Public Safety Canada's 2024 to 2025 Departmental Results Report

Contents:

• At a glance
• Ministers’ Message
• Results – what we achieved
  • Core responsibility 1: National Security
  • Core responsibility 2: Community Safety
  • Core responsibility 3: Emergency Management
  • Internal services
• Spending and human resources
  • Spending
  • Refocusing Government Spending
  • Funding
  • Financial statement highlights
  • Human resources
• Supplementary information tables
• Federal tax expenditures
• Corporate information
• Definitions

Copyright information

^©His Majesty the King in Right of Canada, as represented by the Ministers of Public Safety and Emergency Management, 2025.

Catalogue Number: PS1-14E-PDF
ISSN: 2561-0643

At a glance

This Departmental Results Report details Public Safety Canada's actual accomplishments against the plans, priorities and expected results outlined in its 2024 to 2025 Departmental Plan.

• Vision, mission, raison d'être and operating context

Key priorities

Public Safety Canada's top priorities for 2024 to 2025 were as follows:

• Protecting Canadians, Canada's critical infrastructure and the Canadian economy from national, cyber and other emerging threats;
• Preventing and addressing criminal threats, including gun violence, to Canadian communities, especially those most-at-risk; promoting reform; and enhancing the oversight and accountability of Canada's law enforcement agencies;
• Strengthening Canada's ability to respond to an evolving border environment;
• Strengthening emergency preparedness measures, government response and community resilience to natural disasters and all-hazard emergencies in collaboration with federal, provincial, territorial and Indigenous partners.

Highlights for Public Safety Canada in 2024 to 2025

In 2024 to 2025, the total actual spending (including internal services) for Public Safety Canada was $1,340,817,593 and total full-time equivalent staff (including internal services) was 1,697.

For complete information on Public Safety Canada's total spending and human resources, read the Spending and human resources section of the full report.

The following provides a summary of the department's achievements in 2024 to 2025 according to its approved Departmental Results Framework. A Departmental Results Framework consists of a department's core responsibilities, the results it plans to achieve and the performance indicators that measure progress toward these results.

Summary of Results

The following provides a summary of the results the department achieved in 2024 to 2025 under its main areas of activity, called "core responsibilities."

Core responsibility 1: National Security

Actual spending: $34,118,539

Actual full-time equivalent staff: 208

Threats to Canada's sovereignty have increased in recent years, and the national security landscape continues to evolve at a rapid pace, affecting our political system, economy and communities. In 2024 to 2025, the Department advanced a number of commitments to ensure that security threats are understood and reduced while maintaining public trust, such as:

• Continued providing advice and support to the Minister to combat foreign interference. For example, the Department supported the Minister of Public Safety in tabling former Bill C-70, An Act respecting countering foreign interference, including by coordinating the Bill's development with the national security and intelligence community, which introduced a number of amendments to various legislation and introduced the Foreign Influence Transparency and Accountability Act (FITAA) that strengthened Canada's legal toolkit to counter FI (including granting authority to establish the Foreign Influence Transparency Registry).
• Provided ongoing leadership in international and whole-of-government strategies, plans, and efforts, via the National Counter Foreign Interference Coordinator, to counter foreign interference and address transnational repression (TNR), including engagements with international partners and delivery of counter-TNR workshops.
• Delivered key analysis in support of the Minister's recommendation to Minister of Industry for foreign investment transactions under the Investment Canada Act, which resulted in the Government of Canada, by the Governor-in-Council, making two orders for certain companies to cease all operations in Canada.
• Released a new National Cyber Security Strategy (NCSS) on February 6, 2025. The new NCSS presents the Government of Canada's new agile and whole-of-society approach to Canada's national cyber security.
• Steered Bill C-26: An Act respecting cyber security, amending the Telecommunications Act and making consequential amendments to other Acts through the Parliamentary process, which passed through the House of Commons in June 2024 with near unanimous consent and was subsequently passed by the Senate in December 2024.
• Met with stakeholders from the private sector, industry, advisory committees, federal departments provincial and territorial governments to discuss the renewed approaches for Canada's critical infrastructure (CI) security and resilience, which allowed the Department to deepen its working relationships with partners on shared CI priorities.
• Engaged with domestic and international partners and stakeholders through key bilateral and multilateral fora, such as the Five Country Ministerial and the U.S.-Canada Cross-Border Crime Forum on a range of national security issues, including violent extremism, border security, cyber security, the Indo-Pacific, and others. These engagements contributed to furthering Canada's relationship with its allies in these domains.

More information about National Security can be found in the "Results – what we achieved" section of the full Departmental Results Report.

Core responsibility 2: Community Safety

Actual spending: $741,108,526

Actual full-time equivalent staff: 541

In 2024 to 2025, the Department advanced a number of commitments to ensure that Canadian communities are safe, community safety practices are strengthened, and crime is prevented and addressed in populations and communities most at risk, such as:

• Strengthened Canada's firearms control regime with the coming into force of several policy and legislative measures, including enhanced requirements to import firearms accessories and new offences for trafficking, among others. The Department also launched the "Red Flag" Awareness Initiative 2025 which provides funding to support projects which help distribute and socialize information on "Red Flag" laws to individuals or supporting organizations, and the Assault-Style Firearms Compensation Program for businesses.
• Worked with key partners, such as the First Nations Chiefs of Police Association (FNCPA), First Nations Police Governance Council (FNPGC), as well as provinces and territories, to build consensus on the scope of the legislation that would recognize First Nations police services as essential services.
• Continued to reinforce law enforcement via the completion of a Contract Policing "What we heard" report and subsequent committee report to inform the future federal role in funding and delivering policing in Canada and the establishment of the Parliamentary District Policing Program in response to recommendation #24 of the final report of the Public Order Emergency Commission (POEC). The Department also continued work closely with the Province of Nova Scotia through the Progress Management Committee for the response to the Mass Casualty Commission.
• Advanced the three pillars (building, sharing, and using knowledge; addressing radicalization in the online space; and supporting interventions) of the National Strategy on Countering Radicalization to Violence (CRV) by delivering workshops, conferences, and funding to research organizations to share information. The Department also created an Engagement Team within the Canada Centre for Community Engagement and Prevention of Violence to expand engagement on CRV and invested over $18 million via the Community Resilience Fund.
• Invested a total of over $60 million in community-based crime prevention efforts via the National Crime Prevention Strategy and expanded the eligibility criteria and federal cost-share of the Canada Community Security Program (which replaces and enhances the Security Infrastructure Program).
• Co-hosted, with the Department of Justice, a National Forum on Combatting Antisemitism which brought together Jewish community representatives, provincial, territorial and municipal leadership, law enforcement, and prosecutors to discuss the growing public safety threat of antisemitism. Also, the Department invested up to $10 million in helping community groups counter violent extremism and antisemitism through the Community Resilience Fund (CRF).
• Supported various funding, engagement, and information-sharing efforts to address various forms of serious and organized crime under the National Strategy for the Protection of Children from Sexual Exploitation on the Internet and the National Strategy to Combat Human Trafficking 2019-2024 (National Strategy), and the Canadian Drugs and Substances Strategy.
• Supported, beyond the commitments outlined in the 2024 to 2025 Departmental Plan, whole-of-government efforts as Canada assumed the presidency of the G7, including supporting the development of the G7 Action Plan to Prevent and Counter the Smuggling of Migrants in collaboration with federal and international partners.

More information about Community Safety can be found in the "Results – what we achieved" section of the full Departmental Results Report.

Core responsibility 3: Emergency Management

Actual spending: $476,869,956

Actual full-time equivalent staff: 398

Public Safety Canada helps Canadians and their communities protect themselves from emergencies and disasters related to all kinds of hazards – natural, human-induced and technological. In 2024 to 2025, the Department advanced a number of commitments to ensure that Canadians are well-equipped to mitigate, prepare for, respond to and recover from all-hazards events, such as:

• Continued work to advance the renewals of the Emergency Management Framework and the Emergency Management Strategy. In parallel, continued to advance knowledge and understanding of disaster risk by completing a second round of risk and capability assessments through the National Risk Profile.
• Stood up a Federal-Provincial-Territorial National Public Alerting System Task Team to explore options for a future public alerting framework, a first step in advancing the system's resilience and effectiveness.
• Consulted with other government departments to inform the renewal of the Federal Emergency Response Plan, through the Government Operations Centre. These consultations led to renewed governance, among other benefits.
• Developed a prototype of a digital resource to support the public launch of a centralized flood risk awareness portal, which has undergone initial user testing which is ongoing.
• Provided advanced training and support to provinces and territories during the transition to the new, modernized Disaster Financial Assistance Agreements program, which launched on April 1, 2025.
• Provided over $1 million to the Canadian Institute for Public Safety Research and Treatment to develop learning materials and mental health tools for public safety personnel across Canada, which continued to be received positively by public safety personnel.

More information about Emergency Management can be found in the "Results – what we achieved" section of the full Departmental Results Report.

Ministers’ Message

Results – what we achieved

Core responsibilities and internal services

• Core responsibility 1: National Security
• Core responsibility 2: Community Safety
• Core responsibility 3: Emergency Management
• Internal services

Core responsibility 1: National Security

In this section

• Description
• Quality of Life Impacts
• Progress on Results
• Details on results
• Key Risks
• Resources Required to Achieve Results
• Related Government Priorities
• Program Inventory

Description

Public Safety Canada develops policy, legislation and programs to support Canada's capacity to respond to a range of national security threats directed against Canadians, our critical infrastructure and our cyber systems while advancing national counter terrorism efforts.

Quality of Life Impacts

This core responsibility contributes to the "Good Governance" domain of the Quality of Life Framework for Canada related to "personal safety", "perceptions of neighbourhood safety", "confidence in institutions," and "misinformation/trust in media" through all of the activities mentioned in the core responsibility description.

Progress on Results

This section presents details on how the department performed to achieve results and meet targets for Core responsibility 1: National Security.

Table 1 provides a summary of the target and actual results for each indicator associated with the results under National Security in the last three fiscal years.

The Results section of the Infographic for Public Safety Canada on GC InfoBase provides additional information on results and performance related to the Program Inventory.

Details on Results

The following section describes the results for National Security in 2024 to 2025 compared with the planned results set out in Public Safety Canada's Departmental Plan for the year.

Results achieved

Public Safety Canada advanced the following initiatives in support of its National Security Departmental Result:

Foreign Interference

• Supported the Public Inquiry into Foreign Interference in Federal Electoral Processes and Democratic Institutions (PIFI). The Final Report, released in January 2025, provided recommendations to the Government of Canada on countering foreign interference (FI) and increasing transparency for Canadians on the scope of this threat. The Department's role included preparing senior executives for interviews, reviewing disclosure materials and working with legal counsel to support the release process, ensuring the inquiry had access to all relevant documents. The work directly contributed to the clarity and coherence of the Department's role in the PIFI report and the recommendations that came out of it.
• Supported the Minister of Public Safety in tabling former Bill C-70, An Act respecting countering foreign interference, including by coordinating the Bill's development with the national security and intelligence community. This landmark legislation received Royal Assent in June 2024, and included several important amendments to the CSIS Act, Security of Information Act, Criminal Code, and Canada Evidence Act and introduced the Foreign Influence Transparency and Accountability Act (FITAA) that strengthened Canada's legal toolkit to counter FI (including granting authority to establish the Foreign Influence Transparency Registry (FITR)). Since its passage, the community has moved to implement the Act throughout 2024 and into 2025 by updating guidelines and procedures that account for the new authorities and statutory provisions included in the law.
• Staffed a transition team in January 2025 to operationalize the FITR and create the Foreign Influence Transparency Commissioners Office (FITCO). Work has been underway on all major components of the project, including developing the FITAA's regulations, setting up the Commissioner's Office, and developing a quality, enduring IT solution that will allow regulated persons to easily submit the required information and let Canadians search through published declarations. The Department's work to build the office, which remains ongoing, is substantial in both scope and complexity. It directly supports the Government of Canada's commitment to make foreign influence activities transparent and reduce the space for malicious actors to engage in foreign interference.
• Provided ongoing leadership in international and whole-of-government strategies, plans, and efforts, via the National Counter Foreign Interference Coordinator (NCFIC), to counter foreign interference and address transnational repression (TNR). For example, the NCFIC engaged with international partners through bilateral and multilateral fora such as the Five Country Ministerial, for which Canada holds the 2025 Presidency of the G7. In support of this work, the Department co-led the development of a G7 Leaders' Level initiatives to address TNR and co-hosted a G7 Dialogue with Global Affairs Canada for G7 members, associated member countries, and civil society organizations. This work yields tangible results for Canadians by fostering a common understanding of TNR, raising awareness, building societal resilience, setting priorities for future work, and promoting accountability to increase the costs for those who engage in acts of TNR. Public Safety Canada will continue to lead on additional work on TNR, including a G7 framework for a coordinated response and toolkit of best practices. Domestically, the NCFIC also worked with federal partners to deliver counter-TNR workshops to engage with diaspora communities vulnerable to TNR, and provide them with practical knowledge to protect themselves and build resilience to FI and TNR threats. These efforts enhanced Canada's national security posture by building resilience within vulnerable communities.
• Delivered a total of 57 Safeguarding Science workshops via the Research Security Centre that focused on risks associated with sensitive research and mitigation measures to protect valuable research. Through these workshops, the Centre was able to reach 3,996 participants, including frontline researchers, federal scientists, and university administrators. When surveyed about the usefulness of the workshops, 82% of participants agreed that the webinar content matches their needs and a further 83% of participants plan to apply the knowledge they acquired from the workshops to their work.
• Organized informal sessions via the Research Security Centre to transmit key information on relevant Government programs initiatives or policies, specific topics of interest, and forthcoming policies on research security. These information sessions were organized in conjunction with partners within the Government of Canada (e.g. Canada Border Services Agency and Global Affairs Canada) and touched on a variety of topics including export controls and sanctions. These sessions were socialized through a community of practice of research security officers within Canada's universities and helped them to make contacts within the Government of Canada who they can reach out to when they have questions. Universities in Canada have taken the information we have presented and used it to further inform their researchers and develop policies to ensure compliance with Canada's export controls and sanctions regimes.
• Coordinated advice for 21 federal research grant applications via the Research Security Centre that were referred for an evaluation of national security risks. Of these, 6 were consistent with applications that have risks that could be mitigated and 7 were consistent with applications that were unmitigable. For the mitigable applications, the Research Security Centre suggested mitigations that Canada's granting councils would make a condition for funding. Some mitigations include further training for the research team, changes to relationships with private sector partners, or changes to suppliers for critical components or technologies involved in the research project. These evaluations ensured that national security considerations were included in the grant decision making process, and any risks were mitigated appropriately.
• Contributed to implementing the Named Research Organizations List and the Sensitive Technology Research Areas List for the Policy on Sensitive Technology Research Affiliation of Concern, in collaboration with federal partners. These measures provide researchers with information on where the major threats to research security emanate from in the most transparent way possible using a list-based approach. Researchers who are working in areas enumerated on the Sensitive Technology Research Areas List and who are affiliated with or receive funding or in-kind support from a Named Research Organization will no longer be eligible to receive federal funding. Both lists were developed by Public Safety Canada, in consultation with experts across the Government of Canada.

