Supporting Information on Lower-Level Programs

Sub-Program 1.1.1 National Security Leadership

Description:

This program develops and implements national security policy, legislation and programs that contribute to the Government’s ability to counter current and emerging threats.  It is also responsible for assisting the Minister in fulfilling key statutory obligations. The program demonstrates interdepartmental leadership and Portfolio coordination through the implementation of Canada’s Counter-terrorism Strategy, as well as policy development and involvement in setting national security priorities. The program also exercises important leadership functions by collaborating domestically, internationally, across sectors, and with communities to enhance understanding of national security challenges and actively respond to national security threats. This program also facilitates the engagement of Canadians in a long-term dialogue on national security issues through the Cross Cultural Roundtable on Security, which solicits member views on the development of policies and programs as well as their potential impact on Canadians.

Program Performance Analysis and Lessons Learned

During the reporting period, Public Safety met its objective to fulfill all of its statutory obligations, including requests from its Portfolio agencies, within given timelines. The result was ongoing vigilance to ensure that any individuals and entities who pose national security threats are prevented from operating in Canada. In addition, all requirements related to the Minister of Public Safety’s responsibilities under Division 9 of the Immigration and Refugee Protection Act (IRPA) were met. Case management tasks were completed on time and coordination with interdepartmental partners was successful.

Regarding the Department’s counterterrorism efforts, this year Public Safety added two terrorist entities under the Criminal Code regime, and worked alongside other government departments to advance an administrative update to the list.

The Department participated in the evaluation of the effectiveness of Canada’s Anti-Money Laundering/Anti-Terrorist Financing Regime (AML/ATF).  From a national security perspective, it focused on demonstrating how Canada complies with the implementation of international standards to counter terrorist and proliferation financing.^Footnote1 Public Safety also participated in the development of the Assessment of Inherent Risks of Money Laundering and Terrorist Financing in Canada,^Footnotei a whole-of-government initiative to better identify, assess and understand inherent money laundering and terrorist financing risks in Canada. 

As part of Public Safety Canada’s countering radicalisation to violence strategy, the Department worked closely with provinces and territories, communities, law enforcement agencies, academia, and other key stakeholders during the reporting period. Several meetings with community leaders were held in the Greater Toronto Area (GTA), Windsor, Montreal and Edmonton and two dialogues were successfully delivered in Edmonton and Montreal.  In addition, an outreach event with Toronto’s Somali community was held in June 2015.

Sub-Program 1.1.2 Critical Infrastructure

Description:

Responsibility for critical infrastructure in Canada is shared by federal and provincial/territorial governments, local authorities and critical infrastructure owners and operators. This program exercises national leadership by coordinating with these partners to manage broad-scale protection efforts, such as risk analysis, site assessments, plans and exercises. The intent of this program is to develop and implement policies to strengthen the resilience of critical infrastructure in Canada including the National Strategy and Action Plan for Critical Infrastructure, which sets out a comprehensive approach to risk-management and information sharing. Recognizing that the impacts of critical infrastructure disruptions can extend beyond national borders, the program is also leading an international approach to protecting our vital assets and systems.

Program Performance Analysis and Lessons Learned:

During the reporting period, Public Safety continued to build on its resilience efforts through implementing the Action Plan for Critical Infrastructure (2014-2017) and maintaining focus on sustained and enhanced partnerships, the sharing and protection of information, and the implementation of an all-hazards risk management approach. This year 29 critical infrastructure sites in eight provinces across seven of the 19 critical infrastructure sectors were assessed through the Regional Resilience Assessment Program (RRAP), and stakeholders were provided with an assessment report which contained resilience enhancement options to help bolster their physical security, resilience and cyber security. A survey to measure the percentage of stakeholders who have taken risk management action following a site assessment has been developed and will be launched in 2016-17 in order to collect more concrete data.

The approach to building partnerships with key stakeholders is being revitalized, as part of broader efforts to advance a coordinated multi-jurisdictional approach to critical infrastructure resilience.  This revitalized approach includes alignment of the agenda for the National Cross Sector Forum (NCSF) with emerging national security challenges. The Department also re-engaged with FPT partners with the revitalization of the FPT Critical Infrastructure Working Group which started in fiscal 2015-2016.

