crime Prevention Centre (NCPC) within Public Safety Canada administers the strategy, and it is jointly managed with provinces and territories.

The NCPC provides national leadership on effective and cost-efficient ways to prevent and reduce crime by addressing known risk factors in high-risk populations and places.  In doing so, the NCPC concentrates on two core activities supporting targeted interventions; and building and sharing practical knowledge.

In 2006/07, the NCPC 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.

Activity

Expected results and timelines

Progress / Outcomes / Results reported

Carefully evaluating the success of projects in reducing crime in particular communities

  • Improved evaluation of current practices
  • Evidence-based policy and program development
  • Provided advice, guidance and feedback to project sponsors in the development of their project proposals to ensure that evaluation requirements were being met.
  • Held evaluation training sessions for stakeholders across the country.
  • As part of the Building the Evidence series, created and published nine evaluation summaries of funded projects.
  • Ten evaluations of multi-year projects funded by the then Crime Prevention Investment Fund were completed.
  • Funded three new projects with a specific focus on evaluation under the Research and Knowledge Development Fund.
  • Developed evaluation guidelines for the newly created Youth Gang Prevention Fund to ensure project sponsors develop a rigorous evaluation component in their proposals.

Supporting provincial and municipal efforts to address gang-related problems

  • Increase in protective factors against gang activity.
  • Development and implementation of integrated anti-gang measures and strategies.
  • Better understanding of the youth-gang phenomenon and strategies to respond to it
  • Created the Youth Gang Prevention Fund (YGPF), which provides time-limited funding for anti-gang initiatives in communities where youth gangs are an existing or emerging threat.
  • Collaborated with provinces and territories in the identification of communities most affected by gang-related problems.  As a result, 17 projects and communities in seven provinces (British Columbia, Alberta, Saskatchewan, Manitoba, Ontario, Quebec, and Nova Scotia) were identified for consideration under the YGPF.
  • Fifteen YGPF proposals were received under the YGPF.  Of those, one is in the developmental stage, 13 are under consideration and one was approved.  Furthermore, in 2006-07, two gang-related projects were funded under other NCPC funding programs.
  • Published the YGPF Guide to assist communities in developing proposals.  The Guide includes an overview of the fund, application form and proposal requirements.
  • Developed two informative documents on the state of knowledge and risk factors of youth gangs in Canada, as well as a series of reports on youth gangs and gun violence.
  • Undertook targeted awareness initiatives to help support the take-up and delivery of the new YGPF.

Directing a portion of crime prevention funds to children and youth at high risk of coming into conflict with the law, in areas of high youth crime

  • Targeted funding and tailored programming to the specific needs of children and youth at risk
  • Situations created where children and youth are provided supportive and accessible alternatives to crime
  • Potential reduction in local crime rates in the medium to longer term
  • Supported 45 crime prevention projects which focused on children and youth at high risk of coming into conflict with the law.
  • In general, these projects were aimed at reducing early risk with at-risk families and addressing risk factors among high-risk children.  Investments in this area increase the resilience of families and communities.

Supporting initiatives that strengthen and increase the capacity of communities to fight and reduce local crime and victimization

  • Greater community ownership of public safety issues
  • Enhanced community capacity to combat crime
  • Reductions in local crime rates in the medium to long term
  • With funding from Public Safety Canada, the Institute for the Prevention of Crime (IPC) initiated work to assist Canadian municipalities target resources and make better use of knowledge and research on effective crime prevention strategies.  Current municipalities involved in this process include Vancouver, Edmonton, Calgary, Waterloo, Toronto, Ottawa, Regina, Saskatoon, Winnipeg, Montral, Qubec and St-John.
  • With funding from the NCPC, the International Centre for the Prevention of Crime (ICPC) was able to continue assisting cities and countries to reduce crime through effective and efficient preventative measures.  NCPC’s support enabled the ICPC to contribute to developing and maintaining a strong base of knowledge related to effective crime prevention from an international perspective.

