Public Safety Canada Departmental Plan 2022–23

Public Safety Canada Departmental Plan 2022–23 PDF Version (1,706 KB)

Table of contents

• From the Ministers
• Plans at a glance.
• Core Responsibilities: planned results and resources, and key risks
  • National Security
  • Community Safety
  • Emergency Management
• Internal Services: planned results
• Planned spending and human resources
  • Planned spending
  • Planned human resources
  • Estimates by vote
  • Future-oriented condensed statement of operations
• Corporate information
  • Organizational profile
  • Raison d'être, mandate and role: who we are and what we do
  • Operating context
  • Reporting framework
• Supporting information on the Program Inventory
  • Supplementary information tables
  • Federal tax expenditures
• Organizational contact information
• Appendix: definitions

From the Ministers

The Honourable Marco E. L. Mendicino
Minister of Public Safety

The Honourable William Sterling Blair
Minister of Emergency Preparedness

As Ministers responsible for Public Safety and Emergency Preparedness, we are proud to introduce Public Safety Canada's 2022-23 Departmental Plan. This highlights plans and priorities for the year ahead, as we address a wide variety of threats to the safety and security of Canadians.

Tragically, serious and violent crime involving firearms remains a reality in our communities. In 2022-23, Public Safety Canada will continue taking bold action to fulfill new and existing commitments on firearms. That will include introducing measures to crack down on high capacity magazines, protect Canadians from domestic firearms violence, raise penalties for gun smuggling and trafficking, and bolster the capacity of enforcement agencies to detect and disrupt the flow of illegal firearms. Working with the Royal Canadian Mounted Police, the Department will prepare to bring into force firearms licence verification and business record-keeping regulations tied to the former Bill C-71. It will also continue with planning to fully implement the ban of assault-style firearms, in order to remove firearms prohibited on May 1, 2020 from Canadian communities, and will advance the design and development of a mandatory buyback program that offers fair compensation to owners and businesses affected by that prohibition.

In all the Department does to protect Canadians, close collaboration with all partners will mean leveraging strong partnerships within the public safety portfolio, with all levels of government, and within Parliament. The Government will continue working with First Nations, provinces and territories to co-develop a legislative framework for First Nations policing, implement investments in Indigenous policing and community safety announced in Budget 2021, and engage Inuit and Métis on their policing priorities. The Department will help to increase accessibility to record suspensions, through legislative and non-legislative reforms, and facilitate the safe reintegration of federal offenders upon their release from incarceration, through the tabling in Parliament of the Federal Framework to Reduce Recidivism. Building on 2021 successes, this year the Public Safety Financial Crime Coordination Centre (FC3) will continue to provide policy, expertise and training, as well as key operational support to Canada's anti-money laundering and anti-terrorist financing enforcement partners. The Department will also continue to implement initiatives announced through the National Strategy to Combat Human Trafficking, including support for survivors and prevention projects, as well as to continue countering the horrible crime of online child sexual exploitation.

Resilience is also a key theme demonstrated by Canada's national efforts to protect our critical infrastructure from a range of risks. In 2022-23, the Department will build on its progress in implementing the National Strategy for Critical Infrastructure, advancing work on addressing emerging cyber and physical threats, and helping to strengthen resilience and partnerships with key stakeholders. The National Cyber Security Strategy will also strengthen that resilience, for example through the introduction of frameworks to protect Canada's critical cyber systems and to support the introduction of 5G technology. The Department will also continue work towards better-informing the public on national security threats and issues, and on building awareness among frontline researchers and the academic community through the Safeguarding Science initiative, offering workshops, tools, and resources through direct engagement. The Department and portfolio agencies will also continue to closely monitor and respond to the evolving threat posed by ideologically-motivated extremists, through a range of national security tools including terrorist listings and investigations, and prevention initiatives.

After almost two years, the pandemic remains the most pressing, challenging and wide-sweeping issue facing Canadians. The Government Operations Centre, housed at the Department, will continue to coordinate Canada's planning and response to the pandemic and prepare for other large-scale emergencies. This includes helping to build and maintain a humanitarian workforce to provide federal surge capacity, bolstered by significant investments beginning in 2021-22 and continuing this fiscal year. The Department will also continue to support the efforts of non-governmental organizations, including the Canadian Red Cross and others, as they help Canadians facing the devastating impacts of COVID-19, and other events like floods and wildfires. Canadians witnessed the overwhelming impacts of wildfires and extreme flooding in British Columbia, generously donating to the Canadian Red Cross, with funds matched by the Government of Canada. A new committee of federal and provincial ministers, announced in 2021 by the Prime Minister of Canada and the Premier of British Columbia, will work together along with Indigenous leadership, to guide immediate and ongoing support to those families, businesses and communities affected by the flooding. Efforts to complete flood maps for high-risk areas across the country will also continue in 2022-23, in collaboration with provinces and territories. This year, the Department will also release and begin implementing the joint Federal-Provincial-Territorial Emergency Management Strategy Action Plan, to help strengthen Canada's ability to assess risks like flooding and wildfires, and help to prevent, prepare for, respond to and recover from disasters.

Further, as the global environment evolves, our health, safety and security depends on close international partnerships. The Department will continue its strong collaboration with the U.S., Five Eyes countries and other partners, to advance Canada's public safety priorities, ensure the safe and secure management of our borders, and help Canada confront the ongoing crisis through coordinated global action.

More details about these and other plans and priorities can be found in this report. We urge all Canadians to learn more about what Public Safety Canada and its dedicated, skilled and hard-working employees are doing to support safe and secure communities.

The Honourable Marco E. L. Mendicino, Minister of Public Safety, P.C., M.P.

The Honourable William Sterling Blair, President of the Queen’s Privy Council and Minister of Emergency Preparedness, P.C., C.O.M., M.P.

Plans at a glance

Key highlights

In 2022-23, Public Safety Canada will continue to advance initiatives under the National Security, Community Safety and Emergency Management Core Responsibilities.

Result: National security threats are understood and reduced while maintaining public trust.

• Support the National Security Transparency Commitment and issue the first implementation report
• Develop a comprehensive policy framework for countering economic-based threats to national security
• Develop a whole of government approach to counter threats related to hostile activities by state actors
• Renew the National Cyber Security Strategy
• Advance the renewal of the National Strategy for Critical Infrastructure
• Advance the National Cyber Security Action Plan
• Develop legislation to safeguard Canada's critical infrastructure, including 5G networks

Result: Community safety practices are strengthened.

• Support RCMP transformation and modernization, including by enhancing the review and oversight functions of existing bodies, such as:
  • the Management Advisory Board
  • the Independent Centre for Harassment Resolution
  • the Civilian Review and Complaints Commission
• Introduce legislation to create a review body for the Canada Border Services Agency

Result: Canadian communities are safe.

• Advance the design and development of a mandatory firearms buyback program
• Advance regulations that enhance firearm license verifications and business record keeping
• Advance a gang violence prevention strategy
• Continue implementing initiatives to enhance law enforcement capacity to reduce drug-impaired driving and keep roads safe
• Continue implementing the Action Plan on Illegal Cannabis Online Sales
• Implement and advance all stages of the Record Suspension Program reforms

Result: Crime is prevented and addressed in populations/communities most at-risk.

• Co-develop a legislative framework for First Nations policing that recognizes First Nations policing as an essential service
• Engage with Inuit and Métis stakeholders to better understand their unique policing and community safety priorities
• Stabilize and expand the First Nations and Inuit Policing Program by identifying and implementing best practices in policing that are responsive, dedicated, professional and culturally sensitive
• Develop the first ever Federal Framework to Reduce Recidivism
• Continue to implement Canada's first crime prevention social impact bond in partnership with the YMCAs of Québec and private sector investors
• Augment the Security Infrastructure Program, including exploring potential adjustments to the Program to enhance effectiveness and responsiveness to community needs
• Continue to fund crime prevention interventions focusing on multi-sectoral approaches that address the needs of Indigenous and Black Canadian youth

Result: Canada can effectively mitigate, prepare for, respond to, and recover from all hazards events.

• Develop the National Risk Profile and conduct an assessment to create a forward-looking national picture of risks and capabilities
• Renew the Federal Emergency Response Plan
• Through the Government Operations Centre, lead the coordination of the integrated federal response to all-hazards events in Canada
• Support and advance the work of the national Task Force on Flood Insurance and Relocation
• Advance Canada's National Action Plan on Post Traumatic Stress Injuries (PTSI) for public safety personnel
• Implement the joint Federal-Provincial-Territorial Emergency Management Action Plan
• Support the co-development of a National Adaptation Strategy (NAS) for climate resilience in Canada

Core Responsibilities: planned results and resources, and key risks

This section contains information on the Department's planned results and resources for each of its Core Responsibilities. It also contains information on key risks related to achieving those results.

National Security

Description

Public Safety Canada develops policy, legislation and programs to support Canada's capacity to respond to a range of national security threats directed against Canadians, critical infrastructure and cyber systems, while advancing national counterterrorism efforts.

Planning highlights

In 2022-23, Public Safety Canada will seek to achieve national security results through the following activities.

Enhancing transparency

National Security Transparency Commitment

The National Security Transparency Commitment (NSTC) seeks to foster stronger engagement and better inform Canadians on national security issues. In 2022-23, Public Safety Canada will coordinate and advance the implementation of the NSTC to support the sharing of information and perspectives with Canadians on national security issues. The Department will also release a first status report on the implementation of the NSTC to date.

Public Safety Canada will also continue to advance declassification initiatives for the declassification of historical national security records, in collaboration with the national security and intelligence community, the Treasury Board Secretariat, and Library and Archives Canada.

