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Minister's Message

I am pleased to present Public Safety Canada's Report on Plans and Priorities for 2011-12. This report outlines the year's priorities and illustrates how the Department will progress over the next year to build a safe and resilient Canada.

The Government remains committed to ensuring that Canada is protected from terrorist and other threats. Public Safety Canada plays a key role in keeping Canadian families and communities safe and secure by working to protect Canada's national security, managing our borders, reducing crime through effective law enforcement and making sure that we are prepared to deal with major incidents. The Department works closely with Public Safety portfolio partners, other government departments, provinces and territories, international allies, first responders, and the private sector to achieve results for Canadians.

Last year, Public Safety Canada had a number of accomplishments of which Canadians can be proud. The Department launched both the Cyber Security Strategy and the Critical Infrastructure Strategy; supported the G8 and G20 Summits as well as the response to the earthquake in Haiti; introduced legislation regarding migrant vessels and human smuggling; and released the Federal Emergency Response and Air India Inquiry Action Plans.

During the coming year, the Department will continue to focus in the areas of national security, emergency management response, effective law enforcement, crime prevention and border security. The Department, along with its partners, will continue to advance the Government's legislative agenda while contributing to the safety and security of this country.

Detailed information on how the Department plans on achieving these results and additional departmental commitments are provided in this report. I am confident that the values embraced at Public Safety Canada – service, unity, respect and excellence – will help guide us in our work towards a safer and more secure Canada.

The Honourable Vic Toews, P.C., Q.C., M.P.
Minister of Public Safety

 

Section I: Departmental Overview

Public Safety Canada's Roles and Responsibilities

Public Safety Canada plays a key role in discharging the Government's fundamental responsibility for the safety and security of its citizens. The Department of Public Safety and Emergency Preparedness Act 2005 and the Emergency Management Act 2007 set out two essential roles for the Department: (i) support the Minister's responsibility for all matters, except those assigned to another federal minister, related to public safety and emergency management, including national leadership; and (ii) coordinate the efforts of Public Safety's Portfolio agencies (outlined below), as well as provide guidance on their strategic priorities.

Mission: Building a safe and resilient Canada ^[1]

Vision: Through outstanding leadership, achieve a safe and secure
Canada and strong and resilient communities

The Department provides strategic policy advice and support to the Minister of Public Safety on a range of issues, including: national security; border strategies; countering crime; and emergency management. The Department also delivers a number of grant and contribution programs related to emergency management and community safety.

Public Safety Portfolio

• Public Safety Canada (PS)
• Canada Border Services Agency (CBSA)
• Canadian Security Intelligence Service (CSIS)
• Correctional Service Canada (CSC)
• Parole Board of Canada (PBC)
• Royal Canadian Mounted Police (RCMP)
• RCMP External Review Committee (ERC)
• Commission for Public Complaints Against the RCMP (CPC)
• Office of the Correctional Investigator (OCI)

Operations across Canada and Internationally

The Public Safety Portfolio encompasses nine distinct organizations which directly contribute to the safety and security of Canadians. While Portfolio agencies deliver public security operations according to their distinct mandates, Public Safety Canada, in its portfolio coordination role, brings strategic focus to the overall safety and security agenda.

Public Safety Canada is structurally organized into five branches: Emergency Management and National Security, Community Safety and Partnerships, Law Enforcement and Policing, Strategic Policy, and Corporate Management; it also has a Chief Audit Executive. The Branches are supported by the Communications Directorate and the Legal Services Unit. Also situated within Public Safety Canada is the Office of the Inspector General of CSIS, which carries out independent reviews of CSIS' compliance with the law, ministerial direction and operational policy.

The Department has regional offices in all provinces, as well as in the Northwest Territories and Yukon. These offices have a particular focus on emergency management, Aboriginal policing and crime prevention. Public Safety Canada also has staff operating in Washington, D.C. and London, England.

