Public Safety Canada - Supplementary Tables

Sources of Respendable and Non-Respendable Revenue

On June 26, 2011, section 29.2 of the Financial Administration Act received Royal Assent, providing legal authority to departments to provide internal support services to and receive internal support services from one or more other departments, including the provision of those services through collaboration amongst departments.

As a result, and as part of the 2011-12 Supplementary Estimates (C) process, Public Safety Canada has been granted Vote-Netted Authority up to a dollar limit that the Department will request from Treasury Board on an annual basis as part of the Estimates Process. This authority allows Public Safety Canada to recover revenues associated with the cost of providing these services and, in return, respend these revenues in the provision of these services.

* Miscellaneous revenues include such items as fees collected for access to information requests and parking.

User Fees

User Fee: Fees charged for the processing of requests submitted pursuant to the Access to Information Act

Fee Type: Other Products and Services

Fee-setting Authority: Access to Information Act

Date Last Modified: N/A

Performance Standards: The Department strives to respond to 90% of requests within the legislated timeframes established by the Access to Information Act.

Performance Results: The Department responded to over 90% of requests made under the Access to Information Act within the legislated timeframes.

Details on Transfer Payment Programs

Name of transfer payment program: First Nations Policing Program (FNPP)

Start date: 1991-92

End date: Ongoing

Description: The FNPP provides financial contributions for dedicated and responsive policing services in First Nation and Inuit communities, through tripartite policing agreements for which financial contributions are attributed based on a 52% federal and 48% provincial/territorial contribution ratio.

Strategic Outcome: A safe and resilient Canada

Results Achieved: Targets were met. During 2011-12, the FNPP increased the population served, and the number of funded police officers. The number of agreements and the number of communities receiving FNPP-funded police services remained the same.

Program Activity: Countering Crime

Comments on variance: As per Public Accounts, the actual lapse for the FNPP is $0.7M and is represented by the difference between Total Authorities and Actual Spending. The $27.0M variance between planned and actual spending in 2011-12 can be attributed to the actual lapse of $0.7M described above; $0.2M for Matrimonial Real Property that remained in the fiscal framework in 2011-12 and an amount of $41.0M that was transferred through the Supplementary Estimates to the Royal Canadian Mounted Police to cover the cost of the services provided. There was also an amount of $15.0M provided as additional authority through Supplementary Estimates "B" for the sustainability of agreements under the FNPP.

Audit completed or planned: No audits were completed during 2011-12 or are planned for the future.

Evaluation completed or planned: The next evaluation of the FNPP is scheduled for 2014-15.

Engagement of applicants and recipients: A cross-section of FNPP recipients are engaged through the ongoing activities of a Stakeholder Panel, which meets multiple times per year to discuss issues related to the FNPP. The Department also supports training activities for Community Consultative Groups, which are advisory bodies that operate pursuant to Community Tripartite Agreements to assist in setting out community expectations for police.

Name of transfer payment program: National Crime Prevention Strategy (NCPS)

Start date: 1998-99

End date: Ongoing

Description: Crime Prevention is a key component of the federal government's approach to reducing crime. The program's goal is to reduce offending among those most at risk such as children, youth and Aboriginal Canadians who present various risk factors, and to prevent the commission of specific crimes such as youth violence, drug-related offences, and hate crimes. This program provides national leadership on the development of crime prevention strategies, policies and programs that are evidence-informed, responsive, and appropriate to community and regional needs. The program provides funding through time-limited grants and contributions to community-based organizations, other levels of government, and academia to support the implementation of targeted interventions, and the dissemination of knowledge and practical tools. The program fosters increased coordination and integration of crime prevention policy and programs federally, and with the provinces and territories, as well as the identification of emerging priority issues and orientation of funding programs.

Strategic Outcome: A safe and resilient Canada

Results Achieved: The National Crime Prevention Centre (NCPC) continues to work closely with stakeholders in communities to develop and implement evidence-based crime prevention projects. In 2011‐12, the NCPC provided funding to 138 projects in 79 communities, including 16 projects which specifically addressed youth gangs. The NCPC also worked with communities to develop 20 new, multi‐year crime prevention projects. The new projects represent an investment totalling $24.8M over five years. Altogether, projects funded under the NCPS in 2011-12 reached over 17,000 at‐risk children and youth, delivering numerous interventions designed to deter crime, violence and gangs. In 2011-12, $16.2M of NCPC's total funding supported 63 evidence-based projects across the country as part of the National Anti-Drug Strategy. Furthermore, the NCPC also developed performance measurement strategies for both the renewed Youth Gang Prevention Fund (YGPF) and the Security Infrastructure Program (SIP) to ensure that timely and quality data would be available to support program decision-making and reporting requirements.

