Public Safety Canada's 2025 to 2026 Departmental Plan

On this page

• From the Ministers
• Plans to deliver on Core Responsibilities and internal services
  • Core Responsibility 1: National Security
  • Core Responsibility 2: Community Safety
  • Core Responsibility 3: Emergency Management
  • Internal Services
• Planned spending and human resources
  • Spending
  • Funding
  • Future-Oriented Condensed Statement of Operations
  • Human resources
• Corporate information
• Supplementary information tables
• Federal tax expenditures
• Definitions

From the Ministers

The Honourable Eleanor Olszewski, P.C., K.C., M.P.
Minister of Emergency Management and Community Resilience and Minister responsible for Prairies Economic Development Canada

Gary Anandasangaree PC, MP
Minister of Public Safety

We are proud to present the 2025 to 2026 Departmental Plan for Public Safety Canada. Our commitment to ensure the safety and security of Canadians remains steadfast amid evolving challenges this year. We invite all Canadians to learn about Public Safety Canada’s initiatives in this report.

Threats posed by rising tensions in the global environment remain a top priority for all in the public safety community. Public Safety Canada continues to play a leadership role in improving coordination across sectors and government partners to address national security threats to Canada and Canadians, notably in countering foreign interference. Also, we remain committed to supporting frontline workers and vulnerable communities, including through funding of the Canada Community Security Program and the Community Resilience Fund, to help protect against rising hate and fracturing social cohesion.

This year, Canadians will continue to see strong action against gun violence, as Public Safety Canada implements a broad range of measures to strengthen the firearms regime and enhance public safety. In addition to advancing the Assault-Style Firearms Compensation Program for firearm businesses and individual firearm owners, we will continue funding provinces and territories to develop gun and gang violence prevention and intervention initiatives, and to increase the capacity of law enforcement to investigate gun crimes and crack down on gun smuggling at our borders. In 2025 to 2026, Public Safety Canada will also provide funding to INTERPOL, the Sûreté du Québec, and the Ontario Provincial Police to share information and respond in a timely manner to actionable intelligence related to vehicle thefts.

Close and effective international partnerships are crucial to our health, safety and security. This year, Public Safety Canada will continue its strong collaboration with the United States, Five Eyes countries and other partners, to advance Canada's public safety priorities, confront ongoing global issues, and ensure the safe and secure management of our borders. In so doing, we will continue to ensure the legitimate movement of goods and persons across the world’s longest shared border. Essential to these efforts will be the implementation of Canada’s Border Plan. Also, as Canada assumes the G7 presidency, Public Safety Canada will provide critical support for the hosting of the G7 Summit and key meetings.

We remain dedicated to advancing Indigenous-led approaches to public safety as we walk the path of reconciliation with Indigenous people. Public Safety Canada will continue to work collaboratively with First Nations and Inuit partners, and provinces and territories to support improved policing and community safety outcomes in First Nations and Inuit communities, including through a reform of the administration, governance and service delivery of the First Nations and Inuit Policing Program.

Strengthening Canada’s resilience to all-hazard emergencies remains a commitment this year, as climate change creates more severe and unpredictable weather. In 2025 to 2026, Public Safety Canada will advance the renewal of an Emergency Management Strategy. This will ensure that Canada has a coordinated and whole-of-government approach in place to prevent and mitigate emergencies. Additionally, the Department will continue to support provinces and territories in the renewed Disaster Financial Assistance Agreements, enabling effective funding support to provinces and territories in times of crisis, while supporting individual resilience. Through the Government Operations Centre, Public Safety Canada will support the Government as it assumes the G7 presidency.

Preparations for flooding and wildfire season will continue through 2025 to 2026. Over the past two years, Canadians have seen historically-high devastation as a result of wildfires throughout Canada. Public Safety Canada will deliver on its mandate to develop cyclical risk assessments and provide continuous situational awareness, along with leading the Government of Canada response to any national-level emergency that may occur.

We invite all Canadians to read and share this report. We are confident it represents Public Safety Canada's comprehensive plans for the year ahead, and contains valuable insights into our collective work.

The Honourable Gary Anandasangaree, P.C., M.P. Minister of Public Safety

The Honourable Eleanor Olszewski, P.C., C.P., M.P. Minister of Emergency Management and Community Resilience and Minister responsible for Prairies Economic Development Canada

Plans to deliver on Core Responsibilities and internal services

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
• Indicators, Results and Targets
• Plans to achieve results
• Key Risks
• Planned resources to achieve results
• Related government priorities
• Program Inventory
• Summary of changes to reporting framework since last year

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 neighborhood safety”, “confidence in institutions”, and “misinformation/trust in media” through all of the activities mentioned in the core responsibility description.