Combatting terrorism and violent extremism

Public Safety Canada will continue to work with the security and intelligence community to ensure that the government can respond to the evolving landscape of terrorism and violent extremism, and the threats posed by Canadian extremist travelers (CETs).

Public Safety Canada, in coordination with Government of Canada partners, will also continue to address the rise of ideologically motivated violent extremism. In 2022-23, Public Safety Canada will develop mechanisms to ensure that the Government response is well coordinated as well as provide a long term vision in addressing the ever changing threat landscape. Public Safety Canada will continue to engage with international partners, including the United States, and look to engage with civil society and academia to capture societal perspectives.

Passenger Protect Program (the following is in a definition list format indented to distinguish the heirarchy)

In 2022-23, Public Safety Canada will continue to work with the Canada Border Services Agency, Transport Canada and Shared Services Canada to bring the screening of the Secure Air Travel Act (SATA) list under government control from the remaining air carriers to ensure the consistent and unbiased screening of all passengers. Additionally, the Department is working to fully onboard all regulated air carriers under the Passenger Protect Program (PPP) to the new system by November 2022.

Public Safety Canada will also continue to process and issue Canadian Travel Numbers to improve privacy and fairness for travellers who have the same or similar name as someone on the SATA list.

As part of Public Safety Canada's Forward Regulatory Plan 2021-2023, the Department will propose minor amendments to the Secure Air Travel Regulations (SATR) to ensure PPP continues to run optimally.

Terrorist listings

In 2022-23, Public Safety Canada will continue to work with the interdepartmental community to administer, review, and provide policy advice and recommendations relating to the listing of terrorist entities under the Criminal Code of Canada. These efforts will support the investigation and prosecution of terrorist acts and offences, and will also assist in preventing the exploitation of Canada's financial systems by terrorist entities.

Federal Terrorism Response Plan update

In 2016, Canada enacted the Federal Terrorism Response Plan (FTRP) with the aim to strengthen coordination among security and intelligence departments and agencies. The review of the Plan continues in an effort to refine the operational model to guide an effective and collaborative response to terrorist incidents in Canada.

In 2022-23, Public Safety Canada along with other national security and intelligence partners will work to identify potential gaps within the current plan and will hold consultations with the goal of introducing a revised plan that reflects the changing realities and novel threats facing Canada's national security.

Countering hostile activity by state actors (this is H5)

Hostile state activities by state actors (HASA) threatens Canada's national security, prosperity and sovereignty, and these threats are expected to increase in scope for the foreseeable future. In 2022-23, Public Safety Canada will continue to work with federal partners to counter threats related to HASA, including by leading horizontal policy development efforts to provide advice and recommendations aimed at combatting HASA and reducing Canada's appeal as a target for such actors.

Efforts will be made toward advancing a whole-of-government counter-HASA strategy in coordination with interdepartmental and international partners, including the European Centre of Excellence for Countering Hybrid Threats, aiming to raise awareness, increase whole-of-society resilience, and encourage transparency to address the increasingly complex and multi-dimensional nature of HASA.

Economic-based threats to national security

In 2022-23, Public Safety Canada will continue its interdepartmental work to develop a comprehensive policy framework that counters economic-based threats to national security – including the theft of valuable intellectual property, the exploitation of military and dual-use technology, data breaches involving sensitive personal information, and compromised critical infrastructure – while maintaining a positive climate for innovation and investment.

Also in 2022-23, Public Safety Canada will continue to work with partners on assessing foreign investments under the national security provisions of the Investment Canada Act. The Department will continue to enhance outreach and engagement activities with key stakeholders to raise awareness regarding the broad range of risks surrounding economic-based security threats via forums such as the Federal-Provincial-Territorial Economic-based National Security Community of Practice.

Countering financial crimes

In 2022-23, the Financial Crime Coordination Centre (FC3) will continue to strengthen coordination among operational partners and increase support for efforts which aim to counter money laundering and financial crimes in Canada. This will be accomplished via close collaboration with federal, provincial, territorial and municipal partners, with a focus on legislative and policy initiatives in addition to improvements in information sharing and training opportunities for investigators and prosecutors.

Strengthening cyber security and critical infrastructure resilience

National Cyber Security Strategy renewal

In 2022-23, Public Safety Canada will work with the cyber security community to renew the National Cyber Security Strategy while continuing to implement the National Cyber Security Action Plan.

Cyber incident response

In 2022-23, Public Safety Canada will continue interdepartmental work to develop the Government of Canada Coordination Policy for Cyber Events Affecting Non-Government of Canada Cyber Systems.

This policy will establish a formal coordination and information sharing framework for cyber security events that affect non-Government of Canada information systems, and will complement the pre-existing Government of Canada Cyber Security Event Management Plan and Federal Emergency Response Plan.

Critical cyber systems

In 2022-23, Public Safety Canada will continue its work on a critical cyber systems framework, which aims to protect Canada's critical cyber systems in the finance, telecommunications, energy and transportation sectors. This initiative will also support the Canadian Centre for Cyber Security in providing advice and guidance to critical infrastructure owners and operators on how to better prevent and address cyber-attacks.

Cyber Security Data Strategy

In 2022-23, Public Safety Canada will continue advancing the development of a cyber security data strategy, enabling cross-cutting and government-wide data sharing on cyber security incidents and cybercrime. The strategy will support evidence-based decision making, provide ongoing information on cyber incidents, and identify policy gaps and priorities related to national cyber security data.

Canadian Survey of Cyber Security and Cybercrime

In 2022-23, Public Safety Canada will work with Statistics Canada and the cyber security community to assess the findings from the Canadian Survey of Cyber Security and Cybercrime and apply a continuous improvement process to its design. The Department will tap into the expertise of stakeholders to ensure the survey effectively informs Government of Canada policy development and decision making.

Solidifying cyber and critical infrastructure partnerships

In 2022-23, Public Safety Canada will continue to build and improve its partnerships to achieve successful delivery of Canada's cyber and critical infrastructure (CI) priorities, as identified in the National Strategy for Critical Infrastructure.

In particular, the Department will continue to bolster partnerships with the provinces and territories, the private sector, CI owners and operators, academic stakeholders, and international partners through existing governance mechanisms (e.g., the National Cross Sector Forum) to address the full range of cyber and CI risks.

Enhancing Canada's critical infrastructure resilience

In 2022-23, Public Safety Canada will continue to lead national efforts to enhance the security and resilience of Canada's critical infrastructure (CI) and advance the federal government's efforts to protect Canadians from cyber threats and cybercrime.

Through collaborative work with public and private sector partners, and stemming from an examination of the National Strategy for Critical Infrastructure, these efforts will focus on the identification of potential initiatives and approaches that could further strengthen resilience against new threats, hazards and risks, such as the digitalization of systems and processes, security challenges, and a changing climate.

Delivery of critical infrastructure programs

In 2022-23, Public Safety Canada will focus on providing critical infrastructure (CI) owners and operators with concrete tools and actionable information to strengthen their resilience. The Department will continue to deliver the suite of CI programs, which include:

• Industrial Control Systems (ICS) Security Program;
• Regional Resilience Assessment Program (RRAP);
• CI Assessment Program;
• Virtual Risk Analysis Cell (VRAC); and
• CI Exercise Program.

In addition, Public Safety Canada will continue to work with provinces and territories to strengthen national and regional coordination on CI priorities.

Telecommunication security

As the lead department for Canada's Telecommunication Security Examination, Public Safety Canada will continue to ensure that the policies and legislation for the introduction of 5G technology in Canada recognize both the significant economic opportunities and related security challenges.

Ransomware

In recent years, ransomware has become the number one cyber threat affecting citizens, businesses, and critical infrastructure globally.

In 2022-23, Public Safety Canada will continue to lead the development of interdepartmental policy initiatives to address the ransomware threat that is affecting Canadian citizens and businesses.

Strengthening International partnerships

Recognizing the global nature of security challenges and solutions, Public Safety Canada will continue to advance key priorities through bilateral and multilateral engagements with international partners such as the United States and other Five Eyes countries (which include the United Kingdom, Australia and New Zealand), and through multilateral fora including the G7 and the United Nations.

Gender-based Analysis Plus (GBA Plus)

Public Safety Canada will continue to use GBA Plus to ensure inclusive outcomes for Canadians. Specific examples of these efforts include:

• The renewal of the National Cyber Security Strategy will include key GBA Plus considerations in regular engagements and initiatives with key stakeholders. As the lead on national cyber security policy for the Government of Canada, Public Safety Canada seeks to include Canadians of all genders, backgrounds, geographic locations, demographics and economic statuses in its considerations. The Department also works to ensure that its communications are well understood by all and that concrete actions to improve cyber security can be easily implemented;
• The Cyber Security Data Strategy will include GBA Plus as part of its core policy considerations and program management processes;
• Public Safety Canada has integrated a GBA Plus approach in its critical infrastructure (CI) engagement strategy to ensure consultations are inclusive and accessible to the broader CI community, especially non-traditional partners;
• The National Security Transparency Commitment includes GBA Plus in its engagement and outreach activities by promoting bias sensitivity, diversity and identity (BSDI), which aims to analyze, understand and respond to structural inequities and biases. This is accomplished by infusing BSDI considerations into all aspects of national security work to improve gender and diversity mainstreaming, enhance the safeguarding of rights and freedoms for Canadians, and produce a more adaptive and responsive national security community. Capacity building, including through specialized training, in applying an intersectional analysis will help to inform and shape bias-sensitive and inclusive approaches to policies, programs, operations, and corporate business practices;
• Prior to designating any terrorist listing, GBA Plus considerations are analyzed as part of the mandatory assessments requirement; and
• Public Safety Canada is aware that hostile activities by state actors (HASA) can disproportionately affect diaspora communities within Canada. GBA Plus considerations will continue to be an important policy and planning consideration, including in the development of the whole-of-government HASA strategy.

