This page has been archived.
Information identified as archived on the Web is for reference, research or recordkeeping purposes. It has not been altered or updated after the date of archiving. Web pages that are archived on the Web are not subject to the Government of Canada Web Standards. As per the Communications Policy of the Government of Canada, you can request alternate formats on the "Contact Us" page.
The Department has a single Strategic Outcome and three Program Activities. This Section presents the following information for each Program Activity: priority, resources, context, key initiatives and ongoing activities. The key initiatives and ongoing activities are described in more detail with associated expected results and performance/progress indicators.
The departmental priority for Emergency Management and National Security is to protect the security of Canada and Canadians. The following chart provides a summary of the key initiatives for this Program Activity. The details of each initiative follow.
Program Activity |
Priority |
Expected Result |
Key Initiatives |
Emergency Management and National Security |
Protecting the security of Canada and Canadians |
Programs and policies that help protect and mitigate threats to Canada and Canadians |
|
Financial Resources ($000’s):
2007-2008 |
2008-2009 |
2009-2010 |
232,183 |
101,292 |
101,663 |
Human Resources (FTE):
2007-2008 |
2008-2009 |
2009-2010 |
580 |
600 |
590 |
A comprehensive emergency management and national security foundation, supporting the effective and efficient delivery of an all-hazards response system in the face of an unpredictable environment, remains a Canadian necessity. The well-being, both social and economic, of individuals and businesses, depends on the ability of governments to respond to emergencies, address threats to the security of Canada in a timely and efficient manner, and to conduct mitigation, preparedness and recovery activities to alleviate risks and minimize consequences.
The passage of the proposed Emergency Management Act (replacing the Emergency Preparedness Act) would provide enhanced Ministerial powers and clarify the roles and responsibilities of the Government in emergencies. National disaster mitigation measures are also under development to assist in reducing the loss of life and property in the event of floods, wildfires or other natural hazards. The Government Operations Centre continues to upgrade and enhance its capabilities to provide ongoing monitoring of public safety and security incidents and maintains a high readiness to take action as required. Measures such as national exercises, plans, accredited course curricula and targeted science and technology help improve emergency preparedness. National security arrangements will continue to be examined and adapted to meet the evolving challenges posed by terrorism and other threats to national security and to support coordinated action by departments and agencies, both at home, and abroad in concert with our allies.
Key Initiative - Strengthen Emergency Management Capacity, Critical Infrastructure Protection, and Federal Emergency Response Capacity
Federal Emergency Response Plan (FERP)
The Department will implement the FERP, the federal government’s all-hazards approach to emergency response. Successful implementation, however, depends on effective relations with other federal government departments and agencies to leverage expertise and maintain coherence among existing response plans. This successful implementation also depends on learning plans and a recruitment strategy to develop surge capacity for the Government Operations Centre and PSEPC’s regional offices, as well as a series of exercises to test the effectiveness of our response to emergencies (including those affecting urban transit systems and facilities).
Expected Results: |
Performance/Progress Indicators: |
|
|
Passage of the Emergency Management Act
This legislation would enhance jurisdictional support for a number of on-going measures on emergency management, including the implementation of a national public alerting system to promote threat awareness and prescribe actions; a stakeholder engagement strategy on emergency management within the voluntary sector and first responders; the analysis and evaluation of federal emergency management plans; and science and technology solutions for public safety issues.
Expected Results: |
Performance/Progress Indicators: |
|
|
Critical Infrastructure Protection
The Department will develop and implement a national approach to critical infrastructure protection to monitor the
nature and extent of threats or risks to critical infrastructure assets.
The approach will also promote more effective information-sharing between public and private operators.
Expected Result: |
Performance/Progress Indicator: |
|
|
Since PSEPC is still developing its performance measurement strategy (as part of Key Initiative 2 of the second management priority), this Report on Plans and Priorities includes some “performance” (effectiveness/impact) indicators as well some “progress” indicators (that express a critical milestone toward the achievement of an expected result).
National Pandemic Plan
In cooperation with Health Canada, the Public Health Agency of Canada and the Canadian Food Inspection Agency, the Department will develop a national Avian and pandemic influenza plan. This plan will, in consultation with the provinces and territories, help lessen the potential harm of a pandemic outbreak.
Expected Results: |
Performance/Progress Indicators: |
|
|
Cyber Security
Cyber security is a growing problem for governments, industry, small business and individual consumers. The Canadian economy, governmental institutions and society as a whole have become ‘cyber dependent’. This is a particular challenge in the six critical infrastructure sectors (e.g. finance, communications and information technology, energy, transportation and governments), given their interdependencies and reliance on information technology. A lack of awareness, indeed a sense of complacency, has developed in many quarters as the nature of cyber attacks has evolved; the visible problem of viruses shutting down whole computer systems simply for the notoriety of the hacker has given way to more sophisticated, but less visible, targeted attacks motivated by financial gain. Identity theft, fraud, and extortion have increased as organized crime has become involved. Cyber-based espionage is also a growing problem.