Indicators, Results and Targets

This section presents details on the department’s indicators, the actual results from the three most recently reported fiscal years, the targets and target dates approved in 2025 to 2026 for National Security. Details are presented by departmental result.

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

Additional information on the detailed results and performance information for Public Safety Canada’s Program Inventory is available on GC InfoBase.

Plans to achieve results

The following section describes the planned results for National Security in 2025 to 2026.

Results we plan to achieve

The national security threat landscape in Canada is constantly evolving. Criminal organizations and state sponsored actors target government agencies, critical physical and cyber infrastructure and private sector companies to gain access to sensitive information and disrupt trust in the institutions Canadians rely on each and every day.

In 2025 to 2026, Public Safety Canada will undertake initiatives aimed at enhancing Canada’s awareness of, and ability to respond to, the evolving national security threat landscape. These efforts will collectively serve to ensure that all members of Canadian society are equipped with the awareness, knowledge, and tools to respond to threats where they present themselves, and ensure that the right national mechanisms are in place to prevent and address them. To enhance transparency in the national security space, the Department will also proactively engage with the Canadian public, where possible.

Foreign Interference

Foreign Interference (FI) is a dynamic threat that includes any effort by foreign states, and/or their proxies, to undermine Canada’s national interests, economic prosperity and values, or threaten public safety and the exercise of fundamental democratic rights and freedoms. In 2025 to 2026, Public Safety Canada will focus its efforts on key actions to improve awareness, understanding, and ability of the Government of Canada to detect and respond to threats posed by FI in all of its forms. These efforts will be delivered in support of the Office of the National Counter-Foreign Interference Coordinator (ONCFIC), including leading whole-of-government coordination and engagement with domestic and international partners; and public outreach to increase awareness of FI threats and actions to address them. The ONCFIC will be responsible for the development, implementation, and maintenance of counter-FI engagements and its associated activities, among other efforts.

Further, Public Safety Canada is a key contributor in the Government of Canada’s interdepartmental efforts to combat foreign interference. We will support the implementation of the Foreign Influence Transparency Commissioner’s Office, an independent body that will be housed within the Department, and which will be responsible for ensuring transparency in arrangements between foreign principles and activities aimed at influencing political or government processes in Canada.

Counter Terrorism and Violent Extremism

The Department will undertake a number of legislative and engagement activities to address the evolving terrorism threat landscape. This includes preparing a Counter-Terrorism Strategy, reviewing and updating the entities currently listed under the Criminal Code and Secure Air Travel Act, and contributing to the development of a National Security Strategy. Taken together, these efforts will ensure that the Department is well-positioned to identify and address terrorist and violent extremist threats, and that the Government of Canada is well-equipped to deliver a coordinated response while maintaining transparency and public trust.

Public Safety Canada will also continue leading the administration of the Criminal Code Authorization Regime, in coordination with partnering departments and agencies across the Government of Canada, to facilitate the delivery of specified international assistance activities in geographic areas controlled by a terrorist group.

Countering economic-based threats to national security

In 2025 to 2026, Public Safety Canada will advance efforts to address economic-based threats to national security through sustained policy development, while fostering a favourable environment for growth and innovation. The Department will maintain its leadership in evaluating foreign investments, particularly under Bill C-34’s updated national security provisions of the Investment Canada Act. This will involve close collaboration with key investigative bodies within the Government of Canada to strengthen protections against risks associated with foreign influence and economic espionage.

Public Safety Canada will also maintain an active role in collaborating with provinces and territories through a dedicated community of practice and engage with provincial and territorial partners to enhance collective responses to these complex economic threats. Building on prior efforts, the Department will coordinate with other federal entities to address cross-cutting economic security challenges and adapt relevant policies accordingly. Additionally, in partnership with G7 nations and other allies, Public Safety Canada will promote international collaboration on these issues, enhancing Canada’s security posture amid evolving global economic risks.

Cyber Security and Critical Infrastructure

Enhancing the security and resilience of Canada’s cyber and physical infrastructure is another priority for 2025 to 2026. In the face of emerging and rapidly evolving threats to Canada’s national security, the Department is considering approaches to prioritize the most important critical infrastructure Canadians depend on, working in collaboration with other federal departments and agencies. Further, the Department will participate in domestic and international engagement efforts, to improve coordination within Canada and among allies.

