Supplementary Information Tables

Reduce GHG emissions from federal government facilities and fleets by 40% by 2030 (with an aspiration to achieve this target by 2025) and 80% below 2005 levels by 2050 (with an aspiration to be carbon neutral)

Fleet management will be optimized including by applying telematics to collect and analyze vehicle usage data on vehicles scheduled to be replaced

100% of new light-duty unmodified administrative fleet vehicle purchases will be zero-emission vehicles or hybrids

All new executive vehicle purchases will be zero-emission vehicles or hybrids

Promote behaviour change – e.g. anti-idling engagement.

Replace non-fuel efficient vehicles with fuel efficient models and/or when purchasing new vehicles they are fuel efficient (i.e. hybrids) which will contribute to reducing GHG emissions.

Develop an agreement to be signed by drivers of vehicles about anti-idling and to encourage reduction in GHG emissions from fleet vehicles.

SDG 7 (Affordable and Clean Energy)

SDG 11 (Sustainable Cities and Communities)

SDG 12 (Responsible Consumption and Production)

SDG 13 (Climate Action)

Performance indicator: Number of hybrid vehicles

Starting point: Fiscal year 2019-20 = 1

Target: By 2023, 100% of fleet will be composed of hybrid vehicles.

Performance indicator: Percentage of drivers (of fleet vehicles) to sign the agreements

Starting point: Fiscal year 2019-20 = 0

Target: 100% of fleet vehicle drivers sign the agreement

Corporate Management Branch

Our administrative fleet will be comprised of at least 80% zero-emission vehicles by 2030

Fleet management will be optimized including by applying telematics to collect and analyze vehicle usage data on vehicles scheduled to be replaced

75% of new light-duty unmodified administrative fleet vehicle purchases will be zero-emission vehicles or hybrids.

All new executive vehicle purchases will be zero-emission vehicles or hybrids.

Promote behaviour change – e.g. anti-idling engagement.

As conventional vehicles are replaced over their lifetimes with zero-emission or hybrid vehicles and the size of the fleet is reduced, a greater proportion of the fleet will be zero emission or hybrid.

SDG 7 (Affordable and Clean Energy)

SDG 11 (Sustainable Cities and Communities)

SDG 12 (Responsible Consumption and Production)

SDG 13 (Climate Action)

Performance Indicator: Number of vehicles in fleet

Starting point: Fiscal year 2019-20 = 4 vehicles

Target: reduce fleet by 1 vehicle – 25%

Number of hybrid vehicles

Starting point Fiscal year 2019-20 = 1 vehicle – 25% of fleet

Target: minimum of 2 hybrid vehicles within fleet – 50% by 2021

Performance Indicator: Number of administrative vehicles that are zero-emission vehicles or hybrids.

Starting point Fiscal year 2019-20 = 2 vehicles – 50% of fleet

Target: 100% by 2023

Performance Indicator: Number of executive vehicles that are zero-emission vehicles or hybrids.

Starting point Fiscal year 2019-20 = 2 vehicles – 50% of fleet

Target: 100% by 2021

Corporate Management Branch

Continue to work closely with PSPC when purchasing new vehicles

As vehicles are replaced over their lifetimes with zero-emission or hybrid vehicles, the department will reduce its greenhouse gas emissions.

SDG 7 (Affordable and Clean Energy)

SDG 11 (Sustainable Cities and Communities)

SDG 12 (Responsible Consumption and Production)

SDG 13 (Climate Action)

Starting Point: 25% of vehicles are hybrid or zero emission

Performance Indicator: % of new vehicles purchased using Public Services and Procurement Canada's Departmental Individual Standing Offer (PSPC DISO) for executive and light-duty vehicles that have a green procurement indicator

Target: 100% by 2023

Corporate Management Branch

Actions supporting the Goal:

Greening Government

Departments will use environmental criteria to reduce the environmental impact and ensure best value in government procurement decisions

Reduce the intake of paper proposals from supplier community by establishing an e‑biding in competitive processes

E-bidding and optimization of existing technology will reduce paper consumption and real property footprint

SDG 12 (Responsible Consumption and Production)

Starting Point: Data unavailable

Performance Indicator: Percentage of competitive procurement files that use e‑bidding.

Target: Maintain 90% in 2023^{Footnote 1}

Corporate Management Branch

Incorporate environmental considerations into the development of procurement instruments or requests for proposals and contracts

Incorporate environmental consideration evaluation criteria which will reduce the environmental impact of the product or service being purchased in large procurements.

SDG 12 (Responsible Consumption and Production)

Starting point: no environmental specific evaluation criteria

Performance Indicator: % of solicitations estimated over $500K that include at least 1 environmental consideration criteria

Target: 2023 – 100% of solicitations exceeding $500K^{Footnote 2}

Corporate Management Branch

Incorporate environmental considerations into the procurement of goods and services using existing standing offers and supply arrangements

Procurement goods and services via existing National Master Standing Offer/Supply Arrangements with green status.

Green status goods and services are environmentally preferable goods and services. These are goods and services that have a reduced impact on the health of Canadians and on the environment.

SDG 12 (Responsible Consumption and Production)

Starting Point: 90%

Performance indicator: % of procurements against standing offers and supply arrangements that have a green indicator status.

Target: 2023 – 95%^{Footnote 3}

Corporate Management Branch

Departments will adopt clean technology and undertake clean technology demonstration projects

Lead by example as an early adopter of clean technology innovations.

Maintain or improve existing approaches to sustainable workplace practises (printer ratios, paper usage, green meetings)

Reduce printing units which will help reduce GHG emissions

FSDS:12.5: By 2030, substantially reduce waste generation through prevention, reduction, recycling and reuse.

SDG 12 (Responsible Consumption production)

Starting point: Printer ratio of 9 to 1 in 2018-19

Performance indicator: Reduction in the ratio of printers to employees

Target: Printer ratio of 10 to 1

Corporate Management Branch

Lead by example as an early adopter of clean technology innovations:

Reduce paper consumption which will reduce the need to purchase paper, thus reducing GHG emissions produced during manufacturing and transportation of paper

FSDS:12.5: By 2030, substantially reduce waste generation through prevention, reduction, recycling and reuse.

SDG 12 (Responsible Consumption production)

Starting point: Total number of paper usage in 2018-19 (4,675,000)

Performance indicator: Number of paper usage

Target: Reduction of 233,750 pages (5% reduction)

Corporate Management Branch

Lead by example as an early adopter of clean technology innovations:

Maintain a power management standard for multifunctional printers

FSDS:12.5: By 2030, substantially reduce waste generation through prevention, reduction, recycling and reuse.

SDG 12 (Responsible Consumption production)

Starting point: 100% of multifunctional printers are power managed

Performance indicator: Percentage of multifunctional printers that are power managed.

Target: 100%

Corporate Management Branch

Lead by example as an early adopter of clean technology innovations:

Incorporate environmental considerations into purchasing decisions which will help reduce GHG emissions (recycled paper content)

FSDS:12.5: By 2030, substantially reduce waste generation through prevention, reduction, recycling and reuse.

SDG 12 (Responsible Consumption production)

Starting point: Percentage of recycled paper purchased containing a minimum of 30% recycled content in 2018-19 (100%)

Performance indicator: Percentage of copy paper and envelopes purchased will contain a minimum of 30% recycled content

Target: 100%

Corporate Management Branch

Lead by example as an early adopter of clean technology innovations:

Continue to improve video and teleconferencing capabilities, thereby reducing the need to commute and travel for in-person meetings and paper usage

FSDS:12.5: By 2030, substantially reduce waste generation through prevention, reduction, recycling and reuse.

SDG 12 (Responsible Consumption production)

Starting point: Number of boardrooms in 2018-19 with improved audiovisual equipment (6)

Performance indicator: Number of boardrooms with improved audiovisual equipment

Target: 3 additional boardrooms with updated audiovisual equipment (total of 9)

Corporate Management Branch

Lead by example as an early adopter of clean technology innovations:

Promoting the use of the department's upgraded video and teleconferencing facilities.

FSDS:12.5: By 2030, substantially reduce waste generation through prevention, reduction, recycling and reuse.

SDG 12 (Responsible Consumption production)

Starting point: Number of communiques sent to staff in 2019-20 promoting the use of the department's video and teleconferencing facilities (0)

Performance indicator: Number of communique(s) sent to PS staff promoting the use of the department's video and teleconferencing facilities

Target: 1 communique

Corporate Management Branch

Lead by example as an early adopter of clean technology innovations:

Work with SSC to increase network bandwidth and improve Wi-Fi in all NCR buildings

FSDS:12.5: By 2030, substantially reduce waste generation through prevention, reduction, recycling and reuse.

SDG 12 (Responsible Consumption production)

Starting point: 30 mbps per regional site in 2019-20 (bandwidth) & Wi-Fi legacy

Performance indicator: Percentage of sites with upgraded network bandwidth and improve Wi-Fi in all National Capital Region buildings

Target: 100% of sites upgraded to Shared Services Canada/Microsoft recommended bandwidth & migration to GC Wi-Fi in all National Capital Region buildings

Corporate Management Branch

Lead by example as an early adopter of clean technology innovations:

Dispose of waste in an environmentally sound and secure manner

Dispose of waste such as electronics in an environmentally sound manner which will reduce their presence in landfills where it can produce higher GHGs

Reuse or recycle workplace material and assets in an environmentally sound and secure manner (toner cartridges)

FSDS:12.5: By 2030, substantially reduce waste generation through prevention, reduction, recycling and reuse.

SDG 12 (Responsible Consumption production)

Starting Point: 100% of e-waste disposed

Performance Indicator: Percent of e-waste disposed environmentally in 2018-19

Target: 100% of e-waste disposed environmentally in 2023

Corporate Management Branch

Lead by example as an early adopter of clean technology innovations:

Maintain the ratio of IT assets per employee by implementing a One Device Policy with very limited exceptions

FSDS:12.5: By 2030, substantially reduce waste generation through prevention, reduction, recycling and reuse.

SDG 12 (Responsible Consumption production)

Starting Point: Device ratio of 1.5 devices per employee in 2019-20

Performance Indicator: Ratio of devices per employee

Target: Device ratio of 1.1 devices per employee in 2023

Corporate Management Branch

Lead by example as an early adopter of clean technology innovations:

Encourage sustainable business travel practices or commute to work through messaging and events to reduce GHG emissions.

Increase awareness on green travel practices, including telework, which will contribute to a reduction in GHG emissions.

Promote and encourage sustainable travel practices to reduce carbon footprint per employee.

FSDS: 13.2 Integrate climate change measures into national policies, strategies and planning

SDG 13 (Climate Action)

Number of messages and events published via InfoTV, InfoBulletin released to encourage green travel practices.

Starting point: FY 2019-20 = Data unavailable

Target: minimum of 2 messages per year.

Corporate Management Branch

Support for green procurement will be strengthened, including guidance, tools and training for public service employees

Develop an initiative that will enable procurement officers to work digitally and not be required to print files.

Optimization of existing technology will reduce paper use and real property footprint

SDG 12 (Responsible Consumption and Production)

Starting Point: 0% digitization of procurement documents

Performance Indicator: Percentage of documents able to be electronically approved or digitally signed

Target 2023: Maintaining 100% of procurement documents not requiring legal signature are saved electronically and not placed on a paper file^{Footnote 4}

Corporate Management Branch

Enhance knowledge within the Contracting and Procurement Unit that will assist in the development of evaluation criteria that will reduce environmental impact

Increased knowledge will help to ensure criteria are appropriate and effective.

Starting point: All procurement officers have taken the Green Procurement Course

Performance Indicator: Percentage of officers to participate in at least one training sessions to enhance knowledge

Target 2023 – Maintain 75% of officers have taken new Course – Procurement – Reducing environmental impact in purchasing goods and services^{Footnote 5}

Corporate Management Branch

Incorporate environmental considerations into the development of procurement instruments or request for proposals and contracts subject to trade agreements.

Ensure procurement officers, managers and functional heads of procurement and material include contribution to and support for the Government of Canada Policy on Green Procurement objectives in their performance evaluations

FSDS: Continue to demonstrate a strong commitment to international leadership on clean growth and climate change.

SDG 12 (Responsible Consumption and Production)

SDG 13 (Climate Action)

Starting point:  N/A

Performance indicator: Request for Proposals (RFPs) subject to trade agreements include reminders to vendors to refrain from printing the RFP and associated solicitation documents

Target: 100% of RFPs

Starting point: Data unavailable

Performance indicator: Percentage of contracting Officers, Director and Director General of Corporate Services have DSDS related procurement objectives included in their annual Performance Management Assessments (PMAs)

Target:  100% of Corporate Services Directorate (CSD) functional authorities have DSDS related procurement objectives included in their annual PMA

Corporate Management Branch

Increase training and support on assessing climate change impacts, undertaking climate change risk assessments and developing adaptation actions to public service employees, and facilitate sharing of best practices and lessons learned

Encourage employees to adopt sustainable workplace practises and engage them in green initiatives through the Green Committee, education and awareness.

Employee mobilization to support the FSDS targets of waste and energy reduction through employee engagement and behavioural change towards workplace activities.

SDG 12 (Responsible Consumption and Production)

SDG 13 (Climate Action)

Starting Point: Data unavailable

Performance Indicator: Engagement through the creation of a Green Committee and green initiatives/activities

Target: Creation of Green Committee by 2023

Corporate Management Branch

Reduction of Real Property space envelope

Continue to work closely with PSPC to reduce space utilization

Work with our partners to develop new and innovative ways to reduce our footprint.

Work to develop a workplace evolution project to modernize and reduce space footprint.

FSDS: 9.4 By 2030, upgrade infrastructure and retrofit industries to make them sustainable, with increased resource-use efficiency and greater adoption of clean and environmentally sound technologies and industrial processes, with all countries taking action in accordance with their respective capabilities.

SDG 9 (Industry, innovation and infrastructure)

SDG 12 (Responsible consumption and production)

SDG 13 (Climate action)

SDG 17 (Partnerships for the goals)

Starting point: 36 181 m² space.

Performance Indicator - reduction of footprint

Target: Reduction of 638 m²

Corporate Management Branch

Actions supporting the Goal: Effective Action on Climate Change

Emergency Management

Improve emergency management in Canada. This includes helping to ensure communities and infrastructure are resilient to natural disasters, such as forest fires and floods.

FSDS: Leading an Emergency Management Strategy for Ensuring Better Disaster Management in Canada. Natural disasters are a growing threat to the safety and economic stability of Canadian communities. The increasing frequency and severity of disaster events, particularly flooding, wildland fires, and earthquakes, can be attributed to a multitude of factors including Canada's changing climate, unsustainable development, and increasing urbanization. The correlating increase in post-disaster costs highlights the need to find innovative and sustainable ways to reduce disaster risks, and to strike a better balance of responsibility for disaster costs across society.

SDG 9 (Industry, Innovation, and Infrastructure)

Starting point: 0 years National Risk Profile is made public.

Performance indicator: Number of risk and capability assessments undertaken, in effort towards building a public National Risk Profile report (published every two years).^{Footnote 6}

Target: 12 risk and capability assessments completed by 2023.^{Footnote 7}

Emergency Management and Programs Branch (EMPB)

Actions supporting the Goal:

Modern and Resilient Infrastructure

This section is for actions that support the Modern and Resilient Infrastructure Goal but do not directly support a FSDS target

Resilience of Critical infrastructure

Improve emergency management in Canada. Improving Canada's ability to predict and respond to threats and helping to assess the condition and resilience of critical infrastructure in the aftermath of a natural disaster.

FSDS: Improve emergency management infrastructure

SDG 9 (Industries, innovation, and Infrastructure)

Starting Point: Data unavailable

Performance indicator: Percentage of critical infrastructure owners / operators that take risk management action following a Regional Resilience Assessment Program site assessment.

Target: 90%

Starting Point: Data unavailable

Performance indicator: Percentage of Regional Resilience Assessment Program site assessment participants who indicated their level of awareness/ understanding has increased as a result of the assessment.

Target: 90%

Critical Infrastructure Resilience Programs (Critical Infrastructure Directorate, National and Cyber Security Branch)

Actions supporting the Goal:

Safe and Healthy Communities

Prevent environmental emergencies or mitigate their impacts

The Department continues its work such that Canada can effectively mitigate, prepare for, respond to and recover from all-hazards events. This departmental action includes its support of the Emergency Management Strategy for Canada: Towards a Resilient 2030 (approved by FPT Ministers Responsible for Emergency Management in January 2019) and the intended future development of an Action Plan to facilitate biennial priority setting and reporting. 

FSDS: Continue to protect habitats and support vulnerable people and sectors. Targeting vulnerable populations and effectively increase risk awareness while paying special attention on supporting robust partnerships within the emergency management community.

SDG 11 (Sustainable Cities and Communities)

Starting point: A baseline survey conducted in 2021 indicated that 52% of Canadians were aware of risks facing their household.^{Footnote 8}

Performance indicator: Percentage of Canadians (responding to a baseline survey conducted for advertising campaign on Emergency Preparedness) who were aware of risks facing their household taken measures to respond to risks^{Footnote 9}

Target: By March 2023, 55% of Canadians are aware of disaster risks facing their household^{Footnote 10}

Emergency Management and Programs Branch (EMPB)

2010–11

Ongoing

Contribution

Appropriated annually through Estimates

2014-15

Community safety practices are strengthened

Canadian communities are safe

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

Corrections

This Biology Casework Analysis Contribution Program (BCACP) provides contributions to the governments of Ontario and Québec, which operate forensic laboratories that undertake biological casework analysis for the purpose of criminal identification, and which also provide crime scene DNA profiles to the National DNA Data Bank (NDDB).

The specific objectives of the BCACP are as follows:

• Increased operational capacity in the Ontario and Québec forensic laboratories;
• Decreased processing turnaround times;
• Decreased case backlog; and
• Increased number of profiles submitted to the Crime Scene Index of the National DNA Data Bank.

These objectives will be monitored using the following performance indicators:

• The total number of cases completed;
• The number of cases completed, disaggregated by type;
• Case turnaround times for primary and secondary designated offences;
• Backlog of cases waiting to be processed; and
• The number of DNA profiles submitted to the Crime Scene Index of the National DNA Databank.

The BCACP will continue to support Ontario and Québec's capacity to undertake biological casework analysis and their ability to provide crime scene DNA profiles to the NDDB.

2019-20

An Evaluation of Public Safety's Role in Support of DNA Analysis was completed in May 2019.

Decision: Continuation

Summary of the Evaluation's Findings:

The evaluation found that there is a continued need for Public Safety Canada's activities in this area as DNA analysis continues to be an important investigatory tool for the criminal justice system. In addition, both the demand for such analysis and the technology used in the process are increasing and evolving, respectively, which underlines the need to continue building capacity to meet these demands.

Recommendations:

That Public Safety Canada should:

• Clarify and formally communicate the role of Public Safety Canada with respect to policy in support of DNA analysis;
• In consultation with FPT stakeholders, clarify the role of the DNA Working Group and ensure the DNA Working Group fulfills its objectives, as stated in its Terms of Reference; and
• Work with Public Safety Canada's Grants and Contributions Centre of Expertise to implement sound and timely processes/practices for the administration of the BCACP, including reporting requirements that are proportionate to the current risk profile, and documenting key decisions.

2025-26

Provincial governments of Ontario and Québec.

Public Safety Canada and RCMP engaged the governments of Ontario and Québec through their cooperative participation in populating the Crime Scene Index of the NDDB.

Public Safety Canada will continue to engage, on a regular basis, the governments of Ontario and Québec to ensure the integrity and effectiveness of the BCACP. Public Safety Canada will also co-chair Federal/Provincial/Territorial DNA Working Group meetings, to provide a forum for partners to discuss and exchange on DNA-related issues.

0

0

0

0

6,900,000

6,900,000

6,900,000

6,900,000

0

0

0

0

 6,900,000

 6,900,000

 6,900,000

 6,900,000

N/A

N/A

Contribution

Appropriated annually through Estimates

2021-22

Community safety practices are strengthened

Canadian communities are safe

Crime is prevented and addressed in population/communities most at-risk

Crime Prevention

The objective of the Building Safer Communities Fund (BSCF) is to support municipalities and Indigenous governments in their efforts to address gun and gang prevalence by providing a determined funding allocation to put in place community led projects to combat gun and gang violence and address knowledge gaps concerning the impacts of interventions in gun and gang violence.

Public Safety Canada is responsible for administering contributions agreements to municipal governments as well as Indigenous communities, which then can redistribute all or a portion of the funding to support gang prevention and intervention initiatives, in accordance to their respective needs.

The objectives of the BSCF are to:

• Support municipalities and Indigenous communities to develop community-based prevention and intervention strategies and initiatives to tackle gun and gang activities;
• Increase the knowledge of the nature, scope and challenges of the identified recipients to tackle gun and gang activities; and
• Support recipients to develop a plan to sustain successful prevention and intervention activities on completion of the five-year program.

The expected results of the BSCF are as follows:

Short-term: Identified municipalities and Indigenous communities have funding for prevention and intervention initiatives to address and respond to gun and gang violence.

Medium-term: Identified municipalities and Indigenous communities implement informed prevention and intervention initiatives to respond to gun and gang violence.

Long-term: Identified municipalities and Indigenous communities are equipped to address gun and gang violence through intervention and prevention initiatives, and that identified municipalities and Indigenous communities are equipped to address gun and gang violence through intervention and prevention initiatives.

These results will be measured via the following performance indicators:

• Percentage of identified recipients that received dedicated funding to address gun and gang violence through crime prevention and intervention initiatives;
• Percentage of municipalities and Indigenous communities who report that the funding has enabled them to respond to gun and gang violence in their jurisdictions;
• Percentage of recipients that indicate prevention and intervention activities will be sustained at the end of the BSCF funding;
• Percentage of funded communities that positively shifted in the rankings on the identified Communities list based on the proxy indices (Homicides by firearm; incidents of firearms offences; and organized crime/street gang-involved crime);
• Percentage decrease in rates of homicide by firearm amongst identified Communities;
• Percentage decrease in rates of firearms offences amongst identified Communities; and
• Percentage decrease in rates of homicide by organized crime/street gang-involved crime amongst identified Communities.

Engagement and reporting details will be provided once the program is launched following a Ministerial announcement.

N/A - New program

N/A - New program

2025-26

Eligible recipients are municipal governments or Indigenous (First Nation, Inuit or Metis) governments, including a Council of a Band within the meaning of subsection 2(1) of the Indian Act, R.S.C. 1985, c.I-5, or a government established under the authority of self-government agreement, which has been approved and has force of law under an act of Parliament or a legislature.

