Public Safety Canada

Transcription

1 Public Safety Canada Report on Plans and Priorities The Honourable Steven Blaney, P.C., M.P. Minister of Public Safety and Emergency Preparedness

2 Her Majesty the Queen in Right of Canada, 2014 Cat. No.: PS1-8/2014E-PDF ISSN : ISSN

3 ESTIMATES PART III Departmental Expenditure Plans: Reports on Plans and Priorities Purpose Reports on Plans and Priorities (RPP) are individual expenditure plans for each department and agency. These reports provide increased levels of detail over a three-year period on an organization's main priorities by strategic outcome, program and planned/expected results, including links to related resource requirements presented in the Main Estimates. In conjunction with the Main Estimates, Reports on Plans and Priorities serve to inform members of Parliament on planned expenditures of departments and agencies, and support Parliament's consideration of supply bills. The RPPs are typically tabled soon after the Main Estimates by the President of the Treasury Board. Estimates Documents The Estimates are comprised of three parts: Part I - Government Expenditure Plan - provides an overview of the Government's requirements and changes in estimated expenditures from previous fiscal years. Part II - Main Estimates - supports the appropriation acts with detailed information on the estimated spending and authorities being sought by each federal organization requesting appropriations. In accordance with Standing Orders of the House of Commons, Parts I and II must be tabled on or before March 1. Part III - Departmental Expenditure Plans - consists of two components: Report on Plans and Priorities (RPP) Departmental Performance Report (DPR) DPRs are individual department and agency accounts of results achieved against planned performance expectations as set out in respective RPPs. The DPRs for the most recently completed fiscal year are tabled in the fall by the President of the Treasury Board. Supplementary Estimates support Appropriation Acts presented later in the fiscal year. Supplementary Estimates present information on spending requirements that were either not sufficiently developed in time for inclusion in the Main Estimates or have subsequently been Public Safety Canada i

4 refined to account for developments in particular programs and services. Supplementary Estimates also provide information on changes to expenditure forecasts of major statutory items as well as on such items as: transfers of funds between votes; debt deletion; loan guarantees; and new or increased grants. For more information on the Estimates, please consult the Treasury Board Secretariat website. i Links to the Estimates As shown above, RPPs make up part of the Part III of the Estimates documents. Whereas Part II emphasizes the financial aspect of the Estimates, Part III focuses on financial and non-financial performance information, both from a planning and priorities standpoint (RPP), and an achievements and results perspective (DPR). The Management Resources and Results Structure (MRRS) establishes a structure for display of financial information in the Estimates and reporting to Parliament via RPPs and DPRs. When displaying planned spending, RPPs rely on the Estimates as a basic source of financial information. Main Estimates expenditure figures are based on the Annual Reference Level Update which is prepared in the fall. In comparison, planned spending found in RPPs includes the Estimates as well as any other amounts that have been approved through a Treasury Board submission up to February 1 st (See Definitions section). This readjusting of the financial figures allows for a more up-to-date portrait of planned spending by program. Changes to the presentation of the Report on Plans and Priorities Several changes have been made to the presentation of the RPP partially to respond to a number of requests from the House of Commons Standing Committees on Public Accounts (PAC - Report 15 ii ), in 2010; and on Government and Operations Estimates (OGGO - Report 7 iii ), in 2012 to provide more detailed financial and non-financial performance information about programs within RPPs and DPRs, thus improving the ease of their study to support appropriations approval. In Section II, financial, human resources and performance information is now presented at the Program, Sub-program, and Sub-sub program levels for more granularity. The report s general format and terminology have been reviewed for clarity and consistency purposes. Other efforts aimed at making the report more intuitive and focused on Estimates information were made to strengthen alignment with the Main Estimates. How to read this document RPPs are divided into four sections: Section I: Organizational Expenditure Overview ii Preface