Key Risks

Public Safety Canada's mission is to build a safe and resilient Canada. Accordingly, the Department must exercise a high level of awareness, engagement and adaptability to keep Canadians safe, maintain a cohesive and coordinated approach to safety and security, and generate results for Canadians while managing a variety of risks. Currently, the 2022 to 2026 Enterprise Risk Profile (updated in Fall 2024) identifies the following key risks for the Department:

• keep pace with, and take advantage of, technological advances in areas related to its mandate, particularly in the context of information technology;
• effectively manage emerging priorities and simultaneous natural disaster and security events at the pace and magnitude required;
• secure and maintain partners' full cooperation to limit policy and program implementation delays;
• attract and retain the human resources required to achieve expanding organizational objectives;
• consistently weigh strategic and operational considerations in its collection, storage, sharing and publication of data to deliver evidence-informed policy and program commitments; and,
• ensure its ability to adapt to evolving demands and pressures in order to meet Government of Canada objectives, the needs of the evolving environment and the requirements of a larger organization.

A number of controls are currently in place and additional mitigation measures are being implemented to respond to these risks to the Department's ability to deliver on its mandate, render timely decisions and achieve intended outcomes. Furthermore, some of the planned initiatives listed in the previous section will help the Department respond to the risks associated with the delivery of Public Safety Canada programs.

Planned resources to achieve results

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

Complete financial and human resources information for the Public Safety Canada’s Program Inventory is available on GC InfoBase.

Related government priorities

Gender-Based Analysis Plus

• Secure Air Travel Act: Several major initiatives will be implemented to advance Departmental commitment to GBA Plus standards and principles when renewing the Secure Air Travel Act List. Building on our assessment of the impacts on diverse groups, our primary focus will be on refining existing processes and introducing innovative strategies when evaluating individuals. The Program will also provide advice to help the Minister of Public Safety and the Minister of Emergency Management and Community make the appropriate decision during our renewal periods.
• National Cyber Security Strategy: Public Safety Canada will work towards increasing the collection of disaggregated data in support of the National Cyber Security Strategy. In addition to disaggregated data on Canada’s cyber security workforce collected through Statistics Canada’s Survey on Cyber Security and Cybercrime, the Department will leverage and monitor additional data on identity and diversity factors for intersectionality analysis. This will allow the Cyber Security Program to better understand the current demographics in Canada’s cyber security industry, and to measure how its future initiatives impact these demographics and can improve Canada’s Cyber Security industry’s diversity.

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 contributions 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.

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.

Summary of changes to reporting framework since last year

No changes made to reporting framework since 2023 to 2024.

Core Responsibility 2: Community Safety

In this section

• Description
• Quality of Life Impacts
• Indicators, Results and Targets
• Plans to achieve results
• Key Risks
• Planned resources to achieve results
• Related government priorities
• Program Inventory
• Summary of changes to reporting framework since last year

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.

Indicators, Results and Targets

This section presents details on the department’s indicators, the actual results from the three most recently reported fiscal years, the targets and target dates approved in 2025 to 2026 for 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.

Additional information on the detailed results and performance information for Public Safety Canada’s Program Inventory is available on GC InfoBase.

Plans to achieve results

The following section describes the planned results for Community Safety in 2025 to 2026.

Results we plan to achieve

The rise in crime, particularly hate crime, growing community tensions, and a perception of a public safety system under pressure, are stressing social cohesion and contributing to an ever-stronger sense of unease and insecurity in Canadian communities. These factors can have a real impact on Canadians' trust and confidence in their institutions, notably in our criminal justice system, our law enforcement regime, and our border integrity.

In 2025 to 2026, Public Safety Canada will undertake a number of commitments under the five Community Safety Programs, which will aim to modernize public safety institutions, strengthen legal frameworks, and improve the delivery of programs to communities. These efforts will ensure effective community safety practices are in place to support the safety and security of Canadians, including those in vulnerable and at-risk populations.

Border and International Relationships

Public Safety Canada will continue to undertake efforts to ensure border integrity and security, including leading the implementation of Canada’s Border Plan, participating in international working groups, and improving the quality and timeliness of information sharing by law enforcement agencies on both sides of the border. The Department will continue its joint efforts with the United States and other partners to expand Preclearance to support the secure flow of legitimate goods and persons at ports of entry. In addition, Public Safety Canada will see that an independent review of the Preclearance Act, 2016 is completed.

In January 2025, Canada will assume the G7 presidency, and Public Safety Canada will provide critical support for the hosting of the G7 Summit and meetings in Spring 2025. As part of this, the Department will co-lead, with Global Affairs Canada, the bi-annual G7 Roma-Lyon Group meetings. This expert-level working group will discuss combatting terrorism and transnational organized crime with members from all G7 countries, as well as the European Union and key stakeholders like INTERPOL.

