Supplementary information tables

Departmental Sustainable Development Strategy

1. Context for the Departmental Sustainable Development Strategy

The 2016–2019 Federal Sustainable Development Strategy (FSDS):

• sets out the Government of Canada’s sustainable development priorities
• establishes goals and targets
• identifies actions to achieve them, as required by the Federal Sustainable Development Act

In keeping with the objectives of the act to make environmental decision-making more transparent and accountable to Parliament, Public Safety Canada supports reporting on the implementation of the FSDS and its Departmental Sustainable Development Strategy, or equivalent document, through the activities described in this supplementary information table.

2. Sustainable development in Public Safety Canada

Public Safety Canada’s Departmental Sustainable Development Strategy for 2017 to 2020 describes the department’s actions in support of achieving:

1. LOW-CARBON GOVERNMENT: The Government of Canada leads by example by making its operations low-carbon.
2. SAFE AND HEALTHY COMMUNITIES: All Canadians live in clean, sustainable communities that contribute to their health and well-being.

This supplementary information table presents available results for the departmental actions pertinent to these goals. Last year’s supplementary information table is posted on the department’s website. This year, Public Safety Canada is also noting which United Nations Sustainable Development Goal (UN SDG) target each departmental action contributes to achieving.

3. Departmental performance by FSDS goal

Context: low-carbon government

FSDS goal: low-carbon government

* This new element shows how departments are contributing to achieving the UN SDGs and targets. Numbers and letter at the start of the sections are in reference to UN documents found at: https://sustainabledevelopment.un.org. The extent of the contribution may vary, because the Sustainable Development Unit at Employment and Social Development Canada is still working on Canada’s National Strategy for the 2030 Agenda.

Context: Safe and Healthy Communities

Environment and Climate Change Canada published the Multi-Sector Air Pollutants Regulations in June 2016. The regulations set national air pollutant standards for various industrial sources (for example, certain gas-fueled boilers used in many industrial facilities, and cement kilns). The following tables provide performance information on departmental actions in support of the FSDS goals listed in section 2.

4. Report on integrating sustainable development

During the 2018–19 reporting cycle, Public Safety Canada considered the environmental effects of proposals subject to the Cabinet Directive on the Environmental Assessment of Policy, Plan and Program Proposals. As part of its decision-making processes, 18 preliminary scans were completed. As a result of these scans, one proposal was subject to a full Strategic Environmental Assessment. None of these proposals were found to be likely to have significant environmental effects, either positive or negative.

Details on transfer payment programs of $5 million or more

Disaster Financial Assistance Arrangements (DFAA) (Voted)

General information

Start date

1970

End date

Ongoing

Type of transfer payment

Contribution

Type of appropriation

Appropriated annually through the Estimates

Fiscal year for terms and conditions

Terms and conditions were last amended in 2014-15. In June 2019, they were extended until March 31, 2022.

Link to the department’s Program Inventory

Emergency Response/Recovery

Description

The DFAA provides federal financial assistance to provinces and territories (P/Ts) affected by large natural disasters such as floods and storms. The DFAA program was established in 1970, to provide the Government with consistent and equitable mechanisms to cost share P/Ts’ response and recovery expenditures when such costs place a significant burden on the affected P/T economy, and exceed an amount that these jurisdictions might reasonably be expected to bear on their own.

Following a natural disaster, an affected province or territory may make a request for federal financial assistance to the Minister of Public Safety and Emergency Preparedness Canada. If an Order in Council declaring the event to be of concern to the federal government and authorizing the Minister to provide financial assistance to the jurisdiction is approved, the Minister will inform the affected province or territory that federal financial assistance will be provided in accordance with the program's established guidelines. These guidelines include an established cost-sharing formula. This is not a program with repayable contributions.

Results achieved

The DFAA assists provinces and territories with the costs of dealing with a disaster where those costs would otherwise place a significant burden on the provincial/territorial economy and would exceed what they might reasonably be expected to fully bear on their own.

Findings of audits completed in 2018–19

No audits completed during the reporting period.  A joint Audit and Evaluation of the Disaster Financial Assistance Arrangements Program is planned for 2021-22 with an expected completion date of March 2022.

Findings of evaluations completed in 2018–19

A joint Audit and Evaluation of the Disaster Financial Assistance Arrangements Program is planned for 2021-22 with an expected completion date of March 2022.

Engagement of applicants and recipients in 2018–19

• Two semi-annual accounting exercises;
• Ongoing discussions with provinces and territories on active events;
• Federal audit prior to issuance of payment;
• Consultation on DFAA.

Explanation of variances: DFAA spending is subject to vary due to the nature of the program which provides funding to provinces in support of unforeseen events (i.e. natural disasters) and for which the estimated forecasts and requests for payments from provinces are also revised periodically. The lapse in 2018-19 was primarily due to revised forecasts of provincial payment requests and for which the final payment requests are now forecasted to be received in a subsequent year. Lapses for this program are reprofiled based on when payment requests are anticipated. 

First Nations Policing Program (FNPP) (Voted)

General information

Start date

1991-92

End date

Ongoing

Type of transfer payment

Contribution

Type of appropriation

Appropriated annually through the Estimates

Fiscal year for terms and conditions

2017-18

Link to the department’s Program Inventory

Indigenous Policing

Description

The FNPP provides contribution funding with 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 tripartite policing agreements that are negotiated among the federal government, provincial or territorial governments, and First Nations or Inuit communities. In addition, the Program provides broad policy advice on Indigenous policing and justice issues including Indigenous self-government. The Program also conducts relevant research and performance measurement to ensure that credible performance data is being collected to support effective program monitoring and evaluation activities; engages stakeholders in developing policy options for improving public safety in First Nation and Inuit communities; and works collaboratively with other federal partners in addressing diverse challenges in First Nation and Inuit communities.

Results achieved

First Nations and Inuit communities have access to professional, dedicated and responsive police services.

Findings of audits completed in 2018–19

No audits completed or planned during the reporting period.

Findings of evaluations completed in 2018–19

Evaluation of Indigenous Policing (formerly, First Nation Policing) is planned for 2020-21 with an expected completion date of March 2021.

Engagement of applicants and recipients in 2018–19

Public Safety Canada will continue its engagement activities with relevant program stakeholders, including Indigenous communities, provinces and territories, and Indigenous organizations. The Department will continue to work closely with the Department of Indigenous Services Canada and other federal departments to better address the policing and public safety needs of Indigenous communities.

Explanation of variances: The $40.1M variance between actual and planned spending in 2018-19 can mainly be attributed to $50.3M that was transferred through the Supplementary Estimates to the Royal Canadian Mounted Police (RCMP). This figure is offset by a transfer of $11.3M from the National Disaster Mitigation Program (NDMP). Since the mid-2000s, funding has been transferred to the RCMP annually via the Supplementary Estimates (PS Grants and Contributions Vote 5 to RCMP Operating Vote 1). A portion of FNPP funding is provided to the RCMP to support the provision of dedicated and responsive policing services by RCMP police officers to 280 Indigenous communities across Canada.

National Disaster Mitigation Program (NDMP) (Voted)

General information

Start date

2015-16

End date

31 March 2020

Type of transfer payment

Contribution

Type of appropriation

Appropriated annually through the Estimates

Fiscal year for terms and conditions

2015-16

Link to the department’s Program Inventory

Emergency Prevention/Mitigation

Description

In recognition of increasing disaster risks and costs, Budget 2014 provided contribution funding of $183.8M over five years to establish the NDMP as part of the Government's commitment to build safer and more resilient communities. The NDMP will address rising flood risks and costs, and build the foundation for informed mitigation investments that could reduce, or even negate, the effects of flood events.

The NDMP fills a critical gap in Canada's ability to effectively mitigate, prepare for, respond to, and recover from, flood-related events by building a body of knowledge on flood risks in Canada, and investing in foundational flood mitigation activities. Knowledge that is up-to-date and accessible will not only help governments, communities and individuals to understand flood risks and employ effective mitigation strategies to reduce the impacts of flooding, but will also further advance discussions on developing a residential flood insurance market in Canada.

Results achieved

Increased number of communities that:

• Are flood risk quantified;
• Have relevant flood mapping;
• Have risk-based mitigation plans; and
• Have risk-based flood mitigation measures in place.