Countering economic-based threats to national security

• Convened meetings of the Federal-Provincial-Territorial Community of Practice on Economic-Based Threats to National Security, to share information and best practices. Themes included critical infrastructure, Foreign Direct Investment risk assessment, securing innovation and sensitive technologies. The discussions were instrumental in building awareness of key areas of concern and potential mitigations.
• Published Canada's Sensitive Technology List (STL) on February 6, 2025. The STL lists technologies that are emerging or have novel uses, and that Canada seeks to protect from unwanted transfer to foreign threat actors to the detriment of its own national security and defense. The STL is being used by the Government of Canada to inform work on foreign investment reviews and export controls among other activities. For example, the STL was incorporated into the Investment Canada Act's Guidelines on the National Security Review of Investments. This informs foreign investors on the technology areas the government considers sensitive to national security and defence.
• Continued to coordinate national security reviews under the Investment Canada Act. The Department delivered key analysis in support of the Minister of Public Safety's recommendation to Minister of Industry for foreign investment transactions, and Ministerial recommendation resulted in the Government of Canada making two orders for certain companies to cease all operations in Canada. These reviews ensure that foreign investments are not compromising the Canadian economy and help to reduce national security threats to Canada's economy. In parallel, Public Safety Canada continues to support the implementation of amendments to former Bill C-34: An Act to amend the Investment Canada Act, which received Royal Assent on March 22, 2024, via ongoing international bilateral and multilateral through the G7 engagements to gather best practices and build alignment across jurisdictions.

Cyber Security

• Released a new National Cyber Security Strategy (NCSS) on February 6, 2025. The new NCSS presents the Government of Canada's agile and whole-of-society approach to Canada's national cyber security. The Strategy aims to deter cyber threat actors, strengthen national cyber resilience, and support cyber security innovation. The Department began implementation of three key initiatives under the new NCSS: announcing funding for a new Cyber Attribution Data Centre (CADC) at the University of New Brunswick, which will use the latest intelligence analytics to better understand the origin or nature of cybercrime and will train and equip the next generation of AI cyber security specialists; laying the groundwork to create the Canadian Cyber Defence Collective, which will create new public-private partnerships to address national-level cyber security challenges, policy priorities, and cyber operations; and preparing the launch of the Cyber Security Cooperation Program (CSCP) 2025. The NCSS is part of the government's ongoing commitment to strengthening national cyber resilience and supporting innovative, community-driven solutions.
• Steered Bill C-26: An Act respecting cyber security, amending the Telecommunications Act and making consequential amendments to other Acts through the Parliamentary process, which passed through the House of Commons in June 2024 with near unanimous consent and was subsequently passed by the Senate in December 2024. Following the January 2025 prorogation and subsequent dissolution in March 2025, the Bill died on the order paper while awaiting for the House of Commons concurrence on a clerical amendment passed by the Senate. The Bill was reintroduced with only minor changes for consistency and to fulfil the Senates intent to ensure coordination with the Countering Foreign Interference Act as Bill C-8: An Act respecting cyber security, amending the Telecommunications Act and making consequential amendments to other Acts on June 18, 2025. Once in force, the legislation is envisioned to protect Canadians and form the foundation for securing Canada's critical infrastructure against evolving cyber threats as part of Canada's continuous efforts to improve national cyber security posture.
• Engaged regularly with Canadian Government organizations, the private sector, and other countries through presentations, consultations, and the development and participation in exercises, including to socialize the Federal Cyber Incident Response Plan (FCIRP). This included participation in NATO Cyber Coalition 2024 and preparation for Locked Shields 2025. The Department also helped shape the scenario for Natural Resources Canada's Energy Command 2025 exercise and joined team Canada for a Counter Ransomware Initiative Tabletop exercise organized by the U.K and Singapore. These engagements enhanced collaboration with allies and capacity-building on cyber security resilience. Finally, an initial round of presentations on the FCIRP in 2024 led to frequent and sustained engagement with a broad cross-section of stakeholders from the financial sector that is ongoing.

Other Commitments

• Reviewed all currently listed entities that fell under the legislated timeline for review before June 21, 2024. In total, the Department reviewed 47 listed terrorist entities, with the listing of 46 being renewed. One entity was delisted, as it was assessed that the group is defunct. Public Safety Canada with its partners also recommended the listing of ten new entities, including seven transnational organized crime groups.
• Continued to lead the Domestic Ransomware Working Group (DRWG), a working-level interdepartmental effort to ensure Canada has a thorough, cross-cutting understanding of the national security and public safety threat that ransomware poses. The DRWG met on an ad-hoc basis and served as conduit to inform domestic policy direction and support for stronger international collaboration such as leading the creation of the Public-Private Sector Advisory Panel as a part Canada's participation in the U.S.-led International Counter Ransomware Initiative (CRI).
• The CRI Public-Private Sector Advisory Panel (Advisory Panel) was created in consultation with over 20 domestic and international partners. This Advisory Panel brought together national governments, private sector and not-for-profit entities to collaborate and share lessons learned to gain a better understanding of the global ransomware landscape, and to propose innovative solutions to increase cyber hygiene to disrupt ransomware incidents. The creation of the Advisory Panel has led to forging trusting partnerships with domestic and international partners and demonstrated Canada's commitment to addressing one of the most serious cyber issues affecting Canadian critical infrastructure and Canadian organizations.
• Led the development of a comprehensive Memorandum to Cabinet (MC) related to countering terrorism and violent extremism, containing 15 policy, legislative, programmatic, and capacity-related recommendations. The MC was developed in close collaboration with Public Safety Canada Portfolio Agencies and other federal departments and agencies representing Canada's national security and intelligence community. Due to the leadership change in the federal government in January 2025 and the subsequent prorogation of Parliament in March 2025, the MC did not proceed to Parliament.
• Engaged with North American, Oceanic, Japanese, and European partners via bilateral and multilateral fora including the G7, the Five Country Ministerial, the U.S.-Canada Cross-Border Crime Forum, and others, to share experiences and best practices, assess progress on shared national security risks and priorities, and advance shared commitments in areas such as: border security; cyber security; countering foreign interference; violent extremism; and transnational organized crime. This included preparations for Canada's 2025 G7 Presidency; support for the G7 Action Plan to Prevent and Counter Migrant Smuggling; and collaboration at the 2024 U.S.-Canada Cross-Border Crime Forum to make progress on issues of mutual concern, including law enforcement information sharing, malign foreign interference, combating gun and drug trafficking, and online hate crimes. Canada's international engagement supports strengthening relations with other countries, offers a platform to assert our posture globally, reiterates our commitment to work with likeminded states, and enhances our toolkit to best address national security threats. Cooperation with international partners, while prioritizing Canadian sovereignty, contributes to the preservation of our national security.
• Released the $1.3 billion Canada's Border Plan to bolster security at the border, strengthen the immigration system, and contribute to ensuring Canada's future prosperity. The Border Plan includes efforts to detect and disrupt the fentanyl trade, introduce new tools for law enforcement, improve operational coordination, expand information sharing, and minimize unnecessary border volumes. Progress to further secure the border has contributed to significant achievements, including a 97% reduction in illegal southbound apprehensions into the U.S. from the June 2024 peak (as of May 2025), investments in border surveillance and detection capacity (e.g., Black Hawk helicopters, drones), increased control and oversight of precursor chemicals, enhanced information sharing with the U.S., the listing of seven transnational criminal organizations as terrorist entities under the Criminal Code, and expanded surveillance at the Canada-U.S. border.
• Supported Canada's ongoing commitment to support Ukraine's sovereignty by deploying highly-skilled police officers via the Canadian Police Arrangement, and reiterated support for Ukraine alongside G7 allies. Canadian police officers conducted numerous training sessions in Ukraine including immediate action rapid deployment, leadership development for school safety supervisors, and trauma response capacity building.
• Continued its contribution to Canada's integrated response to the crisis in Haiti. Through the Canadian Police Arrangement, Canadian police officers provided specialized and tactical training to the Haitian National Police.
• Implemented initiatives under Canada's Indo-Pacific Strategy in conjunction with other government departments. Public Safety Canada has conducted scoping missions and follow-up engagements with 6 priority countries and was invited to participate in 5 regional events this year, in addition to regular bilateral meetings with regional partners. Four new countries were engaged on cyber security under this initiative. All these engagements provided an important opportunity to share lessons learned on Canadian cyber security policy development and implementation, and increase Canada's awareness of the regional threat environment, supporting increased cyber resilience. Public Safety Canada has also conducted significant analysis of the insights gained from regional policy discussions in order to develop tools to further enhance cyber resilience both in the Indo-Pacific and Canada, and identify areas for further development of Canada's domestic cyber policy.
• Met with stakeholders from the private sector, industry, advisory committees, federal departments provincial and territorial governments to discuss the renewed approaches for Canada's critical infrastructure (CI) security and resilience. Over this period, more than 45 meetings were held with a diverse range of CI stakeholders across the country. This period of engagement sought to validate the vision and possible way forward for a renewed approach to CI. These successful meetings allowed the Department to identify cross-sector trends, and establish constructive working relationships. This work notably considered the changing geopolitical and threat landscape, consistent with the policy approaches of Canada's closest allies (including the Five Eyes).

In addition to the commitments described in the 2024 to 2025 Departmental Plan, the Department also achieved the following related to the Authorization Regime:

• Led the implementation and ongoing administration of the Authorization Regime, to operationalize Bill C-41, An Act to amend the Criminal Code and to make consequential amendments to other Acts in close coordination with partnering departments and agencies. This included publicly launching the Authorization Regime in June 2024, to facilitate a process for Canadians and Canadian organizations to obtain a shield from criminal liability for unavoidably benefiting a terrorist group when conducting specified aid activities in terrorist-controlled regions. As of March 21, 2025, the Government of Canada had received 14 applications for authorizations, from which two authorizations were granted.
• Published two key reports, the 2023 Annual Report of the Minister of Public Safety Concerning Criminal Code sections 83.031 to 83.0391: A Regime to Authorize Certain Activities in a Geographic Area that is Controlled By a Terrorist Group in April 2024, and the 2024 Comprehensive Review Report of the Minister of Public Safety Concerning Criminal Code sections 83.031 to 83.0391 and their operation: A Regime to Authorize Certain Activities in a Geographic Area that is Controlled By a Terrorist Group in December 2024. These reports, together, provided a transparent account to Canadians on the progress, challenges, lessons learned, and project direction, of the Department towards the implementation and administration of the Authorization Regime.

Key risks

In support of its efforts towards raising awareness of and reducing national security threats, Public Safety Canada deployed resources towards the mitigating risks. Specifically, the Department invested in digital talent and expertise and realigned IT services to bolster cyber security capacity, support transformation and innovation projects, and improve service delivery. These efforts enhanced the Department's ability to deliver secure, modern digital services and supported the implementation of key transformation initiatives, including improvements to cyber resilience.

Resources Required to Achieve Results

Table 2 provides a summary of the planned and actual spending and full-time equivalents (FTEs) required to achieve results.

The Finances section of the Infographic for Public Safety Canada on GC InfoBase and the People section of the Infographic for Public Safety Canada on GC InfoBase provide complete financial and human resources information related to its Program Inventory.

Related Government Priorities

This section highlights government priorities that are being addressed through this core responsibility.

Gender-based Analysis Plus

• Canada's Third National Action Plan on Women, Peace, and Security: Achievements against these commitments can be found in the Annual Progress Reports shared on Global Affairs Canada's website.

United Nations (UN) 2030 Agenda for Sustainable Development and the UN Sustainable Development Goals

More information on Public Safety Canada's contributions to Canada's Federal Implementation Plan on the 2030 Agenda and the Federal Sustainable Development Strategy can be found in our Departmental Sustainable Development Strategy.

Canada's Third National Action Plan on Women, Peace and Security

More information on Public Safety Canada's commitments to Canada's Third National Action Plan on Women, Peace and Security can be found in our Implementation Plan for Canada's National Action Plan on Women, Peace and Security – 2023 to 2029. Achievements against these commitments can be found in the Annual Progress Reports shared on Global Affairs Canada's website.

Program Inventory

National Security is supported by the following programs:

• National Security Leadership
• Critical Infrastructure
• Cyber Security

Additional information related to the program inventory for National Security is available on the Results page on GC InfoBase.

Core responsibility 2: Community Safety

In this section

• Description
• Quality of Life Impacts
• Progress on Results
• Details on Results
• Key Risks
• Resources Required to Achieve Results
• Related Government Priorities
• Program Inventory

Description

Public Safety Canada provides national coordination to help Canadian communities and stakeholders respond to crime and build community resilience, promote the safety and security of Canadian communities and institutions, enhance the integrity of Canada's borders, and support the provision of policing services to Indigenous communities.

Quality of Life Impacts

This core responsibility contributes to the "Good Governance" domain of the Quality of Life Framework for Canada. More specifically, through the activities outlined in the core responsibility description and planned to achieve its objectives, this core responsibility contributes to the following indicators: "Confidence in institutions", "Indigenous self-determination", all but "household emergency preparedness" under the "Safety and Security" sub-domain, and all of the indicators under the "Justice and Human Rights" sub-domain.

Progress on Results

This section presents details on how the department performed to achieve results and meet targets for Core responsibility 2: Community Safety. Details are presented by departmental result.

Tables 3, 4, and 5 provide a summary of the target and actual results for each indicator associated with the results under Community Safety in the last three fiscal years.

The Results section of the Infographic for Public Safety Canada on GC InfoBase provides additional information on results and performance related to the Program Inventory.

Details on Results

The following section describes the results for Community Safety in 2024 to 2025 compared with the planned results set out in Public Safety Canada's Departmental Plan for the year.

Results Achieved

Firearms and gun control

• Brought into force several policy and legislative measures, including enhanced requirements to import firearms barrels, handgun slides, cartridge magazines, and ammunition and new offences for trafficking; a temporary license suspension regime to require an individual's licence to be suspended if the Chief Firearms Officer suspects them to no longer be eligible to hold a licence; and enhanced licence revocation and ineligibility measures with proposed regulations to support implementation pre-published in the Canada Gazette Part I on March 8, 2025. Taken together, these measures aim to strengthen the firearms regime and protect those in danger from firearms violence.
• Developed and implemented an awareness campaign in support of the new "Red Flag" laws, including public legal education, publications, a national webinar and launch of call for proposals for funding contribution program. The "Red Flag" Awareness Initiative 2025 launched on February 19, 2025, which provides funding to support projects that helps disseminate and socialize e information about on "Red Flag" laws among individuals and supporting organizations. The campaign webinar, held on February 25,2025, drew 297 people registrants from more than 210 organizations, with 161 participants attended the session from across Canada on February 25, 2025.
• Re-classified 503 makes and models of semi-automatic firearms and their variants as prohibited to remove assault-style firearms from Canadian communities that are no longer suitable to civilian use.
• Launched the Assault-Style Firearms Compensation Program (ASFCP) for businesses which provided fair compensation for over 12,000 assault-style firearms (ASFs) and 14,000 devices prohibited in May 2020. As of March 30, 2025, businesses had submitted over 8,600 claims^{Footnote 47} for prohibited firearms through the program. The ASFCP is consistent with the March 2023 Mass Casualty Commission Final Report's recommendation that "the federal government take steps to rapidly reduce the number of prohibited semi-automatic firearms in circulation".

Policing in Indigenous Communities

• Worked with key partners, such as the First Nations Chiefs of Police Association, First Nations Police Governance Council, as well as provinces and territories, to build consensus on the scope of the legislation that would recognize First Nations police services as essential services. In Fall 2024, a shared vision of the legislation was outlined in proposed elements, which incorporated feedback received from First Nations as outlined in the final engagement report conducted on behalf of the Department, led by the Indigenous Leadership Development Institute (ILDI). Insights gained from this process will also inform reforms to the First Nations and Inuit Policing Program (FNIPP) and the First Nations and Inuit Policing Facilities Program (FNIPFP). This includes ongoing work to streamline and modify program terms and conditions to better support First Nations and Inuit police services.
• Collaborated when possible with Métis leadership to advance work on the co-development of a Justice and Policing Sub-Accord, as per the United Nations Declaration on the Rights of Indigenous Peoples Act Action Plan. Some of the work was paused due to changes in leadership, alongside membership representation, within the Métis National Council and is anticipated to resume in 2025 to 2026.