United Nations' (UN) 2030 Agenda for Sustainable Development and the UN Sustainable Development Goals

Promoting transparency in institutions and combating global terrorism and money laundering is a key facet of the United Nations' Sustainable Development Goals (SDGs). Under the Core Responsibility of National Security, Public Safety Canada will support SDG 16 (Peace, Justice and Strong Institutions) and SDG 17 (Partnership for the Goals) through the following targets:

• 16.6, 16.7, 16.10, 17.14, 17.16, and 17.17: The advancement of the National Security Transparency Commitment (NSTC) will contribute to increased accountability of departments and agencies within the national security community;
• 16.a: The listing of terrorist entities under the Criminal Code of Canada supports the Government of Canada's efforts to protect Canadians against the threat of terrorism, which helps to ensure Canada remains a safe and stable country. Stability is a fundamental requirement to ensuring Canada can meet its sustainable development goals. The listing also contributes to regional stability in other parts of the world by ensuring funds are not transferred from Canada to international terrorist groups; and
• 16.a, 16.4, 16.5 and 16.6: Financial Crime Coordination Centre (FC3) supports the anti-money laundering (AML) efforts of the United Nations Convention against Transnational Organized Crime. FC3's work directly contributes to SDG 16 (Peace, Justice and Strong Institutions).

Experimentation

Further to the Experimentation Direction for Deputy Heads from the Treasury Board Secretariat, Public Safety Canada has finalized its own experimentation framework, which guides the Department's efforts in testing new approaches to existing problems, measuring their effectiveness, and building on their results.

Key risk(s)

Public Safety Canada's mission is to build a safe and resilient Canada. Accordingly, the Department must exercise a high level of awareness, engagement and adaptability to keep Canadians safe, maintain a cohesive and coordinated approach to safety and security, and generate results for Canadians while managing a variety of risks.

Currently, the Corporate Risk Profile (CRP) comprises the following four risks:

• There is a risk that some outcomes relying on the actions of partners will not be met;
• There is a risk that Public Safety Canada will be unable to keep pace with and take advantage of technological advances;
• There is a risk that the Department may not respond effectively to the pace and magnitude of change in the evolving, all-hazards threat environment; and
• There is a risk that the Department will not attract and retain the employees required to achieve its organizational objectives.

A number of controls are currently in place and additional mitigation measures are being implemented to respond to threats to the Department's ability to deliver on its mandate, render timely decisions and achieve intended outcomes. Furthermore, some of the planned initiatives listed in the previous section will help the Department respond to the risks associated with the delivery of Public Safety Canada programs.

Planned results for National Security

The following table shows National Security's planned results, its result indicators, the targets and the target dates for 2022–23, and the actual results for the three most recent fiscal years for which actual results are available.

The financial, human resources and performance information for the Public Safety Canada's Program Inventory is available on GC InfoBase.

Planned budgetary spending for National Security

The following table shows, for National Security, budgetary spending for 2022-23, as well as planned spending for that year and for each of the next two fiscal years.

Financial, human resources and performance information for Public Safety Canada's Program Inventory is available on GC InfoBase.

Planned human resources for National Security

The following table shows, in full‑time equivalents, the human resources the Department will need to fulfill the intended outcomes of this Core Responsibility for 2022-23 and for each of the next two fiscal years.

Financial, human resources and performance information for Public Safety Canada's Program Inventory is available on GC InfoBase.

Community Safety

Description

Public Safety Canada provides national coordination to help Canadian communities and stakeholders respond to crime and build community resilience, promote the safety and security of Canadian communities and institutions, enhance the integrity of Canada's borders, and support the provision of policing services to Indigenous communities.

Planning highlights

In 2022-23, Public Safety Canada will seek to achieve community safety results through the following activities.

Crime Prevention

Firearms and gun control

The Government of Canada is committed to enhancing Canada's firearm control framework and will continue efforts towards implementing a ban on assault-style firearms. It will also continue to combat the criminal use of firearms by advancing additional legislation and program measures.

In 2022-23, Public Safety Canada will continue to:

• Work on the design and development of a mandatory buyback program to compensate firearm owners and businesses affected by the May 1, 2020 prohibition of assault-style firearms;
• Work with provinces and territories that wish to impose further restrictions on handguns;
• Address the importation of high capacity magazines;
• Support the Government's efforts to provide vulnerable people and their support networks with more options for protection by establishing a “red” and “yellow” flag regime to temporarily remove firearms from or suspend the licences of those who pose a threat to themselves or others;
• Increase the maximum penalties for firearms trafficking and smuggling offences; and
• Enhance secure storage requirements to deter theft.

The Department will also continue the implementation of the remaining provisions under the 2019 Act to amend certain Acts and Regulations in relation to firearms. The Department will move forward to bring into force mandatory licence verifications when purchasing non-restricted firearms, and business record-keeping requirements to assist law enforcement in tracing illegal firearms.

Further, Public Safety Canada will also continue efforts to raise awareness and educate Canadians on actions taken to reduce violent crimes by implementing a national firearms awareness and education campaign.

In addition, the Department will continue to collaborate with Statistics Canada to enhance the quality and improve the availability of firearms data by updating and standardizing how firearm-related crimes are reported by the police.

Combatting gun and gang violence

In 2022-23, Public Safety Canada will continue to advance initiatives to reduce gun and gang violence under the Initiative to Take Action Against Gun and Gang Violence (ITAAGGV). These efforts include providing funding to provinces and territories in support of law enforcement prevention and intervention.

In addition, Public Safety Canada will be launching the development of a National Strategy on Guns and Gangs. This strategy is being developed in collaboration with key stakeholders with plans to be published by 2022-23.

Public Safety Canada will also begin efforts to implement contribution agreements with identified municipalities and Indigenous communities under the Building Safer Communities Fund. These actions are part of the Government of Canada's commitment to deliver a total of $250 million to support prevention and intervention activities for children and youth who are at-risk of joining gangs and/or becoming involved in crime, as well as providing support to youth and young adult gang members who are in the process of exiting gangs.

National Crime Prevention Strategy

In 2022-23, under the National Crime Prevention Strategy (NCPS), Public Safety Canada will develop and implement new projects selected from the 2021 Crime Prevention Action Fund Call for Applications. These new projects will provide additional supports to at-risk youth from priority populations, with specific focus on Black Canadian and Indigenous youth, and will incorporate a multi-sectoral partnership approach aimed at enhancing protective factors and reducing risk factors.

In alignment with Canada's Strategy to Prevent and Address Gender-Based Violence, Public Safety Canada will also continue to fund research, awareness, and intervention activities aimed at addressing and preventing cyberbullying behaviours amongst children and youth.

National Strategy on Countering Radicalization to Violence

In 2022-23, the Canada Centre for Community Engagement and Prevention of Violence (the Canada Centre) will continue to support the three priorities identified in the 2018 National Strategy on Countering Radicalization to Violence:

• Building, sharing and using knowledge;
• Addressing radicalization to violence in the online space; and
• Supporting front-line interventions.

Following a Call for Applications in late 2021, the Community Resilience Fund (CRF) will continue to support the development and implementation of both existing and new projects that assist youth and local organizations with research projects and events focused on the prevention of radicalization to violence.

Consistent with the strategic priorities established for the Call for Applications, focus will be placed on:

• Locating harms, vulnerabilities and needs to better inform prevention efforts, build evidence in new and under-studied areas, and guard against bias;
• Professionalizing the practice to build on evidence-based resources and practices to support and guide effective and bias-sensitive prevention and intervention initiatives in countering radicalization to violence (CRV); and
• Expanding capacity by building on lessons from domestic and international CRV initiatives to help strengthen existing programs in Canada and address gaps in the types of prevention services available in local communities, online and offline.

The Canada Centre will also work to expand its efforts in implementing the recommendations of the 2020 Evaluation of the Canada Centre for Community Engagement and Prevention of Violence by increasing outreach and stakeholder engagement; improving knowledge production and mobilization; and systematically collecting and reporting on its outputs and outcomes to better learn about and share lessons. The Centre's web presence will be updated and expanded in order to support these efforts.

Reforming the criminal justice system

Record Suspension Program reform

The Government of Canada has committed to fighting systemic racism, sexism, discrimination, misconduct, and abuse, including in our core institutions. In 2022-23, the Government of Canada will continue to reform the criminal justice system as well as invest in the empowerment of Black and racialized Canadians, and Indigenous Peoples.

Public Safety Canada initiated Phase One of the Record Suspension Program (RSP) reforms in 2021-22, which included legislative and non-legislative components such as a reduction in application fees, the planning of an online application portal, and preparations for the addition of contribution funding for community support services to assist individuals in navigating the record suspension application process.

In 2022-23, Public Safety Canada, in collaboration with portfolio partners, will continue to advance the implementation of all aspects of Phase One and will begin advancing Phase Two of RSP reforms in collaboration with provincial, territorial, and municipal partners and criminal justice stakeholders. This will include identifying elements that would be necessary for the implementation of an Automated Sequestering of Criminal Records (ASCR) system, and the development of a sound proposal for how an ASCR system could be implemented in Canada.

Community corrections

In 2022-23, Public Safety Canada will develop the Federal Framework to Reduce Recidivism (FFRR) for tabling in Parliament, as required by the Reduction of Recidivism Framework Act, which received Royal Assent in June, 2021.

In order to help facilitate the safe reintegration of federal offenders into Canadian communities upon release, the FFRR will include measures such as:

• Pilot projects;
• Access to adequate and ongoing resources to increase employment opportunities;
• Supports for faith-based organizations;
• The consideration of international best practices; and
• Evaluations and improvements of risk assessment instruments and measures.