Findings of audits completed in 2018–19

No audits completed or planned during the reporting period.

Findings of evaluations completed in 2018–19

Evaluation of the National Disaster Mitigation Program was initiated in 2018-19 with an expected completion date of November 2019.

Engagement of applicants and recipients in 2018–19

Regular engagement with Provinces and Territories via the Public Safety (PS) Regional Offices, Senior Officials Responsible for Emergency Management (SOREM), written correspondence, and the NDMP page on the PS Website.

Explanation of variances: The $28.8M variance between actual and planned spending in 2018-19 can be attributed to the actual lapse of $10.6M due to program recipients using less of the approved funding under their funding agreements for 2018-19 and $18.3M to support internal pressures and. were reallocated to support other program pressures because it was not needed for NDMP.

National Crime Prevention Strategy (Voted)

General information

Start date

1998-99

End date

Ongoing

Type of transfer payment

Grant and Contribution

Type of appropriation

Appropriated annually through the Estimates

Fiscal year for terms and conditions

• Crime Prevention Action Fund: 2013
• Northern and Aboriginal Crime Prevention Fund: 2013
• Youth Gang Prevention Fund: 2011
• Security Infrastructure Program: 2019-2020

Link to the department’s Program Inventory

Crime Prevention

Description

The NCPS is a key component of the federal government's approach to reducing crime. The Strategy's goal is to reduce offending among those most at risk, such as children, youth and Indigenous Canadians who demonstrate various risk factors, and to prevent crimes such as drug-related offences, and serious and violent offences from being committed. The Strategy 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 provides funding through time-limited grants and contributions to community-based organizations, other levels of government and academia to support the implementation and evaluation of targeted interventions and other measures, as well as the development and dissemination of knowledge and practical tools. The program aims to increase coordination and integration of effective crime prevention policy and programs federally and with the provinces and territories, as well as increase the identification of, and response to, emerging priority issues and orientation of funding programs.

Results achieved

• 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;
• Increased physical security of educational institutions, places of worship and community centres in targeted communities (Security Infrastructure Program).

Findings of audits completed in 2018–19

No audits completed or planned during the reporting period.

Findings of evaluations completed in 2018–19

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

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 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. 

Engagement of applicants and recipients in 2018–19

The NCPS will utilize 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.

Explanation of variances: Within acceptable variance levels.

Search and Rescue New Initiatives Fund (SAR NIF) (Voted)

General information

Start date

1988

End date

Ongoing

Type of transfer payment

Contribution

Type of appropriation

Appropriated annually through the Estimates

Fiscal year for terms and conditions

2009-10

Link to the department’s Program Inventory

Emergency Prevention/Mitigation

Description

The SAR NIF provides annual funding for projects that will improve the National Search and Rescue Program. The objectives of the Program are to: promote and support projects designed to develop and improve SAR prevention; enhance the effectiveness of the SAR response in federal, provincial and territorial jurisdictions; and share SAR response and prevention best practices throughout the SAR community.

Results achieved

The efforts of the National SAR Program were supported to provide a seamless SAR program through improved partnerships and increased interoperability and cooperation.

Findings of audits completed in 2018–19

No audits completed or planned during the reporting period.

Findings of evaluations completed in 2018–19

Evaluation of Search and Rescue New Initiatives Fund is planned for 2019-20 with an expected completion date of March 2020.

Engagement of applicants and recipients in 2018–19

Engagement occurs through established stakeholder networks and governance groups, including the sharing of best practices and lessons learned. The Program’s web page hosted on the Public Safety Canada website is regularly updated.

Explanation of variances: Project delays resulted in the program not needing all the allocations to cover obligations under all the agreements.

Gun and Gang Violence Action Fund (Voted)

General information

Start date

2018

End date

2022-23

Type of transfer payment

Contribution

Type of appropriation

Appropriated annually through the Estimates

Fiscal year for terms and conditions

2018-19

Link to the department’s Program Inventory

Crime Prevention

Description

The Gun and Gang Violence Action Fund (GGVAF) supports law enforcement and crime prevention initiatives. Sole recipients are the provincial/territorial governments who have the authority to redirect funds, based on their identified needs and priorities. The objective of the fund is to support PTs in their efforts to prevent, disrupt and combat gun and gang violence, and increase awareness and understanding of related issues.

Results achieved

As the GGVAF was launched in 2018-19, it has not yet undergone an evaluation. The expected results are:

• Communities have capacity to respond to gun and gang violence;
• Informed initiatives to respond to gun and gang violence are implemented across Canada; and
• Gun and gang violence is reduced thus contributing to a safe and resilient Canada.

Findings of audits completed in 2018–19

Not applicable.

Findings of evaluations completed in 2018–19

Not applicable.

Engagement of applicants and recipients in 2018–19

As provincial and territorial governments are the sole eligible recipients to receive contributions under the GGVA,  engagement takes place though various FPT tables that address issues of guns and gang violence.

Explanation of variances: The $8.6M variance between actual and planned spending in 2018-19 is attributed to the fact that the program was approved through the 2018-19 Supplementary Estimates. Therefore, it was not reflected in the planned spending. As per the 2018-19 Public Accounts, the actual lapse is $9.7M.

Biology Casework Analysis (Voted)

General information

Start date

2010-11

End date

2019-20

Type of transfer payment

Contribution

Type of appropriation

Appropriated annually through the Estimates

Fiscal year for terms and conditions

2014-15  

Link to the department’s Program Inventory

Border Policy

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 (NDDB).

Results achieved

Operational capacity to the provinces of Ontario and Quebec forensic laboratories for submission of forensic profiles by each province to the Crime Scene Index of the NDDB.

Findings of audits completed in 2018–19

No audits completed or planned during the reporting period.

Findings of evaluations completed in 2018–19

Evaluation of Public Safety Canada’s Roles in Support of DNA Analysis included the Biology Casework Analysis Program and the Biology Casework Analysis Arrangements. The Evaluation, initiated in 2018-19, is expected to be completed in the first quarter of 2019-20.

Engagement of applicants and recipients in 2018–19

PS and RCMP engaged the governments of Ontario and Quebec through their cooperative participation in populating the Crime Scene Index of the NDDB.

Explanation of variances: No variance.

First Nation and Inuit Policing Facilities (Voted)

General information

Start date

2018

End date

2024-25

Type of transfer payment

Contribution

Type of appropriation

Appropriated annually through the Estimates

Fiscal year for terms and conditions

2018-19

Link to the department’s Program Inventory

Indigenous Policing

Description

Recognizing 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 will provide funding to repair, renovate or replace policing facilities owned by First Nation and Inuit communities starting in 2018-19. The program will help ensure policing infrastructure complies with current building, policing facility, and health and safety standards.

Results achieved

Safe policing facilities will result in the delivery of better quality policing services and contribute to safer First Nation and Inuit communities. As the FFNIPF program was launched in November 2018, it has not yet undergone an evaluation. 

The expected results are:

The immediate outcome associated with this initiative is “a strategic framework to support Indigenous policing infrastructure is developed”.

The ultimate outcome associated with this initiative is:

“Funded police facilities are deemed to support First Nation and Inuit police service delivery”.

The indicator is:

“Percentage of police service providers that identify that their police facility is a safe and healthy workplace which improves service delivery.”

The target is 75% by March 31, 2023. A confirmed baseline is to be established by 2020.

Findings of audits completed in 2018–19

Not applicable.

Findings of evaluations completed in 2018–19

Not applicable.

Engagement of applicants and recipients in 2018–19

In collaboration with provincial and territorial governments, starting in January 2018, communities with policing facilities requiring urgent repairs were identified. The identified communities needed to confirm that the construction project could start by March 31, 2019. As a result, in 2018-19, approximately $1.2M was attributed to recipients for 9 multi-year projects whereby the provinces provided their funding cost-share of 48%. All approved projects prioritized occupant safety.

Explanation of variances: The $1.2M variance between actual and planned spending in 2018-19 is attributed to the fact that the program was approved through the 2018-19 Supplementary Estimates. Therefore, it was not reflected in the planned spending. As per the 2018-19 Public Accounts, the actual lapse for First Nation and Inuit policing facilities is $8.8M. The lapse is due to the timing associated with putting in place contribution agreements, following funding approval.