Law Enforcement Reform

• Finalized and published the Contract Policing Assessment "What We Heard" Report on May 27, 2024, summarizing feedback from contract jurisdictions and partners on what works well and what needs improvement with contract policing, and to help develop a vision of what contract policing could look like after the expiry of the current contracts in 2032. Building on this assessment, Public Safety Canada also established a Federal-Provincial-Territorial (FPT) committee to inform 2032 Police Service Agreement renewal approaches and processes and published a report to help inform the future of the federal role in funding and delivering policing in Canada. The Department continues to engage with existing FPT tables where updates and discussions related to both the future of contract policing beyond 2032 as well as bolstering federal policing capacity take place on a regular basis.
• Continued to work, alongside the Royal Canadian Mounted Police (RCMP) and PT and municipal partners that have served notice to terminate Municipal Police Service Agreements to plan, negotiate, and implement seamless municipal police transitions that prioritize the continuity of policing to ensure public and officer safety. This work included renewing and extending Memoranda of Understanding with implicated regions to organize governance and enhance operational transition-planning. The Department also worked with the province of Newfoundland and Labrador to support a provincially-led geographic policing transition of part of the RCMP provincial police boundary to the Royal Newfoundland Constabulary, and tabled in Parliament two new Municipal Police Service Agreements with effective dates of April 1, 2025, for the Town of Wolfville, Nova Scotia and the Town of Diamond Valley, Alberta.
• Dedicated $50 million of federal funding over five years to establish the Parliamentary District Policing Program, in response to recommendation #24 of the final report of the Public Order Emergency Commission. The PDPP was publicly announced in March 2025, but throughout 2024 to 2025, funding was dispersed allowing the Ottawa Police Service (OPS) to staff 16 full-time positions and filled 1 temporary assignment. OPS's Parliamentary Resource Team engaged with federal agencies, businesses, and community groups; participated in joint exercises with Parliamentary Protective Services (PPS) while the Parliamentary Resource Team supported approximately 298 demonstrations and events; conducted approximately 400 outreach engagements; and increased collaboration with PPS, including through joint exercises.
• Continued to lead interdepartmental coordination to advance the initiatives identified in the federal response to the MCC, including working closely with the Province of Nova Scotia to develop a comprehensive FPT engagement strategy. Public Safety Canada continues to engage with existing FPT tables on recommendations of shared interest to continue to advance this important work, which has enhanced the intergovernmental collaboration and coordination called for by Ministers. Updates on this work were presented regularly to the Progress Monitoring Committee.

National Strategy to Counter Radicalization to Violence

• Led, via the Canada Centre for Community Engagement and Prevention of Violence (Canada Centre) the National Strategy on Countering Radicalization to Violence (CRV) and advanced the three pillars (building, sharing, and using knowledge; addressing radicalization in the online space; and supporting interventions) via the following results, among others:

Pillar 1: Building, sharing, and using knowledge

• Hosted the Canada Centre's fifth international conference on CRV in Montreal in May 2024. The event brought together more than 400 government, industry, academia, and civil society participants from 16 countries to share best practices in countering radicalization to violence. Conference takeaways assisted governments of all levels, researchers, industry and practitioners in improving their ability to deliver programs and policies.
• Organized and supported five online and in-person knowledge-sharing events with national and international key stakeholders with more than 350 attendees. These events included the Canada Centre's Work-In-Progress webinars series and a two-day international symposium in partnership with the Canadian Network for Research on Security, Extremism and Society (CANSES) covering topics such as strengthening multi-sectoral collaboration between CRV and criminal justice experts, enhancing online support pathways for preventing violent extremism, and strengthening youth-focused resilience against hate and violent extremism. Post-event surveys indicate that participants consistently reported strong learning outcomes and valuable engagement opportunities. A large majority (96%) agreed that the content was of high quality, and 93% found the events useful or very useful. These findings suggest that the events effectively supported capacity-building and fostered collaboration among stakeholders.
• Directly funded state of the art evidence reviews, through the Campbell Collaboration, in collaboration with international partners who are funding additional reviews on effective interventions to prevent and counter radicalization and violent extremism and their harmful impacts. A key publication was the systematic review, titled Exposure to hate in online and traditional media: A systematic review and meta-analysis of the impact of this exposure on individuals and communities which examined the consequences, across the aggregated studies' results, of exposure to hate in media on how we think, feel, and act. This study emphasizes the importance of considering this exposure in policy-making and considering policy-making which is more holistic than just the content of hate speech.
• Expanded stakeholder outreach through the creation of an Engagement Team, guided by a Strategic Plan, which has identified stakeholders in underserved parts of Canada. In the first phase of implementation, the Canada Centre coordinated a capacity building workshop for over 30 youth-serving organizations in Atlantic Canada. The Canada Centre has also been expanding outreach across sectors including with all orders of government, professional associations, local stakeholders, front-line practitioners, networks and working groups, civil society organizations, law enforcement, researchers, and through international advocacy and leadership, resulting in knowledge sharing and multi-sectoral collaboration.

Pillar 2: Addressing radicalization to violence in online spaces

• Led Canada's engagement collaborating with international partners on countering violent extremism, including with Five Eyes allies, and through international organizations including the Global Internet Forum to Counter Terrorism (where Canada is one of six governments on its Independent Advisory Committee) and the Christchurch Call to Action to inform and support policies to eradicate terrorist and violent extremist content online. For example, the Canada Centre supported the Christchurch Call to Action to transition into a non-governmental organization and explored funding opportunities in the field of artificial intelligence, and at the intersection of violent extremism and misogyny.

Pillar 3: Supporting frontline intervention

• Through continued implementation of the Community Resilience Fund (CRF), Public Safety Canada invested $18.4 million to support efforts to prevent and CRV. New projects included the creation of a national, multi-university partnership called the CANSES, to foster communication, collaboration, and knowledge sharing between researchers and practitioners, law enforcement and national security, and government policy- and decision-makers. For example, in March 2025, CANSES hosted a symposium on 'Corrections and Countering Violent Extremism,' which has already led to new efforts to improve communication and collaboration between corrections and countering radicalization to violence professionals.