Sub-Program 1.1.3 Cyber Security

Description:

The Cyber Security Program aims to ensure that Canada is prepared for and can respond to cyber security threats. It provides whole-of-government leadership and coordination of the development and delivery of policies, programs, and legislative and regulatory frameworks that increase the resiliency and security of Canada’s vital information and systems. The Program contributes to Canada’s ability to address current and emerging cyber issues, and helps to ensure that Canada is recognized as a global leader in cyber security. Recognizing that cyber security is a shared responsibility and that everyone has a role to play, the Program facilitates the establishment and upholding of partnerships with provincial and territorial governments, private sector organizations, international counterparts, and academia.  The program also enables the coordination of the federal response to cyber events and allows for the dissemination and exchange of cyber security-related information products with domestic and international stakeholders. Public awareness efforts are coordinated with partners, stakeholders and other levels of government.

Program Performance Analysis and Lessons Learned

The Government continues to collaborate with the CEO Advisory Committee on Cyber Security, which includes representation from a cross section of Canada’s critical infrastructure sectors as well as with private sector partners on the establishment of the Canadian Cyber threat Exchange – a private sector-led initiative aimed at improving information sharing both between and across public and private sectors.

During the reporting period, Public Safety Canada’s performance indicator targets were met through ongoing efforts to engage and collaborate with critical infrastructure stakeholders to increase and improve information sharing with them on cyber threats.

Sub-Program 1.3.1 Crime Prevention

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 gang 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-based, 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 other measures, as well as the development and 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.

Program Performance Analysis and Lessons Learned

In pursuit of safer communities throughout Canada, Public Safety Canada continued to advance the Government’s crime and safety agenda by developing and disseminating evidence-based crime prevention policies, strategies and programs and by providing strategic advice to advance crime prevention nationally and internationally.  To support the dissemination of evidence-based crime prevention programs and provide advice, Public Safety Canada produced a total of eight research reports. In addition, the Department developed and delivered learning activities to Public Safety staff; individuals from other departments, such as Justice Canada; as well as external partners, such as Ottawa Crime Prevention.

In collaboration with the FPT Working Group on Crime Prevention, Public Safety Canada supported policy and program work to advance crime prevention strategies. During the reporting period, deliverables stated in the Crime Prevention Programs and Initiatives in Canada and the Statistical Overview on Trends and Issues work plan were completed and updated. Contracts from these projects were disseminated through publications and learning events in 2015-16.

On the international front, Public Safety Canada was involved in several meetings and conferences such as the White House Summit in Washington on Countering Violent Extremism and a UN Expert meeting on Safer Cities that was held in Ottawa in March 2015.

Throughout the course of 2015-16, Public Safety Canada worked with internal and external stakeholders to foster the integration and sustainability of evidence-based crime prevention practices. The Department guided a contract with external subject matter experts to develop a strategic plan on social finance and to consider the development of social finance pilot projects with various stakeholders.

Furthermore, Public Safety Canada led the development of an FPT Working Group SharePoint site. The objective of this site is to enhance information sharing and collaboration. The site is hosting an evergreen electronic inventory which, to date, showcases approximately 80 evidence-based crime prevention programs in Canada. This inventory is intended to provide practitioners and policy makers across Canada with tools and information to facilitate the implementation and integration of effective crime prevention practices into existing programming and/or systems.

In 2015-16, the Department explored opportunities to address the issue of radicalization, including building stronger linkages between the prevention of radicalization and crime prevention given potential similarities between risk and protective factors for youth at risk of radicalization and youth at risk of offending. Public Safety Canada also provided input into the development of a handbook addressing Countering Violence Extremism, and developed an internal memorandum to provide information on crime prevention approaches and programming activities that inform the development of interventions to counter radicalization to violence among at-risk youth in Canada.  