Modernizing law enforcement and policing

Transformation and modernization of the Royal Canadian Mounted Police

Public Safety Canada supports the transformation and modernization of the Royal Canadian Mounted Police (RCMP) and its efforts to address harassment and sexual violence.

The Department will continue to collaborate with the RCMP to advance commitments relating to the Independent Centre for Harassment Resolution at the RCMP and the RCMP Management Advisory Board.

In addition, Public Safety Canada will support the RCMP in its work with other police services to review operational use of force tools and de-escalation training, with the objective of promoting the safest possible outcomes for both the public and police officers.

Policing in Indigenous communities

Budget 2021 allocated significant investments to support culturally responsive policing and community safety services in Indigenous communities. This includes the stabilization and expansion of the First Nations and Inuit Policing Program (FNIPP), the co-development of a legislative framework that recognizes First Nations policing as an essential service, the provision of new funding to enhance Indigenous-led crime prevention strategies, and the creation of the Safe Indigenous Communities Initiative. In 2022-23, the Department will continue to implement these investments and commitments with Indigenous, provincial and territorial governments.

Public Safety Canada will also continue to deliver and expand on the FNIPP to support responsive, dedicated, professional and culturally sensitive police services in First Nation communities. The Department will continue to work with partners to co-develop legislative options that recognize First Nations policing as an essential service. Public Safety Canada will conduct an extensive series of consultations, such as virtual engagement sessions, targeted discussions with partners, an expert symposium, and a national online engagement tool for partners and stakeholders to share feedback. The inputs received via these consultations will assist in informing options, drafting legislation, and identifying distinction-based priorities that will recognize and prioritize Inuit and Métis needs for the purpose of improving policing services and safety in their communities.

Combatting serious and organized crime

Organized crime

In 2022-23, Public Safety Canada will continue to support Canada's efforts to combat organized crime by:

• Facilitating information sharing and collaboration between federal, provincial and territorial stakeholders;
• Advancing the Government of Canada's knowledge of key organized crime issues; and
• Supporting law enforcement efforts to combat organized crime.

Online child sexual exploitation

In 2022-23, Public Safety Canada will continue to advance the National Strategy for the Protection of Children from Sexual Exploitation on the Internet. The Department will also continue work with other government departments and international partners such as the Five Eyes and digital industry stakeholders to better address online child sexual exploitation and further protect children and youth. Five Eyes partners will also continue to collaborate on a regular basis to discuss the ongoing implementation of the Voluntary Principles to Combat Online Child Sexual Exploitation and Abuse, which provide a framework to combat online child sexual exploitation, drive collective action, and establish a baseline standard for safety.

Moreover, Public Safety Canada will continue to support the Canadian Centre for Child Protection in its operation of Cybertip.ca, a national tip-line to which Canadians can report suspected cases of online child sexual exploitation, in addition to Project Arachnid, a web-crawling technology to identify and increase the rate of removal of child sexual abuse material on the internet.

National Strategy to Combat Human Trafficking

Public Safety Canada will continue working with federal, provincial, and territorial partners and other stakeholders to implement measures under the whole-of-government National Strategy to Combat Human Trafficking 2019-2024.

Specifically, in 2022-23 the Department will continue to:

• Support a national human trafficking awareness campaign to raise awareness among Canadians of some of the misconceptions surrounding human trafficking;
• Implement and disseminate training tools for the transportation, hospitality and health care sectors to increase awareness and equip employees to identify the signs of human trafficking;
• Establish a Survivor Advisory Committee and Chief Advisor on Human Trafficking to advise and make recommendations relating to federal anti-trafficking policies and initiatives;
• Support organizations that provide trauma-informed services to victims and survivors, and enhance awareness among at-risk youth via the Contribution Program to Combat Serious and Organized Crime;
• Develop culturally relevant guidelines for front-line community workers who work with individuals affected by forced labour and human trafficking;
• Enhance knowledge of human trafficking through research and data collection; and
• Engage with a wide range of both governmental and non-governmental stakeholders to share information, collaborate and coordinate anti-human trafficking efforts.

Public Safety Canada will also continue to provide funding to the Canadian Centre to End Human Trafficking for the multilingual, 24/7 toll-free Canadian Human Trafficking Hotline.

Reducing illegal drug supply & use

Reducing the harms associated with the illegal drug supply

Building on its domestic and international partnerships with law and border enforcement agencies and partners, in 2022-23, Public Safety Canada will continue its collaborative efforts to address illegal drug production and trafficking to help reduce the harms associated with an increasingly toxic illegal drug supply.

Specifically, the Department will work to address:

• Organized crime involvement in the illegal synthetic drug market;
• Drug trafficking online and through the domestic mail system; and
• The illegal use of equipment and chemicals to manufacture controlled substances.

Additionally, Public Safety Canada will support the consideration of alternatives to criminal penalties for the possession of small amounts of controlled substances for personal use, as part of the Government of Canada's public health response to substance use and the ongoing opioid crisis. To address the global threat of illegal synthetic opioids and other drugs, the Department will work closely with international partners to coordinate policy and operational responses and to improve safety for Canadian communities.

Reducing the illegal cannabis market

Given the continued challenges presented by the illicit cannabis market, sustained efforts are required from key federal government partners, the law enforcement community, private industry and Indigenous leadership.

In 2022-23, Public Safety Canada plans to continue working in collaboration with federal, provincial and territorial stakeholders, and the law enforcement community to disrupt and displace the illegal online cannabis market.

Public Safety Canada will also continue its engagement with key stakeholders, such as financial institutions and payment platforms, to explore ways to address illegal online cannabis activities and protect the integrity of the financial payment system from illicit transactions and money laundering. The Department will also continue to work with stakeholders to monitor trends and patterns in the illegal cannabis markets, including the role of organized crime.

In addition, Public Safety Canada will build and share evidence-based knowledge on strategies to disrupt the illegal cannabis market in particular by:

• Implementing the renewed Online Illicit Cannabis Sales Action Plan, with a focus on:
  • Building on information resources to support law enforcement efforts;
  • Enhancing data collection and monitoring;
  • Continuing outreach with third-party entities; and
  • Building on public education and awareness activities.
• Undertaking research on progress towards the displacement of the illegal cannabis market and other public safety aspects, such as the impacts on law enforcement practices, the role of organized crime in the cannabis market, and the impact of cryptocurrencies on the future of the cannabis industry.

Drug-impaired driving

The Drug-Impaired Driving (DID) initiative aims to protect public safety on roadways in Canada by equipping law enforcement with the tools, technology and training necessary to enforce drug-impaired driving legislation, as well as through research, public awareness and the development of evidence-based policies.

With respect to law enforcement training, the DID initiative aims to ensure that at least 33% of all frontline officers have been trained in the use of Standardized Field Sobriety Testing, and that 1,250 officers are certified Drug Recognition Experts by the end of the initiative.

In 2022-2023, Public Safety Canada will continue working with provinces and territories through established funding agreements to achieve the law enforcement training objectives and support the acquisition and use of approved drug screening devices. In addition, through this initiative, the Department will work with provinces and territories to collect and report on data relating to trends and patterns in drug-impaired driving. The second annual data report is set to be released in the winter of 2022, and data collection will continue for the purposes of producing a subsequent report in 2023.

Public Safety Canada will also continue to support the Centre for Addiction and Mental Health to conduct laboratory studies on the impacts of cannabis on driving abilities. The results of the study should be available early in 2023.

Strengthening border policy

In 2022-23, in coordination with portfolio agencies and key international partners, Public Safety Canada will continue to protect the health and safety of Canadians by providing federal policy leadership to strengthen the integrity and efficient management of Canada's borders. This will include providing advice on the formulation of policies, regulations and programs related to immigration and border law enforcement matters.

The Department will also continue to work with partners to expand preclearance operations for international travellers and cargo in order to bolster trade, increase border security and enable faster travel.

Gender-based Analysis Plus (GBA Plus)

Public Safety Canada will continue to use GBA Plus to ensure inclusive outcomes for Canadians. Specific examples of these efforts include:

• Public Safety Canada continues to apply and review GBA Plus principles and practices in anti-gang programming to strengthen equity and equality outcomes for all Canadians, including by examining various diversity factors in key target populations (e.g. at-risk youth, gang members, victims);
• The National Crime Prevention Strategy will continue to support GBA Plus and implement initiatives for priority youth, including Black and Indigenous youth, through client-centered service delivery, encompassing gender-responsive and trauma-informed approaches. Data gathering categories are being broadened to enhance the production of demographically disaggregated program data;
• The Federal Framework to Reduce Recidivism (FFRR) will apply GBA Plus principles, taking into account the views and perspectives of a diverse group of stakeholders, including organizations that represent the interests of female offenders, Black and Indigenous Canadians, and those with a lived experience in the criminal justice system;
• GBA Plus considerations are included in the policy work underway to address the recommendations in the Final Report on the Implementation of the Merlo Davidson Settlement Agreement, which identified the underlying issues related to gender and sexual orientation-based harassment and discrimination in the RCMP;
• GBA Plus considerations are included in the policy development process for firearms and gun control to reduce the disproportionate impacts of gun violence on women, Indigenous persons and visible minorities;
• Canada's National Strategy for the Protection of Children from Sexual Exploitation on the Internet (National Strategy) is informed by the findings of detailed GBA Plus assessments. When it comes to grant and contributions projects under the Contribution Program to Combat Serious and Organized Crime (CPCSOC), GBA Plus findings are built into project applications and the recipient organization must demonstrate to Public Safety Canada how the initiative will be monitored, including emerging GBA Plus impacts throughout the delivery of the initiatives;
• Canada's National Strategy to Combat Human Trafficking is informed by the findings of detailed GBA Plus assessments and supports the Eliminating Gender-Based Violence and Promoting Access to Justice pillar of the Gender Results Framework. In addition, data collected by the Canadian Human Trafficking Hotline provides further insight into the characteristics of individuals who are victims or vulnerable to being victimized through the collection of non-identifying, disaggregated data such as gender, age, geographic location, and trafficking typology; and
• Public Safety Canada will lead a program evaluation on the Record Suspension Program in order to monitor whether marginalized groups are better able to access and successfully navigate the Program, and to measure the overall social benefits of record suspensions. The Department is working in collaboration with the Parole Board of Canada to determine to what extent demographic information can be collected so that the outcomes of the Program can be reported through a GBA Plus lens.