5 This Organizational Expenditure Overview allows the reader to get a general glance at the organization. It provides a description of the organization s purpose, as well as basic financial and human resources information. This section opens with the new Organizational Profile, which displays general information about the department, including the names of the minister and the deputy head, the ministerial portfolio, the year the department was established, and the main legislative authorities. This subsection is followed by a new subsection entitled Organizational Context, which includes the Raison d être, the Responsibilities, the Strategic Outcomes and Program Alignment Architecture, the Organizational Priorities and the Risk Analysis. This section ends with the Planned Expenditures, the Alignment to Government of Canada Outcomes, the Estimates by Votes and the Contribution to the Federal Sustainable Development Strategy. It should be noted that this section does not display any non-financial performance information related to programs (please see Section II). Section II: Analysis of Programs by Strategic Outcome This Section provides detailed financial and non-financial performance information for strategic outcomes, Programs, sub-programs, and sub-sub-programs. This section allows the reader to learn more about programs by reading their respective description and narrative entitled Planning Highlights. This narrative speaks to key services or initiatives which support the plans and priorities presented in Section I; it also describes how performance information supports the department s strategic outcome or parent program. Section III: Supplementary Information This section provides supporting information related to departmental plans and priorities. In this section, the reader will find future-oriented statement of operations and a link to supplementary information tables regarding transfer payments, as well as information related to the greening government operations, internal audits and evaluations, horizontal initiatives, user fees, major crown and transformational projects, and up-front multi-year funding, where applicable to individual organizations. The reader will also find a link to the Tax Expenditures and Evaluations, produced annually by the Minister of Finance, which provides estimates and projections of the revenue impacts of federal tax measures designed to support the economic and social priorities of the Government of Canada. Section IV: Organizational Contact Information In this last section, the reader will have access to organizational contact information. Definitions Appropriation Any authority of Parliament to pay money out of the Consolidated Revenue Fund. Budgetary Vs. Non-budgetary Expenditures Budgetary expenditures operating and capital expenditures; transfer payments to other levels of government, organizations or individuals; and payments to crown corporations. Public Safety Canada iii

6 Non-budgetary expenditures net outlays and receipts related to loans, investments and advances, which change the composition of the financial assets of the Government of Canada. Expected Result An outcome that a program is designed to achieve. Full-Time Equivalent (FTE) A measure of the extent to which an employee represents a full person-year charge against a departmental budget. FTEs are calculated as a ratio of assigned hours of work to scheduled hours of work. Scheduled hours of work are set out in collective agreements. Government of Canada Outcomes A set of high-level objectives defined for the government as a whole. Management Resources and Results Structure (MRRS) A common approach and structure to the collection, management and reporting of financial and non-financial performance information. An MRRS provides detailed information on all departmental programs (e.g.: program costs, program expected results and their associated targets, how they align to the government s priorities and intended outcomes, etc.) and establishes the same structure for both internal decision making and external accountability. For the purpose of the RPP, planned spending refers to those amounts for which a Treasury Board (TB) submission approval has been received by no later than February 1, This cutoff date differs from the Main Estimates process. Therefore, planned spending may include amounts incremental to planned expenditure levels presented in the Main Estimates. Program A group of related resource inputs and activities that are managed to meet specific needs and to achieve intended results, and that are treated as a budgetary unit. Program Alignment Architecture A structured inventory of a department s programs, where programs are arranged in a hierarchical manner to depict the logical relationship between each program and the Strategic Outcome(s) to which they contribute. Spending Areas Government of Canada categories of expenditures. There are four spending areas iv (social affairs, economic affairs, international affairs and government affairs) each comprised of three to five Government of Canada outcomes. iv Preface

7 Strategic Outcome A long-term and enduring benefit to Canadians that is linked to the department's mandate, vision, and core functions. Sunset Program A time-limited program that does not have on-going funding or policy authority. When the program is set to expire, a decision must be made as to whether to continue the program. (In the case of a renewal, the decision specifies the scope, funding level and duration). Whole-of-Government Framework A map of the financial and non-financial contributions of federal organizations receiving appropriations that aligns their Programs to a set of high level outcome areas defined for the government as a whole. Public Safety Canada v

8 vi Preface

9 Table of Contents Minister s Message... 1 Section I: Organizational Expenditure Overview... 3 Organizational Profile... 3 Organizational Context... 4 Raison d être... 4 Responsibilities... 4 Strategic Outcome and Program Alignment Architecture (PAA)... 5 Organizational Priorities... 6 Risk Analysis Planned Expenditures Alignment to Government of Canada Outcomes Departmental Spending Trend Estimates by Vote Contribution to the Federal Sustainable Development Strategy (FSDS) Section II: Analysis of Programs by Strategic Outcome Strategic Outcome: A safe and resilient Canada Program 1.1: National Security Sub-Program 1.1.1: National Security Leadership Sub-Program 1.1.2: Critical Infrastructure Sub-Program 1.1.3: Cyber Security Program 1.2: Border Strategies Program 1.3: Countering Crime Sub-Program 1.3.1: Crime Prevention Sub-Program 1.3.2: Law Enforcement Leadership Sub-Sub-Program : Serious and Organized Crime Sub-Sub-Program : Royal Canadian Mounted Police and Policing Sub-Sub-Program : Aboriginal Policing Sub-Program 1.3.3: Corrections Program 1.4: Emergency Management Sub-Program 1.4.1: Emergency Prevention/Mitigation and Preparedness Sub-Sub-Program : Emergency Management Mitigation Investments Public Safety Canada vii