In 2007-2008, the Department will work on a strategy with Portfolio partners (CSIS, RCMP) and other departments and agencies (e.g. CSE, Industry Canada) to improve cyber security in Canada by building awareness and improving the sharing of information on threats, vulnerabilities and any mitigation to address issues of concern within the Critical Infrastructure (CI) sectors, the economy as a whole and by individual consumers.
Expected Results: |
Performance/Progress Indicators: |
|
|
Key Initiative – Review and Improve National Security Policies
Expected Result: |
Performance/Progress Indicator: |
|
|
Key Initiative – Coordinate the Security Agenda of the Security and Prosperity Partnership of North America
Since 9/11, Canada and the United States have jointly reinvented border security. Engagement through the Canada-U.S. Smart Borders agenda, and more recently the Security, Prosperity and Partnership agenda, has upheld Canada’s reputation as a reliable security partner by emphasizing a cooperative and shared risk management approach to border security. This joint model has been used to tighten security cooperation while improving the integrity of the movement of goods and people across our shared border.
A series of recent U.S. border control actions outside a shared border management framework (e.g. the Western Hemisphere Travel Initiative, the application of border inspection fees, increased security requirements for persons, higher rates of physical inspections of carriers and cargo, and the Secure Border Initiative) have had the cumulative effect of ‘thickening’ the land border, making crossings potentially more difficult, costly and unpredictable.
It is in the interest of both Canada and the U.S. to maintain a smart and secure border to more fully realize the benefits of NAFTA and an integrated economy and to minimize threats to Canadian security. This necessitates a comprehensive approach to Canada-U.S. border management pursued, in part, through the Security and Prosperity Partnership of North America.
On behalf of the Government of Canada, PSEPC leads the planning and coordination of the security agenda of the Security and Prosperity Partnership. Ministers responsible for the SPP met in Ottawa in late February 2007 to plan for the North American Leaders Summit, which the Prime Minister is expected to host in 2007. The Department will continue to work interdepartmentally to identify SPP strategic priority initiatives to make the border smarter and more secure.
Expected Result: |
Performance/Progress Indicator: |
|
|
Key Initiative - Provide Interdepartmental Leadership to Develop, Negotiate and Implement Improved Canada-United States Emergency and Security Border Management
The Department will coordinate Canada’s participation in October 2007 in TOPOFF 4, a U.S. congressionally-mandated exercise developed and delivered by the Department of Homeland Security to address emergencies and respond to cross-border incidents. Activities will include working within the Interdepartmental Exercise Coordination Committee to identify the objectives, participation levels and parameters surrounding Canada’s involvement in the exercise.
Expected Result: |
Performance/Progress Indicator: |
|
|
The Department will review and update activities under the 1986 Canada-U.S. agreement on cooperation and civil emergency planning in light of the post-9-11 environment, including the creation of PSEPC and the U.S. Department of Homeland Security.
Expected Result: |
Performance/Progress Indicator: |
|
|
The Department will conduct Portfolio-wide policy coordination of strategic policy issues affecting border policy issues, such as the Cross Border Crime Forum (CBCF) and the Security and Prosperity Partnership, which include several elements that enhance the protection and security of Canadians. The Department will also coordinate and support the development and implementation of an interdepartmental communications strategy to support the implementation of a border management strategy.
Expected Results: |
Performance/Progress indicators: |
|
|
In concert with Portfolio Agencies and other federal departments, the Department will work to ensure the implementation of the recommendations of the first Report of the Commission of Inquiry into the Actions of Canadian Officials in relation to Maher Arar. In 2007-2008, the Department will also carefully review and develop a response to the second report, entitled “A New Review Mechanism for the RCMP’s National Security Activities,” of the Commission of Inquiry, including the need for any legislative amendments.
Expected Result: |
Performance/Progress Indicator: |
|
|
The Department will continue to monitor national security issues and cases affecting Canada.
Expected Result: |
Performance/Progress Indicator: |
|
|
Finally, the Department will continue to support the Minister in discharging statutory responsibilities (e.g. listing of terrorist entities under The Criminal Code of Canada). As required, the Department will respond to any changes which may result from the review of the Anti-Terrorism Act.
Expected Result: |
Performance/Progress indicators: |
|
|
The departmental priority for Policing and Law Enforcement is fighting serious and organized crime. The following chart provides a summary of the key initiatives for this Program Activity. The details of each of these initiatives follow.
