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Section 2 – Analysis of Program Activities by Strategic Outcome

In 2007-08, Public Safety Canada identified expected results for each program activity. Collectively, progress made towards each expected result contributed to the pursuit of the Department’s strategic outcome, a safe and resilient Canada

2.1 Strategic Outcome: A safe and resilient Canada

Having revised its strategic outcome in 2008-09 to better reflect its mandate, the Department initiated the process of engaging other countries, provinces, territories, and academia on how to effectively measure “resilience.” Although the use of “resiliency” to gauge public safety is fairly new, this concept is becoming increasingly common. It can refer to the ability of a country to mitigate potential impacts to recover from a national disaster, the ability of critical infrastructure to withstand or recover effectively from a disruption, as well as the capacity of a community to recover from an incident that strains its social fabric. More recently, this concept has been used by several countries in the context of emergency management, and the ability to measure resilience is the focus of an increasing number of studies.

Public Safety Canada is currently developing an approach to measure both the level of resiliency and safety in Canada, and is planning to partner with other government departments in measuring these two concepts. To date, the Department has met with several international partners and academic institutions and will continue this collaboration. In the meantime, the Department will measure the pursuit of its strategic outcome through the assessment of the expected results set out for each program activity.

Each program activity has been assessed based on the following five ratings:

Exceeded	More than 100 per cent of the expected level of performance for the expected result was achieved during the fiscal year.
Met all	100 per cent of the expected level of performance for the expected result was achieved during the fiscal year.
Mostly met	80 to 99 per cent of the expected level of performance for the expected result was achieved during the fiscal year.
Somewhat met	60 to 79 per cent of the expected level of performance for the expected result was achieved during the fiscal year.
Not met	Less than 60 per cent of the expected level of performance for the expected result was achieved during the fiscal year.

As the Department’s Performance Measurement Framework (PMF) was in its initial stages during the development of the 2008-09 Report on Plans and Priorities (RPP), the analysis in this report is challenged by an incomplete list of adequate performance measures against which to assess results. Accordingly, the reader will note that several performance indicators were developed after the tabling of the 2008-09 RPP and, in some cases, baseline information has yet to be established.

2.1.1 Program Activity 1: National Security

This program activity develops and coordinates policies and legislation to advance Canada’s national security interests. In collaboration with domestic and international partners, it seeks to enhance national security in a manner that respects democratic values and the rule of law.

Benefit for Canadians

The demands of responding to national security threats often exceed the capacities of individuals, communities, or provinces/territories acting alone. There is a clear need for federal leadership on national security issues. To this end, Public Safety Canada works closely with domestic and international partners to enhance Canada’s readiness to prepare for, and respond to, current and future national security threats, including terrorism, espionage, and cyber crime.  For example, Public Safety Canada completed the two-year review of Canada’s listing of terrorist entities under the Criminal Code and contributed to amendments to the Investment Canada Act, which created a mechanism to review foreign investments on national security grounds. In addition, it also advanced work on the development of a national cyber security strategy, promoting greater co-ordination with other government departments and enhancing overall effectiveness.

Program Activity:

2008-09 Financial Resources ($ 000’s)			2008-09 Human Resources (FTEs)
Planned Spending	Total Authorities	Actual Spending	Planned	Actual	Difference
10,194.1	10,062.6	9,025.8	75	70	5

Expected Results
Strong policies and legislation which advance Canada’s national security objectives

 

Performance Indicators3	Performance Status
Policies and legislative proposals developed and addressed on national security matters	Mostly met
Level of participation in government activities that focus on national security matters	Mostly met

Performance Analysis

Public Safety Canada is responsible for developing policies and legislation to advance Canada’s national security objectives. Amongst other activities in 2008-09, the Department supported the Department of Justice to advance legislative amendments to enhance law enforcement’s ability to investigate and prosecute cybercrime, as well as to advance the ratification of the Council of Europe’s Convention on Cybercrime and its Additional Protocol. Also, the Department worked with Industry Canada to prepare draft legislation to prohibit harmful unsolicited commercial e-mail
(i.e. spam), and led the development of draft legislation to modernize investigative techniques and capabilities in a way that equips law enforcement and intelligence agencies to keep pace the challenges presented by evolving technologies. In another legislative initiative, Public Safety Canada developed amendments to the Investment Canada Act to create a mechanism to review foreign investments on national security grounds. The Department continued to make steady progress on a number of ongoing Government commitments. In particular, it successfully supported the Minister in meeting his responsibility for the two-year review of Canada’s listing of terrorist entities under the Criminal Code, and advanced work on such important issues as bolstering Canada’s counter-proliferation posture, supporting victims of terrorism to seek legal action against those responsible for terrorist acts, and developing a national cyber security strategy. Work related to the cyber security project included promoting greater coordination between existing programs, supporting efforts by the Treasury Board Secretariat to update the Policy on Government Security, and engaging private sector partners to share best practices and lessons learned.