Strategic Outcome and Program Activity Architecture

Public Safety Canada recently revised its Program Activity Architecture (PAA) for 2011-12. The revisions do not represent a significant departure from the previous PAA, but better reflect the nature of its business and facilitate departmental reporting requirements.

The Department's streamlined PAA regroups the previous eight program activities into five:

• National Security – includes the Critical Infrastructure and Cyber Security programs, both formerly under the Emergency Management program activity;
• Border Strategies – formerly named Border Management;
• Countering Crime – incorporates the former Law Enforcement, Corrections, and Crime Prevention program activities;
• Emergency Management – includes elements of the former Interoperability program activity; and
• Internal Services.

The chart below illustrates Public Safety Canada's strategic outcome and its new Program Activity Architecture as of 2011-12. ^[2]

D

Following the development and approval of its revised PAA, the first departmental Performance Measurement Framework (PMF) was approved. The PMF outlines high-level outcomes and outputs of the Department's most prominent programs and serves as a foundational tool in creating a culture of results-based management. The outcomes presented in the PMF reflect the results that the Department's programs strive to achieve.

PAA Crosswalk

This crosswalk illustrates the redistribution of the 2010-11 forecast spending made at the program activity level between the former and new PAAs.

PAA Crosswalk

PAA Crosswalk ($000s)		New PAA
		National Security	Border Strategies	Countering Crime	Emergency Management	Internal Services	Total
Former PAA	National Security	8,777.0					8,777.0
	Emergency Management	6,029.0			151,940.8		157,969.8
	Law Enforcement			374,295.7			374,295.7
	Corrections			7,955.5			7,955.5
	Crime Prevention			55,610.0			55,610.0
	Border Management		2,250.0				2,250.0
	Interoperability				930.5		930.5
	Internal Services					74,201.9	74,201.9
	Total Forecast Spending	14,806.0	2,250.0	437,861.2	152,871.2	74,201.9	681,990.4

Planning Summary

Financial Resources ($ millions)

	2011-12	2012-13	2013-14
Financial Resources ($000s)	418,008.5	411,966.3	409,706.5
Human Resources (Full-time Equivalent – FTE)	1085	1095	1098

Planned Spending ($000s)

Alignment to Government of Canada Outcome: A safe and secure Canada [3]
Strategic Outcome: A Safe and Resilient Canada
Program Activity [4]	Forecast Spending 2010-11	Planned Spending ($000s)
		2011-12	2012-13	2013-14
National Security	14,806.0	14,090.7	13,981.8	14,172.0
Border Strategies	2,250.0	2,236.5	2,246.5	2,230.9
Countering Crime	437,861.2	191,401.3	190,175.8	190,319.2
Emergency Management	152,871.3	159,226.9	155,173.1	153,804.4
Internal Services	74,201.9	51,053.2	50,389.1	49,180.0
Total Planned Spending	681,990.4	418,008.5	411,966.3	409,706.5

The figures above have been rounded to the nearest thousand dollars. Due to rounding, figures may not add to the totals shown.

Note: Planned spending reflects funds requested through the Main Estimates plus adjustments for funding approved in the Government fiscal framework. The Forecast Spending in 2010-11 represents the most up-to-date authorities.

Expenditure Profile

Actual Spending ($000s)			Forecast Spending	Planned Spending ($000s)
2007-08	2008-09	2009-10	2010-11	2011-12	2012-13	2013-14
339,905.9	391,831.1	395,773.1	681,990.4	418,008.5	411,966.3	409,706.5
D

The net decrease of $264M (or 38%) between 2010-11 forecast spending and 2011-12 planned spending is mainly due to:

• sunsetting of funding for security costs related to the 2010 G8 and G20 Leaders' Summits ($262.6M);
• sunsetting of funding provided for short-term sustainability of First Nation policing agreements and the comprehensive review of the First Nations Policing Program (FNPP) ($17.1M);
• sunsetting of funding provided for the prevention of youth gangs under the National Crime Prevention Strategy ($7.4M);
• carry-forward received in 2010-11 ($6.8M);
• reduction from 2009 Strategic Review ($6.1M) – Budget 2010;
• sunsetting of funding provided for the Critical Policing Infrastructure Program –  Canada Economic Action Plan Budget 2009 ($2.8M);
• decrease to reflect funding profile provided to emergency management capacity ($2.8M);
• reimbursement of Eligible Paylist Expenditures funding included in 2010-11 forecast of spending ($2.2M); and
• other adjustments to reflect net variations ($1.6M)
  (e.g. Cost Containment Measures, Collective Agreements, Employee Benefit Plans, Transfers to and from other government departments).

Offset by:

• a budget transfer to the RCMP for the FNPP made through Supplementary Estimates ($40.0M) – not yet accounted for in 2011-12;
• additional funding for implementing Canada's Cyber Security Strategy ($4.9M); and
• additional funding to support victim services and violence prevention in Aboriginal communities, as well as to increase national support for missing persons investigation ($0.5M).

Planned spending from 2011-12 to 2012-13 will decrease by $6.0M (or 1%) primarily due to:

• net decrease in funding provided to emergency management capacity ($2.8M);
• further reduction from 2009 Strategic Review ($1.5M) – Budget 2010;
• reprofiled funding to 2011-12 to conduct planned Urban Transit Exercises ($1.4M); and
• other adjustments to reflect net variations in funding for a number of initiatives ($0.3M).

Planned spending from 2012-13 to 2013-14 will decrease by $2.3M (or 0.5%) primarily due to:

• decrease to reflect funding profile provided to emergency management capacity ($1.5M);
• decrease in funding to reflect funding profile provided for implementing Canada's Cyber Security Strategy ($1.1M); and
• offset by other adjustments to reflect variations ($0.3M)
  (e.g. funding for the Renewal of the Strategy for the Protection of Children from Sexual Exploitation on the Internet, funding for measures to address Contraband Tobacco).

The figure below displays the allocation of Public Safety Canada's planned spending by program activity for 2011-12.

($000s)

D

Estimates by Vote

• For information on organizational votes and/or statutory expenditures, please see the 2011-12 Main Estimates publication. An electronic version of the Main Estimates is available at:
  http://www.tbs-sct.gc.ca/est-pre/20112012/me-bpd/info.info-eng.asp. 

Contribution to the Federal Sustainable Development Strategy

Public Safety Canada is a participant in the Federal Sustainable Development Strategy (FSDS). The FSDS represents a major step forward for the Government of Canada by including environmental sustainability and strategic environmental assessment as an integral part of its decision-making processes.

The Department contributes to Theme IV of the FSDS: Shrinking the Environmental Footprint – Beginning with Government. In 2011-12, Public Safety Canada will continue to create processes, plans and tools to reduce its volume of computers and office equipment; strengthen its internal processes for reuse, disposal and/or recycling of all surplus electronic and electrical equipment; explore ways of managing and monitoring paper supply and consumption more effectively and efficiently; raise awareness of the importance of greening its operations; and include environmental considerations in purchasing decisions in conjunction with interests of price, performance and availability. Public Safety Canada will focus its attention on greenhouse gas emissions and resource consumption to help decrease the Government's overall environmental footprint. As a result, the Department will benefit from potential cost savings and contribute to reinforcing a sustainable environment.

• More information can be found in Section III – Supplementary Information: Greening Government Operations table, and the Departmental Strategic Environmental Assessment at: http://www.publicsafety.gc.ca/abt/dpr/2011-2012/sdsea-eng.aspx.
• Complete details on the Government's Federal Sustainable Development Strategy, can be found at: http://www.ec.gc.ca/dd-sd/default.asp?lang=En&n=C2844D2D-1.