Directing a portion of crime prevention funds to fighting the problem of drug-related crime

  • Assistance to communities most affected by drug-related crime
  • Strengthened measures to assist individuals afflicted by drug addiction
  • The NCPC has committed to reducing crime associated with substance use/abuse by redirecting $20 million over five years from existing funds.  This targeted allocation will be used to fund evidence-based interventions starting 2007-08.
  • Seven projects were assessed for consideration in 2006-07.  If approved, these projects will start in 2007-08.
  • Developed inter-departmental relationships aimed at advancing the federal government’s anti-drug efforts.  To this end, Public Safety Canada was an active member of an interdepartmental working group on this issue.
  • In addition, work commenced on the development of a protocol between Public Safety Canada and Health Canada, which will strengthen regional collaboration on the identification and support of co-funded projects.
  • Developed a report on practical knowledge tools for school-based drug abuse prevention programs.

Facilitating the engagement of all players in the development of comprehensive and integrated approaches to crime reduction, with a particular emphasis on communities with high crime rates

  • More comprehensive and thorough assessment of local crime problems leading to more effective interventions
  • Sustainable crime reduction initiatives
  • With funding from Public Safety Canada, Statistics Canada conducted geocoding of crime data studies in Thunder Bay, Edmonton and Halifax.  This led to the creation of information on Community Crime Profiles.  Furthermore, two reports were released on neighbourhood characteristics and the distribution of crime in the cities of Regina and Montreal
  • Developed comprehensive and integrated crime reduction initiatives in several jurisdictions.  For instance, the Community Accounts Initiative in Newfoundland and Nova Scotia provides communities with access to community safety profiles using various data.
  • Continuously involved provinces and territories with a view to fostering the development of projects in high crime neighbourhoods.
  • Supported the work of the Canadian Association of Chiefs of Police to create a coalition of key stakeholders from all sectors contributing to community safety, health and well-being.
  • Signed a Strategic Framework for Collaboration with Canadian Heritage’s Multiculturalism program to develop and implement crime prevention projects adapted to the needs and realities of ethno-cultural/racial youth.
  • Although it was sunsetted in 2006-07, the Policing, Corrections and Communities Fund supported projects where community partners worked together to prevent crime.  The fund was targeted at law enforcement agencies, community corrections groups, Aboriginal communities, community-based organizations and municipalities.

The review of grants and contributions and of the NCPC’s strategic direction in 2006-07 resulted in a reduction of crime prevention projects funded in 2006-07 as compared to 2005-06.

In June 2007, the Minister of Public Safety announced new directions for the NCPC to: increase integration with the activities of other programs and services; build on the knowledge of known risk and proactive factors and use evidence-based practices; focus on specific priorities; and obtain measurable results.


First Nations policing policy

Public Safety Canada works with Aboriginal communities, provincial/territorial governments and other law enforcement partners to implement the First Nations Policing Policy (FNPP).  The Policy was developed in 1991 to provide Aboriginal communities with increased, on-site, culturally relevant policing.

Under FNPP, Public Safety Canada negotiates, implements, administers and monitors tripartite agreements for First Nations policing services. The First Nations policing services are cost-shared 52% by Canada and 48% by the province/territory.

Activity

Expected results and timelines

Progress / Outcomes / Results reported

Enhance public stability in First Nations communities by negotiating culturally appropriate First Nations policing agreements

Increased access to culturally appropriate police services for First Nations communities

  • There are currently 158 First Nations Policing Program agreements across Canada (including Self-Administered (SA) and Community Tripartite Agreements (CTAs)) covering 401 communities with a population of 291,387.  This is an increase of 13 agreements over the last fiscal year, covering an additional 82 communities.
  • There are now 1,158 police officers employed, mostly of Aboriginal descent.  This is an increase of 158 over the previous fiscal year.
  • Client surveys done by EKOS indicated that FNPP police provide better response times and coverage than non-FNPP police.  As well, surveys indicated that First Nations residents have high levels of satisfaction with FNPP.
  • Results of the FNPP evaluation completed in 2006 concluded that FNPP remains highly valued and relevant to the safety and security of First Nations communities.

Review and consideration of specific policing options for the territories with partners

Develop models for policing and public safety in the Territories

  • Developed options for policing in the north.