In 2008-09, Public Safety Canada worked with domestic and international partners to increase Canada’s understanding of a number of evolving global threats, including radicalization, terrorist financing and emerging extremist organizations. In this regard, the Department participated in activities hosted by the G8 Roma Lyon Group, the Financial Action Task Force, and the Organization of American States’ Inter-American Committee Against Terrorism. It also joined its federal partners in various bilateral security and intelligence activities with the U.S. Closer to home, the Department continued to provide Portfolio leadership and coordination on national security issues relevant to all Portfolio partners, such as Commissions of Inquiry.

Public Safety Canada supported the Cross-Cultural Roundtable on Security, an advisory body on national security comprised of Canadians from diverse communities. In 2008-09, the Roundtable’s meetings focused on radicalization, terrorist financing, and organized crime. As part of the Roundtable’s outreach plan, the Department organized various outreach initiatives, including information sessions between national security agencies and newcomers to Canada, and discussion forums with youth leaders on the topic of radicalization. The Department also completed work on the third of four commemorative Air India Memorials.

In collaboration with Portfolio partners, the Department supported Canada’s whole-of-government efforts in Afghanistan during 2008-09. In particular, the Department and Portfolio actively supported the Government’s efforts to: enable the Afghan National Security Forces in Kandahar Province to better promote law and order; and, enhance the security of Afghanistan’s border with Pakistan. The Department also represented Portfolio interests at various interdepartmental fora and supported the Minister in his role as a member of the Cabinet Committee on Afghanistan.

Lessons Learned

The Department is working to address the challenges associated with recruiting and retaining staff in the security and intelligence community. These efforts will include Portfolio-sponsored recruitment activities to attract qualified personnel and programs to support current employees’ efforts to develop the competencies specific to security and intelligence work.

Given the global dimension of national security threats, strong international cooperation is required to achieve Canada’s national security objectives. As a result, the Department must support the Government’s commitment to establish and maintain strong relationships with Canada’s allies. Doing so requires the Department to engage the domestic and international security and intelligence communities so as to provide the best possible advice to the Government.

In addition to the challenges discussed above, the recommendations set out in reports from various Inquiries, the Auditor General and the Privacy Commissioner, have highlighted a number of other national security concerns. In response, the Government has, among other things, improved how departments work together on national security files, added safeguards to how it uses and shares information with other countries, and strengthened its training for Portfolio employees.

2.1.2 Program Activity 2: Emergency Management

The Emergency Management Program Activity addresses all hazards (natural, technological and human-induced) through the development of an integrated emergency system supported by relevant legislation and strategies, and by targeted training and safety standards designed to protect Canada and Canadians. This program activity aims to achieve effective policy and program coordination and delivery across the four pillars of emergency management—prevention/mitigation, preparedness, response and recovery. It does so through close collaboration with international counterparts, federal departments, provincial and territorial governments, the first responder community and industry.

Emergency management activities are supported through regional offices across the country. The regional offices facilitate strong collaboration with provincial/territorial counterparts and regional stakeholders.

Benefit for Canadians

The Emergency Management Program Activity addresses all hazards (natural, technological and human-induced) through the development of an integrated emergency system supported by relevant legislation and strategies, and by targeted training and safety standards designed to protect Canada and Canadians. This program activity aims to achieve effective policy and program coordination and delivery across the four pillars of emergency management — prevention/mitigation, preparedness, response and recovery. It does so through close collaboration with international counterparts, federal departments, provincial and territorial governments, the first responder community and industry.

Emergency management activities are supported through regional offices across the country. The regional offices facilitate strong collaboration with provincial/territorial counterparts and regional stakeholders.