United Nations' (UN) 2030 Agenda for Sustainable Development and the UN Sustainable Development Goals

Under the Core Responsibility of Community Safety, Public Safety Canada will advance SDG 5 (Gender Equality), SDG 8 (Decent Work and Economic Growth), and SDG 16 (Peace, Justice and Strong Institutions) through the following targets:

• 16.a, 16.1: The National Crime Prevention Strategy contributes to the advancement of SDG 16 (Peace, Justice and Strong Institutions) by funding interventions that address the root causes and factors that put individuals at risk of offending. Successful and well-designed interventions have a positive influence on behaviours and reduce not only crime and victimization but also the social and economic costs that result from criminal activities;
• 8.5, 16.a: By providing education and employment opportunities to federal offenders, the Federal Framework to Reduce Recidivism will contribute to the advancement of SDG 8 (Decent Work and Economic Growth). By reducing the reoffending rates of people released from federal correctional institutions, the Framework will also contribute to SDG 16 (Peace, Justice and Strong Institutions);
• 16.1, 16.2: Public Safety Canada's efforts to counter online child sexual exploitation are contributing to the advancement of SDG 16 (Peace, Justice and Strong Institutions).Through the National Strategy for the Protection of Children from Sexual Exploitation on the Internet, the Department is supporting initiatives to protect children from online child sexual exploitation, prevent this terrible crime, and pursue and prosecute offenders;
• 8.7, 16.1, 16.2: Public Safety Canada is contributing to the advancement of SDG 8 (Decent Work and Economic Growth) and SDG 16 (Peace, Justice and Strong Institutions) through its leadership on countering human trafficking for both sex and labour. Through the National Strategy to Combat Human Trafficking, the Department is leading initiatives focused on prevention, protection, prosecution, partnerships, and survivor empowerment;
• 16.4,16.5, 16.6: Public Safety Canada's efforts to combat organized and economic crimes contribute to advancing SDG 16 (Peace, Justice and Strong Institutions). Organized and economic crimes are detrimental to society as a whole and their impact goes beyond the direct victims of the crimes. Addressing serious and organized crime ensures stable societies where citizens are safe and institutions are transparent;
• 16.1, 16.4: Advancing the requirements specified in An Act to amend certain Acts and Regulations in relation to firearms to reduce the transfer of non-restricted firearms without a licence will in turn reduce firearms violence and death, while the business record-keeping provisions will reduce the flow of illegal firearms. The work to complete the May 2020 prohibition of assault-style firearms and to develop handgun and large-capacity cartridge magazine prohibitions will also reduce firearms violence and death, and contribute to the advancement of SDG 16 (Peace, Justice and Strong Institutions); and
• 16.3: The Record Suspension Program contributes to the advancement of SDG 16 (Peace, Justice and Strong Institutions).

Experimentation

Further to the Experimentation Direction for Deputy Heads from the Treasury Board Secretariat, Public Safety Canada has finalized its own experimentation framework, which guides the Department's efforts in testing new approaches to existing problems, measuring their effectiveness, and building on their results.

Key risk(s)

Public Safety Canada's mission is to build a safe and resilient Canada. Accordingly, the Department must exercise a high level of awareness, engagement and adaptability to keep Canadians safe, maintain a cohesive and coordinated approach to safety and security, and generate results for Canadians while managing a variety of risks.

Currently, the Corporate Risk Profile (CRP) comprises the following four risks:

• There is a risk that some outcomes relying on the actions of partners will not be met;
• There is a risk that Public Safety Canada will be unable to keep pace with and take advantage of technological advances;
• There is a risk that the Department may not respond effectively to the pace and magnitude of change in the evolving, all-hazards threat environment; and
• There is a risk that the Department will not attract and retain the employees required to achieve its organizational objectives.

A number of controls are currently in place and additional mitigation measures are being implemented to respond to threats to the Department's ability to deliver on its mandate, render timely decisions and achieve intended outcomes. Furthermore, some of the planned initiatives listed in the previous section will help the Department respond to the risks associated with the delivery of Public Safety Canada programs.

Planned results for Community Safety

The following table shows Community Safety's planned results, its result indicators, the targets and the target dates for 2022–23, and the actual results for the three most recent fiscal years for which actual results are available.

The financial, human resources and performance information for the Public Safety Canada's Program Inventory is available on GC InfoBase.

Planned budgetary spending for Community Safety

The following table shows, for Community Safety, budgetary spending for 2022–23, as well as planned spending for that year and for each of the next two fiscal years.

Financial, human resources and performance information for Public Safety Canada's Program Inventory is available on GC InfoBase.

Planned human resources for Community Safety

The following table shows, in full‑time equivalents, the human resources the Department will need to fulfill this Core Responsibility for 2022–23 and for each of the next two fiscal years.

Financial, human resources and performance information for Public Safety Canada's Program Inventory is available on GC InfoBase.

Emergency Management

Description

Public Safety Canada works to strengthen national emergency management to help prevent, mitigate, prepare for, respond to and recover from all-hazards events. Public Safety Canada provides resources and expertise to Canadian communities in support of emergency preparedness, disaster mitigation and recovery.

Planning highlights

In 2022-23, Public Safety Canada will seek to achieve emergency management results through the following activities.

Strengthened resilience

Emergency Management Strategy and Action Plan

In 2022-23, Public Safety Canada, in collaboration with provinces and territories, will release the first Federal-Provincial-Territorial (FPT) Emergency Management Strategy Action Plan (EMSAP), which identifies how FPT governments are implementing the objectives of the Emergency Management Strategy for Canada: Toward a Resilient 2030.

The EMSAP supports the roles and responsibilities outlined in the Emergency Management Framework, and guides FPT governments and their respective emergency management partners in carrying out priorities to strengthen Canada's ability to assess risks and to prevent, mitigate, prepare for, respond to, and recover from disasters.

Federal Emergency Management Modernization Project

The Federal Emergency Management Modernization Project (FEMMP) was established in 2017 to improve the alignment and coherence of emergency management practices across the federal government in support of provincial and territorial partners. The ongoing response to the COVID-19 pandemic continues to highlight the importance of reinforcing interoperability within and between federal organizations and a shared understanding of roles, responsibilities and accountabilities for managing emergency events.

In 2022-23, the FEMMP will continue to:

• Modernize the existing policy suite to provide coherent guidance with respect to federal emergency response coordination, including implementing new approaches to defining emergency management capabilities;
• Establish a federal Functional Community for Emergency Management, which will provide structure and oversight of federal training and workforce development to ensure and sustain a prepared, capable workforce at all levels of federal organizations;
• Identify common business requirements for current and future information management and procurement that provide a common, data-driven approach to managing emergency response functions and information; and
• Work with Public Services and Procurement Canada and Shared Services Canada to fully implement the fit-up of the new facility for the Government Operations Centre by 2024.

National Adaptation Strategy on Climate Change

In the November 2021 Speech from the Throne, the Government of Canada committed to developing Canada's first ever National Adaptation Strategy (NAS).

The NAS aims to:

• Create a shared vision for climate resilience in Canada;
• Identify key priorities for increased collaboration with provinces, territories, municipalities, and Indigenous Peoples, among others; and
• Establish a framework that establishes targets and performance indicators to measure climate resilience at the national level.

Environment and Climate Change Canada (ECCC) is leading this whole-of-government effort with other federal departments, including Public Safety Canada, Health Canada, Infrastructure Canada, Natural Resources Canada. To inform the development of the NAS, the Government of Canada is launching five Advisory Tables, each of which will be co-chaired by a federal department along with an external partner or stakeholder with expertise in the following areas:

• Health and Well-being;
• Resilient Natural and Built Infrastructure;
• Thriving Natural Environment;
• Strong and Resilient Economy; and
• Disaster Resilience and Security.

In 2022-23, the Disaster Resilience and Security Advisory Table, co-chaired by Public Safety Canada and the Insurance Bureau of Canada, will build on existing work to help strengthen Canada's preparedness and readiness for disaster events, and will focus on the following key sub-themes of the NAS:

• Economic and social implications of climate disasters and recovery initiatives;
• Capabilities to respond to natural hazards and climate-driven emergencies;
• Emergency preparedness, disaster mitigation and disaster risk reduction;
• The needs and risks of vulnerable populations and communities; and
• Security and public safety in a climate-impacted future.

The Table's membership consists of representatives from non-governmental organizations, emergency management practitioners, academics, industry representatives, and Indigenous community members (including from the three National Indigenous organizations).

National Action Plan on Post-Traumatic Stress Injuries

In 2022-23, Public Safety Canada will continue to advance Canada's first-ever National Action Plan on Post-Traumatic Stress Injuries (PTSI) for public safety personnel. This includes continued support for the National Research Consortium on PTSI among public safety personnel. The Department will also continue to support a $10 million pilot project focused on the delivery of Internet-based cognitive behavioural therapy.

In order to assess results and effectiveness as well as to identify potential gaps, the Department will undertake an evaluation of the PTSI program in 2022-23. Public Safety Canada will also support the Public Health Agency of Canada as it continues to advance a Budget 2021 commitment to support mental health programming for a trauma and post-traumatic stress disorder stream for populations at high risk of developing COVID-19 related challenges.