Municipal governments and Indigenous communities as explicitly defined and meeting the mandatory attributes are the only direct eligible recipients to receive contributions under the BSCF. However, direct eligible recipients may further distribute funds to ultimate eligible recipients to put in place a prevention initiative or an intervention to address gun and gang activity. Examples of possible ultimate recipients could be not-for-profit organizations or Canadian universities.

Engagement and reporting details will be provided once the program is launched following a Ministerial announcement.

0

0

0

0

15,000,000

58,750,000

58,750,000

58,750,000

0

0

0

0

 15,000,000

 58,750,000

 58,750,000

 58,750,000

2016–17

Ongoing

Grant and Contribution

Appropriated annually through the Estimates

2016–17

Canadian communities are safe

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

Crime Prevention

The Community Resilience Fund (CRF) supports the priorities of the Canada Centre for Community Engagement and Prevention of Violence (the "Canada Centre") by providing time-limited financial assistance to enhance and/or support the Countering of Radicalization to Violence (CRV) research and programming across Canada. The CRF includes opportunities for local communities, organizations and academics to obtain funds for new and existing countering of radicalization to violence initiatives.

The objective of the CRF is to enhance cooperation and innovation in CRV research and programming by:

• Enhancing research capacity to support a CRV Centre of Excellence for policy development, programming, and engagement activities;
• Supporting evidence-based models and promising practices which address known risk and protective factors to prevent radicalization to violence;
• Building capacity to address radicalization to violence through expert knowledge, enhanced cooperation, and knowledge transfer to key stakeholders; and
• Empowering local communities to take steps to prevent all forms of radicalization to violence.

The expected results and outcomes of the CRF are as follows:

Immediate Outcomes:

• Current and emerging CRV issues are identified; and
• CRV research and programming gaps are identified.

Intermediate Outcomes:

• Best practices are identified;
• Identified gaps/needs/priorities have applied initiatives;
• CRV policy and program activities are informed/supported by relevant funded initiatives; and
• Partners are prepared to contribute to identified CRV issues.

In 2022-23, main priorities for the CRF will include developing and signing agreements with partners following the review of submissions received through the CRF 2021 Open Call for Applications, as well as continuing to implement commitments stemming from the 2020 Evaluation of the Canada Centre for Community Engagement and Prevention of Violence (Canada Centre). Financial support for new CRF projects will invest in initiatives led by researchers, front-line practitioners, and community-based organizations to prevent and counter radicalization to violence in Canada. The development and implementation of these new projects will benefit from additional guidance and reporting tools as part of the Management Action Plan (MAP) for the 2020 Evaluation, which includes a focus on ensuring that funded projects are monitoring and assessing their activities in line with the overall objectives of the Canada Centre. Other MAP commitments will improve public access to information about CRF projects and their results on the Public Safety Canada web page, and through other Canada Centre knowledge mobilization activities such as workshops and conferences.

2020-21

An Evaluation of the Canada Centre for Community Engagement and Prevention of Violence was completed in July 2020.

Decision: Continuation

Summary of the Evaluation's Findings:

The evaluation included the CRF, and found that the Canada Centre has established a national leadership role and international profile in countering radicalization to violence. Projects funded through the CRF addressed identified priorities, and have assisted in building the capacity of organizations and countering of radicalization to violence practitioners. To help create a knowledge-base, and to collect data on the effectiveness of programming, the Centre should encourage and support project-level evaluations.

Moving forward, the focus will be on identifying more precise priorities and topics for CRF applicants, and providing enhanced guidance to ensure that funded projects are monitoring and assessing their activities in line with overall objectives of the CRF. These objectives include building capacity to address radicalization to violence through expert knowledge; enhanced cooperation and knowledge transfer to key stakeholders; and empowering local communities to take steps to prevent all forms of radicalization to violence.

Recommendations:

That Public Safety Canada and the Canada Centre should:

• In terms of its national leadership role: explore opportunities to expand its coordinating role, including outreach at the stakeholder and community level;
• In terms of its knowledge development and mobilization role: formalize the roles and responsibilities suitable for the Canada Centre as a curator and distributor, and even potentially a producer of research products;
• In terms of its G&Cs role: provide necessary guidance to ensure that funded projects are monitoring and assessing their activities in line with the overall objectives of the Canada Centre; and
• The Canada Centre should put in place measures to systematically collect and report on its outputs and outcomes.

2025-26

• National, provincial, territorial, municipal, Indigenous, community or professional organizations and associations which have voluntarily associated themselves for a not-for-profit purpose, and which have the mandate to represent their membership or community;
• Not-for-profit organizations, including non-governmental organizations, non-profit corporations, community groups, umbrella organizations, and regulatory bodies and apprenticeship authorities, as well as associations serving the private sector;
• A provincial or local police service, including an Indigenous police service, and/or its governing authority (also known as a board or police commission);
• Provincial, territorial, municipal, regional, and Indigenous governments, and their agencies;
• Universities and educational institutions;
• Individual researchers acting in their personal capacity;
• Research institutions, domestic or international, with established record in relevant field(s), pursuing a domestic focus;
• International non-governmental organizations, including bodies associated/affiliated with organizations of which Canada is a member, which have as their purpose supporting domestic public safety as a priority; and
• For-profit institutions with a record of developing and delivering programming, and performing research or related activities relevant to the goals of the Canada Centre. These for-profit institutions may be eligible provided that the nature and the intent of the activity are non-commercial.

The CRF program regularly builds and maintains a mailing list of individuals who have expressed interested in relevant CRV information. This list is used to provide updates on the most recent initiatives and notifications of future funding opportunities to interested parties.

Public Safety Canada also uses public communication tools, such as social media and media releases, to raise awareness about calls for proposals, and circulate information through its relationships with policy, research and practitioner networks. Public Safety Canada also holds information sessions at the launch of Calls for Applications, inviting interested applicants to obtain clarifications relating to the mandatory requirements of the applications process.

In line with recommendations outlined in the 2020 Evaluation of the Canada Centre for Community Engagement and Prevention of Violence (Canada Centre), in 2022-2023 the Canada Centre will continue to expand its coordinating role within government and with external stakeholders and community-level partners. This will include building on the results of the Canada Centre's annual stakeholder survey, first launched in 2020, to collect data and learn about the delivery of support and programming as viewed by the Canada Centre's key stakeholders, and to identify areas for potential improvement. Analysis from the 2021 survey data will be available in 2022-2023 to inform the Canada Centre's activities, outputs and outcomes. This includes its knowledge development and mobilization role, to take on greater roles and responsibilities as a curator, distributor and producer of knowledge and research products.

1,040,000

3,500,000

3,500,000

3,500,000

5,960,000

3,500,000

3,500,000

3,500,000

0

0

0

0

 7,000,000

 7,000,000

 7,000,000

 7,000,000

2014

Ongoing

Contribution

Appropriated annually through the Estimates

2019–20

Canadian communities are safe

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

Border Policy

Serious and Organized Crime

Public Safety Canada's Contribution Program to Combat Serious and Organized Crime (CPCSOC) supports initiatives, research, partnership building, specialized police services, projects and programs to increase knowledge, raise awareness and/or help advance efforts to combat serious and organized crime. This is achieved through funding allocations to eligible recipients. Serious and organized crime (e.g., drug trafficking, identity theft, financial crimes, auto theft, contraband tobacco smuggling, human trafficking, and child sexual exploitation, among others) pose significant threats to the health and safety of Canadians.

Under the CPCSOC, the Department provides funding to support:

Stream A – Projects and/or initiatives to increase knowledge, raise awareness and/or help advance efforts to combat human trafficking and child sexual exploitation;

Stream B – Specialized policing services to enhance capacity of First Nations police to address organized crime and related criminal activities in and around high-risk First Nations territories; and

Stream C – Projects and/or initiatives to combat serious and organized crime priorities aligned with CPCSOC objectives.

The objectives of the CPCSOC are:

• Supporting projects and/or programs including specialized police services that focus on enhancing efforts to combat serious and organized crime and increasing awareness and understanding of related issues;
• Supporting initiatives and/or research projects to increase understanding of the (evolving) nature of serious and organized crime, including its structures, activities and impact on communities;
• Creating or reinforcing partnerships among recipients;
• Facilitating cooperation and collaboration among various levels of government and stakeholders; and
• Informing the development/implementation of policies, procedures and legislation.

The ultimate outcome of this program contributes to the Department's mission to build a Safe and Resilient Canada by enhancing efforts to combat serious and organized crime.

Immediate outcomes:

Streams A & C:

• Creation, promotion and/or dissemination of educational and/or awareness materials/resources;
• Production of initiatives, research projects, training and/or workshops in the area of serious and organized crime; and
• Shared knowledge in the area of serious and organized crime leading to improved policy development and decision making.

Stream B:

• Enhanced capacity for First Nations police to investigate organized crime networks and related criminal activities on First Nations territories;
• Improved information and intelligence sharing on the nature of organized crime activity, increase seizures of illegal commodities; and
• Increased disruption of criminal organizations on First Nations territories.

Intermediate outcomes:

Streams A & C:

• Increased collaboration and partnerships with non-governmental organizations, experts, and stakeholders (e.g. recipient organizations and project partners/contributors);
• Increased public understanding of serious and organized crime in the Canadian context (i.e. may include assessment and triage of material); and
• Enhanced understanding of serious and organized crime issues amongst policy decision makers leading to better informed policy or legislative recommendations and/or direction and decisions.

Stream B:

• Reduced organized crime activity and related criminal activities on First Nations territories.

The following performance indicators will be used to measure the progress made towards the desired outcomes:

Streams A & C:

• Number of education and awareness materials or breadth of awareness campaigns disseminated across Canada, increasing awareness among Canadians;
• Number of tips triaged by Cybertip.ca, increasing the responsiveness of police; and
• Increases or decreases in a particular crime rate as a result of the program's initiatives/projects.

Stream B:

• Number and size of seizures of contraband;
• Number of arrests and convictions;
• Number of law enforcement investigations undertaken related to serious and organized crime; and
• Number of organized crime groups disrupted in and around First Nations communities.

Stream A of the CPCSOC will continue to support projects to combat human trafficking and child sexual exploitation online, including support for victims, law enforcement and awareness activities.

Stream B of the CPCSOC will continue to support efforts to combat organized crime in key First Nations communities. The Akwesasne Organized Crime Initiative expires at the end of FY 2022-23. Public Safety Canada plans on engaging the Akwesasne Mohawk Police Service and the Mohawk Council of Akwesasne to discuss a potential renewal of the contribution agreement.

2018–19: Akwesasne Organized Crime Initiative

The CPSOC did not undergo any evaluations in 2020-21, as a previous Evaluation of the Akwesasne Organized Crime Initiative was published in 2019.

Decision: Continuation

Summary of the Evaluation's Findings:

The evaluation found that the initiative is meeting the financial needs for Akwesasne Mohawk Police Service (AMPS) members to participate in joint operations with law enforcement partners through the Joint Investigation Team (JIT), both in Canada and the US. However, other capacity-related barriers exist, such as the recruitment of specialized police officers. Concerns were also raised regarding reporting requirements and usefulness of performance measures, along with the impact of the length of the contribution agreements. Challenges in administrative roles and responsibilities were experienced by both the recipients and the program. Opportunities for coordination between the Initiative and First Nations Policing Program were identified.

Recommendations:

That Public Safety Canada should:

• Continue to support the Akwesasne Mohawk Police Service in building their capacity to ensure their full participation on the Joint Investigative Team and contribution to the disruption of organized crime in and around Akwesasne;
• Identify the appropriate funding mechanism (e.g. multi-year contribution agreement or grant) to support the Akwesasne Mohawk Police Service's sustained long-term participation in the Joint Investigative Team; and
• Explore opportunities to streamline administrative requirements for the Akwesasne Mohawk Police Service and internal Public Safety Canada practices to increase efficiency and address existing burdens on both the recipient and Public Safety Canada staff. This could include revising reporting requirements, considering longer term funding and increasing coordination with other programs.

An Evaluation of the National Strategy for the Protection of Children from Sexual Exploitation on the Internet was approved on March 28, 2022. It focused on Public Safety Canada-led activities. The report will be published on the Public Safety Canada's website within 90 days.

An Evaluation of the National Human Trafficking Hotline is planned for 2022-23.

A Horizontal Evaluation of the National Strategy to Combat Human Trafficking is planned for 2023-24.

Public Safety Canada will lead an evaluation of the Addressing Drug-Impaired Driving in Canada Horizontal Initiative which is tentatively planned for 2024-25.

• Not-for-profit organizations and charities;
• Academia and public institutions;
• Aboriginal recipients;
• International (non-government);
• Domestic not-for-profit organizations that support public safety;
• International organizations that support public safety, including non-governmental organizations and organizations with whom Canada is affiliated;
• Canadian universities and educational institutions;
• Other levels of government (provincial, territorial, regional, municipal, local, including Indigenous governments); and
• Provincial or local police services, including Indigenous police services, and/or its governing authority (also known as a board, a police board, a designed board of a police commission).

Applicants are engaged through calls for proposals to address issues relevant to the CPCSOC program, e.g., human trafficking, and child sexual exploitation. In some cases, CPCSOC applicants are identified specifically based on the particular policy and program objectives being pursued. Once identified, applicants are engaged through a variety of means, as appropriate, including via email, by telephone, and through virtual meetings.

No additional plans for 2022-23.

0

0

0

0

28,232,805

23,667,222

22,164,880

19,018,366

0

0

0

0

 28,232,805

 23,667,222

 22,164,880

 19,018,366

1970

Ongoing

Contribution

Appropriated annually through Estimates

Terms and conditions were last amended in 2021-22 and are effective until March 31, 2024.

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

Emergency Response / Recovery

The Disaster Financial Assistance Arrangements (DFAA) provides federal financial assistance to provinces and territories (P/Ts) affected by significant natural disasters such as floods and fires. When response and recovery costs exceed what individual P/Ts could reasonably be expected to bear on their own, the DFAA provides the Government of Canada with a fair and equitable means of assisting P/Ts.

The DFAA has guidelines in place that include an established cost-sharing formula. This is not a program with repayable contributions.

The expected result of the DFAA is that provinces and territories are supported in their response and recovery efforts for large-scale natural disasters and beyond what is reasonably expected for the province and territory to absorb on their own.

Program outcomes include:

• Provinces and territories affected by natural disasters receive federal cost sharing for response and recovery expenditures that would place an undue burden on the provincial/territorial government;
• Advance, interim and final DFAA payments to provinces and territories affected by significant natural disasters to cost share DFAA eligible provincial/territorial response and recovery expenditures;
• Canadians know that the federal government provides financial support to provincial and territorial governments for response and recovery for particular events; and
• Individuals, small businesses including farms, and municipalities have financial assistance for basic response and recovery.

The following performance indicators will assist in measuring and monitoring the progress of the desired outcomes:

• Percentage of events meeting the DFAA cost sharing threshold for which Orders in Council are approved (target of 100%);
• Amount and number of DFAA payments in response to provincial and territorial requests;
• Media coverage; and
• Annual accounting of provincial and territorial response and recovery expenditures for events for which the DFAA have been approved.

2016-17

An Evaluation of the Disaster Financial Assistance Arrangements was completed in 2016-17.

Decision: Continuation

Summary of the Evaluation's Findings:

The evaluation found that the DFAA is still relevant due to the increasing frequency, severity and costs of disasters affecting Canadian communities. Provinces and territories still need the federal government's support with response and recovery costs.

Recommendations:

That Public Safety Canada should:

• Update guidelines and templates to increase their effectiveness in ensuring consistency of P/T submissions;
• Establish, in collaboration with P/Ts, criteria and mechanisms whereby audits conducted by P/Ts complement and streamline federal audit requirements;
• Further promote the use of the DFAA mitigation component to reduce the financial burden of future disasters on P/Ts and the federal government.

A joint audit and evaluation is in progress with a planned completion date of summer 2022.

Provinces and territories.

Regular engagement with provinces and territories via the Public Safety Canada Regional Offices and Senior Officials Responsible for Emergency Management (SOREM), including two semi-annual accounting exercises.

Further engagement is anticipated via a SOREM Working Group together with P/T partners starting in spring 2022. In 2022-23, Public Safety Canada will undertake a comprehensive review of the DFAA by engaging experts and program recipients via SOREM tables to bring forward recommendations and program amendments with a view to ensure the DFAA continues to be a relevant, effective, and sustainable instrument for federal assistance to provinces and territories in the wake of natural disasters.

0

0

0

0

443,900,181

100,000,000

100,000,000

100,000,000

0

0

0

0

 443,900,181

 100,000,000

 100,000,000

 100,000,000

2018–19

2024–25

Contribution

Appropriated annually through Estimates

2018–19

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

Indigenous Policing

Recognizing that there are pressing needs in terms of policing infrastructure in First Nation and Inuit communities, the Funding for First Nation and Inuit Policing Facilities Program (FFNIPF) is providing $88.6 million over seven years, beginning in 2018–19, to repair, renovate or replace policing facilities owned by First Nation and Inuit communities. The program will help ensure policing facilities comply with current building, policing, and health and safety standards.

The objective of the FFNIPF is to improve the safety and well-being of the occupants of First Nations and Inuit police facilities by financial assistance to plan, repair, construct and/or acquire new police facilities.

Throughout the life cycle of this program, the FFNIPF will aim to achieve the following expected results:

• Establish a framework to inform First Nation and Inuit policing infrastructure;
• Support First Nation and Inuit policing infrastructure projects which address and attempt to mitigate the highest risks to human life; and
• Support First Nation and Inuit Police service delivery by improving the police facility.

These results will be measured through the following performance indicators:

• Percentage of police service providers that identify that their police facility is a safe and healthy workplace;
• Percentage of police facilities professionally assessed; and
• Percentage of funded projects targeting high risk facilities.

Public Safety Canada will continue to address deficiencies and safety issues with First Nation and Inuit police facilities under the Funding for First Nation and Inuit Police Facilities program. The Department collaborates with provinces and territories in order to prioritize the most urgent needs.

Public Safety Canada also continues its work with Public Services and Procurement Canada to conduct a professional assessment of community owned-policing facilities on reserve, currently funded by the First Nations and Inuit Policing Program. The COVID-19 pandemic has resulted in delays to undertake this important work. However plans are underway to launch a process to select a professional to conduct the police facility assessments in FY 2022-23.

N/A

N/A

2023-24

A regional or local government, including:

• A "council of the band" within the meaning of subsection 2(1) of the Indian Act, R.S.C. 1985, c.I-5;
• A government of a First Nation or Inuit community established by an act of Parliament or a legislature;
• A First Nation or Inuit police service or police governing authority (also known as a board, a police board, a designated board, or a police commission); and
• Owner of police facility located in a First Nation or Inuit community renting a facility to the RCMP, when the RCMP is providing policing to the First Nation or Inuit community pursuant a Community Tripartite Agreement (CTA) made pursuant the First Nation Policing Program if the First Nation or Inuit community has under the CTA an obligation to provide to the RCMP a police facility.

Public Safety Canada will continue its engagement activities with the same program stakeholders, including Indigenous communities, provinces and territories, and Indigenous organizations for the two programs. The Department will continue to work closely with the Department of Indigenous Services Canada and other federal Departments to remain informed of changes in the way in which the Government of Canada approaches investment in infrastructure in Indigenous communities.

In 2022-23, Public Safety Canada will continue engaging with program stakeholders, including Indigenous communities/organizations and provinces and territories to identify priority infrastructure needs for Indigenous owned police facilities. This will be conducted through various existing forums.

0

0

0

0

19,619,684

29,501,577

29,350,000

46,350,000

0

0

0

0

19,619,684

29,501,577

29,350,000

46,350,000

1991-92

Ongoing

Contribution

Appropriated annually through the Estimates

2018-19

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

Indigenous Policing

The First Nations and Inuit Policing Program (FNPP), in conjunction with provinces and territories (P/Ts), provides funding to support policing services that are professional, dedicated and responsive to the First Nation and Inuit communities they serve. The FNPP is delivered through multilateral policing agreements which are negotiated amongst the federal government, P/Ts, and First Nations or Inuit communities. Additionally, the FNPP provides broad policy advice on Indigenous policing and justice issues, such as Indigenous self-government. The FNPP also undertakes research and performance measurement exercises to ensure that credible performance data is being collected. Activities also include engaging stakeholders in developing policy options for improving public safety in First Nation and Inuit communities, and working collaboratively with other federal partners in addressing diverse challenges in First Nation and Inuit communities.

This funding is central to achieving the results of the Department's Indigenous Policing Program whereby First Nation and Inuit communities are expected to have access to dedicated and responsive police services.

Throughout the life cycle of this program, the FNPP aims to reduce the likelihood of criminality by working in close collaboration with partners in the P/Ts to design and deliver activities that are specific and appropriate to regions and communities.

The expected results of the FNPP are that:

• Indigenous communities have access to the this funding;
• Funded policing services are dedicated;
• Funded policing services are responsive to the needs and cultures of the First Nation and Inuit communities they serve; and
• People living in First Nation and Inuit communities feel safe.

These results will be measured through the following performance indicators:

• Percentage of First Nation and Inuit communities that receive funding;
• Percentage of First Nation and Inuit populations that receive funding;
• Percentage of funded officers that report that their workload is dedicated to serving the First Nation and Inuit community/communities;
• Percentage of police officers have received/completed cultural orientation packages and/or training;
• Percentage of communities receiving this funding report that policing services are being delivered in a manner that is respectful to their culture(s); and
• A sustained reduction of police reported crime over time.

In 2022-23, Public Safety Canada will continue to collaborate with program stakeholders, including Indigenous communities, P/Ts, and Indigenous organizations to implement investments for stabilization and expansion of the FNIPP.

2019-20.

An Evaluation of the First Nations Policing Program was completed on March 1, 2022.

Decision: Continuation

Summary of the Evaluation's Findings:

Positive perceptions of safety were found in communities with FNIPP-funded police services. However, crime rates for First Nations and Inuit communities continue to be higher than in other Canadian communities, and there is an overrepresentation of Indigenous peoples in the criminal justice system as both victims and offenders. Moreover, prior to increased program funding announced in Budget 2021, the FNIPP's allocated budget and existing authorities did not support program expansion and one-third of eligible communities do not have access to FNIPP-funded policing services. As such, there is a continuing need to strengthen and expand PS support of policing arrangements provided through the FNIPP.