Develop with partners, a vision to achieve sustainability for First Nations Policing Policy

Modernized First Nations Policing Policy that responds to current demographic, environmental, and political realities with respect to First Nations policing and community needs

  • A working group of F/P/T Assistant Deputy Ministers addressed four main sustainability issues for the FNPP – namely, governance and accountability; relationships between First Nations policing services and provincial police services; integration of First Nations policing services with other community services; and application of the FNPP to the Territories.
  • In addition, to address infrastructure sustainability, an infrastructure plan was developed for each region to bring existing structures to a state of good repair.

Conduct research and policy reviews of Aboriginal public safety options and service delivery alternatives

Development of policy decisions and public safety interventions based on community needs, improved accountability and balanced funding arrangements

  • A paper on the Future of Policing was completed.  The paper provides details on current policing and policy trends and implications for Aboriginal policing.
  • A survey by EKOS was completed, which examined public attitudes towards Aboriginal policing as well as on-reserve attitudes towards crime, community safety and policing
  • The following paper was completed: Comparative Indigenous Policing Models: Canada, the United States, Australia, and New Zealand.

Incorporate indicators of community stability and well-being into overall performance measurement strategy

Improved performance indicators reflecting broader community context, resulting in informed policy decisions and resource allocations driven by risk and need

  • Draft performance measurement and risk assessment scales were developed and vetted with regional managers.  All employees will be expected to attend training in risk management during the next fiscal year, and a final performance measurement and risk assessment will be conducted in 2007-2008.
  • Letters of Expectation were developed and will be introduced in all Community Tripartite Agreements in British Columbia to clarify performance expectations of First Nations in relation to RCMP First Nations policing services.  It is expected that such a procedure will be carried out in other regions.

Strengthen professional capacity of Aboriginal policing service providers

Improved management capacity and enhanced service delivery of professional, effective and culturally appropriate policing

  • The RCMP Depot exchange program was developed to have two fully trained Aboriginal police officers provide training on culturally appropriate policing at Depot in exchange for dedicated openings for Aboriginal candidates to enter RCMP training.  Financial support is provided by the FNPP.
  • Ongoing training of officers continues to be supported.


Effective corrections

Public Safety Canada improves public safety through effective corrections by enhancing strategies to support the safe custody and reintegration of offenders through policy advice and proposals for legislative reform.  These include strategies focused on high-risk offenders, and on Aboriginal offenders and their communities, as well as innovative restorative justice approaches.

In 2006/07, Public Safety Canada developed and supported several corrections policies and  legislation that improved Canada’s corrections system, as well as developed and disseminated knowledge on effectiveness of correctional measures to inform evidence-based corrections policy.  Continued efforts were made to address the over-representation of Aboriginal Canadians in the criminal justice system through coordination and support to community healing projects. 

Furthermore, the Department contributed to the unfolding of 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.

Activity

Expected results and timelines

Progress / Outcomes / Results reported

Support research, evaluation and policy development that strengthen effective corrections and promote successful reintegration of offenders who are eligible for return to the community

  • More successful reintegration of offenders and protection of society against chronic offenders
  • Canadians gain confidence in a more effective corrections and justice system that is responsive to the needs of victims and the general public
  • Provided extensive support to the Department of Justice for legislative proposals put forward by the Government of Canada to amend the Criminal Code.
  • Completed the Dynamic Supervision Project.  This research involved training probation officers from all the provinces and territories in “state-of-the-art” risk assessment technology for the supervision of sex offenders in the community.  This technology facilitates the supervision and treatment of high-risk sexual offenders, thereby enhancing public safety.  The Strategic Training Initiative in Community Supervision evaluated training for probation officers from British Columbia, Saskatchewan and Prince Edward Island on specific cognitive-behavioural skills to assist in supervising probationers.
  • Completed and published an evaluation of the National Flagging System (NFS). The NFS identifies high-risk offenders who may be targeted for a Dangerous Offender application should they re-offend.  The evaluation found that the NFS was targeting the appropriate offenders.
  • The Department undertook a literature review on risk factors among Aboriginal offenders. A report was published, informing practitioners and researchers on the validity of present day risk assessments and how to improve them for use with Aboriginal offenders.
  • In preparation for the dissolution of the British Columbia (BC) Board of Parole on April 1st, 2007, the Department led a working group on the transition of provincial offenders to the National Parole Board and a working group on the transition of victims of provincial offenders from BC correctional authorities to federal correctional authorities.
  • The National Office for Victims supported the preparation of the Justice-led initiative for the implementation of the Federal Strategy for Victims of Crime.