Program Activity:

2008-09 Financial Resources ($ 000’s)			2008-09 Human Resources (FTEs)
Planned Spending	Total Authorities	Actual Spending	Planned	Actual	Difference
227,610.0	228,322.1	208,909.8	593	518	75

Expected Results
Canadians are safe and better prepared to respond to natural and human-induced disasters

 

Performance Indicators	Performance Status
Number of Canadians with emergency kits and/or personal emergency plans as measured through public opinion research	Exceeded
Number of critical infrastructure sector networks established to share information and manage risks	Mostly met
Participation in orientation/training activities and exercises by stakeholders related to the Federal Emergency Response Plan	Exceeded

Performance Analysis

Emergency management programs enable readiness and capacity to respond to threats and events, thereby reducing the number of injuries, displaced people, fatalities, damage to property and recovery costs.

Through its outreach and promotional campaigns the Department has raised awareness among Canadians on the need to increase their level of readiness for emergencies enabling Canadians to play a more robust role in their well-being in the event of an emergency. A telephone survey of 1,001 Canadians from March 18-30, 2009 established that

• Canadians are increasingly likely to agree that it is important to have a family emergency plan: currently at 79%, this is an increase of 13 percentage points since 2005.
• 32% of Canadians have prepared an emergency plan.
• 38% of Canadians have prepared or purchased an emergency kit.

Disruptions to critical infrastructure could result in loss of life, economic loss, and significant harm to public safety and public confidence. The Department has provided federal leadership and coordination on critical infrastructure issues, including the development of a National Strategy. A key element of this Strategy is the establishment of sector networks comprised of relevant federal departments and agencies, provinces, territories and key public and private sector representatives to share information and manage risks in each of these sectors. As of March 31, 2009, eight of the ten critical infrastructure sector networks had been established.

The Department developed the Federal Emergency Response Plan (FERP) for addressing major emergencies. An interim plan, presented to an interdepartmental committee of assistant deputy ministers in June 2008, sets out roles and responsibilities for a harmonized federal response aligned with provinces and territories, non-governmental organizations and the private sector.
 Efforts included FERP orientation training for over 140 employees of other government departments in preparation for Exercise Silver, the second of three scenario-based exercises designed to test the security and consequence management plans for the 2010 Olympics and Paralympics.

The Disaster Financial Assistance Arrangements (DFAA) cost share provincial and territorial assistance to individuals, small businesses and local governments affected by natural disasters, as well as expenditures to repair and rebuild damaged public infrastructure. In 2008-09, funding arrangements were approved for 10 natural disasters. Commitments totalling $120,490,936 were made in this fiscal year. Nine provinces and territories received training sessions on the revised Program Guidelines that were introduced on January 1, 2008.

The Joint Emergency Preparedness Program (JEPP) is a cost-shared program in partnership with provinces and territories. It contributes to the safety and security of Canadians by providing funding to projects aimed at strengthening national emergency response.

To promote coordination among stakeholders, the Department co-chairs, with the Privy Council Office (PCO), the Assistant Deputy Minister – Emergency Management Committee which is comprised of senior federal officials. It plays an active role in responding to emergencies and oversees various Emergency Management (EM)-related policies and activities. Sixteen general committee meetings were held over the reporting period, with an additional 39 sub-committee meetings held on more specific issues, such as the Arctic, the 2010 Olympic Winter Games and H1N1 pandemic.

Business Continuity Plans (BCP) are developed to ensure continuous delivery of the Government of Canada’s critical programs and essential services to Canadians and support the business objectives for safeguarding employees and government assets. Public Safety Canada advises other government departments on their BCPs and in 2008-09, responded to 882 such requests, an increase from only 250 requests in the previous year. This reflects an improvement in the Department’s reach and a growing commitment among federal departments to developing quality Business Continuity Plans.

The Department demonstrated federal leadership on pandemic planning through the management of the Government of Canada’s Pandemic Secretariat. The Secretariat was established in 2006 to support horizontal planning for avian and pandemic influenza. The extensive networks are maintained by the Secretariat within the federal government, with the private sector and international partners which contribute to the Government of Canada’s overall preparedness for avian and pandemic influenza response.