10 Sub-Sub-Program : Emergency Management Training and Exercises Sub-Sub-Program : Emergency Management Planning Sub-Program 1.4.2: Emergency Response and Recovery Sub-Sub-Program : Emergency Management Coordination Sub-Sub-Program : Disaster Financial Assistance Arrangements Sub-Sub-Program : Interoperability Internal Services Section III: Supplementary Information Future-Oriented Statement of Operations List of Supplementary Information Tables Tax Expenditures and Evaluations Report Section IV: Organizational Contact Information Endnotes viii Preface

11 Minister s Message I am very pleased to present to Parliament Public Safety Canada s Report on Plans and Priorities. This past year marked the Department s 10 th anniversary. Created in the wake of the devastating events of September 11, 2001, the Department and a related set of Portfolio agencies brought together the core functions of crime prevention, policing and enforcement, security and intelligence, corrections, border services and integrity, and emergency management. We have come a long way in the past decade in meeting a challenging mandate, and we will continue to support the Government's strong record of keeping Canadians safe and our borders secure. Last year, Public Safety Canada made progress in many areas. Of note, we worked with the provinces and territories to assist Canadians whose communities were devastated by natural and man-made disasters, in particular the historic floods in southern Alberta and the tragic train derailment in Lac- Mégantic, Quebec; we continued to implement Canada s Cyber Security Strategy; we advanced initiatives between Canada and the United States that are further strengthening security at our shared border; and we renewed the First Nations Policing Program. This year, we will strengthen Canada s preparedness to respond to evolving and emerging threats through ongoing work to implement the Action Plan for Canada's Cyber Security Strategy and the renewed Action Plan for Critical Infrastructure. Work continues on targeted public awareness campaigns that address cyber security and cyber-bullying. We will fulfill commitments under our Counter-Terrorism Strategy including releasing the second Annual Public Report on the Terrorist Threat to Canada, and building on our engagement with citizens. And we will press ahead with further initiatives under the Canada-U.S.Beyond the Border Action Plan. The Department will continue to place emphasis on community resilience, and work closely with the provinces and territories to develop a National Disaster Mitigation Program. We will also support efforts to address mental health issues, enhance the role of victims in the criminal justice system, and undertake innovative and cost-effective approaches to policing, crime prevention, community corrections and offender reintegration, in collaboration with other jurisdictions. In particular, the Department will continue to provide leadership on the economics of policing, and advance the early actions of the Shared Forward Agenda a strategy for the future of policing and public safety in Canada. Detailed information on how Public Safety Canada will achieve these results and commitments are provided in this report. I am certain that the Department, guided by its values and fiscal responsibility, will continue to move forward over the next year in ensuring a safe and resilient Canada. The Honourable Steven Blaney, P.C., M.P. Minister of Public Safety and Emergency Preparedness Public Safety Canada 1

12 2 Minister s Message

13 Section I: Organizational Expenditure Overview Organizational Profile Minister: The Honourable Steven Blaney, P.C., M.P. Deputy Head: Mr. François Guimont Ministerial Portfolio: Public Safety and Emergency Preparedness Year Established: 2003 Main Legislative Authorities: Department of Public Safety and Emergency Preparedness Act (2005) v Emergency Management Act (2007) vi Public Safety Canada 3

14 Organizational Context Raison d être 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 Portfolio agencies (outlined below), as well as provide guidance on their strategic priorities. The Department provides strategic policy advice and support to the Minister of Public Safety and Emergency Preparedness 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, national security, and community safety. Responsibilities The Public Safety Portfolio encompasses nine organizations which directly contribute to the safety and security of Canadians. While Portfolio agencies deliver public security operations according to their mandates, Public Safety Canada, in its portfolio coordination role, brings strategic focus to the overall safety and security agenda. 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) Mission Build a safe and resilient Canada 1 Vision Through outstanding leadership, achieve a safe and secure Canada and strong and resilient communities Public Safety Canada is structurally organized into five branches: Emergency Management and Programs, Community Safety and Countering Crime, Portfolio Affairs and Communications, National and Cyber Security, Corporate Management; and it also has a Chief Audit and Evaluation Executive. The Branches are supported by the Legal Services Unit. The Department has regional presence in all provinces, as well as in the North. Public Safety Canada s regional offices are a primary contact in the regions to deliver a coordinated federal response to emergencies; facilitate the effective delivery of emergency management, Aboriginal policing and crime prevention programs; and improve partnerships with other levels of government and key regional stakeholders. 1 We exercise national leadership to ensure the safety and security of Canada and Canadians. We contribute to Canada s resiliency through the development and implementation of innovative policies and programs and the effective engagement of domestic and international partners. Please visit the Public Safety Canada website for more information on the Department s mission, vision and values. 4 Section I: Organizational Expenditure Overview