Program Activity: Countering Crime

Comments on variances: As per Public Accounts, the actual lapse for the NCPS is $0.8M and is represented by the difference between Total Authorities and Actual Spending. The $5.4M variance between actual and planned spending in 2011-12 can be attributed to the actual lapse of $0.8M described above and $6.1M provided as additional authority through Supplementary Estimates "B" to support activities related to the solicitation, development and delivery of targeted prevention interventions aimed at reducing youth violence and youth gangs among those most at risk.

Audit completed or planned: Internal audit of the NCPS was completed in 2011-12.*

Evaluation completed or planned: Evaluation of NCPC's funding programs (NCPS, YGPF and SIP) is scheduled to begin in the Fall of 2012.

Engagement of applicants and recipients: The NCPC supports external networks to facilitate the exchange of information between funding recipients implementing similar models or promising practices in different communities across the country.

*For more information regarding this internal audit and its corresponding management action plan, please see the Internal Audits table.

Name of transfer payment program: Disaster Financial Assistance Arrangements (DFAA)

Start date: 1970

End date: Ongoing

Description: Provision of federal financial assistance to provinces and territories following large-scale natural disasters.

Strategic Outcome: A safe and resilient Canada

Results Achieved: DFAA payments have been made to provinces and territories affected by natural disasters, in response to provincial and territorial requests for payments.

Program Activity: Emergency Management

Comments on variance: DFAA payments and commitments are made in response to provincial and territorial requests.  Actual spending is largely dependent on when the required documentation is submitted by the province or territory. The amount of each DFAA payment is determined following a federal audit of provincial and territorial expenditures. Given that the DFAA is a quasi-statutory program, the Department is not at liberty to reallocate to other initiatives and unused funding must therefore lapse.

Audit completed or planned: Audit of Expenditure Controls over Grants and Contributions Program was completed in 2011-12.*

Evaluation completed or planned: Evaluation of the DFAA Program was completed in 2011-12.*

Engagement of applicants and recipients: Ongoing engagement of recipients is conducted through the annual DFAA Managers Meeting and through Public Safety Canada's regional office interactions.

*For more information regarding this internal audit and its corresponding management action plan, please see the Internal Audits table. * For more information regarding this evaluation, please see the Evaluations table.

Name of transfer payment program: Joint Emergency Preparedness Program (JEPP)

Start date: 1980

End date: March 13, 2013

Description: The JEPP is a cost-shared program with provinces and territories aimed at enhancing the national capacity to respond to all types of emergencies and enhance the resiliency of critical infrastructure.

Strategic Outcome: A safe and resilient Canada

Results Achieved: Over 345 municipal, provincial and territorial projects were funded under the regular JEPP, as well as for Urban Search and Rescue and Critical Infrastructure initiatives in 2011-12. These projects resulted in the development of emergency municipal plans, the purchase of communications equipment, specialized response vehicles and associated equipment, the training of first responders, and the establishment of local emergency operations centres.

Program Activity: Emergency Management

Comments on variance: The actual spending at year-end was slightly lower than planned as a result of claims submitted being less than originally anticipated and projects being withdrawn.

Audit completed or planned: Audit of Expenditure Controls over Grants and Contributions Program was completed in 2011-12.

Evaluation completed or planned: No evaluations were completed during 2011-12 or are planned for the future.

Engagement of applicants and recipients: Engagement with recipients is conducted through ad hoc teleconferences with provincial-territorial JEPP managers and through Public Safety Canada's regional office interactions.

*For more information regarding this internal audit and its corresponding management action plan, please see the Internal Audits table.

Note:  The JEPP includes funding and actual spending of $235,128 in 2011-12 and actual spending of $187,500 in 2010-11 for Worker's Compensation.

Name of transfer payment program: Biology Casework Analysis Contribution Program

Start date: 2010-11

End date: 2014-15*

Description: This program provides contributions to the governments of Ontario and Quebec, which operate forensic laboratories that undertake biological casework analysis for the purpose of criminal identification, and which provide crime scene DNA profiles to the National DNA Data Bank.

