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Supplementary Information (Tables)
Program Activity |
Actual |
Actual |
2009-10 | ||||
---|---|---|---|---|---|---|---|
Main Estimates |
Planned Revenue |
Total Authorities |
Actual |
||||
National Security |
Refund of previous years’ expenditures |
18 |
9 |
N/A |
- |
N/A |
1 |
Adjustments to prior year’s payables |
71 |
234 |
N/A |
- |
N/A |
165 |
|
Miscellaneous revenues |
5 |
4 |
N/A |
- |
N/A |
4 |
|
|
|||||||
Emergency Management |
Refund of previous years’ expenditures |
61 |
154 |
N/A |
- |
N/A |
54 |
Adjustments to prior year’s payables |
2,026 |
7,437 |
N/A |
- |
N/A |
1,682 |
|
Miscellaneous revenues |
43 |
34 |
N/A |
- |
N/A |
27 |
|
|
|||||||
Law Enforcement |
Refund of previous years’ expenditures |
56 |
90 |
N/A |
- |
N/A |
374 |
Adjustments to prior year’s payables |
1,343 |
5,535 |
N/A |
- |
N/A |
2,094 |
|
Miscellaneous revenues |
17 |
13 |
N/A |
- |
N/A |
10 |
|
|
|||||||
Corrections |
Refund of previous years’ expenditures |
21 |
76 |
N/A |
- |
N/A |
13 |
Adjustments to prior year’s payables |
145 |
319 |
N/A |
- |
N/A |
177 |
|
Miscellaneous revenues |
4 |
3 |
N/A |
- |
N/A |
3 |
|
|
|||||||
Crime Prevention |
Refund of previous years’ expenditures |
298 |
225 |
N/A |
- |
N/A |
221 |
Adjustments to prior year’s payables |
848 |
1,151 |
N/A |
- |
N/A |
2,716 |
|
Miscellaneous revenues |
3 |
2 |
N/A |
- |
N/A |
7 |
|
|
|||||||
Border Management |
Refund of previous years’ expenditures |
2 |
3 |
N/A |
- |
N/A |
4 |
Adjustments to prior year’s payables |
11 |
57 |
N/A |
- |
N/A |
26 |
|
Miscellaneous revenues |
2 |
2 |
N/A |
- |
N/A |
2 |
|
|
|||||||
Interope-rability |
Refund of previous years’ expenditures |
2 |
84 |
N/A |
- |
N/A |
8 |
Adjustments to prior year’s payables |
34 |
178 |
N/A |
- |
N/A |
0 |
|
Miscellaneous revenues |
3 |
2 |
N/A |
- |
N/A |
1 |
|
|
|||||||
Internal Services |
Refund of previous years’ expenditures |
|
|
|
|
|
54 |
Adjustments to prior year’s payables |
|
|
|
|
|
1,468 |
|
Miscellaneous revenues |
|
|
|
|
|
30 |
|
|
|||||||
Total |
Total refund of previous years’ expenditures |
458 |
641 |
N/A |
- |
N/A |
729 |
Total adjustments to prior year’s payables |
4,479 |
14,911 |
N/A |
- |
N/A |
8,328 |
|
Total miscellaneous revenues |
76 |
60 |
N/A |
- |
N/A |
84 |
|
Total Non-Respendable Revenues |
5,013 |
15,612 |
N/A |
- |
N/A |
9,141 |
* Miscellaneous revenues include such items as fees collected for access to information request, parking fee reimbursements, gain on currency rate exchange.
The variance in total adjustments to prior years’ payables was caused by $1.4M in adjustment to payables overstated in previous years and also a write-off of $2.7M payables related to contributions to provinces and municipalities pursuant to the Emergency Preparedness Act.