Other Commitments

• Continued to advance the development of the National Strategy to Reduce Gun and Gang Violence, in collaboration with provincial and territorial partners by conducting extensive external stakeholder engagements (i.e., municipalities, Indigenous communities, academia, and non-governmental organizations) to further inform the development process, with the end objective remaining to provide a unified yet flexible approach to address gun and gang violence.
• Continued to work with all eligible recipients in the administration of funds under the Initiative to Take Action Against Gun and Gang Violence (ITAAGGV), with the Gun and Gang Violence Action Fund (GGVAF) and the Youth Gang Prevention Fund (YGPF) recipients having received $79.5 million for the 13 GGVAF and 5 YGPF projects funded. Recipients reported that their projects were producing positive impacts relative to their objectives and to the communities, populations or stakeholders served by their project. The positive results of the supported projects contributed to advancing the prevention of crime in populations most at-risk of entering or being affected by gang activity. For instance, some provinces have used GGVAF funds to pursue or launch prosecutions victims/witness assistance programs to deliver coordinated, wrap-around services and supports to meet the needs of victims of gun and gang related crime, increase the capacity to deliver services, and enhance expertise of staff. Support to these witnesses/victims increases the likelihood of successful prosecutions in these types of court cases. Funds were also available to address the increased links between gun and gang violence and auto theft, and bolster bail hearing capacity for gun and gang violence offences.
• Advanced the former Bill C-20, An Act establishing the Public Complaints and Review Commission and amending certain Acts and statutory instruments through Parliament, to Royal Assent on October 31, 2024, and continued to advance policy efforts to implement the Coming into Force (CiF) of the associated Public Complaints and Review Commission (PCRC) Act. Once in force, the Act will establish an external review body responsible for reviewing public complaints and conducting investigations into both the Royal Canadian Mounted Police and the Canada Border Services Agency (CBSA). The establishment of the PCRC closes a long-standing accountability gap by making the CBSA subject to external review for the first time. The Department also began to develop potential regulations and plans to undertake consultation with external stakeholders to identify regulations that would serve to support effective operationalization of the PCRC at CiF, and aim to enhance accountability and the efficiency of the complaints process for the public.
• Continued work with U.S. counterparts, federal partners, transportation facility operators and carriers to operationalize Preclearance at rail stations, ferry crossings, cruise terminals and airports. Public Safety Canada advanced the implementation of U.S. preclearance operations at Billy Bishop Toronto City Airport, Canada Place Cruise Terminal, and the Pacific Central Rail Station in Vancouver in the short term. The Department continues to support the Province of British Columbia's efforts to modernize the Victoria Belleville Ferry Terminal with the goal to of seeing preclearance operationalize preclearance by the 2029 sailing season.
• Initiated the review of the Preclearance Act, 2016 in August 2024. Between August 2024 and March 2025, the Department undertook a competitive procurement process to identify an independent party to conduct the review. It is expected the review will be completed by the end of fiscal year 2025 to 2026 and, once completed, a report will be introduced in Parliament.
• Continued investing in funding programs to support positive outcomes for at-risk youth. Nearly $80 million was invested in the Building Safer Communities Fund (BSCF), supporting municipalities and Indigenous Communities to bolster gang-prevention programming to counter the social conditions that lead to criminality. There have been 88 contribution agreements signed to date (including with the Province of Québec; 16 new agreements since 2024 to 2025). Also, the Department invested over $60 million in local, targeted crime prevention initiatives through the National Crime Prevention Strategy (NCPS), including approximately $34.9 million under the Crime Prevention Action Fund and $5.7 million for agreements under the Northern and Indigenous Crime Prevention Action Fund. These community-based initiatives engaged at-risk youth populations in crime prevention interventions to reduce risk factors and build protective factors. Finally, the Department acquired custom data tables from Statistics Canada related to cyberbullying behaviours amongst youth, and published information on Cyberbullying, cybervictimization, and cyber hate (e.g., prevalence, where it happens, how young adults protect themselves, and who perpetrates it) to share information with Canadians via knowledge mobilization products. Particular attention was paid to the experiences of girls and young women, members of racialized groups and 2SLGBTQQIA+ communities, Indigenous youth, and persons with disabilities.
• Launched, in Fall 2024, a call for applications under the NCPS, which includes the Youth Gang Prevention Fund (YGPF), the Crime Prevention Action Fund (CPAF), and the Northern and Indigenous Crime Prevention Fund (NICPF) with an estimated $123.4 million over five years. The Department is currently in the process of selecting successful projects. Selected projects will specifically target one of the following populations: Indigenous youth; racialized youth; youth at risk of committing violence; or youth who have had repeat contacts with the criminal justice system. The call received 583 applications requesting a total of $1.6 million. It is anticipated that the successful projects will start in 2025 to 2026.
• Launched a continuous intake process under the new Canada Community Security Program (CCSP) (which replaces and enhances the Security Infrastructure Program). Supported 162 agreements between April 1, 2024 and March 31, 2025. 86% of program recipients reported that the population using the facility feels an increased sense of security as a result of the project. In addition, 77% of recipients indicated that there have been no new incidents of hate-motivated crime at their facility since project completion.
• Implemented program changes to enhance the responsiveness of the CCSP, based on feedback from organizations and partners. These included: expanding the list of eligible recipients and activities; increasing the federal cost-share from 50% to 70%; and reducing application requirements. In addition, ongoing annual funding was increased, and a continuous intake process was introduced. The launch was supported by significant regional outreach and information sessions, and in 2024–25, the program focused on reducing administrative burden and processing applications faster than in previous years. As a result of these enhancements, communities are now able to apply for funding under the CCSP at any time throughout the year, allowing for the evolving needs of communities to be met in a timely manner, especially during heightened risk. In addition, a broader range of organizations can now access CCSP funding to strengthen the security of their community gathering spaces with reduced financial burden. Public Safety Canada continues to work with communities in the administration of funds under the CCSP to protect spaces utilized by communities at risk of hate-motivated crime.
• Continued to improve and expand engagement with community organizations and stakeholders through various avenues including internal and external partnerships (e.g., law enforcement and non-governmental organizations, such as the Strong Cities Network, the Canadian Centre for Safer Communities (CCFSC), Jewish community organizations, and members of the National Associations Active in Criminal Justice) and via the development of the new Canadian universities research network. Engaging regularly with partners such as the SCN and the CCFSC on Community Safety and Wellbeing approaches and jurisdictional priorities helped to inform the Department's continued program and policy direction on crime prevention. Meetings with members of the National Associations Active in Criminal Justice, including both formally in informally, fostered collaboration on emerging issues within the criminal justice system, and helped inform the department's understanding of gaps and actions needed in these areas. Public Safety Canada also met with various Jewish community representatives including leading up to the March 6, 2025 National Forum on Combatting Antisemitism. These engagements let to tangible outcomes, including federal commitments to combat antisemitism.
• Co-hosted, with the Department of Justice, a National Forum on Combatting Antisemitism. The forum took place in Ottawa on March 6, 2025, and brought together Jewish community representatives, provincial, territorial and municipal leadership, law enforcement, and prosecutors to discuss the growing public safety threat of antisemitism. As a demonstration of commitment, many partners endorsed a Statement of Intent to address hate crimes targeting the Jewish community, affirming the collective responsibility to combat all forms of hate-motivated crimes through decisive, coordinated, and focused actions. The Government of Canada also announced several commitments to combat hate and support communities at risk of hate-motivated crimes, including: the development of National Commitments to Combat Antisemitism, and up to $10 million in additional funding through the Community Resilience Fund (CRF). Newly funded initiatives focused on building local partnerships to address extreme forms of hate and social polarization, supporting practitioners in underserved regions, delivering youth programming in schools and communities, and implementing evidence-based digital interventions to counter harmful online narratives, and engagement on the National Commitments remain ongoing.
• Continued work with successful applicants of the 2023 to 2024 National Call for Applications under the Indigenous Community Corrections Initiative (ICCI) (a key initiative under the Federal Framework to Reduce Recidivism), to develop their reintegration and alternatives to incarceration projects. Applicants were notified of their assessment results and eligibility for project development in October 2024, and project development with successful applicants was ongoing as of March 31, 2025. Work completed this year led to two signed contribution agreements, including one project to fund a First Nation to build their own judicial department with qualified staff to provide reintegration support, restorative measures, and alternatives to incarceration, to promote and enhance the protection and safety of their community members. Implementation of the remaining projects under development for funding by the ICCI is anticipated to begin in 2025 to 2026, including with projects under the ICCI's renewed and expanded reach and scope to create more tailored opportunities for 2SLGBTQQIA+ people and women.
• Supported the Department of Finance's leadership role for the Canada Financial Crimes Agency proposal via the Financial Crime Coordination Centre (FC3), including sharing information on law enforcement considerations and its experience on the file. These efforts were foundational to the Department of Finance's work to finalize the proposal over the past year.
• Maintained readiness to support the Parliamentary Review of the Proceeds of Crime (Money Laundering) and Terrorist Financing Act, which was launched by the Standing Committee on Finance in February 2024 and is delayed amid interruptions in the parliamentary calendar.
• Completed a Policy Brief via the FC3 examining criminal asset recovery in Canada, and which identified legal, policy, resource and operational challenges which impede recovery outcomes, and proposed options to improve asset recovery outcomes. These include establishing a strategic plan to prioritize asset recovery, enhancing annual reporting to improve decision-making and public awareness, and developing capacity and expertise through retention and recruitment strategies. These recommendations remain under consideration by the Regime. FC3's work to advance policy proposals based on the findings and recommendations of these two papers is ongoing.
• Hosted the 2025 Spin Cycle Summit through the FC3, convening over 1,650 practitioners from across Canada's public sector, law enforcement, regulatory, and prosecutorial communities. The Summit focused on advancing a shared understanding of the evolving landscape of financial crimes, with a particular emphasis on money laundering threats, typologies, and countermeasures. Participants engaged with cutting-edge insights and resources, further supported by FC3's Knowledge Hub Portal. Feedback was overwhelmingly positive with participants highlighting the uniqueness of the event in Canada, and the usefulness of the information provided.
• Worked jointly with the Department of Finance, via the FC3, to establish the Integrated Money Laundering Intelligence Partnership in support of Canada's Border Plan, which will, once fully operationalized, support the permissible sharing of money laundering and organized crime intelligence between law enforcement and Canada's big banks.
• Advanced the National Strategy for the Protection of Children from Sexual Exploitation on the Internet to ensure the protection of children from sexual exploitation, including online, via:
  • Engaging in-person with 135 teachers and 2,713 students from Grades 7 and 8 in Nova Scotia schools through an Online Dangers school roadshow aiming to help students better understand how someone who is experiencing cyberbullying or online child sexual exploitation (OCSE) might feel, shows potential warning signs, and offers resources (Cybertip.ca and Kids Help Phone) they need to try and stay safer online. Results showed that students felt better equipped to make safer choices in the digital world and appreciated the practical tips and tricks in the experience.
  • Hosted a three-part webinar series entitled "Protecting Children in Online Gaming", attended by over 750 participants, including criminal justice professionals, 43 game designers and digital industry associations, as well as parents, caregivers and educators in Canada and abroad. The webinar series focused on strategies to protect children from sexual exploitation and abuse within online gaming environments (often used by perpetrators to make initial contact with children and youth before moving to other platforms, leading to increased risk of harm, including OCSE), and providing practical guidance and expert perspectives. Post-webinar surveys indicate that 81% of participants agreed the webinars increased their knowledge of OCSE and its connection to online gaming, while 78% noted that they gained a deeper understanding of opportunities and risks for children regarding online gaming and related mitigation strategies, and 80% felt more confident in discussing online gaming safety with children under their care.
  • Finalized the renewal of contribution agreements with provincial and municipal Internet Child Exploitation (ICE) units, ensuring that local law enforcement has the capacity to detect and respond to cases of OCSE and safeguard victims. The funding is helping local police services manage their caseloads more effectively and maintain timely investigations. Funded ICE units noted having the ability to hire and train new staff and acquire advanced digital forensic hardware and software enabling police services to expedite the analysis of digital evidence, as a result of which they were able to significantly reduce their backlog. For example, British Columbia ICE unit was able to complete 439 investigations and identify 65 victims. Another example of a successful achievement is Project STEEL, led by the Ontario Provincial Internet Child Exploitation Strategy, a funding recipient. This collaborative effort, which took place from February 17 to 28, 2025, addressed numerous OCSE cases reported to police, leading to multiple arrests and the dismantling of organized child exploitation networks.
  • Led the development of the Statement on Bridging Government Efforts and Elevating Survivors' Voices along with Five Country Ministerial partners, which spurred further efforts for better, more meaningful, and ongoing engagement of victims and survivors in future government responses efforts to combat transnational online child sexual exploitation. In Spring 2025, under Canada leadership, Five Country officials started collaborating with survivor advocates to develop an engagement framework which, once approved, will guide all engagement efforts with Victims and Survivors at the Five Country level.
  • Led, since June 2024, the G7 Child Sexual Exploitation and Abuse Working Group, which met bimonthly to advance the implementation of the G7 Action Plan to Combat Child Sexual Exploitation and Abuse. The Working Group focused its efforts on two priorities: victims and survivors engagement and generative artificial intelligence, and mapping related initiatives from member countries to identify and better understand gaps and opportunities to showcase leadership. In recent bilateral meetings with members, country representatives have commended Canada for its leadership and dynamic chairing of the working group, allowing for the sharing of best practices and reaching consensus on G7 positioning in the fight against OCSE.
  • Supported the Centre for Addiction and Mental Health's Talking for Change program, which provides digital support for bystanders and for individuals concerned about their sexual attraction to children or who are worried about engaging in online or offline offending involving a child. This program helps create safer environments for Canadian children by providing fully resourced, accessible, anonymous and confidential helpline support. Overall, 339 people were anonymously supported during the 2024 to 2025 reporting period, including 168 first-time help-seekers and 23 people referred by a mental health professional. Sixty help-seekers were further referred to in-person services, 35 of which were actively in treatment as of March 31, 2025.
• Continued to lead the whole-of-government National Strategy to Combat Human Trafficking 2019-2024 (National Strategy), including through the completion of a Horizontal Evaluation of the National Strategy to Combat Human Trafficking, which confirmed the continued need for the National Strategy to prevent the trafficking of individuals, support victims and survivors, and improve Canadian law enforcement's ability to apprehend and prosecute perpetrators. Other efforts included:
  • Conducted a series of engagement sessions with domestic and international stakeholders which continues to inform the renewal of the National Strategy (ongoing as of March 2025). Public Safety Canada and federal partners solicited input from stakeholders (e.g., victims, survivors and those with lived experience; representatives from non-governmental organizations; Indigenous organizations; law enforcement agencies; frontline service providers; different levels of government; academia; civil society; and the private sector) to gain insight on issues, gaps, and challenges affecting Canada's ability to counter human trafficking, to identify actions to address these issues, and to ensure the renewed federal approach to combatting human trafficking remains effective and modern. Insights from the engagements emphasized key priorities such as addressing all forms of human trafficking, supporting populations experiencing increased risk, and employing international best practices and technological advancements.
  • Appointed, in January 2025, a Chief Advisor on Human Trafficking, who began work to engage with key domestic and international stakeholders and Indigenous partners, increase awareness of human trafficking and provide recommendations to the Minister of Public Safety on efforts to combat this crime. The Chief Advisor will also advance the Calls for Justice related to human trafficking, following the National Inquiry into Missing and Murdered Indigenous Women and Girls.
  • Provided more than $2 million in funding to 15 organizations through the Contribution Program to Combat Serious and Organized Crime (CPCSOC). While the projects are on-going, preliminary data has found the projects reached over 3000 participants, providing over eighty services in over thirteen categories such as mentoring, counselling, life skills training, housing support, and substance abuse treatment, helping them regain control over various aspects of their lives. Funding was also provided to pilot projects that aim to increase awareness of human trafficking among at-risk youth. The Department also provided funding to support the Canadian Centre for Child Protection for the operation of Cybertip.ca, which processed 29,505 reports in 2024, and Project Arachnid, which processed over 174 billion images and issued over 127 million take down notices to internet providers since its inception.
  • Continued to support, through the CPCSOC, the Canadian Centre to End Human Trafficking in its continued operation of the Canadian Human Trafficking Hotline; and their ongoing public awareness efforts. The Hotline is a confidential, multilingual (200 different languages, including 27 Indigenous languages), cross-national service operating 24/7 to connect victims and survivors with social services, law enforcement, and emergency services, as well as receive tips from the public. Between April 1, 2024 and December 31, 2024, the Hotline received 3,901 substantive signals which includes Hotline calls, web chats, web forms and emails. Please note that not all substantive signals correspond to human trafficking cases; they could include requests for information, domestic violence situations, etc. During this time, the Hotline provided 1,181 service referrals, of which 342 were provided to individuals associated with a trafficking case. These services included: supportive counselling, shelter/housing, case management, legal aid, addiction support and treatment, financial support, education/job training and life skills, and clinical mental health treatment, among others.
• Continued to collaborate with a broad range of stakeholders to combat illegal drug production and trafficking, including law and border enforcement, provinces and territories, and international partners, in support of the Canadian Drugs and Substances Strategy:
  • Collaborated with domestic partners to identify options to disrupt organized crime and synthetic drug production in Canada in support to Canada's Border Plan, which resulted in enhanced technical capacity at the border.
  • Launched a Joint Operational Intelligence Cell on March 3, 2025, in accordance with the Prime Minister's Directive on Transnational Crime and Border Security, to leverage national security intelligence resources to combat fentanyl production and trafficking.
  • Solicited proposals from all provinces/territories interested in establishing a Regional Integrated Drug Enforcement Teams. Teams will be modelled after the U.S. High-Intensity Drug Trafficking Area program to strengthen Canada's capacity to disrupt illegal drug production and trafficking.
  • Continued efforts to expand information sharing with critical international partners through forums like the Canada-U.S. Joint Action Plan on Opioids and the North American Drug Dialogue (NADD). For example, during the eighth meeting of the NADD, Canada, the U.S. and Mexico were joined by representatives of the Netherlands and Belgium as part of a continued effort to expand collaboration with other countries to address our shared illegal drug threats.
  • Finalized work with provinces and territories, and law enforcement, to support consideration of alternatives to criminal penalties for simple drug possession. The Department produced an internal guidance document to support governments in future decision making.
• Contributed to addressing the supply of illegal drugs, including those sourced via organized crime, through domestic and international collaboration and other efforts, including:
  • Contributing to the examination of public safety implications of cannabis legalization through the National Research Priorities for Cannabis meeting hosted by the Canadian Centre on Substance Use and Addiction in partnership with Health Canada and other organizations. The event brought together public health and safety representatives and researchers to discuss the current state of cannabis-related data and research, and to identify national research priorities in response to the recommendations in the 2024 Legislative Review of the Cannabis Act. In particular, Public Safety Canada provided an overview of public safety research priorities over the next five years, including key data and research gaps related to the illegal cannabis market and its enforcement, organized crime group involvement, and the impacts on community safety and drug-impaired driving. As a result of this event, priority areas were identified to inform research, evidence-based decision-making and help mitigate cannabis-related harms while supporting public health and safety goals.
  • Worked in partnership with federal partners and law enforcement to explore ways to implement specific recommendations from the 2024 Legislative Review of the Cannabis Act, aimed to support the enforcement of band bylaws and other laws related to cannabis, as well as training efforts for prosecutors on the laws of First Nations communities. Public Safety Canada established an interdepartmental team and will develop policy options toward advancing this work, aimed to support community safety, bolster law enforcement efforts and mitigate organized crime group activity.
  • Advanced policy research and knowledge through continued support to the University of Montreal (UofM) and University of Toronto (UofT). UofM analyzed various aspects of illicit web merchants, including their payment methods, marketing strategies, and geographic origins. Their report highlights that while the transition to legal cannabis markets continues, the illicit market is persistent and adaptable, and many consumers remain tied to the illicit market due to factors like pricing and product variety. UofT's literature review noted that there are gaps in law enforcement knowledge and expertise in online trafficking of illicit drugs. This information was used to inform policy options toward the renewal of the Cannabis Program and enforcement of the Cannabis Act.
  • Worked with the provinces, territories, the Royal Canadian Mounted Police (RCMP), the Canada Border Services Agency (CBSA) and other partner agencies and stakeholders to prepare the fifth annual report on trends and patterns in drug-impaired driving (DID). This report, once published, will inform Canadians of activities undertaken to address DID and their results, while also raising public awareness about the dangers of DID.
  • Supported an ongoing study on the effects of edible cannabis on simulated driving performance conducted by the Centre on Addiction and Mental Health (CAMH). Results are expected in in the near future, and will support evidence-based decision-making in regard to addressing DID in Canada.
• Released the National Action Plan on Combatting Auto Theft (NAP) in May 2024, and continued to implement the commitments in collaboration with RCMP, CBSA and other key federal departments (i.e., Transport Canada, Department of Justice, Innovation, Science and Economic Development, and Finance), such as:
  • Established a National Intergovernmental Working Group on Auto Theft to coordinate actions, monitor progress and explore new initiatives to combat auto theft and transnational organized crime. The working group held two meetings with federal and provincial partners (September 2024 and March 2025), and National Action Plan status updates were published on October 16, 2024 and March 8, 2025.
  • Established a contribution agreement with the Province of Quebec to bolster capacity of key police services to provide timely referrals, information and actionable intelligence to the CBSA and take custody of stolen vehicles intercepted at ports and rail yards.

In addition to the commitments described in the 2024 to 2025 Departmental Plan, the Department also achieved the following related to the development and implementation of the G7 Action Plan to Prevent and Counter the Smuggling of Migrants:

• Successfully implemented the reporting process for entities and government institutions, as mandated by the Fighting Against Forced Labour and Child Labour in Supply Chains Act. The first reporting deadline was May 31, 2024. Overall, the analysis of the first reporting cycle demonstrates that many organizations have taken actions to identify and address risks of forced labour and child labour, but there is room for improvement. More information on the results of the 2024 reporting cycle is available in the 2024 Annual Report to Parliament. The Department also continued to refine guidance for the second reporting period.
• Supported the development of the G7 Action Plan to Prevent and Counter the Smuggling of Migrants in collaboration with federal and international partners, which was agreed to at the G7 Interior and Security Ministers' Meeting on October 4, 2024. The Plan outlines five key pillars for international collaboration on migrant smuggling: strengthening operational and investigative capacities of law enforcement agencies; strengthening international, judicial and police cooperation; intensified cooperation with third countries of origin and transit of irregular migration flows; prevention and awareness raising; and knowledge and monitoring of this criminal activity. The Department launched an interdepartmental working group, including Immigration, Refugees and Citizenship Canada, CBSA, RCMP and Global Affairs Canada, to track Canada's implementation of the Action Plan. Early results indicate that Canada has work underway for 21 of the 27 (78%) action items under the five pillars, providing a baseline to measure progress over the coming years. Collaborative efforts by G7 partners on delivering the G7 Action Plan were planned for discussion at the June 2025 G7 Leaders' Summit.

Key Risks

To ensure the high level of awareness, engagement and adaptability required to keep Canadians and Canadian communities safe, Public Safety Canada deployed efforts to manage a variety of risks in 2024 to 2025:

• Developed Memoranda of Agreement with Provinces/Territories such as law enforcement contribution agreements to build and enhance capacity to enforce new drug-impaired driving legislation. These contribution agreements supported law enforcement training, data collection, research, procurement of roadside screening equipment and public education campaigns.
• Proactive engaged with U.S. and domestic partners to advance bilateral relations and matters of shared priority (e.g., through joint exercises, the U.S.-Canada Cross-Border Crime Forum, etc.).

Resources Required to Achieve Results

Table 6 provides a summary of the planned and actual spending and full-time equivalents (FTEs) required to achieve results.

The Finances section of the Infographic for Public Safety Canada on GC InfoBase and the People section of the Infographic for Public Safety Canada on GC InfoBase provide complete financial and human resources information related to its Program Inventory.

Related Government Priorities

This section highlights government priorities that are being addressed through this core responsibility.

Gender-based Analysis Plus

• Bill C-21: Public Safety Canada engaged with Indigenous organizations (including National Indigenous Organizations and self-governing and modern treaty First Nations) and external stakeholders (including firearm control advocates and victim support groups) in support of implementation of the enhanced licence revocation provisions. This engagement helped inform the development of regulatory proposals and implementation planning and outreach.
• Federal Framework to Reduce Recidivism Implementation Plan: The Framework Implementation Plan includes a focus on the overrepresentation of Indigenous peoples and Black Canadians in the criminal justice system and includes actions to support their reintegration through culturally appropriate interventions. The Department continued ongoing collaboration with partners to help advance 10 actions included in the Implementation Plan that address overrepresentation, such as the use of Cultural Advisors and Elders to help incarcerated individuals better understand the parole process and reduce incidence of parole revocation.
• National Strategy to Combat Human Trafficking: Completed a Horizontal Evaluation of the National Strategy to Combat Human Trafficking, confirming the continued need for the National Strategy to prevent the trafficking of individuals, support victims and survivors, and improve Canadian law enforcement's ability to apprehend and prosecute perpetrators. Following the evaluation, the Department launched an engagement process to inform the renewal of the National Strategy to Combat Human Trafficking, with a focus on ensuring that future priorities reflect the diverse needs of those most affected by human trafficking and incorporate lessons learned from funded projects. The aim is to have a renewed National Strategy in place by 2026 to 2027. Public Safety Canada also continued to support 15 community-led trauma informed projects which enhanced access to culturally relevant, wrap-around services to help victims and survivors regain independence, prevent revictimization, and support recovery and integration. Several projects specifically targeted those at increased risk of being targeted for exploitation, including Indigenous peoples, 2SLGBTQQIA+ individuals, and racialized communities.
• Anti-Human Trafficking Public Awareness Campaign: Developed and delivered general, multi-lingual human trafficking public awareness products (e.g., advertising and target outreach to Indigenous youth, migrants and new immigrant audiences), which continued to reach Canadian youth, parents of youth, Indigenous youth and parents of youth, migrants, and new immigrant audiences. In early 2024, exploratory focus groups with Indigenous youth and caregivers provided behavioral insights that informed the strategic direction and development of future marketing materials.