Strategic Outcome: A safe and resilient Canada

Results Achieved: During 2011-12, the contributions to the governments of Ontario and Quebec ($3.45M each per fiscal year) assisted in conducting biology casework analyses, including DNA analysis and the upload of crime scene DNA profiles to the National DNA Data Bank, in support of criminal investigations and prosecutions. During the reporting period, the Ontario laboratory completed 5,913 cases and uploaded 3,243 crime scene DNA profiles to the National DNA Data Bank. In the same reporting period, the Quebec laboratory completed 4,863 cases and uploaded 2,820 crime scene DNA profiles to the Data Bank.

Program Activity: Countering Crime

Comments on variance: N/A

Audit completed or planned: No audits were completed during 2011-12 or are planned for the future.

Evaluation completed or planned: No evaluations were completed during 2011-12 or are planned for the future.

Engagement of applicants and recipients: Ongoing liaison with representatives from the Ontario and Quebec forensic laboratories, as well as submission of annual metrics by the provincial laboratories, allow for the effective exchange of information and administration of the Biology Casework Analysis Contribution Program.

* This program is established on an ongoing basis, with a funding envelope until 2014-15.

Horizontal Initiative

Name of Horizontal Initiative: Integrated Market Enforcement Teams (IMET) Program

Name of lead department: Public Safety Canada

Lead department program activity: Countering Crime

Start date: 2003-04

End date: Ongoing

Total federal funding allocation (start to end date): $304,299,000 from 2003-04 through 2012-13 and $38,500,000 ongoing*. *All numbers include the employee benefits plans and PWGSC accommodation.

Initiative description (including funding agreement): The objective of the IMET program is to effectively enforce the law against serious criminal capital market fraud offences in Canada. To achieve this objective, IMET is mandated to investigate serious Criminal Code capital market fraud offences that are of regional or national significance and threaten investor confidence or economic stability in Canada.

Shared outcome: Improved Canadian and international investor confidence in the integrity of Canada's capital markets.

Governance structure: The IMET Executive Council is composed of senior officials from the Royal Canadian Mounted Police (co-chair), the Department of Finance (co-chair), the Office of the Director of Public Prosecutions, the Department of Justice and Public Safety Canada, who provide strategic oversight for the IMET program.

Performance Highlights: All recommendations from the 2010 evaluation of the IMET program, including the Benchmarking Study and the LePan Report, have been implemented, such as: the development of an IMET Program Operational Policy governing operational plan timelines and reporting;  amendments to the monthly Major Case Report on the IMET Program; and the development and implementation of a reporting supplement to identify and track variables known to affect timeliness.

Expected Result for 2011-12: Fulfillment of Public Safety Canada's IMET program management responsibilities, including coordinating, reporting, evaluations, policy development and research.

Results Achieved for 2011-12: Public Safety Canada coordinated developmental work to establish a panel of experts to provide advice and recommendations on practices to enhance the strategic orientation and performance of the IMET program.

Public Safety Canada coordinated the commission of a study to develop a compendium of internationally comparative information on the investigative practices used to detect, deter, and investigate financial crime generally and securities crime, as well as the interface and working relationship between regulatory and criminal bodies mandated with capital market enforcement.

Public Safety Canada fully participated in IMET Executive Council and the IMET working group.

Comments on Variances: Remaining funds were reallocated towards departmental priorities in order to meet key deliverables.

Expected Result for 2011-12: Fulfillment of the RCMP's IMET prevention and investigation responsibilities, including the operation of the securities intelligence units (SIUs), investigative teams, headquarters operational support, and program management. IMET will strive to fulfill its mandate to the fullest extent possible based on funding received.

Results Achieved for 2011-12: As legacy cases worked their way through the court system, the IMET program has taken on new cases. Changes in IMET's vision and mandate has led to a focus on intelligence-led pro-active investigations, use of non-traditional techniques and expanding investigation intake to include smaller cases. The initial phase of IMET's intelligence model was completed with the release of the Capital Market Threat Assessment report. SIU's "Meet the Street" initiative resulted in 25 separate IMET presentations to compliance professionals from investment dealers, pension funds and stock exchanges, and the hosting of Industry Roundtable meetings with senior pension fund compliance officers and with investment dealers.

Comments on Variances: As noted in Chapter 5 of the June 2011 Status Report of the Auditor General of Canada, the RCMP has had to reallocate funding internally from all programs in order to meet the increased demands for National Policing Services. Furthermore, various Federal and Protective policing priorities have created additional requirements to reallocate funding and resources. As a result, $3.9M of funding from the IMET program was directed toward these pressures. The IMET program lapsed $1.9M due to vacancies, delayed operational and service contract costs which were pushed into fiscal year 2012-13, shortened court proceedings and lower anticipated specialized training costs.

Expected Result for 2011-12: Provision of pre-charged legal advice and litigation support, as well as prosecution of serious capital fraud offences under the Criminal Code in response to the workload generated by the IMETs. *Prior to the establishment of the Office of the Director of Public Prosecutions (ODPP) in 2006, funding for this program activity was allocated to Justice Canada's Federal Prosecution Service. The amount shown does not include a transfer of $3.75M from Justice Canada to ODPP for 2007-08, following the creation of this organization.

Results Achieved for 2011-12: Over the course of 2011-12, the ODPP dedicated a total of 18,256 hours to IMET-related activities, including the provision of legal advice and litigation support, prosecution services as well as a management and administrative support.

ODPP counsel participated in four significant IMET-related prosecutions – three in Montreal and the fourth in Halifax.

The IMET reserve fund was accessed on two occasions to help defray exceptional costs associated with the prosecution of a capital market fraud case prosecuted by a provincial Attorney General.

Comments on Variances: The $1.5M decrease in ongoing funding is due to a Strategic Review decision effective in 2013-14 and ongoing.

*The Department of Justice received total funding of $26.7M for FY 2003-04 to 2007-08 and this amount takes into account a transfer of $3.75M to ODPP for the FY 2007-2008 following the creation of this organization.

Expected results: Provincial Attorney General of IMET participating provinces are aware of and able to access the IMET Reserve Fund.

Performance Indicator: Number of applications and/or inquiries about the IMET Reserve Fund received Number of agreements signed and types of eligible expenditures funded

Targets:

1. All provincial Attorneys General of IMET participating provinces are aware of the IMET Reserve Fund and the application procedure.
2. The International Assistance Group (IAG) provides legal advice on international assistance requests and coordinates all IMET requests to and from foreign countries. Once a request for mutual legal assistance has been executed, it is the responsibility of the RCMP, not the IAG, to monitor the outcome of the relevant investigation or prosecution for which the evidence was gathered.
3. Program support

Results Achieved for 2011-12:

1. One application was received and all inquiries about the IMET Reserve Fund were responded to in a timely manner; one agreement was signed to support eligible expenditures
2. The International Assistance Group (IAG) provided legal advice on international assistance requests and coordinated all IMET requests to and from foreign countries, including:
   • Assisted IMET personnel in the preparation of all outgoing mutual legal assistance (MLA) requests.
   • Liaised regularly with IMET headquarters and IMET regional offices.
   • Provided legal advice and assistance in the area of MLA to IMET headquarters and IMET regional offices (Montreal, Toronto, Calgary and Vancouver) with respect to current and potential MLA requests.
   • Reviewed and approved IMET MLA requests.
   • Transmitted IMET's outgoing MLA requests to the central authority of the requested state.
   • Followed-up with IMET personnel and foreign central authorities to ensure that all IMET MLA requests were executed in accordance with the treaty and the terms of the request.
   • Assisted in the gathering of evidence of all 17 outgoing MLA original and supplemental requests in relation to IMET investigations.
   • Reviewed all incoming IMET MLA requests to ensure that they met the relevant treaty and Canadian legal requirements.
   • Prepared monthly IMET MLA status reports that were provided to IMET headquarters and IMET regional offices.
   • Met quarterly with IMET headquarters and PPSC and provided legal advice in the areas of current and potential MLA requests.
3. N/A

Comments on Variances: Variance between planned and actual spending is attributed to the limited number of applications submitted by the Provinces to support eligible expenditures under the Reserve Fund.

Note: The Department of Justice received for FY 2003-04 to 2007-08 a total funding of $26.67M (including accommodation) and this amount takes into account a transfer of $3.75M to ODPP for the FY 2007-08 following the creation of this organization.

Note: Amounts indicated in "Total Allocation" include PWGSC Accommodation funding.

Note: Amounts indicated in "Planned Spending" do not include PWGSC Accommodation funding.

Expected Result for 2011-12: As co-Chair of the IMET Executive Council and the Interdepartmental Working Group, Finance Canada is to provide strategic direction to the IMET program that reflects the Government of Canada's broader capital markets agenda. Finance Canada is to provide leadership in engaging external stakeholders in efforts to enhance program performance, including opportunities to strengthen the continuum of enforcement.

Results Achieved for 2011-12: As co-chair of the IMET Executive Council and Interdepartmental Working Group, Finance Canada provided oversight, leadership and strategic direction to the IMET program.

Comments on Variances: N/A

Contact information:
Trevor Bhupsingh
Director General
Law Enforcement and Border Strategies
Public Safety Canada
(613) 991-4281

Greening Government Operations

Surplus Electronic and Electrical Equipment Target

Strategies / Comments
This target meets all of the requirements of SMART criteria (Specific, Measurable, Achievable, Relevant and Time Bound).

Location: In the context of this target, locations are defined as regions (Public Safety Canada currently has 31 offices located in 14 regions – including the National Capital Region (NCR or headquarters) as well as other regions across the country. Of note, 85% of Public Safety Canada employees and 90% of the Department's electronic and electrical equipment are located in the NCR.

Rationale for the traffic light indicator selected: Public Safety Canada currently has a procedure in place for headquarters and all regional presences that follow the Public Works and Government Services Canada (PWGSC) Federal Electronic Waste Strategy and Federal Sustainable Development Strategy (FSDS) requirements for electronic equipment.

The procedure currently allows the Department to track both plug-in and battery powered 'electronic equipment' by equipment type. The procedure also allows the Department to track mechanisms used to dispose of 'electronic and electrical equipment'.

Key components of the EEE disposal process: Receiving Goods, Process for Creating GC Surplus Account, Creating Crown Assets reports, Industry Canada Computers for Schools Program, other government departments, order of priority for disposal.

Roles and responsibilities: Public Safety Canada's Chief Information Officer Directorate (CIOD) is responsible for tracking all electronic assets, and Corporate Services is responsible for tracking all electrical assets.

Security considerations: Electronic equipment identified for disposal is checked to determine if it contains any data storage devices, such as fixed hard drives. All storage devices are removed for disposal and destroyed according to security regulations.

Opportunities for continuous improvement: Opportunities to integrate the electronic and electrical asset processes will be explored.

Mechanisms to evaluate plan effectiveness (e.g. audit / periodic review / monitoring): Electronic equipment is monitored regularly and identified for disposal as required. The Help Desk monitors service calls against assets and identifies those which may require replacement.

Plans/strategies for intradepartmental engagement: N/A

Tools and resources: Electronic equipment is tracked in the CIOD asset database. Electrical equipment is tracked in Cable Solve, the non-IT asset database.

Streams used for reusing or recycling EEE (i.e., Computers for Schools, Crown Assets Distribution, transfer/donation to other departments, provincial e-waste programs, Departmental Individual Standing Offer): Public Safety Canada uses, and will continue to exploit, information technology equipment buyback or federal/provincial/municipal E-waste recycling programs, including the Industry Canada Website, Computers for Schools, Crown Assets and donations to charitable organizations.

Estimated environmental benefits incurred from achieving the target: It was not possible to quantify the estimated environmental benefits.

Printing Unit Reduction Target

Strategies / Comments
This target meets all of the requirements of SMART criteria (Specific, Measurable, Achievable, Relevant and Time Bound).

Scope of this target: In the context of this target, printing units are defined as desktop printers, network printers, and multifunctional printers (i.e. a photocopier, fax, and scanner functions). Local printers were targeted for removal. Network printers were assessed to determine if units needed to be added, removed or redistributed.

Method used for determining number of printing units: An inventory of all printers, both network and local, was extracted from the Asset database.

Method used for determining number of office employees: The number of office employees was established using the Department's Human Resources Management System (HRMS - PeopleSoft).

Number of office employees subject to the target: 1,074

Rationale for the traffic light indicator selected: Based on the criteria established, Public Safety Canada achieved a ratio of 4.3:1 for 2011-12, for which we had targeted 4:1.

Any other exclusion to the target: Printers on Secret and Top Secret networks were excluded from the target. In this phase, where there were cases with a valid justification, an exception was permitted (Telework, need to accommodate, or injury). Fax machines, photocopiers (owned/leased by facilities), scanners and plotters were also excluded.

Reporting requirements to track the average ration of office employees to printing units: The project team reported regularly to its senior management on the status of printer reductions. It also provided regular status reports to the Corporate Services Directorate (CSD) for reporting to Senior Management. CSD also reports to the Departmental Management Committee on the status of all sustainable development initiatives and targets.

Roles and responsibilities: In Phase I, departmental Branch Heads were responsible for achieving the 4:1 target within their branches. The CIOD was responsible for removing local printers. CSD has the overall responsibility for monitoring and reporting to Senior Management. The Department's Security Services was responsible for providing security advice for the transmission and storage of sensitive information using in accordance to federal government standards and providing security guidance for the disposal of information.

Opportunities for continuous improvement: As Public Safety Canada moves into Phase II, it recognizes that there are still opportunities for improvement. In addition to targeting the 8:1 ratio for 2012-13, the Department should assess the capacity requirements within various branches. While assessing the need to provide higher capacity printers to some work groups, the Department should also assess opportunities for changing work processes to reduce printing needs. Phase II will see a shift to a floor-by-floor analysis of printer usage, to determine the best way to optimize distribution and achieve the departmental target of 8:1.

Plans/strategies for departmental engagement and communication: CSD worked with the Department's Communications Directorate to develop a Communication Strategy for the project. The CIOD created the following documents as part of the project: Printer Directive; Printer Project Charter; Printer Project Plan; and Printer Inventory. The CIOD also prepared the following documents to assist employees with the transition to network printers: Printer Mapping instructions; and Secure Printing instructions.

Estimated environmental benefits incurred from reducing the number of printing units: In Phase 1 of the Printer Reduction Project, Public Safety Canada removed 277 local printers from service. This should reduce costs by decreasing the number and variety of consumables for standalone printers. The standardization of networked printers, disbursement ratio and elimination of standalone printers will greatly contribute to a more standardized IT environment; and reduce the amount of consumables that need to be disposed of, or recycled.

Paper Consumption Target

Strategies / Comments
This target meets all of the requirements of SMART criteria (Specific, Measurable, Achievable, Relevant and Time Bound).

Scope of this target: This target included internal consumption of 8½ x 11, 8½ x 14, and 11 x 17 copy and printing papers across Canada, including all regional offices.

Method used for determining paper consumption: For the baseline year, Public Safety Canada reviewed its purchase records of all copy and printing paper. After normalizing all purchases to the equivalent of 8½ x 11 sheets, the final total was 10,948,750.

Method used for determining the number of office employees: The number of office employees was established using the Department's Human Resources Management System (HRMS - PeopleSoft).

Number of office employees subject to the target: 1,074

Rational for the traffic light indicator selected: Public Safety Canada had a significant reduction (18.5%) in the amount of paper used in 2011-12, compared to the baseline year. With the efforts planned for coming years, it is on target to achieve a 20% reduction.

Processes/reporting requirements to track the reduction of paper consumption: Approximately 95% of paper purchased by Public Safety Canada is used at Headquarters in the NCR. All paper is purchased, stored and distributed centrally through the Department's Materiel Management Division (MMD). The MMD maintains a record of a paper purchases, as well as a log of all deliveries by floor. The MMD reports monthly on paper usage to the Director General of Corporate Services. The CSD reports annually, to the Departmental Management Committee on the status of all sustainable development initiatives and targets.

Roles and responsibilities: Materiel Management Division purchases and stores paper and tracks usage centrally, for Headquarters.

Estimated environmental benefits incurred from reducing paper consumption: Using the 'Conservatree' benchmark, it is estimated that with the reduction of 2,026,500 sheets of paper in 2011-12, Public Safety Canada saved approximately 243 trees.

Green Meetings Target

Strategies / Comments
This target meets all of the requirements of SMART criteria (Specific, Measurable, Achievable, Relevant and Time Bound).

The green meeting guide does not specifically define 'adoption'. However, the Department has supported the initiative of green meetings by installing the appropriate technology within boardrooms to facilitate the use of the Electronic Document Management System (EDMS) and e-indexing, with a focus on encouraging sustainability in e-record keeping through paperless meetings.

Rationale for the traffic light indicator selected: The Department has a green meeting guide which specifically addresses how to use the EDMS to conduct green (paperless) meetings. In 2012, these documents will be merged to provide a comprehensive approach.

Scope of the green meeting guide: This departmental guide is intended to be used by meeting organizers and participants to help reduce the environmental impacts of meetings hosted by Public Safety Canada.

Reporting requirements to track the use of the green meeting guide: There are no formal reporting requirements. Public Safety Canada has seen an evolving awareness and interest in green meetings across the Department, which is leading to less paper and improved recordkeeping.

Evidence that the green meeting guide has been adopted: There has been substantial adoption of the practices identified in the guide within the Department. For example, the Departmental Management Committee has made the transition from paper supporting documentation to e-documentation. This has been facilitated by the use of tablet technology and the departmental EDMS. The majority of meetings conducted in the Corporate Services Directorate follow the practices in the green meeting guide.

 Roles and responsibilities: The guide identifies roles and responsibilities for Public Safety Canada's Green Team, Office of primary interest (Corporate Services Directorate), Meeting Organizers and Meeting Participants.

Key components of the green meeting guide: The guide focuses on Turning Greening Opportunities into Actions as well as the following seven key areas for greening meetings and events: meeting preparations; procurement (selecting food service provider(s) and buying products); venue; travel and accommodation; reducing resource consumption and paper; managing and reducing waste; and, measuring success and surveying participants. In addition, the guide provides checklists for meeting organizers and participants. EDMS was utilized for paperless meetings (e-vite, e-index, e-minutes, e-support documentation).

Opportunities for continuous improvement: The Department has made significant changes and is seeing the results in a transition in 2012 -13 to an electronic business culture.

Mechanisms to evaluate the effectiveness of the green meeting guide: There are no mechanisms in place.

Estimated environmental benefits incurred from the use of the green meeting guide: It was not possible to quantify the estimated environmental benefits.  

Green Procurement Targets

Strategies / Comments
This target meets all of the requirements of SMART criteria (Specific, Measurable, Achievable, Relevant and Time Bound).

Rationale for the traffic light indicator selected: All copier and toner cartridges purchased at Public Safety Canada are remanufactured, whenever possible; and all cartridges are recycled either through a company specializing in this activity, or donated to a charity, which recycles the cartridges to generate revenue. Typically, when a new model of printer is purchased, it takes approximately 6-12 months before remanufactured replacements are available. The Department estimates that up to five per cent of the fleet falls into this category.

Scope: All copier and printer toner cartridges purchased at Public Safety Canada

Processes/reporting requirements to track progress: The Department purchases and stores all toner cartridges at Headquarters, centrally; and used cartridges are returned to its 'Supply Room' for disposal, or are left in the printer rooms, collected monthly by the Supply Room Officer.

Roles and responsibilities: Materiel Management is responsible for purchasing, storing, distributing and recycling copier and printer cartridges at Headquarters. Regional Offices are responsible for their respective cartridges.

Opportunities for continuous improvement: N/A

Plans/strategies for departmental engagement/communication: N/A

Estimated environmental benefits incurred from achieving self-selected target: It was not possible to quantify the estimated environmental benefits.

Strategies / Comments
This target meets all of the requirements of SMART criteria (Specific, Measurable, Achievable, Relevant and Time Bound).

Rationale for the traffic light indicator selected: The CIOD manages the inventory of all office computers and has established a four year life cycle for the equipment. However, this target has now been revised to a five year life cycle.

Scope: Public Safety Canada currently has a procedure in place, managed by its Information Technology and Procurement authorities, to renew 25% of its computer inventory every four years to ensure that the Department has the latest and most energy efficient technologies.

Roles and responsibilities: The CIOD is responsible for managing all electronic assets.

Opportunities for continuous improvement: N/A

Plans/strategies for departmental engagement/communication: N/A

Estimated environmental benefits incurred from achieving self-selected target: It was not possible to quantify the estimated environmental benefits.

Strategies / Comments
This target meets all of the requirements of SMART criteria (Specific, Measurable, Achievable, Relevant and Time Bound).

Rationale for the traffic light indicator selected: Approximately 95% of paper purchased by Public Safety Canada is used at Headquarters in the NCR. All paper in the NCR is purchased centrally, and must have at least 30% recycled content and/or have forest management certification, EcoLogo or equivalent certification. It may be that up to five per cent of paper purchased in the regions does not meet this requirement.

Scope: The initiative included all paper purchased at Headquarters and in the regions.

Processes/reporting requirements to track progress: Paper at Headquarters is purchased centrally and Public Safety Canada only buys paper compliant with the criteria. The Supply Room Officer maintains a log of purchases in the EDRMS, which is reviewed monthly by the Department's Director of Materiel Management. The regional offices provide a report to the Director, Materiel Management, as required.

Roles and responsibilities: Materiel Management monitors all paper usage.

Opportunities for continuous improvement: While the Department believes that the majority of the paper purchased in the regions meets the requirement (based on past reporting), in the future the Department may coordinate regional reporting on paper usage to ensure regional offices are purchasing paper with at least 30% recycled content.

Plans/strategies for departmental engagement/communication: N/A

Estimated environmental benefits incurred from achieving self-selected target: In 2011-12, Public Safety Canada purchased 8,922,250 sheets of paper with 30% postconsumer content. Using the Conservatree benchmark, the Department estimates that it saved approximately 160 trees.

Strategies / Comments
This target meets all of the requirements of SMART criteria, that is: Specific, Measurable, Achievable, Relevant and Time Bound. The Department established that a minimum of 90% of material managers, procurement officers and acquisition cardholders would have completed a Green Procurement training course by September 2011.

Rationale for the traffic light indicator selected: 100% of material managers, procurement officers and acquisition cardholders have completed the Green Procurement course.

Methodology for designating/identifying employees requiring green procurement training: It was determined that all procurement personnel and Acquisition Cardholders must complete the Green Procurement training.

Nature/type of training and how it relates to the CSPS green procurement course C215: The required training was the CSPS Green Procurement Course C215.

Reporting requirements to track progress against the green procurement training target: The Department's Chief of Contracting and Procurement maintained a log of all procurement personnel who had completed the course and reported the status monthly to the Director Materiel Management. The Acquisition Card Coordinator received a monthly report from HR on the status of which cardholders had completed the course.

Roles and responsibilities: The Chief of Contracting and Procurement, who is also the Acquisition Card Coordinator, was responsible for reporting to the Director, Materiel Management on the status of course completion.

Opportunities for continuous improvement: N/A

Plans/strategies for departmental engagement/communication: Public Safety Canada has instituted a policy which prevents employees from getting an acquisition card until the Green Procurement training course has been completed.

Estimated environmental benefits incurred from achieving their green procurement training target: It was not possible to quantify the estimated environmental benefits.

Strategies / Comments
This target meets all of the requirements of SMART criteria (Specific, Measurable, Achievable, Relevant and Time Bound).

Rationale for the traffic light indicator selected: All managers and functional heads of procurement and material management have included green procurement objectives in their performance evaluations.

Methodology for designating/identifying employees that require environmental considerations be included in performance evaluations: The Department's Director General, Corporate Services and the Director, Materiel Management established which employees would be included.

Reporting requirements to track progress: N/A

Roles and responsibilities: Managers are to ensure objectives are appropriate.

Opportunities for continuous improvement: N/A

Mechanisms to evaluate the green procurement performance evaluations target: Review of Performance Agreements of functional heads of procurement and material management

Plans/strategies for departmental engagement/communication: N/A

Estimated environmental benefits incurred from achieving their green procurement performance evaluation target: It was not possible to quantify the estimated environmental benefits.

Strategies / Comments
This target meets all of the requirements of SMART criteria (Specific, Measurable, Achievable, Relevant and Time Bound).

Even though there is no target until 2013-14, Public Safety Canada has made significant progress in greening various management processes.

The Departmental Management Committee has made the transition from paper supporting documentation to e-documentation for its committee meetings.

In 2010, Public Safety Canada initiated an Invoice Processing Pilot, which was intended to assist Finance in the processing of vendor invoices. Using EDRMS, the solution was designed as an efficient method for tracking and processing Accounts Payable information and to provide an electronic case file which would incorporate contracts, contract amendments, invoices and any other related information with a longer term vision towards elimination of financial paper documentation within the Department. After a successful pilot, the implementation was rolled out to the rest of the Department, on a branch by branch basis; and is now fully implemented.

This project had defined and measurable targets for improvement which have been outlined.

These included:

• timely reporting between delivery to RC Manager and return to the mailroom upon payment processing;
• reduced time between receipt of an invoice and delivery to the RC Manager, resulting in an initial potential savings of two working days;
• reporting on the number of invoices received and scanned by the Mailroom/Records Office;
• reporting on the number of invoices processed into the system upon payment;
• faster access to Accounts Payable (AP) information (all information is now stored electronically and the updated process has the RC Manager to relate (associate) all AP information within RDIMS, enabling examination of a contract and immediate access to its related AP information);
• the ability to track an invoice processing time (reports identify invoice processing time with pre-set time intervals: 5, 10, 30, 90, 180 days); and
• the elimination of lost invoices between mailroom and its RC Manager as the invoice is scanned on the day of arrival and automatically emailed to its respective RC Manager for same day processing.

Response to Parliamentary Committees and External Audits

Response to Parliamentary Committees:
Public Safety Canada was not requested to respond to Parliamentary Committee Reports during the reporting period.

Response to the Auditor General (including to the Commissioner of the Environment and Sustainable Development):
Public Safety Canada was not requested to respond to Auditor General Reports during the reporting period.

External Audits (conducted by the Public Service Commission of Canada or the Office of the Commissioner of Official Languages):
N/A

Internal Audits and Evaluations

Changes to the Audit Plan 2011-12 were approved by the Deputy Minister in January 2012.

Date modified:

2018-01-31