Serious and Organized Crime

In 2025 to 2026, Public Safety Canada will continue to collaborate with domestic and international law and border enforcement partners to combat the production and trafficking of illegal drugs, including of synthetic opioids. As part of the renewed Canadian Drugs and Substances Strategy, the Department will continue to develop an overdose detection and mapping application program, which will support efforts to increase the monitoring and mobilization of frontline enforcement responses to spikes in overdose-related harms in targeted jurisdictions. 

Public Safety Canada will continue to leverage the Contribution Program to Combat Serious and Organized Crime (CPCSOC) to provide funding to provincial and municipal police services’ Internet Children Exploitations units to build capacity for specialized investigations. The Department will also continue to partner with the Canada Centre for Child Protection to provide information and support to victims, survivors and their families; to manage Cybertip.ca, Canada’s national tipline for reporting suspected cases of online child sexual exploitation; and to operate Project Arachnid for the detection and removal of child sexual exploitation content from the Internet.

Public Safety Canada will continue to support the Centre for Addiction and Mental Health, for a secondary prevention program called Talking for Change that provides support to individuals distressed by their attraction to children. Through CPCSOC, the Department will also continue to support the Canadian Centre to End Human Trafficking operations of the Canadian Human Trafficking Hotline. The hotline is a vital part of the government’s National Strategy to Combat Human Trafficking to help stop human trafficking and support victims and survivors. Additionally, the Department will continue to work with partners across all orders of government, industry and civil society to address all forms of human trafficking under a renewed National Strategy.

The Department will engage and provide funding to local police of jurisdiction most impacted by vehicle theft so they can support the Canada Border Services Agency in responding in a timely manner to actionable intelligence, and coordinating deliverables outlined in the National Action Plan on Combatting Auto Theft. Internationally, Public Safety Canada will provide funding to support an International Criminal Police Organization project to facilitate cross-border information sharing to recover stolen vehicles.

Public Safety Canada will also continue to leverage the Major International Event Security Cost Framework to provide funding support for policing and security related costs incurred in support of Royal Canadian Mounted Police (RCMP)-led security operations for designated major international events, such as the G7 Leaders’ Summit that will be hosted by Canada in 2025.

Finally, the Department will continue to work with partners to advance policy initiatives to address the highest impact financial crime threats, including money laundering and fraud, and foster a strong anti-financial crime community of practice in Canada via the Financial Crime Coordination Centre (FC3).

Law Enforcement and Policing

Law enforcement and policing is complex and multi-faceted, with many evolving elements such as federal policing and national security, contract policing, and municipal policing. Public Safety Canada and its portfolio agencies remain committed to setting the path for effective, accountable, and transparent policing. The Department also remains committed to combating gun violence and will continue to advance this in 2025 to 2026 via several key initiatives, including:

• compensating business and individual firearm owners for the permanent deactivation or destruction of their eligible assault-style firearms;
• continuing to implement a broad range of measures, including former Bill C-21, An Act to amend certain Acts and to make certain consequential amendments (firearms), and other regulatory initiatives to strengthen the firearms regime and enhance public safety; 
• working with provinces and territories and other partners, developing and launching a “Red Flag” Awareness Initiative;
• continuing engagements with partners on the RCMP contract policing program in advance of the 2032 renegotiations of the Police Service Agreements, leveraging feedback collected via the 2023 contract policing assessment (“What we heard” report posted in May 2024);
• analyzing and implementing the Mass Casualty Commission (MCC) recommendations in collaboration with the RCMP and jointly supporting the MCC Progress Monitoring Committee with the Province of Nova Scotia; and,
• coordinating the implementation and coming into force of Bill C-20, An Act establishing the Public Complaints and Review Commission and amending certain Acts and statutory instruments which received Royal Assent on October 31, 2024. This initiative will create an enhanced accountability mechanism for the RCMP and Canada Border Services Agency.

Indigenous Policing

Indigenous communities’ safety and security needs are unique, and the Department remains committed to supporting them with culturally-relevant and appropriate policing services in these communities. The First Nations and Inuit Policing Program provides support for First Nations and Inuit communities to administer their own police services, in accordance with the relevant provincial or territorial requirements, or to receive enhanced policing services from the RCMP or another standing police force. The First Nations and Inuit Policing Facilities Program provides funding to First Nations and Inuit communities to repair and enhance First Nations and Inuit policing institutions in their communities.

In 2025 to 2026, Public Safety Canada will continue to support Indigenous community safety through these two programs and work to improve program governance, design, and delivery in line with recommendation 3.48 of the 2023 to 2024 Report of the Auditor General of Canada on the First Nations Policing Program and associated Action Plan.