Memorial Grant Program for First Responders (Voted)

General information

Start date

April 1, 2018

End date

Ongoing

Type of transfer payment

Grant

Type of appropriation

Appropriated annually through the Estimates

Fiscal year for terms and conditions

2018-19

Link to the department’s Program Inventory

Law Enforcement and Policing

Description

In recognition of the critical role of first responders in protecting Canadians, the Memorial Grant Program for First Responders 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.

Results achieved

• Memorial Grant Program created, designed, funded and implemented;
• Stakeholders are aware of the program and help with promotion;
• Applications are being received and twenty five grants were paid in the first fiscal year; and
• The community of first responders and their families are well-supported.

Findings of audits completed in 2018–19

No audits completed or planned during the reporting period.

Findings of evaluations completed in 2018–19

No audits completed or planned during the reporting period.

Engagement of applicants and recipients in 2018–19

Stakeholders, provinces / territories, Indigenous communities and the general public received consistent information about the program through Ministerial announcements, conferences, branded promotional materials and communication products. Applicants and recipients often heard about the Memorial Grant through stakeholders (e.g., first responder associations and employers) and then contacted the program to start the application process.

Explanation of variances: The $14.1M variance between actual and planned spending in 2018-19 is due to low awareness of the program leading to a lower number of applications for the first year.

Major International Events Security Cost Framework

General information

Start date

2001-02

End date

Ongoing

Type of transfer payment

Contribution

Type of appropriation

Appropriated annually through the Estimates. *Only if there is a major event

Fiscal year for terms and conditions

2014-15

Link to the department’s Program Inventory

Serious and Organized Crime

Description

Recognizing the global security environment and that the hosting of a Major International Event can impose significant demands for policing and security, the Major International Events Security Cost Framework provides federal financial assistance to provincial, territorial and municipal jurisdictions for the implementation of incremental, extraordinary, justifiable and reasonable policing and security-related measures required in direct support to the RCMP-led security operation of a Major International Event held in Canada.

Results achieved

• Jurisdictions have the incremental security resources (i.e., assets, equipment, personnel) required to support he RCMP-led security operations;
• Canada safely hosts Major International Events;
• Sound cost estimates; and
• Timely provision of financial assistance to jurisdictions supporting the RCMP-led security operations.

Findings of audits completed in 2018–19

No audits completed or planned during the reporting period.

Findings of evaluations completed in 2018–19

Evaluation of Major International Event (MIE) Security Cost Framework was completed (approved) June 26, 2018.

The Framework provides a clear structured mechanism for the reimbursement of security costs to local jurisdictions and has sufficient challenge functions to provide oversight. However, applicability of the Framework is limited due to the criteria used to determine eligibility for those events not already pre-designated for the program. Multiple factors affect MIE costs, including the lead time between the official announcement and the event date, location and required security measures. Eligible expenses lacked flexibility to address security cost requirements for current and future events. Although the Framework has performance measures in place, consistent data collection, analysis and reporting was not conducted.

Engagement of applicants and recipients in 2018–19

Major International Events are eligible for financial assistance either through an automatic designation for pre-approved high profile events, or through a Letter of recommendation to the Prime Minister for all other Major International Events. Upon designation of an event, Public Safety Canada engages with the necessary local jurisdiction(s).

Explanation of variances: The $16.3M variance between actual and planned spending in 2018-19 is mainly related to payment requests from provinces lower than planned for Canada’s 2018 G7 Presidency. 

Combat Serious and Organized Crime (Voted)

General information

Start date

2014

End date

Ongoing

Type of transfer payment

Contribution

Type of appropriation

Appropriated annually through the Estimates

Fiscal year for terms and conditions

2017-18

Link to the department’s Program Inventory

Serious and Organized Crime

Border Policy

Description

The Department'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, 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, child sexual exploitation on the internet) pose significant threats to the health and safety of Canadians.

Results achieved

A Safe and Resilient Canada by enhanced efforts to combat serious and organized crime

Findings of audits completed in 2018–19

No audits completed or planned during the reporting period.

Findings of evaluations completed in 2018–19

Evaluation of Akwesasne Organized Crime Initiative completed (approved) on March 6, 2019. 

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 recipient and the program. Opportunities for coordination between the Initiative and First Nations Policing Program were identified.

Engagement of applicants and recipients in 2018–19

Applicants are engaged on a regular basis through targeted requests for proposals to address issues relevant to the CPCSOC program, e.g., human trafficking. In some cases, CPCSOC applicants are identified specifically (e.g., Canadian Centre for Child Protection, individual First Nation applicants such as Kahnawake and Akwesasne), 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 in-person meetings.

Explanation of variances: The $11.2M variance between actual and planned spending in 2018-19 is mainly due to delays in finalizing agreements with Provinces and Territories for the Drug Impaired Driving (DID) Initiative.

Gender-based analysis plus

General information

Governance structures

Public Safety’s GBA+ Action Plan is based on the following governance model:

• All areas of Public Safety are responsible to improve and maintain GBA+ capacity and to apply GBA+ considerations to all aspects of the Department's mandate;
• Assistant Deputy Ministers, with the support of their respective GBA+ Advisors, are responsible for ensuring GBA+ is effectively applied to initiatives, and for tracking and reporting on GBA+ outcomes within their area of responsibility;
• A GBA+ Advisor Network provides peer review and advice on GBA+ matters in their respective area of the Department. The Network also serves as a learning and information-sharing forum on GBA+ best practices. The Network is chaired by the department's GBA+ Coordinator; and
• The Department's GBA+ Focal Point (i.e. champion) provides senior leadership, participates in senior management committee meetings to review policy proposals and reinforce the importance of high quality GBA+, promotes GBA+ throughout the Department, and mentors the GBA+ Advisor Network.

Accountability, monitoring and reporting mechanisms to ensure integration of GBA+ considerations in decision-making include:

• Completion of a comprehensive GBA+ for all Cabinet documents;
• Tracking of policy and program proposals to assess the consistency of application of GBA+;
• Presentation of bi-annual reporting to senior management, through the Internal Policy Committee, on the implementation of the Department's GBA+ Action Plan, including capacity building and overall application of GBA+;
• All program evaluations brought to the Performance Measurement and Evaluation Committee, the senior management committee responsible for monitoring program outcomes, include considerations related to GBA+ outcomes; and
• Monitoring the development of GBA+ indicators that were built into Program Performance Information Profiles and the Departmental Results Framework to inform policy and program evolution and decisions.

Human resources

Supported by a small central unit (3 employees, equivalent to 0.75 FTE), Public Safety continues to strive make GBA+ a core component of all policy and program development and service delivery.

As such, Gender-Based Analysis Plus is the responsibility of all Public Safety employees and training information has been shared across the Department and is recommended for all Public Safety employees, regardless of area of work. Key areas of the Department, such as the Internal Audit and Evaluation Directorate and the Communications Directorate, have made this training mandatory.

Employees are supported by a network of GBA+ Advisors in all Branches across the Department (32 employees, equivalent to 3 FTEs) who have stronger knowledge and understanding of available GBA+ tools and resources.

Major initiatives: results achieved

Public Safety is working to build capacity across the organization and monitor the quality and consistency of application of GBA+ to inform its work to keep all Canadians safe.

To support this goal, the following activities were completed in 2018-19:

• Hosted two GBA+ practical learning workshops open to all Public Safety employees;
• Developed a departmental GBA+ Guidance Template to support analysts in “asking the right questions” to identify and assess gender and diversity-based impacts;
• Ongoing tracking of policy and program proposals presented to a senior management policy committee to identify that GBA+ considerations were applied;
• Public Safety’s “Don’t Drive High” public awareness campaign was developed based on market research to ensure that that the age and gender demographics represented the target audience; and
• In accordance with TBS guidance, all evaluations presented at the Performance Measurement and Evaluation Committee included considerations related to GBA+.

Bi-annual reporting on Public Safety's 2018-19 Gender-Based Analysis Plus (GBA+) Action Plan through the Internal Policy Committee also took place to:

• Provide progress report on the implementation of individual GBA+ Branch Plans;
• Assess the integration of GBA+ considerations in Cabinet documents; and
• Discuss implementation challenges, gaps and best practices pertaining to GBA+,  including mitigation strategies to address these challenges.

