Supplementary information tables
Departmental Sustainable Development Strategy
1. Overview of the federal government's approach to sustainable development
The 2013–16 Federal Sustainable Development Strategy (FSDS) presents the Government of Canada's sustainable development activities, 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 the implementation of the FSDS through the activities described in this supplementary information table.
2. Our Departmental Sustainable Development Strategy
The Departmental Sustainable Development Strategy describes Public Safety Canada's actions in support of Theme III: Protecting Nature and Canadians, and Theme IV: Shrinking the Environmental Footprint, beginning with Government. The report for 2016–17 presents a high-level overview of results and is the final report under the 2013–16 FSDS.
3. Departmental performance highlights
Theme III: Protecting Nature and Canadians
Under Theme III, Public Safety Canada contributed to the 2013–16 FSDS through one implementation strategy for one specific goal pertaining to environmental disasters, incidents and emergencies.
Department-led targets
The following table shows the FSDS goal, targets led by Public Safety Canada, performance indicators and performance results.
| FSDS goal | FSDS target |
FSDS performance indicator |
FSDS performance results |
|---|---|---|---|
Goal 4: Conserving and restoring ecosystems, wildlife and habitat, and protecting Canadians. |
4.7. Environmental Disasters, Incidents and Emergencies Environmental disasters, incidents and emergencies are prevented or their impacts mitigated. |
|
Public Safety Canada developed a draft guidance framework entitled: ‘Strategic Emergency Management Guidelines' for federal institutions. This new framework aims to assist institutions to strengthen their emergency management programs and plans within a more complex threat landscape. Public Safety Canada did not complete any evaluations based on the evaluation methodology framework. The framework is currently being updated to take into consideration law and policy requirements; information sharing and learning; and, provide for more accurate reporting and evaluation of federal institutions. |
Implementation strategies: performance summary
No changes since last fiscal year. Please consult the 2015-16 Departmental Sustainable Development Strategy.
Theme IV: Shrinking the Environmental Footprint, beginning with Government
Under Theme IV, Public Safety Canada contributed to the 2013–16 FSDS through three implementation strategies for one specific goal pertaining to green procurement.
| FSDS goal | FSDS target |
FSDS performance indicator |
FSDS performance results |
|---|---|---|---|
Goal 7: |
Target 7.2: Green procurement |
Departmental approach to further the implementation of the Policy on Green Procurement in place. Number and percentage of specialists in procurement and/or material management who have completed the Canada School of Public Service Procurement course or equivalent, in the given fiscal year. Number and percentage of managers and functional heads of procurement and materiel whose performance evaluation includes support and contribution toward green procurement, in the given fiscal year. |
A departmental approach to further the implementation of the Policy on Green Procurement is in place since March 31, 2014. Six or 100% of procurement and/or material management specialists completed the CSPS Green Procurement course in 2015-16. The performance evaluations of two or 100% of managers and functional heads of procurement and material management include support and contribution towards green procurement. |
4. Report on Strategic Environmental Assessment
Public Safety Canada is improving its Strategic Environmental Assessment processes to ensure better compliance with the Cabinet Directive on the Environmental Assessment of Policy, Plan and Program Proposals. The department is developing guidance documents to ensure that analysis of environmental and sustainability considerations are conducted early in the development of proposals for Ministerial and Cabinet consideration. Enhanced documentation and record-keeping will enable the department to report on the extent and results of its environmental assessment practices.