15 Strategic Outcome and Program Alignment Architecture (PAA) 1. Strategic Outcome: A safe and resilient Canada 1.1 Program: National Security Sub-Program: National Security Leadership Sub-Program: Critical Infrastructure Sub-Program: Cyber Security 1.2 Program: Border Strategies 1.3 Program: Countering Crime Sub-Program: Crime Prevention Sub-Program: Law Enforcement Leadership Sub-Sub-Program: Serious and Organized Crime Sub-Sub-Program: Royal Canadian Mounted Police and Policing Sub-Sub-Program: Aboriginal Policing Sub-Program: Corrections 1.4 Program: Emergency Management Sub-Program: Emergency Prevention/Mitigation and Preparedness Sub-Sub-Program: Emergency Management Mitigation Investments Sub-Sub-Program: Emergency Management Training and Exercises Sub-Sub-Program: Emergency Management Planning Sub-Program: Emergency Response and Recovery Sub-Sub-Program: Emergency Management Coordination Sub-Sub-Program: Disaster Financial Assistance Arrangements Sub-Sub-Program: Interoperability Internal Services Public Safety Canada 5

16 Organizational Priorities Organizational Priorities Priority Type 2 Strategic Outcome and/or Program(s)* Advance Canada s Cyber Security Strategy to enhance Canada s capacity to respond to national security threats. Description Ongoing National Security Why is this a priority? Advancing Canada s Cyber Security Strategy remains a priority for the Government of Canada, given the constantly evolving nature of cyber threats, which are growing in frequency and severity, and the risks this poses to Canada. As a world leader in telecommunications, Canada is an attractive target for cyber and economic espionage. The global nature of today s telecommunications industry makes Canada s networks vulnerable to outside threats, including espionage and service disruption. Terrorist and criminal organizations may seek to access Canadian telecommunications devices and services to conduct illegal activities, presenting significant investigative challenges. Cyber threats can lead to negative impacts on Canada s economy and security, and cause disruptions to Canada s critical infrastructure. Given the growing concerns related to cyber risks, there is a need to sensitize individual Canadians, industry and stakeholders at all levels of government to threats and their possible consequences, and encourage them to adopt appropriate security practices. What are the plans for meeting this priority? To measure success in achieving this priority, the Department will use the following indicators: Percentage of cyber security incidents identified by the Canadian Cyber Incident Response Centre (CCIRC) for which mitigation advice is provided. Percentage of Canadian companies that have implemented three or more of the top five of the Top 35 Recommended Mitigation Actions (CCIRC) to protect their networks. Number of engagements with the private sector which have resulted in an increase in two-way information sharing between partners. To achieve this priority, the Department will support a number of initiatives, including the following: Ensure ongoing collaboration on cyber security at the highest levels, through the Chief Executive Officers Advisory Committee on Cyber Security. Establish a Deputy Minister Federal/Provincial/Territorial (FPT) table dedicated to cyber security. 2 Type is defined as follows: previously committed to committed to in the first or second fiscal year prior to the subject year of the report; ongoing committed to at least three fiscal years prior to the subject year of the report; and new newly committed to in the reporting year of the RPP or DPR. 6 Section I: Organizational Expenditure Overview

17 Priority Type Strategic Outcome and/or Program(s)* Increase the efficiency and effectiveness of the criminal justice system, including a focus on mental health issues in the correctional system and at-risk or marginalized populations in communities. Description Ongoing Countering Crime Why is this a priority? An environment of rising costs for policing and correctional services, coupled with the increasing diversity of the offender populations, has increased pressures on governments to explore innovative and cost-effective approaches to improve the overall effectiveness of the criminal justice system. FPT Ministers Responsible for Justice and Public Safety recognize the need for efficiencies in policing and, in November 2013, approved the Economics of Policing Shared Forward Agenda, a strategy for the future of policing and public safety in Canada. The principles of the strategy are to cooperate collectively whenever possible, while respecting jurisdictional responsibilities, and to adopt a comprehensive approach to public safety by encouraging learning, innovation and the application of best practices. The Department will continue to provide leadership on the economics of policing, and advance the early actions of the Shared Forward Agenda. These early actions will help make police services and their interaction with the criminal justice system more efficient, and identify innovative models for community safety. In addition, in , Public Safety Canada will advance the implementation of the Canadian Victim s Bill of Rights, and provide direct services to victims through the National Office for Victims. The Department will also work with the Correctional Service of Canada to address the jury s recommendations from the coroner s inquest into the death of Ashley Smith, to improve the delivery, management and accountability of mental health care services in federal corrections. The Department will provide national leadership to advance a Mental Health and Justice Action Plan with federal and provincial partners, and work with other governments and key stakeholders to create social enterprises that help reintegrate offenders and reduce recidivism. The Department will continue to address the needs of Aboriginal offenders, and will work closely with Aboriginal communities and organizations to improve their capacity to build safe communities. Through the National Crime Prevention Strategy, Public Safety will continue to advance the implementation of evidence-based crime prevention programs that focus in particular on at-risk and vulnerable young persons, including Aboriginal youth. The Department s efforts will include streamlining the administration of the First Nations Policing Program (FNPP) to continue effective and innovative policing in First Nation and Inuit Communities. What are the plans for meeting this priority? To measure success in achieving this priority, the Department will use the following indicators: Percentage of successfully completed full paroles. Percentage of direct intervention projects with impact evaluations that report a decrease in participants contact with the criminal justice system. Percentage of target staff trained in mental health awareness. To achieve this priority, the Department will support a number of initiatives, including the following: Advance work on the Economics of Policing Shared Forward Agenda. Work with the Correctional Service of Canada to address the jury s recommendations from the coroner s inquest into the death of Ashley Smith, to improve the delivery, management and Public Safety Canada 7