Program Activity |
Priority |
Expected Result |
Key Initiatives |
Policing and Law Enforcement |
Fighting serious and organized crime. |
Enhanced capabilities to combat serious and organized crime. |
|
Financial Resources ($000’s):
2007-2008 |
2008-2009 |
2009-2010 |
36,946 |
23,483 |
23,459 |
Human Resources (FTE):
2007-2008 |
2008-2009 |
2009-2010 |
160 |
150 |
150 |
Context
The operating environment of federal policing and public safety organizations has changed significantly in recent years. For example, most federal investigations of serious and organized crime activities cross international borders, creating significant jurisdictional, cost and information-sharing burdens. While illicit drugs remain a significant area of concern, particularly in their linkage to serious and organized crime and the associated harm inflicted on communities, the Internet is also facilitating new forms of criminal activity (cyber-crime), such as identity theft and fraud, child pornography and sexual luring of minors. Human trafficking, trafficking in firearms and economic criminal activity remain, and continue to evolve, as border challenges. Consequently, it will be necessary in the coming years to make certain that law enforcement and public safety agencies have the capacity, legislation, policy and technologies to effectively do their jobs at all levels – locally, nationally, continentally, as well as internationally.
The Department will develop a strategic framework for public safety interoperability. This key initiative is intended to build on the success of the former Canada Public Safety Information Network (CPSIN) with greater integration of information-sharing initiatives across the entire spectrum of public safety organizations and responsibilities.
Key Initiative - Focus Efforts to Combat Serious, Organized and Transnational Crime
Expected Results: |
Performance/Progress Indicator: |
|
|
Key Initiative – Implement Strategies to Combat Gun Violence
The Department is coordinating a strategy to enhance the effectiveness of the firearms control regime and to combat gun violence. This strategy focuses on measures that will keep guns out of the hands of those who should not have them, while streamlining the administrative burden on legitimate firearms owners to enhance current compliance levels. It also addresses the criminal use of firearms by supporting firearms enforcement and intelligence initiatives that focus on enhancing the ability of law enforcement partners to develop and share firearms intelligence, and provides for ongoing evaluation and research of the effectiveness of enforcement and prevention measures aimed at combating firearms crime.
Expected Results: |
Performance/Progress indicators: |
|
|
Key Initiative – Enhance Information-Sharing and Interoperability Among Federal Departments and Agencies and with Other Jurisdictions
The Department will develop a strategic framework for public safety interoperability that includes a long-term vision and strategic design.
Expected Results: |
Performance/Progress indicators: |
|
Greater horizontal integration of public safety information-sharing across the federal government and other first responder communities, as demonstrated by:
|
The work being undertaken also promotes the Government of Canada’s commitment to public safety through a
number of specific activities, including:
Expected Results: |
Performance/Progress indicators: |
|
|
The departmental priority for Community Safety and Partnerships is: enhancing community safety and security. The following chart provides a summary of the key initiatives for this program activity. The details of each of the initiatives follow.
Program Activity |
Priority |
Expected Result |
Key Initiatives |
Community Safety and Partnerships |
Enhancing community safety and security. |
Reduced crime and increased personal safety. |
|
Financial Resources ($000’s):
2007-2008 |
2008-2009 |
2009-2010 |
189,146 |
167,827 |
167,860 |
Human Resources (FTE):
2007-2008 |
2008-2009 |
2009-2010 |
255 |
170 |
170 |
Context
Reducing crime and increasing personal safety is one of the federal government’s priorities and a priority for Canadian citizens. The prevention of crime and re-offending is key to meeting this priority. The Department is tackling this challenge by taking steps to implement evidence-based and cost-effective interventions targeted at prevailing crime issues in communities most at risk. These interventions are responsive to local needs. On that basis, departmental activities, whether crime prevention, Aboriginal policing or correctional policy, focus on youth gangs, drug and substance-abuse related crimes, public safety in Aboriginal communities, the management of high-risk offenders, as well as the victimization of women, children and youth. Through a targeted, evidenced-based approach, responsive to local needs and solutions, the Department contributes to enhancing public safety, and therefore, to the Government’s priority by:
These activities are supported by an integrated, balanced and comprehensive approach, combining policy and research capacity with front line community intervention. In this fashion, community safety is achieved through sustainable partnerships and integrated evaluation and knowledge dissemination to support continued advancement of public safety measures.
Key Initiative – Assess and Support Local Crime Prevention Measures Addressing, in Particular, Gang-Related Crime and Drug and Alcohol Related Crime
Expected Result: |
Performance/Progress Indicator: |
|
|
Key Initiative – Develop Correctional Policy to Better Address the Management of High-Risk Offenders
The Department will conduct ongoing consultations with the Federal/ Provincial/Territorial Working Group on issues related to high-risk offenders and will implement non-legislative initiatives, including the enhancement of the National Flagging System.
Expected Results: |
Performance/Progress indicators: |
|
|
Key Initiative – Design Innovative Policies and Programs to Enhance Public Safety in First Nations Communities through Culturally-Sensitive Crime Prevention Measures, Law Enforcement and Corrections
Expected Results: |
Performance/Progress indicators: |
|
|
On-going Activities:
The Department will continue to implement the Effective Corrections Initiative, in collaboration with Correctional Services Canada and the National Parole Board, to support the safe management of eligible offenders in the community.
Expected Result: |
Performance/Progress Indicator: |
|
|