Develop, implement, review and evaluate measures targeting high-risk offenders

  • Focused and firm responses to serious and violent offences
  • Better control and treatment of sex offenders will lead to improvements in community safety
  • F/P/T working groups continued to address issues respecting chronic, high-risk, violent and sexual offenders.  Their advice is regularly provided to ministers responsible for justice.
  • Supported legislation to refine and extend the Sex Offender Information Registry and include offenders who are the responsibility of the Department of National Defence.

Address over-representation of Aboriginal Canadians in the criminal justice system through the development of culturally relevant healing models of justice and corrections in Aboriginal communities

  • Increased community capacity to work with victims, offenders and families through dissemination of knowledge gained through pilot projects in Aboriginal communities
  • Coordinated federal support for community healing through the Assistant Deputy Minister Steering Committee on Community Stability and Wellness and other venues
  • Publication of research and technical reports on issues relating to Aboriginal people and corrections and criminal justice
  • Published and distributed two "Getting Out" handbooks.  These handbooks provide resources for Aboriginal offenders being released to urban communities in Quebec and Ontario.  The Department also published and distributed a spousal abuse counselling manual targeted for Inuit victims and offenders.
  • Participated on and co-ordinated the activities of interdepartmental committees, such as the Labrador Innu Comprehensive Healing Strategy and the Assistant Deputy Minister Steering Committee on Community Stability and Wellness.
  • Published the following two reports:  A Matter of Faith: A Gathering of Aboriginal Christians, which discussed community healing processes within an Aboriginal Christian context, and An Investigation into the Formation and Recruitment Processes of Aboriginal Gangs in Western Canada.

Management Priorities

This section provides detailed performance information on the Department’s management priorities.  Resources associated with management priorities are integrated into the planned spending for the three program activities discussed in this report.

To support the delivery of its three program priorities, the Department identified the following key areas of focus:

  1. Effective and efficient Portfolio leadership through the provision of strategic direction, policy advice and strategic communications; and
  2. Improved accountability and stewardship through:
    1. integration of human resource planning with departmental business planning;
    2. development of a strategic planning and performance measurement capacity;
    3. development of an Information Management/Information Technology Strategic Plan; and
    4. development of an integrated risk management framework.

1. Effective and efficient Portfolio leadership

Integral to its mandate, the Department plays a vital role in effective policy coordination and communication across the Portfolio.  Effective and efficient Portfolio leadership is key to developing well-founded advice and making evidence-based information available to decision-makers.

Activities

Expected results and timelines

Progress / Outcomes / Results reported

Increase capacity for thorough policy consideration and development

Increased scope and depth in the policy development process, linking public safety strategies more closely to broad federal direction and to key strategic partners, leading to better-informed decision-making

  • The Department has committed to increasing coordinated input and response to cross-cutting policy issues and initiatives from other government departments.  For example, the Department coordinated the Portfolio’s input to Transport Canada’s Security Action Plan.  The Department also increased its participation on numerous working groups, including those at Citizenship and Immigration Canada (CIC), the Privy Council Office (PCO) and Transport Canada.
  • A new Policy Committee was created as part of the governance structure within the Department.  This ADM-level committee will form a crucial challenge-point in the policy development process for all initiatives within the Department.  It will provide an opportunity for all branches to provide input to policies, and ensure a coordinated approach at all stages in the development process, from concept to Cabinet presentation.

Develop a research capacity for public safety issues

  • The Department Research Committee was expanded to include representation from Portfolio agencies, which provided the opportunity for all to benefit from in-house and contracted research, as well as sharing best practices on information management and dissemination.
  • Public Safety Canada also coordinated the Portfolio’s involvement in, and financial support for, several academic conferences and research initiatives, such as the Metropolis government-wide research project, and the Conference Board of Canada’s Centre for National Security.
  • In addition, efficient and effective coordination of the Department’s input to a variety of government-wide research initiatives has continued, including the Policy Research Data Gaps initiative, Statistics Canada’s Canadian Centre for Justice Statistics, and the General Social Survey.  This work was supported by increased staffing levels, which allowed Public Safety Canada to fulfill its expanded research mandate.