18 accountability of mental health care services in federal corrections. Advance the implementation of evidence-based crime prevention programs that focus in particular on at-risk and vulnerable young persons, including Aboriginal youth, through the National Crime Prevention Strategy. Priority Type Strategic Outcome and/or Program(s)* Establish a framework for disaster mitigation as part of a more robust Emergency Management function. Description New Emergency Management Why is this a priority? In recent decades, significant advances have been made to prepare for and respond to emergencies, including federal plans, systems, frameworks, national strategies and action plans, developed in concert with FPT partners. The significant increase in costs of disasters over the past two decades has underscored the need for greater emphasis on mitigating emergencies and disasters. Prevention and mitigation measures are the most critical and cost-effective interventions that can be made to reduce risks, as well as disaster response and recovery costs, to society. Evidence demonstrates that disaster mitigation provides a significant return on investment in terms of future response and recovery costs. Focusing our activities on mitigating risks is essential to reducing risks in an evolving hazard environment. Public Safety Canada will leverage its strong policy and program foundation, operational expertise and stakeholder partnerships to build a more robust and integrated Emergency Management function by focusing its efforts on a mitigation-based approach to reducing disaster risks and socioeconomic costs associated with disasters. In addition, the Department will leverage opportunities to work with provinces and territories, the private sector, and non-governmental organizations to identify innovative solutions to reduce overall disaster recovery costs in Canada. The Government will continue to explore ways of strengthening its leadership across all components of emergency management (prevention/mitigation, preparedness, response and recovery) recognizing that an integrated approach is needed to achieve whole-of-society resilience over time. What are the plans for meeting this priority? To measure success in achieving this priority, the Department will use the following indicators: A framework for disaster mitigation has been established. Progress is achieved on key emergency management initiatives. To achieve this priority, the Department will support a number of initiatives, including the following: Work to develop a National Disaster Mitigation Program in consultation with the provinces and territories. Make progress towards ensuring that the Government Operations Centre is equipped with the necessary infrastructure. Explore potential opportunities to reduce disaster recovery costs in Canada. Strengthen leadership and partnerships to achieve resilience over time. 8 Section I: Organizational Expenditure Overview

19 Priority Type Strategic Outcome and/or Program(s)* Finalize preclearance negotiations between Canada and the United States, and advance other key initiatives under the Beyond the Border Action Plan. Description New Border Strategies Why is this a priority? There are several initiatives under the Beyond the Border Action Plan, agreed to by the Prime Minister of Canada and the President of the United States, that are still in the process of being implemented, and involve Public Safety Canada leadership and coordination with a range of Canadian and U.S. partners. The Department leads the negotiation of a preclearance agreement for the land, rail and marine modes, including updating the current agreement in the air mode. It is also advancing a number of key initiatives related to law enforcement and border security. These activities help address security threats at the earliest point possible within, at, and away from our borders while facilitating the legitimate movement of people and goods into our countries and across our shared border. The Department will finalize preclearance negotiations with the United States, and implement phase ll of the truck cargo pre-inspection project at the Peace Bridge crossing in Buffalo/Fort Erie. This project aims to test the feasibility of reducing cargo wait times and increasing throughput of commercial cargo. In , Public Safety Canada will advance other key initiatives under the Beyond the Border Action Plan, including monitoring and assessing regularized Shiprider operations in Vancouver/Blaine and Windsor/Detroit; helping to facilitate preparations for two additional Shiprider operations in 2015; continuing to monitor and support the roll-out of cross-border radio interoperability along the border; and supporting the advancement of the Domain Awareness 3. What are the plans for meeting this priority? To measure success in achieving this priority, the Department will use the following indicators: Preclearance negotiations between Canada and the United States are finalized. Percentage of border wait times standards that are achieved. To achieve this priority, the Department will support a number of initiatives, including the following: Complete negotiations towards a comprehensive approach to preclearance between Canada and the U.S. to cover all modes of trade and travel. Implement Phase ll of the truck cargo pre-inspection project. Monitor and assess Shiprider operations, and facilitate preparations for two additional Shiprider operations in Domain Awareness refers to the effective understanding of anything associated with the border domain that could impact the security, safety, economy, or environment of Canada so that law enforcement agencies can better identify, track, monitor, assess and respond to threats. Public Safety Canada 9