The Department will also continue to recognize emergency management practitioners across the country through the Emergency Management Exemplary Service Award.

Understanding disaster risks

Emergency Management Public Awareness Contribution Program

To improve understanding of disaster risks in various sectors of society, Public Safety Canada's Emergency Management Public Awareness Contribution Program (EMPACP) provides funding to help Canadians understand the risks associated with natural disasters and what can be done to prepare for and mitigate weather-related emergencies.

In 2020-21, the EMPACP provided funding to the Canadian Red Cross (CRC) for its 5-year project, Driving Risk Awareness to Action and Building Resiliency for Vulnerable Canadians in High-Risk Areas. In 2022-23, the Department will continue to work with the CRC to raise awareness of the risks faced by vulnerable populations in Canada and to promote actions that improve individual and community resiliency.

National Risk Profile

In 2022-23, Public Safety Canada will conduct a National Risk Profile (NRP) assessment using scientific evidence and stakeholder perspectives to create a forward-looking national picture of risk and capabilities.

The NRP will assist in decision making to support resilience to disasters and increase understanding of the diversity of risks faced by various populations, Indigenous peoples, and northern and remote communities. The NRP is also advancing the development of a common language and set of terms with the goal of increasing whole-of-society interoperability and cooperation.

Whole-of-society disaster prevention and mitigation

In 2022-23, Public Safety Canada will maintain efforts to improve public awareness of and preparedness for natural disasters through existing mechanisms such as the Emergency Preparedness and Fire Prevention Weeks.

Enhancing disaster response capacity and coordination

National Public Alerting System and public safety broadband network

In 2022-23, Public Safety Canada will continue to support the advancement of a public safety broadband network in Canada (PSBN), and the enhancement and maintenance of the National Public Alerting System (NPAS) to ensure the effectiveness and safety of first responders and the safety of Canadians. The Department will also continue to lead a collaborative federal, provincial and territorial plan to strengthen governance, sustainability, and guidelines around the usage of the NPAS to maintain a public alerting system for all Canadians that is stable, accessible, inclusive and trusted.

Humanitarian workforce

As part of its response to the COVID-19 pandemic, the Government of Canada has committed $150 million between 2021 and 2023 to support the Canadian Red Cross and other non-governmental organizations (NGOs) in building and maintaining a humanitarian workforce to provide surge support in response to the pandemic and other large-scale emergency events in Canada.

In 2022-23, Public Safety Canada will continue to support the efforts of NGOs to strengthen their emergency readiness capacity and fund deployment activities in response to specific Requests for Federal Assistance from provincial and territorial governments.

Heavy Urban Search and Rescue (HUSAR) Program

In 2022-2023, the Department will advance efforts towards finalizing the development of a national concept of operations to address preparedness and response issues linked to a wide range of disasters. It will also continue to work towards establishing a national HUSAR team accreditation process certified by the United Nations International Search and Rescue Advisory Group.

International COSPAS-SARSAT Programme

The International COSPAS-SARSAT Programme is an international satellite-based search and rescue (SAR) distress alerting system that directly contributes to the efficient and effective use of SAR resources in Canada and around the world. On average, 45 Canadian lives and an additional 950 lives internationally are saved annually by COSPAS-SARSAT.

In 2022-23, Public Safety Canada will continue to provide leadership for Canada's engagement and participation in the International COSPAS-SARSAT Programme. Canada continues to make substantial investments in new COSPAS-SARSAT capabilities, including in the Medium Earth Orbit Search and Rescue (MEOSAR) system. Canada's continued leadership role in the Programme will ensure that Canadians receive the full benefit of these investments and that our interests are given appropriate international consideration.

Additionally, the Department will continue to lead Canada's efforts to renew the International COSPAS-SARSAT Programme Agreement (ICSPA) between Canada and the three other signatories (France, the Russian Federation and the United States).

Strengthened recovery

BC Floods and Extreme Weather Appeal

On November 26, 2021, the Government of Canada and the Government of British Columbia announced that they will match individual and corporate donations made to the Canadian Red Cross' British Columbia Floods and Extreme Weather Appeal, meaning that every dollar donated will become $3 to support those affected by the floods. In 2022-23, Public Safety Canada will provide this funding through the Canadian Red Cross COVID-19, Floods, and Wildfires transfer payment program.

Flood Insurance and Relocation Project

To support whole-of-society disaster prevention and mitigation activities, Public Safety Canada has established an interdisciplinary Task Force on Flood Insurance and Relocation (“Task Force”) to continue the efforts of the Advisory Council on Flooding. Efforts of the Task Force in 2022-23 will include:

• Providing Canadians and their elected representatives with a report on the viability of a low-cost, national, residential flood insurance program and national action plan on potential relocation for residents of areas at the highest risk of recurrent flooding;
• Exploring options to protect homeowners at high risk of flooding who lack adequate insurance protection; and
• Examining the viability of a low-cost national flood insurance program and considering options for potential relocation for residents of areas at the highest risk of recurrent flooding.

Indigenous Services Canada (ISC) will also work with First Nations partners on a dedicated Steering Committee on First Nations Home Flood Insurance Needs to examine the unique context on reserves. The Task Force and Steering Committee will work closely to share information and engage with various partners, including with First Nations off-reserve, Inuit, and Métis communities and organizations. Both entities began their work in January 2021 and will report their findings in the spring of 2022.

Disaster Financial Assistance Arrangements

Public Safety Canada has initiated a review of the Disaster Financial Assistance Arrangements (DFAA). The review is based on internal research and consultation, as well as external inputs and contributions.

In 2022-23, the Department expects to establish a panel of external advisors, primarily academics and industry practitioners, to provide advice and recommendations on the DFAA, taking into account the interdependencies of the DFAA with provincial and territorial programming.

The Department will continue working closely with federal, provincial and territorial stakeholders, primarily through the Senior Officials Responsible for Emergency Management (SOREM), to ensure that stakeholders receive regular updates regarding the work of the advisory panel, and are engaged in the broader policy efforts and work being undertaken.

Gender-based Analysis Plus (GBA Plus)

Public Safety Canada will continue to use GBA Plus to ensure inclusive outcomes for Canadians. Specific examples of these efforts include:

• GBA Plus is integrated into several sub-initiatives of the Emergency Management Strategy, such as the National Risk Profile and the Emergency Management Public Awareness Contribution Program, which seeks to increase the levels of preparedness and readiness of vulnerable groups (e.g., low-income Canadians, seniors, women, newcomers to Canada, and Indigenous communities) to natural hazards;
• The Post-Traumatic Stress (PTSI) Action Plan's investments in research and data collection will help establish baseline data on GBA Plus and other intersecting identity factors that may exacerbate or influence instances of PTSI in public safety personnel, such as race, ethnicity, religion and socio-economic status. This crucial research will inform further investments in prevention, early intervention, care, and treatment to ensure that public safety personnel are better able to identify, prevent and address symptoms associated with PTSI;
• A future public safety broadband network (PSBN) will help to address connectivity and capability gaps across the country, as well as enhance the delivery of emergency management services in underserved and marginalized communities. In 2017, prior to the standing-up of the multi-stakeholder Temporary National Coordination Office (TNCO), Public Safety Canada hosted a workshop at which participants were asked to think about the ways in which the PSBN could be viewed through a GBA Plus lens. A number of key items and considerations were raised and remain relevant today. They continue to be monitored as they evolve over time to ensure that certain groups of Canadians are not unduly impacted as a result of the PSBN; and
• GBA Plus has been a major component of the Flood Insurance and Relocation Project currently underway, which consists of a three-phase approach:
  • Outline in general terms the kinds of GBA Plus issues that are relevant to the Project;
  • Conduct data analysis of social vulnerability factors and flood hazard exposure to identify where issues exist from a GBA Plus standpoint; and
  • Propose strategies to address identified issues.

United Nations' (UN) 2030 Agenda for Sustainable Development and the UN Sustainable Development Goals

Under the Core Responsibility of Emergency Management, Public Safety Canada will advance SDG 9 (Industry, Innovation and Infrastructure), SDG 11 (Sustainable Cities and Communities), SDG 13 (Climate Action), SDG 15 (Life on Land), and SDG 17 (Partnership for the Goals) through the following targets:

• 13.1: The Government Operation Centre's (GOC) Watch program provides 24/7 emergency event monitoring services. The GOC's planning, preparedness and risk products are developed and disseminated to federal, provincial, and territorial partners in anticipation of and in response to climate-related hazards and natural disasters with the expressed purpose of preventing harm to Canadians. Further, the GOC will support the Department in the renewal of the National Risk Profile. Similarly, the GOC's mandate supports the Canadian Ambition 13.2.1 that states, “Canadians are well-equipped and resilient to face the effects of climate change.” (Canadian Indicator Framework for Sustainable Development of Goals);
• 11.5: 11.b: The Emergency Management Strategy for Canada (EM Strategy) builds on the foundational principles, roles and responsibilities articulated in the EM Framework and the Sendai Framework to establish federal, provincial, and territorial (FPT) priorities to strengthen the resilience of Canadian society by 2030. The Strategy seeks to guide FPT governments and their respective EM partners in carrying out priorities aimed at strengthening Canada's ability to assess risks and to prevent, mitigate, prepare for, respond to, and recover from disasters;
• 11,13: The Emergency Management Strategy for Canada provides a long-term vision for emergency management over the next decade and establishes five priority areas for action that are aligned with the United Nations Sendai Framework for Disaster Risk Reduction;
• 9.3,9.4: If implemented, a national public safety broadband network, (PSBN) will support advancing SDG 9: Build resilient infrastructure, promote inclusive and sustainable industrialization and foster innovation of the Canadian Indicator Framework for the Sustainable Development of Goals. Specifically, a national PSBN will create synergy between broadband and wireless initiatives supporting targets 9.3 and 9.4;
• 9,11,13,15: The Flood Insurance and Relocation Project (FIRP) will support several UN 2030 SDGs including 13, Climate Action; 15, Life on Land; 11, Sustainable Cities and Communities; and 9, Industry, Innovation, and Infrastructure; and
• 3,10,11,17: Public Safety Canada's Disaster Financial Assistance Arrangements program is carried out in collaboration with both provincial and territorial stakeholders. The DFAA takes into account the following UN Sustainable Development Goals as the program seeks to improve SDG 3, Good Health and Well-being; SDG 10, Reduced Inequalities; SDG 11, Sustainable Cities and Communities; and SDG 17, Build Strong Partnerships for the Goals.