Details on transfer payment programs of $5 million or more
Name of transfer payment program |
Biology Casework Analysis Contribution (Voted) |
|---|---|
Start date |
2010-11 |
End date |
2014-15 (funding renewed to 2019-20) |
Type of transfer payment |
Contribution |
Type of appropriation |
Appropriated annually through the Estimates |
Fiscal year for terms and conditions |
2010-11 |
Strategic Outcome |
A safe and resilient Canada |
Link to department's Program Alignment Architecture |
1.3 Countering Crime |
Description |
This program provides financial contributions to the governments of Ontario and Quebec, which operate forensic laboratories, that undertake biological casework analysis in support of criminal investigations and prosecutions, and encourages provincial contributions of crime scene DNA profiles to the National DNA Data Bank (NDDB). |
Results achieved |
In 2016-17, contributions to the provincial governments of Ontario and Quebec ($3.45M each per fiscal year) assisted in conducting biology casework analyses, including DNA analysis and the uploading of crime scene DNA profiles to the NDDB, in support of criminal investigations and prosecutions. During the reporting period, the Quebec laboratory completed 4,966 cases and uploaded 2,791 crime scene DNA profiles to the National DNA Data Bank. Similar data for the Ontario laboratory for the same reporting period is not yet available. Annual performance measurement data provided by the Quebec laboratory show that overall program performance is in-line with expected results. Performance data indicates an annual increase in the number of cases submitted and processed for DNA analysis year over year. Current data regarding processing times and backlogs for the Ontario laboratory are not available. The success of the Contribution Program was noted in Public Safety Canada's 2013 evaluation which observed that “[t]he Contribution Program has increased the capacity of the Ontario and Quebec forensic laboratories” and that “the increase in capacities has resulted in a corresponding increase of the crime scene DNA profiles submitted to the Data Bank by the two Laboratories.” |
Comments on variances |
No variance |
Audits completed or planned |
No audits were completed during 2016-17 or are currently planned. |
Evaluations completed or planned |
An evaluation was completed in 2013-14. |
Engagement of applicants and recipients |
Ongoing liaison with representatives from the Ontario and Quebec forensic laboratories, as well as submission of annual metrics by the provincial laboratories, allow for the effective exchange of information and administration of the Biology Casework Analysis Contribution Program. |
Type of transfer payment |
2014–15 Actual spending |
2015–16 Actual spending |
2016–17 Planned spending |
2016–17 Total authorities available for use |
2016–17 Actual spending (authorities used) |
Variance (2016–17 actual minus 2016–17 planned) |
|---|---|---|---|---|---|---|
Total grants |
- |
- |
- |
- |
- |
- |
Total contributions |
6,900,000 |
6,900,000 |
6,900,000 |
6,900,000 |
6,900,000 |
- |
Total other types of transfer payments |
- |
- |
- |
- |
- |
- |
Total program |
6,900,000 |
6,900,000 |
6,900,000 |
6,900,000 |
6,900,000 |
- |
Name of transfer payment program |
Disaster Financial Assistance Arrangements (DFAA) (Voted) |
|---|---|
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 |
Last approved 2014/2015. Current terms and conditions expire in 2019/2020. |
Strategic Outcome |
A safe and resilient Canada |
Link to department's Program Alignment Architecture |
1.4 Emergency Management |
Description |
The DFAA provides federal financial assistance to provinces and territories 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 provincial and territorial response and recovery expenditures when such costs place a significant burden on the affected provincial/territorial 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. If an Order in Council (OiC) 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, with a provision for mitigation enhancements to address vulnerability to future events. This is not a program with repayable contributions. |
Results achieved |
Twenty-three OiCs were approved under the DFAA in 2016-17. The DFAA team, in collaboration with the federal auditors and provinces and territories, issued 22 payments and closed 12 disaster files after issuance of final payments. |
Comments on variances |
The $22.9M variance between actual and planned spending in 2016-17 can be attributed to transfers from other transfer payment programs for unplanned spending. As per the 2016-17 Public Accounts, the actual lapse for DFAA is $0 and is represented by the difference between Total Authorities Available for Use and Actual Spending. |
Audits completed or planned |
Next Audit scheduled for 2018. |
Evaluations completed or planned |
Last evaluation was completed in March 2017 |
Engagement of applicants and recipients |
The DFAA team continuously supports and works in collaboration with provinces and territories, to provide clarity on DFAA applicability, facilitate access to the program for eligible events, and complete reviews necessary to issue payments. In 2016-17, the Fort McMurray wildfire was a major DFAA event which involved ongoing engagement by program staff to obtain OiC approvals and issue an advance payment to address immediate needs. |