In 2008-09, the Pandemic Secretariat convened the first face-to-face meeting of the Coordinating Body of the Security and Prosperity Partnership’s North American Plan for Avian and Pandemic Influenza, held at the Canadian Embassy in Washington D.C. The meeting also included a table-top exercise on the communications elements of the Plan. Furthermore, the Pandemic Secretariat convened four meetings of the Director-General Steering Group on Avian and Pandemic Influenza Planning to advance policy and planning work in the areas of communications, business continuity planning, human resources, public health and emergency management. As Co-chair of the Private Sector Working Group on pandemic planning, Public Safety Canada hosted a day-long meeting of members in March 2008 to address specific needs.

In preparation for the Vancouver-Whistler 2010 Olympic Games, Public Safety Canada has worked with the Province of British Columbia, the Privy Council Office (PCO) and other domestic and international partners, including NATO and the U.S. government, to develop the Government of Canada 2010 Winter Olympic and Paralympic Games Consequence Management Contingency Plan. This Plan guides the federal response in support of the Government of British Columbia and its public safety mandate. The Department has also been working closely with the RCMP, PCO, Department of National Defence and the Office of the Coordinator for the 2010 Olympic Games under the rubric of the 2010 Integrated Exercise Program. The program consists of a series of incremental exercises that simulate potential emergency or security situations. These exercises have included Exercise BRONZE in November 2008 (over 400 participants representing over 70 organizations), Exercise SILVER in February 2009 (100 organizations and an estimated 1,000 participants), as well as the upcoming November 2009 Exercise GOLD, (an estimated 1,200 participants), a five-day functional exercise and the largest of its type ever undertaken in Canada.

The Department played a key role in cyber security preparedness for the federal safety and security services for the 2010 Olympic Winter Games. The two tier committee, the Cyber Security Steering Committee (which includes the Department as well as PCO, RCMP and TBS) and the sub-Cyber Security Working Group (CSWG), co-chaired by PS and RCMP, assessed departmental readiness against a standard methodology, in preparation of the 2010 Olympic Games. By developing cyber scenarios, the CSWG played a major role in ensuring cyber was a key part of the all hazards approach for Exercise BRONZE and Exercise SILVER. In addition, the Steering Committee led the CSWG departments through a self assessment to evaluate the preparedness of the Government. These two committees worked in partnership to identify critical gaps and worked with departments to ensure the gaps are addressed for the preparedness of the safety and security of the Government of Canada’s services to the 2010 Olympic Winter Games.

As part of stakeholder engagement, the Department has ratified Memoranda of with non-governmental organizations and first responders, such as Canadian Red Cross and St. John’s Ambulance. It established the Domestic Group on Emergency Management (DGEM), which includes representatives of the Government of Canada and national chapters of 11 key stakeholders, such as the Association of Chiefs of Police, the Association of Fire Chiefs and the Federation of Canadian Municipalities. In 2008, DGEM participated in Olympic Exercise BRONZE.

In addition, the Department continues to co-chair the standing FPT Committees for emergency management: at the level of Senior Officials, Deputy Ministers and Ministers responsible for Emergency Management. These fora provided the Federal and Provincial/Territorial communities with ongoing opportunities to share information and experiences, provide advice and guidance on emergency management issues of national concern, and better coordinate their respective actions.

A new governance structure and a Heavy Urban Search and Rescue (HUSAR) Secretariat have been established within Public Safety Canada. A program Risk Management Accountability Framework/Risk Based Accountability Framework has been completed and modifications to the Joint Emergency Preparedness Program terms and conditions were made to accommodate HUSAR operations and management (O&M) requirements.

Lessons Learned

Whole-of-government exercises improve the Government of Canada’s ability to respond to emergencies. Demand for exercises has increased in the past year and it is expected that this trend will continue. As a result, the Department is expanding its ability to satisfy this demand through innovative exercise management structures involving other federal departments and agencies, provincial, territorial and municipal counterparts, first responders, and critical infrastructure owner/operators. It is also standardizing event and exercise reporting and related response improvement plans for use across government.

Because responsibility for protecting critical infrastructure is shared among Federal and Provincial/Territorial jurisdictions, local authorities, and owners/operators, negotiations to provide for that protection are complex and can take longer than expected. This reality will inform the Department as it develops risk products, establishes additional sector networks, improves information sharing and conducts exercises.