The finite amount of the Program's allocated budget has led to underfunding of FNIPP-funded policing agreements. As a result, the scope and nature of policing services that are available to participating communities are limited and face ongoing operational challenges that hamper the working conditions of FNIPP-funded officers and can impact their physical and mental wellbeing. Other aspects of the contribution agreement funding model, including the time-limited nature of agreements, expense eligibility and the FNIPP's fiscal framework, by which funding allocations are determined, were found to exacerbate these issues as well. Limited program resources were also found to impact the implementation of culturally appropriate and responsive policing services in communities with FNIPP policing agreements. The Federal Government has recognized there are gaps in the current funding model and has mandated the Minister of Public Safety to co-develop, with the Minister of Indigenous Services, a legislative framework that recognizes First Nations policing as an essential service and for PS to expand and stabilize the FNIPP. Accordingly, funding to support these activities was identified in Budget 2021 and work is underway to meet these commitments.

Efforts to improve engagement, transparency and flexibility in governance and administrative processes were noted over the past five years. Though some concerns were raised with respect to PS's management of key stakeholder relationships, and PS continues to experience ongoing challenges with inconsistent collection and monitoring of performance data.

Recommendations:

That Public Safety Canada should:

• Examine options for other funding mechanisms beyond the contribution agreement model, in consultation with all implicated stakeholders.
• Ensure that formal mechanisms to facilitate community-police engagement (i.e. Community Consultative Groups and police boards/commissions), which are required under FNIPP contribution agreements, have the appropriate support to identify community safety priorities and facilitate effective engagement between communities and their police services.
• Develop, implement and monitor a consistent performance measurement and data collection strategy, that does not unnecessarily burden recipient communities and provides relevant and timely information to communities/police services, and decision makers.
• Explore, with partners and communities, opportunities to support and encourage the sharing of best practices in localized cultural training activities for FNIPP-funded police services.

2025-26.

A provincial, territorial, regional or local / municipal government or authority, including:

• A "council of the band" within the meaning of subsection 2(1) of the Indian Act, R.S.C. 1985, c.I-5;
• A government of an Indigenous community (First Nation or Inuit) established by an act of Parliament or a legislature;
• A police service or a police governing authority (also known as a board, a police board, a designated board, or a police commission);
• An association or a not-for-profit legal person; and
• A university or another post-secondary educational institution.

Public Safety Canada will continue its engagement activities with the same program stakeholders, including Indigenous communities, provinces and territories, and Indigenous organizations for the two programs. The Department will continue to work closely with the Department of Indigenous Services Canada and other federal Departments to remain informed of changes in the way in which the Government of Canada approaches investment in infrastructure in Indigenous communities.

Public Safety Canada is planning up to 10 virtual engagement sessions with partners in 2022-23 to co-develop a legislative framework for First Nations policing that recognizes First Nations policing as an essential service, and work to stabilize and expand the First Nations and Inuit Policing Program.

0

0

0

0

125,742,358

263,864,517

326,739,978

338,748,274

0

0

0

0

125,742,358

263,864,517

326,739,978

338,748,274

2018

2023

Contribution

Appropriated annually through the Estimates

2018–19

Community safety practices are strengthened

Canadian communities are safe

Crime Prevention

The objective of the Gun and Gang Violence Action Fund (GGVAF) is to support law enforcement and intervention initiatives at the provincial and territorial (P/T), municipal and community levels by providing funding to provinces and territories (P/Ts). Funding is provided to P/Ts with the goals of supporting police services and other organizations in enhancing efforts to prevent, disrupt and combat gun and gang violence, and increasing awareness and understanding of related issues.

The immediate outcome of the GGVAF is that communities have capacity to respond to gun and gang violence. The intermediate outcome is that informed initiatives to respond to gun and gang violence are implemented across Canada, and the long-term outcome is that gun and gang violence is reduced, thus contributing to a Safe and Resilient Canada.

The success of these expected results will be measured through the following performance indicators:

• Number of additional initiatives dedicated to responding to gun and gang violence which are implemented;
• Number of new resources dedicated to guns and gangs within police services;
• Percentage of recipients and project partners who have integrated knowledge from funded initiatives into their practice or decision making;
• Degree to which P/T stakeholders report that GGVAF funding has enabled them to better respond to gun and gang violence in their jurisdictions;
• Number of firearm-related homicides; and
• Number of gang-related homicides.

In 2022-23 the Department will be undergoing a review of the annual performance reporting template in order to ensure that it aligns directly to program expected results more effectively and incorporates feedback provided by P/T partners. Once these revisions are complete, the Department will inform P/Ts and provide guidance on how to complete the tool to take effect for the 2023-24 reporting period. This engagement can be used as an opportunity to discuss the program and lessons learned to date.

N/A

N/A

The evaluation report for the Initiative to Take Action Against Gun and Gang Violence is planned to be completed in 2022-23. The report will provide in depth analysis of findings, conclusions, and recommendations that can be used to guide program improvement and decision making.

P/T governments are the only direct eligible recipients to receive contributions under the GGVAF. However, P/T governments may further distribute funds to the following ultimate eligible recipients:

• Another level of government (regional, municipal, local), including a band within the meaning of subsection 2(1) of the Indian Act, R.S.C. 1985, c.I-5, or an Indigenous (First Nation, Inuit or Metis) community recognized as a legal entity that has entered into a self-government agreement, which has been approved and has force of law under an act of Parliament or a legislature;
• A provincial or local/regional police service, including an Indigenous police service, and/or its governing authority (also known as a board, a police board, a designed board of a police commission), if it has the legal capacity to enter into a funding agreement;
• A Canadian university, educational institution/board of education; and
• A domestic not-for-profit organization, including an Indigenous organization, if:
  • It has the legal capacity to enter into a funding agreement; or
  • It is an association or society of persons, including a professional association, that have voluntarily associated themselves and that have a mandate to represent their membership and has the legal capacity to enter into a funding agreement on behalf of their membership.

Public Safety Canada provides funding directly to P/Ts, based on a funding methodology, to support them in identifying and funding priority initiatives in:

• Law enforcement efforts to combat gun and gang violence; and
• P/T, municipal and other organizations to undertake prevention intervention initiatives.

P/T governments may further distribute funding to eligible ultimate recipients through their own processes within each jurisdiction.

As P/Ts are the sole eligible recipients to receive contributions under the GGVAF, the engagement of recipients takes place at various forums attended by federal, provincial and territorial government representatives.

In 2022-23, Public Safety Canada plans to engage with P/Ts on high-level program updates at federal, provincial and territorial Ministerial and Deputy Ministerial meetings, and through the Assistant Deputy Minister-led Crime Prevention and Policing Committee. At the working level, program officers will engage with P/T counterparts on program implementation and monitoring, as needed.

0

0

0

0

59,679,003

75,586,023

0

0

0

0

0

0

 59,679,003

 75,586,023

0

0

2018-19

Ongoing

Grant

Appropriated annually through the Estimates

2018-19

Canadian Communities are safe

Emergency Response/Recovery

The objective of the Memorial Grant Program for First Responders (MGP) is to recognize the service and sacrifice of Canada's first responders whose deaths are attributable to their duties, including deaths resulting from occupational illness or psychological impairment (i.e., suicide), while keeping Canadians safe.

In recognition of the critical role of first responders in protecting Canadians, the MGP will provide a one-time, lump sum, tax-free direct maximum payment of $300,000 to the families of first responders who have died as a result of their duties.

The MGP aims to achieve the following outcomes:

• Stakeholders are aware of the MGP (i.e., eligibility criteria);
• A well-managed and well established MGP which is responsive to stakeholders needs; and
• There is a well-supported community of first responders and their families.

These goals will be measured through the following performance indicators:

• Percentage of stakeholders who indicate program awareness;
• Number of website page views to the MGP webpage;
• Percentage of eligible applicants who apply for the MGP;
• Elapsed time from submission of a completed application claim and decision;
• Elapsed time from receipt of a decision at Public Safety Canada to payment and/or notification;
• Percentage of total expenditures directed to the administration of the program;
• Percentage of favorable decisions and/or rejections made without requesting a level of review or appeal;
• Percentage of first responders and/or their families who perceive the MGP positively; and
• Percentage of stakeholder groups who perceive the MGP positively.

During 2022-23, Public Safety Canada will ensure that the Program has the necessary funding to issue grants to the beneficiaries, which includes the recently added classes of Correctional, Probation, and Parole Officers. Public Safety Canada is reaching out to PT stakeholders to finalize pending Memorandum of Agreements.

2021-22

An Evaluation of the Memorial Grant Program for First Responders was completed in 2021-22.

Decision: Continuation

Summary of the Evaluation's Findings:

There is a strong rationale for the MGP. The program's design was based on available evidence and aligned to federal priorities, which helped to address certain gaps by providing a tax-free grant that is consistent across regions and classes of first responders and includes death as a result of psychological impairment as an eligible incident criterion.

In the first three years of the program, 141 grants have been paid. While the program is generally demonstrating progress towards achievement of expected outcomes as of 2020-21, there are ongoing concerns around program awareness, for example amongst volunteer first responders and first responders in small and rural, remote communities. Despite some initial delays, key program activities have been implemented and the program is on track to achieve its expected results. Best practices and facilitators of program performance include sufficient resources and early outreach. Limited broader awareness of the program constrained the achievement of outcomes.

Recommendations:

That Public Safety Canada should:

• Review applicant and incident eligibility criteria to ensure clarity of terms and conditions, as well as alignment with program intent and the needs of family members of first responders.
• Enhance engagement with and outreach to organizations and associations that represent first responders and PT counterparts to increase awareness and uptake of the program. A focus on organizations in rural, remote and Indigenous jurisdictions and volunteer first responders should be considered in addition to providing information on an ongoing basis and in multiple formats.
• Review and monitor program resources to ensure they are sufficient to support delivery, particularly in the context of expanded eligibility criteria and increasing program uptake; and
• Review the nature and extent of performance data collected in light of current program needs and identify opportunities for further data collection opportunities to better support program reporting and management.

2025-26

Eligible beneficiaries of fallen First Responders (police, firefighters, paramedics, correctional, probation, and parole officers - including auxiliary members and volunteers).

Public Safety Canada has and will continue to use existing avenues, such as the Assistant Deputy Ministers—Senior Officials Responsible for Emergency Management group, and meetings of the Federal-Provincial-Territorial Deputy Ministers Responsible for Justice and Public Safety, to engage P/Ts on the MGP.

Following the results of the 2021-22 MGP's internal evaluation, Public Safety Canada will develop an approach that will seek feedback from program beneficiaries during 2022-23, in order to. obtain input that could improve performance of the Program.

21,600,000

21,600,000

21,600,000

21,600,000

0

0

0

0

0

0

0

0

21,600,000

21,600,000

21,600,000

21,600,000

National Crime Prevention Strategy: 1998–99

• Crime Prevention Action Fund (CPAF): 2005
• Northern and Aboriginal Crime Prevention Fund (NACPF): 2008
• Youth Gang Prevention Fund (YGPF): 2007
• Security Infrastructure Program (SIP): 2007

Ongoing

• CPAF: Grant and Contribution
• NACPF: Grant and Contribution
• YGPF: Contribution
• SIP: Contribution

Appropriated annually through the Estimates

• CPAF: 2013
• NACPF: 2013
• YGPF: 2011
• SIP: 2019–20

Community safety practices are strengthened

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

Crime Prevention

The National Crime Prevention Strategy (NCPS) is the federal government's primary policy framework for the implementation of crime prevention initiatives in Canada. Through the NCPS, Public Safety Canada provides time-limited funding to eligible organizations for the development, implementation and evaluation of evidence-based interventions, with a view to building knowledge of "what works" in crime prevention.

The NCPS' goal is to reduce offending among those most at risk, such as children and youth who demonstrate various risk factors, and to prevent crimes from being committed. The NCPS provides national leadership in the development and dissemination of evidence-based crime prevention programs and policies, and supports projects that are responsive and appropriate to community and regional needs. The NCPS aims to increase the coordination and integration of effective crime prevention policies and programs at the federal, provincial, territorial and municipal levels, as well as increase the identification of, and response to, emerging priority issues and orientation of funding programs.

The Crime Prevention Action Fund (CPAF) supports the implementation and evaluation of crime prevention initiatives that address known risk and protective factors associated with crime and respond to priority crime issues.

The objectives of the CPAF are to:

• Support the dissemination of knowledge and the development of tools and resources related to effective crime prevention practices; and
• Support innovative projects to explore ways in responding to known risk and protective factors related to offending among at-risk children and youth, and high risk offenders in communities.

The Northern and Aboriginal Crime Prevention Fund (NACPF) supports the adaptation, development and implementation of innovative and promising culturally sensitive crime prevention practices which address known risk and protective factors to reduce offending among children and youth, and high risk offenders in communities; the dissemination of knowledge and the development of tools and resources for Aboriginal and northern populations; capacity building as a means to explore ways to develop or implement culturally sensitive crime prevention practices among Indigenous and northern populations.

The objectives of the NACPF are to:

• Support the dissemination of knowledge and the development of tools and resources for Indigenous and northern populations; and
• Support capacity building and explore ways to develop culturally sensitive crime prevention practices among Indigenous and northern populations.

The Security Infrastructure Program (SIP) supports the implementation of projects to help communities with a demonstrated history of being victimized by hate-motivated crime through the enhancement of their security infrastructure.

The objectives of the SIP are:

• A reduction of incidents of hate-motivated crime in targeted area;
• An increased sense of security in communities at risk of hate-motivated crime in targeted area; and
• An increased awareness of the particular challenges faced by communities at risk of hate-motivated crime.

The Youth Gang Prevention Fund (YGPF) supports the implementation and evaluation of local, targeted and tailored youth violence and youth gang prevention initiatives with an objective to develop and share knowledge of "what works".

The objectives of the YGPF are to reduce youth violence and youth gang threats in communities by:

• Supporting targeted initiatives to address specific risk and protective factors associated with youth violence and youth gangs in communities where these issues exist or are emerging threats; including those occurring in rural, remote and Indigenous communities;
• Giving young people alternatives to joining gangs and helping them develop pro-social skills and attitudes; and
• Developing and disseminating knowledge about effective methods to prevent youth violence and youth gangs in Canada.

The NCPS aims to achieve the following expected results:

• At-risk individuals are reached and supported through direct interventions;
• Positive changes in risk and protective factors associated with criminal behavior;
• Reduced offending among targeted at-risk populations; and
• Increased physical security of educational institutions, places of worship and community centers in targeted communities (Security Infrastructure Program).

These goals will be measured through the following performance indicators, with regards to the CPAF, NACPF, and YGPF:

• The percentage of evaluated programs where participants experienced positive changes in risk and protective factors related to offending; and
• Percentage of funded programs for direct interventions that include vulnerable populations in their participant group.

The CPAF aims to achieve the following expected results:

Short-term:

• Increased knowledge of effective crime prevention resources, tools and best practices; and
• Targeted high risk individuals and populations are reached through support and interventions provided by projects.

Intermediate:

• Utilization of more effective strategies to prevent and reduce crime;
• Positive changes in risk and protective factors among at-risk children and youth;
• Positive changes in risk and protective factors for youth at risk of involvement in crimes such as those related to gangs and drug; and
• Positive changes in risk and protective factors for high risk offenders in communities.

Ultimate: Reduced offending among targeted populations.

The NACPF aims to achieve the following expected results:

Short-term:

• Increased knowledge of effective crime prevention resources, tools and best practices.

Intermediate:

• Increased skills to adapt and/or deliver effective crime prevention practices;
• Increased programming and support for the target population; and
• Targeted populations are reached through supports and interventions.

Long-term:

• There are positive changes in risk and protective factors in relation to offending.

The outcomes of both the CPAF and the NACPF will be assessed using the following performance indicators:

• Number and characteristics of at-risk individuals who participated in funded projects;
• Percent of projects with impact evaluations reporting positive changes in risk factors among targeted populations; and
• Percent of projects with impact evaluations reporting decreases in anti-social and violent behaviour.

The SIP aims to achieve the following expected results:

Immediate:

• As a result of the outreach and program implementation, more communities will become more aware of the SIP and will apply for available funding to address hate crimes at their facilities;
• There will be increased physical security for educational institutions, places of worship, and community centers in communities at risk of hate-motivated crime that have received support under SIP; and
• Better and more informed program decision-making for Public Safety Canada's \NCPS as it relates to the administration of SIP and for funding recipients as it relates to implementation of their project.

Intermediate:

• A reduction of incidents of hate-motivated crimes in targeted areas;
• An increased sense of security in communities at risk of hate-motivated crime in targeted areas; and
• An increased awareness of the particular challenges faced by communities at risk of hate motivated crime.

Ultimate: A safer, more secure Canadian society.

The outcomes of the SIP will be evaluated using the following performance indicators:

• Number and type of SIP projects (by type of hate crime, type of organization/institution and by community);
• Descriptive data on type/nature of physical security measures implemented;
• Number and type of hate-motivated incidences (crimes, slurs, threats, etc.) reported in the final project report compared to the organization's original application; and
• The extent to which funding recipients report an increased sense of security as a result of security infrastructure (immediately after project completion).

The YGPF aims to achieve the following expected results:

Immediate:

• Targeted at-risk youth and populations are reached through support and interventions provided by projects;
• Increased protective factors for youth at-risk of violent behaviour and gang involvement;
• Increased awareness of consequences of violence and gang involvement;
• Increased motivation to change, or not engage in, violent behaviour or gangs; and
• Increase in Canadian body of knowledge on gang prevention.

Intermediate:

• Decrease in risk factors present in the lives of youth at risk of violent behaviour and gang involvement;
• Decrease in anti-social and violent behaviour among targeted youth;
• Increase in youth choosing not to join gangs;
• Increase in the number of youth disengaging from gangs; and
• Utilization of more effective community-based responses to youth violence and gangs.

Ultimate: A reduction in propensity to offend and offending behaviour among the targeted at-risk youth.

The outcomes of the YGPF will be evaluated using the following performance indicators:

• Number and characteristics of at-risk individuals who participated in funded projects;
• Length of time of youth are retained;
• Positive changes in post-program test scores measuring awareness of consequences;
• Positive change in post-program test scores measuring attitudinal change; and
• Positive change in post-program test scores measuring anti-social and violent behaviour.

New interventions will be developed in 2022-23 from the proposals submitted under the Crime Prevention Action Fund call in 2021. There will also be a call for proposals to support Indigenous communities with additional crime prevention resources.

With the additional funding announced under the 2020 Fall Economic statement and Budget 2021, the annual call for proposals under the Security Infrastructure Program will be able to reach even more communities at-risk of hate crime. The department will also seek to make program enhancements to make the administration of the program more efficient and to respond to community needs that were identified during community consultations held in 2021.

2017-18

An Evaluation of National Crime Prevention Strategy (NCPS) was completed (approved) on July 11, 2018.

Decision: Continuation

Summary of the Evaluation's Findings:

The evaluation found that the NCPS remains relevant and has adapted to address emerging needs and priorities, including addressing gender issues in funding. Stakeholders' understanding and knowledge of evidence-based crime prevention was enhanced by the NCPS's activities, however, a more coherent and timely approach to knowledge dissemination is required. As crime prevention crosses multiple jurisdictions, collaboration is a critical element for projects' success and sustainability. More opportunities for collaboration are needed to enable networking and partnerships and to ensure there is a continued complementarity of efforts. After Departmental realignment in 2014, the NCPS has been jointly managed by two branches. There is evidence that this change has impacted cross-functional communication and coordination.

Recommendations:

That Public Safety Canada should:

• Establish clear processes between the two Branches to plan, coordinate and deliver the NCPS;
• Examine mechanisms for improving engagement with provincial and territorial governments, and other government departments to support crime prevention initiatives; and
• Implement the existing knowledge dissemination strategy and systematically collect data on the reach and impact of knowledge products.

CPAF, NACPF, YGPF: 2022-23

SIP: 2026-27

• Community-based organizations, other levels of government and academia;
• Indigenous governments, organizations and communities;
• Canadian universities, educational institution/boards of education, and Centers of Excellence; and
• Provincial, territorial, municipal, and Indigenous police services.

The NCPS utilizes its mailing list to ensure potential applicants and recipients are informed about relevant activities and future funding opportunities. The Department supports external networks to facilitate the exchange of information between funding recipients implementing similar models or promising practices in different communities across the country.

Public Safety Canada anticipates scheduling public information sessions for the SIP shortly after the launch of the 2022 Call for Applications, due to the success of the pilot run during the 2021 Call for Applications. This will allow those who are considering an application to learn first-hand from departmental officials about the program, its requirements and how to apply. Ultimately, this will improve the quality of applications received as well as increase awareness of the program in vulnerable communities.

1,760,000

1,760,000

1,760,000

2,760,000

42,817,561

43,582,899

47,582,899

47,582,899

0

0

0

0

44,577,561

45,342,899

49,342,899

50,342,899

1987

Ongoing

Contribution

Appropriated annually through the Estimates

2009–10

Canada can effectively mitigate, prepare for, respond to and recover from all-hazards events

Emergency Prevention/Mitigation

The Search and Rescue New Initiatives Fund (SARNIF) provides annual funding for projects that will improve the National Search and Rescue Program (NSARP). The SAR NIF is a key element of the NSARP and contributes significantly to support safety promotion and education, as well as to advance technology and improve Canada's ability to provide an effective and capable search and rescue (SAR) response in all areas and jurisdictions.

The expected results of the SARNIF include:

• Promoting and supporting projects designed to develop and improve SAR prevention;
• Enhancing the effectiveness of the SAR response in federal, provincial and territorial jurisdictions; and
• Sharing SAR response and prevention 'best practices' across the SAR community.

Success in achieving the SARNIF's expected results will be measured via the following performance indicators:

• The extent to which projects result in improved SAR response and prevention; and
• The extent to which projects promote and improve partnerships among all levels of the national SAR program.

The annual call for proposals will open in the Spring/Summer of 2022 for new projects to begin in April 2023.

2020-21

An Evaluation of the Search and Rescue New Initiatives Fund was completed in October, 2020.

Decision: Continuation

Summary of the Evaluation's Findings:

• The SARNIF provides positive and necessary support for SAR capabilities across Canada, particularly in the area of ground SAR. However, data availability related to volunteer search and rescue activities across Canada is limited.
• SARNIF governance was found to be appropriate although areas of improvement were identified.
• To a limited extent, GBA Plus considerations have been taken into account in the program design and implementation of the SARNIF.
• SARNIF projects were found to support innovative prevention, as well as improved response capabilities and training opportunities especially for ground SAR.
• The SARNIF has facilitated the development of partnerships. Public Safety Canada has not taken an active role in sharing the results of SARNIF funded projects.
• Concerns were found regarding the administration of the SARNIF, particularly with the application process and the monitoring and sharing of performance data.