Type of transfer payment |
2014–15 Actual spending |
2015–16 Actual spending |
2016–17 Planned spending |
2016–17 Total authorities available for use |
2016–17 Actual spending (authorities used) |
Variance (2016–17 actual minus 2016–17 planned) |
|---|---|---|---|---|---|---|
Total grants |
- |
- |
- |
- |
- |
- |
Total contributions |
305,271,755 |
139,348,326 |
689,825,000 |
712,717,054 |
712,717,054 |
22,892,054 |
Total other types of transfer payments |
- |
- |
- |
- |
- |
- |
Total program |
305,271,755 |
139,348,326 |
689,825,000 |
712,717,054 |
712,717,054Note 1 |
22,892,054 |
Name of transfer payment program |
Financial Assistance to the Province of Quebec for Response and Recovery Costs from the Explosion following the Train Derailment in Lac-Mégantic, Quebec (Voted) |
|---|---|
Start date |
July 26, 2013 |
End date |
March 31, 2018 |
Type of transfer payment |
Contribution |
Type of appropriation |
Appropriated annually through the Estimates |
Fiscal year for terms and conditions |
2013-14 to 2017-18 |
Strategic Outcome |
A safe and resilient Canada |
Link to department's Program Alignment Architecture |
1.4 Emergency Management |
Description |
Following a request for financial assistance from the Province of Quebec for the July 6, 2013 train derailment and explosion in Lac-Mégantic, the Government of Canada committed to cost-share with Quebec, on a 50-50 basis: response and recovery costs (up to $25 million); and decontamination costs (up to $95 million). Public Safety Canada, as the lead department for federal emergency management issues, is working with Quebec officials on a Contribution Agreement to disburse the funds. |
Results achieved |
In fiscal year 2016-17, payments totalling $38.3M were made to the Province of Quebec to cost-share eligible expenses under the agreement. Since the disaster occurred, a total of $120M identified under the agreement has been paid out to the Province of Quebec. |
Comments on variances |
Within acceptable variance levels. |
Audits completed or planned |
Not applicable |
Evaluations completed or planned |
Not applicable |
Engagement of applicants and recipients |
Currently, Public Safety Canada works with the Province of Quebec to address additional eligible requests. |
Type of transfer payment |
2014–15 Actual spending |
2015–16 Actual spending |
2016–17 Planned spending |
2016–17 Total authorities available for use |
2016–17 Actual spending (authorities used) |
Variance (2016–17 actual minus 2016–17 planned) |
|---|---|---|---|---|---|---|
Total grants |
- |
- |
- |
- |
- |
- |
Total contributions |
|
18,734 |
38,300,000 |
38,281,266 |
38,281,266 |
(18,734) |
Total other types of transfer payments |
- |
- |
- |
- |
- |
- |
Total program |
- |
18,734 |
38,300,000 |
38,281,266 |
38,281,266 |
(18,734) |
Name of transfer payment program |
First Nations Policing Program (FNPP) (Voted) |
|---|---|
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 |
Terms were extended until 2017-18 |
Strategic Outcome |
A safe and resilient Canada |
Link to department's Program Alignment Architecture |
1.3 Countering Crime |
Description |
The Department advances this key activity through the administration of the FNPP. The program provides funding to support policing services that are professional, dedicated and responsive to the First Nation and Inuit communities they serve. The program is delivered through contribution agreements among the federal government, provincial or territorial governments, and First Nations and Inuit communities. The Department conducts performance measurement activities to ensure that credible performance data is being collected to support effective program monitoring and evaluation activities. In addition, the Department provides broad policy advice and conducts relevant research on Indigenous policing and justice issues, and self-government; and engages stakeholders in developing policy options for improving public safety in First Nation and Inuit communities. Lastly, the Department works collaboratively with other federal, provincial and territorial partners in addressing diverse challenges in First Nation and Inuit communities. |
Results achieved |
Based on an analysis of FNPP-funded police detachments, there has been a 26% decrease in incidents of crime and violent crime from 2004 to 2015. This impact translates to a reduction of almost 6,000 incidents of crime per 100,000 people for FNPP-funded police detachments, compared to a reduction of approximately 2,300 incidents per 100,000 people in the rest of Canada. In the same time period, incidents of violent crime per 100,000 population decreased by approximately 2,000 incidents for FNPP-funded police detachments, compared to a decrease of 280 for the rest of Canada. |
Comments on variances |
The $35.4M variance between actual and planned spending in 2016-17 can mainly be attributed to $42.2M that was transferred through the Supplementary Estimates to the Royal Canadian Mounted Police for FNPP, offset by transfers of $6.0M from other transfer payment programs. As per the 2016-17 Public Accounts, the actual lapse for FNPP is $0.2M and is represented by the difference between Total Authorities Available for Use and Actual Spending. |