Create a network of public, pan-governmental representatives, academics and NGOs on public safety issues.

  • Relationships were established with key researchers and organizations involved in national security, emergency management and horizontal governance issues related to the mandate of the Department.  In particular, by leading departmental input into the Metropolis research initiative, the Department further expanded its existing relationships with non-governmental organizations, and private and government representatives at all levels.

Engage Canadians in greater dialogue around issues of public safety and security, in particular through the Cross-Cultural Roundtable on Security.

  • The Cross-Cultural Roundtable on Security continued to provide valuable insight into issues of relevance to the Department and to its Portfolio agencies, such as emergency management infrastructure, and marine and port security.
  • Regional symposia were held in four cities across Canada (Montreal, Toronto, Calgary and Vancouver) to explore with community leaders the role of Canadian communities in national security.  The dialogue between government officials, representatives of the Cross-Cultural Roundtable on Security and community leaders at these symposia, was a positive step forward and a learning opportunity for both participants and government officials.
  • The Department supported the Minister in over 100 media events aimed at raising awareness of changes to public safety laws, programs or initiatives or to reinforce awareness of actions taken to meet the Department’s mandate.  The Department also expanded the number of websites it manages from six to ten, including the addition of information portals to help Canadian easily locate information pertaining to public safety issues.


2. Improved accountability and stewardship through:

a)  Integration of human resource planning with departmental business planning

The integration of HR planning with departmental business planning is a component of the Public Service Modernization Act and a key priority of the Public Service Renewal agenda of the Clerk of the Privy Council.  The Department has started and will continue to develop a comprehensive information base that will support the integration of HR to its strategic and business planning processes.  This will allow the Department to make strategic decisions and allocate resources based on an integrated planning framework.

Over the course of the planning cycle, the Human Resources Directorate focused on five specific activities to accomplish its goals:

Activities

Expected results and timelines

Progress / Outcomes / Results reported

Conduct a complete workforce analysis of the Department;

Effective alignment of the Department’s human resources with business planning to ensure that informed decisions are made and resources are appropriately targeted and optimized to achieve agreed outcomes

  • Developed workforce demographics that will be used for business planning. 

Implement the new Treasury Board Learning, Training and Development Policy throughout the Department;

  • Implemented Treasury Board’s Learning, Training and Development policy throughout the Department.  97% of existing managers and executives completed their on-line validation.  Processes are in place to ensure that new employees, supervisors, managers and executives are identified and registered with the Canada School of Public Service for their required training.

Implement and deliver the training on sub-delegation for managers under the new Public Service Employment Act;

  • Delivered staffing sub-delegation training courses to senior management.

Develop and implement a departmental employment equity plan; and

  • Developed a departmental employment equity plan.  Completed related consultations.  Some elements of the plan were implemented such as the review and improvement of the self-identification process.  Work will continue over the next fiscal year.

Development of departmental policies to further support the Public Service Modernization Act implementation.

  • Amended the Area of Selection Criteria for non-advertised and staffing sub-delegation policies so that they aligned with the Public Service of Canada appointment framework and to better suit the needs of the Department.  These policies were implemented.
  • Developed three new departmental policies related to acting appointment, term appointment and casual employment.


2. Improved accountability and stewardship through:

b)  Development of a strategic planning and performance measurement capacity

Effective strategic planning and performance measurement is key to demonstrating sound stewardship and accountability for the resources provided to the Department to fulfill its mandate.

A Strategic Planning and Performance Measurement Framework will be developed in consultation with Portfolio agencies to establish a consistent and comprehensive approach to the establishment, monitoring and reporting of performance against strategic priorities.  Efforts to establish this framework included:

Activities

Expected results and timelines

Progress / Outcomes / Results reported

Establishing and communicating common priorities and performance measures;

More effective planning and reporting tools to support increased transparency and accountability with regard to the use of resources allocated to the Department’s key activities.

  • Initiated changes to the business model for the coordination and delivery of the Strategic Planning and Reporting functions at Public Safety.  A new approach to planning and reporting will be implemented over fiscal years 2007-08 and 2008-09.