Recommendations:

That Public Safety Canada should:

• Develop and communicate the priorities of the National Search and Rescue Secretariat (NSRS) and overall policy direction for SAR support within Public Safety Canada, and ensure that the priorities and objectives of the SARNIF are aligned.
• Explore ways to improve collection and sharing of project data to support national SAR policy and enhance knowledge management at the national level.
• Improve the SARNIF's application and approval processes to ensure sufficient outreach, support and accessibility.

2024-25

• For-profit organizations;
• Not-for-profit organizations and charities;
• Academia and public institutions;
• Provincial, territorial and local governments; and
• Individuals.

Established governance bodies and other forums are consulted relative to program priorities and delivery.

Outreach and engagement efforts will continue with stakeholders at the interdepartmental committee on search and rescue (ICSAR) and the national search and rescue advisory committee (NSARAC). An information session for interested applicants will be offered to provide guidance as part of the 2023-2024 call for proposals process.

0

0

0

0

7,304,000

7,386,000

7,386,000

7,386,000

0

0

0

0

7,304,000

7,386,000

7,386,000

7,386,000

Aboriginal Community Safety Development Contribution Program (ACSDCP): 2010-11

Aboriginal Community Safety Planning Initiative (ACSPI): 2010-11

Indigenous Community Corrections Initiative (ICCI): 2017-18

ACSDCP: Ongoing

ACSPI: Ongoing

ICCI: 2021–22

Contribution

Appropriated annually through Estimates

2021-22

Community safety practices are strengthened

Canadian communities are safe

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

Corrections

The Aboriginal Community Safety Development Contribution Program (ACSDCP) provides contributions to Aboriginal organizations (on and off-reserve), Aboriginal governments, and municipalities in collaboration with Aboriginal organizations and/or communities to develop tailored approaches to community safety that are responsive to the concerns, priorities and unique circumstances of Aboriginal communities. Becoming more responsive requires engaging Aboriginal communities in identifying issues and developing solutions; building the capacity of Aboriginal communities to develop and deliver projects; addressing funding issues; and ensuring that relevant programs are adaptable to the diverse needs of Aboriginal communities.

The ACSDCP includes two initiatives:

• The Aboriginal Community Safety Planning Initiative (ACSPI); and
• The Indigenous Community Corrections Initiative (ICCI).

The objective of the ACSPI is to enhance or improve Aboriginal communities' ability to support the development and/or implementation of community safety plans.

The objectives of the ICCI are to support the development of alternatives to incarceration projects, and/or to provide reintegration support.

The program contributes to the achievement of departmental legislative, policy development, and consultative objectives.

This program, through transfer payments, is structured to link community solutions with policy development. The starting points are appropriate community-based projects taking into account:

• Under the Aboriginal Community Safety Planning Initiative, the safety needs of Aboriginal communities, including Aboriginal women and girls' safety; and
• Under the Indigenous Community Corrections Initiative, the successful community reintegration of Aboriginal offenders.

The end points for both are increased knowledge within communities and government as well as effective and appropriate government policies.

The expected results of the ACSPI are:

• Aboriginal communities with increased capacity to respond to community safety issues;
• Aboriginal communities with developed community safety plans; and
• Community safety plans, components of community safety plans, community safety and wellbeing projects, and knowledge building and sharing projects are implemented in Aboriginal communities.

The expected results of the ICCI are:

• Aboriginal communities with increased capacity to provide alternatives to incarceration and reintegration support;
• Alternative to incarceration projects developed; and
• Reintegration support projects developed.

The following is a list of performance indicators that will assist in measuring and monitoring the progress of the ACSDCP via its two initiatives:

ACSPI:

• Number of community safety plans developed;
• Number of proposals developed;
• Number of projects funded;
• Number of tools developed;
• Number of partnerships supported between communities and other organizations;
• Change in community members perceptions of community capacity to address safety priorities; and
• Number and percentage of communities that receive support who successfully implement projects, community safety plans, and/or components of community safety plans.

ICCI:

• Number of projects funded;
• Extent to which community members or organizations perceive an increased community capacity to address the needs of Indigenous offenders returning to communities;
• Communities that receive training utilize training to deliver alternative to incarceration projects or reintegration support plans/projects; and
• Improved knowledge of what works in community reintegration.

As the ICCI sunset in March 2022, avenues for renewal will be explored.

The ACSPI was expanded in December 2021 and is collaborating with the Northern and Indigenous Crime Prevention Fund (NICPF) to address Indigenous community-led crime prevention and Community Safety and Well-being projects. The expected results are:

• Increase engagement and outreach with communities across Canada;
• Target communities in the North, and Inuit and Metis communities in an effort to engage with communities who are currently underrepresented within the ACSPI;
• Implement Community Safety and Well-being models through the NICPF; and
• Expand partnerships and begin outreach with other government departments and with other programs within the department.

ACSPI – 2019-20

ICCI – 2021-22

An Evaluation of the Aboriginal Community Safety Planning Initiative was completed in 2019-20.

Decision: Continuation

Summary of the Evaluation's Findings:

The evaluation found that there is a continuing need for the ACSPI as the societal conditions that led to its creation remain. This is highlighted by the overrepresentation of Indigenous peoples in the Canadian justice system, both as victims and offenders: approximately one in four persons admitted to a federal, provincial or territorial correctional service is an Indigenous adult; nearly one in three Indigenous persons are victims of violent or household crime; and, an Indigenous woman is over three times more likely to experience sexual assault, and five times more likely to be murdered, than a non-Indigenous person. These data suggest that violence against Indigenous women and girls, and within Indigenous communities, remains a serious problem in Canada.

Recommendations:

That Public Safety Canada should:

• Align existing tools and establish processes to assist communities in developing, implementing and monitoring actions from their Community Safety Plans. This could include examples of the measures of success as well as the provision of additional supports, such as the fostering of communities of practice and guidance on relevant funding opportunities from government and non-government sources; and
• Further develop and apply opportunities for collaboration and potential harmonization with other federal comprehensive community-based initiatives at both the regional and national level, including engagement at the senior management level.

An Evaluation of the Indigenous Community Corrections Initiative was completed in 2021-22.

Summary of the Evaluation's Findings:

The ICCI is aligned with government and department objectives and priorities in supporting the reintegration of Indigenous offenders returning to communities. The Initiative supports offenders to engage in their culture, which can contribute to the establishment of a cultural identity, which in turn can help the healing process.

The Initiative has contributed to an increased capacity in communities to support Indigenous offenders, however, in many communities gaps remain such as housing, mental health counselling, addictions treatment and a variety of other services that are crucial in supporting offenders successfully returning to the community. An additional gap is the lack of women-centred programming. While GBA Plus was considered in the program development, it is not evident in the selection of funded projects.

While entirely unforeseen, COVID-19 impacted all projects and the results will likely be more evident in 2020-21 annual reports. COVID-19 could have a large impact on both project and program delivery and hence results.

Recommendations:

That Public Safety Canada should:

• Assess project selection criteria, with the goal of including projects aligned with GBA Plus considerations;
• Engage with inter-departmental stakeholders to support projects in liaising with provincial and/or federal correctional systems to better support projects' activities; and
• Assess performance measurement and reporting requirements at both the program and recipient level in line with an updated performance measurement strategy.

ACSPI – 2024-25

ICCI – None required; sunset in March 2022

• Aboriginal not-for-profit organizations (on and off-reserve, First Nation, non-status Indian, Métis, Inuit and urban);
• Aboriginal and municipal governments working in collaboration with Aboriginal organizations and or communities;
• Aboriginal communities; and
• Canadian universities and colleges.

ACSPI: The process of engagement with communities can take between 6 to 18 months. During this period, facilitators work closely with the communities to develop all the tools and knowledge required for the core group to create a Community Safety Plan. The ACSPI will also engage directly with communities that are referred by partners.

In light of the ongoing COVID-19 pandemic, the ACSPI has developed a suite of virtual engagement and participation tools and processes which will be used to support communities in their development of proposals. Program officers have adapted engagement and workshop content to be delivered virtually and continue to communicate with communities by telephone where video conferencing is not feasible.

ICCI: N/A – sunset in March 2022.

0

0

0

0

 2,533,738

 2,200,000

 3,200,000

 6,000,000

0

0

0

0

 2,533,738

 2,200,000

 3,200,000

 6,000,000

2004

Ongoing

Contribution

Appropriated annually through Estimates

Contribution Program to Combat Serious and Organized Crime (CPCSOC): 2019-20 (Terms of Conditions for CSEHT were rolled into CPCSOC)

Canadian communities are safe

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

Border Policy

Serious and Organized Crime

The Contribution Program to Combat Serious and Organized Crime (CPCSOC), the Combat Child Sexual Exploitation and Human Trafficking (CCSEHT) program supports initiatives, research, partnership building, specialized police services, projects and programs to increase knowledge, raise awareness and help advance efforts to combat serious and organized crime. In particular, the program seeks to support projects and initiatives to increase knowledge, raise awareness and/or help advance efforts to combat human trafficking and child sexual exploitation.

Specific objectives of the CPCSOC include:

• Supporting projects and / or programs including specialized police services that focus on enhancing efforts to combat serious and organized crime and increasing awareness and understanding of related issues;
• Supporting initiatives and/or research projects to increase understanding of the (evolving) nature of serious and organized crime, including its structures, activities and impact on communities;
• Creating or reinforcing partnerships among recipients;
• Facilitating cooperation and collaboration among various levels of government and stakeholders; and
• Informing the development/implementation of policies, procedures and legislation.

See: Contribution Program to Combat Serious and Organized Crime

See: Contribution Program to Combat Serious and Organized Crime

See: Contribution Program to Combat Serious and Organized Crime

See: Contribution Program to Combat Serious and Organized Crime

See: Contribution Program to Combat Serious and Organized Crime

See: Contribution Program to Combat Serious and Organized Crime

0

0

0

0

2,757,000

2,035,600

2,035,600

2,035,600

0

0

0

0

 2,757,000

 2,035,600

 2,035,600

 2,035,600

July 1, 1988

Ongoing

Contribution

Appropriated annually through Estimates

2010-11

Canada can effectively mitigate, prepare for, respond to and recover from all-hazards events

Emergency Prevention/Mitigation

The purpose of this contribution is to meet Canada's obligation under the International COSPAS-SARSAT Programme Agreement (ICSPA) and to provide a share of the operational costs incurred by the Secretariat in performing its administrative tasks and functions.

The expected result of the COSPAS-SARSAT transfer payment program is that Canada's obligations under the ICSPA are met.

Alongside the other countries Party to the ICSPA, Canada will continue to exercise its oversight of the COSPAS-SARSAT Secretariat.

2014-15

An Evaluation of COSPAS-SARSAT was completed in November 2014.

Decision: Continuation

Summary of the Evaluation's Findings:

• Key Finding 1: The Secretariat continues to address an actual and ongoing need in the domain of search and rescue.
• Key Finding 2: The Secretariat is aligned with the roles and responsibilities of the federal government.
• Key Finding 3: The Secretariat is aligned with Government of Canada priorities related to the National Search and Rescue (SAR) Program.
• Key Finding 4: The Secretariat has achieved its stated activities for the past five years and expanded in some areas to prepare for the Medium Earth Orbiting Search and Rescue (MEOSAR) project and database support.
• Key Finding 5: Canada's Contribution Agreement to the Secretariat provides good value for money as it supports international partnerships, allows access and input into the Program, and ultimately, enhances SAR operations in Canada with quicker location response times.

Recommendation:

Continue funding the COSPAS-SARSAT Secretariat.

N/A - None required

International COSPAS-SARSAT Programme

Engagement activities include participation in the COSPAS-SARSAT governance, including the Closed and Open Council sessions, as well as providing expert advice and leadership in various working groups.

0

0

0

0

272,000

190,000

190,000

190,000

0

0

0

0

 272,000

 190,000

 190,000

 190,000

2019

March 2024

Grant and Contribution

Appropriated annually through Estimates

2019-20

Community safety practices are strengthened.

Cyber Security

The Cyber Security Cooperation Program (CSCP) aims to contribute to the federal government's leadership role in advancing cyber security in Canada. The CSCP's purpose is to commission research and yield comprehensive results that help position Canadian governments, businesses, and citizens to better anticipate trends, adapt to a changing environment, and remain on the leading edge of innovation in cyber security.

In alignment with the goals and priorities of the new National Cyber Security Strategy (NCSS) released in May 2019, the CSCP is comprised of the following three streams and related objectives:

• Security and Resilience;
• Cyber Innovation; and
• Effective Leadership.

The CSCP aims to achieve the following long-term goals:

• The understanding of cyber vulnerabilities and threats is enhanced among stakeholders;
• Research funded through the CSCP helps to ensure that the Department's decision making is evidence-based; and
• Non-federal Canadian systems and information are less vulnerable and better secured against cyber threats.

These goals will be measured using the following performance indicators:

• Percentage of stakeholders that indicate having an increased awareness of cyber threats and vulnerabilities;
• Percentage of CSCP research projects cited in National Cyber Security Directorate (NCSD) policy and guidance documents;
• Percentage of recipients on track to accomplish project goals ; and
• Percentage of recipients that indicate program funding was integral to project success .

In 2022-23 the CSCP will develop and implement annual performance reporting for projects funded under the program. This will ensure that outcomes of each project effectively inform Public Safety Canada's cyber security policy agenda, and facilitate the awareness of project results across the GC cyber security community.

N/A

The Mid-Term Evaluation of the National Cyber Security Strategy – Public Safety Canada's Initiatives was approved on March 28, 2022. The report will be published on the Public Safety Canada's website within 90 days.

N/A

A joint Audit and Evaluation of the Security Infrastructure Program is planned in 2025-26.

• Canadian not-for-profit organizations;
• Canadian academic and research institutions;
• Provincial, territorial and local governments and authorities;
• Canadian individual researchers and professionals; and
• Canadian for-profit organizations.

The CSCP maintains a mailing list, which is used to provide relevant information and future funding notifications to interested parties.

As projects reach key milestones, starting in 2022-23, Public Safety Canada will begin showcasing project results and outcomes with the federal cyber security community.  

287,020

1,000,000

1,000,000

0

3,562,980

1,000,000

1,000,000

0

0

0

0

0

 3,850,000

 2,000,000

 2,000,000

0

1983

Ongoing

Grant

Appropriated annually through Estimates

2019-20

Community safety practices are strengthened

Corrections

The Grants Program to National Voluntary Organizations (GPNVO) provides funding to not-for-profit organizations which are active in the area of corrections, conditional release and community reintegration. The funding is meant to help these organizations maintain a national structure, and to cover core operating expenses.

The GPNVO aims to achieve the following expected results:

Immediate outcomes:

• Increased knowledge and understanding for decision-making in Canada's criminal justice and corrections systems;
• Shared knowledge and awareness leading to enhanced delivery of services, such as dissemination of information; and
• Improved intersectoral and interdisciplinary collaboration and delivery of services.

Intermediate outcomes:

• Contribution to national policy dialogue on matters related to criminal justice;
• Increased capacity of NVOs to fulfill their mandates; and
• Increased community capacity to work with victims, offenders, families, and local officials such as police and emergency first responders.

Long-term outcome: A safer, secure and more resilient Canadian society.

The following performance indicators will be used to measure the progress made towards achieving these goals:

• Influence on policy development: Number of Departmental initiatives, activities and decisions influenced or informed by the recipient organizations;
• Impact on service delivery initiatives: Level of recipient's participation in engaging the Department to address community needs; and
• Dissemination of information and knowledge: Number of conferences, public education initiatives and other knowledge-building activities developed by the recipient organization.

Funding for the GPNVO recipients will continue, as per the agreements signed in 2020. It is anticipated that recipient organizations will continue to contribute to the national policy dialogue on criminal justice-related issues through engagement sessions with PS, increasing the department's awareness of issues of importance to the community.

2015-16

An Evaluation of the Grants Program to National Voluntary Organizations was completed in 2015-16.

Decision: Continuation

Summary of the Evaluation's Findings:

The evaluation found that the NVOs provide services that the criminal justice and corrections systems rely upon and they contribute to the policy dialogue on matters of criminal justice and corrections. The GPNVO has improved the capacity of NVOs to fulfill their mandates. However, several interviewees noted that the current level of funding has hindered achievement of outcomes. The GPNVO has an efficient administrative process. There is some question as to whether the Program is reaching its intended audience as grant funding has been provided to almost the same set of organizations for decades. While support from Public Safety Canada was identified as an element of strength for the program, interviewees suggested that the GPNVO could be improved with more information from the Department.

Recommendations:

That Public Safety Canada should:

• Develop a strategy to intensify the efforts to publicize the call for applications more broadly in order to ensure the Grants Program is reaching its intended target audience; and
• Implement an instrument to assess how NVOs have contributed to increasing the national policy dialogue to better inform and enhance corrections and criminal justice policy and practice.

N/A – None required

Eligible recipients are Canadian not-for-profit bodies or national voluntary organizations that provide services in the area of corrections, conditional release and/or community reintegration, and therefore contribute directly to public safety.

Crown Corporations, for profit groups, provinces, territories and individuals are not eligible for funding under the GP to NVOs.

Recipients will be informed of relevant funding opportunities as they become available.

Engagement on relevant policy development initiatives (e.g. pardons reform, Federal Framework to Reduce Recidivism etc.) will occur as needed.

Correctional Roundtables and/or Policy forum(s) will be held with GPNVO recipients and other federal government departments throughout the year.

1,796,144

1,796,144

1,796,144

1,796,144

0

3,000,000

5,000,000

5,000,000

0

0

0

0

 1,796,144

 4,796,144

 6,796,144

 6,796,144

2016–17

Ongoing

Grant (contributions allowed)

Appropriated annually through Estimates

2016-17

Canada can effectively mitigate, prepare for, respond to and recover from all-hazards events

Emergency Prevention/Mitigation

The purpose of the Heavy Urban Search and Rescue (HUSAR) Program is to support Canada's HUSAR capacity by strengthening the abilities of six HUSAR Task Forces across Canada. The HUSAR program contributes to the achievement of departmental and governmental objectives by contributing to enhanced public safety and emergency management.

The HUSAR program aims to achieve the following expected results:

• HUSAR Task Forces are effectively equipped to respond to disasters;
• Increased interoperability between HUSAR teams; and
• Canada has HUSAR capabilities that are able to respond to emergencies affecting urban centres in an efficient, effective and coordinated manner.

These results will be measured through the following performance indicators:

• Number of teams with deployable HUSAR capacity;
• Percentage of activity reports which demonstrate use of at least 95% of approved funding;
• Number of Task Forces that have jointly trained/exercised; and
• Number of Task Forces able to jointly respond to disasters.

New funding agreements will be put in place to maintain existing HUSAR Task Forces and continue the development of the Montréal and Halifax Task Forces. A series of virtual forums will take place to further advance a national concept of operations.

N/A – None required

N/A

N/A – None required

The provincial or municipal legal entities responsible for the management of one of the six HUSAR Task Forces located in Vancouver (British Columbia), Calgary (Alberta), Brandon (Manitoba), Toronto (Ontario), Montreal (Québec), and Halifax (Nova Scotia).

Applicants and stakeholders will continue to be engaged through the quarterly HUSAR Advisory Committee meetings. Additional virtual forums will take place throughout 2022-23.

3,100,000

3,100,000

3,100,000

3,100,000

0

0

0

0

0

0

0

0

 3,100,000

 3,100,000

 3,100,000

 3,100,000

2008-09

Ongoing

Contribution

Appropriated annually through Estimates

2008-09

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

Emergency Preparedness

The objective of the HazMat training program, delivered under the International Association of Firefighters (IAFF) agreement, is to train first responders about strategies to safeguard their health and safety and the safety of Canadians; and to reduce deaths and injuries related to HazMat incidents. The goal is to provide the highest level of instruction and training by:

• Conducting local, customized training that meets the needs of first responders, local jurisdictions and Public Safety Canada;
• Collaborating to reach as many first responder populations as possible; and
• Ensuring that all training programs continue to meet or exceed applicable professional standards, and that they incorporate lessons learned and best practices.

The immediate outcomes of the IAFF are that Canadian fire fighters and other first responders nationally have the skills and knowledge required to respond to a HazMat incident, and that there is improved interoperability between trained first responders in Canada.

The intermediate outcomes are that Canadians are protected from the aftermath of a HazMat incident, and that Canadian firefighters and other first responders are protected in the event of a HazMat incident.

The ultimate outcome is to contribute to Public Safety Canada's mandate of ensuring "A Safe and Resilient Canada" by promoting public safety and protecting Canadians and Canadian first responders from the aftermath of a HazMat incident.

These outcomes will be measured via the following performance indicators:

• Number of training classes and number of students;
• Number of "train the trainer" classes and number of students; and
• Percent of trained students that are from non-firefighting disciplines.

Engagement with the IAFF will occur in 2022-23 with a view to establish a new multi-year funding agreement effective in 2023-24. This will include a review of results under the current agreement and validation of future expected outcomes.

2011-12

An Evaluation of the International Association of Firefighters was completed in 2011-12.

Decision: Continuation

Summary of the Evaluation's Findings:

The evaluation found that - based on available evidence - there is still a need for HazMat training for first responders. Systematic collection of data related to HazMat training across the country would provide a more accurate understanding of the current level of first responder training and the remaining training gaps.

Recommendations:

That Public Safety Canada should:

• Develop program alternatives that better reflect PS's leadership and collaboration role; and
• Develop a mechanism that will promote timely updates of recipient estimates and expenditures in order to provide a more accurate financial representation.

N/A – None required

 IAFF

Engagement with the IAFF will occur in 2022-23 with a view to establish a new multi-year funding agreement effective in 2023-24. This will include a review of results under the current agreement and validation of future expected outcomes.

0

0

0

0

500,000

500,000

500,000

500,000

0

0

0

0

 500,000

 500,000

 500,000

 500,000

2015 – renewed and expanded in 2020-21

2024-25

Contribution

Appropriated annually through the Estimates

2020-21

Canadian communities are safe

Law Enforcement and Policing

The overall objective of the Nation's Capital Extraordinary Policing Costs (NCEPC) contribution program is to recognize the unique policing environment created by the presence of federal landmarks (e.g., the War Memorial), institutions and events of national significance in the Nation's Capital. These exceptional circumstances lead to extraordinary policing costs for the Ottawa Police Service (OPS). In recognition of these exceptional circumstances the program, the NCEPC enables the City of Ottawa to seek financial assistance from the Government of Canada through a contribution agreement for eligible extraordinary, reasonable and justifiable policing costs incurred in relation to duties specific to policing the nation's capital.