Audits completed or planned |
In 2014, the Office of the Auditor General (OAG) undertook an audit of the FNPP. The results of the audit indicated that while the FNPP has had a positive, measurable impact in the First Nation and Inuit communities served under the Program's police service agreements, there were several areas identified for improvement. Following the audit, a Management Action Plan (MAP) was approved to address relevant recommendations. This MAP was fully implemented by the end of the 2016-2017 reporting period. Additionally, three recipient audits were conducted during the 2016-2017 reporting period. |
Evaluations completed or planned |
In 2014-2015, the Internal Audit and Evaluation Directorate undertook an evaluation of the FNPP. The results of the evaluation indicated that while the FNPP has had a positive, measurable impact in the First Nation and Inuit communities served under the Program's police service agreements, there were several areas identified for improvement. Following the evaluation, a Management Response and Action Plan (MRAP) was approved to address relevant recommendations. This MRAP was fully implemented by the end of the 2016-2017 reporting period. |
Engagement of applicants and recipients |
Engagement activities were undertaken in summer and fall 2016 to provide opportunities for stakeholders to contribute to the renewal process. This included an online survey for program stakeholders, regional dialogue sessions to discuss a renewed approach to funding Indigenous policing, and PS participation in various stakeholder-led events. Formal engagement activities concluded in September 2016. Input received through the engagement process is being used to inform the development of options for decision-makers. PS officials will continue to engage program stakeholders as the decision process moves forward. |
Type of transfer payment |
2014–15 Actual spending |
2015–16 Actual spending |
2016–17 Planned spending |
2016–17 Total authorities available for use |
2016–17 Actual spending (authorities used) |
Variance (2016–17 actual minus 2016–17 planned) |
|---|---|---|---|---|---|---|
Total grants |
- |
- |
- |
- |
- |
- |
Total contributions |
81,771,968 |
81,281,859 |
123,821,662 |
88,664,054 |
88,435,013 |
(35,386,649) |
Total other types of transfer payments |
- |
- |
- |
- |
- |
- |
Total program |
81,771,968 |
81,281,859 |
123,821,662 |
88,664,054 |
88,435,013 |
(35,386,649) |
Name of transfer payment program |
National Crime Prevention Strategy (NCPS) (Voted) |
|---|---|
Start date |
1988-89 |
End date |
Ongoing |
Type of transfer payment |
Grants and Contribution |
Type of appropriation |
Appropriated annually through the Estimates |
Fiscal year for terms and conditions |
Terms and conditions were last approved by Treasury Board in 2008-09 |
Strategic Outcome |
A safe and resilient Canada |
Link to department's Program Alignment Architecture |
1.3 Countering Crime |
Description |
The National Crime Prevention Strategy (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 Aboriginal 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 |
In fiscal year 2016-17, the NCPS funded through a combination of grants and contributions a total of 93 projects with a total value of $32,578,664. Offending was reduced among the targeted populations (youth-at-risk, Indigenous communities and high-risk repeat offenders) in 50% of crime prevention projects. A low percentage of Performance Monitoring and Assessment Reports recoded in Public Safety Canada's Information Management System in conjunction with data quality issues reduce the trustworthiness of this performance measure regarding the reduction in offending among the targeted population. Efforts are being taken to improve the quality of the estimate. The body of Canadian knowledge related to crime prevention was increased by 17 resources this year, which meets the target set for 2016-17. |
Comments on variances |
The $10.3M variance between actual and planned spending in 2016-17 can be mainly attributed to transfers to other transfer payment programs. As per the 2016-17 Public Accounts, the actual lapse for NCPS is $3.1M and is represented by the difference between Total Authorities Available for Use and Actual Spending. |
Audits completed or planned |
No audits were completed or planned during fiscal year 2016-17. |
Evaluations completed or planned |
No evaluations were completed or planned for 2016-17 fiscal year. An evaluation is planned for the upcoming fall of 2017. |
Engagement of applicants and recipients |
Public Safety Canada works with provinces and territories to identify targeted at-risk communities. Public Safety Canada also supports external networks to facilitate the exchange of information between funding recipients, implementing similar models or promising practices in different communities across the country. Lastly, Public Safety Canada engages with recipients through information sessions to support proposal development. In 2016-17, Public Safety Canada co-chaired four FPT teleconferences and a face-to-face meeting to allow for the identification of shared priorities, projects and activities that will support the integration and sustainability of evidence-based crime prevention. |
Type of transfer payment |