United Nations (UN) 2030 Agenda for Sustainable Development and the UN Sustainable Development Goals

More information on Public Safety Canada's contributions to Canada's Federal Implementation Plan on the 2030 Agenda and the Federal Sustainable Development Strategy can be found in our Departmental Sustainable Development Strategy.

Canada's Third National Action Plan on Women, Peace and Security

More information on Public Safety Canada's commitments to Canada's Third National Action Plan on Women, Peace and Security can be found in our Implementation Plan for Canada's National Action Plan on Women, Peace and Security – 2023 to 2029. Achievements against these commitments can be found in the Annual Progress Reports shared on Global Affairs Canada's website.

Program Inventory

Community Safety is supported by the following programs:

• Crime Prevention
• Law Enforcement and Policing
• Serious and Organized Crime
• Border Policy
• Indigenous Policing
• Corrections

Additional information related to the program inventory for Community Safety is available on the Results page on GC InfoBase.

Core responsibility 3: Emergency Management

In this section

• Description
• Quality of Life Impacts
• Progress on Results
• Details on Results
• Key Risks
• Resources Required to Achieve Results
• Related Government Priorities
• Program Inventory

Description

Public Safety Canada works to strengthen national emergency management to help prevent, mitigate, prepare for, respond to and recover from all-hazards events. Public Safety Canada provides resources and expertise to Canadian communities in support of emergency preparedness, disaster mitigation and recovery.

Quality of Life Impacts

This core responsibility contributes to the "Environment" and "Good governance" domains of the Quality of Life Framework for Canada and, more specifically, "Climate change adaptation", and "Natural disasters and emergencies" (Environment) and "Household emergency preparedness" (Good Governance) through all of the activities mentioned in the core responsibility description.

Progress on Results

This section presents details on how the Department performed to achieve results and meet targets under Core responsibility 3: Emergency Management. Details are presented by departmental result.

Table 7 provides a summary of the target and actual results for each indicator associated with the results under Emergency Management in the last three fiscal years.

The Results section of the Infographic for Public Safety Canada on GC InfoBase provides additional information on results and performance related to the Program Inventory.

Details on Results

The following section describes the results for Emergency Management in 2024 to 2025 compared with the planned results set out in Public Safety Canada's departmental plan for the year.

Results Achieved

Building Pan-Canadian Flood Resilience

• Continued working closely with the Canada Mortgage and Housing Corporation (CMHC) and Finance Canada to develop a low-cost flood insurance program, aimed at protecting households at high risk of flooding and without access to adequate insurance. This effort has included various engagements with provinces and territories, industry practitioners, and implicated federal government departments on the design of the program. Work to develop the national flood insurance program is ongoing.
• Continued to work, ongoing as of the end of 2024 to 2025, with Statistics Canada towards a public launch of a centralized flood risk awareness portal which is currently planned for December 2025. The Department has advanced the development of a digital resource, guided by primary research (i.e., user research and usability testing, public interviews and engagement) and secondary research (i.e., scholarly research). A prototype of the digital resource was developed in Fall 2024 and has undergone user experience testing. Integration of the results of the research and testing are underway.
• Completed the Federally Identified Flood Risk Areas (FIFRA; part of the Flood Hazard Identification and Mapping Program (FHIMP)) datasets, which provide Canada-wide, consistent flood hazard information to supplement and complement other sources of flood hazard data, screens areas for further study and site-specific analysis (i.e., as a screening tool), and helps guide and target risk reduction efforts across Canada. The FIFRA datasets identify estimated areas of low, moderate, high and extreme flood hazard for all of Canada, including information on the contributing flood types, and are the source of the risk rating and flood types identified through the flood risk awareness portal (i.e., can be viewed publicly through the digital resource). The digital resource is being designed to help Canadians easily understand their risks and encourage them to take risk reduction actions. Risk communications and behavioural research conducted on flood risk informed the content development and presentation of information on the digital resource, including recommended actions to reduce flood risk.

Modernizing the Disaster Financial Assistance Arrangements

• Traveled to 12 of 13 provinces and territories (PTs) to provide in-person support and training, and delivered virtual session as needed, to help them prepare for the transition to the new Disaster Financial Assistance Arrangements (DFAA) program, following approval (March 2024) and distribution (April 2024) of the program's updated Terms and Conditions and Guidelines. The training sessions guided PTs through the modernized program, focusing on how to build their processes, types of eligible expenses, and considerations for their programs. Based on numeric ratings of their knowledge before and after training, PT knowledge about the program increased by an average of 5 points from baseline, and the Department received positive feedback from all PTs on the training content. The renewed DFAA program launched on April 1st 2025.

Advancing National Critical Communications Capabilities

• Stood up a Federal-Provincial-Territorial (FPT) National Public Alerting System (NPAS) Task Team in January 2025 to explore options for a future public alerting framework. The first Task Team meeting was held in February 2025 and provided a structured forum to establish guiding principles for governance for a future framework (e.g., exploring identification of clear roles and responsibilities, among others). As a result of the meeting, participants gained a clearer understanding of the governance gaps and opportunities within NPAS. This was a first step to aligning FPT partners on priorities for sustainability, service continuity, and long-term governance, with the ultimate aim of advancing the system's resilience and effectiveness.
• Successfully tested, in May 2024, the Government Operations Centre (GOC)'s NPAS capability by sending a live test message across eight provinces and territories. Furthermore, the GOC began monthly national level silent test. The GOC also collaborated with federal and provincial partners to review the Broadcast Intrusive Events list with the aim of having missile threats added as a new event type and to review the annual testing policies of the NPAS to obtain a federal testing slot. Work with partners to obtain their support in establishing a dedicated federal testing slot for the Missile Warning Protocol is ongoing, but a lesson learned is that the process to secure a testing slot is complex, involving regulators, private partners, and federal/provincial and territorial consultations, resulting in procedural delays.

Renewing Canada's Emergency Management Strategy

• Continued work to advance the renewals of the Emergency Management Framework (EMF) and the Emergency Management Strategy (EMS), to ensure these policy guidance documents are up to date, capturing the lessons from COVID-19 and recent record-breaking wildfire and flood seasons, strengthen governance references, and weave climate-adaptation and Indigenous engagement commitments directly into nation-wide shared policy foundation. This work is ongoing. The EMF and EMS renewals seek to support Canada's commitments to increase resilience to all-hazard emergencies, as disasters continue to increase in frequency and intensity. Once complete, it will provide the federal, provincial, territorial and municipal jurisdictions with a coordinated and whole-of-government approach to better prevent and mitigate, prepare, respond and recover from any disaster events.
• Continued to advance knowledge and understanding of disaster risk by completing a second round of risk and capability assessments through the National Risk Profile (NRP). The first NRP was released in 2023, with a focus on earthquakes, wildland fires and floods, as well as the cascading impacts of the COVID-19 pandemic on these hazards. The second round of NRP assessments included: an assessment of the impacts of heat events, hurricanes, and geomagnetic storms; a dedicated assessment of the disproportionate impacts of disasters on distinct vulnerable populations, and a hazard-agnostic assessment of each capability in the Canadian Core Capabilities List. These assessments were based on scientific evidence and input from whole-of-society subject matter experts across Canada. The NRP data has been a key tool in informing preparedness measures across Canada, being leveraged by federal and provincial departments and agencies to inform risk reduction. The upcoming public release of the Round 2 data will complete the hazard and capability assessments. The NRP was a five-year initiative which sunset in March 2024.

Future of Emergency Management

• Continued to support the completion of the new Emergency Operations Centre via the Government Operations Centre (GOC). The GOC collaborated with Departmental stakeholders and Public Services and Procurement Canada to ensure technical and business requirements were addressed in the construction and design of the project, and to ensure that timely and useful information is shared with implicated stakeholders. As a result of external forces, the GOC's move-in has been delayed until 2025 to 2026.
• Consulted with other government departments to inform the preparation of the final draft of the renewed Federal Emergency Response Plan (FERP), anticipated for publication in Fall 2025. The consultations led to: greater clarity on roles and responsibilities among federal capabilities; renewed governance for federal preparedness and response functions; reinforced Public Safety Canada's role as the default Federal Coordinating Officer with the authority to define the scope of the problem, develop an initial plan and assign responsibilities to federal institutions; and, clarity on the expectations for the evolving role of federal institutions in strengthening linkages between National Security and Emergency Management. 
• Completed planning for the development of a Federal Strategy for Emergency Management Information Technology and establishment of a Federal Functional Community of Practice of emergency management experts. The GOC worked to ensure their Information Management and Information Technology efforts aligned with the broader Canadian emergency management strategy. This involved consulting with other government departments on business requirements for new tools, exploring options through Microsoft engagement and the Request for Information process that could be leveraged to provide solutions to a community of practice.

Other Commitments

• Received the independent external report by Calian on options to establish a National Accreditation Process (NAP) for Heavy Urban Search and Rescue (HUSAR). The report provided critical arms-length insight that validated the research outcomes completed by Public Safety Canada and the federally-recognized Task Forces eligible for funding under the HUSAR Program. This report advanced decision-making on the way forward to establish a NAP for USAR by strengthening the consensus between Public Safety Canada and the Task Force leads on the required governance structure, including the roles and responsibilities of key stakeholders in implementation. The Department will leverage the consensus that has been secured by the report to advance final decisions for the implementation of the NAP.
• Continued to fund the Canadian Institute for Public Safety Research and Treatment (CIPSRT) to provide learning materials and mental health tools for public safety personnel across Canada. The Department provided $1.3 million towards the development and publication of tools, programs, and learning materials, including scientific research, to increase public safety personnel understanding of mental health challenges. Some examples of these tools include: 7 media campaigns, 4 webinars and a Sleep 101 resource. CIPSRT has received anecdotal feedback that these resources are helping public safety personnel.
• Continued to provide $2 million in funding support to CIPSRT to offer the Internet-based Cognitive Behavioral Therapy (i.e., PSPNET) pilot through CIPSRT to public safety personnel in Saskatchewan, Ontario, Quebec, Prince Edward Island, New Brunswick and Nova Scotia, and regular surveys indicate that PSPNET continues to improve the symptoms of clients.
• Engaged with a broad range of public safety personnel (PSP) partners and stakeholders across Canada as part of an effort to renew the 2019 Post Traumatic Stress Injury (PTSI) Action Plan: Supporting Canada’s Public Safety Personnel: An Action Plan on Post Traumatic Stress Injuries (targeting Spring 2025 for completion). Overall, respondents indicated that the three pillars and corresponding action items remain relevant and applicable, while also noting emerging needs, such as gaps in addressing PTSI needs of PSP leaders, who are often overlooked in their roles as organizational managers and leaders; gaps in addressing needs of PSP members and leaders who leave the PS sector, including career changes and retirement, as well as the families of PSPs; and that a renewed action plan needs to address the entire lifecycle of PSP members and leaders, from recruitment through retirement or leaving the sector for other reasons. In addition, respondents noted that specific training for clinicians is required to address the unique needs of PSP clients. These emerging needs will be reflected in the revised Action Plan on PTSI.
• Continued efforts to enhance disaster recovery and resilience, as the lead department for that component of the National Adaptation Strategy (NAS) and Government of Canada Adaptation Action Plan, which included many of the initiatives previously discussed (e.g., flood insurance, the renewal of the DFAA, and flood mapping).
• Advanced work to develop a Disaster Risk Reduction Data Strategy (DRRDS; ongoing, anticipated to be published in Fall 2025), and established an interdepartmental group to develop it. The objective of the Strategy is to ensure that federal disaster risk reduction data, including data on multiple hazards (e.g. flood, wildfire, earthquake), exposure, and social vulnerability, are interoperable and accessible for all federal partners and the wider emergency management community. The DRRDS, once published, will help advance efforts to better prepare Canada to understand, mitigate and prepare for all-hazard events.
• Led or supported, via the Government Operations Centre (GOC), the design, delivery and evaluation of three major exercises: the cross-border exercise Cobalt Magnet (Department supported, took place in March 2025), the preparation for Vital Archer 2025 (scheduled for September 2025; to help prepare for nuclear hazard scenarios at the federal level), and the G7 Summit Exercise (took place in May 2025). GOC is also leading the exercise activities related to consequence management for the Vital Archer exercise program. Additionally, the GOC led the G7 Integrated Exercise Program, which was designed and delivered on a compressed 8-month timeline to provide a single planning and communications window to strengthen the safety and security community's efforts to prevent, protect against, mitigate, respond to, and recover from all hazards which could impact the G7 event, or its attendees.
• Played a leadership role, via the GOC, in setting up six table-top discussions related to border plans and irregular mass migration. The goal of these were to assess elements of the federal border plan, enhance coordination, decision-making, and response of federal, provincial and territorial governments in managing a significant surge in asylum seekers crossing into Canada or the U.S. These discussions were the catalyst of broader interdepartmental and provincial/territorial engagements. They helped establish coordinated information sharing practices and create opportunities for strategic planning.
• Integrated, through the GOC, Open Source Intelligence (OSINT) into its traditional monitoring and reporting, including three key areas: early reporting of an emerging significant event, heightened situational awareness during events and the identification of critical issues. This capability was crucial during the Jasper evacuation during the 2024 wildland fire, and continues to provide added value to cyclical event preparedness and response. The GOC's Watch Centre leveraged its OSINT capability to proactively connect with other federal operations centres as events unfold, enhancing situational awareness and to get ahead of misinformation.
• Completed, via the GOC, the after-action evaluations of the 2023 and 2024 wildland fire seasons, with reviews of both seasons concluding over the course of the fiscal year due to the intensity and scope of the disasters. The results of these evaluations, including best practices and lessons learned from these intense wildland fire events, were leveraged to enhance and improve internal and external response procedures and communications. Following the 2023 season, issues and proposed solutions (e.g., coordination and more advanced planning) were discussed with key partners via the Federal Planning Community of Practice, a networking and knowledge sharing group composed of relevant federal wildland fire experts. The GOC also made the necessary changes to its internal Emergency Response Plan (ERP) to ensure its response structure continues to suit the evolving nature of the emergencies it responds to. In parallel, a new national-level common operating picture (COP) (i.e., daily briefing on status of response to emergencies in Canada) was produced for the 2024 wildland fire season. The COP presented a national-level overview of cyclical natural disasters such as floods and wildland fires, and provided consistent reporting through its daily distribution to non-governmental organizations, federal partners, senior management, and ministers. The COP, which was highlighted in the whole-of-government after-action evaluation as a best practice as it ensured timely information-sharing and effective response to natural disasters, and engagement and preparedness activities with stakeholders, as well as extensive training developed and delivered to internal GOC employees on the revised ERP, enhanced internal and external whole-of-government response preparedness in anticipation of the 2025 cyclical season.
• Led consultations with relevant emergency management partners through the Federal Emergency Management Planning working group and developed an Emergency Management Planning Process (EMPP) guide for partners. The EMPP was developed in consultation with federal partners and provides the methodology and tools to develop departmental level emergency plans. The initial draft of the EMPP methodology was developed via a sub-Working Group comprised of 8 core members representing various federal institutions, followed by review by the full Federal Emergency Management Planning Working Group, which has membership of over 75 individuals from various federal institutions. This was valuable since the EMPP is available for use by any federal institution in developing real-time, event or hazard-based plans. The GOC has applied the EMPP when developing plans based on recent events (e.g., asylum seekers). It is not known how much other government departments have used the EMPP in the past year, but all have been receptive to it and have signalled their intent to use it.
• Funded five projects focused on civilian capacity building and emergency readiness via the Supporting a Humanitarian Workforce to Respond to COVID-19 and Other Large-Scale Emergencies (HWF) Program. Four projects, which began in 2023 to 2024, are enabling the Canadian Red Cross, the Salvation Army, the Search and Rescue Volunteer Association of Canada and St. John Ambulance to continue to maintain a highly skilled and qualified group of volunteer emergency responders and emergency management professionals. One new project, led by Team Rubicon Canada was initiated in 2024 to 2025, and further developed capacity, including technical and humanitarian services to disproportionately impacted communities. These activities enabled the organizations to increase their capacity to respond more effectively to emergencies across Canada.
• Advanced a pilot project under the HWF program to enhance capabilities available under the program in order to facilitate the rapid deployment of resources during the 2024 hazards season. As part of their pilot projects, participating non-governmental organizations established "mission ready" groups to support disaster response efforts, strategically located assets and supplies to reduce response times, and organized exercises and a workshop to test and enhance the ability to rapidly deploy responders into the North. The pilots contributed to the development of information management and information technology tools to mobilize 'mission ready' volunteers, increased awareness of Northern needs and realities, enhanced response capacity in the North, and fully integrated HWF program capabilities into the Request for Federal Assistance (RFA) process.
• Funded, via the HWF, five deployment projects in response to RFAs. This enabled rapid deployment of trained personnel and essential services – including shelter management, medical care, meals, and psychosocial support – helping to ensure safer, more coordinated wildfire evacuations in Newfoundland and Labrador, while also supporting property recovery and wildfire mitigation efforts in Jasper, Alberta.