Risk Analysis

By its very nature, Public Safety Canada's work involves a continuous assessment of threats in a broad operating environment, which can be transnational, national or local in scope, immediate and/or longer term. A challenge to the Department is a rapidly evolving threat environment, and as such, priorities and capacities must quickly adjust to respond to new threats. For example, the increased reliance of Canada and Canadians on cyber technologies increases the government's exposure to those who attack the digital infrastructure, or who would use that infrastructure for malicious intent. To help respond to this risk, the Department will coordinate efforts between federal departments and agencies to secure the Government's information systems from cyber threats.

Regarding national security, it will be necessary for the Department to enhance policies and other tools to address gaps in its ability to address evolving threats (e.g. violent extremism), as well as to clarify the authorities for sharing information for the purpose of national security. To help mitigate this risk, Public Safety Canada will work with other government departments and agencies to continuously enhance responses to national security threats, and aim to develop an internal mechanism to ensure accountability and compliance with the laws and policies which govern national security information sharing.

A coordinated whole-of-government approach to emergency management planning will strengthen the Government of Canada's capacity to prevent, protect against, respond to and recover from major disasters and other emergencies. To support federal institutions in emergency planning, Public Safety Canada will lead a federal initiative to develop a whole-of-government all hazards risk assessment framework to identify key safety and security risks to Canadians. Given the importance of adequate infrastructure for delivering critical programming and functions, the Department must ensure that its own emergency management infrastructure is up to date and responsive.

Public Safety Canada has a broad mandate which includes leadership at the national level for matters pertaining to public safety and emergency preparedness. This requires collaboration with more than 30 departments and agencies, provincial and territorial governments, international partners, the private sector and first responders. The effectiveness of these relationships affects the work of the entire Department and is key not only to the successful advancement of its policy and program agenda, but also to the achievement of Public Safety Canada's strategic outcome of a safe and resilient Canada. This is demonstrated in the federal-provincial-territorial collaboration necessary for the Department to finalize and ratify the RCMP Police Service Agreements with the Provinces.

Priorities Summary

In pursuit of the strategic outcome of a safe and resilient Canada, the Department will prepare the groundwork for the Government's future policy initiatives, and in particular support the Government's legislative agenda.