The Department will also continue to work with First Nations partners to build consensus on the scope of federal legislation to recognize First Nations police services as essential services.

Crime Prevention

The Department’s efforts under the Crime Prevention Program will focus primarily on ensuring that vulnerable Canadian communities are safe from rising hate and fracturing social cohesion. This will include:

• providing funding directly to community organizations to enhance the physical safety of their institutions through the Canada Community Security Program (administered via the Crime Prevention Funding Programs under the National Crime Prevention Strategy (NCPS)); and,
• supporting Canada’s Action Plan on Combatting Hate, launched on September 24, 2024, by increasing capacity to support government and civil society in countering extreme forms of hate-motivated violence targeting marginalized groups, and enhancing upstream work to prevent and mitigate harms from social fracturing. This work will be led by the Canada Centre for Community Engagement and Prevention of Violence (Canada Centre), which is the federal government center of excellence on addressing radicalization to violence.

The Department will also continue to administer funding support to numerous at-risk communities and Indigenous organizations to address the roots of crime and prevent youth and adult entry into gang and other criminal activities. These funding streams include the other streams under the NCPS (i.e., Crime Prevention Action Fund, Northern and Indigenous Crime Prevention Fund, and the Youth Gang Prevention Fund), the Building Safer Communities Fund, and the Initiative to Take Action Against Gun and Gang Violence. The Department will also develop and initiate implementation of the National Strategy to Reduce Gun and Gang Violence.

Corrections and Community Reintegration

Data-informed decision making is a key consideration for the Department, particularly as it pertains to the administration of correctional institutions and associated programs. In this vein, Public Safety Canada will continue a number of key research projects, including on topics such as sexual coercion and violence in federal custody and on culturally-specific risk and protective factors for Indigenous peoples in the criminal justice system. Data on recidivism and risk factors tied to some research projects are expected to be available in 2025. The Department will also table its first legislated progress report on the Federal Framework to Reduce Recidivism in Spring 2025.

Key Risks

Public Safety Canada's mission is to build a safe and resilient Canada. Accordingly, the Department must exercise a high level of awareness, engagement and adaptability to keep Canadians safe, maintain a cohesive and coordinated approach to safety and security, and generate results for Canadians while managing a variety of risks. Currently, the 2022 to 2026 Enterprise Risk Profile (updated in Fall 2024) identifies the following key risks for the Department:

• keep pace with, and take advantage of, technological advances in areas related to its mandate, particularly in the context of information technology;
• effectively manage emerging priorities and simultaneous natural disaster and security events at the pace and magnitude required;
• secure and maintain partners' full cooperation to limit policy and program implementation delays;
• attract and retain the human resources required to achieve expanding organizational objectives;
• consistently weigh strategic and operational considerations in its collection, storage, sharing and publication of data to deliver evidence-informed policy and program commitments; and,
• ensure its ability to adapt to evolving demands and pressures in order to meet Government of Canada objectives, the needs of the evolving environment and the requirements of a larger organization.

A number of controls are currently in place and additional mitigation measures are being implemented to respond to these risks to the Department's ability to deliver on its mandate, render timely decisions and achieve intended outcomes. Furthermore, some of the planned initiatives listed in the previous section will help the Department respond to the risks associated with the delivery of Public Safety Canada programs.

Planned resources to achieve results

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

Complete financial and human resources information for the Public Safety Canada’s Program Inventory is available on GC InfoBase.

Related government priorities

Gender-Based Analysis Plus

• National Strategy on Countering Radicalization to Violence and Community Resilience Fund: Public Safety Canada will continue to apply GBA Plus principles as part of its core approach to preventing and countering violent extremism, in line with the National Strategy on Countering Radicalization to Violence. In 2025 to 2026, the Canada Centre will build a new data integration and analysis team which will bring together evidence produced and trends identified, such as how gender-driven forms of violent extremism are manifesting online and offline. The Department will leverage the results generated to create more data-driven products that will inform decision-making, policy, programming and provide insights to key stakeholder audiences. It will also help the Community Resilience Fund grants and contributions program to centrally integrate GBA Plus in its priorities for project selection, and in the design and implementation of the program.
• Human Trafficking: Public Safety Canada will leverage the results of the June 2024 Horizontal Evaluation of the National Strategy to Combat Human Trafficking report, along with insights and guidance from victims and survivors, partners, provinces and territories, and frontline practitioners, to help inform the Department’s ongoing approach and the identification of best practices and opportunities to strengthen the next iteration of the National Strategy to Combat Human Trafficking.
• Corrections research: Public Safety Canada will apply a GBA Plus lens, via the Corrections Research Unit, to multiple research projects on the topics of overrepresentation of racialized groups in the criminal justice system, and on the examination of risk and protective factors associated with recidivism. These projects are aligned with the Federal Framework to Reduce Recidivism and can serve to inform the development and optimization of programs and policies designed to reduce criminal justice involvement.
• Indigenous Community Corrections Initiative: Public Safety Canada will consider GBA Plus factors such as gender identity (men, women, 2SLGBTQQIA+), Indigenous identity (First Nations, Metis, Inuit), and disabilities (type of disability) in the Indigenous Community Corrections Initiative (ICCI)-funded projects. GBA Plus disaggregated project data will be collected from recipients involved in long term project implementation-related initiatives. This could include how many justice-involved Indigenous 2SLGBTQQIA+ persons and women participated in the program, the types of activities they participated in, if they reoffended during their program participation, and/or the impacts on community members including family members. The data collected will inform whether the ICCI reduces the likelihood of future recontacts and increases access to culturally/gender-appropriate programming in justice settings. Likewise, the program will report on findings where participant and community privacy concerns can be adequately addressed.