2014–15 Actual spending |
2015–16 Actual spending |
2016–17 Planned spending |
2016–17 Total authorities available for use |
2016–17 Actual spending (authorities used) |
Variance (2016–17 actual minus 2016–17 planned) |
|---|---|---|---|---|---|---|
Total grants |
336,603 |
191,185 |
1,758,500 |
1,003,232 |
1,003,231 |
(755,269) |
Total contributions |
28,262,488 |
26,093,038 |
41,167,893 |
34,632,678 |
31,575,433 |
(9,592,460) |
Total other types of transfer payments |
- |
- |
- |
- |
- |
- |
Total program |
28,599,091 |
26,284,223 |
42,926,393 |
35,635,910 |
32,578,664 |
(10,347,729) |
Name of transfer payment program |
Search and Rescue New Initiatives Fund (SARNIF) (Voted) |
|---|---|
Start date |
June 1987 |
End date |
Ongoing |
Type of transfer payment |
Contribution |
Type of appropriation |
Appropriated annually through the Estimates |
Fiscal year for terms and conditions |
2015-16 to 2019-20 |
Strategic Outcome |
A safe and resilient Canada |
Link to department's Program Alignment Architecture |
1.4 Emergency Management |
Description |
The purpose of this program is to promote and support projects designed to develop and improve Search and Rescue (SAR) prevention and enhance effectiveness of SAR response in federal, provincial and territorial jurisdictions. SAR NIF also shares SAR response and prevention best practices throughout the SAR community. This program does not have a repayable contribution. |
Results achieved |
SARNIF program continues to meet its objectives in support of the annual priorities of the National Search and Rescue Program. The SARNIF program has provided funding to support projects lead by Federal, Provincial, Territorial and National Search and Rescue groups and associations. |
Comments on variances |
The $0.7M variance between actual and planned spending in 2016-17 can be attributed to $0.6M that was transferred through the Supplementary Estimates to Transport Canada for investments in search and rescue coordination initiatives across Canada. As per the 2016-17 Public Accounts, the actual lapse for SARNIF is $37K and is represented by the difference between Total Authorities Available for Use and Actual Spending. |
Audits completed or planned |
One audit of one SARNIF project is done annually. |
Evaluations completed or planned |
No evaluation completed or planned. |
Engagement of applicants and recipients |
A full SARNIF workshop was completed with the SAR community during the annual conference (SARscene 2016). |
Type of transfer payment |
2014–15 Actual spending |
2015–16 Actual spending |
2016–17 Planned spending |
2016–17 Total authorities available for use |
2016–17 Actual spending (authorities used) |
Variance (2016–17 actual minus 2016–17 planned) |
|---|---|---|---|---|---|---|
Total grants |
- |
- |
- |
- |
- |
- |
Total contributions |
- |
4,808,820 |
6,733,502 |
6,108,905 |
6,071,589 |
(661,913) |
Total other types of transfer payments |
- |
- |
- |
- |
- |
- |
Total program |
- |
4,808,820 |
6,733,502 |
6,108,905 |
6,071,589 |
(661,913) |
Internal Audits and Evaluations
Title of internal audit |
Internal audit type |
Completion date |
|---|---|---|
Corporate Service |
October 2016 |
|
Internal Controls |
October 2016 |
|
Financial Management Controls |
March 2017 |
| Title of evaluation | Status |
Deputy head approval date |
Link to department's programs |
|---|---|---|---|
Evaluation of the Disaster Financial Assistance Arrangements |
completed |
March 2017 |
Emergency Recovery |
completed |
December 2016 |
Management and oversight |
|
Evaluation of the Grants Program to National Voluntary Organizations |
completed |
October 2016 |
Corrections |
completed |
June 2016 |
National Security Leadership |
|
Evaluation of the Regional Resilience Assessment Program (RRAP) and the Virtual Risk Analysis Cell (VRAC) |
in progress |
September 2017 |
Critical Infrastructure |
Horizontal Evaluation of Canada's Cyber Security Strategy |
in progress |
September 2017 |
Cyber Security |
Evaluation of the National Flagging System Program |
in progress |
August 2017 |
Corrections |
Horizontal Evaluation of the National Action Plan to Combat Human Trafficking (NAP-HT) |
in Progress |
September 2017 |
Serious and Organized Crime |
Evaluation of the Major International Event Security Cost Framework |
in progress |
December 2017 |
Law Enforcement and Policing |
Evaluation of the Crime Prevention Program |
in progress |
March 2018 |
Crime Prevention |
Response to parliamentary committees and external audits
Response to audits conducted by the Auditor General (including to the Commissioner of the Environment and Sustainable Development)
Title: Office of the Audit General of Canada; Chapter 1: The Beyond the Border Action Plan
Summary: This audit examined whether the federal government was achieving results towards the objectives of the Beyond the Border Action Plan (Action Plan), and whether reporting on progress against the Action Plan was accurate and complete. The audit focused on progress made; performance in achieving results towards intended benefits; and planned and actual costs of initiatives. The manner in which the progress, performance and costs were reported in the Report on the Beyond the Border Action Plan Horizontal Initiative prepared by Public Safety Canada was also examined.