Priorities Summary

Operational Priorities	Type	Links to Strategic Outcome(s)	Description
Priority 1: Enhance Canada's approach to national security including a focus on countering violent extremism and improving information sharing	New	National Security, Countering Crime	Contribution of Priority to Strategic Outcome: Public Safety Canada plays an essential role in ensuring a robust and relevant national security framework. It collaborates with domestic and international partners, helping to protect Canada and its allies from new, rapidly evolving threats and challenges to national security, while balancing the need for oversight, accountability and the protection of civil liberties. The Department addresses identified national security threats using a framework of laws, policies and priorities and in 2011-12, will continue to enhance this framework by identifying and addressing gaps, as well as strengthening the mechanisms that govern how national security activities are carried out. Policy options will be developed to address challenges associated with foreign nationals in Canada considered inadmissible for national security reasons, as well as to address challenges related to the potential liberalization of foreign investment in the telecommunications sector. In addition, the Department will develop policy responses to counter violent extremism and develop measures to strengthen Canada's domestic capacity to counter proliferation threats. It will also continue to benefit from the advice provided by the Cross-Cultural Roundtable on Security, a forum of Canadian citizens from diverse backgrounds, in developing its national security policies and programs. In response to the Commission of Inquiry into the Investigation of the Bombing of Air India Flight 182, the Government released the Air India Inquiry Action Plan for which the Department will advance a number of commitments to address outstanding concerns with Canada's security and intelligence regime. To measure success in achieving this priority, the Department will use the following indicator in addition to the indicators in the PMF: Number of Air India Inquiry Action Plan commitments for which Public Safety Canada is responsible To achieve this priority, the Department will support a number of initiatives including the following: Complete and unveil the final memorial to the Air India victims in Montreal Enhance the federal Witness Protection Program Develop proposed legislation to clarify the authorities for information sharing Examine how security intelligence is collected and retained Develop policy options to address challenges associated with foreign nationals in Canada considered inadmissible for national security reasons
Priority 2: Strengthen the emergency management function with a particular focus on modernizing the operations of the Government Operations Centre	New	Emergency Management	Contribution of Priority to Strategic Outcome: The Department develops national policies, response systems, protocols and standards to reduce the impact of emergencies that could affect Canada's population and infrastructure. Efforts include national leadership, enhancing the Government of Canada's readiness to respond to all types of emergencies, improving information sharing and collaboration with other levels of government and the private sector, as well as enhancing interoperability with federal departments and agencies, other levels of government, and among emergency responders and practitioners. In 2011-12, the Department will continue to focus on its federal leadership role in response to the recommendations contained in the Auditor General's Fall 2009 report on emergency management to ensure a coordinated, integrated federal response to emergencies. It will work to strengthen the Government Operations Centre's ability to support senior officials and to provide strategic level coordination on behalf of the federal government in response to emerging or occurring events affecting the national interest; as well as develop an implementation plan to ensure that the Government Operations Centre is able to fulfill its mandate. To measure success in achieving this priority, the Department will use the following indicators in addition to the indicators in the PMF: Percentage of Auditor General report management action plan commitments implemented Number of national emergency management, interoperability strategies and action plans developed To achieve this priority, the Department will support a number of initiatives including the following: Continue to implement Public Safety Canada's management action plan in response to Chapter 7 of the Auditor General's Fall 2009 Report Lead a federal initiative to develop a whole-of-government all hazards risk assessment framework Implement the National Emergency Response System Develop an implementation plan to ensure that the Government Operations Centre is able to fulfill its mandate
Priority 3: Provide national leadership to support policing in Canada, including finalizing and ratifying the RCMP Police Services Agreements and renewing the First Nations Policing Program Agreements	Ongoing	Countering Crime	Contribution of Priority to Strategic Outcome: The Department provides national leadership by working to help ensure that Canada has safe communities and effective policing through leading collaborative efforts with the Portfolio agencies, as well as federal, provincial, territorial and international partners in the law enforcement community. Public Safety Canada also develops effective policies, law enforcement tools and conducts research that assists in the fight against serious and organized crime; and supports the operation and accountability of the RCMP. Efforts include advancing the ratification of the RCMP Police Service Agreements; modernizing oversight of the RCMP; strengthening DNA analysis by concluding Biology Casework Analysis Agreements (BCAAs) with provinces and territories; further advancing work on the National Work Plan to Combat Organized Crime; advancing a national research agenda on conducted energy weapons; advising the Minister on a range of firearms policy issues; and leading the renewal of Canada's International Police Peacekeeping and Peace Operations Program. Following a comprehensive review of the First Nations Policing Program (FNPP), the Department will renew program authorities; determine and secure funding levels; enter into longer-term