Reporting capacity and data

National Security: Passenger Protect Program: The depth of GBA+ analysis undertaken for the Passenger Protect Program at Public Safety encompasses gender, age and cultural background (including nationality) in order to reduce the potential for bias in the Secure Air Travel Act listing process.

Community Safety – Crime Prevention: The following evaluation summaries/reports combine and aggregate data across funded interventions and may report on the ‘sex’ of participants. The Department does not, however, have the micro data for any of these evaluation reports; the aggregated results are all that is reported.

• Research Summary: Evaluation Of An Innovative Cyberbullying Intervention: STOPit;
• Evaluation of an Innovative Cyberbullying Intervention: STOPit: Summary Report;
• Evaluation of the Alternative Suspension Program;
• Evaluation of the Alternative Suspension Program Research Report: 2017–R008;
• Research Summary: Programme de suivi intensif de Montréal – Gangs de rue [Montreal Intensive Supervision Program – Street Gangs;
• Evaluation Summary of the Atlantic Youth Inclusion Program;
• Summary of the Atlantic Youth Inclusion Program Evaluation;
• Final Program Evaluation – Towards No Drug Abuse;
• Research Summary: Results of Crime Prevention Programs for 12 to 17 Year Olds;
• Youth Gang Prevention Fund Projects : What Did We Learn About What Works in Preventing Gang Involvement?;
• Results from the Stop Now And Plan (SNAP) Program;
• Results from the Alternative Suspension (AS) Program;
• Prevention Intervention Toronto (PIT);
• Results from the Youth Inclusion Program – Atlantic Canada;
• Results from the Towards No Drug Abuse (TND) Project; and
• Results from the Multisystemic Therapy Program

Community Safety – Corrections: The Department is not responsible for any programs and therefore does not collect any individual recipient data. The Department did however write the following Federal/Provincial/Territorial (FPT) working group document on behalf of the FPT working group which includes self-identified ethnicity, gender and age of those involved in restorative justice processes.

1) Increasing the use of Restorative Justice in Criminal Matters in Canada: Baseline Findings from a 2019 Jurisdictional Scan – Federal-Provincial-Territorial Working Group on Restorative Justice.

Note: Ministries lead the data collection processes, not Public Safety Canada -- each ministry has their own method to collecting data - they do not send (Public Safety) the actual micro-data. Ministries had difficulty providing consistent data for some indicators, and there are areas of significant data gaps (e.g. very limited response on questions relating to demographics of offenders or victims, including ethnicity, gender and age).

Horizontal initiatives

National Cyber Security Strategy

General information

Lead department

Public Safety (PS)

Federal partner departments

Communications Security Establishment (CSE), Canadian Security Intelligence Service (CSIS), Employment and Social Development Canada (ESDC), Global Affairs Canada (GAC), Innovation, Science and Economic Development Canada (ISED), Natural Resources Canada (NRCan), Royal Canadian Mounted Police (RCMP), Standards Council of Canada (SCC)

Non‑federal and non‑governmental partners

Not applicable

Start date of the horizontal initiative

June 2018

End date of the horizontal initiative

March 2023

Description of the horizontal initiative

In 2010, the Government of Canada (the Government) launched a national effort to defend against cyber threats with Canada’s first Cyber Security Strategy. As the digital economy evolves, so do cyber threats, requiring a refreshed strategy that responds to the changing landscape. In 2016, we took the first step toward developing a new Cyber Security Strategy. A comprehensive Cyber Review was launched and included Canada’s first public consultation on cyber security, gaining insights and advice from experts, key stakeholders, and engaged citizens.

The new National Cyber Security Strategy (the Strategy), released in 2018, responds to the Cyber Review. It recognizes that robust cyber security is an essential element of Canadian innovation and prosperity. The Strategy is designed to be adaptable and to account for a continuously changing cyber landscape.

The Strategy introduces this new strategic direction and defines three goals to achieve its vision of security and prosperity in the digital age:

• Secure and Resilient Canadian Systems: with enhanced capabilities and in collaboration with partners, the Government of Canada will better protect Canadians from cybercrime, respond to evolving threats, and help defend critical government and private sector systems.
• An Innovative and Adaptive Cyber Ecosystem: The Government of Canada will support advanced research, foster digital innovation, and develop cyber skills and knowledge to position Canada as a global leader in cyber security.
• Effective Leadership, Governance and Collaboration: In collaboration with provinces, territories, and the private sector, the federal government will take a leadership role to advance cyber security in Canada, and will, in coordination with allies, work to shape the international cyber security environment in Canada’s favour.

Funded through Budget 2018 ($507.7M over 5 years, and 108.8M ongoing), the initiatives under the Strategy represent an incremental first step to achieving this vision. As the Strategy is designed to be flexible, it is anticipated that additional initiatives could be identified as the cyber landscape continues to evolve.

Governance structures

The Strategy horizontal governance and oversight leverages existing inter-departmental cyber security governance structures:

Deputy Ministers’ Committee on Cyber Security (DM Cyber)

Chaired by the Deputy Minister of Public Safety, this committee meets regularly to:

• Establish policy direction for issues related to cyber security;
• Set cyber security related priorities for member Departments/Agencies;
• Monitor progress on the implementation of the Strategy at minimum biannually; and
• Consider emerging cyber issues

Total federal funding allocated (from start to end date) (dollars)

$446,389,383

Total federal planned spending to date (dollars)

$40,110,402

Total federal actual spending to date (dollars)

$29,261,541

Date of last renewal of the horizontal initiative

Not applicable

Total federal funding allocated at the last renewal, and source of funding (dollars)

Not applicable

Additional federal funding received after the last renewal (dollars)

Not applicable

Funding contributed by non‑federal and non‑governmental partners (dollars)

Not applicable

Fiscal year of planned completion of next evaluation

2020-21

Shared outcome of federal partner departments

Security and resilience in the digital age

Performance indicator(s)

Percentage of partners indicating that Public Safety Canada provided effective policy leadership and operational coordination on national security issues.

Target(s)

100%

Data source and frequency of monitoring and reporting

Annual survey of partners conducted by Public Safety

Results

Survey to start in 2019-20

Expected outcome of non‑federal and non‑governmental partners

Not applicable

Secure and Resilient Systems

Theme outcome

Canadians are better protected from cybercrime; evolving cyber threats are effectively responded to; and critical government and private sector systems are defended against cyber threats and attacks.

Theme performance indicator(s)

Percentage of the funded initiatives that achieve their performance targets.

Theme target(s)

80%

Theme data source and frequency of monitoring and reporting

Cyber Security and Cybercrime survey program (StatCan)

Theme results

100%

Innovative and Adaptive Cyber Ecosystem

Theme outcome

Canada is positioned to meet the demands of the future in an evolving cyber threat landscape through government assisting Canadian businesses in enhancing their cyber security best practices, and by encouraging skills and knowledge development

Theme performance indicator(s)

Percentage of the funded initiatives that achieve their performance targets.

Theme target(s)

80%

Theme data source and frequency of monitoring and reporting

Cyber Security and Cybercrime survey program (StatCan)

Theme results

0%

Effective Leadership, Governance and Collaboration

Theme outcome

Federal leadership advance cyber security in Canada and shape the international cyber security environment in Canada’s favour.

Theme performance indicator(s)

Percentage of the funded initiatives that achieve their performance targets.

Theme target(s)

80%

Theme data source and frequency of monitoring and reporting

Cyber Security and Cybercrime survey program (StatCan)

Theme results

100%

Performance highlights

The National Cyber Security Strategy has had some delays in implementation in 2018-19 due to funding delays. This has caused some target to go unmet, however there has still been much progress made in the implementation of the strategy:

Improved Integrated Threat Assessments

The Cyber Centre’s Strategic Assessments Program was responsible for the research and writing of Canada’s first public National Cyber Threat Assessment (NCTA), the Primer to the NCTA, and the 2019 Update to Cyber Threat to Canada’s Democratic Process. Beyond that, CSE’s Cyber Centre has published numerous classified assessments and has created related material for a wide variety of audiences at various classification levels. The Program has continued to hire strategic assessors and data scientists to increase its capacity as well as partnered with other GC assessments shops and academic researchers to continue improving its assessment and data science methodologies and approaches. Furthermore, the Program has engaged with critical infrastructure providers and Canadian governmental representatives to get a keener sense of their concerns and their cyber threat assessment requirements in order to better prioritize production.

Preparing Government of Canada Communications for Advances in Quantum (IQSC)

In 2018-2019, the Cyber Centre allocated resources to begin developing project artifacts as well as communication and engagement strategies. It also engaged with U.S. cryptography vendors and security partners to identify and define the hardware and software requirements required to fulfill the project deliverables. The first set of software upgrades are targeted for release in 2020-2021.

Expanding Advice and Guidance to the Finance and Energy Sectors

Building upon initial engagement in previous years, CSE established strong collaborative partnerships with select cyber security leaders in both the finance and energy sectors.  Pilot projects were launched separately in each sector to establish two-way information sharing and data exchange as best suited to the dynamics of each sector and as demonstrators for potential broader deployment.  In October 2018, the launch of the Cyber Centre saw existing CSE partners and projects in these sectors amalgamated with and bolstered by the complementary relationships carried over from Public Safety Canada.

Canadian Centre for Cyber Security

The Cyber Centre formally launched in October 2018. The virtual launch consolidated the three operational cyber security teams from CSE, Public Safety (PS) and Shared Services Canada (SSC) within the GC into a single, expert, authoritative operational centre, under CSE. Since integration, the Cyber Centre has improved operational coordination, providing better cyber protection, and more efficient responses in cases of cyber-attacks or compromises. The Cyber Centre has also enhanced industry and public awareness and engagement through the release of public reports and educational tools, media interviews and events, and a strong social media presence.

Cyber Security Assessment and Certification for Small and Medium-Sized Enterprises (SMEs)

Innovation, Science, and Economic Development (ISED) in partnership with the Cyber Centre and the Standards Council of Canada(SCC) was able to create a new set of simplified security controls applicable to SMEs as well as guidance and communications pieces to support Canadian SMEs in increasing their security postures. Program partners will continue working in support of this initiative, also known as CyberSecure Canada, in 2019-20 and 2020-21.

National Cybercrime Coordination Unit (NC3)

In 2018-19, the NC3 commenced its implementation activities and will begin initial operations by April 2020. Key activities included: recruiting and staffing efforts; developing internal operating procedures; and, building partnerships across law enforcement, government and industry sectors.

Of note, the NC3 established a partnership with the Canadian Digital Service (CDS) to design a new public reporting system for victims of cybercrime to report to law enforcement. The new public reporting system will be fully implemented in 2022. The NC3 will work towards full operating capability by April 2023, including completion of staffing and training requirements, and full implementation of all MC3 IM/IT system components.

Federal Cybercrime Enforcement

Throughout the 2018-19 fiscal year, the RCMP met with partners in the cyber security industry and financial institutions to share information on cyber threats impacting Canada. Strong collaboration with law enforcement and private sector partners is a key part of the RCMP strategy as it ensures the RCMP is targeting those causing the greatest harm and reducing victimization in a shared responsibility model. This included the integration of private sector employees in active investigations and led to an increased in confidence in the RCMP.

The RCMP is continuing the implementation of the Federal Policing Cybercrime Enforcement Initiative to enhance its capacity to target cybercrime and related criminal activities. New capacity deployment in Montreal and Toronto is in the first phase and in a multi-year implementation plan.The RCMP Federal Policing showed federal leadership in creating a collaborative environment made up of investigative units at the federal, provincial and municipal level. This allowed for effective communication and collaboration in active investigations and the RCMP was complimented on this leadership and openness. This is now transitioning to the NC3.

Contact information

Public Safety
National Cyber Security Directorate
PS.NCSD-DGCN.SP@canada.ca

Performance information

Addressing Drug-Impaired Driving (DID) in Canada

General information

Lead department

Public Safety Canada (PS)

Federal partner departments

• 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.

Non‑federal and non‑governmental partners

N/A

Start date of the horizontal initiative

April 1, 2017

End date of the horizontal initiative

March 31, 2023

Description of the horizontal initiative

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 aims to protect public safety on roadways in Canada by equipping law enforcement with the tools, technology and training necessary to enforce the strengthened drug-impaired driving legislation, and by investing in research, public awareness and the development of evidence-based policies.

Federal partner organizations will support ongoing delivery of this initiative through policy and program development, research and data collection, national public education and awareness activities; and tracking and measurement.

Activities are organized by five key initiatives: (1) Policy and Program Development; (2) Capacity Building; (3) Training Development and Delivery; (4) Devices and Processing; and (5) Awareness Campaign.

Governance structures

Governance is provided through an Federal/Provincial/Territorial (F/P/T) Assistant Deputy Minister level committee on crime prevention and policing to provide high level oversight and strategic direction on the implementation of activities; and an F/P/T working group, represented by public safety and transportation sector officials and police forces that is 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 Development Division will assume a central coordinating role in tracking key project milestones and in reporting to federal Ministers.

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.

Total federal funding allocated (from start to end date) (dollars)

Total : $110,310,440

Total federal planned spending to date (dollars)

• PS: $36,071,220
• RCMP: $3,326,613
• CBSA: $2,780,000

Total federal actual spending to date (dollars)

Including (including EBP, SSC, PWGSC, and Internal Services)

• PS: $9,259,694
• RCMP: $1,113,331
• CBSA: $1,142,426

Date of last renewal of the horizontal initiative

N/A

Total federal funding allocated at the last renewal, and source of funding (dollars)

N/A

Additional federal funding received after the last renewal (dollars)>

N/A

Funding contributed by non‑federal and non‑governmental partners (dollars)

N/A

Fiscal year of planned completion of next evaluation

2022-23

Shared outcome of federal partner departments

Standardized data collection and reporting practices^{Footnote 5}.

Performance indicator(s)

• % of provinces and territories (P/Ts) adopting new data collection and reporting practices;
• % of standardized data metrics adopted by province/territories; and
• Completion of CBSA system updates to track DID entries.

Target(s)

• 100% of P/Ts adopt new data collection and reporting practices;
• 30% of all data metrics adopted by each province/territory; and
• 100% completion of system changes.

Data source and frequency of monitoring and reporting

(a)(b) P/Ts will report regularly to PS, as per their agreements signed for the Contribution Program to Combat Serious and Organized Crime (CPCSOC).

c) Quarterly reports from the Integrated Customs Enforcement System, and ad-hoc as required.

Results

(a)(b) No results are available at this time as not all Contribution Agreements with PTs have been signed. PS will be able to report on these indicators in FY 2019-20.

c) Changes to the CBSA’s Integrated Customs Enforcement System (ICES) were completed in February, 2019. Functionality is now available to record enforcement actions pertaining to drug impaired driving at the port of entry.

Expected outcome of non‑federal and non‑governmental partners

N/A

Shared outcome of federal partner departments

Officers trained and equipped to enforce new legislation.^{Footnote 6}

Performance indicator(s)

• % of frontline officers trained in Standardized Field Sobriety Testing, “Drugs that Impair”, and Oral Fluid Drug Screening Devices;
• # of Oral Fluid Drug Screening Devices deployed;
• # of officers trained as Drug Recognition Experts;
• % of frontline officers satisfied with the training; and
• # of border services officers trained.

Target(s)

• 33% of frontline officers trained in Standardized Field Sobriety Testing, “Drugs that Impair” and Oral Fluid Drug Screening devices by the end of year 3;
• 1500 oral fluid drug screening devices rolled out over 3 years, beginning in major metropolitan centres;
• 130-150 New Drug Recognition Experts (DREs) trained in each year of the initiative;
• 80% of officers surveyed are satisfied with the training; and
• 1,425 CBSA border service officers trained at land ports of entry by the end of 2021.

Data source and frequency of monitoring and reporting

(a),(b),(c): P/Ts will report regularly to PS, as per their agreements signed for the CPCSOC.

d) At the end of every training session conducted by P/Ts or Federal partners, there will be a survey that measures satisfaction with the training.

e) CBSA Annual Training Report.

Results

• 15% of frontline officers trained in Standardized Field Sobriety Testing. No frontline officers trained in new “Drugs that Impair” or Oral Fluid Drug Screening Devices
• 214 Oral Fluid Drug Screening Devices in Canada. Note that this reflects reporting from P/Ts with a signed contribution agreement or which voluntarily provided the information. As of March 31, 2019, 4 of 13 contribution agreements were signed and thus reporting from all jurisdictions was not available.
• 988 DREs;
• Data was received from two (2) provinces/territories indicating a 100% satisfaction rate, however the data set received is not sufficient to determine conclusive results nationally for the 2018-19 period^{Footnote 7}; and
• The CBSA now has 28 certified Standardized Field Sobriety Test (SFST) instructors; 110 border service officers were trained in the administration of the SFST in 2018-19 as part of the SFST CBSA instructor development process. The CBSA has launched its SFST training plan; 1,425 border services officers will be trained in in the administration of the SFST over the next two years.

Expected outcome of non‑federal and non‑governmental partners

N/A

Shared outcome of federal partner departments

Well-informed public on the risks, dangers and consequences associated with drug-impaired driving (i.e., deterrent effect).^{Footnote 8}

Performance indicator(s)

• Campaign Objectives – Awareness, attitudes and behaviors;
• Web traffic on Canada.ca/Cannabis DID Page;
• Number of impressions on unpaid PS social media platforms;
• Uptake of downloadable campaign media resources (including posters, downloads, factsheets);
• Number of impressions from earned media activities, such as distribution of pre-written print articles distributed to .community newspapers; and
• Number of digital video views.

Target(s)

• Reduce the number of Canadians who believe that driving under the influence of cannabis is acceptable by 5%.
  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%;
• Increase of 10,000 video views above the baseline by end of year 1;
• Increase of 300k impressions above the baseline over a 3 month period;
• Increase of 5,000 resources distributed and downloaded by the target audience by the end of year 1;
• Achieve 2.5 million impressions of pre-written print articles by the end of year 1; and
• Achieve 10,000 video views by end of year 1.

Data source and frequency of monitoring and reporting

• Source: A 2016 baseline survey commissioned by Health Canada cited that currently 86% of Canadians agree that cannabis can impair driving ability. Of note, Public Safety Canada will undertake baseline research using funding obtained through the Federal Framework for the Legalization and Regulation of Cannabis Horizontal Initiative to gain more insight into the attitudes and behaviors of the target audiences, and subsequent tracking surveys will be used to measure effectiveness of the drug-impaired driving public awareness campaign as a whole.
  Source: The 2016 Health Canada Survey also found that 11% of youth say they would be likely, with another 10% saying they would be moderately likely to accept a ride from someone under the influence of cannabis. This rises marginally to 13% likely and 14% moderately likely among young adults. Of note, Public Safety Canada will undertake baseline research using funding obtained through the Federal Framework for the Legalization and Regulation of Cannabis Horizontal Initiative to gain more insight into the attitudes and behaviors of the target audiences, and subsequent tracking surveys will be used to measure effectiveness of the drug-impaired driving public awareness campaign as a whole.
• Source: Canada.ca web analytics.
  Frequency: Establish average over a three month period.
• Source: Twitter analytics.
  Frequency: Establish average number of impressions for DID content for 3 months.
• Source: tracking of web downloads using Canada.ca analytics and distribution records.
  Frequency: Monthly.
• Source: Earned media analytics via Fifth Story.
  Frequency: Monthly.
• Source: YouTube/Twitter/Facebook Analytics.
  Frequency: Monthly.

Results

• Tracking survey of the baseline research to be completed year 3 (2019-20) – for both metrics;
• Completed in year 1;
• Completed in year 1;
• N/A – the final campaign and media strategy did not include promotion of new campaign resources as a suitable tactic for this target audience so they were not developed;
• Completed year 1; and
• Completed in year 1.

Expected outcome of non federal and non governmental partners

N/A

Shared outcome of federal partner departments

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

Performance indicator(s)

• Trends in the % of respondents to the Canadian Cannabis Survey (and other emerging surveys) who consumed a drug and drove;
• Trends in the % of respondents to the Canadian Cannabis Survey (and other emerging surveys) who were passengers of drivers who consumed drugs^{Footnote 9};
• % of fatal accidents with drivers who test positive for any drug^{Footnote 10};
• % of injuries from accidents where drivers test positive for drugs^{Footnote 11}; and
• # of referrals by CBSA to police of jurisdiction.

Target(s)

• 10% reduction below adjusted baseline in survey respondents who consumed a drug and drove;
• 10% reduction below adjusted baseline in survey respondents who were passengers of drivers who consumed drugs;
• 10% reduction below adjusted baseline in number of fatal accidents with drivers who test positive for any drug;
• 10% reduction below adjusted baseline in number of injuries from accidents where drivers test positive for any drug; and
• 10% increase above adjusted baseline by 2021 (adjusted baseline to be established by year 2020).

Data source and frequency of monitoring and reporting

(a)(b) Relevant responses to the Canadian Cannabis Survey, as well as other emerging surveys such as EKOS, the Canadian Automobile Association and Mothers Against Drunk Driving, will be compared to survey results from previous years, in order to monitor trends in drug-impaired driving.

(c)(d) Statistics on fatal accidents and injuries can be obtained from the Traffic Incident Research Facility.

e) CBSA Annual Report, and ad-hoc reports as required.

Results

• 39% (unchanged from 2017 results);
• 31% (9% reduction from 2017 results);
• N/A^{Footnote 12};
• N/A^{Footnote 13}; and
• N/A^{Footnote 14}.

Expected outcome of non‑federal and non‑governmental partners

N/A

Performance highlights

On October 17, 2018, Bill C-45, An Act respecting cannabis and to amend the Controlled Drugs and Substances Act, the Criminal Code and other Acts came into force.

As this was the first year of legalization, the first portion of the year focused on working with law enforcement to ensure their readiness to apply and enforce new practices as per the legislation. The second portion of the year focused on working with Provinces and Territories (PTs) to finalize contribution agreements aimed at: enhancing trainer capacity, increasing the number of front-line officers trained in Standard Field Sobriety Testing (SFST), SFST Refresher courses and officers trained in Drug Recognition Expert evaluations, as well as for procurement of approved drug screening devices. Through the Contribution Agreements, funding was also provided to support standardized national data analysis and reporting. As of March 31, 2019, agreements were signed with four jurisdictions with remaining agreements expected to be signed by end of 2019.

In 2018-19, Public Safety Canada’s public awareness efforts were highly effective. The Don’t Drive High Campaign’s second year featured a successful advertising campaign, which ran from July to October 2018, with ads on national television networks, social channels such as Facebook, Snapchat and YouTube, Spotify, radio stations in Northern communities, and out-of-home signage in restaurants and bars, campuses and transit. Digital ads alone were displayed 108 million times.

In October 2018, 73% of young Canadians surveyed recalled seeing, reading, or hearing an ad from the Government of Canada (GC) on drug-impaired driving. Notably, this outperformed GC benchmarks by 31%. 80% also stated that they agreed with the statement “Marijuana has a negative impact on a person's ability to drive,” an increase of 8% since the previous 2017-18 survey.

Furthermore, the Royal Canadian Mounted Police (RCMP) has advanced efforts to develop, update and ramp-up training for law enforcement across Canada in relation to the legalization of cannabis, including the curricula for Standardized Field Sobriety Testing, Drug Recognition Expert training, and other police training. In addition, the RCMP continues to educate and raise awareness among Canadian youth on the dangers of impaired driving, including as a result of cannabis and other drug use, through direct outreach and the provision of awareness products. 

Working with the RCMP, the CBSA developed SFST training suitable for the Agency’s mandate. This material will support the 2 year training plan that the Agency has launched. Also in support of this training plan, the RCMP certified 28 SFST instructors from the CBSA, who will now train 1,425 border service officers over the next two years in the administration of the SFST. 

Changes to the Agency’s integrated customs enforcement system were made in February 2019, to provide the functionality to record and report on enforcement actions involving drug impaired drivers at the port of entry. 