Eight departments and agencies including Public Safety Canada were involved in the audit: Canada Border Service Agency; Canadian Air Transport Security Agency; Canadian Food Inspection Agency; Immigration, Refugees and Citizenship Canada; Privy Council Office; Royal Canadian Mounted Police; and Transport Canada.
Of the eight recommendations contained in the Auditor General's report, two were directed to Public Safety Canada and focused on improving performance indicators and horizontal reporting. Public Safety Canada accepted the Auditor General's recommendations, and as part of the Departmental Management Action Plan, it committed to reviewing performance reporting to ensure greater clarity to Canadians; revising the annual Horizontal Report to provide a consolidated approach for each Beyond the Border initiatives; and, update the Performance Management Framework to reflect organizational performance indicators.
The official response to the OAG was submitted in October 2016.
Hyperlink to the department's response: http://www.oag-bvg.gc.ca/internet/English/parl_oag_201611_01_e_41830.html
Public Safety Canada's response to the OAG highlighted that:
- Better measurement of Beyond the Border outcomes and a clearer reporting of the contribution of Beyond the Border initiatives will support transparency and help inform Canadians on the benefits achieved under the Beyond the Border Action Plan;
- Public Safety Canada, where appropriate, develop performance indicators, improve narrative reporting on progress, and establish a costing framework for all departments and agencies to achieve common and consistent reporting of outcomes related to border security; and,
- Public Safety Canada, where possible, include those improvements in the 2015–16 Horizontal Report.
Several measures were completed in 2016-2017 in order to address recommendations, they include:
- BtB Performance Measurement Framework documents were reviewed and updated;
- Revised indicators for ongoing initiatives, results were communicated through performance reporting templates in the 2016-2017 Horizontal Report; and,
- Public Safety Canada's Chief Financial Officer worked with the BtB financial community to agree on the way forward to support horizontal financial reporting for BtB, including the costing framework.
Reports of the Commissioner of the Environment and Sustainable Development
Title: Report 2: Mitigating the Impacts of Severe Weather
Summary: This audit focused on the federal government's actions to support Canada's long-term mitigation efforts. It examined key federal organizations' data, information, tools, and funding that could help decision-makers mitigate the effects of severe weather. The audit also examined whether the federal government was meeting its responsibilities to make Canada's infrastructure more resilient against severe weather events.
Five departments and agencies including Public Safety Canada were involved in the audit: Environment and Climate Change Canada, National Research Council Canada, Natural Resources Canada, and Infrastructure and Communities Canada.
The audit recommended that Public Safety Canada work with key federal partners to coordinate consultations with decision makers to better understand the information needed to support their disaster risk reduction efforts, including those related to severe weather; work with other federal entities to examine the federal government's mitigation programs to identify potential changes that facilitate provincial and territorial investments, both large- and small-scale, in disaster mitigation projects; and, collaborate with key stakeholders to develop guidelines and standards for floodplain maps and encourage their consistent application in all provinces and territories.
The official response to the CESD was submitted in April 2016.