In 2008-09, the staff turnover rate, staffing and contracting challenges and the need to train new staff led to delays in some initiatives and thus lower than anticipated salary and O&M spending in a number of program areas. The financial variances are being addressed in several ways, including a streamlined staffing process.

 

2.1.3 Program Activity 3: Law Enforcement

This program activity provides leadership on strategic national and international responses to crime by contributing to the development of appropriate law enforcement policies with a view to addressing evolving threats to the maintenance of public order and security. In addition, on-reserve policing services are enhanced through funding for dedicated policing in these communities.

Benefit for Canadians

In its efforts to ensure safer communities and more effective policing, Public Safety Canada develops policies and law enforcement strategies that assist in the fight against serious and organized crime. The Department also strives to improve policing services by supporting the operations and accountability of the Royal Canadian Mounted Police, Canada’s national police force. Performance highlights from 2008-09 include the renewal and enhancement of Canada’s National Strategy for the Protection of Children from Sexual Exploitation on the Internet that provides a comprehensive, coordinated approach to protecting children; the strengthening of the Integrated Market Enforcement Team (IMET) initiative, whose purpose is to detect, charge and prosecute those using capital markets to harm the economic interests of Canadians; the extension of the firearms amnesty, fee waiver and Possession Only Licence renewal measure to promote public safety objectives by facilitating compliance with the Firearms Act while reducing unnecessary administrative burdens; and the administration of 168 First Nations Policing Program agreements, which provided enhanced funding for dedicated police services in 408 First Nation communities.

Program Activity:

2008-09 Financial Resources ($ 000’s)			2008-09 Human Resources (FTEs)
Planned Spending	Total Authorities	Actual Spending	Planned	Actual	Difference
134,486.8	109,054.65	114,600.26	202	198	4

Expected Results
Safer communities and more effective policing through strategic national law enforcement policies

 

Performance Indicators7	Performance Status
Percentage of Canadians who feel that their communities are safe	No data8
Number of First Nations and Inuit communities that have access to the First Nations Policing Program	Exceeded

Performance Analysis

Public Safety Canada leads collaborative efforts with Portfolio agencies, as well as federal, provincial, territorial and international partners, providing leadership on strategic national and international responses to crime. In 2008-09, the Department undertook activities in key law enforcement policy areas, such as serious and organized crime; Ministerial responsibility for the RCMP; and Aboriginal policing.

The Department contributed to the fight against serious and organized crime on a number of different fronts in 2008-09. As illicit drugs remain the main driver of organized crime activities, Public Safety Canada continues to coordinate and provide leadership for the Enforcement Action Plan under the National Anti-Drug Strategy, which enhances information sharing and networking, leading to better coordinated efforts to reduce the supply and distribution of illicit drugs. The effectiveness of the strategy can be illustrated through numerous successful law enforcement actions, including ‘Operation Axe’ undertaken by the RCMP, a three-year drug investigation into alleged biker and street gangs, which resulted in the arrest of numerous individuals.

In addition and in support of the Government’s implementation of the Tackling Violent Crime Act, departmental achievements include the renewal and enhancement of Canada’s National Strategy for the Protection of Children from Sexual Exploitation on the Internet, resulting in a comprehensive, coordinated approach to protecting children. Public Safety Canada’s contribution to Cybertip.ca, Canada’s national tip line to report suspected cases of child sexual exploitation on the Internet, and its role in assisting law enforcement to combat this serious crime exemplifies the benefits of partnerships with non-governmental organizations in achieving pan-Canadian strategies and goals. The success of this strategy is also demonstrated through law enforcement actions, such as ‘Project Salvo’, through which the RCMP coordinated, with the assistance of 35 police departments and Cybertip.ca, Canada’s largest investigation into child sexual victimization on the Internet. It resulted in over 50 arrests on charges of sexual assault, sexual interference and possessing, making and distributing child pornography.

The issue of human trafficking received growing attention in 2008-09, especially in the context of the upcoming 2010 Winter Olympic and Paralympic Games. The Department has worked with federal partners and key stakeholders in British Columbia to coordinate and build upon existing enforcement and awareness measures to ensure that the 2010 Winter Olympic and Paralympic Games do not present an opportunity to traffic people. To this end, the Department entered into a partnership with the Royal Canadian Mounted Police and the Canadian Crime Stoppers Association in January 2009 to develop a national awareness campaign on human trafficking and to use the Crime Stopper’s national tip line as a central point for the public to report suspected cases of human trafficking.