The immediate outcome of the NCEPC is that the City of Ottawa has the resources to manage costs incurred for duties specific to policing the nation's capital. The intermediate outcomes are that the City of Ottawa is equipped to provide security, and that the City of Ottawa includes GBA Plus considerations in the provision of security for nation's capital's events. The long-term program outcome is that the Nation's Capital hosts safe and secure events.

These outcomes will be measured via the following performance indicators:

• Percentage of payment requests received and paid in compliance with the contribution agreement;
• Percentage of funding available through the NCEPC used by the City of Ottawa;
• Percentage of extraordinary events involving the use of the liaison team in the planning of extraordinary events, which have met OPS threshold for its use; and
• Percentage of extraordinary events held within the Nation's Capital that are attended by OPS, as required based on security assessments.

In 2022-23, Public Safety Canada will continue to liaise with the OPS to ensure that the recipient is reimbursed for eligible costs in a timely fashion pursuant to the terms and conditions of the contribution agreement and within the department's established service standards for issuing payments. Officials will review the mid-year and final cash flow statements and activity reports to recommend reimbursement for eligible costs.

2019-20

An Evaluation of the Nation's Capital Extraordinary Policing Costs Program was completed in July 2019.

Decision: Continuation

Summary of the evaluation's findings:

The program continues to be relevant in a time when the security landscape and considerations are evolving. Policing events in national capital cities involves additional planning and increased awareness and identification of threats.

Additional security considerations and awareness comes with a requirement for added resources. While NCEPC contribution program funding accounts for less than 1% of the OPS's budget, they make full use of the funding provided by the program to police events, with most of the funding allocated to personnel costs.

Even though NCEPC contribution program funding supports OPS in providing policing for events, it is not enough to cover all costs. Canada Day costs account for half of program spending which leaves OPS with fewer resources to police the remaining events in the funding period. The City must also absorb additional costs for security measures beyond direct policing such as paramedic and fire services.

Recommendations:

That Public Safety Canada should:

• Examine the full scope of security costs related to events unique to the Nation's Capital and explore options to engage other federal partners in supporting these costs;
• Assess performance measurement and reporting requirements at both the program and recipient level; and
• Include GBA Plus considerations in program design and implementation.

N/A – None required

The only eligible recipient is the City of Ottawa.

Departmental officials have a close working relationship with the recipient. Public Safety Canada officials engage with OPS staff a minimum of twice a year to ensure that the program deliverables (cash flow and activity reports) are submitted within the scheduled timelines.

0

0

0

0

3,000,000

3,000,000

3,000,000

3,000,000

0

0

0

0

3,000,000

3,000,000

3,000,000

3,000,000

2007

Ongoing

Grant

Appropriated annually through Estimates

2017-18

Community safety practices are strengthened

Corrections

The purpose of the National Flagging System (NFS) Class Grant Program (NFSCGP) is to enhance the capacity of participating provinces and territories to identify and track high-risk, violent offenders and facilitate prosecution and sentencing of these offenders if they re-offend.

The objectives of the NFSCGP are to:

• Assist Crown prosecutors to more effectively prosecute high-risk violent offenders;
• Prevent high-risk violent offenders from falling through jurisdictional gaps in the criminal justice system, should they move to another part of the country; and
• Encourage prosecutors to make Dangerous and Long-Term Offender applications in appropriate cases.

The expected results and outcomes of the NFSCGP are:

Immediate outcomes:

• There is an increased knowledge relevant to the future prosecution of high-risk, dangerous offenders; and
• An improved ability to transfer information to prosecutors in a timely manner.

Intermediate outcomes:

• There is better use of Flagging Coordinators' time for core tasks;
• The effective prosecution of high-risk, dangerous violent offenders is promoted; and
• There is consistent identification of high-risk, dangerous offenders.

Long-term outcomes:

• The prosecution of high-risk, dangerous offenders is more effective;
• High-risk, dangerous offenders are prevented from falling through jurisdictional gaps in the criminal justice system;
• Dangerous and long-term offender (LTO) applications are made in appropriate cases; and
• The capacity of provinces and territories to conduct flagging has increased.

The ultimate outcome is that Canadian society is safe and more resilient.

These outcomes will be measured via the following performance indicators:

• Trend in the number of offenders that have been identified, referred, and flagged vs. the trend in number of offenders designated (without being flagged);
• Ability to flag high risk offenders, by each jurisdiction: Demonstrated measures to increase capacity (i.e. equipment, staff, training);
• Knowledge relevant to the future prosecution of high-risk, violent offenders: Information from conferences and meetings is utilized in the NFS network;
• File information on flagged offenders is transferred efficiently without delay: Transfer of information is within acceptable timeframes;
• Transfer of NFS information to appropriate officials and decision makers: Increased efficiency in determining dangerous offender and LTO designations; and
• Crime rates reduced, number of crimes committed by those designated as high-risk offenders (HROs) reduced: A reduction in crime rates and crimes committed by those designated as HROs.

Public Safety Canada will continue to provide provinces with funding that will enable them to flag high risk offenders. Recipients will be able to hire staff, train them appropriate and equip them with the tools they need to keep Canadians safe.

2016-17

An Evaluation of the National Flagging System Class Grant Program was completed in 2016-17.

Decision: Continuation

Summary of the evaluation's findings:

There is a continued need for the NFS and for inter-jurisdictional cooperation. The program has helped provinces maintain or increase their capacity to identify and track high-risk offenders by providing funding for resources, training and equipment. Having dedicated NFS staff, partly funded by the program, has facilitated the achievement of outcomes. At 8%, the administration ratio for the program is in line with that of other grant programs and is indicative of an efficient administrative process. A number of improvements related to the program have been suggested including reviewing flagging guidelines/criteria and more timely/consistent access to Correctional Service of Canada (CSC) data.

Recommendations:

That Public Safety Canada should:

• In collaboration with the provinces, develop more structured flagging criteria and guidelines to improve consistency in the application of these criteria by NFS coordinators and across jurisdictions; and
• Work with NFS coordinators and CSC to improve consistency, timeliness and ease of access to CSC information by NFS coordinators and across jurisdictions.

N/A – None required

Provincial and territorial governments.

During the funding cycle, recipients are required to submit annual reports to demonstrate how the grant has contributed to the recipient's ability to identify and track high-risk offenders.

Engagement on relevant policy development initiatives (e.g. pardons reform, Federal Framework to Reduce Recidivism) will occur as needed. Recipients may also be engaged in a review of the Terms and Conditions of the program to consider improvements to the administration of the Grant.

1,000,000

1,000,000

1,000,000

0

0

0

0

0

0

0

0

0

1,000,000

1,000,000

1,000,000

0

Policy Development Contribution Program (PDCP): 1983

Emergency Management Public Awareness Contribution Program (EMPACP): August 13, 2020

Post-Traumatic Stress Injuries (PTSI): January 11, 2019

PDCP: Ongoing

EMPACP: March 31, 2024

PTSI: March 31, 2023

PDCP: Contribution

EMPACP: Contribution

PTSI: Contribution

PDCP: Appropriated annually through Estimates

EMPACP: Appropriated one time through Estimates

PTSI: Appropriated one time through Estimates

PDCP: 2019-20

EMPACP: 2019-20

PTSI: 2018-19

PDCP:

National security threats are understood and reduced;

Community safety practices are strengthened;

Canadian communities are safe; and

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

EMPACP:

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

PTSI:

Canadian communities are safe; and

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

Crime Prevention

Cyber Security

Emergency Preparedness

Indigenous Policing

Law Enforcement and Policing

Serious and Organized Crime

PDCP: Its overall objectives are to forge greater consensus and cooperation among various levels of government and other stakeholders through policy initiatives and activities. Contribution funding has been chosen in order to monitor progress and results of projects and initiatives. The program contributes to the achievement of departmental legislative, policy development, and consultative objectives by:

• Supporting projects in priority areas to address public policy issues of strategic importance to the Department;
• Supporting information driven projects and participation in cross-sectoral and inter-jurisdictional policy and legislative initiatives;
• Supporting innovative approaches and the acquisition of knowledge and the ability to translate knowledge into action for communities and community-based organizations; and
• Contributing to enhanced public safety and emergency management.

This program supports strategic projects undertaken by Departmental stakeholder organizations that contribute to policy-making. The Department provides funding to three categories of projects:

• Communication/Information Exchange projects;
• Innovation and Research projects; and
• Training and Skills Development projects.

EMPACP: It was established to increase the level of preparedness and readiness of vulnerable groups to natural hazards. It seeks to develop and nationally distribute public awareness products that are tailored to the specific needs, risks, and barriers of vulnerable populations, including low-income Canadians, seniors, women, new Canadians, and Indigenous communities

PTSI: This program will support a new National Research Consortium on PTSI among public safety personnel between the Canadian Institutes of Health Research (CIHR) and the Canadian Institute for Public Safety Research and Treatment (CIPSRT). This consortium is the first of its kind in Canada and will work specifically to address the incidence of PTSI among public safety personnel. The program will also support an Internet-based Cognitive Behavioural Therapy (ICBT) pilot to provide greater access to care and treatment for public safety personnel, especially in rural and remote areas. The program does not have repayable contributions.

PDCP:

The activities and outputs of the programs are expected to lead to both immediate and intermediate outcomes:

Immediate Outcomes:

• Increased knowledge and understanding of public safety and emergency management systems;
• Innovative approaches, lessons learned and best practices documents;
• Shared knowledge and awareness leading to enhanced delivery of services such as dissemination of information; and
• Improved intersectoral/interdisciplinary collaboration and delivery of services.

Intermediate Outcomes:

• Recommendations to modify policies and legislation;
• Increased public education and confidence in Canada's criminal justice, emergency management, and national security systems;
• Increased capacity of NVOs and not-for-profit organizations to fulfill their mandates; and
• Increased community capacity to work with victims, offenders, families and local officials such as police and emergency first responders.

These objectives will be measured via the following performance indicators:

• Number and type of lessons learned, innovative approaches, best practices, other relevant research findings, and "reach" (with whom these were shared);
• Number and type of pilot projects undertaken—results of project evaluations and "reach" (with whom were these results shared);
• Number of funded projects initiatives by Public Safety Canada priority areas based on the Departmental Plan;
• Types of partnership activities (meetings, conferences, fora, publications) and number and type of organizations attending and topics discussed;
• Level of awareness change among participants (through event feedback form or post-event follow-up);
• Number of organizational practices/tools developed and "reach" (with whom were the models/tools shared); and
• Examples of how sharing of organizational practices/tools has led to efficiencies (other organizations not having to re-invent practices/tools).

EMPACP:

• Increased awareness level of the risk vulnerable populations face relative to natural hazards in their region;
• Actions are promoted at the individual and community level to help reduce the impact of natural disasters and improve resiliency;
• Vulnerable populations are educated about how to better prepare for natural disasters; and
• Vulnerable communities are encouraged to take preventative measures that are realistic for their circumstance.

These goals will be measured through an assessment of the percentage (%) of Canadians aware of risks in their area.

Regular bilateral engagement between Public Safety Canada and the Canadian Red Cross (CRC) will occur to maintain awareness of the campaign roll-out.

PTSI:

• CIPSRT and the National Research Consortium are recognized for their ability to engage knowledge users from the public safety community throughout the research process by disseminating the research findings into practice;
• The public safety and research communities are better linked/networked resulting in the establishment of multi-disciplinary partnerships;
• Public safety health research publications inform decision making and policy setting in the future; and
• ICBT pilots are underway in Saskatchewan and Québec, and public safety personnel are able to take advantage of online treatment options for PTSI.

These objectives will be measured via the following performance indicators:

• Number of research findings that are put into practice;
• Number of partnerships;
• Number of publications that inform; and

Number of public safety personnel who have taken the training.

2015-16

An Evaluation of the Policy Development Contribution Program was completed in 2015-16.

Decision: Continuation

Summary of the Evaluation's Findings:

There is a continued need for the PDCP to support projects in the areas of Public Safety and Emergency Management. Through ongoing consultation with funding recipients, the Department can tap into the recipients' practical, front-line experience, knowledge and expertise to help formulate policy and build relationships. In particular, applied research projects, i.e. pilot projects, which are best undertaken outside government, build knowledge, stakeholder engagement and foster broader collaboration within communities, leading to improved services. Funding under PDCP serves to build stronger, more productive relationships with stakeholders.

Recommendations:

That Public Safety Canada should:

• Establish a mechanism to ensure responsible branches validate that expected results are achieved and results are disseminated to support policy and program development; and
• Continue to identify ways to streamline the PDCP process to ensure the overall costs of administering the program are reduced.

N/A

The Evaluation of the Support to Those Who Keep Communities Safe: National Investments to Address PTSI among Public Safety Officers is planned for FY 2022-23.

PDCP: Contributions may be provided to the following classes of recipients in support of the objectives of the PDCP:

• National, provincial, territorial, municipal, Indigenous community or professional organizations and associations which have voluntarily associated themselves with a not-for-profit purpose, and which have a mandate to represent their membership or community;
• Canadian universities and educational institutions;
• Provincial, municipal and Indigenous police services;
• Indigenous and non-status governments, organizations and communities;
• Provincial, territorial, municipal and regional governments;
• International non-governmental organizations, including bodies associated/affiliated with organizations of which Canada is a member, which have as their purpose supporting public safety and/or emergency management as priorities;
• Not-for-profit organizations and associations serving the private sector; and
• Crown Corporations, for profit groups and individuals are not eligible for funding under the PDCP.

EMPACP: Eligible recipients of the Program include:

• National organizations, societies and associations;
• Canadian universities and educational institutions;
• Indigenous and non-status governments, organizations and communities; and
• Not-for-profit organizations and associations serving the private sector.

PTSI: CIPSRT

PDCP: The PDCP will leverage mailing lists to ensure potential applicants and recipients are informed about relevant activities and future funding opportunities.

EMPACP:

Public Safety Canada will continue to:

• Work with the recipient to ensure there is sufficient information available to effectively plan, monitor, and report on results throughout the delivery of the Program; and
• Engage the recipient through regular reporting and briefings to monitor the progress of the program.

PTSI: Funding for this program, and for CIPSRT as the recipient, was announced in Budget 2018. The Department worked closely with CIPSRT to develop a detailed contribution agreement, with measurable results

0

0

0

0

4,812,000

4,612,000

1,362,000

362,000

0

0

0

0

 4,812,000

 4,612,000

 1,362,000

 362,000

 April 2015

Ongoing

Contribution

Appropriated annually through Estimates

2014-15

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

Emergency Prevention/Mitigation

The overall objective of the Search and Rescue Volunteer Association of Canada (SARVAC) contribution program is to assist in improving Ground Search and Rescue (GSAR) in Canada through the coordination, consistency, and standardization of the 9,000 volunteers involved in GSAR. Additional objectives include:

• Transcending jurisdictional boundaries and providing a national voice and identity for GSAR volunteers in Canada, including protecting, supporting and recognizing GSAR volunteers at a level commensurate with that provided to other SAR volunteers;
• Delivering SAR prevention to provide greater awareness among the general public of risks and hazards that most commonly lead to SAR incidents and of the steps individuals and organizations can take to mitigate these risks and increase survivability;
• Supporting a national coordination body to provide one window of access into the thousands of volunteer members of GSAR to enhance communications, consistency and coordination of protocols and procedures; and
• Promoting the standardization and portability of volunteer resources allowing for the swift and efficient augmentation of ground search assets when GSAR resources are required.

The expected results of the SARVAC program are:

Immediate outcomes:

• Bringing 13 jurisdictions, hundreds of teams and thousands of volunteers under one umbrella of the National Search and Rescue Program (NSRP), thereby increasing program management and efficiency;
• Increasing awareness of individual responsibility for safety through prevention education; and
• Providing a forum for exchanging and sharing best practices, policies and protocols across jurisdictions.

Intermediate outcomes:

• Increasing the ability to standardize procedures and protocols in key areas such as training, inventory management and reporting requirements to provide interoperability and portability of volunteer resources; and
• Increasing awareness and outreach about SAR incidents, how to alert the SAR system and survival tips which will change the behaviours of the general public both before and during SAR incidents, thereby leading to increased survivability.

Ultimate outcomes:

• Increasing program economies, efficiencies and effectiveness; and
• Reducing the loss of life and/or injuries to the general public.

The SARVAC program will be assessed using the following performance indicators:

• Number of provincial and territorial (P/T) SAR associations represented on SARVAC, and the number of communications and common identity products distributed;
• The number of awareness and outreach sessions delivered;
• The number of toolkit modules and shared practices disseminated;
• The number of volunteers and their competencies and experiences tracked and recognized across jurisdictions;
• The number and type of deployments by jurisdiction;
• The extent and value which SAR partners assign GSAR volunteers, both on response and prevention activities; and
• The frequency and outcomes of SAR incidents.

Engagement with SARVAC will occur in 2022-23 with a view to establish a new multi-year funding agreement effective in 2023-24. This will include a review of results under the current agreement and validation of future expected outcomes.

N/A – None required

N/A

N/A – None required

SARVAC

Engagement with SARVAC will occur through the regular Ground SAR Council of Canada (GSARCC) and National SAR Advisory Committee (NSARAC) meetings. Ad hoc meetings will also occur with a view to establish a new multi-year funding agreement effective in 2023-24.

0

0

0

0

714,000

714,000

714,000

714,000

0

0

0

0

 714,000

 714,000

 714,000

 714,000

Grants and Contributions Program to National Voluntary Organizations (GCPNVO): Through this program, assistance is paid to various voluntary organizations. Data collection is done through the application process, financial reports, project activity reports, and policy discussions, etc. Public Safety Canada does not collect more granular details on the recipients' own clients or services. At this point in time, detailed information on program results by gender and other intersecting factors is not readily available. Nevertheless, the program remains committed to encouraging all its stakeholders to respect vulnerable populations regardless of identity factors or socio-economic status. Specific to the contribution stream, Public Safety Canada is working to determine to what extent demographic information could be collected so that outcomes can be reported on in a way that considers marginalized groups and how record suspension reforms impact them.

A review of performance data revealed that GBA Plus indicators are not being collected by the Ontario and Quebec forensic laboratories under the Biology Casework Analysis Contribution Program (BCACP). Submissions for DNA analysis are anonymous and are often not clearly linked to a specific individual until a match is established. For these reasons, evidence of program impacts by gender and diversity has not been documented. Given the importance of preserving the anonymity of DNA samples in the National DNA Data Bank.

(NDDB), the Ontario and Québec forensic laboratories will continue to proceed with respect and consideration by preserving the anonymity of the DNA samples they analyze. It is however possible to make general observations on gender and diversity impacts of the program by comparing the type of crimes that are linked to the DNA submissions and the profiles of the victims of the same crimes.

The Nation's Capital Extraordinary Policing Costs Program (NCEPCP) reimburses the City of Ottawa for eligible extraordinary, reasonable and justifiable policing costs specific to the Nation's Capital. The contribution program funding ran from 2015 to 2020 and was evaluated internally by Public Safety Canada evaluation unit in 2019 to inform its renewal. One of the evaluation recommendations was to include GBA Plus considerations in program design and implementation.

Crime Prevention Branch officials engaged with key internal and external stakeholders (Departmental GBA Plus advisors and the Ottawa Police Service (OPS) to include GBA Plus considerations as part of program renewal and the Community Safety and Countering Crime Branch (CSCCB) developed a GBA Plus indicator as part of the program renewal process.

The renewed contribution program (2020-25) now requires the OPS to report on the use of GBA Plus liaison teams in the security planning of larger scale events. The purpose of the liaison teams for the OPS is to work with demonstrators to facilitate peaceful protests, demonstrations and events/gathering involving various community groups, including minorities and vulnerable populations.

GBA Plus considerations are central to the work of the National Crime Prevention Strategy (NCPS). The NCPS draws on statistics and research to inform priorities and determine the complex mix of risk factors that may put individuals at risk for contact with the criminal justice system. This information helps to set priorities for the Strategy, and informs program design and project evaluation.

Projects funded through the NCPS contribute to the evidence base on crime prevention. Through analysis and evaluation, the NCPS is working to address gaps in current knowledge, including gaps related to how crime prevention programming can be tailored to meet the specific needs of priority populations.

The 2021 Call for Application through the Crime Prevention Action Fund (CPAF) sought applications for projects that are multi-sectoral in nature and designed to address the specific needs of priority populations, with a focus on Indigenous and Black youth. These projects will be launched in 2022. Through the Call, the NCPS will also support and evaluate projects that include gender-responsive and trauma informed programming. Additional GBA Plus related questions were added to the CPAF Application Form in 2021 to gather information about the participant target group, which will be analyzed as part of the proposal review process.

In addition, the NCPS will continue to gather GBA Plus data through Performance Monitoring and Assessment Reports, which are completed by funding recipients and provide information about participants served by NCPS funded projects (age group, sex etc.).

The NCPS' Security Infrastructure Program (SIP) also added additional questions to the funding Application Form for their 2021 Call for Applications to gather demographic information and better identify the communities that seek funding through the SIP. These new questions will be analyzed as part of the proposal review process and may help inform upcoming adjustments to the SIP.

As we move forward, the NCPS will continue to expand efforts to share lessons and findings from research and programs supported through the NCPS' crime prevention funding programs, and will continue to build the capacity of funding programs to further integrate GBA Plus into funded initiatives.

The Government of Canada continues to recognize the importance of effective policing in First Nation and Inuit communities to ensure the safety of vulnerable groups, including women, girls and members of the LGBTQS+ community.

PS does not currently collect gender or social data as it relates to policing in First Nation and Inuit communities. However, PS officials will continue to engage with National Indigenous Organizations, including Women's organizations, law enforcement and criminal justice system stakeholders, academia/experts and service providers to ensure diverse perspectives and views are represented in the way forward for policing in Indigenous communities.

Comprehensive GBA Plus assessments will be completed for all policy initiatives. GBA Plus has been undertaken throughout the Government's efforts vis-à-vis the National Inquiry and will continue to inform all future responses, that are primarily intended to benefit Indigenous women and girls, LGBTQ2S+, survivors of violence and families of victims of violence.