Meeting the requirements of the Treasury Board’s Management Resources and Results Structure Policy; and

  • Increased departmental Strategic Planning capacity to meet the requirements of the Management Resources and Results Structure Policy, by the end of fiscal year 2007-08.

Assessing the program activity architecture against which the Department receives its funding to ensure planned resource allocations are linked to the key activities and outcomes expected.

  • Assessed the departmental Program Activity Architecture and determined that a new architecture was required.  As such, work will be initiated at the beginning of fiscal year 2007-08 and a new Program Activity Architecture will be submitted to the Treasury Board by the end of the first quarter of fiscal year 2007-08.


2. Improved accountability and stewardship through

c)  Development of an Information Management/Information Technology Strategic Plan

The development of an IM/IT Strategic Plan is the roadmap for the design and delivery of IM/IT services to the Department.  The Plan provides a mechanism whereby IM/IT policies are tracked, updated and disseminated and compliance with government-wide standards, such as the Management of IT Security (MITS) requirements is measured.  The existence of the IM/IT Strategic Plan is considered one of the strengths of the Management Accountability Framework (MAF) Stewardship evaluation and it will guide the future development of a strategy for valuing IT assets.

An IM/IT Advisory Committee (Director General-level) has been established that will provide the governance framework for IM/IT strategic decision-making within PS.  The Committee addressed the following priorities:

Plans

Expected results and timelines

Progress / Outcomes / Results reported

Streamline IT procurement and life cycle management within Public Safety Canada;

Effective management and resourcing of IM/IT-enabled projects through a governance structure that includes program and regional representation and sets priorities for IM/IT investments.  The department will develop and implement key Government of Canada policies, such as the Management of Government Information (MGI) and Management of IT Security (MITS)

  • Established an IM/IT Advisory Committee and regular meetings are being held.
  • Implemented a centralized procurement and life cycle management model for standard desktop PCs and corporate printers.
  • Made improvements to the inventory control system to better track computer assets within the Department.

Update the IT Security Policy and work towards compliance with the MITS standard; and

  • Developed a departmental IM/IT Security Policy.
  • Made progress in responding to Treasury Board priorities, with the approval and funding of a project to create an IM/IT Security program for the Department, and to address risks and vulnerabilities in critical systems and services. 

Implement the revised TBS Management of Government Information (MGI) policy. 

  • Implemented the departmental IM policy, including the following support activities:
    • approved a Records Management Policy that supports the life cycle management of records;
    • developed a records disposition guidelines;
    • published an IM Handbook; and
    • launched an IM intranet site.


2. Improved accountability and stewardship through:

d)  Development of an integrated risk management framework

Risk management is an essential ingredient of public sector operation and corporate governance.  As such, it should be integrated into all strategic and business planning, policy development, program management and decision-making, as well as monitoring and reporting activities.  While risks cannot be prevented or avoided completely, they can be mitigated through the implementation of a well-developed integrated risk management strategy.

Over the three-year planning period, an integrated risk management framework was initiated in order to set out a consistent and comprehensive approach to risk management that is integrated with departmental planning, decision-making, monitoring and reporting activities

Activity

Expected results and timelines

Progress / Outcomes / Results reported

Establish a common risk language department-wide;

Risks are identified, analyzed, prioritized and communicated to ensure that informed decisions are made, and resources are appropriately targeted and optimized to manage risks and achieve desired outcomes

  • As part of the new organizational structure for the coordination and delivery of the Strategic Planning and Reporting function, created a new Corporate Risk function and initiated the development and implementation of a departmental Integrated Risk Management policy.

Ensure that all significant decisions are supported by systematic, integrated and continuous risk assessments which are annually documented in a Corporate Risk Profile that is communicated throughout the Department to foster an open dialogue on risks; and

  • In 2006-07, one Branch completed its risk profile and other Branches initiated preparatory work.  An Integrated Risk Management approach will be implemented over the next fiscal year.

Promote an environment in which employees can be innovative while applying due diligence in protecting the public interest and maintaining the public trust.

  • A new governance structure for Planning, Reporting and Risk Management will be established in 2007-08 to create an environment that encourages the free flow of information within the Department and its Portfolio agencies.