Start Date: 1970 |
End Date: Ongoing |
|||||||
Strategic Outcome: A safe and resilient Canada |
Program Activity: Emergency Management |
|||||||
Description: The Disaster Financial Assistance Arrangement program provides federal financial assistance to provinces and territories following large-scale natural disasters. |
||||||||
Results Achieved: In 2009-10 Orders in Council were approved for 11 natural disasters and commitments totaling $99,924,101 have been made under the DFAA. |
||||||||
|
Actual Spending |
2009-10 |
Variance between planned and |
|||||
---|---|---|---|---|---|---|---|---|
2007-08 |
2008-09 |
Planned Spending |
Total Authorities |
Actual Spending |
||||
Total |
$76,385,468 |
$120,490,936 |
$100,000,000 |
$100,000,000 |
$99,924,101 |
$75,899 |
||
Evaluation planned: Evaluation planned in 2011 |
Expected completion date: 2011 |
Start Date: 1991-92 |
End Date: Ongoing |
|||||||
Strategic Outcome: A safe and resilient Canada |
Program Activity: Law Enforcement |
|||||||
Description: The First Nations Policing Program provides contribution funding for dedicated and culturally appropriate policing services in First Nation and Inuit communities, through cost‐shared agreements in which 52% of the funding is provided by the federal government and 48% by the provincial or territorial government. |
||||||||
Results Achieved: In 2009-10, Public Safety Canada managed 167 agreements under the First Nation Policing Program, which covered 398 communities across Canada. Public Safety Canada, First Nation and Inuit partners and provinces and territories continue to collaborate in the negotiation of tripartite agreements that fund dedicated police presence in First Nation and Inuit communities. |
||||||||
|
Actual Spending |
2009-10 |
Variance between planned and |
|||||
---|---|---|---|---|---|---|---|---|
2007-08 |
2008-09 |
Planned Spending |
Total Authorities[1] |
Actual Spending[1] |
||||
Total |
$66,336,384 |
$72,938,823 |
$105,093,323 |
$85,634,346 |
$84,953,581 |
$20,139,742 |
||
Comment(s) on Variance(s): The actual lapse for this Program (FNPP) is $0.6M and is represented by the difference between the Total Authorities and the Actual Spending. The variance of $20M in Program spending is due to the following: from Planned Spending, $40.4M was transferred to the Royal Canadian Mounted Police (RCMP) through Supplementary Estimates and is therefore not represented as Actual Spending. As well, for 2009-10, additional funding was received in Supplementary Estimates to sustain existing policing agreements ($8.3M) while a comprehensive review is being conducted, and to address critical policing infrastructure needs ($12.6M). This increase in spending offset the variance caused by the budget transfer to the RCMP. |
||||||||
Audit planned: Follow-up of the 2007 audit of the First Nations Policing Program underway |
Expected completion date: May 2010 |
|||||||
Evaluation planned: Evaluation planned |
Expected completion date: September 2010 |
[1] 2009-10 Total Authorities and Actual Spending include investments for Critical Policing Infrastructure (Budget 2009). Please refer to page 28 of the 2009-10 Public Safety Canada Departmental Performance Report for details on the Canada Economic Action Plan.
Start Date: 1980 |
End Date: Ongoing |
||||||
Strategic Outcome: A safe and resilient Canada |
Program Activity: Emergency Management |
||||||
Description: The Joint Emergency Preparedness Program is a cost shared program with provinces and territories to prepare for emergencies of all types. |
|||||||
Results Achieved: In 2009-10, 439 proposals were approved, resulting in actual spending of 93% of the Joint Emergency Preparedness program funding envelope of $8.5 million. |
|||||||
|
Actual Spending |
2009-10 |
Variance between planned and |
||||
---|---|---|---|---|---|---|---|
2007-08 |
2008-09 |
Planned Spending |
Total Authorities |
Actual Spending |
|||
Total contributions |
$8,005,578 |
$8,068,968 |
$8,471,000 |
$8,471,000 |
$7,882,721 |
$588,279 |
|
Note: The Joint Emergency Preparedness Program includes funding and actual spending of $192,693 for Worker’s Compensation. |
Start Date: 1998-99 |
End Date: Ongoing |
|||||||
Strategic Outcome: A safe and resilient Canada |
||||||||
Program Activity: Crime Prevention |
||||||||
Description: The National Crime Prevention Strategy provides a policy framework for the implementation of crime prevention interventions in Canada. |