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 contributions 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.

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.

Summary of changes to reporting framework since last year

No changes made to reporting framework since 2023 to 2024.

Core Responsibility 3: Emergency Management

In this section

• Description
• Quality of Life Impacts
• Indicators, Results and Targets
• Plans to achieve results
• Key Risks
• Planned resources to achieve results
• Related government priorities
• Program Inventory
• Summary of changes to reporting framework since last year

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.

Indicators, Results and Targets

This section presents details on the department’s indicators, the actual results from the three most recently reported fiscal years, the targets and target dates approved in 2025 to 2026 for 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.

Additional information on the detailed results and performance information for Public Safety Canada’s Program Inventory is available on GC InfoBase.

Plans to achieve results

The following section describes the planned results for Emergency Management in 2025 to 2026.  

Results we plan to achieve

The frequency and intensity of disasters, both natural and man-made, are on the rise, exacerbated by the effects of climate change. These disasters are also giving rise to increased costs for Canadians recovering from these incidents. This rise underscores the importance of ensuring that Canadians are prepared to identify and respond to risks, that community response and recovery efforts are as effective as possible while also enhancing prevention and mitigation efforts in support of holistic disaster resilience nation-wide.

In 2025 to 2026, Public Safety Canada will advance a number of initiatives that will strengthen Canada’s resilience to effectively mitigate, prepare for, respond to and recover from all-hazards emergencies.

Emergency Preparedness

Public Safety Canada efforts under the Emergency Preparedness program will focus on enhancing institutional and individual preparedness to respond to emergencies. Promoting individual preparedness will include the continued development and launch of the national flood risk awareness portal, which will serve as a centralized source of public information about relative neighborhood flood risks.

The multi-hazard environment and frequency and severity of emergencies continues to underline the importance of whole-of-society and coordinated response across the Government of Canada, provinces, territories, local authorities, and Indigenous communities. The Department will continue its emergency management modernization efforts, including converting the Federal Emergency Response Plan to a Federal Emergency Response and Preparedness Framework which defines the core Ministerial responsibilities under the Emergency Management Act.

At the same time, Public Safety Canada, via the Government Operations Centre (GOC), will continue to develop and deliver national exercises for events impacting the national interest, including the G7 integrated exercise program, to examine, test and validate safety, security and operational arrangements in support of the G7 Leaders’ Summit in Spring 2025. The GOC will also publish the Emergency Management Planning Process guide for its Federal partners as well as update the Strategic Emergency Management Planning guide to provide a common and structured approach to Emergency Management Preparedness activities across federal partners.

Building a safe and reliable public alerting system in Canada is a responsibility shared by all levels of government and industry partners. Building off of the February 2024 Federal-Provincial-Territorial Ministers discussions, Public Safety Canada will continue to work with provinces and territories to strengthen the sustainability and governance of this system. This work will consider the recommendations of the Mass Casualty Commission related to public alerting.

Emergency Prevention/Mitigation

Public Safety Canada will advance prevention and mitigation of emergencies in collaboration with federal, provincial, territorial, and municipal partners and other stakeholders. Key to mitigating potential negative impacts to Canadians is to ensure that critical government services remain available, even in the face of unforeseen challenges. Through the Federal Government Continuity Strategy 2025-2029, the Centre for Resiliency and Continuity Management will provide industry-leading Business Continuity Management (BCM) expertise and methodologies to the federal BCM community, continuing its strategic efforts to enhance the capacity of federal organizations to maintain critical service delivery to Canadians and ensure the effective functioning of government operations.