Experimentation

Further to the Experimentation Direction for Deputy Heads from the Treasury Board Secretariat, Public Safety Canada has finalized its own experimentation framework, which guides the Department's efforts in testing new approaches to existing problems, measuring their effectiveness, and building on their results.

Key risk(s)

Public Safety Canada's mission is to build a safe and resilient Canada. Accordingly, the Department must exercise a high level of awareness, engagement and adaptability to keep Canadians safe, maintain a cohesive and coordinated approach to safety and security, and generate results for Canadians while managing a variety of risks.

Currently, the Corporate Risk Profile (CRP) comprises the following four risks:

• There is a risk that some outcomes relying on the actions of partners will not be met;
• There is a risk that Public Safety Canada will be unable to keep pace with and take advantage of technological advances;
• There is a risk that the Department may not respond effectively to the pace and magnitude of change in the evolving, all-hazards threat environment; and
• There is a risk that the Department will not attract and retain the employees required to achieve its organizational objectives.

A number of controls are currently in place and additional mitigation measures are being implemented to respond to threats to the Department's ability to deliver on its mandate, render timely decisions and achieve intended outcomes. Furthermore, some of the planned initiatives listed in the previous section will help the Department respond to the risks associated with the delivery of Public Safety Canada programs.

Planned results for Emergency Management

The following table shows, for Emergency Management, the planned results, the result indicators, the targets and the target dates for 2022–23, and the actual results for the three most recent fiscal years for which actual results are available.

The financial, human resources and performance information for the Public Safety Canada's Program Inventory is available on GC InfoBase.

Planned budgetary spending for Emergency Management

The following table shows budgetary spending for 2022-23, as well as planned spending for that year and for each of the next two fiscal years.

Financial, human resources and performance information for Public Safety Canada's Program Inventory is available on GC InfoBase.

Planned human resources for Emergency Management

The following table shows, in full‑time equivalents, the human resources the Department will need to fulfill the intended outcomes of this Core Responsibility for 2022–23 and for each of the next two fiscal years.

Financial, human resources and performance information for Public Safety Canada's Program Inventory is available on GC InfoBase.

Internal Services: planned results

Description

Internal Services are the services that are provided within a department so that it can meet its corporate obligations and deliver its programs. There are 10 categories of Internal Services:

• Management and Oversight Services
• Communications Services
• Legal Services
• Human Resources Management Services
• Financial Management Services
• Information Management Services
• Information Technology Services
• Real Property Management Services
• Materiel Management Services
• Acquisition Management Services

Planning highlights

In 2022-23, Public Safety Canada will seek to support Internal Services through the following activities.

Diversity and inclusion

In 2022-2023, Public Safety Canada will continue its efforts to create a more diverse, equitable and inclusive Public Service. Building on the Departmental Strategic Framework on Diversity and Inclusion and the associated action plan, Public Safety Canada will continue to:

• Implement the Equitable, Diverse and Inclusive Recruitment Strategy;
• Develop an accessibility plan to foster an inclusive and accessible environment;
• Build awareness and a culture of inclusion by promoting and supporting employee networks, training and other outreach initiatives, and enhancing ongoing learning and development resources;
• Enhance the capacity and governance of diversity and inclusion efforts to help ensure sustained action, and facilitate the reporting of results; and
• Provide tools that facilitate the achievement of employment equity recruitment goals and support the leadership and career development of Indigenous, Black and other racialized and under-represented groups.

People management

To ensure a strong focus on results through effective performance measurement and sound management practices, Public Safety Canada will continue to build the Department's people management capacity and enhance human resources (HR) services through innovative approaches.

Key initiatives for 2022-2023 include:

• Supporting the Department in a return to the workplace and implementation of a hybrid workplace model;
• Advancing recruitment and development initiatives to enhance internal capacity and knowledge retention;
• Reviewing client service delivery models to ensure that they are efficient and respond to the needs of an evolving work model; and
• Implementing classification conversion exercises.

Sustained pandemic management

In 2022-23, the Department will continue to pursue its commitment to foster a healthy work environment and effectively respond to the pandemic by continuing to:

• Monitor, assess and adjust to the evolving pandemic and public health guidance and protocols;
• Assess and mitigate risks to the integrity and the delivery of critical services and priorities;
• Support the implementation of the Policy on COVID-19 Vaccination; and
• Prioritizing occupational health and safety, including psychological health.

Workforce planning and modernization

In 2022-23, Public Safety Canada will continue to define and direct the implementation of the Treasury Board Secretariat Hybrid Workforce Vision within the Department by:

• Supporting the development of flexible work arrangements, where possible;
• Modernizing the Public Safety Canada workplace, technologies and processes to optimize performance in the hybrid environment;
• Engaging with security personnel and Deputy Minister communities on defining and ensuring the consistent application of security controls in shared hybrid risk environments;
• Assessing and evaluating evolving client service needs, risks and opportunities in the hybrid environment to optimize the corporate services delivery model in a hybrid environment; and
• Supporting effective change management, communications and engagement at all levels.

Government of Canada Business Continuity Management Program renewal

In 2022-23, Public Safety Canada will continue to advance the Business Continuity Management (BCM) Program renewal across the federal government by:

• Continuing to advance research and the standardization of BCM methodologies and practices within the Government of Canada;
• Increasing the Lead Security Agency's leadership profile within the BCM community and collaborate with the community and stakeholders to address their BCM-related issues;
• Working with the Canadian School of Public Service to develop and implement BCM training solutions for federal organizations; and
• Developing guidance and tools for federal organizations to assess and evaluate their BCM programs.

Planned budgetary spending for Internal Services

The following table shows, for Internal Services, budgetary spending for 2022–23, as well as planned spending for that year and for each of the next two fiscal years.

Financial, human resources and performance information for Public Safety Canada's Program Inventory is available on GC InfoBase.

Planned human resources for Internal Services

The following table shows, in full‑time equivalents, the human resources the Department will need to deliver these services for 2022–23 and for each of the next two fiscal years.

Financial, human resources and performance information for Public Safety Canada's Program Inventory is available on GC InfoBase.

Planned spending and human resources

This section provides an overview of the Department's planned spending and human resources for the next three fiscal years and compares planned spending for 2022–23 with actual spending for the current year and the previous year.

Planned spending

Departmental spending 2019–20 to 2024–25.

The following graph presents planned spending (voted and statutory expenditures) over time.

The figure below displays the allocation of Public Safety Canada's planned spending by program in 2022-23

The 2022-23 Main Estimates and Planned Spending are $298.8 million (25%) lower than the 2021-22 Forecast Spending. The decrease is mainly attributable to $345.8 million in funding levels for the Disaster Financial Assistance Arrangements (DFAA) program resulting from provinces and territories' forecasts for expected disbursements. Public Safety Canada regularly consults with provinces and territories to ensure funding levels meet disbursement requirements under the DFAA legislation, and then aligns funding levels accordingly. Due to the unpredictable nature of natural disasters, the DFAA funding levels may be significantly adjusted throughout the course of the fiscal year.

The overall decrease is also the result of the completion of $84.0 million for one year funding in support of a Humanitarian Workforce to Respond to COVID-19 and Other Large-Scale Emergencies, the completion of $70.0 million in financial support to the Canadian Red Cross resulting from the program extension and various provincial and territorial requests for assistance, and $20.9 million for the expiry of the National Disaster Mitigation Program. These decreases are mainly offset by a net increase of $139.7 million in funding for the First Nations and Inuit Policing Program, which is comprised of a transfer to the Royal Canadian Mounted Police (RCMP) in 2021-22 and increased funding levels for the program in 2022-23; $43.1 million in funding levels to establish the Building Safer Communities Fund that will bolster gang-prevention programing to counter the social conditions that lead to criminality; and $36.2 million in funding levels for the relocation and accommodations for the Government Operations Centre, of which the majority will be allotted to Public Services and Procurement Canada for the implementation of the project.

The decrease of $46.3 million (5%) in planned spending from 2022-23 to 2023-24 is mainly attributable to a decrease of $78.0 million for the maturation of the Initiative to Take Action Against Gun and Gang Violence, which is being complemented by a new $250 million investment to establish the Building Safer Communities Fund to continue to respond to the call to combat gun and gang violence, and $28.5 million in funding levels for the relocation and accommodations for the Government Operations Centre. These decreases are mainly offset by an increase of $61.2 million in funding for the First Nations and Inuit Policing Program. Lastly, the increase of $11.4 million (1%) in planned spending from 2023-24 to 2024-25 is mainly attributable to funding level increases of $17.0 million for the First Nations and Inuit Policing Facilities Program. These increases are mainly offset by the decrease in funding level of $6.9 million for the relocation and accommodations for the Government Operations Centre.

Planned human resources

The following table shows information on human resources, in full-time equivalents (FTEs), for each of Public Safety Canada's Core Responsibilities and Internal Services for 2022–23 and the other relevant years.