20 Priority Type Strategic Outcome and/or Program(s)* Implement the realignment of departmental functions to position Public Safety as a workplace of choice, including through a focus on key areas such as departmental human resources management and the implementation of Blueprint 2020 initiatives. Description New All Why is this a priority? Successful organizations are those that reflect and reassess how they do business in order to meet current and future priorities. To build on Public Safety Canada s strengths and ensure decisions and work is aligned with priorities, the Department is undertaking a realignment of functions. The aim of these changes is to enhance relations and information-sharing between the Department and the Portfolio agencies, as well as within all branches and at all levels of the Department. These changes will contribute to more effective and efficient operations, and build on the dynamic nature of Public Safety Canada s activities and files. They will also help in developing and implementing innovative policies and programs, effectively engaging domestic and international partners, and ensuring greater integration and coordination in all areas of responsibility. What are the plans for meeting this priority? To measure success in achieving this priority, the Department will use the following indicators: Extent to which realignment implementation plans have been implemented. Percentage of the Departmental Blueprint 2020 Action Plan initiatives that are implemented. To achieve this priority, the Department will support a number of initiatives, including the following: Provide human resources, financial and corporate management advice and guidance to support management in implementing the departmental reorganisation. Exercise Government of Canada leadership in modernizing human resources management and implementing the Departmental Blueprint 2020 Action Plan. Priority Type Strategic Outcome and/or Program(s)* Improve the efficiency and effectiveness of the management and governance framework to make it more responsive to risks, business requirements and resource pressures. Description Why is this a priority? Previously committed to All 10 Section I: Organizational Expenditure Overview

21 An effective and efficient management and governance framework is essential for strengthening departmental stewardship in integrated resource management, which includes such areas as budget planning, financial management, human resources integration, and departmental procurement and accommodation planning. Improving the management of the governance framework will enable the early identification and development of financial and human resources flexibility within the department thereby ensuring that resources are re-allocated to emerging priorities and that financial risks are managed consistently. It will also include increasing senior management s exposure to financial and human resources issues, and leveraging the new governance structures to ensure management accountability. In addition, the management and governance framework positions the Department to address structural pressures, and allows Public Safety Canada to proactively identify risks and allocate resources to identify business requirements in support of priorities and strategic outcomes. What are the plans for meeting this priority? To measure success in achieving this priority, the Department will use the following indicators: % of lapse at year end related to funding approved in-year. Assessment of the extent to which departmental plans are developed and implemented in an integrated manner. To achieve this priority, the Department will support a number of initiatives, including the following: Enhance the corporate governance function in the department, including linkages to Portfolio agencies Continue the Human Resources Transformation to enhance the effectiveness and efficiency of human resources management by focusing on results and risk-based practices. Ensure that the allocation and re-allocation of resources are in support of departmental priorities and strategic objectives. Public Safety Canada 11

22 Risk Analysis Key Risks Risk That the rising costs related to disasters in Canada may increase the federal financial liability under the Disaster Financial Assistance Arrangements (DFAA). Risk Response Strategy Work with the provinces and territories to develop a National Disaster Mitigation Program (NDMP). Engage provinces and territories on the DFAA in and continue exploring options for innovative approaches and mechanisms that could be adopted in Canada to improve the efficiency of disaster recovery and reduce recovery costs. Continue working with all emergency management partners and stakeholders to develop pro-active, evidence-based approaches to enhance disaster resilience at all levels. Link to Program Alignment Architecture Expected Result: Federal institutions, provincial and territorial governments, and key stakeholders have taken mitigative and preventative actions to address risks to Canadians Expected Result: Provincial and territorial governments have the capacity to mitigate impacts of future disasters Expected Result: Canada can respond to and recover from events affecting the national interest Expected Result: Provinces and territories receive funding to assist with response and recovery from major natural disasters Risk That the Government Operations Centre (GOC) infrastructure may be unable to support a coordinated response to largescale or multiple concurrent events affecting the national interest. Risk Response Strategy Ensuring that the present facility maintains core operational capacity (e.g., incorporating redundancies for critical systems, such as power generation). Maintaining an alternate location that is prepared to take on GOC operations at any time; arrangements for the transfer of operations to the alternate location are exercised biweekly. Implementation of the GOC new facility project to meet anticipated needs; the Department is working with partner departments to identify and assess options. Link to Program Alignment Architecture Expected Result: Canada can respond to and recover from events affecting the national interest Expected Result: Canada has a comprehensive approach to response planning that supports a coordinated response to events affecting the national interest Risk That current crime prevention initiatives may not be Risk Response Strategy Complete review of social innovation mechanisms and approaches for crime prevention and make Link to Program Alignment Architecture Crime Prevention: Reduced offending among targeted populations (youth at-risk, aboriginal 12 Section I: Organizational Expenditure Overview