Reporting capacity for this program is limited due to the lack of sufficient individual recipient microdata information regarding program clients for the purpose of undertaking GBA Plus. GBA Plus, including trend analysis (for example, based on gender, sex, and socioeconomic characteristics) and net impact analysis is undertaken through the use of aggregate and disaggregated data collected and provided to Public Safety Canada by other departments and agencies such as the Canada Border Services Agency, Royal Canadian Mounted Police, and Statistics Canada.

Funding to Enhance Canada's Firearm Control Framework: Activities under the Funding to Enhance Canada's Firearm Control Framework will help support the collection of data to enable better monitoring and/or reporting of program impacts by gender and diversity (i.e. age, gender, geographic location).

In 2022-23, Public Safety Canada will continue to work on improving access to standardized law enforcement data and GBA Plus data on firearms-related criminal incidents through Statistics Canada's Uniform Crime Reporting (UCR) survey and Statistics Canada user generated tables on patterns in the age, gender and socioeconomic characteristics of firearms owners, as well as victims and persons accused of firearm-related violence to further enhance the current knowledge in these areas to inform future firearms measures. Further, through the public opinion research associated with the national public awareness campaign, metrics collected will help guide directions of the campaign's messaging and will take into account GBA Plus data to identify any considerations that may arise and will enable the refinement of the target audience and campaign as required. Further, through the public opinion research associated with the national public awareness campaign, metrics collected will help guide directions of the campaign's messaging and will take into account GBA Plus data to identify any considerations that may arise and will enable the refinement of the target audience and campaign as required. 

National Strategy to Combat Human Trafficking (NSCHT):

The NSCHT supports one pillar of the Gender Results Framework, which is Eliminating Gender-Based Violence and Promoting Access to Justice. Canada's NSCHT is informed by the findings of detailed GBA Plus analysis and qualitative and quantitative information gathered through:

• A Gender and Human Trafficking roundtable hosted by the Minister of Public Safety and Emergency Preparedness, in preparation for the G7 Security Ministers Meeting in April 2018;
• National consultations conducted in Fall 2018;
• International consultations;
• Aggregated data from Statistics Canada; and
• Performance reporting by external organizations funded under federal grants and contribution programs.

While its primary purpose is to provide referral services to victims and survivors of human trafficking, data collected by the Canadian Human Trafficking Hotline provides further insight into the characteristics of individuals who are victims or vulnerable to being victimized. This includes the collection of non-identifying, aggregated data such as gender, age, geographic location, and trafficking typology.

Public Safety Canada will work with federal partners to improve human trafficking data collection and reporting, including consistency and comparability with the goal of developing a national data collection framework that will aim to improve how human trafficking data is collected, used, managed and shared among federal partners, stakeholders and with Canadians. The Department will also work with partners to gather qualitative information on the performance of the National Strategy, including as it relates to emerging GBA Plus impacts and considerations, throughout its implementation.

National Strategy for the Protection of Children from Sexual Exploitation on the Internet:

Initiatives under Canada's National Strategy for the Protection of Children from Sexual Exploitation on the Internet are informed by the findings of detailed GBA Plus.  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.

Public Safety Canada's initiatives to combat child sexual exploitation online will continue to be founded on an intersectional approach, and informed by findings of GBA Plus. For example, targeted awareness initiatives will focus on the most vulnerable groups identified in the GBA Plus as well as parents, teachers, caregivers, and other persons who come in contact with children and youth. The funding for local Internet Child Exploitation (ICE) units will enable Public Safety Canada and the Government of Canada to collect and monitor further data on victims and suspected offenders.

Public Safety Canada will continue to use GBA Plus to ensure inclusive outcomes for Canadians, including in the development and delivery of emergency management initiatives. Specific examples include:

The Emergency Management Public Awareness Contribution Program was developed to address GBA Plus considerations identified across Public Safety Canada's Emergency Management policies and programs. GBA Plus considerations and lessons learned from this work were also used to ensure complementarity with a public awareness ad campaign.

Public Safety Canada will continue to use GBA Plus to ensure inclusive outcomes for Canadians, including in the development and delivery of emergency management initiatives.

GBA Plus is integrated into several sub-initiatives of the Emergency Management Strategy, such as the Emergency Management Public Awareness Contribution Program (EMPACP), as well as the National Risk Profile. The EMPACP in particular aims to increase the level of preparedness and readiness of vulnerable groups (i.e.: low-income Canadians, seniors, women, new Canadians, and Indigenous communities) to natural hazards.

The Post-Traumatic Stress Injuries (PTSI) Action Plan 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 so that public safety personnel will be better able to identify, prevent and address symptoms associated with PTSI.

A future Public Safety Broadband Network (PSBN) would help 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 that the PSBN could be viewed through a GBA Plus lens. A number of key items and considerations were raised and remain relevant today. It will be important to monitor these factors as they evolve over time in order to ensure that certain groups of Canadians are not unduly impacted as a result of the PSBN. The TNCO has also identified a need for future governance mechanisms and service delivery partner(s) would be encouraged to take into consideration GBA Plus opportunities and concerns that have been identified.

The Government Operations Centre (GOC) will continue integrating GBA Plus in the development of its plans, processes, tools, products, and exercises.

While COVID-19 and other emergencies affect all Canadians, there is a disproportionate impact on specific demographic groups due to their increased vulnerability. Severe emergency events frequently exacerbate underlying inequalities, in part because socially marginalized populations are often concentrated in environmentally exposed areas. There is also an intersection between social factors (e.g. poverty and age) and increased reliance on social service organizations. When other natural disasters occur in the context of COVID-19, vulnerable groups sometimes experience additional challenges when it comes to safety measures (i.e., social distancing) and overcrowding due to evacuation orders following a flood or wildfire. The Humanitarian Workforce initiative will increase the capacity and ability of organizations to work with socially or economically marginalized communities, Indigenous peoples, and diverse ethno-cultural communities. Organizations funded under this initiative will continue to be encouraged to adapt protocols and procedures to meet the needs of specific communities and address barriers to participation.

GBA Plus has been a major component of the Flood Insurance and Relocation project from the beginning of this initiative and the current three-phased approach is underway: (1) Outline in general terms the kinds of GBA Plus issues that are relevant to this Project; (2) Conduct data analysis of social vulnerability factors and flood hazard exposure to identify where issues exist from a GBA Plus standpoint (3) Propose strategies to address the identified issues. Using census data, socio-economic and demographic characteristics of populations living in areas at high risk of flooding will be assessed. The findings of this report will inform the development of various policy options for flood insurance and strategic relocation, as well as help to inform future steps including consultation and implementation.

Critical infrastructure (CI) programs do not directly contribute to the six pillars and goals of the Government of Canada's Gender Results Framework. The CI programs administered by the Critical Infrastructure Directorate (CID) have been designed to strengthen the resilience of physical and digital infrastructure in Canada from an all-hazards perspective, and do not collect sufficient data to enable the monitoring and reporting of program impacts by gender and diversity.

As part of the process to renew Canada's National Strategy for Critical Infrastructure, PS has integrated a GBA Plus approach to engagement so that consultations are inclusive and accessible to the broader CI community, especially non-traditional partners. In addition, PS established a CI Experts Working Group to provide input, advice, and feedback on consultation documents and proposals. Consideration was given to diverse backgrounds, geographic representation, expertise, and gender balance in selecting members.

GBA Plus analysis forms the core of the policy and program development process and remains an important consideration in delivering on policy and program objectives related to critical infrastructure initiatives.

Public Safety Canada continued to use GBA Plus to ensure inclusive outcomes for Canadians, including in the development and delivery of national security initiatives, such as the Bias Sensitivity, Diversity and Identity in National Security initiative; the National Security Transparency Commitment; the Enhanced Passenger Protect Program; terrorist listings under the Criminal Code of Canada; the Anti-Money Laundering initiative; responses to national security threats (e.g. Canadian extremist travelers and hostile activities by state actors); and Canada's cyber and critical infrastructure priorities.

GBA Plus considerations are undertaken during the design, development and implementation of programming under the National Security Leadership, ensuring the decision making processes consider GBA Plus to ensure inclusive outcomes for Canadians and that departmental requirements regarding GBA Plus are met.

Bias Sensitivity, Diversity and Identity (BSDI) in National Security Initiative:

BSDI is about analyzing, understanding and responding to structural inequities and biases in national security work. Through capacity building, including through specialized training, BSDI applies intersectionality-based analysis and bias-sensitive and inclusive approaches to inform and shape policies, programs and operations, and to improve community engagement activities and practices. The use of BSDI can support policy makers and practitioners in understanding their own individual biases and assumptions, and mitigates the unintended impacts that biases can have on the Canadian population. BSDI also supports the increased accountability of government to Canadians, by ensuring that the government is systemically and rigorously applying a bias-sensitive lens to all aspects of national security.

This work is conducted through three streams of work:

• Engagement and Transparency;
• Methodology; and
• Pilot Projects.

A number of products have been produced to support the national security community in identifying and assessing bias and intersectionality considerations in their work, including a manual, policy toolkit, and lexicon. Additionally, a working group has been created, where members represent the views of their respective departments/agencies and contribute in advancing the awareness and application of BSDI within the mandate of their organizations. Moreover, BSDI continues to conduct engagement activities with academics, civil society and members of the public to better understand the perspectives and concerns of Canadians about BSDI and to create opportunities for enhanced dialogue on BSDI in national security issues.

Specifically, BSDI pursues three outcomes:

• Improved accountability to Canadians by building trust, transparency, and effectiveness of policies, programs, and services;
• Enhanced identification and understanding of security threats; and
• More effective responses to security threats.

In 2021, National Security Policy Development (NSPD) carried out public opinion research to have more data and enhance our knowledge with respect to Canadians' opinions on bias, diversity and other related issues in the area of national security.

The ability to identify, understand and effectively respond to security issues is enhanced by the use of GBA Plus along with a BSDI lens. The Government of Canada uses GBA Plus as an analytical tool to examine systemic inequalities. This includes looking into how gender and other identity factors influence the way individuals experience government policies and initiatives, and the barriers they face trying to access them. In many instances, GBA Plus analysis is already being applied in the work of national security practitioners and policy makers.

Addressing Drug-Impaired Driving (DID) in Canada

Public Safety Canada

Canada Border Services Agency (CBSA)

Royal Canadian Mounted Police (RCMP)

Note: Other government departments (e.g., the Department of Justice) are supporting this federal initiative. However they are not captured in this Horizontal Initiative table as they have not received funding through this initiative.

April 1, 2017

March 31, 2025

The objective of the horizontal initiative is to build law enforcement capacity to enforce new and stronger laws related to drug-impaired driving.

The initiative is designed to follow through on the Government's key objectives of protecting public health, safety and security.

More specifically, the initiative aims to protect public safety on roadways in Canada by equipping law enforcement with the tools, technology and training necessary to enforce the new drug-impaired driving legislation, and by adding to this deterrence through research, public awareness and the development of evidence-based policies.

The federal partner organizations will establish and implement ongoing delivery of this initiative including policy and program development; research and data collection; national public education and awareness activities; and tracking and measurement.

Activities are organized under four key themes:

• Training Development and Delivery
• Devices and Processing
• Policy and Program Development; and
• Awareness Campaign

Governance is provided through an existing Federal/Provincial/Territorial (F/P/T) Assistant Deputy Minister level committee on crime prevention and policing to take stock of overall trends and patterns in DID and results of the initiative; and an F/P/T working group, represented by public safety and transportation sector officials and police forces that are responsible for planning and implementing a national plan of resources to build law enforcement training capacity across Canada. The F/P/T Coordinating Committee of Senior Officials led by the Department of Justice is responsible for supporting and developing legal policy options for impaired driving.

Public Safety Canada's Drug Policy Division provides a central coordinating role in tracking key project milestones and in reporting on the Initiative.

The Government is committed to ongoing collaboration and consultation with provincial and territorial partners. In May 2016, the F/P/T Senior Officials Working Group on Cannabis Legalization and Regulation was struck, to enable F/P/T governments to exchange information on important issues about the legalization and regulation of cannabis throughout the consultation, design and implementation of the legislation, regulations, and non-regulatory activities. Supporting F/P/T working groups and committees have also been established to facilitate ongoing engagement in key priority areas, including drug-impaired driving. In addition, existing F/P/T bodies are also considering the implications of drug-impaired driving, including F/P/T Deputy Ministers Responsible for Justice and Public Safety Canada.

$111,303,814

$73,048,895 As of March 31, 2021

$39,244,937 As of March 31, 2021

N/A – No renewal

N/A – No renewal

N/A – No renewal

N/A – No renewal

N/A – No renewal

2024-25

Public Safety Canada

In 2022-23, Public Safety Canada will continue to manage and administer multi-year projects aimed at building and enhancing law enforcement capacity to address drug-impaired driving in Canada through the Contribution Program to Combat Serious and Organized Crime (CPCSOC). Under the CPCSOC, the federal government provides provinces and territories with funding to:

• Increase the number of frontline officers who receive training in Standardized Field Sobriety Testing (SFST) and SFST refresher training;
• Increase the number of officers who receive Drug Recognition Expert (DRE) evaluation training and are certified DRE;
• Enhance law enforcement trainer and data collection capacity; and
• Support the procurement of drug screening equipment approved by the Attorney General of Canada for use by law enforcement. The Attorney General approved the first drug screener on August 22, 2018 and the second drug screener on July 10, 2019. The Drugs and Driving Committee (DDC) of the Canadian Society of Forensic Science will continue to evaluate drug screening equipment using a rigorous, scientific and independent process and, as devices meet standards, the DDC will continue to make recommendations for approval of drug screeners to the Attorney General of Canada.

In addition to training and the procurement of Approved Drug Screening Equipment (ADSE), existing funding can also be utilized by provinces and territories to develop and deliver public awareness and education campaigns as well as to enhance data collection relating to drug-impaired driving.

A key priority for 2022–23 will be to further the development of standardized national data collection and reporting on drug-impaired driving, with a particular focus on the Standardized Field Sobriety Testing (SFST). It is also expected that much of the training which was not offered in 2021-22 due to the COVID-19 pandemic will resume.

Public Safety Canada will continue to support research to study the effects of cannabis on drivers to help advance scientific knowledge on the impacts of smoked cannabis on driver capacity. The study will inform the Government of Canada's policy on cannabis and driving, and further research requirements and public education and awareness material about the dangers of drug-impaired driving.

RCMP

The RCMP National Traffic Programs and Operational Technologies team will make all efforts to resume Drug Recognition Expert (DRE) training safely given the current COVID-19 pandemic. In addition, the RCMP will continually update training material for ADSE, SFST, and DRE training due to new and emerging case law or, in the case of SFST and DRE, new training material being released by the International Association of Chiefs of Police (IACP). There are at least 11 DRE certification sessions planned for 2022-23 (COVID-19 permitting).

CBSA

The Agency initially committed to train 1,425 border services officers (BSOs)in the use of the SFST, which is a battery of 3 divided attention, physical coordination tests used to determine whether a driver is impaired by a drug and/or alcohol.

Of the 1,425 BSOs that the Agency committed to train, 716 officers have been deemed SFST certified as of the end of fiscal year 2019-2020. Another 712 officers were to be trained in FY 2020-2021. However, due to the suspension of the SFST training at the onset of the COVID-19 pandemic, all Agency face-to-face training has been postponed. This has impacted the number of frontline officers trained to perform this testing and support officer powers/law enforcement partners.

Despite this setback, CBSA policies and procedures have been updated to incorporate the Agency's use of the SFST and written agreements with responding police agencies are being re-negotiated to incorporate the SFST process.

As part of related TB Submission funding, the Agency plans to procure oral fluid screening devices to provide Border Security Officers with another screening tool to detect drug impairment. There are currently two ADSEs approved by the Attorney General, the Dräger Drug Test 5000, and the SoToxa Mobile Analyzer. Both devices have been evaluated for use in the CBSA's operating environment, and procurement is being considered. Once procurement is underway, CBSA policies and procedures will be updated to support the Agency's use of the ADSE.

Public Safety Canada's Drug Policy Division has assumed a central coordinating role in tracking key project milestones, reporting to federal Ministers, and is developing an annual report on drug-impaired driving that will measure the performance and success of the Government of Canada's Bill C-46 implementation. All three TB submission partners will feed into this annual report. In support of reporting, the CBSA's Integrated Customs Enforcement System (ICES) has been updated to enable reporting on enforcement actions involving drug impaired driving. In addition, the agency has also developed new CBSA forms that support accurate statistics related to impaired driving by March 31, 2023.

Kristin McLeod, Director

Drug Policy Division, Public Safety Canada

kristin.mcleod@ps-sp.gc.ca

Frontline officers are trained and equipped to enforce legislation

Frontline officers have the tools to detect and interdict drug impaired driving

Funding or collaborative arrangements are in place to support the delivery of the initiative

The public is aware of the risks of driving after cannabis use

Not applicable

N/A

$61,783,000

$20,336,555

$5,454,480

$2,657,184

$210,487

$90,441,706

$8,146,868

$1,214,867

$3,497,369

N/A

$660,896

$13,520,000

$6,383,256

N/A

N/A

$581,735

$377,118

$7,342,109

$25,688,124

$21,551,422

$8,951,849

$3,238,919

$1,248,501

$111,303,815

Addressing Drug-Impaired Driving in Canada

$111,303,814

$19,202,762

Standardized data collection and reporting practices

Percent (%) of provinces and territories (P/Ts) adopting new data collection and reporting practices

100% of P/Ts improve existing or adopt new data collection and reporting practices

March 31, 2021

Percent (%) of standardized data provided by P/Ts

80% of standardized data provided by PTs at the end of initiative

March 31, 2025

Completion of CBSA system updates to track DID entries

100% completion of system changes

March 31, 2021

Officers are trained and equipped to enforce new legislation

Percent (%) of frontline officers trained in Standardized Field Sobriety Testing, "Drugs that Impair", and Oral Fluid Drug Screening Devices

33% of frontline officers trained in Standardized Field Sobriety Testing, "Drugs that Impair" and Oral Fluid Drug Screening devices by the end of the initiative

March 31, 2025

Number (#) of times ADSE is used

TBD

March 31, 2025

Number (#) of officers trained as Drug Recognition Experts

1,200 active DRE officers at the end of the initiative

March 31, 2025

Number (#) of border services officers trained in SFST

1,425 CBSA border service officers trained at land border ports of entry by the end of 2022-23

March 31, 2021

Well-informed public on the risks, dangers and consequences associated with drug-impaired driving (i.e., deterrent effect)

Campaign Objectives – Awareness, attitudes and behaviors

Reduce the number of Canadians who believe that driving under the influence of cannabis is acceptable by 5%.

March 31, 2021

Reduce the percentage of Canadians who say they would be likely to accept a ride from someone under the influence of cannabis in the future by 5%.

March 31, 2021

Web traffic on Canada.ca/Cannabis DID Page

Increase of 10,000 video views above the baseline by end of year 1

March 31, 2021

Number (#) of impressions on unpaid PS social media platforms

Increase of 300k impressions above the baseline over a 3 month period

March 31, 2021

Uptake of downloadable campaign media resources (including posters, downloads, factsheets)

Increase of 5,000 resources distributed and downloaded by the target audience by the end of year 1

March 31, 2021

Number (#) of impressions from earned media activities, such as distribution of pre-written print articles distributed to community newspapers

Achieve 2.5 million impressions of pre-written print articles by the end of year 1

March 31, 2021

Number (#) of digital video views

Achieve 10,000 video views by end of year 1

March 31, 2021

Reduced number of drug-impaired drivers, creating safer roads in Canada

Trends in the percent (%) of respondents to the Canadian Cannabis Survey (and other emerging surveys) who consumed a drug and drove

10% reduction below adjusted baseline in survey respondents who consumed a drug and drove

March 31, 2025

Trends in the percent (%) of respondents to the Canadian Cannabis Survey (and other emerging surveys) who were passengers of drivers who consumed drugs

10% reduction below adjusted baseline in survey respondents who were passengers of drivers who consumed drugs

March 31, 2025

Percent (%) of drug-impaired driving incidents reported by police as a proportion of all impaired driving incidents

10% increase from 2018 baseline

March 31, 2025

Number (#) of referrals by CBSA to police of jurisdiction

10% increase above adjusted baseline by 2021 (adjusted baseline to be established by year 2020)

March 31, 2021

$76,313,124

$13,375,743

Frontline officers are trained and equipped to enforce legislation

% of frontline officers trained in Standardized Field Sobriety Testing

33% of frontline officers

March 31, 2025

Public Safety Canada

Serious and Organized Crime

Training Development and Delivery

$61,783,000

$10,623,492

P/Ts are able to send frontline police officers to training sessions for Standardized Field Sobriety Testing, "Drugs that Impair", and Oral Fluid Drug Screening Devices

Number (#) of training sessions for Standardized Field Sobriety Testing, "Drugs that Impair", and Oral Fluid Drug Screening Devices

5 training sessions for Standardized Field Sobriety Testing, "Drugs that Impair", and Oral Fluid Drug Screening Devices

March 31, 2021

P/Ts are able to certify Drug Recognition Experts

Number (#) of Drug Recognition Experts certified annually

200 Drug Recognition Experts certified each year

March 31, 2023

Training following the IACP guidelines is delivered

Number (#) of sessions delivered annually

A minimum of 11 DRE certification sessions per year

March 31, 2023

Canada Border Services Agency

Force Generation

Training Development and Delivery

$2,929,444 (including ongoing)

$1,384,541 (including re-profile)

New training, curriculum and course development for enforcement actions at ports of entry related to drug impaired driving (or vehicle operation) at Canada's borders

Completion of material and pilot course by end 2018

Completion of material and pilot course by end 2018

March 2019

Traveller Facilitation and Compliance Program

Training Development and Delivery

$4,976,718

$0

Buildings and Equipment

Training Development and Delivery

$240,706 (including ongoing)

$37,726

Officers trained and equipped to enforce new legislation

Percent (%) of Border Services officers at land ports of entry trained in SFST

30% by end of FY 2022-2023

March 31, 2023

Reduced number of drug-impaired drivers at land ports of entry, improving public safety