The Department will also continue to support Natural Resources Canada and Environment and Climate Change Canada to advance the Flood Hazard Identification and Mapping Program (FHIMP) under the National Adaptation Strategy. The FHIMP will ensure that stakeholders have necessary knowledge of flood hazard information for decision-making. The Department will also develop the Federally Identified Flood Risk Areas (FIFRA), which will complement the FHIMP and, in the long term, will be used by federal partners to inform federal policy development and program administration and delivery.

Finally, the Department will also advance the renewal of the 2019 Emergency Management Strategy (EMS), to allow provincial and territorial partners to reaffirm their commitment to the foundational principles and priorities aimed at increasing whole-of-society disaster resilience by 2030. The renewal of the EMS will ensure that the strategy remains relevant in the dynamic context of changing disaster risks in Canada and reflects a common adaptation approach for all jurisdictions, and ultimately ensure that Canada effectively mitigates, prepares for, responds to, and recovers from disaster events.

Emergency Response/Recovery

Efforts under Emergency Response/Recovery will aim to provide leadership and support to partners and stakeholders to respond to all-hazard events, and ensure a coordinated approach to support rapid and effective recovery. The Department will continue to fund non-governmental organizations to increase capacity via the Supporting a Humanitarian Workforce to Respond to COVID-19 and other Large-Scale Emergencies contribution program. The Department will also continue engagement with Indigenous partners, provinces and territories and other stakeholders on the advancement of a pan-Canadian civilian response capacity.

Concerning recovery and toward promoting ongoing flood resilience, engagement activities will advance the development of the flood insurance program leveraging Federal-Provincial-Territorial partnerships to ensure implicated parties are involved and appropriate jurisdictional governance is maintained. Once deployed, the flood insurance program will ensure that Canadians most heavily impacted by floods are financially supported in their recovery and resilience efforts.

Finally, in 2025 to 2026, the Department will continue to support provinces and territories in navigating and utilizing the new modernized terms and conditions for the Disaster Financial Assistance Arrangements (DFAA), and establish a Centre of Recovery Excellence (CoRE) that will increase knowledge and capacity among recovery practitioners and improve access to recovery expertise. The CoRE will support the DFAA program’s overall goals to increase uptake in mitigation funding, support for people and tracking of recovery outcomes.

Key Risks

Public Safety Canada's mission is to build a safe and resilient Canada. Accordingly, the Department must exercise a high level of awareness, engagement and adaptability to keep Canadians safe, maintain a cohesive and coordinated approach to safety and security, and generate results for Canadians while managing a variety of risks. Currently, the 2022 to 2026 Enterprise Risk Profile (updated in Fall 2024) identifies the following key risks for the Department:

• keep pace with, and take advantage of, technological advances in areas related to its mandate, particularly in the context of information technology;
• effectively manage emerging priorities and simultaneous natural disaster and security events at the pace and magnitude required;
• secure and maintain partners' full cooperation to limit policy and program implementation delays;
• attract and retain the human resources required to achieve expanding organizational objectives;
• consistently weigh strategic and operational considerations in its collection, storage, sharing and publication of data to deliver evidence-informed policy and program commitments; and,
• ensure its ability to adapt to evolving demands and pressures in order to meet Government of Canada objectives, the needs of the evolving environment and the requirements of a larger organization.

A number of controls are currently in place and additional mitigation measures are being implemented to respond to these risks to the Department's ability to deliver on its mandate, render timely decisions and achieve intended outcomes. Furthermore, some of the planned initiatives listed in the previous section will help the Department respond to the risks associated with the delivery of Public Safety Canada programs.

Planned resources to achieve results

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

Complete financial and human resources information for the Public Safety Canada’s Program Inventory is available on GC InfoBase.

Related government priorities

Gender-Based Analysis Plus

• National flood risk awareness portal: Public Safety Canada will seek to identify barriers and challenges experienced by socially vulnerable populations to inform the development of the portal and its public outreach activities post-launch. Through this, various socio-economic and demographic considerations of those at highest risk of flooding will be considered. The Department will conduct, in partnership with Statistic Canada, further data analysis using the Social Vulnerability Index (SoVI), which will allow for GBA Plus considerations through analyzing flood data based on socio-economic indicators.
• Modernization of emergency management: Public Safety Canada will continue to work on integration of data and ensure that a GBA Plus lens continues to inform the Department’s work and efforts to modernize emergency management in Canada.

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 contributions 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.

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.

Summary of changes to reporting framework since last year

No changes made to reporting framework since 2023 to 2024.

Internal services

In this section

• Description
• Plans to achieve results
• Planned resources to achieve results
• Planning for 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

Plans to achieve results

This section presents details on how the department plans to achieve results and meet targets for internal services.