The CBSA has undertaken the re-negotiation of written collaborative arrangements with the responding police agencies; these arrangements outline arrest protocols and procedures for drug impaired driving offences at 117 land border ports of entry. All arrangements have been opened and negotiations are under way. Negotiations with RCMP, who cover 69 land border ports of entry, are nearly complete. The other 48 arrangements are currently being re-negotiated and re-written.

Contact information

Kristin McLeod
Director - Drug Policy Division
Public Safety Canada
613-991-4301

Initiative to Take Action Against Gun and Gang Violence (ITAAGGV) (Voted)

General information

Lead department

Public Safety Canada

Federal partner departments

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.

Non‑federal and non‑governmental partners

N/A

Start date of the horizontal initiative

September 28, 2018

End date of the horizontal initiative

March 31, 2023

Description of the horizontal initiative

These activities deliver on a Budget 2018 Government commitment to take action against gun and gang violence by removing handguns and assault weapons from our streets; for the Minister of Public Safety Canada (PS) to work with provincial, territorial and municipal counterparts to develop a strategy on how the federal government can best support communities and law enforcement in their ongoing efforts to make it harder for criminals to get and use weapons and to reduce gun and gang violence.

This Initiative helps to support a variety of initiatives to reduce gun crime and criminal gang activities within three themes:

• Investing in communities through a Grants and Contributions program;
• Enhancing Federal Enforcement Capacity within the RCMP and CBSA; and
• Enhancing Federal Leadership by Public Safety to promote improved data collection, research and information sharing.

Royal Canadian Mounted Police (RCMP): RCMP is expanding and enhancing existing services provided under the Investments to Combat the Criminal Use of Firearms (ICCUF) horizontal initiative by: bolstering investigative firearms support nationwide; leveraging increased capacity to conduct physical firearms inspections; supporting strategic intelligence analysis related to street gangs; prioritizing the use of the Canadian Integrated Ballistics Identification Network (CIBIN) for gang-related cases; providing anonymous online capability to investigate firearm trafficking and smuggling; enhancing analytical capacity to develop and produce actionable intelligence; and establishing the Criminal Firearms Strategic and Operational Support Services (CFSOSS) team to coordinate efforts and support initiative partners with tools, strategic analysis, and research related to criminal gun usage and gang violence.

Canada Border Services Agency (CBSA): CBSA will invest in new technologies and specialized training to better interdict illicit trafficking across the border by: procuring detection technology for International Postal Processing Facilities and major International Airport Facilities to streamline the inspection of mail and air cargo; construct facilities and invest in training to increase CBSA’s detector dog team capacity to identify drugs and firearms at ports of entry through less invasive means; invest in IT capability to effectively leverage Interpol information to interdict high risk travellers at the earliest point in the continuum; develop and deploy national training to enhance CBSA effectiveness to identify, detect, and interdict illicit trafficking.

Governance structures

Public Safety is establishing an Oversight Committee at the Assistant Deputy Minister (ADM) level for the Initiative. PS will chair the committee with participation from CBSA and RCMP and a draft terms of reference for the Committee has been drafted.

Its role is to review the status of the various initiatives and progresses made in meeting results targets; direct adjustments if necessary; and provide overall direction to the implementation of the horizontal initiative. The Committee plans to meet at least twice a year, corresponding with the planning and reporting cycle.

A working group comprised of PS, RCMP and CBSA have been working together in the implementation of the ITAAGGV, including the results measurement strategy. This group meets to ensure that systems are in place to support effective horizontal planning and reporting and supports the ADM level Oversight Committee, ensuring that any issues that may affect the performance of the initiative are flagged to ADMs as they arise. Since April 2019, biweekly meetings have been held between the Emergency Management and Programs Branch, Community Safety and Countering Crime Branch, and regional offices at Public Safety to monitor contribution agreement negotiations and concluded agreements, and to develop the Annual Performance Report survey for the Gun and Gang Violence Action Fund (GGVAF). RCMP, CBSA, and PS have held four meetings since April 2018 concerning ITAAGGV.

Total federal funding allocated (from start to end date) (dollars)

Total: $363,601,364^{Footnote 42}

Total federal planned spending to date (dollars)

CBSA: $6,342,986

RCMP: $4,766,169

PS: $20,867,891

Total: $31,977,046

Total federal actual spending to date (dollars)

CBSA: $2,488,779

RCMP: $2,041,674

PS: $8,648,834

Total: $12,584,049

Date of last renewal of the horizontal initiative

Not Applicable.

Total federal funding allocated at the last renewal, and source of funding (dollars)

Not Applicable.

Additional federal funding received after the last renewal (dollars)

Not Applicable.

Funding contributed by non‑federal and non‑governmental partners (dollars)

Not Applicable.

Fiscal year of planned completion of next evaluation

An evaluation is scheduled for completion end fiscal year 2022-23.

Shared outcome of federal partner departments

Gun and gang violence is reduced.

Performance indicator(s)

1. Number of firearm related homicides; and
2. Number of gang related homicides.

Target(s)

1. > 223 firearm related homicides (Reduction from 2016 levels);
2. > 143 gang related homicides (Reduction from 2016 levels).

Date to achieve target

March 31, 2023

Data source and frequency of monitoring and reporting

Statistics Canada, Annual.

Actual Results

Data is unavailable for the fiscal year of 2018-19, however rates for 2018 have been published by Statistics Canada.

• 249 firearm related homicides in 2018;
• 157 gang related homicides in 2018.

Expected outcome of non‑federal and non‑governmental partners

Not applicable.

Investing in Communities through a Grants and Contribution Program

Total federal theme funding allocated since the last renewal (dollars)

$222,458,618

2018–19 Federal theme planned  spending (dollars)

$18,362,659

2018–19 Federal theme actual  spending (dollars)

$8,648,834

Theme outcome

Informed initiatives to respond to gun and gang violence are implemented cross Canada.

Theme performance indicator(s)

• Degree to which provinces and territories report that GGVAF funding has enabled them to better respond to gun and gang violence in their jurisdictions (in %).
• Percentage of recipients and project partners who have integrated knowledge from funded initiatives into their practice or decision-making.

Theme target(s)

• Baseline to be established in Year 2 ;
• 50% of stakeholders at project completion.

Date to achieve target

• March 2021;
• March 2022.

Theme data source and frequency of monitoring and reporting

Annual Performance Reports:

• Annual beginning in year 2 (2020);
• Annual beginning in year 3 (2021).

Theme results

Funding agreements have been signed with most of the provinces and territories for five years. The first year of funding has gone to some of the provinces and territories with contribution agreements in place and projects are beginning to be funded through the GGVAF. At this time, data is insufficient to report on whether funding has had any impact on performance indicators, as the funding that is being provided is too recent to observe any results.

Enhancing Federal Enforcement Capacity within the RCMP and CBSA

Total federal theme funding allocated since the last renewal (dollars)

CBSA: $88,060,133^{Footnote 43}

RCMP: $27,324,646^{Footnote 44}

2018–19 Federal theme planned  spending (dollars)

CBSA: $5,931,509

RCMP: $3,895,662

2018–19 Federal theme actual  spending (dollars)

CBSA: $2,077,301

RCMP: $1,301,209

Theme outcome

Enhanced operational responses through intervention, interdiction and enforcement.

Theme performance indicator(s)

CBSA

Rate of change regarding percentage of firearm seizures in comparison to random referral data.

RCMP:

Degree to which RCMP Firearms Intelligence Officer (FIO) information/intelligence products contributed to:

• Enforcement actions;
• Disruption actions.

Theme target(s)

CBSA:

Create benchmark in Year 2 Based on a random sampling; and continue to maintain or exceed.

RCMP:

Target will be established in 2019-20

Date to achieve target

CBSA:

TBD.

RCMP:

2022.

Theme data source and frequency of monitoring and reporting

CBSA:

National Firearms Intelligence Program; Annual beginning in year 2.

RCMP:

Qualitative examination of how information/intelligence products contributed to enforcement and disruption actions in a year. Assessment will look at known successes (e.g. from briefing notes, briefings, etc.) and note any missed opportunities; Annual beginning in year 3.