Number (#) of suspected drug-impaired drivers intercepted at land ports of entry

10% increase from 2018 baseline

March 31, 2022

Royal Canadian Mounted Police

National DRE Office

Training Development and Delivery

$6,383,256^{Footnote 11}

$1,329,984^{Footnote 12}

Training following the IACP guidelines is delivered

Number of DRE training sessions delivered annually

A minimum of 11 DRE training sessions

March 31, 2022

$21,551,422

$2,451,820

Frontline officers have the tools to detect and interdict drug impaired driving

Number of training sessions delivered on ADSE, SFST and DRE

TBD

March 31, 2025

Public Safety Canada

Serious and Organized Crime

Devices and Processing

$20,336,555

$1,299,140

Number (#) of times the SFST was used

Number (#) of times the SFST was used and the results

TBD

March 31, 2025

Number (#) of times the ADSE was used

Number(#) of times the ADSE was used and the results

TBD

March 31, 2025

Canada Border Services Agency

Traveller Facilitation and Compliance Program

Devices and Processing

$1,214,867 (including ongoing)

$1,152,680 (including reprofiled amount)

Number (#) of times the SFST was used

Number (#) of times the SFST was used and the results

TBD

March 31, 2025

Number (#) of times the ADSE was used

Number(#) of times the ADSE was used and the results

TBD

March 31, 2025

$8,951,849

$2,592,144

Funding or collaborative arrangements are in place to support the delivery of the initiative

All P/Ts and police jurisdictions have signed funding agreements or collaborative arrangements

100%

March 31, 2021

Public Safety Canada

Serious and Organized Crime

Policy and Program Development

$5,454,480

$2,071,540

P/Ts sign agreements to access the Contribution Program to Combat Serious and Organized Crime (CPCSOC), and collect and report data

Percent (%) P/Ts reporting against standardized indicators

100% of P/Ts report on standardized indicators

March 31, 2021

Canada Border Services Agency

Traveller Facilitation and Compliance Program

Policy and Program Development

$3,497,369 (including ongoing)

$520,604 (including reprofiled amount)

The CBSA has developed the necessary policies and procedures to support the Border Services Officers, including Written Collaborative Arrangements with various police agencies

Percent (%) of police jurisdictions for which Written Collaborative Arrangements are signed (jurisdictions signed vs. total number of jurisdictions)

100% of police jurisdictions with Written Collaborative Agreements signed

March 31, 2021

The CBSA has access to reliable data on drug impaired driving

Number of drug-impaired driving offences recorded in the CBSA Integrated Customs Enforcement System

10% increase from 2018 baseline

March 31, 2021

$3,238,918

$509,747

The public is aware of the risks of driving after cannabis use

Percent Canadians who report driving within two hours of cannabis use

10% below 2018 baseline

March 31, 2025

Public Safety Canada

Crime Prevention

Public Awareness Campaign

$2,657,184

$394,400

The public is aware of the available Canada.ca/Cannabis materials

Percent (%) of web traffic on Canada.ca/Cannabis

Years 1-2: 25% increase in web traffic

Years 3-4: 50% increase in web traffic

March 31, 2021

Raise awareness among Canadian youth that drug-impaired driving is dangerous, illegal and socially unacceptable

Percent (%) of Canadian youth that believe drug-impaired driving is dangerous, illegal and socially unacceptable

5% increase in Canadian youth belief that drug-impaired driving is dangerous, illegal and socially unacceptable

March 31, 2022

Increase the percentage of parents who have discussed drug-impaired driving with their youth

Percent (%) of parents who have discussed drug-impaired driving with their children

5% increase in parents who have discussed drug-impaired driving with their children

March 31, 2022

Royal Canadian Mounted Police

Contract and Indigenous Policing Operations Support

Public Awareness Campaign

$581,735^{Footnote 13}

$115,347^{Footnote 14}

Youth are engaged in RCMP-led public awareness activities, in support of the PS-led DID public awareness campaign

Number (#) of consultations sessions with youth by RCMP-C&IP to discuss drug-impaired driving dangers and risks

Minimum of 2 consultations per year

March 31, 2022

Awareness products on the dangers of drug-impaired driving are updated

Number (#) of awareness products updated by the RCMP related to dangers of drug-impaired driving

At least one (1) awareness product reviewed or updated each fiscal year

March 31, 2022

RCMP awareness products are informative and helpful

Percent (%) of consulted youth who strongly agreed or agreed that the RCMP awareness products on drug-impaired driving were informative and helpful

80% of consulted youth strongly agree or agree that the RCMP awareness products on drug-impaired driving are informative and helpful

March 31, 2022

$76,313,124

$13,375,743

$21,551,422

$2,451,820

$8,951,849

$2,592,144

$3,238,919

$509,747

$110,055,314

$18,929,454

$1,248,501

$273,308

$111,303,815

$19,202,762

Public Safety Canada

Environment and Climate Change Canada

Indigenous Services Canada

Natural Resources Canada

2019–20

2023–24 (and ongoing for certain initiatives)

Natural disasters are a growing threat to the safety and economic stability of Canadian communities. The increasing frequency and severity of disaster events, particularly flooding, wildland fires, and earthquakes, can be attributed to a multitude of factors, including Canada's changing climate, unsustainable development, and increasing urbanization. The correlative increase in post-disaster costs highlights the need to find innovative and sustainable ways to reduce disaster risks, and to strike an improved balance of responsibility for disaster costs across society.

Various governance structures are in place to ensure appropriate oversight and accountabilities for this horizontal initiative, including the Director General Emergency Management Committee (DG-EMC), in addition to working-level committees.

DG-EMC is chaired by Public Safety Canada and meets on a regular basis. DG-EMC provides direction to working groups and serves as a permanent governance committee for federal emergency management oversight. DG National Risk Profile (NRP), chaired at the DG level, normally meets on a monthly basis. The DG NRP provides guidance on the development of the NRP, including report development, stakeholder engagement and methodology.

$162,006,374 with $9,275,500 ongoing

$54,030,497

$44,035,099

N/A – No renewal

N/A – No renewal

N/A – No renewal

N/A – No renewal

N/A – No renewal

2023-24

In 2022-23, Public Safety Canada's activities will continue to support and enhance whole-of-society collaboration and governance to strengthen resilience through whole-of-society engagement. This will include ongoing work with Federal, Provincial, Territorial, and Indigenous (FPTI) partners – through activities such as the Federal, Provincial and Territorial (FPT) EM Strategy Action Plan and continued development of the NRP.

FPT EM Strategy Action Plan and FPTI Governance

The EM Strategy, and its Action Plans, are aimed at supporting the roles and responsibilities outlined in the EM Framework for Canada, and seeking 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.

Advancing this EM Strategy through a series of Action Plans was committed to by FPT Ministers in 2019. In 2022-23,

Public Safety Canada, in collaboration with provinces and territories (PTs), will release the first FPT EM Strategy Action Plan, which identifies how FPT governments are implementing the objectives of the EM Strategy for Canada: Toward a Resilient 2030. The Action Plan will assist 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.

Further, work to approve strategies with FPTI governance will continue through regular and special sessions of the Senior Officials Responsible for Emergency Management (SOREM), SOREM Working Groups, and continued Indigenous Engagement Initiatives. This work is on track toward targets for current initiatives.

NRP

In 2022-23, Public Safety Canada will continue to lead a NRP strategic assessment which employs 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 will enable an increased 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. Initial findings from this initiative will form part of a future public report.

Public Awareness

The Emergency Management Public Awareness Contribution Program (EMPACP), provides funding to help at risk and vulnerable populations in Canada to understand the risks associated with natural disasters, and to understand what can be done to prepare for and mitigate weather-related emergencies. In 2020-21 the EMPACP was awarded to the Canadian Red Cross for a 5 year project.

In 2022-23, the Public Safety Canada will continue to work with the Canadian Red Cross to raise awareness of risks faced by vulnerable populations in Canada and promote actions that improve resiliency through their project "Driving Risk Awareness to Action and Building Resiliency for Vulnerable Canadians in High-Risk Areas" to promote risk awareness to action toward individual and community resiliency.

Critical Infrastructure - Regional Resilience Assessment Program (RRAP)

In 2022-23, depending on the COVID-19 situation, the RRAP will continue to conduct approximately 15-20 vulnerability assessments of high value critical infrastructure facilities across Canada. If COVID-19 confinement conditions are relaxed, RRAP may resume on-site assessments periodically throughout the year. These sites will be selected on the basis of internal research and input from P/Ts and lead federal departments for the 10 critical infrastructure (CI) sectors. In addition, RRAP will develop self-administered online assessment tools for smaller scale CI facilities, and soft target sites.

These new self-administered approaches will mimic the subjects and areas covered in the all-hazards Critical Infrastructure Resilience Tool, and the Critical Infrastructure Multimedia Tool, but will be much more concise, scalable to large numbers of facilities and reduce overall assessment cost. While the virtual and online assessments are not as effective and in-depth as the in-person ones, they still contribute to measuring and improving the overall CI security and resilience posture throughout Canada. In addition, the RRAP team will review its capabilities and involvement in the broader regional RRAP projects it has run historically in conjunction with US stakeholders, and will seek to better manage these domestically. Data analysts will be hired to continue work analyzing site assessment results from the data collected throughout Canada.

Critical Infrastructure - Virtual Risk Analysis Cell (VRAC)

The focus of the VRAC has shifted away from the "event" state and will focus more on "steady" state work. This change in direction will require a review to determine the best way forward. In 2022-2023, VRAC will develop a set of survey questions to solicit recommendations on what products/tools would be useful for stakeholders or to identify gaps in resilience analysis that could be filled. Once products/tools are set, questions will be developed to determine if the VRAC analytical products increased the understanding and awareness of disaster risks.

Natural Resources Canada

NRP – Wildfire

The NRP (Wildfires) will assist governments in Canada with identification of risks and the deployment of prevention and mitigation resources. NRCan will continue to work with both the internal Canadian Forest Service Technical Working Group on Wildland Fire Risk, and convene the Intergovernmental Table on Wildland Fire Risk to provide input into the NRP report. NRCan will also continue to improve the documentation and parameterization of socio-economic impacts of wildfire, and continue to develop a web-based tool for community wildfire risk assessment.

Increasing Resiliency to Wildland Fire

NRCan will engage in activities to modernize agency data exchange practices and wildfire danger modelling in Canada. These activities include engagement with national partners (i.e. Provincial, Territorial and other wildfire agencies) for the development of information exchange parameters, and continuation of the architecture and development phase for the Canadian Wildland Fire Information Framework. NRCan will continue to update and expand multiple modules of the Canadian Forest Fire Danger Rating System, including through the collection of field data for parameterization. An information report on Fuels in the Next Generation- Canadian Forest Fire Danger Rating System is currently in development. NRCan will continue to fund the Canada Wildfire NSERC Strategic Network via a Memorandum of Understanding (MOU) with NSERC. The goal of this university research network is to better understand wildfire in order to develop new solutions to better equip Canada to respond to future wildfires.

NRCan will engage Indigenous groups across Canada to continue exploring the establishment of an Indigenous-led Indigenous Wildland Fire Working Group. The goal is to promote Indigenous capacity-building for wildfire management on Indigenous lands, as well as intergovernmental collaboration between Indigenous and other government agencies.

NRP – Earthquake Risk Assessment

The NRP (Earthquakes) will assist governments in Canada to understand the potential impacts of earthquake events in Canada, and the relative risks across the country. NRCan will continue to work with Public Safety Canada on the All Hazards Risk Assessment and the National Risk Profile report, chair the DG Interdepartmental Table on Earthquake Risk, and convene a steering committee of stakeholders to ensure usability of the national earthquake risk assessment. NRCan will continue to document the earthquake risk assessment methodology, provide results on the Federal Geospatial Platform, and develop a public web platform to deliver results to a range of decision makers.  

Earthquake Early Warning

NRCan will continue to develop an earthquake early warning system (EEW) to protect Canadians and critical infrastructure in areas of high seismic risk. Completion of EEW is fiscal year 2023-24. Main activities in 2022-23 will include sensor station installations, software and data centre commissioning, testing of alert distribution, and engagement with potential EEW end users.

NRP – Floodplain Mapping

In fiscal year 2022-23, the Government of Canada will develop and distribute geospatial data and tools in support of identifying and mapping areas of Canada that are at high-risk of floods. This includes conducting research to advance flood mapping techniques, publishing guidelines for flood mapping, and other activities that will support improved flood mapping of high-risk areas.

Supporting Wildland Fire Resilience through the Natural Sciences and Engineering Research Council of Canada (NSERC)

To support a strengthened evidence base for wildfire risk management decision-making, funded the Canada Wildfire NSERC Strategic Network, and seventeen (17) contribution agreements with national and regional organizations, for wildland fire research, capacity building and tool development. Conducted research and consultations with stakeholders on enhancements to Canadian Forest Service wildfire modeling and information systems. This work will also improve the information systems that enable Canadian jurisdictions to rapidly compile comprehensive information on current and projected wildfire activity.

Indigenous Services Canada

The FireSmart program will continue to provide participating Indigenous communities with greater knowledge in wildland fire risks and management, training in forest firefighting, gained knowledge in and the ability to action fuel management for Indigenous communities. In 2022-23, the FireSmart program plans to support the treatment of 922 hectares of wildland interface within Indigenous communities and FireSmart training for 25 at risk First Nations communities.

This will support increased knowledge in wildland fire risks and management, training in forest firefighting, gained knowledge in and the ability to action fuel management for First Nation communities.

Environment and Climate Change Canada

NRP – Hazard: Floodplain Mapping

Environment and Climate Change Canada (ECCC) is working with NRCan and Public Safety Canada to modernize best practices for the promotion of consistent floodplain mapping in Canada. ECCC also engages with provinces and territories through existing governance structures to inform flood mapping engineering methods and approaches to assess flood maps, and supports NRCan in advancing a national flood-mapping standard. This program will support the dissemination of authoritative flood risk information to the public and inform decision-makers at all levels and in many areas, including in municipal planning and urban development.

Building on the activities already underway during 2021-22, planning highlights related to the initiative for 2022-23 include:

• Continued work towards updating the flood mapping best practices;
• Continued outreach with stakeholders and partners;
• Continuation of providing technical support to government departments on hydrology and hydraulics, including participation in the Federal Flood Mapping Committee, the Standards Sub-Group and other groups/committees, as requested;
• Facilitation of the creation of a National Flood Mapping Hydrology and Hydraulics Community of Practice to enable PT counterparts to engage on technical issues related to flood mapping; and
• Publication of the updated Federal Hydrologic and Hydraulic Procedures for Flood Hazard Delineation, incorporating technical advice for provinces, territories and other stakeholders.

Predicting and Alerting Flooding (Coastal Flooding)

ECCC has also committed to an initiative focused on predicting and alerting for coastal flooding for the Great Lakes, St. Lawrence Seaway, the West Coast, and the Arctic coastline. This initiative is intended to expand the operational capacity for prediction of storm-induced coastal flooding by investing in developing comprehensive coastal flooding prediction and alerting services.

Building on the activities already underway during 2021-22, planning highlights related to the initiative for 2022-23 include:

• Use of the storm surge component of the numerical models (eventually also ensemble prediction development) in experimental mode;
• Development of an experimental coastal inundation suite to initiate exchange of products with clients;
• Development of an operational interface to display the outputs of the model to meteorologists and new alerting process;
• Inventory of digital elevation model for specific regions and identifying the gaps; and
• Maintenance of relationship and coordination of respective roles and responsibilities with clients and partners.

Gender-Based Analysis Plus (GBA Plus) within the EM Strategy

GBA Plus considerations are broadly taken into account in initiatives of the EM Strategy and are integrated into the reporting of a number its sub-initiatives. An example is the EM Public Awareness Contribution Program which in particular aims to increase the level of preparedness and readiness of vulnerable groups (i.e., low-income Canadians, Seniors, Women, New Canadians, and Indigenous Communities) to natural hazards. Another example, is that as part of the process to renew Canada's National Strategy for Critical Infrastructure, PS has integrated a GBA Plus approach in the engagement strategy to ensure consultations are inclusive and accessible to the broader CI community, especially non-traditional partners. In addition, Public Safety Canada established the CI Experts Working Group to provide input, advice and feedback on consultation documents and proposals. Consideration was applied to ensure that the group included individuals from diverse backgrounds, including geographic representation, expertise, as well as gender balance.

David Myers

Public Safety Canada

269 Laurier Avenue West, Ottawa, Ontario, K1A 0P8

David.Myers@ps-sp.gc.ca

Strategic Objective 1: Enhance whole-of-society collaboration and governance to strengthen resilience

Strategic Objective 2: Improve understanding and awareness of disaster risks to enable risk-informed decision-making in all sectors of society

Strategic Objective 3: Increase whole-of-society disaster prevention and mitigation activities

Strategic Objective 4: Enhance preparedness activities to allow for better response capacity and coordination and foster the development of new capabilities

Strategic Objective 5: Strengthen recovery efforts by building back better to minimize the impacts of future disasters

Internal Services

TOTALS

Increased collaboration with EM Partners

Improved availability of information on disaster risks

Increased awareness of disaster risk reduction strategies

Increase preparedness and response capabilities with in Canadian communities

Reduction in repeat DFAA claims by "Building Back Better"

N/A

N/A

$0

$11,535,239^{Footnote 15}

$5,000,000

$0

$0

$2,840,998^{Footnote 16}

 $19,376,237

$0

$1,411,497

$0

$4,532,514

$0

$528,512

$6,472,523

$0

$0

$47,352,853

$0

$0

$367,147

$47,720,000

$0

$16,599,170

$27,563,103^{Footnote 17}

$33,649,599^{Footnote 18}

$0

$5,171,742^{Footnote 19}

$82,983,614

Natural Sciences and Engineering Research Council

(MOU with NRCan)

$0

$1,404,000^{Footnote 20}

$4,050,000^{Footnote 21}

$0

$0

$0

$5,454,000

$0

$30,949,906

$83,965,956

$38,182,113

$0

$8,908,399

$162,006,374

Total federal funding allocated since last renewal (dollars)

2022–23 planned spending (dollars)

Horizontal initiative shared outcome(s)

Performance indicator(s)

Target(s)

Date to achieve target

$162,006,374

$34,321,950

Relative reduction of disaster impacts

Disaster impacts are less than projected by UN Sendai reporting projections

Any statistically significant reduction

FY 2023-24^{Footnote 22}

$0

$0

Increased collaboration with EM Partners

Percent (%) of Federal-Provincial-Territorial (FPT) strategies approved with FPT and Indigenous Strategies or Action Plans

90% by 2023-24

FY 2023-24

Indigenous Services Canada

N/A

N/A^{Footnote 23}

$0

$0

N/A

N/A

N/A

N/A

Public Safety Canada

Emergency Prevention/ Mitigation

FPT EMS Action Plan: Co-draft all-hazards FPT EM Action Plan

$0

$0

Enhanced engagement of EM partners and stakeholders, including Indigenous representatives

Percent (%) of FPT working groups with Indigenous representatives

Baseline: 0% in 2018

75%

FY 2023-24

Percent (%) of FPT strategies approved with FPTI governance

Baseline: 0% in 2018

100%

FY 2023-24

$30,949,906

$6,309,955

Improved availability of information on disaster risks

Percent (%) of years updated National Risk Profile (NRP) made public

80%

FY 2023-24

Public Safety Canada

Emergency Prevention / Mitigation

National Risk Profile – National Strategic Risk Assessment: Development of tools to enable PTs and municipalities to complete risk assessments across the country, leading to a complete picture of risks in Canada.

$6,385,668

$1,442,708

Improved decision-making to increase resilience

Percent (%) of P/Ts providing risk assessments to the NRP

Baseline: 0% in 2018

30%

(Target for FY 2023-24 is 70%)

FY 2023-24

Percent (%) of years updated NRP made public

(1 / alternating years)

Baseline: 0% in 2018

50% (1 / alternating years)

FY 2023-24

Critical Infrastructure

Critical Infrastructure Resilience Programs: RRAP and VRAC

$5,149,571 and $1,047,594 ongoing

$1,047,594

Improved awareness and understanding of disaster risks

Percent (%) of critical infrastructure owners/operators that take risk management action following a site assessment

90%

FY 2023-24

Percent (%) of RRAP site assessment participants who indicated their level of awareness/ understanding has increased as a result of the assessment

90%

FY 2023-24

Percent (%) of respondents that indicated VRAC analytical products increased understanding and awareness of disaster risks

75%^{Footnote 24}

FY 2023-24^{Footnote 25}

Natural Resources Canada

Wildfire Risk Management

NRP – Wildland Fire Risk:

Development of a Wildland Fire Risk Assessment

$2,852,616^{Footnote 26}

$600,362^{Footnote 27}

Improved decision-making to increase resilience

Percent (%) of FPT responsible authorities indicating that federal wildfire risk assessments improved their ability to assess risk

100%

FY 2023-24

Percent (%) of users of online risk-assessment tool indicating it improved their ability to assess risk

100%

FY 2023-24

Geoscience to Keep Canada Safe

NRP – Earthquake Risk Assessment: Development of a National Earthquake Risk Assessment Framework

$5,448,869

$1,104,017

Improved decision making to increase resiliency

Publicly available coverage of earthquake risk assessed at the neighborhood level for Canada

100% coverage of the country (from baseline of zero)

FY 2023-24

Local, regional, and/or provincial and territorial governments develop risk assessments using NRCan tools, knowledge and methods

5 (from baseline of 1)

FY 2023-24

Core Geospatial Data

NRP – Floodplain Mapping: Developing Canadian Framework for best practices in Floodplain Mapping

$8,297,685

$1,459,857

Improved decision making to increase resiliency (specifically: flood risk geospatial data being made available to support mapping of high-risk areas to inform Canadians)

Number (#) of geospatial tools developed to modernize and advance flood Mapping in Canada

3

FY 2023-24

Natural Resources Canada / National Science and Engineering Research Council (NSERC):

(Memorandum of Understanding with Natural Resources Canada)

Wildfire Risk Management

NRP – Wildland Fire Risk: Development of a Wildland Fire Risk Assessment

$1,404,000

$324,000

Improved decision-making to increase resilience

Percent (%) of users of online risk-assessment tool indicating it improved their ability to assess risk

100%

FY 2023-24

Percent (%) of FPT responsible authorities indicating that federal wildfire risk assessments improved their ability to assess risk

100%

FY 2023-24

Environment and Climate Change Canada

Hydrological Services Program

Developing best practices in Floodplain Mapping

$1,411,497

$ 331,417

Other Government Departments, provinces, territories and other stakeholders have access to published Federal Hydrologic and Hydraulic best practices

Number (#) of published federal Hydrologic and Hydraulic best practices developed with ECCC expertise that have been peer-reviewed

5 best practices by December 2023

December 2023

$83,965,956

$18,687,218

Increased awareness of disaster risk reduction strategies

Percent (%) of Canadians aware of risks in their area^{Footnote 28}

100%^{Footnote 29}

FY 2023-24

Public Safety Canada

Emergency Preparedness

Public Awareness Campaign: All Hazard Public Awareness activities targeted at vulnerable populations