23 sustainable, resulting in increased pressures on the criminal justice system. recommendations on ways to attract and/or leverage other funding sources to enhance the sustainability of evidence-based crime prevention initiatives. In the context of the 5-year national action plan on evidence-based crime prevention approved by FPT Ministers, develop options to integrate and mainstream effective crime prevention measures into existing systems and institutions. Sharpen the focus of NCPS crime prevention knowledge products to ensure crime prevention policy makers and practitioners have access the practice-oriented knowledge to help them support and sustain evidence-based crime prevention Report on Plans and Priorities communities and high risk repeat offenders). Every year, as part of Public Safety Canada s Integrated Risk Management approach, an exercise is undertaken to identify key risks and opportunities in relation to departmental objectives. Following an impact and likelihood assessment, strategies are developed to address these risks, and are published in the annual Corporate Risk Profile. This process informs the departmental priority-setting exercise and ensures that resources are allocated effectively. In 2014, 13 top risks and 12 top opportunities were identified. Of these, the Department will focus greatest attention on the risks that ranked the highest: Disaster Financial Assistance Arrangements, the Government Operations Centre, and Crime Prevention initiatives. Public Safety Canada administers the Disaster Financial Assistance Arrangements (DFAA), the primary mechanisms through which the federal government provides financial assistance to provinces and territories (on request, consistent with established guidelines) that are affected by large-scale natural disasters, such as floods and storms. The growing unpredictability, number, and severity of disasters have led to an increased federal financial liability under the DFAA. Mitigation measures, taken before a disaster occurs, are critical and cost-effective means to reduce risks, impacts on communities, and disaster response and recovery costs, and therefore, offer significant returns on investments. A key component of the Emergency Management program, the Government Operations Centre (GOC) provides strategic-level, whole-of-government response coordination on behalf of the Government of Canada for potential and actual events, as well as 24/7 watch and early warning in support of partner mandates. The GOC is responsible for definitive, national-level situational awareness for partners and senior decision makers in the federal and provincial governments, as well as the private sector. By making recommendations regarding the use of federal resources to respond to requests for emergency assistance, the GOC also ensures alignment of Public Safety Canada s regional offices with national efforts. Public Safety Canada 13

24 The cost of crime in Canada is growing; and so are the administration costs to the federal government. Evidence-based crime prevention can reduce these trajectories, and costs less than traditional crime control measures. Through funding projects that focus on youth-at-risk, there is potential to reduce the cost of crime in Canada. Current funding mechanisms are not necessarily conducive to the sustainability of these effective crime prevention measures. As in previous years, Public Safety Canada will continue to monitor its risks while maximizing opportunities to facilitate the achievement of the department s objectives and mandate of ensuring a safe and resilient Canada. 14 Section I: Organizational Expenditure Overview

25 Planned Expenditures Budgetary Financial Resources ( dollars) Main Estimates ,122,768,356 1,219,693, ,169, ,294,738 Human Resources (Full-Time Equivalents FTEs) ,040 1,033 1,032 Public Safety Canada 15

26 Budgetary Planning Summary for Strategic Outcome and Programs (dollars) Strategic Outcome, Programs and Internal Services Expenditures Expenditures Forecast Spending Main Estimates Planned Spending Planned Spending Planned Spending Strategic Outcome: A safe and resilient Canada National Security Border Strategies Countering Crime Emergency Management Strategic Outcome Subtotal Internal Services Subtotal 17,685,107 29,085,820 28,524,236 24,807,177 26,732,410 26,143,744 23,267,606 2,946,130 4,230,514 4,328,744 3,694,890 3,694,890 3,834,677 3,856, ,120, ,996, ,598, ,923, ,923, ,776, ,865, ,734, ,816,430 1,109,775, ,995, ,995, ,648, ,937, ,486, ,129,458 1,312,226,935 1,073,420,685 1,170,345, ,403, ,927,272 67,078,418 64,144,320 59,279,934 49,347,671 49,347,671 48,765,747 48,367,466 Total 401,564, ,273,778 1,371,506,869 1,122,768,356 1,219,693, ,169, ,294,738 Notes: The calculation of full-time equivalents (FTE) differs from the actual number of employees. 4 Planned spending reflects funds requested through the Main Estimates process plus adjustments for funding approved in the Government s fiscal framework. The forecast spending in represents the most up-to-date authorities. The net increase of $787.2 million (or 134.7%) between the expenditures and the forecast spending is mainly due to increased spending under the Disaster Financial Assistance Arrangements contribution program ($739.1M) and to financial assistance provided to the Province of Quebec for response and recovery costs from the explosion following the train derailment in Lac-Mégantic, Quebec ($25.0M). The net decrease of $248.7 million (or 18.1%) between the forecast spending and the Main Estimates is mainly due to: A reduction of funding for the Disaster Financial Assistance Arrangements contribution program ($257.0M); A reduction of funding to provide financial assistance to the Province of Quebec for response and recovery costs from the explosion following the train derailment in Lac-Mégantic, Quebec ($25.0M); and A further reduction as a result of the savings measures announced in Budget 2012 ($8.0M). 4 Full-time equivalents combine part time employment, term employment, job sharing, etc., to indicate the total aggregate use of the equivalent to a full-time employee. For instance, half-time employees constitute a single FTE. Figures presented above include students and executive interchange. 16 Section I: Organizational Expenditure Overview