The Department advanced many of its performance commitments under the National Agenda to Combat Organized Crime. The Ministerial Forum on Organized Crime identified four theme areas of focus and the joint Working Group of the Coordinating Committee of Senior Officials (CCSO) – National Coordinating Committee (NCC) on Organized Crime was tasked with developing a National Work Plan to Combat Organized Crime. To date, substantial accomplishments have been achieved under the legislative and research theme areas.

In addition, an effective witness protection program is a cornerstone in the fight against organized crime, as such, the Department also provided leadership to Federal-Provincial-Territorial (FPT) consultations regarding improvements to the Witness Protection Program Act.

The Department was also successful in renewing, enhancing and strengthening the Integrated Market Enforcement Team (IMET) initiative, the purpose of which is to detect, charge and prosecute those using capital markets to harm the financial interests of Canadians. Capital market fraud investigations are, by nature, extremely complex and time consuming. Through the IMET initiative, which has allowed the RCMP to develop the expertise required for these investigations, four major cases were brought to fruition in June 2008 that saw several charges laid.

The Department led the Task Force on Illicit Tobacco, which was launched in May 2008 and is comprised of various federal departments and agencies involved in combating illicit tobacco.  Since its creation, the Task Force has made significant progress in fulfilling its mandate to identify the facilitating circumstances for each source of illicit tobacco; scope out the issue and ascertain what is currently being done to address the problem; identify gaps in collective efforts; and explore approaches to address the illicit trade in tobacco products. Through this reporting period, the Task Force has spent a considerable amount of time meeting, gathering information and consulting with various stakeholders, including First Nations groups and industry representatives, with a view to finalizing its analysis in the form of a report to be submitted in 2009-10.

Many of the key overarching policing issues falling under the responsibility of Public Safety Canada require close consultation and collaboration with provinces and territories – under such fora as the National Coordinating Committee on Organized Crime, the Assistant Deputy Ministers Policing Issues Committee (ADM-PI) and the Contract Advisory Committee for the negotiation of new police services agreements – and with key partners, such as the three national police associations: the Canadian Association of Chiefs of Police, the Canadian Association of Police Boards and the Canadian Police Association.

For example, the ADM-PI launched an examination of the use of conducted energy weapons (CEW), looking at best policies and standards across jurisdictions in Canada. ADM-PI will continue to oversee and update this work as new information becomes available. The Department worked with the RCMP to introduce further changes with respect to CEW-related policies and RCMP standards as informed by numerous studies, including those conducted by the Commission for Public Complaints Against the RCMP (CPC) and the House of Commons Standing Committee on Public Safety and National Security.

In addition, the Department provided advice on firearms-related policy, regulatory and program proposals. For example, Public Safety Canada led collaborative efforts, resulting in the implementation of regulatory initiatives to encourage regulatory compliance among firearms owners and alleviate the administrative requirements for lawful firearms owners. The amnesty, the fee waiver and opportunity to apply for a new possession only licence were extended until May 16, 2010. These measures will facilitate former licensees’ reintegration to lawful compliance with existing legal requirements to improve public safety. It supports improved screening and improved information to law enforcement.

The Department continued to advance the DNA file by successfully negotiating new DNA agreements with all provinces and territories for 2008-09, with an option to renew for 2009-10.

Public Safety Canada continues to provide support to the Minister in his responsibility and accountability for the Royal Canadian Mounted Police (RCMP). In 2008-09, the Department worked with the RCMP and other partners (such as provinces and territories) to respond to the recommendations/findings of several reports, such as the Task Force on Governance and Cultural Change in the RCMP, and Justice O’Connor’s 2006 report, entitled ‘A New Review Mechanism for the RCMP’s National Security Activities’. A key element of this work was consultations with provinces, territories and key stakeholders on a proposal to modernize the RCMP review and complaints body.

The Department advanced work on the renewal of Police Services Agreements, which will expire on March 31, 2012 with contracting jurisdictions, comprised of eight provinces, and the three territories and some 180 municipalities. The Department conducted extensive consultations with contract provinces/territories.  