policing agreements with provincial/territorial governments and First Nation or Inuit communities; and implement a standard approach to the policing agreements across the country, in coordination with the negotiation of First Nation Police Service Agreements. To measure success in achieving this priority, the Department will use the following indicators in addition to the indicators in the PMF: Number of signed Biology Casework Analysis Agreements Number of longer-term policing agreements with provincial/territorial governments and First Nations or Inuit communities Number of findings from the First Nations Policing Program comprehensive review realized To achieve this priority, the Department will support a number of initiatives including the following: Advance the ratification of the Police Services Agreements Strengthen the RCMP complaints regime through Bill C-38 Address the ratification of the FNPP policing agreements with 10 provinces, two territories and the Aboriginal communities Develop and implement a standard approach to the FNPP policing agreements in coordination with the negotiation of Police Service Agreements Further advance work on the National Work Plan to Combat Organized Crime Advance work on a national research agenda on conducted energy weapons Continue to strengthen efforts to combat issues related to contraband tobacco; continue to lead the National Strategy for the Protection of Children from Sexual Exploitation on the Internet; as well as advance knowledge on the issue of child sexual exploitation and human trafficking
Priority 4: Provide national leadership in implementing Canada's Cyber Security Strategy including a focus on threats to Canada's critical infrastructure	New	National Security	Contribution of Priority to Strategic Outcome: The Implementation of Canada's Cyber Security Strategy will enhance the ability of government, industry and the Canadian public to use cyberspace with greater protection and confidence, as well as further Canada's economic prosperity, national security, and quality of life. The Department will develop a horizontal performance measurement strategy to report on the implementation of Canada's Cyber Security Strategy. Also, the implementation of the National Strategy and Action Plan for Critical Infrastructure will strengthen the resilience of Canada's vital assets and systems, such as electricity grids, transportation networks, and financial systems, as well as promote an enhanced awareness of the cyber threat environment. Joint public-private sector efforts to implement this strategy will ultimately lead to swift and effective response and recovery when disruptions occur. The Department will continue to provide leadership and guidance across government to advance the implementation of these strategies. To measure success in achieving this priority, the Department will use the following indicators in addition to the indicators in the PMF: Number of tools developed to facilitate risk management activities and identify interdependencies Percentage of sectors with access to methodologies for protecting sensitive information To achieve this priority, the Department will support a number of initiatives including the following: Develop tools to protect sensitive critical infrastructure information from inappropriate disclosure Share methodologies for identifying critical infrastructure interdependencies Develop a common understanding of critical infrastructure in each of the ten sectors Examine options for strengthening Canada-U.S, information sharing on critical infrastructure Analyse policy and legislative gaps in the area of cyber security Advance strategic cyber policy coherence with approaches being developed and/or implemented among or by key international partners Work with partner departments and agencies to deliver a horizontal performance measurement framework for the whole-of-government cyber security program by September 30, 2012 Lead the federal engagement of provinces, territories and the private sector, including critical infrastructure sectors, to implement the Strategy to protect our digital infrastructure Develop and implement a public awareness campaign to increase Canadians' awareness of cyber threats and the measures they can take to ensure their safety online
Priority 5: Strengthen departmental policy leadership through enhanced Portfolio engagement	New	National Security, Border Strategies, Countering Crime, Emergency Management	Contribution of Priority to Strategic Outcome: The Department plays a key role in developing policies, delivering programs, as well as ensuring cohesion and integration on policy and program issues within the Public Safety Portfolio. In 2011-12, it will continue to consult with the Portfolio to ensure that services and programs reflect public safety priorities and objectives, as well as address the operational requirements of the Portfolio. Furthermore, Public Safety Canada will continue to lead efforts, including on behalf of Portfolio partners, to strengthen its ability to learn from and collaborate with other government departments, and leverage participation in broader initiatives, towards supporting policy and program priorities. To measure success in achieving this priority, the Department will use the following indicator: Management Accountability Framework rating for portfolio coordination under Area of Management 3 – Government and Planning To achieve this priority, the Department will support a number of initiatives including the following: Pursue legislative efforts to enable law enforcement and national security agencies access to vital investigative information in a rapidly changing technological environment (Bill C-52) Pursue legislative efforts to deter marine-based migrant smuggling operations (Bill C-49) Lead corrections and criminal justice bills before Parliament Establish an interoperable software capability (CCM Mercury) to facilitate an exchange of information across the Portfolio Continue leading intra- and interdepartmental networks Expand the Department and Portfolio's relationship with Statistics Canada Develop and advance a Canada-U.S. border vision drawing on advice from experts in areas that include policing and border management Exchange strategies and intelligence with Portfolio agencies to promote international engagements that advance key Canadian public safety objectives

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