Key Risks

Effective resource management and use of technology is critical to Public Safety Canada's mission to build a safe and resilient Canada. Accordingly, the Department developed surge capacity plans and made information technology investments to in areas related to emergency management. Specifically, the Department:

• Developed an approach to implement a renewed suite of digital emergency management (EM) tools in the Government Operations Centre (GOC). Under this strategy, the GOC advanced several efforts, including defining business requirements and a completing a gap analysis, and consolidating federal EM requirements. These efforts allowed the GOC to launch a Request for Information to industry targeting commercial EM incident management tools in late 2024 and into spring 2025. Commercial options have been identified which will allow the GOC to pursue a Request for Proposals.
• Additionally, the GOC collaborated across the department on a pilot initiative focused on data governance and visualization. As part of this project, the GOC is working with internal departmental colleagues and Microsoft to explore the implementation of Microsoft Purview and Fabric. This pilot aims to integrate these tools into the GOC's cyclical common operating picture processes. Work continues on implementing the strategy as numerous obstacles linked to security (internal and external factors) remain. To overcome internal obstacles, the team has received support from the Data Governance Committee to trial its proposed solutions.
• Made use of the GOC Surge Capacity Program to supplement emergency response teams during large-scale and/or lengthy events. A total of 18 external staff joined the 2024 Cyclical Event Team throughout the duration of its activation period from April 16, 2024, to September 17, 2024. With the recruitment of surge staff for three-week periods, the GOC controlled the risks of operational pressure by bolstering departmental capacity and reducing pressure on internal staff.
• Streamlined the emergency management program delivery resourcing model to better adapt to operational pressures and surges in demand.
  • Delivered training and professional development sessions to Government Operations Centre employees and Surge Staff (e.g., Emergency Response Plan Fundamentals, Emergency Operations Centre training, Incident Command System (ICS-200) training, and various Emergency Management courses) to prepare individuals on the Event Team to respond to disaster events, increase EM literacy within the GOC, and enable employees to obtain certifications in their area of expertise.

Resources Required to Achieve Results

Table 8 provides a summary of the planned and actual spending and full-time equivalents (FTEs) required to achieve results.

The Finances section of the Infographic for Public Safety Canada on GC InfoBase and the People section of the Infographic for Public Safety Canada on GC InfoBase provide complete financial and human resources information related to its Program Inventory.

Related Government Priorities

This section highlights government priorities that are being addressed through this core responsibility.

Gender-based Analysis Plus

• National Risk Profile: Solicited data from leaders, members, and experts from diverse groups, through a first-of-its-kind GBA Plus assessment survey delivered as part of the second round of National Risk Profile. The survey collected unstructured input from many different communities, and concerning intersections of different communities, on the differential impacts faced during emergencies. This survey took place in tandem with assessments on risks and on emergency management capabilities, which collectively revealed impacts and gaps disproportionately affecting vulnerable communities. Preliminary results include the participant observations that many Indigenous communities face additional risk during emergencies due to the increased presence of chronic illnesses, and that seniors often have limited mobility and are disproportionately impacted by disruptions in essential services, such as transportation. Results continue to be under analysis as of March 31, 2025, and will be shared with partners and the public one complete. Once they are public, they can be leveraged by all sectors of society to increase resilience and address vulnerabilities throughout Canada.
• Social Vulnerability Index: Developed, iterated, and finalized the datasets and methodology in partnership with Statistics Canada, including completion of external reviews of the methodology. The publication date, originally set for 2024, was delayed due to limited resource capacity in partner organizations and ongoing developmental iteration. The datasets were awaiting publication under the open government license as of March 2025, but were later published in 2025 to 2026 as The Canadian Index of Social Resilience (CISR) and the Canadian Index of Social Vulnerability (CISV) and may freely be used by policy-makers, researchers, and practitioners to advance equity-informed disaster research.
• Flood Risk Portal: A GBA Plus assessment of considerations for the digital resource is ongoing until project end in March 2026. This includes informing the final product, communications and outreach activities. Flood risk reduction resources developed with more vulnerable populations' considerations in mind (e.g., cost considerations, renters, community-oriented advice), once available, may improve flood risk awareness and incite action at the property level and improve resilience among Canada's socially vulnerable groups. Public Safety Canada engaged with Indigenous Peoples and organizations which support Indigenous Peoples, as well as Indigenous Services Canada (ISC) and Crown-Indigenous Relations and Northern Affairs Canada (CIRNAC) to inform the Indigenous considerations surrounding the digital resource development. Also, the Department led a Flood Risk Resilience and Seismic Awareness and Mitigation Baseline Study procured by Ipsos Limited Partnership that will support the communication of the digital resource, including reaching social vulnerable communities. The findings report was completed in March 2025 (published publicly in June 2025).
• Disaster Financial Assistance Arrangements: Finalized and distributed the updated Disaster Financial Assistance Arrangements Terms and Conditions and the Guidelines to provinces and territories. These documents were re-written from the ground up to modernize the program fully, while also ensuring that the language used within reflected the modern Canada we all live in today. Public Safety Canada worked with provinces and territories (PTs) to ensure the language reflected perspectives and realities from across Canada, with PTs having three opportunities to provide written feedback on language. The Department also consulted with ISC and CIRNAC and non-profit organizations that support people in disasters. Language in the guidelines was updated to reflect this feedback, and guidelines were published in April 2025.

United Nations (UN) 2030 Agenda for Sustainable Development and the UN Sustainable Development Goals

More information on Public Safety Canada's contributions to Canada's Federal Implementation Plan on the 2030 Agenda and the Federal Sustainable Development Strategy can be found in our Departmental Sustainable Development Strategy.

Canada's Third National Action Plan on Women, Peace and Security

More information on Public Safety Canada's commitments to Canada's Third National Action Plan on Women, Peace and Security can be found in our Implementation Plan for Canada's National Action Plan on Women, Peace and Security – 2023 to 2029. Achievements against these commitments can be found in the Annual Progress Reports shared on Global Affairs Canada's website.

Program Inventory

Emergency Management is supported by the following programs:

• Emergency Prevention/Mitigation
• Emergency Preparedness
• Emergency Response/Recovery

Additional information related to the program inventory for Emergency Management is available on the Results page on GC InfoBase.

Internal services

In this section

• Description
• Progress on Results
• Resources Required to Achieve Results
• Contracts Awarded to Indigenous Businesses

Description

Internal services are the services that are provided within a department so that it can meet its corporate obligations and deliver its programs. There are 10 categories of internal services:

• Management and Oversight Services
• Communications Services
• Legal Services
• Human Resources Management Services
• Financial Management Services
• Information Management Services
• Information Technology Services
• Real Property Management Services
• Materiel Management Services
• Acquisition Management Services

Progress on Results

This section presents details on how the Department performed to achieve results and meet targets for internal services, including internal services delivered in support of portfolio partners. In 2024 to 2025, Public Safety Canada focused on the following commitments under its internal services in order to ensure effective delivery of its programs and the ability to meet its corporate obligations. These achievements also served to advance the Department's two key internal services priorities:

Diversity and Inclusion

• Promoted learning and awareness through regular internal communications, highlighting training opportunities focused on Indigenous cultures and worldviews; equity, diversity, and inclusion (EDI); and accessibility. For example, the Department promoted a session titled "Understanding Indigenous Cultures and Worldviews", a monthly Indigenous Learning Series, and a viewing of the Canada School of Public Service (CSPS)'s commemorative event for the National Day for Truth and Reconciliation. These sessions provided employees with the opportunity to explore the history and legacy of residential schools, and offered employees insights into Indigenous perspectives and traditions. The Department also promoted learning tools and resources on accessibility and, such as CSPS' Accessibility Learning Series. These learning opportunities, tools and resources created opportunities for employees and managers to deepen their understanding and application of EDI and accessibility.
• Implemented the 2024-2027 EDI Action Plan in collaboration with all departmental networks and communities. Key accomplishments include:
  • The EDI Secretariat and the Respect, Equity, Accessibility, Diversity and Inclusion (READI) Committee updated its Terms of Reference and expanded its membership, with the new governance model improving agility, accountability, and alignment with priorities. It also acted as a catalyst for the Ideas Incubator and the #iBelong / #MaVoix campaigns, which encouraged employees, especially underrepresented voices, to share their perspectives and lived experiences in a safe environment and reinforce a sense of belonging. These actions facilitated continued implementation of the Secretariat's mandates to promote, advance, and embed EDI principles in the workplace.
  • Launched the Public Safety Women's Network in October 2024, which supports the advancement of women through advocacy, mentorship, professional development, and inclusive networking. In March 2025, the Department hosted its first Women's Symposium, featuring speakers on career development and the unique challenges women face. To mark International Women's Day, the Voices of Women at Public Safety initiative highlighted empowering stories from women across the organization.
  • Maintained a network of 38 trained Positive Space Ambassadors as part of the Positive Workspace initiatives. These ambassadors served as visible, trusted representatives committed to fostering a safe and inclusive environment, particularly for the 2SLGBTQQIA+ community. They promote awareness, offer confidential peer support, and share relevant resources. A dedicated training session for all ambassadors was delivered in August 2024.
  • Developed, in consultation with senior management and diversity and inclusion networks, the departmental EDI Performance Measurement Framework. This structured framework guides the identification, collection, analysis, and reporting of data to track progress toward becoming an equitable, inclusive, and anti-racist organization. Measurement and reporting will begin in 2025 to 2026.
• Facilitated continuous support and participation in leadership development programs for Employment Equity and equity seeking groups via the public service Mosaic Leadership Development (a 15-month program) and departmental Sponsorship+ programs. Three employees are currently participating in the Mosaic program, which is designed to prepare equity-seeking employees for executive roles through sponsorship, experience-building, learning, and assessment. Two of these employees have already having secured executive positions. Six employees are participating in the Sponsorship+ program, which offers leadership training, coaching, and direct engagement with executive sponsors to enhance visibility and readiness for leadership roles. Participants have reported meaningful progress toward executive-level preparedness.
• Developed for and communicated to all employees a complaint process for reporting situations of racism, discrimination, and accessibility barriers, including an electronic complaint submission form (also a key milestone under the two-year departmental roadmap to implement recommendations and preventative measures stemming from the 2023 to 2024 Workplace Risk Assessment findings). This tool compliments existing reporting mechanisms and allows the Department to intervene early and work towards resolution before issues escalate.
• Continued to implement the Public Safety Canada Accessibility Plan 2023-2026. Progress was made across all six pillars of the plan: employment; built environment; information and communication technologies; communication; procurement; and the design and delivery of programs and services, and results can be found in the annual progress report, released in December 2024. Notably, accessible recruitment tools continued to be used, and Departmental representation of employees with disabilities exceeded the workforce availability benchmark. Efforts to enhance accessibility in digital domains through expanded availability of accessibility features and training on accessible documents was also deployed; and a streamlined internal digital duty to accommodate form was also released.
• Implemented a new internal 2024 to 2027 Official Language (OL) Action Plan, which includes updated language requirements for supervisory roles and targeted actions to reduce language barriers. Two hundred seventy-three employees participated training and, to support equity, the department prioritized part-time language training registration for Indigenous Peoples, visible minorities, and persons with disabilities (46% of the 273 were from equity-seeking groups compared to 40% in 2023 to 2024). Efforts under the plan contributed to a more inclusive bilingual environment, reflected in the 2024 Public Service Employee Survey results: 94% of employees felt free to use their preferred official language with their supervisor, and 86% during team meetings. The OL unit also enhanced communications and resources for supervisors who are currently protected but do not yet meet the new language requirements.

People Management

• Completed 401 student staffing actions (roughly 11% of all staffing actions). Recruitment was driven by targeted campaigns such as: Post-Secondary Co-operative Education, Internship Program recruitment campaigns, Federal Student Work Experience Program campaign, Indigenous Student Employment Opportunity, and Speed-Recruitment 2024-25 - Security Centre of Excellence (SCoE) (Privy Council Office). Student hiring supports succession planning, addresses future workforce needs, and brings fresh perspectives and innovation to departmental operations, which was reflected in the positive responses of students to their experience working at Public Safety Canada (e.g., 81% felt their work contributed to team goals and expressed interest in future full-time work in the Department, and 91% indicated they would recommend the Department to other students).
• Hosted the annual Young Women in Public Safety (YWPS) Program in July 2024. The YWPS program welcomes female high school students to build their awareness of the range of careers available in the public safety and security fields. A total of 129 students participated in six cities, including visits to the Canadian Security Intelligence Service headquarters, Ottawa International Airport, and a correctional facility in Kingston. Feedback from the internal YWPS survey showed high appreciation for the program and increased awareness of career opportunities in the field. These experiences offered firsthand insight into the vital work carried out within the Public Safety portfolio and its impact on communities.
• Continued to enhance the student experience through improved onboarding and engagement activities such as a Speed Networking event for Co-op students held in 2024. According to the Summer 2024 Student Experience Survey (TBS), 84% of Public Safety Canada students were satisfied with their orientation, and 89% would recommend a career in the federal public service. Effective onboarding helps students quickly understand their roles, integrate into the organizational culture, and contribute meaningfully to their teams, accelerating productivity and knowledge transfer.
• Continued support to the current participants of the Human Resources Professional Development Program (HRPDP; 14 existing participants supported in 2024 to 2025) and Administrative Recruitment and Development Program (ARDP; a second cohort of nine participants onboarded in May 2024), through training, coaching, mentoring and assignments. Five participants of the HRPDP were promoted to the next level following committee evaluation of their performance in the program, and participants in the ARDP expressed positive response to participation, while the program has helped reduce administrative delays by building internal capacity.
• Launched the new Public Safety Canada Mentoring Program in May 2024 to support career development and foster a culture of continuous learning across all communities within the organization, including for employees from employment equity groups. Two-hundred-ninety candidates were successfully matched with 145 mentoring pairs (a 64% increase from previous years). Mentees reported increased confidence, clearer career direction, and a stronger sense of belonging. Mentors noted enhanced leadership skills and a deeper understanding of diverse perspectives, and that the program fostered meaningful connections and contributed to a more inclusive and supportive workplace culture.
• Streamlined, automated, and relaunched the Onboarding program in April 2024 to better support new and existing employees in connecting with colleagues and understanding the department's culture, values, and ethics. The relaunched program facilitated easier access, and expanded to include sessions on Diversity and Inclusion, Performance Management, and departmental overviews. Enhancements such as networking with Deputy Ministers and building tours helped foster a stronger sense of connection. Feedback has been overwhelmingly positive, with participants praising the program's relevance, efficiency, and welcoming tone.