The Department led a process for the renewal of the Framework Policy Governing Security-Related Financial Assistance to provinces, territories and municipalities for Prime Minister and Minister-led International Meetings (Security Cost Framework Policy) and its conversion into a contribution program. The new terms and conditions clarify, for security partners, the rules that govern reimbursement claims and ensure that a comprehensive management regime is in place for the administration of the Policy. The Security Cost Framework Policy’s new terms and conditions were applied for two international events in 2008-09: the Francophonie Summit (October 2008) and the visit of President Obama (February 2009).

With respect to the implementation of the Police Officer Recruitment Fund, the Department fulfilled its role through the establishment of trust fund accounts for each jurisdiction in June 2008, with the passage of the Budget Implementation Act. Provinces and territories are now responsible for accessing and allocating their portions of funding over the next five years.

Public Safety Canada also delivers the First Nations Policing Program (FNPP), a program cost-shared with the provinces and territories and aimed at enhancing policing services in First Nation and Inuit communities. In 2008-09, the Department successfully oversaw 168 agreements under the FNPP (including Self-Administered and Community Tripartite Agreements) in 408 communities with an overall population of 327,430. During this same timeframe, the program provided for 1,241 police officer positions. In this respect, there has been demonstrable progress made in the last five years. Since 2004, there has been an increase of 39 policing agreements, providing enhanced police services to an additional 93 First Nation communities and serving a population of over 90,000, as well as an additional 347 officers providing policing services to First Nations and Inuit communities.

The table below provides the details on the specific results achieved in the last five years by the First Nations Policing Program:

Date March 31	Number of Agreements	Number of Communities	Population Served	Number of Officers
2004	129	315	235599	894
2005	133	320	243,869	984
2006	150	359	272,652	1,095
2007	165	407	321,839	1,210
2008	166	409	323,815	1,230
2009	168	408	327,430	1,241

Lessons Learned

Program evaluations have served to improve the effectiveness of existing programs and to highlight additional areas requiring development. For example, the results of the 2008-09 summative evaluation of the National Strategy for the Protection of Children from Sexual Exploitation on the Internet identified the continuing need for a federal, national strategy to combat child sexual exploitation on the Internet, which contributed to its renewal. In addition, reports concerning the Canada Drug Strategy led to a reinforced enforcement component under the new National Anti-Drug Strategy.

In addition to program evaluations, the nature of the work carried out by Law Enforcement is such that stakeholders are consistently engaged through interdepartmental and intergovernmental fora. This helps ensure that the efforts to combat serious and organized crime are effectively coordinated with other programs with similar objectives in provincial, municipal, territorial, and, to the extent possible, international jurisdictions, and that Law Enforcement activities are effectively and efficiently achieving results.

Lessons learned for the FNPP were specifically related to the importance of building and maintaining strong relationships with First Nation and Inuit communities, provinces and territories, and other partners, standardizing internal processes, and enhancing risk analysis and program monitoring activities that contribute to the efficient management of the FNPP.

 

 

2.1.4 Program Activity 4: Corrections

This program activity develops legislation and policies governing corrections, conditional release, and related criminal justice issues. It also develops and implements innovative approaches to community justice and provides research expertise and resources to both the corrections community and the public.

Benefit for Canadians

Public Safety Canada works to ensure greater public safety through the safe and effective reintegration of eligible offenders into Canadian communities. In 2008-09, the Department held consultations with the Correctional Service of Canada and the National Parole Board to strengthen the effectiveness and efficiency of corrections and conditional release. Work continues with these agencies to transform corrections and conditional release, thereby contributing to the safety of all communities. Also, the Department led an extensive review of the Sex Offender Information Registration Act, to identify ways in which the Act could be strengthened to respond to concerns with the legislation and to enhance the protection of Canadians from sex offenders.

Program Activity:

2008-09 Financial Resources ($ 000’s)			2008-09 Human Resources (FTEs)
Planned Spending	Total Authorities	Actual Spending	Planned	Actual	Difference
9,536.2	11,383.9	9,844.5	46	49	(3)

Expected Results
Safe and effective reintegration of eligible offenders into Canadian communities

 

Performance Indicators9	Performance Status
Success rate of conditional release as reported by the annual Departmental Corrections and Conditional Release Statistical Overview	No data10
Level of participation in government activities that focus on national security matters	Mostly met

Performance Analysis

In its efforts to ensure the safe and effective reintegration of eligible offenders into Canadian communities, the Department focused on the protection of society against high-risk offenders, the successful reintegration of eligible offenders into Canadian communities through evidence-based policy advice, and the provision of research expertise.