27 Offset by increases mainly due to: Funding for the First Nations Policing Program ($36.3M). The Main Estimates do not take into consideration the expected amount to be transferred to Royal Canadian Mounted Police in for the First Nations Community Policing Service; and An increase in funding to provide financial support to provinces and territories for the 2011 Flood Mitigation Investments ($12.8M). The increase between the Main Estimates and the planned spending of $96.9 million (or 8.6%) is related to anticipated funding to provide financial assistance to the Province of Quebec for decontamination costs from the explosion following the train derailment in Lac-Mégantic, Quebec ($95.0M), as well as to funding in the fiscal framework designated for modernization of criminal investigations ($1.9M). Planned spending from to will decrease by $318.5 million (or 26.1%) mainly due to: A reduction of funding for the Disaster Financial Assistance Arrangements contribution program ($163.6M); The sunsetting of funding to provide financial assistance to the Province of Quebec for decontamination costs from the explosion following the train derailment in Lac-Mégantic, Quebec ($95.0M); The sunsetting of funding to provide financial support to provinces and territories for the 2011 Flood Mitigation Investments ($51.0M); and The sunsetting of funding related to contributions agreements with Provinces of Ontario and Quebec in support of Biology Casework Analysis ($6.9M); Planned spending from to will decrease further by $210.9 million (or 23.4%) mainly due to: A reduction of funding for the Disaster Financial Assistance Arrangements contribution program ($208.6M); and The sunsetting of funding for the Kanishka Project Research Initiative, which supports research on terrorism and counter-terrorism for Canada ($2.5M). Public Safety Canada 17

28 Alignment to Government of Canada Outcomes by Whole-of-Government-Framework Spending Area vii (dollars) Strategic Outcome A safe and resilient Canada Program National Security Border Strategies Countering Crime Emergency Management Spending Area Government of Canada Outcome Planned Spending Social Affairs A safe and secure Canada 26,732,410 Social Affairs A safe and secure Canada 3,694,890 Social Affairs A safe and secure Canada 205,923,086 Social Affairs A safe and secure Canada 933,995,532 Total by Spending Area (dollars) Spending Area Total Economic Affairs Social Affairs 1,170,345,918 International Affairs Government Affairs 18 Section I: Organizational Expenditure Overview

29 Departmental Spending Trend Departmental Spending Trend Graph The expenditures increased by 45.5% in comparison to the expenditures. The net increase was mainly due to an increase in Disaster Financial Assistance Arrangements expenditures of $180.0M in More notable is the significant increase of 134.7% in forecast spending in when compared to expenditures. The increase is primarily due to forecast spending for both the Disaster Financial Assistance Arrangements contribution program and for the financial assistance to the Province of Quebec for response and recovery costs from the explosion following the train derailment in Lac-Mégantic, Quebec. The spending trend starts declining in , with a net decrease of 49.7% between the forecast spending and the planned spending. The decline in planned spending is primarily due to: A reduction in funding for the Disaster Financial Assistance Arrangements contribution program; A reduction as a result of the savings measures announced in Budget 2012; and The sunsetting of funding for certain programs. The orange portion of the bar graphs represents the foregone spending due to sunset programs and is mainly due to: Public Safety Canada 19

30 Funding to provide financial assistance to the Province of Quebec for decontamination costs from the explosion following the train derailment in Lac-Mégantic, Quebec ($95.0M to sunset in ); Funding to provide financial support to provinces and territories for the 2011 Flood Mitigation Investments ($51.0M to sunset in ); Funding related to contributions agreements with provinces of Ontario and Quebec in support of Biology Casework Analysis ($6.9M to sunset in ); and Funding for the Kanishka Project Research Initiative, which supports research on pressing questions for Canada on terrorism and counter-terrorism ($2.5M to sunset in ). 20 Section I: Organizational Expenditure Overview