Health and Safety

• Developed a draft Workplace Wellness and Mental Health Strategy to support employee mental health (ongoing as of the end of March 2025). Centered on three pillars (physical safety, psychological safety, and cultural safety) the strategy aims to strengthen how the department addresses mental health in the workplace. Consultations with stakeholders and senior management approval are planned for 2025 to 2026.
• Continued to implement the Mental Health Responders Initiative, maintaining a team of 36 Mental Health Responders who are trained in Mental Health First Aid. These individuals play a vital role in promoting employee mental health and workplace wellness by offering non-judgmental support and helping employees navigate sensitive situations that may require intervention or access to additional resources. Their presence ensures that those experiencing increased mental distress have timely, compassionate assistance. Together with peer support programs, Mental Health Responders contribute to helping employees manage stress, prevent burnout, and respond effectively to crisis situations.
• To support workplace wellness and psychological health, over 20 communications products were shared with employees throughout the year. These covered a wide range of topics, including mental health literacy, stigma reduction, resilience, ergonomics, work-life balance, and harassment and violence prevention. Mental Health Week in May 2024 focused on the healing power of compassion, featuring activities, tools, and a speaker series to promote mental health awareness. These initiatives aimed to increase awareness, equip employees and managers with practical tools, and foster a respectful and supportive work environment.
• Completed a full review of the Hazard Prevention Program aimed at protecting workers' health and safety. As part of this initiative, the Employee Hazard Profile (EHP) was implemented to help identify potential workplace hazards and outline appropriate mitigation measures tailored to each employee's role. Completion of the EHP is mandatory for all staff and covers a broad range of hazard categories, including safety, psychosocial, physical, ergonomic, chemical, and biological risks. Examples of psychosocial hazards include workplace harassment and violence, work-life balance challenges, remote work, and stress. These programs, and the Workplace Harassment and Violence Prevention Program, are core components of the Department's monthly onboarding sessions, ensuring that new employees receive essential information on health and safety from the outset of their employment.

Digital and Data Strategy Implementation

• Conducted an environmental scan to subsequently develop Public Safety Canada's Data Strategy, in collaboration with and approval of the Departmental Data Governance Committee (DGC). The Departmental Data Strategy aligns internal and federal objectives with key activities that will be performed over the course of the strategy. Supported by findings from the environmental scan and engagement with DGC, the Department also began developing an end-to-end centralized data platform, including a departmental data catalogue, which alleviates duplication in data purchasing, improves reporting and data discovery, and supports data-informed decision-making in the department.
• Launched a pilot for Open Data and Information in Spring 2024 to support the Department's newly developed Open Data and Information Plan. The plan and pilot focused on automating and streamlining the process for stakeholder approval process, coordination with requestors, and publication of Data and Information on the Open Government portal. The pilot demonstrated success, with the ease of use for Public Safety Canada employees seeking to publish material, and tracking of request progress for internal services stakeholders. With the pilot, the Department was able to publish open data and information for the first time since 2015, thus enabling transparency for Canadians which will further improve pending additional publications.

Resources Required to Achieve Results

Table 9 provides a summary of the planned and actual spending and full-time equivalents (FTEs) required to achieve results.

The Finances section of the Infographic for Public Safety Canada on GC InfoBase and the People section of the Infographic for Public Safety Canada on GC InfoBase provide complete financial and human resources information related to its Program Inventory.

Contracts Awarded to Indigenous Businesses

Government of Canada departments are to meet a target of awarding at least 5% of the total value of contracts to Indigenous businesses each year. This commitment is to be fully implemented by the end of 2024 to 2025.

Public Safety Canada results for 2024 to 2025

As shown in the Table 10, Public Safety Canada awarded 14.72% of the total value of all contracts to Indigenous businesses for the fiscal year.

In its 2025 to 2026 Departmental Plan, Public Safety Canada estimated that it would award 10% of the total value of its contracts to Indigenous businesses by the end of 2024 to 2025. This target was accomplished, and exceeded, via the following initiatives:

• Launched a competitive procurement process to set up standing offers for the Aboriginal Community Safety Planning Initiative, which resulted in the awarding of 6 new standing offers in 2024 to 2025, for a total of 16 active standing offers. These new standing offers are for regions covered by Comprehensive Land Claim Agreements that were not previously covered under existing standing offers. Under these standing offers, facilitators delivered approximately 46 strategic planning workshops and provided support to communities in the development of Community Safety Plans, which Indigenous communities use to foster safer communities in a culturally relevant manner.
• Awarded a total of $243 thousand dollars' worth of call-ups and amendments to call-ups against the departmental internal standing offer for English and French translation services which is a volunteer set-aside. Providing stable, recurring work through standing offers helps Indigenous businesses grow sustainably, creates jobs and builds capacity.
• Invited at a minimum one Indigenous supplier to all competitive processes when using Public Service Procurement Canada's supply arrangements for professional services. By doing so, it ensures that Indigenous suppliers are also offered opportunities for bid on competitive procurement processes with an objective of surpassing predicted numbers by enabling more incidental contracts.
• Four of the nine procurement officers completed the following courses in 2024 to 2025: Indigenous Considerations in Procurement and Procurement in the Nunavut Settlement Area from the Canada School of Public Service. The other five officers completed the training in previous years. These courses provide procurement officers with skills to navigate Indigenous procurement policies, identify eligible suppliers, and raises awareness of the importance to include Indigenous businesses when soliciting procurements.

Spending and Human Resources

In this section

• Spending
• Refocusing Government Spending
• Funding
• Financial Statement Highlights
• Human Resources

Spending

This section presents an overview of the department's actual and planned expenditures between 2022 to 2023 and 2027 to 2028.

Graph 1 presents how much the department spent in 2024 to 2025 to carry out core responsibilities and internal services.

Graph 1: Descriptive text

The graph illustrates the Department's actual spending for the 2024 to 2025 fiscal year by showing actual spending for each core responsibility in dollars and in percentages. Community Safety represents $741,108,526 dollars or 55 per cent of the total $1,340,817,593 dollars of Departmental actual spending. Emergency Management represents 36 per cent with $476,869,956 dollars in actual spending; Internal Services represents 7 per cent of the Department's actual spending with $88,720,572 dollars; and National Security represents 2 per cent of the actual spending with $34,118,539 dollars.

Analysis of actual spending by Core Responsibility

Actual spending for National Security core responsibility is $34,118,539 (2%) in 2024 to 2025. This is primarily attributable to strengthening cyber security and critical infrastructure resilience ($9.6 million), as well as national security policy ($6.9 million) and national security operations ($6.2 million).

Actual spending for Community Safety core responsibility is $741,108,526 (55%) in 2024 to 2025. This is primarily attributable to the following transfer payment programs:

• First Nations and Inuit Policing Program (FNIPP) ($260.4 million);
• Building Safer Communities Fund (BSCF) ($78.2 million);
• Initiative to Take Action Against Gun and Gang Violence (ITAAGGV) ($78.1 million);
• National Crime Prevention Strategy (NCPS) ($48.5 million); and
• Memorial Grant Program for First Responders (MGP) ($40.7 million).

Actual spending for Emergency Management core responsibility is $476,869,956 (36%) in 2024 to 2025. This is primarily attributable to the following transfer payment programs:

• Disaster Financial Assistance Arrangements (DFAA) ($343.1 million);
• Supporting a Humanitarian Workforce to Respond to COVID-19 and Other Large-Scale Emergencies (HWF) ($31.7 million); and
• Canadian Red Cross Donation Matching (CRC) ($26.6 million).

Actual spending for Internal Services is $88,720,572 (7%) in 2024 to 2025. This is used to support various departmental programs and initiatives as well as portfolio partners in order to ensure effective delivery of the portfolio and departments programs and the ability to meet corporate obligations.

Refocusing Government Spending

In Budget 2023, the government committed to reducing spending by $14.1 billion over the next five years, starting in 2023 to 2024, and by $4.1 billion annually after that.

As part of meeting this commitment, Public Safety Canada identified the following spending reductions.

• 2024 to 2025: $482,443
• 2025 to 2026: $482,443
• 2026 to 2027 and after: $1,505,549

In 2024 to 2025, Public Safety Canada achieved the spending reductions of $482,443 through the following measures:

• $362,000 reduction to the Policy Development Contribution Program (PDCP);
• $120,443 reduction to the Search and Rescue New Initiatives Fund (SARNIF).

Budgetary Performance Summary

Actual Spending for the Past Three Years

Table 12 presents how much money Public Safety Canada spent over the past three years to carry out its core responsibilities and for internal services.

Analysis of the past three years of spending

In 2024 to 2025, main estimates and planned spending increased by $849.5 million (53%) to total authorities available for use of $2.5 billion. This increase is primarily attributable to new funding for the following transfer payment programs:

• Disaster Financial Assistance Arrangements (DFAA) ($800 million) related to a transfer of funding from previous year, due to shifts in forecasted requests and timing for payments;
• Assault-Style Firearms Compensation Program (ASFCP) ($65.9 million); and
• Canada Community Security Program (CCSP) ($14.9 million).

These increases were offset by a transfer to the Royal Canadian Mounted Police for the First Nations Community Policing Service ($72.6 million) under the First Nations and Inuit Policing Program (FNIPP), which takes place annually through the Supplementary Estimates.

Actual spending for 2024 to 2025 is $1.1 billion (45%) lower than total authorities available for use. This variance is primarily attributable to the following transfer payment programs:

• Disaster Financial Assistance Arrangements (DFAA) ($1 billion) which is anticipated to be fully transferred for use in future fiscal years, due to shifts in forecasted requests and timing for payments;
• First Nation and Inuit Policing Facilities Program (FNIPFP) ($36.9 million) which is anticipated to be fully transferred for use in future fiscal years, due to delays in cost-sharing commitments; and
• Assault-Style Firearms Compensation Program (ASFCP) ($24.4 million) which is anticipated to be fully transferred for use in future fiscal years, due to delays impacting the timing of program activities and associated funding requirements.

Actual spending for 2023 to 2024 was $1.8 billion (55%) lower than expenditures in 2022 to 2023. This decrease is primarily attributable to an increase in payments ($2 billion) under the DFAA program, which were completed in 2022 to 2023. Public Safety Canada regularly consults with provinces and territories to ensure funding levels meet disbursement requirements under the DFAA legislation, and aligns funding levels accordingly. This was offset by the following increases in payments for the:

• Province of Newfoundland and Labrador to contribute to the New Adult Corrections Facility Project ($150 million);
• Major International Event Security Cost Framework (MIESCF) ($57.1 million) to reimburse partners for safety and security-related expenses for the December 2022 United Nations Biodiversity Conference held in Montreal and for the July 2022 Papal visit; and
• Building Safer Communities Fund (BSCF) ($50.7 million).

Actual spending for 2024 to 2025 is $143.3 million (10%) lower than expenditures in 2023 to 2024. This decrease is primarily attributable to decreases in payments for the following programs:

• Province of Newfoundland and Labrador to contribute to the New Adult Corrections Facility Project ($150 million);
• Disaster Financial Assistance Arrangements (DFAA) ($65.8 million); and
• Major International Event Security Cost Framework (MIESCF) ($48 million).

This was offset by the following increases in payments for:

• First Nations and Inuit Policing Program (FNIPP) ($42.8 million);
• Canadian Red CrossDonation Matching ($18.2 million);
• Assault-Style Firearms Compensation Program (ASFCP) ($15.4 million); and
• Building Safer Communities Fund (BSCF) ($11.8 million).

The Finances section of the Infographic for Public Safety Canada on GC InfoBase offers more financial information from previous years.

Planned Spending for the Next Three Years

Table 13 presents how much money Public Safety Canada's plans to spend over the next three years to carry out its core responsibilities and for internal services.

Analysis of the next three years of spending

The decrease of $1,279.2 million (59%) in planned spending between 2025 to 2026 and 2027 to 2028 is mainly attributed to a decrease in payments under the Disaster Financial Assistance Arrangements (DFAA) ($516 million). These payments are based on forecasts from provinces and territories for disbursements under DFAA legislation. Public Safety Canada regularly consults with provinces and territories to ensure funding levels meet disbursement requirements under the DFAA legislation and aligns funding levels accordingly. The decrease is also attributed to the maturation of funding for the Assault-Style Firearms Compensation Program (ASFCP) ($459.6 million) and for Canada's 2025 G7 Presidency ($57.1M).

Planned Spending between 2025 to 2026 and 2026 to 2027

The decrease of $1,207.8 million (56%) in planned spending between 2025 to 2026 and 2026 to 2027 is primarily attributed to DFAA, ASFCP programs mentioned above. The decrease is further attributed to the maturation of funding for the Building Safer Communities Fund ($54.4 million) and the Humanitarian Workforce program ($36 million).

Planned Spending between 2026 to 2027 and 2027 to 2028

The decrease of $71.4 million (7%) in planned spending between 2026 to 2027 and 2027 to 2028 is mainly attributed to decreases in funding levels for the First Nations and Inuit Policing Facilities (FNIPF) ($26.4 million), the First Nations and Inuit Policing Program (FNIPP) ($20.5 million) and the maturation of funding for the Canada Centre for Community Engagement and Prevention of Violence ($5.6 million).

The Finances section of the Infographic for Public Safety Canada on GC InfoBase offers information on the alignment of Public Safety Canada's spending with Government of Canada's spending and activities.

Funding

This section provides an overview of the Department's voted and statutory funding for its core responsibilities and for internal services. For further information on funding authorities, consult the Government of Canada budgets and expenditures.

Graph 2 summarizes the department's approved voted and statutory funding between 2022 to 2023 and 2027 to 2028.

Graph 2: Descriptive text

The graph summarizes the Department's spending trend for statutory, voted, and total spending over a six-year period, starting in 2022 to 2023 and ending in 2027 to 2028. In fiscal year 2022 to 2023, the actual statutory spending was 21,334,928 dollars; in 2023 to 2024, it was 26,817,241 dollars; and in 2024 to 2025, it was 27,686,447 dollars. In 2025 to 2026, planned statutory spending is 28,792,986 dollars; in 2026 to 2027, it is 23,823,323 dollars; and in 2027 to 2028, it is 22,693,832. In fiscal year 2022 to 2023, the actual voted spending was 3,290,238,503 dollars; in 2023 to 2024, it was 1,457,307,134 dollars; and in 2024 to 2025, it was 1,313,131,145 dollars. In 2025 to 2026, planned voted spending is 2,134,195,708 dollars; in 2026 to 2027, it is 931,343,504 dollars and in 2027 to 2028, it is 861,048,720 dollars. Finally, in 2022 to 2023, the total spending was 3,311,573,431 dollars; in 2023 to 2024 it was 1,484,124,375 dollars; and in 2024 to 2025, it was 1,340,817,592 dollars. In 2025 to 2026, planned total spending is 2,162,988,694 dollars; in 2026 to 2027 it is 955,166,827 dollars; and in 2027 to 2028 it is 883,742,552 dollars.

Analysis of statutory and voted funding over a six-year period

The fluctuation in planned and actual spending over the six-year period is primarily attributed to the Disaster Financial Assistance Arrangements (DFAA). The DFAA contribution program represents a significant portion of Public Safety Canada's budget and is subject to unforeseen events, as the program is aimed at natural disaster response and recovery.

The DFAA program has base ongoing funding of $100 million for transfer payments. Public Safety Canada regularly consults with provinces and territories to ensure funding levels meet disbursement requirements under the DFAA legislation and aligns funding levels accordingly.