||||||||
Results Achieved: The NCPS, renewed in 2008, provides a new, more directed approach to crime prevention in Canada. The renewed Strategy promotes evidence-based interventions, using research on what works in crime prevention to guide approvals of applications. Evidence to demonstrate the achievement of the expected result will not be obtained until the projects have concluded (mostly in 2013). Projects will be evaluated to measure and validate results. |
||||||||
|
Actual Spending |
2009-10 |
Variance between planned and |
|||||
---|---|---|---|---|---|---|---|---|
2007-08 |
2008-09 |
Planned Spending |
Total Authorities |
Actual Spending |
||||
Total grants |
$2,746,713 |
$842,571 |
$8,460,000 |
$7,960,000 |
$1,504,791 |
$6,955,209 |
||
Total contribu-tions |
$16,523,394 |
$19,050,822 |
$43,039,899 |
$40,314,899 |
$27,093,646 |
$15,946,253 |
||
Total PA |
$19,270,107 |
$19,893,393 |
$51,499,899 |
$48,274,899 |
$28,598,437 |
$22,901,462 |
||
Comment(s) on Variance(s): In 2009-2010, lapses were incurred largely because of longer than anticipated project development and review processes. |
||||||||
Audit planned: Internal Audit of G&C Expenditures for 2008-09 |
Expected completion date: |
|||||||
Evaluation completed or planned: 2. Final Evaluation of the Youth Gang Prevention Fund is underway by Departmental Evaluation Unit and is expected to be completed by the Fall 2010. |
Expected completion date:
2. Fall 2010. |
Integrated Market Enforcement Teams (IMET) Program | |||||
Name of Lead Department and its Program Activity: Public Safety Canada, Law Enforcement |
|||||
Start Date: 2003-04 |
Total Federal Funding allocation (start to end date): $304,299,000 from 2003-04 through 2012-13 (includes the employee benefits plan and PWGSC accommodation costs), $ 40,000,000 per year ongoing. |
||||
Description of the Horizontal Initiative: The objective of the IMET program is to effectively enforce the law against serious criminal capital market fraud offences in Canada. To achieve this objective, IMET is mandated to investigate serious Criminal Code capital market fraud offences that are of regional or national significance and threaten investor confidence or economic stability in Canada. |
|||||
Shared Outcome: Improved Canadian and international investor confidence in the integrity of Canada’s capital markets. |
|||||
Governance Structure: The IMET Executive Council, composed of senior officials from the Royal Canadian Mounted Police (co-chair), Finance (co-chair), the Office of the Director of Public Prosecutions, Justice and Public Safety Canada provides strategic oversight for the IMET program. |
|||||
Federal Partner |
Federal Partner Program Activity |
Name of Programs for Federal Partners |
Total Allocation |
Planned Spending for |
Actual Spending for |
---|---|---|---|---|---|
1. Public Safety Canada |
Law Enforcement |
IMET |
FY 2003-04 to |
$340,658 |
$340,658 |
Internal Services |
|
FY 2008-09 to |
$318,132 |
$318,132 |
|
Total |
$3,418,950 |
$658,790 |
$658,790 |
||
2. Justice Canada[1] |
1. Justice, Policies, Laws and Programs |
IMET Reserve Fund Program |
FY 2008-09 to FY 2012-13: |
$2,405,156 |
$186,190 |
2. Services to Government |
IMET Program |
FY 2008-09 to FY 2012-13: |
$168,822 |
$162,263 |
|
3. Internal Services |
|
FY 2008-09 to FY 2012-13: |
$22,685 |
$22,685 |
|
Total: |
$11,730,000 |
$2,596,663 |
$ 371,138 |
||
3. Office of the Director of Public Prosecutions[2] |
Regulatory offences and economic crime prosecution program |
IMET |
FY 2008-09 to FY 2012-13: $29,226,685 |
$5,853,337 |
$3,726,547 |
4. Royal Canadian Mounted Police |
Federal and International Operations |
IMET |
FY 2003-04 to FY 2007-08: |
$30,718,817 |
$22,514,025 |
|
$228,584,010 |
||||
5. Finance Canada |
Economic and Fiscal Policy Framework |
Financial Sector Policy |
FY 2008-09 to FY 2012-13: |
$172,393 |
$172,393 |
TOTAL: |
$304,299,000 |
$40,000,000 |
$27,442,893 |
||
(from 2003-04 through 2012-13) |
|||||
|
[1] All amounts include PWGSC accommodation costs totalling $27K for 2009-10 planned and actual spending. The Department of Justice received for FY 2003-04 to 2007-08 a total funding of $26.67M (including accommodation) and there was an additional transfer of $3.75M to ODPP for the FY 2007-08 following the creation of this organization.
[2] Prior to the establishment of the Office of the Director of Public Prosecutions (ODPP) in 2006, funding for this program activity was allocated to Justice Canada's Federal Prosecution Service.
Federal Partner |
Expected Results for 2009-10 |
Results Achieved in 2009-10 |
---|---|---|
Public Safety Canada |
Fulfillment of Public Safety Canada's IMET program management responsibilities, including coordinating reporting, evaluations, policy development and research. |
Expected results achieved. In particular:
|
Justice Canada |
Facilitate provincial prosecutions in defraying exceptional expenses incurred following IMET investigations. |
Uptake of the IMET Reserve Fund |
Justice Canada |
|
|
Office of the Director of Public Prosecutions |
Provision of pre-charged legal advice and litigation support, as well as prosecution of fraud offences under the Criminal Code in response to the workload generated by the IMETs. |
|
Royal Canadian Mounted Police |
|
|
Finance Canada |
Finance Canada is to:
|
As Co-Chair of the IMET Executive Council and Working Group, Finance Canada provided oversight and strategic direction to the IMET program. Finance Canada participated in the second meeting of the Senior Officials Group on Capital Markets Enforcement, which is a forum that brings together senior enforcement officials to exchange information and examine opportunities to better coordinate Canada’s enforcement activities. |
Justice Canada: Due to the complexity and length of investigations, and due to the limited number of cases that have proceeded to trial, the Reserve Fund was not accessed to its full capacity. Office of the Director of Public Prosecutions: The under expenditure is due to lower than anticipated prosecutorial workloads at the federal level. |
|
Electronic Links: |
http://www.rcmp-grc.gc.ca/imet-eipmf/index-eng.htm |
Contact Information: |
Barry MacKillop |
Note: This table will be posted on both the Secretariat’s main DPR website and the Horizontal Initiatives Database website.
Has the department established green procurement targets? |
|||
Yes | |||
Activities |
|
||
---|---|---|---|
Energy efficient office equipment procurement policy |
Target: 100% of new office equipment purchases with Energy Star accreditation when feasible and available on PWGSC Standing Offers |
||
Benefit: Reduced energy use in offices |
|||
Results: Public Safety Canada ensured all computers and photocopiers, whether purchased or leased, were acquired with Energy Star certification. |
|||
Green procurement training |
Target: 50% of materiel managers, procurement officers and acquisition cardholders have taken the Canada School of Public Service's Green Procurement training course by the end of 2010-11 |
||
Benefit: Ensure that the Department takes advantage of “Green Procurement” opportunities |
|||
Results: As of March 31, 2010, 100% of Procurement Officers and 50 % of all Acquisition Cardholders had completed the Green Procurement course. |
|||
Toner cartridges replacement policy |
Target: 100% purchase and use of remanufactured or recycled toner cartridges when feasible and available |
||
Benefit: All toner cartridges used are remanufactured or recycled when feasible |
|||
Results: The Department returned 100% of used cartridges for recycling and 95% of toner purchased were recycled printer cartridges. The remaining five per cent were new model printers, which do not have recycled cartridges until enough units are sold to permit recycling. |
|||
Recycling expansion initiative |
Target: Ensure that the total volume of recyclable materials (e.g., paper, metals, glass, batteries and plastics) is increased by 2010-11 |
||
Benefit: Maximize the volume of recyclable materials diverted to recycling programs. Will be measured through a waste audit that PWGSC will conduct |
|||
Results: All offices and shared spaces are equipped with recycling bins and all material wastes were sent to the recycling program |
Standing Committee on Public Accounts: 1. Report 9 - Chapter 7, Detention and Removal of Individuals - Canada Border Services Agency of the May 2008 Report of the Auditor General of Canada. The report focused on detentions and removals carried out by the Canada Border Services Agency: A response was tabled on September 14, 2009:
2. Report 17 - Chapter 1, National Security: Intelligence and Information Sharing of the 2009 Status Report of the Auditor General of Canada. The report focused on federal departments and agencies that collect, analyze, and share information related to the country’s security: A response was tabled on October 19, 2009:
3. Report 15 - Chapter 7, Economy and Efficiency of Services - Correctional Service Canada of the December 2008 Report of the Auditor General of Canada. The report focused on whether the Correctional Service of Canada (CSC) managed resources and goods used in providing security services, and the procurement and delivery of institutional services, with sufficient attention to economy and efficiency: A response was tabled on October 19, 2009:
Standing Committee on Public Safety and National Security: 1. Report 2 - Statutory Review of the DNA Identification Act The report focused on reviewing the provisions in the DNA Identification Act that establish the National DNA Data Bank: A response was tabled on October 19, 2009:
2. Report 3 - Review of the Findings and Recommendations of the Internal Inquiry into the Actions of Canadian Officials in Relation to Abdullah Almalki, Ahmad Abou-Elmaati and Muayyed Nureddin (Iacobucci Inquiry) and the report from the Commission of Inquiry into the Actions of Canadian Officials in Relation to Maher Arar (O'Connor Inquiry) This report examined the implementation of the findings and recommendations arising from the inquiries conducted by Justices O’Connor and Iacobucci: A response was tabled on October 19, 2009:
3. Report 5 - Statutory Review of the Sex Offender Information Registry Act The report examined the provisions and operation of the Sex Offender Information Registration Act (SOIRA), which established the national sex offender registry: A response was tabled on April 12, 2010:
Returns
|
Response to the Auditor General |
Chapter 7 of the Fall 2009 Auditor General of Canada's (AG) Report focused on Emergency Management-Public Safety Canada. Specifically, the Report focused on four main responsibilities of Public Safety Canada:
The AG made five recommendations with which Public Safety Canada agreed. A Management Action Plan has been implemented that regularly tracks progress against the recommendations. Progress updates are provided to the AG as significant achievements are realized. |
Name of Internal Audit |
Audit Type |
Status |
Completion Date |
---|---|---|---|
Crime Prevention Funding and Support |
Assurance Engagement |
N/A |
N/A |
Expenditure Management |
Assurance Engagement |
N/A |
N/A |
Governance and Management of IT |
Assurance Engagement |
N/A |
N/A |
Continuity of Constitutional Government |
Assurance Engagement |
N/A |
N/A |
Follow-Up Activities |
Assurance Engagement |
Ongoing |
|
Contracting and Procurement |
Assurance Engagement |
Completed |
March 3, 2010 |
Acquisition Card Procurement Program |
Assurance Engagement |
Completed |
March 3, 2010 |
|
|||
Comments: The first four above-mentioned audits were deleted after the 2009-10 RPP was tabled. These audits were removed from the audit plan previously approved by the Deputy Minister in the fall 2009. |
Name of Evaluation |
Program Activity |
Evaluation Type |
Status |
Completion Date |
---|---|---|---|---|
National Security Capacity Initiative[1] |
National Security |
|
Cancelled |
|
Canadian Public Safety Information Network[1] |
Interoperability |
|
Cancelled |
|
Secret Communications Interoperability Project (SCIP)[1] |
Interoperability |
|
Cancelled |
|
First Nations Organized Crime |
Law Enforcement |
Summative |
Completed |
June 2009 |
Youth Gang Prevention Fund |
Crime Prevention |
Summative |
Completed |
February 2010 |
Communities at Risk: Security Infrastructure Pilot |
Crime Prevention |
Formative |
Ongoing |
2010-11 |
National Crime Prevention Strategy |
Crime Prevention |
Summative |
Deferred |
2012-13 |
Cross-Cultural Round Table on Security |
National Security |
Formative |
Completed |
April 2009 |
Security Certificate Initiative |
National Security |
Summative |
Completed |
February 2010 |
Intergovernmental Affairs Division |
Internal Services |
Formative |
Completed |
February 2010 |
Comments: Public Safety Canada undertook the development of a rolling five-year risk-based evaluation plan in 2009-10. The Public Safety Canada Departmental Evaluation Plan for 2010-11 to 2014-15 was completed and provided to the Treasury Board of Canada Secretariat in April 2010. |
[1] A decision was made to cancel these proposed evaluation engagements as part of the risk-based evaluation planning exercise. The projects and programs of these proposed engagements have either terminated, or the activities are part of a larger program and it is not possible to disassociate them to report on their relevance and performance.