Sub-Program 1.3.2 Law Enforcement Leadership

Description:

This program provides leadership to the Canadian law enforcement community on strategic national and international responses to crime by contributing to the development of appropriate law enforcement policies and programs.  Due to the sophistication and changing nature of crime, responses must be multifaceted. This program provides the horizontal coordination and leadership necessary for collaboration amongst all federal, provincial, territorial and international partners, and the law enforcement community, in order to ensure that activities are successful and aligned with the Minister and government’s agenda. It focuses on areas such as: serious and organized crime; the prevention of child sexual exploitation; human trafficking; economic and financial crime; First Nations policing agreements; firearms policy, strategic and operational policing policy; and, support for the operation and accountability of the Royal Canadian Mounted Police. 

Program Performance Analysis and Lessons Learned

During the reporting period, Public Safety Canada provided leadership to the Canadian law enforcement community on strategic national and international responses to crime.

Progress on the Economics of Policing and Community Safety initiative is on track, through ongoing activities of the Shared Forward Agenda (SFA) and discussions on next steps. Activities worked on or started in 2015-16 include, the Index of Policing Initiatives and the Canadian Policing Research Catalogue,^Footnoteii as well as working in conjunction with the FPT Economics of Policing and Community Safety Working Group. The Policing and Community Safety Research webpage houses the Index of Policing Initiatives and the Canadian Policing Research Catalogue. The Catalogue, implemented in 2015, has a holding of over 9,000 documents. The Index of Policing Initiatives has a current holding of 177 policing best practices and this number will continue to grow. The Catalogue and Index foster information sharing and engagement within the policing community, which is a critical aspect of the SFA.

In 2015, the Department established the Terms and Conditions for the Nation’s Capital Extraordinary Policing Costs Program for a period of five years. This is a contribution agreement program under the authority of Public Safety and Emergency Preparedness to reimburse the City of Ottawa for extraordinary, reasonable and justifiable policing costs incurred in relation to policing duties specific to the Nation’s Capital.

Sub-Sub-Program 1.3.2.1 Serious and Organized Crime

Description:

Organized crime groups are sophisticated, adaptable, complex and transnational in nature.  Responses must therefore be equally multifaceted.  This program plays a national leadership role to coordinate portfolio activities, and bring cohesion to agencies and departments to better ensure they are working together effectively to support the Minister and the Government’s agenda. This program involves providing evidence-based research and policy advice, leadership and horizontal coordination for the development of federal, national, and international strategies to combat serious and organized crime.  It works in collaboration with other federal departments and agencies, provinces and territories, NGOs and international partners, focusing on areas such as: human trafficking; child sexual exploitation; illicit drugs; economic and financial crime; First Nations organized crime; witness protection; the DNA regime; and contraband tobacco. 

Program Performance Analysis and Lessons Learned

During the reporting period, Public Safety Canada continued the development of a unified Organized Crime Strategy. The work remains ongoing due to competing priorities and operational pressures, as well as the need to account for evolving factors, including national, cyber and border security considerations as well as the transnational dimensions of organized crime, which have added to the complexity and scope of the work.

This year, the Department completed a legislative and regulatory firearms framework and provided policy support to the development and passage of legislation as well as legislative amendments to the DNA Identification Act for the DNA-based Missing Persons Index.

Public Safety Canada collaborated with the Department of Justice and the Royal Canadian Mounted Police on modernizing investigative and intercept capabilities to address the technological sophistication of organized crime.

Public Safety Canada completed two significant research projects on the issues of cannabis policy performance metrics and legalization. The first report identified some 45 cannabis policy metrics on which policy makers could consider collecting baseline data prior to any shift in marijuana regulations. The second report discussed the similarities and differences between psychoactive cannabis and analogous legal substances to identify approaches and considerations for consultation and policy discussion.

*80% target was developed subsequent to the 2015-16 RPP

Sub-Sub-Program 1.3.2.2 Royal Canadian Mounted Police and Policing

Description:

Crime and policing issues are on-going challenges for all societies, including Canada’s.  Public safety is a core responsibility of government and within this, policing and policing policy is continuously evolving and always a priority. This program’s mandate is derived from the Minister’s legislative responsibilities in initiating, recommending, coordinating, implementing and promoting policing policies, programs or projects, and specific accountabilities associated with the Royal Canadian Mounted Police, including the establishment of strategic priorities. This program provides strategic policy advice to support the Minister in carrying out these responsibilities. In providing this advice, this program leads collaborative efforts and consultations with key partners such as provinces, territories, as well as stakeholder associations, to promote information sharing, cohesion and cooperation on cross-cutting issues, such as firearms policy, security for major events, and RCMP police services agreements.