In this regard, top-up funding is received annually based on forecasted disbursement needs. In 2022 to 2023, the DFAA received an increase in funding levels of $2.3 billion for that year, $1.6 billion for 2023 to 2024 and $450 million for 2024 to 2025. In 2025 to 2026, the DFAA funding will increase to $616 million but will return to its base funding of $100 million in 2026 to 2027 and 2027 to 2028 until additional top-up funding is requested.

In addition to the DFAA, the fluctuations in planned spending over the next three fiscal years are primarily attributed to the Assault-Style Firearms Compensation Program ($459.8 million in 2025 to 2026; $3.1 million in 2026 to 2027; and $0.1 million in 2027 to 2028) and to the First Nations and Inuit Policing Facilities Program ($48.6 million in 2025 to 2026; $36.3 million in 2026 to 2027; and $10 million in 2027 to 2028).

Consult the Public Accounts of Canada for further information on Public Safety Canada's departmental voted and statutory expenditures.

Financial Statement Highlights

Public Safety Canada's financial statements for the year ended March 31, 2025, are available online.

Condensed Statement of Operations

Table 15 summarizes the expenses and revenues for 2024 to 2025 which net to the cost of operations before government funding and transfers.

Analysis of Expenses and Revenues for 2024 to 2025

The data reveals a significant variance of $1.18 billion between the planned expenses of $2.22 billion and actual expenses of $1.03 billion. This variance is primarily attributed to lower-than-expected spending in Grants and Contributions, notably under the Disaster Financial Assistance Arrangements (DFAA) program.

The decrease in DFAA expenditures is largely attributable to delays in final audit submissions from provinces and territories (PTs) for several major disaster events. These delays were influenced by the impacts of new disasters, participants limited internal capacity and shifting priorities, as well as the reallocation of resources to work on aligning provincial and territorial emergency management programs with the modernized DFAA framework, which came into effect on April 1, 2025.

Consequently, several major final payments originally scheduled for 2024 to 2025 were deferred to future fiscal years, particularly 2026 to 2027. These primarily include $410 million to Alberta for the 2013 June Flood^{Footnote 62}, and $159 million and $60 million to British Columbia for the 2017 and 2018 Interface Fire^{Footnote 63} events, respectively.

These deferrals significantly reduced actual spending in 2024 to 2025, despite the funds being earmarked and planned for disbursement. It is expected that the timing of these payments will normalize in future years as PTs complete their audit processes and fully transition to the updated DFAA framework.

In summary, although the variance in spending appears significant, it is primarily driven by timing and administrative factors rather than any issues with program delivery. The department continues to collaborate closely with provinces and territories to support their transition and ensure timely processing of outstanding claims.

The 2024 to 2025 planned results information is provided in Public Safety Canada's Future-Oriented Statement of Operations and Notes 2024 to 2025.

Comparison Between Expenses and Revenues in Last Two Fiscal Years

Table 16 summarizes actual expenses and revenues and shows the net cost of operations before government funding and transfers.

Analysis of Differences in Expenses and Revenues Between 2023 to 2024 and 2024 to 2025

The table highlights a significant decrease of $949.9 million in total expenses - from $1.98 billion in 2023 to 2024 to $1.03 billion in 2024 to 2025. This variance is primarily attributed to reduced spending in Grants and Contributions, particularly under the Disaster Financial Assistance Arrangements (DFAA) program.

In 2024 to 2025, the DFAA accrued spending decreased by $828 million compared to the previous year, due to the three following key factors:

1. Lower volume of payment claims submitted by provinces and territories (PTs) for natural disaster events: $343 million in 2024 to 2025 vs. $409 million in 2023 to 2024. This may be due to PTs focusing on preparations and transitioning to the updated DFAA framework.
2. Reduced number of new Order-in-Council (OiC) approvals under the DFAA program: $538 million in 2024 to 2025 vs. $689 million in 2023 to 2024. This could reflect the number and severity of natural disasters, and delays with collecting the information required to seek OiC approvals.
3. Substantial reductions in previously estimated DFAA accrued expenses for existing disasters: A decrease in estimates of $507 million in 2024 to 2025, compared to an increase of $236 million in 2023 to 2024. This is mainly related to a significant revised and reduced estimates for British Columbia's 2021 Flood and Landslides and November Storm events.

These factors collectively contributed to the substantial year-over-year reduction in DFAA-related spending.

Graph 3: Descriptive text

This chart presents the Statement of Operations and Departmental Net Financial Position by showing expenses by category as a percentage of total departmental accrual accounting expenses. Transfer payments represent 68.6% of the total expenses and amounts to $709 million. The other categories include: salaries and employee benefits which account for 22.6% of total expenses at $234 million; professional and special services which account for 5% at $51 million; accommodation which accounts for 1.4% at $15 million; and other expenses, which include travel and relocation, equipment, communication, equipment rentals, amortization, repairs, Claims against the Crown, Ex-gratia payments, utilities, material and supplies, which account for 2.4% at $25 million.

Comparison Between Liabilities and Assets in Last Two Fiscal Years

Table 17 provides a brief snapshot of what the Department owes or must spend (liabilities) and its available resources (assets), which helps to indicate its ability to carry out programs and services.

Analysis of Department's Liabilities and Assets Since Last Fiscal Year

The table shows the department's total liabilities (i.e., what it owed) and its total assets (i.e., what it owned) at the end of the last two fiscal years: 2023 to 2024 and 2024 to 2025 and how those figures changed over time.

Liabilities

The department's total liabilities (i.e., what it owed) went down by $0,76 billion in 2024 to 2025. This decrease is mainly attributed to two factors: reduction in overall Disaster Financial Assistance Arrangements (DFAA) obligation; and a decrease in the outstanding Departmental Accounts Payable.

Reduction in Disaster Financial Assistance Arrangements obligation

The overall DFAA outstanding liability balance went from $5.2 billion in 2023 to 2024 to $4.9 billion at end of 2024 to 2025, resulting in a decrease of $0.3 billion, mainly due to a combination of the three factors below^{Footnote 64}:

• $0.54 billion in new liabilities recorded in 2024 to 2025 following Order-in-Council (OiC) approvals, which authorized federal financial assistance to several provinces and territories (PTs) under the DFAA program.
• ($0.34) billion payments made to PTs during 2024 to 2025.
• ($0.51) billion downward revisions to previously estimated costs for existing disaster events.

Decrease in Outstanding Departmental Accounts Payable

The Department made substantial payments to settle past years outstanding obligations related to grants and contributions, particularly under the DFAA program. Key payments included:

• $84 million to Saskatchewan (2007 spring flooding),
• $132 million to British Columbia (2023 interface fires^{Footnote 65}),
• $25 million to Nova Scotia (2022 Hurricane Fiona), and
• $45 million to Prince Edward Island (2022 Hurricane Fiona).

These payments were applied against previously established year-end payables from prior fiscal years, resulting in a significant reduction in accounts payable outstanding balance.

Assets

In 2024 to 2025, the Department's financial assets (i.e., what it owns) decreased by $0.46 billion, dropping from $1.42 billion in 2023 to 2024 to $0.96 billion in 2024 to 2025. This decrease is mainly due to a reduction in the "Due from the Consolidated Revenue Fund (CRF)", which fell from $1.41 billion in 2023 to 2024 to $0.96 billion in 2024 to 2025.

This change is largely explained by the timing of payments under the DFAA program. Although commitments were recorded in previous years, PTs submitted their payment requests only during 2024 to 2025. As a result, the Department drew funds from the CRF to make those payments, which reduced the amount recorded as "Due from CRF" at year-end.

As a result of the decrease in both liabilities and financial assets, the Department's net debt improved and decreased by 0.3 billion from $5.2 billion in 2023 to 2024 to $4.9 billion in 2024 to 2025.

Graph 4: Descriptive text

This chart shows total net liabilities by type of liability. DFAA make up 83.4% of total net liabilities at $4,934 million; Accounts payable and accrued liabilities make up 16.3% at $965 million; and vacation pay, compensatory leave and employee future benefits make up 0.3% at $18 million.

Human Resources

This section presents an overview of the department's actual and planned human resources between 2022 to 2023 and 2027 to 2028.

Human Resources for the Last Three Fiscal Years

Table 18 shows a summary of human resources, in full-time equivalents (FTEs), for Public Safety Canada's core responsibilities and for its internal services for the previous three fiscal years. Human resources for internal services include resources needed to support the delivery of internal services for portfolio partners.

Analysis of human resources over the last three years

Public Safety Canada FTEs increased by 13% (192 FTEs) over the last two years, from 1,505 FTEs in 2022 to 2023 to 1,697 FTEs in 2024 to 2025. This increase is primarily attributed to growth of the following programs: the Assault-Style Firearms Compensation Program (130 FTEs), Enhancing Natural Disaster Resilience (41 FTEs) and the Canada Community Security Program (29 FTEs).

Human Resources for the Next Three Fiscal Years

Table 19 shows the planned full-time equivalents for each of Public Safety Canada's core responsibilities and for its internal services for the next three years. Human resources for the current fiscal year are forecast based on year to date.

Analysis of human resources for the next three years^{Footnote 66}

FTEs in 2026 to 2027 are projected to decrease by 291 (17%) from 1,762 in 2025 to 2026 to 1,471 in 2026 to 2027. This decrease is primarily attributed to the planned completion of the Assault-Style Firearms Compensation Program (145 FTEs), and the maturation of funding for the Initiative to Take Action Against Gun and Gang Violence (23 FTEs) and the Building Safer Communities Fund (17 FTEs).

FTEs in 2027 to 2028 are projected to decrease by 71 (5%) from 1,471 in 2026 to 2027 to 1,400 in 2027 to 2028. This decrease is primarily attributable to the planned completion of the Assault-Style Firearms Compensation Program (16 FTEs), and the maturation of funding for the Canada Centre for Community Engagement and Prevention of Violence (17 FTEs) and the Strategic Coordination Centre on Information Sharing (5 FTEs).

Supplementary Information Tables

The following supplementary information tables are available on Public Safety Canada's website:

• Details on transfer payment programs
• Gender-based analysis Plus
• Response to parliamentary committees and external audits
• Horizontal Initiatives
• Up-front multi-year funding

Federal Tax Expenditures

The tax system can be used to achieve public policy objectives through the application of special measures such as low tax rates, exemptions, deductions, deferrals and credits. The Department of Finance Canada publishes cost estimates and projections for these measures each year in the Report on Federal Tax Expenditures. This report also provides detailed background information on tax expenditures, including descriptions, objectives, historical information and references to related federal spending programs as well as evaluations and GBA Plus of tax expenditures.

Corporate information

Departmental Profile

Appropriate ministers:
The Honourable Gary Anandasangaree
The Honourable Eleanor Olszewski

Institutional head:
Ms. Tricia Geddes

Ministerial portfolio:
Public Safety and Emergency Preparedness

Enabling instrument(s):
Department of Public Safety and Emergency Preparedness Act (2005),
Emergency Management Act (2007)

Year of incorporation/commencement:
2003

Departmental Contact Information

Mailing address: 269 Laurier Avenue West, Ottawa, Ontario, Canada, K1A 0P8
Telephone: 613-944-4875 or 1-800-830-3118
TTY: 1-866-865-5667
Fax: 613-954-5186
Email: ps.mediarelations-relationsaveclesmedias.sp@ps-sp.gc.ca
Website: https://www.publicsafety.gc.ca/index-en.aspx

Definitions

appropriation (crédit)

Any authority of Parliament to pay money out of the Consolidated Revenue Fund.

budgetary expenditures (dépenses budgétaires)

Operating and capital expenditures; transfer payments to other levels of government, departments or individuals; and payments to Crown corporations.

core responsibility (responsabilité essentielle)

An enduring function or role of a department. The departmental results listed for a core responsibility reflect the outcomes that the department seeks to influence or achieve.

Departmental Plan (plan ministériel)

A report that outlines the anticipated activities and expected performance of an appropriated department over a 3-year period. Departmental Plans are usually tabled in Parliament in spring.

departmental priority (priorité ministérielle)

A plan, project or activity that a department focuses and reports on during a specific planning period. Priorities represent the most important things to be done or those to be addressed first to help achieve the desired departmental results.

departmental result (résultat ministériel)

A high-level outcome related to the core responsibilities of a department.

departmental result indicator (indicateur de résultat ministériel)

A quantitative or qualitative measure that assesses progress toward a departmental result.

departmental results framework (cadre ministériel des résultats)

A framework that connects the department's core responsibilities to its departmental results and departmental result indicators.

Departmental Results Report (rapport sur les résultats ministériels)

A report outlining a department's accomplishments against the plans, priorities and expected results set out in the corresponding Departmental Plan.

Full-time equivalent (équivalent temps plein)

Measures the person years in a departmental budget. An employee's scheduled hours per week divided by the employer's hours for a full-time workweek calculates a full-time equivalent. For example, an employee who works 20 hours in a 40-hour standard workweek represents a 0.5 full-time equivalent.

gender-based analysis plus (GBA Plus) (analyse comparative entre les sexes plus (ACS Plus))

An analytical tool that helps to understand the ways diverse individuals experience policies, programs and other initiatives. Applying GBA Plus to policies, programs and other initiatives helps to identify the different needs of the people affected, the ways to be more responsive and inclusive, and the methods to anticipate and mitigate potential barriers to accessing or benefitting from the initiative. GBA Plus goes beyond biological (sex) and socio-cultural (gender) differences to consider other factors, such as age, disability, education, ethnicity, economic status, geography (including rurality), language, race, religion, and sexual orientation.

government-wide priorities (priorités pangouvernementales)

For the purpose of the 2024–25 Departmental Results Report, government priorities are the high-level themes outlining the government's agenda as announced in the 2021 Speech from the Throne.

horizontal initiative (initiative horizontale)

A program, project or other initiative where two or more federal departments receive funding to work collaboratively on a shared outcome usually linked to a government priority, and where the ministers involved agree to designate it as horizontal. Specific reporting requirements apply, including that the lead department must report on combined expenditures and results.

non-budgetary expenditures (dépenses non budgétaires)

Net outlays and receipts related to loans, investments and advances, which change the composition of the financial assets of the Government of Canada.

performance (rendement)

What a department did with its resources to achieve its results, how well those results compare to what the department intended to achieve, and how well lessons learned have been identified.

performance indicator (indicateur de rendement)

A qualitative or quantitative measure that assesses progress toward a departmental-level or program-level result, or the expected outputs or outcomes of a program, policy or initiative.

plan (plan)

The articulation of strategic choices, which provides information on how a department intends to achieve its priorities and associated results. Generally, a plan will explain the logic behind the strategies chosen and tend to focus on actions that lead to the expected result.

planned spending (dépenses prévues)

For Departmental Plans and Departmental Results Reports, planned spending refers to the amounts presented in Main Estimates. Departments must determine their planned spending and be able to defend the financial numbers presented in their Departmental Plans and Departmental Results Reports.

program (programme)

Individual or groups of services, activities or combinations thereof that are managed together within the department and focus on a specific set of outputs, outcomes or service levels.

program inventory (répertoire des programmes)

An Individual, group, or combination of services and activities managed together within a department and focused on a specific set of outputs, outcomes or service levels.

result (résultat)

An outcome or output related to the activities of a department, policy, program or initiative.

Indigenous business (entreprise autochtones)

For the purpose of the Directive on the Management of Procurement Appendix E: Mandatory Procedures for Contracts Awarded to Indigenous Businesses and the Government of Canada's commitment that a mandatory minimum target of 5% of the total value of contracts is awarded to Indigenous businesses, a department that meets the definition and requirements as defined by the Indigenous Business Directory.

statutory expenditures (dépenses législatives)

Spending approved through legislation passed in Parliament, other than appropriation acts. The legislation sets out the purpose and the terms and conditions of the expenditures.

target (cible)

A quantitative or qualitative, measurable goal that a department, program or initiative plans to achieve within a specified time period.

voted expenditures (dépenses votées)

Spending approved annually through an appropriation act passed in Parliament. The vote also outlines the conditions that govern the spending.