$5,000,000

$1,000,000

Increased awareness of disaster risk reduction strategies

Percent (%) of Canadians aware of risks in their area^{Footnote 30}

60%^{Footnote 31}

FY 2023-24

Percent (%) of Canadians who have taken protective measures in response to risks^{Footnote 32}

60%^{Footnote 33}

FY 2023-24

Natural Resources Canada

Wildfire Risk Management

Increasing resiliency to Wildland Fire: Development of foundational for science and tools for wildland fire mitigation capacity and modernization

$27,563,103 and $4,997,127 (ongoing)

$6,179,012

Use of Tools/Advice and Assessments by decision makers to influence response

Percent (%) of FPT responsible authorities indicating that Canadian Fire Services (CFS) wildfire science and systems

100%

FY 2023-24

Indigenous Services Canada

Emergency Management Assistance

FireSmart Program for Indigenous Communities: Training for on-reserve communities for in wildland fire management

$47,352,853

$10,482,206

Increased knowledge in wildland fire risks and management, training in forest firefighting, gained knowledge in and the ability to action fuel management for First Nation communities

Number (#) of at risk First Nations communities that receive FireSmart training annually

20 by FY 2020-21

100 by FY 2023-24

FY 2020-21

FY 2023-24

Number (#) of hectares of wildland interface within Indigenous communities treated as part of fuel management activities

362 hectares by FY 2020-21

4050 hectares by FY 2023-24

FY 2020-21

FY 2023-24

Natural Resources Canada / National Science and Engineering Research Council

(Memorandum of Understanding with Natural Resources Canada)

Wildfire Risk Management

Increasing resiliency to Wildland Fire: Development of foundational science and tools for wildland fire mitigation capacity and modernization

$4,050,000

$1,026,000

Use of Tools/Advice and Assessments by decision makers to influence response

Percent (%) of FPT responsible authorities indicating that CFS wildfire science and systems improved their ability to respond to wildfires

100%

 FY 2023-24

$38,182,113

$7,567,802

Increase preparedness and response capabilities with in Canadian communities

Continuous improvements in Core Capability evaluation scores

Statistically significant improvement

FY 2022-23

Geoscience to Keep Canada Safe

Earthquake Early Warning (EEW): Development of a pan-Canadian EEW alerting framework and design and installation of an EEW sensor and communication system

$33,649,599, and $2,340,550 ongoing

$6,533,139

EEW alerts reduce damage from large earthquakes

Alerts issued for 100% of earthquakes above threshold "M" within a defined time period "t"

"M" & "t" to be established based on integrated system testing in 2021-22 and 2022-23

FY 2023-24

Weather and Environmental Forecasts and Warnings

Development and implementation of a national storm surge model for hazard mapping and alerting

$4,532,514

$1,034,663

Clients receive the meteorological information that enable them to make informed decisions

Percent (%) of Emergency Management Organizations (EMOs) of a warned area who report having seen or heard a recent coastal flooding warning and who took action in response

Target will be established once baseline is identified in March 2022

FY 2023-24

$0

$0

Reduction in repeat DFAA claims by Building Back Better

N/A

N/A

FY 2023-24

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

Total federal funding allocated since last renewal (dollars)

2022–23 total federal planned spending (dollars)

$0

$0

$30,949,906^{Footnote 36}

$6,309,955

$83,965,956^{Footnote 37}

$18,687,218

$38,182,113^{Footnote 38}

$7,567,802

$0

$0

$153,097,975

$32,564,975

$8,908,399^{Footnote 39}

$1,756,975

$162,006,374

$34,321,950

Funding to Enhance Canada's Firearm Control Framework (FECFCF)

Public Safety Canada

Royal Canadian Mounted Police (RCMP)

Canada Border Services Agency (CBSA)

Note: Other government departments (e.g., the Department of Justice) are supporting this federal initiative. However they are not captured in this Horizontal Initiative table as they have not received funding through this initiative.

December 2, 2021

March 31, 2026

Escalating firearms-related violence is fueling public concern and giving rise to demands for federal action to curtail the availability of firearms in Canada. The Government has committed to implementing effective firearms-related measures that prioritize public safety to maintain legal access, use and ownership of firearms, prevent the misuse of firearms and reduce gun crime and criminal activity. A balanced approach is required to ensure that efforts to reduce violent crime are focused on those who use firearms for illicit purposes, while not impeding on legal firearm owners.

The shared outcomes for this initiative are as follows:

• Canadians and law enforcement benefit from easier access to and improved delivery of firearms regulatory services;
• Reduce illegal firearm-related activities; and
• Canadian communities are safe from firearm–related crime.

Public Safety Canada (PS) provides federal leadership on Canada's firearms policies, laws, and regulations, and since firearms control is a shared responsibility between the federal government and Canada's provinces and territories (PTs), the department also engages and collaborates with its federal partners, PTs, and stakeholders to address firearm-related matters.

Several programs in the RCMP contribute directly to this horizontal initiative. The RCMP is responsible for operations of the Canada Firearms Program (CFP) and the administration of the Firearms Act (the Act) and its regulations. It also provides direct operational and technical firearms-related support to law enforcement across Canada and abroad. The CFP's mission is to enhance public safety by supporting lawful ownership and use of firearms so as to reduce the risk of harm that results when firearms are misused. To this end, it provides a number of important services to Canadians including screening individuals for eligibility to possess and/or acquire a firearm, licensing businesses that manufacture and sell firearms, and registering restricted and prohibited firearms. Additional support is provided by: National Forensic Laboratory, which can restore serial numbers that aid tracing efforts as well as link seemingly unrelated criminal cases to a single firearm; Criminal Intelligence Service Canada (CISC) and its intelligence holdings on known or suspected criminals and criminal groups involved in serious or organized crime, which are accessible to over 380 federal, provincial, and municipal law enforcement and public safety member agencies across Canada; and Federal Policing's efforts to develop intelligence related to transnational organized crime groups activities related to firearms trafficking and smuggling activities.

The CBSA plays a critical role in detecting and interdicting illicit firearms entering Canada. The CBSA contributes to the Government's firearm-related commitments through the implementation of a Firearms Strategy focusing on the identification, disruption, interdiction, enforcement, investigation and prosecution of illicit firearms and related activities using an intelligence-led, problem solving and integrated approach. The Firearms Strategy also focuses on partnerships with domestic and international partners in combatting the threat that firearms pose to our community.

The FECFCF will leverage an Assistant Deputy Minister (ADM)-level committee, co-chaired by PS and RCMP, with participation from the CBSA and other federal partners as the oversight committee for the initiative. The role of the committee will include reviewing the status of various activities within the FECFCF and progress made in meeting performance targets; making direct adjustments if necessary; and providing overall direction to the implementation of the horizontal initiative.

Additionally, PS will formalize a working group which includes representatives from PS, RCMP, and CBSA in order to ensure excellence in programming, results, financial planning and reporting and horizontal collaboration on meeting Government commitments on firearms.

$206,423,295

N/A – the horizontal initiative was established after March 31, 2021.

N/A – the horizontal initiative was established after March 31, 2021.

N/A

N/A

N/A

N/A

N/A

An evaluation is scheduled for completion in fiscal year 2026-27.

PS

In 2022-23, PS will implement the government's commitments on firearms in order to enhance Canada's firearm control framework. This Includes:

• Continuing the implementation Bill C-71, An Act to Amend Certain Acts and Regulations in Relation to Firearms (2019), specifically to advance regulations that enhance license verification and business record-keeping;
• Addressing the importation of ammunition, giving vulnerable people and their support networks more options for protection by establishing a "red" and "yellow" flag regime to temporarily remove firearms from or suspend licenses of those who pose a threat to themselves or others, increasing maximum penalties for firearms trafficking and smuggling offences, and enhancing secure storage requirements to deter theft;
• Continuing its work on the firearms campaign webpage (Canada.ca/firearms), a central repository of firearm-related information including the latest legislation and regulation updates, and firearms resources, and on a national firearms awareness and education campaign which aims to inform Canadians on actions taken to reduce gun violence in Canada; and
• Continuing the ongoing to collaboration with Statistics Canada to enhance firearm data collection and analysis, including updating and standardizing how firearm-related crimes are reported on by the police.

CBSA

In 2022-23, the CBSA will contribute to the initiative by working with partners to reduce illegal firearm-related activity by detecting, disrupting and deterring firearms smuggling in Canada.

In the first year of the initiative for 2022-23, the CBSA will fully establish the National Firearms Intelligence Desk (NFID), which will provide the Agency and its partners with timely analysis of the sources, routes, and methods by which illicit firearms enter Canada. The team will generate investigative leads to better position the Agency and its law enforcement partners to respond in an agile manner to shifts in organized firearm smuggling activity. It will also ensure that seizure and trend data is fed back into the CBSA's data analytics and automated risk assessment functions to continuously refine the Agency's capacity to detect firearm smuggling attempts. The NFID will also participate in the Cross-Border Firearms Task Force, a forum to scope and identify ways to counter firearm smuggling across the Canada-United States border.

Additional firearm-focused intelligence and criminal investigation resources will be assigned to every region to ensure the Agency can deliver on its Firearms Strategy and offer committed-participation in firearm-related joint force operations with federal, provincial, and municipal law enforcement partners. These resources will also support and feed into the NFID, including in their development of an annual National Firearms Threat Assessment.

RCMP

In 2022-23, the RCMP will create two (2) new dedicated firearms-intelligence analyst positions in Manitoba and New Brunswick. This increased capacity will assist in developing a better understanding of the national threat picture as it relates to transnational organized crime groups and the threat posed by illicit firearms and smuggling activities. These resources will develop actionable intelligence for targeting purposes, contribute to trends analysis and support ongoing investigations in relation to the national and transnational trafficking of illicit firearms.

During this fiscal year, National Forensic Laboratory Services (NFLS) efforts will focus on designing and building a new service model that will identify and isolate firearms service requests requiring both serial number restoration and Canadian Integrated Ballistics Identification Network (CIBIN) entry, which will allow their completion with more efficiency and timeliness. Additionally, NFLS will create FTE positions required for this new model and initiate staffing actions. Incremental on-boarding is expected to begin in the first half of 2022 and commencement of specialized training will immediately follow. Simultaneously, procurement to purchase scientific instrumentation will be finalized and required IT connections will be facilitated for CIBIN participation.

Firearms Policy Division

ps.firearms-armesafeu.sp@ps-sp.gc.ca

Canadians and law enforcement benefit from easier access to and improved delivery of firearms regulatory services

Illegal firearm-related activity in Canada is reduced

Canadian communities are safe from firearm-related crime

N/A

N/A

$0

$0

$12,209,310

$8,520,544

$20,729,854

N/A

$30,202,663

N/A

$5,541,196

$35,743,859

$76,148,388

$52,575,988

$1,589,126

$19,636,080

$149,949,582

$76,148,388

$82,778,651

$13,798,436

$33,697,820

$206,423,295

Enhance Canada's Firearm Control Framework

$206,423,295

$55,165,328

Firearm-related crime in Canada is reduced

Percent (%) decrease of police reported break and enter to steal a firearm from a residence or motor vehicle

2% annual decrease against baseline (2019: 1,072 incidents reported)

Annually

Percent (%) decrease in the # of violent crime victims as a result of firearm violence

1% reduction from current baseline of approximately 1,500 (2016)

Annually

Percent (%) decrease of firearm-related homicides

1.5% annual decrease against baseline (2019: 263)

Annually

Percent (%) decrease in the # of intimate partner violence victims where a firearm was present

1% reduction from current baseline of 576 (2018)

Annually

$76,148,388^{Footnote 40}

$19,943,591^{Footnote 41}

Canadians and law enforcement benefit from easier access to and improved delivery of firearms regulatory services

Percentage (%) of licence applications that are processed within established service standards

90% of licence applications that do not require further review complete initial processing within 35 days

FY 2025-26

Royal Canadian Mounted Police

Canadian Firearms Program (CFP)

Enhance delivery of CFP services to Canadians and Law Enforcement

$48,257,850^{Footnote 42}

$12,595,504^{Footnote 43}

Additional regulatory services are available online

Percent (%) of services to Canadians that are newly available online

100% individual & 75% business services available online

(2021: <10% of all services are currently available online)

FY 2025-26

The target population uses regulatory services online

Percent (%) of newly available services to Canadians that are accessed online

80% individual

50% business

(2020: 70% utilization of one individual service; no business services available online)

FY 2025-26

Canadians benefit from easy access to regulatory services

Percent (%) of licence applications that are processed within established service standards

90% of licence applications that do not require further review complete initial processing within 35 days

FY 2025-26

IM / IT Sector

Enhance delivery of CFP services to Canadians and Law Enforcement

$27,890,538^{Footnote 44}

$7,348,087^{Footnote 45}

Canadian Firearms Digital Services Solution replaces Canadian Firearms Information System with a reliable and readily adaptable firearms regulatory IM/IT platform

% of times CFP IT Service Desk incidents are resolved within 4 hours (reliability)

80% (2020: 44%)

FY 2025-26

% of application that is covered by automated testing tools for Quality Control (adaptability)

100% (2020: 0%)

FY 2025-26

Combat illegal firearm-related activities

$82,778,651

$23,583,565

Illegal firearm-related activity in Canada is reduced

% increase in the number of firearms seizures attributed to deliberate smuggling and in postal and courier modes

10% smuggling, 5% postal and courier modes

March 2026

% change in the number of police-reported incidents of weapons trafficking

10% annual increase for 2-3 years, followed by a 10% annual decrease ongoing (baseline: 20 incidents in 2020)

FY 2025-26

Royal Canadian Mounted Police

Canadian Firearms Program

Enhance the ability of the RCMP to trace crime guns and detect bulk/straw purchasing

$6,735,964^{Footnote 46}

$1,557,726^{Footnote 47}

Law enforcement agencies use regulatory services to combat the unlawful acquisition of firearms

Percent (%) increase in the number of trace requests received annually by the Canadian National Firearms Tracing Centre

10-20% increase in the number of trace requests received annually by Canadian National Firearms Tracing Centre during 5-year implementation period to a theoretical maximum of 18,000 (Baseline: 2,214 trace requests received in 2020)

FY 2025-26

Law enforcement agencies requests for regulatory services are completed within established service standards

Percent (%) of Canadian National Firearms Tracing Centre trace requests completed within established service standard timelines

90% of trace requests completed:

- Within 7 days (for traces where international engagement is not required); or

- Within 90 days (for traces where international engagement is required)

(Historical baseline: 90% of all trace requests completed within 90 days of receipt)

FY 2023-24

National Forensic Laboratory Services

Enhance the ability of the RCMP to trace crime guns and detect bulk/straw purchasing

$6,957,156^{Footnote 48}

$2,151,282^{Footnote 49}

More serial number restorations and Canadian Integrated Ballistics Identification Network comparisons are completed within 90 days

Percentage (%) of serial number restorations and Canadian Integrated Ballistics Identification Network comparisons that are completed within service standard timelines (90 days)

80%

(Historical baseline not relevant as previous service standard was 220 days)

FY 2023-24

Canadian Firearms Program

Enhance capacity of the RCMP to detect, disrupt, and deter firearms smuggling at the border and inland

$1,451,501^{Footnote 50}

$338,905^{Footnote 51}

Support provided to counter-smuggling partner organizations

Number (#) of firearm inspections, responses to requests for technical advice pertaining to new and emerging technologies including 3D printing, and Firearms Reference Table records completed annually in accordance with established service standard timelines

Firearm Inspections: 280-300 annually, an increase of approximately 200 from a baseline of 95 in 2019.

Responses to requests for technical advice: excluding firearms inspections): Service approximately 10,340 requests per year, an increase of over 1,800 from a baseline of 8,517 in 2019.

Firearms Reference Table entries: Ability to complete between 5,000-8,000 FRT entries annually, which is the range of new entries required per year. Since 2015, an average of approximately 700 entries have been added to the backlog per year leading to a total shortfall of approximately 3,500 total FRT entries

FY 2024-25

Federal Policing

Enhance capacity of the RCMP to detect, disrupt, and deter firearms smuggling at the border and inland

$2,120,337^{Footnote 52}

$414,387^{Footnote 53}

Enhanced operational responses through intervention, interdiction, enforcement, and increased operational collaboration

Number (#) of intelligence products developed by Firearms Intelligence Analysts that identified or contributed to identifying possible criminal entities related to firearms, including smuggling.

Number (#) of occurrences (e.g. investigations or intelligence probes) worked on by Firearms Intelligence Analysts that contributed to identifying possible criminal entities related to firearms smuggling.

Target will be established once resources are in place and baseline data are available

TBD

Criminal Intelligence Services Canada

Enhance capacity of the RCMP to detect, disrupt, and deter firearms smuggling at the border and inland

$1,867,894^{Footnote 54}

 $436,880^{Footnote 55}

Increase in the number of CISC assessed organized crime groups involved in firearms smuggling and trafficking

The proportion of organized crime groups involved in firearms smuggling and trafficking that are assessed based on CISC's Integrated Threat Assessment Process.

75%

(Baseline: 16%)

March 31, 2025

$33,443,136^{Footnote 56}

$8,966,564^{Footnote 57}

Enhance the ability of CISC members to target and coordinate enforcement operations related to Serious and Organized Crime, including firearms-related crime

Number (#) of Canadian Criminal Intelligence System document uploads

Number (#) of Canadian Criminal Intelligence System queries and number (#) of Canadian Criminal Intelligence System users

Target will be established once Canadian Criminal Intelligence System is implemented

Baselines (2020):

31,455 Automated Criminal Intelligence Information System Document Uploads;

2,074,139 Automated Criminal Intelligence Information System Queries;

2,158 Automated Criminal Intelligence Information System Users

Date to achieve target

will be established once

Canadian Criminal Intelligence System is implemented

Canada Border Services Agency

Criminal Investigations Intelligence Collection & Analysis

Enhanced Intelligence and Investigative Capacity

$14,171,383

$3,618,504

Firearm smuggling is reduced in Canada

Percent (%) increase in the number of firearms seizures attributed to deliberate smuggling.

10%

FY 2022-23

Percent (%) increase in the number of firearms seizures in postal and courier modes

5%

FY 2022-23

Number (#) of seizures of firearms, parts, and ammunition with a suspected link to organized crime

5

FY 2022-23

The CBSA detects, disrupts and deters the smuggling of firearms

Number (#) of complex or high-risk firearms smuggling intelligence referrals to Criminal Investigations or law enforcement partners.

5

FY 2022-23

Percent (%) increase in the number of CBSA firearms analytical intelligence products

10%

FY 2021-22

Number (#) of complex firearms smuggling investigations opened by the CBSA Criminal Investigations

TBD

FY 2022-23

The CBSA has the capacity to detect, disrupt and deter the smuggling of firearms

Personnel identified, hired and trained. Terms of reference and outreach completed

8 Full-Time Equivalents (FTEs)

FY 2021-22

Personnel identified, hired and trained

14 Full-Time Equivalents (FTEs)

FY 2022-23

Management & Oversight

Legislative, regulatory and policy development

$7,176,014

$1,605,906

Senior management and officials understand the impact of federal firearms legislative, regulatory and policy developments on the CBSA's operations

Number (#) of firearms-related briefing products provided to CBSA senior management and officials

Targets will be established once resources are in place and baseline data are available.

TBD

The CBSA's legislative and regulatory authorities allow it to support broader government direction and intent concerning the cross-border movement of firearms

Number (#) of new and amended laws enacted and regulations established

Targets will be established once resources are in place and baseline data are available.

TBD

Field Technology Support

Threat Detection at Borders

$7,289,852

$4,021,059

Deploy handheld x-rays to increase operational capacity to efficiently examine goods and conveyances

20 handheld x-ray units will be deployed and officers trained at selected ports of entry

20 units

FY 2023-24

Comm. Trade Facilitation & Compliance

Artificial Intelligence (AI) Identification and AI Threat Detection in Parcels

$1,565,414

$472,352

Developed AI solution ensures successful detection of gun and gun parts with significant reliability of minimizing false positives and negatives.

Percent (%) of times the developed model is able to accurately recognize the presence or absence of items of interest in an image.

70%

March 2023

Enhance firearms policy advice and promote awareness of firearm programs

$13,798,436

$2,733,602

Canadian communities are safe from firearm –related crime

Number (#) of new and amended laws developed and regulations established

3 per year baseline (2020/2021)

Annually

Number (#) of Canadians who indicate they have or will take action due to viewing/hearing the awareness campaign ads

Meet or surpass 10% of polled respondents indicating that they took action as a result of the ads

March 2024

Internal Services^{Footnote 58}

$8,520,544

$1,357,534

N/A

N/A

N/A

N/A

Total

$22, 318,980

$4,091,136

N/A

N/A

N/A

N/A

Public Safety Canada

Law Enforcement and Policing

Public Awareness Campaign^{Footnote 59}

$4,388,244

$1,347,061

Canadian general population are aware of GC initiatives to reduce gun violence and new laws and regulations related to firearms in Canada.

Number (#) of Canadians who can recall seeing a firearms-related ad

Meet or surpass GC benchmarks for campaign specific unaided recall (33%) and aided recall (30%).

March 2024

Number (#) of impressions (the total number of campaign content that was displayed or broadcast) across all advertising platforms

Achieve or surpass 2 million impressions across all advertising platforms annually

March 2024

Number (#) of times Canadians clicked through ads to the Canada.ca/firearms website

Achieve or surpass GC benchmark for click through rate by 1% for digital advertising during campaign

March 2024

Number (#) of visits to the Canada.ca/firearms website

Achieve or surpass 75,000 visits per year

March 2024

Number (#) of products downloaded or ordered for use by partners

Achieve or surpass 100 units distributed to or downloaded by partners

March 2024

The Canadian general population take action to address factors contributing to firearms violence in Canada.

Number (#) of Canadians who indicate they have or will take action due to viewing/hearing the awareness campaign ads

Meet or surpass 10% of polled respondents indicating that they took action as a result of the ads

March 2024

Number (#) of partners engaged through official MOUs and/or alternate partnership agreements

Achieve or surpass at least one partnership in each of the following categories:

1. Retail; and

2. Non-profit government organization

March 2024

Number (#) of times Canadians engage or share campaign content on social media

Achieve or surpass 500 engagements on shares on social media (Twitter, Facebook, Instagram, YouTube, etc.)

March 2024

The Canadian general population are compliant with laws and regulations related to firearms in Canada.