Data will be collected through the online course provider Canadian Police Knowledge Centre via a follow-up survey; Annual

Theme results

CBSA: Working with Canada Post in order to set up facilities to accommodate the new detection equipment used to examine shipments that result in firearm seizures. Collaborated with the lab on the procurement of the x-rays. Initiated engagement with techs and undergoing a feasibility study to leverage machine learning. Detector Dogs were procured, trained, and operational by January 2019. CBSA Infrastructure contacted Airport Authorities through a Letter of Intent to collaborate the development of space for the detection equipment. Dedicated Public Services Procurement Canada (PSPC) resource and travel for participation in regional pilots to test handheld x-rays.

RCMP: Progress achieved in 2018-19 towards finalizing staffing actions to expand and enhance capacities under the ITAAGGV. Work underway to realign existing and anticipated Firearms Intelligence Officer (FIO) resources to optimize actionable intelligence, thereby contributing to enhancing operational responses by way of intervention, interdiction and enforcement.  A baseline measure will be developed in 2019-20 to monitor, evaluate, and report results annually beginning in 2020-21.

Enhancing Federal Leadership by Public Safety

Total federal theme funding allocated since the last renewal (dollars)

$12,900,000

2018–19 Federal theme planned  spending (dollars)

N/A

2018–19 Federal theme actual  spending (dollars)

$145,228^{Footnote 45}

Theme outcome

Stakeholder decision-making is supported by solid data and information on best practices.

Theme performance indicator(s)

Percentage of stakeholders reporting that research and information produced and shared under the ITAAGGV informed their policy and operation decisions.

Theme target(s)

Minimum of 30% of stakeholders by year 3.

Date to achieve target

March 2021.

Theme data source and frequency of monitoring and reporting

Stakeholder survey; annual beginning in year 3.

Theme results

Results will be available as of year 3 (2020-2021) as monitoring and reporting of results will only begin in year 3 through a Stakeholder survey.

The PS Research Studies division in collaboration with the Canadian Centre for Justice Statistics (CCJS), Statistics Canada developed a feasibility study on the collection of additional data on the criminal use of firearms which is expected to be completed Spring 2019. The feasibility study addresses some identified gaps and PS priorities by exploring the collection of data related to, but not limited to, the origin of firearms seized or recovered by the police, firearm specific data including serial number (e.g. intact, obliterated, none), accessories (e.g., suppressors, ammunition, extended magazines), event characteristics (e.g. shooting, drive by shooting, etc.), firearm incident location, storage location, and straw purchasing etc.

Performance highlights

The bulk of the funding for Public Safety ($18.4 million) is grants and contributions that were allocated to provinces and territories through the development of contribution agreements that would support their efforts in enforcement, prevention, prosecution, data collection, and training. Eleven contribution agreements were signed with the provinces and territories under the Gun and Gangs Victim Action Fund.  

In addition, PS established and began staffing a dedicated Guns and Gangs Policy development Unit to provide leadership and coordination of ITAAGGV activities such as policy development, information sharing, research and data collection. For example, in collaboration with CCJS, Statistics Canada, PS developed a Feasibility Study on Collecting Additional Data on the Criminal Use of Firearms to be completed Spring 2019.

Results through 2018-19 have included finalizing staffing actions by all RCMP stakeholders to fill positions from funding allocated in Fall 2018 under ITAAGGV. These positions have bolstered RCMP capacities to deliver national services focused on gun crime and criminal gang activity, including firearms investigative support, physical firearms inspections, anonymous online investigations of firearm trafficking and smuggling, supporting strategic intelligence analysis related to street gangs, prioritizing the use of the Canadian Integrated Ballistics Identification Network for gang-related cases, enhancing analytical capacity to develop and produce actionable intelligence, and supporting stakeholder outreach. This also includes efforts underway to realign existing and anticipated Firearms Intelligence Officer resources to optimize actionable intelligence focussed on gun and gang violence. 

RCMP stakeholders have engaged in regular meetings to discuss opportunities to collaborate and effectively align efforts to target gun and gang crime. This has included work to develop a consensus on a definition for “street gang”, finalize a corresponding national threat assessment, and create a national working group on street gangs that identified over 300 active street gangs in Canada from a strategic intelligence analysis perspective. Work is also underway to develop initiatives related to the detection of criminality and the identification of public safety risks related to firearms and gang association.

The RCMP is engaging with external partners, including Statistics Canada and the Canadian Association of Chiefs of Police, to improve access to pertinent data and develop approaches to improve both data quality and data collection on gang-related incidents and crime guns. This external outreach by the RCMP has extended to the firearms business community through collaboration and establishing a training regime to assist retailers in identifying suspect firearms purchases, including “straw purchasing”. 

ITAAGGV has enabled the RCMP to procure advance technologies to expedite and further support the analysis of ballistics and illicit manufacturing of firearms. The RCMP has also been able to deliver specialized training to law enforcement partners’ which focuses on firearms identification, handling seized firearms, and familiarization with the RCMP's Firearms Reference Table thereby improving police interdiction of illicit manufacturing operations.

Results through 2018-19 have included staffing actions by all CBSA stakeholders to fill positions from funding allocated in Fall 2018 under the ITAAGGV. These positions will continue to make progress on CBSA’s capacity to deliver on the five sub initiatives focused on gun crime and criminal gang activity. Specifically, CBSA delivered on the following for 2018-19:

1. The five Detector Dogs teams were up and operational by the end of the 2018-19. Five new dogs were procured and trained with their dog handler at Rigaud, QC. Graduation of these team occurred in March of 2019;
2. The detector dogs’ vehicles were also procured and fitted up to support the new Detector Dog teams;
3. Procurement of the Small Tools (10 units) and Trace Detection (10 units) was completed and deployed to the regions;
4. The 6 Dual View X-rays were procured in 2018-19 and are now being deployed to the three Mail processing Facilities (in process);
5. Work progressed on the development of the RFP for the Handheld X-rays in order to be ready to post to Merx for 2019-20;
6. The Advanced Vehicle Concealment (AVC) training course development was started and continues to evolve with Pilots;
7. Planning and Governance documentation for the All-weather Facility was started and continues to evolve through the CBSA EPMO Governance and framework;
8. Financial reviews were completed and FMA’s assigned to ensure financial oversight was in place; and
9. CBSA Intelligent and Enforcement team staffed up and created a team responsible for leading the concept case and feasibility study as well as engaging our external partners such as the RCMP.

Contact information

Candi Ager
Manager, Guns & Gangs Policy Development
Public Safety Canada
Candi.Ager@canada.ca
(613) 991-9932

Response to parliamentary committees and external audits

Title: 2018 Fall Reports of the Commissioner of the Environment and Sustainable Development (CESD): Report 3 - Departmental Progress in Implementing Sustainable Development Strategies

Summary: This audit focused on whether the department adequately applied the Cabinet Directive on the Environmental Assessment of Policy, Plan and Program Proposals, and whether it met the commitments to strengthening the strategic environmental assessment practices.

Twenty-six federal organizations were examined to assess whether they had improved their practices since the initial audits.

Overall, the audit found that federal organizations had applied the Cabinet directive to 93% of policy, plan, and program proposals submitted to Cabinet in 2017. This is a marked improvement over the findings from initial audits. The audit also found that organizations were working to strengthen their environmental assessment practices.

There were no recommendations for Public Safety Canada – no corrective actions were taken. 

Response to audits conducted by the Public Service Commission of Canada or the Office of the Commissioner of Official Languages

Title: Public Service Commission: System–Wide Staffing Audit

Summary: As part of the pilot System-Wide Staffing Audit, staffing systems for 25 organizations were reviewed to determine compliance with requirements stemming from the New Direction in Staffing (NDS).

Effective April 1, 2016, deputy heads were required to have in place the following:

• established direction, through policy, planning, or other means, on the use of advertised and non-advertised appointment processes;
• established requirements for sub-delegated persons to articulate their selection decision in writing; and
• an attestation form for sub-delegated persons.

Audit findings indicate that all the organizations were in compliance with respect to establishing these requirements.  The audit includes a recommendation that the Commission revise the Appointment Delegation and Accountability Instrument (ADAI) to clarify its expectation regarding authorities within the terms and conditions of delegation.

There were no recommendations for Public Safety Canada – no corrective actions were taken.

Status report on projects operating with specific Treasury Board approval

Note: Dollar amounts exclude both the goods and services tax (GST) and the harmonized sales tax (HST).

Date modified:

2020-02-26