Hyperlink to the department's response:http://www.oag-bvg.gc.ca/internet/English/parl_cesd_201605_02_e_41381.html
Public Safety Canada's response to the CESD highlighted that:
- Recognizes the need for action to respond to the increase in frequency and severity of flooding in Canada, as well as the need for better risk information to inform effective investment in preventative and mitigation measures.
- Continues to provide leadership in an integrated way with federal partners and stakeholders to advance disaster risk reduction efforts, through established interdepartmental committees and external working groups to develop national principles, best practices, and guidelines on flood mapping in support of the National Disaster Mitigation program.
Several corrective measures actions were completed in 2016-2017 in order to address recommendations, they include:
- Collaborated with Treasury Board of Canada Secretariat, Infrastructure Canada, and Indigenous and Northern Affairs Canada to further align federal mitigation programming.
- Engaged in stakeholder outreach in all provinces and territories to strengthen relationships, enhance knowledge of federal mitigation programming, in which investments will be focused on risks and building resilience.
Standing Committee on Public Safety and National Security
In fall 2016, the Standing Committee on Public Safety and National Security (SECU) tabled its report, entitled: “Healthy Minds, Safe Communities: Supporting our Public Safety Officers through a National Strategy for Operational Stress Injuries (OSI).”
The Report contained 16 recommendations related to operational stress injuries and post-traumatic stress disorder in public safety officers and first responders. The Committee's recommendations consisted of three foundational pieces: ensure that accurate data is collected and shared nationally to support public safety officers regardless of where they live or work; creation of a Canadian Institute for Public Safety Officer Health Research responsible for conducting a mental health prevalence survey; and, establish an expert working group tasked with the elaboration of a national strategy on OSIs, that includes policies on prevention, screening, education, intervention and treatment.
The Government of Canada, through Budget 2016 reiterated its commitment to ensuring that public safety officers have the required support and treatment they need when facing post-traumatic stress injuries. Public Safety Canada is working closely with a broad stakeholder community that includes all levels of government, along with other government departments and associations of first responders to develop a coordinated action plan on post-traumatic stress injuries in support of public safety officers.
Hyperlink to the SECU Government Response:
http://www.ourcommons.ca/Content/Committee/421/SECU/GovResponse/RP8719370/421_SECU_Rpt05_GR/421_SECU_Rpt05_GR-e.pdf
Response to audits conducted by the Public Service Commission of Canada or the Office of the Commissioner of Official Languages
During the reporting period, Public Safety Canada was not audited by the Public Service Commission or the Office of the Commissioner of Official Languages.
User Fees, Regulatory Charges and External Fees
Fee name |
Fees charged for the processing of requests submitted pursuant to the Access to Information Act |
|---|---|
Fee type |
Other products and services |
Fee-setting authority |
Access to Information Act |
Year introduced |
1983 |
Year last amended |
Not applicable |
Performance standard |
The Department strives to respond to 100% of requests within the legislated timeframes established by the Access to Information Act. |
Performance results |
The department responded within the legislated timeframes for 99.5% of requests*. Two requests were responded to after the legislated timeframe. |
Other information |
On March 31, 2015, the Federal Court of Canada issued its judgment and reasons in Information Commissioner v Attorney General of Canada (http://decisions.fct-cf.gc.ca/fc-cf/decisions/en/item/108985/index.do). The Federal Court ruled that electronic records (i.e. Word documents, emails, etc.) are computerized records, and as such, search and preparation fees cannot be charged for the processing of those records. On May 5, 2016, the Treasury Board of Canada Secretariat established an Interim Directive on the Administration of the Access to Information Act. The directive directs federal officials to waive all fees prescribed by the Access to Information Actand Regulations apart from the $5 filing fee. https://www.tbs-sct.gc.ca/pol/doc-eng.aspx?id=18310 |
*Includes cases where a Notice of Extension is sent to the requester within 30 days of receipt of the request. |
|
| Forecast revenue | Actual revenue |
Full cost |
|---|---|---|
1,700 |
1,765 |
1,035,601 |
| Planning year | Forecast revenue |
Estimated full cost |
|---|---|---|
2017–18 |
1,800 |
1,035,000 |
2018–19 |
1,850 |
1,035,000 |
- 1
The increase in spending is attributed to the recent Fort McMurray wildfire event.
- Date modified: