Public Safety Canada - Governance Framework

Departmental Management Committee (DMC):

Mandate:

DMC provides strategic direction on policies, programs, legislative and regulatory issues, guidance and decisions on departmental planning and priorities. DMC acts as the senior committee for all decisions related to the corporate-level management of the Department, including financial planning, resource allocation, human resources management, communications, program evaluation and information management and information technology.

Scope:

To fulfill its mandate, DMC may consider, discuss, debate, constructively challenge and finally approve overall strategic directions, emerging policies, legislative, regulatory and program proposals, business and management goals, resource allocations, risk assessments and risk management plans and all other items it wishes to address in order to achieve departmental outcomes and good management practices. DMC ensures decisions are integrated and aligned with Government and Departmental priorities. DMC responds to the specific management related challenges, builds on the strength of departmental programs and operations and fosters accountability and monitors performance. DMC approves all significant and/or horizontal policies, programs, legislative and regulatory activities or initiatives, including strategic communications related to these proposals. Significance is widely defined as initiatives which cut across two branches and/or are direction or precedent setting. DMC provides a forum for collective discussions and informed decision-making and informs and provides advice and support to the Deputy Ministers in the following areas:

Financial Management:

• Provides oversight to ensure PS has sound financial systems, policies and internal controls throughout the annual financial cycle;
• Reviews and approves financial situation reports and quarterly financial reviews;
• Makes decisions on budget allocation for all votes and reviews the reallocation processes throughout the fiscal year; and
• Requests and reviews ad hoc financial reporting.

DMC financial decisions will have been formulated and recommended by the Resource Management Committee (RMC).

Human Resources Management:

• Discusses Human Resources (HR) Management challenges and build on the strengths of HR programs and operations;
• Reviews and approves policies, plans and reports on HR programs and services including, staffing, classification, compensation, labour relations, HR planning, training and development, employment equity, official languages, values and ethics as well as health and safety; and
• Requests and reviews ad hoc HR reporting.

General Management:

• Reviews and approves policies, projects, plans, performance, and reports relating to a broad and diverse suite of corporate management programs and services for the Department, including:
  • Accommodations and facilities management
  • Asset management
  • Building emergency management
  • Business continuity planning
  • Communications;
  • Contracting and procurement management;
  • Corporate planning and reporting;
  • Federal sustainable development;
  • Information and records management;
  • Information technology management;
  • Investment management and strategies;
  • Library and mail services;
  • Management Accountability Framework;
  • Project management;
  • Risk management and the Corporate Risk Profile;
  • Security; and
  • All other internal functions not included in the first two areas of review.

Resource Management Committee (RMC):

Mandate:

The mandate of RMC is to ensure an executive review of department-wide resource management activities. RMC makes recommendation, endorsements, as required, to the Departmental Management Committee (DMC). RMC will also have the authority to make decisions through branch committee consultations.

Scope:

Reporting to DMC, RMC:

• Provides Departmental-wide oversight for the planning and management of human resources, contracting and procurement, Management Accountability Framework, risk management, Corporate Risk Profile, real property, assets management, accommodations, facilities management, Information Management (IM), records management, information technology (IT), investment management and strategies, library and mail services, project management, Corporate Planning and Reporting, Health and Safety of the Department and development of the corporate reports;
• Promotes effective allocation/reallocation of resources, and provides recommendations and advice to DMC, while considering Departmental priorities, and present and future pressures;
• Promotes compliance with Treasury Board of Canada (TB) policies and Treasury Board Secretariat directives and guidance in the management of Departmental resources;
• Ensures there is adequate monitoring and reporting against established performance indicators for the implementation and use of all Departmental resources;
• Endorse internal policies, activities and communication of Financial, HR and general initiatives;
• Approves guidelines, frameworks & directives for policies approved by DMC;
• Liaises and consults with other committees when necessary;
• Subject to consultation with Members, the Chair may establish working groups, sub committees, or ad hoc committees to address specific issues or responsibilities falling within the Committee's mandate.

Workplace Consultative Committee (WCC):

Mandate:

The WCC's primary purpose is to focus on matters related the Departmental culture, character and identity in addition to the Public Service Agenda related to corporate management, corporate agendas and initiatives. WCC makes recommendations, as required, to the Departmental Management Committee on policy and corporate management initiatives.

Scope:

Reporting to the Departmental Management Committee (DMC), the WCC will:

• Provide Departmental-wide leadership and oversight for the planning and management of departmental initiatives for culture, character and identity;
• Provide workplace leadership and visibility on organizational development and change management and support to integrate change management considerations in departmental initiatives and projects;
• Provide support on Staffing Solutions and Efficiencies Task Force initiatives;
• Provide leadership, guidance and support to departmental networks, including the Administrative Professionals Network (APN), Public Safety Managers Network (PSMN), Young Professional Network (YPN), and the Public Safety Executive Network (PSEN), and other networks and committees as appropriate;
• Provide leadership, guidance and support to Ambassadors and Champions in the department (e.g. Diversity and Inclusion, Official Languages, Positive Space Initiative, Awards and Recognition);
• Promote compliance with central agencies and government-wide initiatives related to opportunities, personal development and fostering a sense of community within the Department;
• Promote diversity, equity and inclusivity in the workplace;
• Provide leadership in the implementation of Public Safety's Employment equity and Diversity Action Plan and promote innovative strategies to improve representation of all designated groups and career advancement for members of designated groups;
• Empower and engage employees to improve the PS workplace;
• Actively provide leadership, visibility and dedication on Organizational Development and Change Management; and
• Subject to consultation with Members, the Chair may establish working groups, sub committees, or ad hoc committees to address specific issues or responsibilities falling within the Committee's mandate.

Workforce Planning Committee (WPC):

Mandate:

The WPC's primary purpose is to provide a departmental-wide approach, guidance and recommendations on the readiness, key priorities, investment priorities and operational plan required to implement a hybrid workforce model within Public Safety. The WPC is a consultative committee that makes recommendations to decision-making authorities within the department.

Scope:

• Provides departmental-wide oversight in support of the transition to a hybrid workforce following the Treasury Board Secretariat (TBS) vision for the Future of Work and Horizon Strategy.
• Evaluates and makes recommendations on transformative and innovative approaches/strategies to facilitate alignment with GC direction while ensuring organizational requirements and operational context and needs are factored. Key areas of focus include flexible and collaborative workplace; technology and digital; people management; workflows and processes; and communications and engagement.
• Ensures key enablers and decisions supporting the implementation of the Hybrid Workforce Framework are incorporated and considered in short, medium and long term strategies, priorities, operational and strategic plans, reports and investments.
• Subject to consultation with Members, the Chair may establish working groups, subcommittees, ad hoc committees or working groups to address specific issues or responsibilities falling within the Committee's mandate.

Departmental Security Committee (DSC):

Mandate:

The mandate of the Departmental Security Committee (DSC) is to:

• Support and advise the Departmental Management Committee (DMC) on security related topics;
• Ensure alignment of the departmental security program to Government of Canada (GC) priorities and direction;
• Ensure proper Public Safety (PS) representation and coordination with GC level committees and security community;
• Exchange information on Government of Canada (GC) security priorities, risks, and initiatives;
• Provide briefings from other GC security governance committees (such as: ADM Sec, CCNSS, GCSI, DGESCC, GCSRC);
• Provide direction and make decisions regarding departmental security controls;
• Provide endorsement for DMC approval on security policy, the Departmental Security Plan (DSP), and departmental security priorities;
• Endorse other corporate security policy instruments (procedures, directives, guidelines, and tools); and
• Review and make recommendations regarding policy exemptions (security waivers).

Departmental Technology and Innovation Committee (DTIC):

Mandate:

The mandate of DTIC is to ensure an executive level review of department-wide Technology and Innovation initiatives. The DTIC will fulfill the Treasury Board Requirements as stated in the Policy on Service and Digital to establish governance to ensure the integrated management of service, information, data, IT and cybersecurity with the department. DTIC makes recommendations, as required, to the Resource Management Committee (RMC).

Scope:

Reporting to RMC, the DTIC will:

• Provide Departmental-wide support and recommendations on areas such as planning and management of the human and financial resources, portfolio investments and related options and decisions, business intake processes, promotion of innovation and raising awareness, Management Accountability Framework related areas of management, digital transformation, support to service delivery, business and program innovation through technology and data, client centric service design and support of workforce capacity and capability. 
• Promote effective allocation/reallocation and management of resources, and endorses reallocations recommends for RMC approval, while considering Departmental priorities, and present and future pressures and modernizing the workplace;
• Recommend for approval, an annual forward-looking three-year departmental plan for the integrated management of service, information, data, IT, and cyber security and progress reports on implementation from the previous year;
• Facilitate the strategic management of information and data as a strategic asset to support operations, service delivery, analysis and decision-making;
• Ensure methodologies, mechanisms and tools are implemented to support information and data-life cycle management and that departmental responsibilities and accountability structures are clearly defined for the management of information and data;
• Ensure that data are managed to reduce redundancy and enable interoperability;
• Ensure that management of data is managed in accordance with the Privacy Act and the Policy on Government Security while maximizing the release of Departmental information and data as an open resource;
• Ensure that Departmental operations are digitally enabled, that newly procured or developed information, communication and technology solutions and equipment applicable requirements or standards regarding accessibility, official languages, protection of personal information, the environment and security are addressed by design;
• Ensure the responsible and ethical utilization of automated decision systems;
• Provide open access to digital tools and where necessary limiting access only where necessary to manage security risks and address unacceptable use;
• Inform authorized users of Departmental electronic networks and devices of expectations, monitoring practices and consequences of unacceptable use; and
• Identify and establish departmental roles and responsibilities for reporting cyber security events and incidents, and managing departmental approaches for identifying assurance and accepting trusted digital identities to support interoperability by using approved trust frameworks.
• Subject to consultation with the Members, the Chair may establish working groups, sub-committees, or ad hoc committees to address specific issue or responsibilities falling under the Committee's mandate;

Governance Secretariat:

The Director General, Corporate Services Directorate, acts as the lead Secretary for DMC and is the lead executive for the Governance Secretariat. The Secretariat will:

• Provide support and coordination for the Committee in order to align with departmental objectives and priorities;
• Maintains a detailed list of members and delegates;
• Provides documents, information and conducts research, as required;
• Facilitate the logistics for meetings (agenda, meeting material and record of decisions);
• Identifies cyclical and emerging items and proactively manages the DMC Agenda;
• Ensures that DMC decisions are properly recorded in the record of decisions;
• Monitors and follows up on DMC decisions and taskings; and
• Maintains an accurate and broadly accessible archive of committee materials.

Date modified:

2023-03-10