Program Performance Analysis and Lessons Learned

During the reporting period, Public Safety Canada undertook a number of initiatives to enhance policing and promote public confidence in the RCMP. Some notable initiatives include increasing the efficiency and effectiveness of policing, and working collaboratively with key partners on cross-cutting issues such as the management of RCMP police service agreements and firearms policy.

In 2015-16, the Department continued efforts to advance initiatives toward a legislative and regulatory firearms framework in Canada and led the development of the Common Sense Firearms Licensing Act,^Footnoteiii which received Royal Assent on June 18, 2015.  This initiative streamlined licensing, required mandatory safety training and strengthened Criminal Code provisions in cases of domestic violence. 

Public Safety Canada continues to advance legislative reform for RCMP Labour Relations (Bill C-7) with key stakeholders and in conjunction with the RCMP and Treasury Board Secretariat.  Public Safety Canada will also continue to work with the RCMP to provide policy advice, support and recommendations to the Minister on the implementation of recommendations stemming from reviews currently underway by the Civilian Review and Complaints Commission for the RCMP and by the Special Advisor, Sheila Fraser, regarding allegations of workplace harassment in the RCMP.

Sub-Sub-Program 1.3.2.3 Aboriginal Policing

Description:

The Department advances this key activity through the administration of the First Nations Policing Program (FNPP). The program provides contribution funding to provinces and territories to support policing services that are professional, dedicated and responsive to the First Nation and Inuit communities they serve. The program is delivered through contribution agreements among the federal government, provincial or territorial governments, and First Nations or Inuit communities. The Program conducts performance measurement activities to ensure that credible performance data is being collected to support effective program monitoring and evaluation activities. In addition, the Program provides broad policy advice and conducts relevant research on Aboriginal policing and justice issues, and Aboriginal self-government; engages stakeholders in developing policy options for improving public safety in First Nation and Inuit communities and for the renewal of the Program; and works collaboratively with other federal, provincial, and territorial partners in addressing diverse challenges in First Nation and Inuit communities.

Program Performance Analysis and Lessons Learned

To address the recommendations of the 2014-2015 Evaluation of the First Nations Policing Program (FNPP), Public Safety Canada developed a Management Response and Action Plan (MRAP) which is on track and will be fully implemented before 2018. In 2015-16, the Department completed the development of a stakeholder engagement strategy to support the renewed approach to funding Indigenous policing through engagement with the FPT FNPP Working Group. The development of the engagement strategy also involved additional discussions with relevant program stakeholders, including Indigenous communities, provinces and territories, police services and Indigenous organizations. Activities included an online survey on various policing and public safety matters and regional dialogue sessions to capture regional perspectives.

The Department also worked with the Public Safety Canada Regional Offices and provincial and territorial counterparts, to create an inventory of the policing facilities currently in use by officers funded in whole, or in part by FNPP agreements.  Through this process, information about the current condition of facilities was collected to update the inventory. Public Safety Canada also finalized a Performance Measurement and Evaluation Strategy (PMS) for the FNPP as well as developed and implemented an annual internal performance reports based on the new PMS.

During the reporting period, Public Safety Canada facilitated the training of 80 communities in community safety strategies. The Department also supported 40 Indigenous communities at various stages of the process and ten communities completed their community safety plans in 2015-16.

Public Safety Canada implemented a Modern Treaty Management Framework to guide the department’s work and response to new initiatives arising from the Federal Approach to Modern Treaty Implementation. In 2015-16, the Department conducted Assessments of Modern Treaty Implications and supported the Associate Deputy Minister’s participation on the new Deputy Minister’s Oversight Committee on Modern Treaty Implementation. Public Safety Canada worked closely with the Modern Treaty Management Unit to manage and monitor the implementation of modern treaty obligations related to policing and law enforcement fulfilled through the First Nations Policing Program. The Department advanced the negotiation of modern treaties for over 70 active negotiation files through its participation at table negotiation sessions across the country. 

Sub-Program 1.3.3 Corrections

Description:

The program supports the Minister’s public policy leadership role in corrections and criminal justice, specifically with respect to the Minister’s legislative responsibility to initiate, recommend, coordinate, implement or promote policies, programs or projects relating to Correctional Services Canada and the Parole Board of Canada. The program is responsible for advice on the strategic priorities of these agencies and on a broad range of national correctional and criminal justice program, policy, and legislative issues and activities, leading legislative reforms and the management of litigation. In fulfilling its mandate, the program leads collaborative efforts with other portfolio agencies and actively works with and supports provincial and territorial partners as well as consulting with other stakeholders such as non-governmental organizations. The program also develops and implements innovative approaches to community justice in Aboriginal communities through contribution funding, as well as facilitating the sharing of information to promote public safety objectives concerning the correctional system generally and in particular with respect to victims through the National Office for Victims. 

Program Performance Analysis and Lessons Learned

During the reporting period, Public Safety Canada examined existing legislation to enhance the efficiency and effectiveness of the criminal justice system. The Government of Canada continued its efforts to examine and address the use of administrative segregation, particularly for mentally ill offenders. To contribute to this, Public Safety Canada prepared a research brief on administrative segregation.

Public Safety Canada was an active participant in a Federal/Provincial/Territorial Working Group that considered and coordinated discussion on administrative, policy and evaluation issues that emerged from the implementation of restorative justice and related alternative criminal justice programs. In addition, Public Safety Canada partnered with the Department of Justice to explore opportunities to make Restorative Justice more widely available to Canadians.

The Department provided secretariat services and financial support to the National Joint Committee of Senior Criminal Justice Officials for their meetings. Also, it financially supported and assisted with the planning of an all-day policy forum and corrections roundtables with the National Associations Active in Criminal Justice.

Public Safety Canada’s National Office for Victims (NOV) held its first stakeholder roundtable to consult on the implementation of the Canadian Victims Bill of Rights.  This roundtable focused on victims’ right to information in the context of federal corrections and conditional release, and resulted in recommendations for new and more readily accessible information products for victims of crime. To meet its targets, NOV partnered with portfolio agencies such as the Correctional Service of Canada (CSC) and Parole Board of Canada (PBC) to facilitate the distribution of publications in federal institutions and community correctional centres and to provide each registered victim with a copy of NOV’s publications. In addition, NOV utilized its FPT network to raise awareness of new and existing publications online and sent out 10,429 hard copies of those publications upon request.  Finally, NOV partnered with Justice Canada, CSC, PBC, the Royal Canadian Mounted Police (RCMP) and Canada Border Service Agency (CBSA) to develop the Canada.ca victims of crime page, which amalgamated all existing federally-produced information for victims of crime online.  

Sub-Program 1.4.1 Emergency Prevention/Mitigation

Description:

This sub-program provides federal and national leadership concerning prevention/mitigation, which aims to pro-actively protect lives, property, the environment, communities and the economy from disasters/emergencies and to avoid or reduce losses and damages when they do occur. It supports efforts that reinforce the capacity of Canada and its institutions (i.e. at the federal, provincial, territorial and municipal levels) to prevent and mitigate all hazards to the safety and security of Canadians, by leveraging new and existing government programming. This sub-program supports cost-shared financial investments with provinces and territories with the aim of preventing or mitigating the risk of hazards and the impacts of future disasters. The sub-program facilitates risk identification, assessments and risk prioritization within the federal community and within Federal, Provincial and Territorial fora for the purposes of informing responsible risk management and the efficient use of program resources, and engages other stakeholders to assist in the identification and prevention/mitigation of disaster risk, and develops strategies and programs geared towards enhancing the knowledge, awareness and capacity for coherent action at all levels.

Program Performance Analysis and Lessons Learned

During the reporting period, the EM Stakeholder Engagement Strategy Phases I and II were completed and the approach for a Plan of Action for Implementation of the Sendai Framework was developed and presented to Federal/Provincial/Territorial partners for endorsement.

Public Safety Canada worked in collaboration with Defence Research and Development Canada to advance the National Risk Profile (NRP). A report was also commissioned on risk assessment tools, which will contribute to implementing the National Disaster Mitigation Plan (NDMP) and developing the NRP. Under the NDMP, and in conjunction with other federal partners, the Department is developing national guidelines on flood mapping that would inform future mitigation activities, including the possibility of residential flood insurance. This included hosting three federal and national consultation workshops, and developing a draft of the guidelines. Public Safety Canada is also developing a National Emergency Management  System (NEMS) on a digital High Resiliency Environment, which will serve as a clearinghouse and repository for NDMP project information outputs, as well as risk assessment tools.

In response to the Audit on EM Planning, Public Safety Canada developed an outreach and engagement plan along with training and awareness material related to the new focus of the EM Program. The Department also developed and launched the ‘’Guide for Developing a Business Continuity Management Program for Small Departments and Agencies’’, in collaboration with federal institutions and the Security Advisory Network for Small Agencies. The guide for the ‘’Business Continuity Management Guidelines for Federal Institutions’’ intended for medium to large-sized departments is currently under development. Additionally, the “EM Program – Guidelines for Federal Institutions” was developed to replace the “EM Planning Guide  2010-2011” and provides for a continual improvement process to develop, implement and maintain a federal institution’s EM program and also addresses mitigation, prevention, preparedness, response, and recovery.

In 2015-16, the National Search and Rescue Secretariat (NSS) became part of Public Safety Canada. In addition to focussing on transition and integration, NSS provided contributions to various stakeholders to advance search and rescue (SAR) matters in the areas of Prevention and Response, and supported volunteers. In an effort to enhance coordination, collaboration and interoperability, the NSS also exercised a leadership role in the multi-departmental Canadian delegation to the International Cospas-Sarsat Programme; continued its efforts in data acquisition and management in further developing its SAR Knowledge Management System; and organized, in partnership with PEI Ground SAR, the SARscene working conference and outreach event. In the coming year, Public Safety Canada will be focussed on reviews and modernizing the National Search and Rescue Program (NSP).

* Under the DFAA, provinces and territories may apply for funding in support of mitigation events, up to a maximum of 15% of infrastructure costs.  As a total percent of all DFAA funding, this would represent a target of 2%
** Target of 2% was developed subsequent to the 2015-16 RPP
***As of FY 2015-16, 31 SEMPs were assessed

Sub-Program 1.4.2 Emergency Preparedness

Description:

This sub-program promotes preparedness for emergencies in Canada by supporting the ability of federal institutions and other stakeholders to plan for incidents on an all-hazards basis, providing guidance and strategic direction for exercises and training, encouraging public awareness, in particular on personal and community preparedness, and facilitating interoperability to enhance the manner in which information is shared.

Emergency management planning activities work with partners to ensure that appropriate strategies, plans, concepts, action plans and tools are in place across sectors of society. This includes the development of all-hazards plans that engage the whole community in managing the life cycle of a potential emergency, determination of required capabilities/resources and the establishment of a framework for roles and responsibilities. The sub-program maintains 24/7 situational awareness and early warning, identifies and evaluates risk, develops contingency plans for major events and all-hazard event management and provides decision-makers with required information in order to better plan and prepare to reduce the vulnerability of people, property, the environment and the economy. It works in concert with partners to assist them in developing plans to address assessed risks. The sub-program also analyzes and evaluates federal plans to determine if they conform to requirements and align with standards set out in various legislative and policy instruments, and to inform an assessment of the degree of federal preparedness and readiness.

The sub-program also leads the development of the Continuity of Constitutional Government Emergency Response and Recovery Plan (CERRP). The CERRP is a strategic plan for the relocation of the three branches of the Constitutional Government of Canada to an alternate site in order to allow essential functions of government to continue in the event of a large-scale emergency affecting the National Capital Region. 

Training and exercises enhance the all-hazards capability to manage emergencies across the country by providing training and learning opportunities for government and members of the emergency management community, as well as opportunities to examine the collective response to emergencies through multi-jurisdictional exercises. Training and exercise programming contribute directly to strengthening the capability across all regions to respond to incidents of all types.

Within the public safety and security sector, interoperability refers to the ability of government agencies and organizations to share the right information at the right time to keep Canadians safe. This program also leads collaborative efforts with other federal departments and agencies, provinces, territories, municipalities, industry and international partners to advance and improve information sharing between emergency management authorities and with the public. This includes radio, voice and data communications interoperability, and the horizontal coordination of efforts across stakeholders in the adoption and implementation of common standards, models and practices to support improved automated information exchange for the broader public safety and security communities.

The Department worked with federal/provincial/territorial (FPT) partners and Innovation, Science and Economic Development Canada (ISED) to implement interoperability initiatives under the Communications Interoperability Action Plan, such as advancing the work on the development of a Canadian Public Safety Broadband Network (PSBN). FPT Interoperability Working Group meetings have been held regularly to discuss interoperability issues and activities as they pertain to the Action Plan.  Public Safety Canada and ISED developed an engagement strategy and background paper to engage various stakeholders to discuss options, governance, and business models which would help determine the Government of Canada’s regulatory, policy and investment decisions.

In support of the Beyond the Border (BTB) Action Plan, the Canada-U.S. Communications Interoperability Working Group (CIWG) continued its effort to improve and facilitate cross border collaboration. Key activities completed in 2015-16 include:

• Continued engagement of Federal, State, P/T and local public safety first responders along the border to provide updates, share information, and discuss gaps and opportunities to address cross border interoperability challenges;
• Participation in the Canada-United States Enhanced Resilience Experiment (CAUSE) III experiment, the third in a series of cross border technology demonstrations focused on enhancing cross border resiliency;
• Launch of a webinar series in June 2015 to bolster cross border partnerships and information sharing; and
• Jointly developing a Fact Sheet to increase awareness of CIWG activities and ongoing cross-border communications interoperability initiatives.

Furthermore, to improve whole-of-government capabilities to respond effectively to events, the Federal Exercise Working Group, with approval from the Federal Emergency Response Governance, standardized how the Government of Canada identifies national-level Federal Priority Exercises. Subsequently, planning for a national priority exercise was undertaken for 2016 (Pacific Quake ’16) and national priorities for 2017 and 2018 have been proposed using the newly standardized method.  Public Safety Canada will focus on working with federal partners to establish and deliver future national priority exercises, as well as to further develop the Continuous Improvement of Federal Event Response (CIFER) program across federal organizations.

* Primary and secondary emergency support function (ESF) federal institutions and those providing critical services

Sub-Program 1.4.3 Emergency Response

Description:

This sub-program leads and coordinates the support to partners across all regions and the delivery of an all-hazard integrated federal response for events that threaten the safety and security of Canadians, or the integrity of Canada's critical infrastructure. It provides 24/7 watch and early warning and strategic-level response coordination on behalf of the Government of Canada, in support of partner mandates.  The program provides definitive national-level situational awareness (e.g.  Notifications, Situation Reports, intelligence products, briefings) to partners and senior decision makers, and to senior officials, provincial governments and/or the private sector. It monitors whole-of-government response capability, plans for and coordinates the federal response to events affecting the national interest, develops recommendations for the deployment and utilization of federal resources, and actions requests for response assistance from federal or provincial/territorial authorities. Working with the provinces and territories and international partners, the program supports the DM and ADM communities when responding to events; it provides them with information on evolving events, a mechanism for the implementation of their direction, and identifies issues that need their engagement for resolution. The program contributes to the efficient use of Government of Canada strategic assets, and when offered, the resources of P/T governments. This program also coordinates regional offices to support provincial and territorial partners in addressing emergencies.

Program Performance Analysis and Lessons Learned

The Government Operations Centre (GOC) facility project has made progress and mitigation strategies are currently effective in ensuring ongoing operations.

A review of the GOC’s mandate, governance and resources was initiated in late 2015.  This review is intended to analyze the alignment of responsibilities and governance across the federal government as they relate to emergency management (EM) response.

Activities were undertaken to bolster engagement with Public Safety Canada’s regional offices and other federal institutions. Namely, five working groups have been established under the Director General Emergency Response Committee, aiming to improve coordination of operations centres, planning processes, federal exercises, logistics and continuous improvement processes. Additionally, engagement with regional offices has been improved through regular teleconferences and face-to-face meetings with counterparts in the regions.

The GOC, working with the Immigration, Refugees and Citizenship Canada, coordinated the government-wide Operation Syrian Refugees. This event validated interdepartmental communications and processes on a large-scale operation. The initiative demonstrated the value of early engagement by the GOC to facilitate interdepartmental coordination and ensure an integrated response. Lessons learned include matters related to interdepartmental planning, logistics management and surge capacity processes.

Additionally, the GOC has developed a new logic model to improve performance management, and established a new process for collecting performance data from relevant partners.

Sub-Program 1.4.4 Emergency Recovery

Description:

This sub-program serves to support the rapid and effective recovery of Canadians and communities from disasters. It includes the provision of financial assistance, upon request, to provinces and territories to recover from large scale disasters, such as through the Disaster Financial Assistance Arrangements (DFAA). In recognition of the inter-connectedness between the functions of emergency management, the initial phases of post-event recovery are integrated into event management planning, to foster smoother transition from response to recovery, and the inclusion of disaster mitigation is encouraged during recovery in order to reduce the occurrence and impact of future risk and disasters.

The goal is to provide the leadership and direction at all levels, so that those individuals, businesses and communities impacted by disaster have the resources and support needed to fully recover. Efforts focus on not only rebuilding communities that are safer and more resilient, but also on pre-disaster recovery planning, which is intended to better enable those individuals and communities to more rapidly access the necessary resources needed to begin rebuilding lives and communities. At the federal level, the sub-program works with other government departments to foster consistency, coherence and alignment between federal disaster support and assistance to provinces, territories and other stakeholders. Additionally, the sub-program works to address the understanding of the psycho-social impacts of disasters on communities. Research into major disasters has demonstrated the significant losses that result from psycho-social trauma.

By reducing financial vulnerability, governments, communities and individuals can avert the potentially devastating impacts to their financial positions and commitments by ensuring that resources are available for rapid recovery and reconstruction, including important post-disaster investments in risk reduction. The sub-program examines mechanisms for the provision of comprehensive, viable, long-term recovery resources to individuals, businesses and governments impacted by disasters. The sub-program examines how the Government of Canada can best manage the financial impacts of disasters through pro-active, pre-disaster financial management tools, including strengthening financial protection against catastrophic disasters and reducing costs by re-profiling risks across time or by transferring risks to those better positioned to absorb them.

Program Performance Analysis and Lessons Learned

The Disaster Financial Assistance Arrangements (DFAA) program began modernizing its audit approach which will help provinces and territories (PTs) receive their payments sooner and help improve their processes. Additionally, Public Safety Canada is reviewing the DFAA’s performance indicators and targets in order to ensure that results achieved align with performance expectations. Gaining an awareness of the trends and baselines will allow program management to ensure that the necessary resources are in place to guarantee that P/Ts receive support to assist with response and recovery from major disasters.

The Government Operations Centre (GOC) coordinates, on behalf of the Minister, all requests for federal assistance (RFA) from PTs and other federal institutions. The process to conduct these RFAs was improved over the 2015 fiscal year, but full standardization was not attained due to major emergency events. All RFAs were handled in a timely and effective manner to ensure the requesting parties had access to the required assistance in due time.

The GOC provided initial recovery operations for all required events in 2015 by remaining engaged in the federal response to major events until a coordinated federal response was no longer required, the requirement for situational awareness reporting subsided and no further requests for federal assistance were expected.

Endnotes

1. 1

     The result of this evaluation was released in summer 2016.

2. i

     Assessment of Inherent Risks of Money Laundering and Terrorist Financing in Canada, http://www.fin.gc.ca/pub/mltf-rpcfat/index-eng.asp

3. ii

     Canadian Policing Research Catalogue, http://www.publicsafety.gc.ca/cnt/cntrng-crm/plcng/cnmcs-plcng/rsrch-prtl/index-en.aspx

4. iii

     Bill C-42, the Common Sense Firearms Licensing Act, http://www.rcmp-grc.gc.ca/cfp-pcaf/bulletins/bus-ent/20150619-91-eng.htm

Date modified:

2018-01-31