The successful completion of conditional releases for federal offenders is a shared goal for the Department, the Correctional Service of Canada, and the National Parole Board. A measure of this combined effort’s success in the effective reintegration of eligible offenders into Canadian communities is evidenced by the data collected for the 2008 Corrections and Conditional Release Overview.11 This data indicates the following success rates of conditional release in 2007-08: day parole at 82.9%; full parole at 78.4%; and statutory release at 58.8%.

In 2008-09, the Department sought to evaluate correctional practices and promote the best methods for the assessment and management of offenders, focusing on programs such as electronic monitoring; treatment of sexual offenders; no-contact orders for domestic violent offenders; drug treatment courts; and the effectiveness of community supervision for reducing reoffending. Public Safety Canada continues to make progress in advancing risk assessments for violent offenders, focussing on sexual offenders and abusive men. In fact, federal and provincial correctional officials are increasingly using empirically supported risk tools in applied decision making (security classification, conditional release, community supervision, program needs) with respect to offenders.

During 2008-09, all federal-provincial-territorial jurisdictions formally implemented one or more of the risk tools developed or validated by the Department. Given the widespread concern for terrorist activities, a risk assessment tool was also developed for evaluating the risk of violent extremists. This tool structures professional judgement concerning the risk presented by individuals involved in politically motivated violence. It contains 28 items, targeting the attitudes, prior behaviours and social connections that have been associated with violent extremism in previous studies. Currently under revision by the professional community, the risk assessment tool is expected to undergo reliability and validity testing in the near future.

Public Safety Canada delivers several grants and contributions for crime related projects across Canada. In 2008-09, the Department provided financial assistance to the provinces/territories in support of the National Flagging System (NFS), which increased the capacity to flag and track high-risk offenders across Canada. In fact, as of November 2008, the NFS has flagged a total of 4,499 offenders. A total of 14 National Voluntary Organizations received funding in 2008-09 support the national delivery of services to offenders, such as the Canadian Families and Corrections Network (CFCN), which provided services and intervention programs to over 2,000 families affected by crime, incarceration and long-term separations.

The Department also sought to support Aboriginal communities taking on responsibility for corrections and healing. Efforts included testing and evaluating community-based projects; supporting the development of closer relationships between Aboriginal communities and the Correctional Service of Canada; providing necessary skills to communities that enable their response to offenders’ needs; and publishing and disseminating knowledge on corrections and healing. This included, for example, the administration of pilot projects with Prairie Spirit Connections (Regina) and the Micmac Friendship Center (Halifax) to test/evaluate healing strategies. In addition, funding was provided to the Mi’qmak Legal Support Network to develop protocols and procedures for their six member communities.

Training to facilitate the re-entry of community members from federal institutions was provided to 11 communities in the Treaty #3 regions of northern Ontario. Communities took part in a three-week “In Search of Your Warrior” (ISOYW) training workshops, an intensive violence prevention program designed by the Native Counselling Services of Alberta to better meet the needs of Aboriginal offenders who have a history of violent behaviour.

Personal intervention programs, such as the ISOYW, seek to have long lasting impacts not only on the participants, but also on their immediate partners, family members and community members.  As the participants’ propensity for violence is reduced, community awareness and understanding is increased, leading community members to emulate this improved behaviour.

Lessons Learned

In response to challenges faced during the 2008-09 fiscal year, Public Safety Canada has identified improvements in co-ordination and co-operation not only within Aboriginal communities, but within the federal government. This will be addressed through horizontal partnerships that adhere to Treasury Board Secretariat’s action plan to respond to the Report of the Blue Ribbon Panel on grants and contributions.

In response to Recommendation #81 in the ‘Transforming Corrections’ report12, the National Office for Victims is developing a strategy to better meet the information needs of Aboriginal victims. This process has further exposed the complexity and broad scope of work taken on by the National Office for Victims. The Office was tasked with the development of an all-encompassing strategy, and must assist and coordinate with already established processes to better serve Canadian communities.

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