* Note: The calculation of full-time equivalents (FTE) differs from the actual number of employees in that the former combines part-time employment, term employment, job sharing, etc., to indicate the total aggregate use of the equivalent to a full-time employee. For instance, two half-time employees constitute a single FTE. Figures presented above include students and executive interchange.

In fiscal year 2021-22, planned FTEs increased by 159 FTEs (13.4%) from 1,186 in 2020-21 to 1,345 in 2021-22. Public Safety Canada's forecasted FTEs in fiscal year 2021-22 include the addition of FTEs related to new programs received through Supplementary Estimates. These programs mainly include the funding to develop a buy-back program for assault-style firearms and a national social marketing campaign, the Anti-Money Laundering Action, Coordination and Enforcement Team, the funding to support Indigenous policing and community safety, and the funding to establish the Building Safer Communities Fund that will bolster gang-prevention programming to counter the social conditions that lead to criminality.

Overall FTEs in 2022-23 will decrease by 22 FTEs (1.6%) from 1,345 in 2021-22 to 1,323 in 2022-23 as a result of sunsetting programs. The same trend, as a result of program maturation, is seen in 2023-24 with a decrease of 30 FTEs (2.3%) from 1,323 in 2022-23 to 1,293 in 2023-24, and in 2024-25 with another minimal decrease of 42 FTEs (3.2%) from 1,293 in 2023-24 to 1,251 in 2024-25.

Estimates by vote

Information on Public Safety Canada's organizational appropriations is available in the 2022–23 Main Estimates.

Future-oriented condensed statement of operations

The future‑oriented condensed statement of operations provides an overview of Public Safety Canada's operations for 2021–22 to 2022–23.

The forecast and planned amounts in this statement of operations were prepared on an accrual basis. The forecast and planned amounts presented in other sections of the Departmental Plan were prepared on an expenditure basis. Amounts may therefore differ.

A more detailed future‑oriented statement of operations and associated notes, including a reconciliation of the net cost of operations with the requested authorities, are available on Public Safety Canada's website.

The difference of $1.3 billion in the expenses between 2021–22 and 2022–23 is mainly due to the fact that Public Safety Canada intends to review future funding levels for the Disaster Financial Assistance Arrangements (DFAA) and, if required, seek the appropriate level of funding to meet its obligations under the DFAA program.

Corporate information

Organizational profile

Appropriate minister(s):

The Honourable Marco E.L. Mendicino, P.C., M.P.

The Honourable William Sterling Blair, P.C., C.O.M., M.P.

Institutional head:

Mr. Rob Stewart

Ministerial portfolio:

Public Safety and Emergency Preparedness

Enabling instrument(s):

• Department of Public Safety and Emergency Preparedness Act (2005)
• Emergency Management Act (2007)

Year of incorporation/commencement:

2003

Raison d'être, mandate and role: who we are and what we do

Information on Public Safety Canada's raison d'être, mandate and role is available on the Department's website.

Information on Public Safety Canada's mandate letter commitments is available in the Minister of Public Safety's mandate letter and the Minister of Emergency Preparedness mandate letter.

Operating context

Information on the operating context is available on Public Safety Canada's website.

Reporting framework

Public Safety Canada's approved Departmental Results Framework and Program Inventory for 2022–23 are as follows.

Changes to the approved reporting framework since 2021–22

Public Safety Canada has not made any changes to the approved reporting framework since 2021-22.

Supporting information on the Program Inventory

Supporting information on planned expenditures, human resources, and results related to Public Safety Canada's Program Inventory is available on GC InfoBase.

Supplementary information tables

The following supplementary information tables will be available on Public Safety Canada's website:

• Departmental Sustainable Development Strategy
• Details on transfer payment programs
• Gender-based Analysis Plus (GBA Plus)
• Horizontal initiatives
• United Nations 2030 Agenda and the Sustainable Development Goals

Federal tax expenditures

Public Safety Canada's Departmental Plan does not include information on tax expenditures.

Tax expenditures are the responsibility of the Minister of Finance. The Department of Finance Canada publishes cost estimates and projections for government‑wide tax expenditures each year in the Report on Federal Tax Expenditures. This report provides detailed information on tax expenditures, including objectives, historical background and references to related federal spending programs, as well as evaluations, research papers and GBA Plus.

Organizational contact information

Mailing address

269 Laurier Avenue West
Ottawa, ON K1A 0P8 Canada

Telephone:

General enquiries: 613-944-4875 or 1-800-830-3118

Media enquiries: 613-991-0657

National Crime Prevention Centre (NCPC): 1-800-830-3118

National Office for Victims: 1-866-525-0554

TTY:

1-866-865-5667

Fax:

613-954-5186

Email:

General enquiries: enquiries.enquetes@ps.gc.ca

Media enquiries: 613-991-0657 or media@ps.gc.ca

Cross-Cultural Roundtable on Security (CCRS): roundtable@ps.gc.ca

National Crime Prevention Centre (NCPC): prevention@ps.gc.ca

Passenger Protect Inquiries Office: PS.PPinquiries-demandesPP.SP@ps-sp.gc.ca

Website:

Public Safety Canada

Appendix: definitions

appropriation (crédit)

Any authority of Parliament to pay money out of the Consolidated Revenue Fund

budgetary expenditures (dépenses budgétaires)

Operating and capital expenditures; transfer payments to other levels of government, organizations or individuals; and payments to Crown corporations

Core Responsibility (Responsabilité essentielle)

An enduring function or role performed by a department. The intentions of the department with respect to a Core Responsibility are reflected in one or more related Departmental Results that the department seeks to contribute to or influence.

Departmental Plan (plan ministériel)

A document that sets out a department's priorities, programs, expected results and associated resource requirements, covering a three‑year period beginning with the year indicated in the title of the report. Departmental Plans are tabled in Parliament each spring.

Departmental Result (résultat ministériel)

A Departmental Result is a change that a department seeks to influence. It is often outside a departments' immediate control, but it should be influenced by Program-level outcomes.

Departmental Result Indicator (indicateur de résultat ministériel)

A factor or variable that provides a valid and reliable means to measure or describe progress on a Departmental Result.

Departmental Results Framework (cadre ministériel des résultats)

A framework that consists of the department's Core Responsibilities, Departmental Results and Departmental Result Indicators.

Departmental Results Report (rapport sur les résultats ministériels)

A report on a department's actual performance in a fiscal year against its plans, priorities and expected results set out in its Departmental Plan for that year. Departmental Results Reports are usually tabled in Parliament each fall.

experimentation (expérimentation)

The conduct of activities that explore, test and compare the effects and impacts of policies and interventions in order to inform decision making and improve outcomes for Canadians. Experimentation is related to, but distinct from, innovation. Innovation is the trying of something new; experimentation involves a rigorous comparison of results. For example, introducing a new mobile application to communicate with Canadians can be an innovation; systematically testing the new application and comparing it against an existing website or other tools to see which one reaches more people is experimentation.

full‑time equivalent (équivalent temps plein)

A measure of the extent to which an employee represents a full person‑year charge against a departmental budget. Full‑time equivalents 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.

Gender-based Analysis Plus (GBA Plus) (analyse comparative entre les sexes plus [ACS Plus])

An analytical process used to assess how diverse groups of women, men and gender-diverse people experience policies, programs and services based on multiple factors including race, ethnicity, religion, age, and mental or physical disability.

government-wide priorities (priorités pangouvernementales)

For the purpose of the 2022–23 Departmental Plan, government-wide priorities are the high-level themes outlining the Government's agenda in the 2021 Speech from the Throne, such as protecting Canadians from COVID-19; helping Canadians through the pandemic; building back better – a resiliency agenda for the middle class; the Canada we're fighting for.

horizontal initiative (initiative horizontale)

An initiative in which two or more federal organizations are given funding to pursue a shared outcome, often linked to a government priority.

non‑budgetary expenditures (dépenses non budgétaires)

Net outlays and receipts related to loans, investments and advances, which change the composition of the financial assets of the Government of Canada.

performance (rendement)

What an organization did with its resources to achieve its results, how well those results compare to what the organization intended to achieve, and how well lessons learned have been identified.

plan (plan)

The articulation of strategic choices, which provides information on how an organization intends to achieve its priorities and associated results. Generally, a plan will explain the logic behind the strategies chosen and tend to focus on actions that lead up to the expected result.

planned spending (dépenses prévues)

For Departmental Plans and Departmental Results Reports, planned spending refers to those amounts presented in the Main Estimates.
A department is expected to be aware of the authorities that it has sought and received. The determination of planned spending is a departmental responsibility, and departments must be able to defend the expenditure and accrual numbers presented in their Departmental Plans and Departmental Results Reports.

Program (programme)

Individual or groups of services, activities or combinations thereof that are managed together within a department and that focus on a specific set of outputs, outcomes or service levels.

Program Inventory (répertoire des programmes)

An inventory of a department's Programs that describes how resources are organized to carry out the department's Core Responsibilities and achieve its planned results.

result (résultat)

An external consequence attributed, in part, to an organization, policy, program or initiative. Results are not within the control of a single organization, policy, program or initiative; instead, they are within the area of the organization's influence.

statutory expenditures (dépenses législatives)

Expenditures that Parliament has approved through legislation other than appropriation acts. The legislation sets out the purpose of the expenditures and the terms and conditions under which they may be made.

target (cible)

A measurable performance or success level that an organization, program or initiative plans to achieve within a specified time period. Targets can be either quantitative or qualitative.

voted expenditures (dépenses votées)

Expenditures that Parliament approves annually through an Appropriation Act. The vote wording becomes the governing conditions under which these expenditures may be made.

Date modified:

2023-06-29