Fostering employee well-being and sense of belonging

Employees’ well-being and sense of belonging are crucial to a productive workforce and efficient people management within an organization. In 2025 to 2026, Public Safety Canada will continue to build a culture that values the well-being of its employees and promotes values and ethics. To foster a strong sense of belonging, the Department will develop and implement programs and initiatives to improve employees' experience, as well as provide the tools and support for the hybrid work model, and therefore enhance employee retention.

Building a diverse, inclusive and accessible workplace

In 2025 to 2026, Public Safety Canada will continue to advance its agenda on promoting equity, diversity, inclusion and accessibility in the organization. It will aim to increase collective awareness and further understand where gaps and barriers exist to inform direction and decisions. It will implement measures and actions to end racism, allow equitable participation of all employees and enable full capacity of its workforce at the service of Canadians.

Investing in key services and infrastructure

Public Safety Canada recognizes that, in order for the Department to deliver effective programs and meet its corporate obligations, it requires strong and effective corporate services support. In 2025 to 2026, Public Safety Canada will continue to invest in and modernize its Information Technology services to address capacity, technological debt, and workforce pressures while improving access to services.

Promoting integration, coherence and collective management

A key corporate focus for 2025 to 2026 will be to enhance and expand integrated business planning within the Department, including modernizing and enhancing the departmental risk, governance, results and reporting frameworks.

Planned resources to achieve results

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

Complete financial and human resources information for the Public Safety Canada’s Program Inventory is available on GC InfoBase.

Planning for Contracts Awarded to Indigenous Businesses

Public Safety Canada plans on contracting with Indigenous businesses in support of achieving the mandatory minimum target of 5% as announced by the federal government. In 2025 to 2026, the Department anticipates that 10% of its contracts will be awarded to Indigenous businesses.

To further encourage contracts awarded to Indigenous businesses, Public Safety Canada will expand its current standing offers under the mandatory Set-Aside Program for Indigenous Business and continue to promote engagement sessions with Indigenous and Inuit suppliers as part of Request for Proposal processes. The engagement sessions provide an opportunity for the Department to explain the government procurement process to suppliers, and to answer any questions. Additionally, Public Safety Canada will promote Indigenous businesses by requiring its contracting officers to invite at least one Indigenous business when using Mandatory Supply Arrangements or Standing Offers. This initiative creates more opportunities for Indigenous businesses with an objective of surpassing predicted numbers by enabling more incidental contracts.

Table 10 presents the actual result with forecasted and planned results for the total percentage of contracts the Department awarded to Indigenous businesses. 

Planned Spending and Human Resources 

This section provides an overview of Public Safety Canada’s planned spending and human resources for the next three fiscal years and compares planned spending for 2025 to 2026 with actual spending from previous years.

In this section

• Spending
• Funding
• Future-Oriented Condensed Statement of Operations
• Human Resources

Spending

This section presents an overview of the Department's planned expenditures from 2022 to 2023 to 2027 to 2028.

Analysis of planned spending by core responsibility
Planned spending for the National Security core responsibility is $40,607,853 (2%) in 2025 to 2026, which is primarily attributable to strengthening cyber security and critical infrastructure resilience ($12.6 million), as well as national security policy ($10 million) and national security operations ($5.5 million).

Planned spending for Community Safety core responsibility is $1,288,586,498 (60%) in 2025 to 2026. This is primarily attributable to the following transfer payment programs:

• First Nations and Inuit Policing Program ($352.9 million);
• Assault-Style Firearms Compensation Program ($342.6 million);
• Gun and Gang Violence Action Fund under the Initiative to Take Action Against Gun and Gang Violence ($80.1 million);
• National Crime Prevention Strategy ($64 million);
• Canada’s 2025 G7 presidency ($52.8 million); and
• Building Safer Communities Fund ($52.5 million).

Planned spending for Emergency Management core responsibility is $744,631,575 (34%) in 2025 to 2026. This is primarily attributable to grants and contributions funding for the following transfer payment programs:

• Disaster Financial Assistance Arrangements ($616 million); and
• Supporting a Humanitarian Workforce to Respond to COVID-19 and Other Large-Scale Emergencies ($35 million).

Planned spending for internal services is $89,162,768 (4%) in 2025 to 2026. This is primarily to ensure effective delivery of departmental programs and to meet corporate obligations.

Budgetary performance summary

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. Amounts for the current fiscal year are forecasted based on spending to date.

Analysis of the past three years of spending

The 2024 to 2025 Forecasted Spending is $1,035.5 million (70%) higher than the 2023 to 2024 Expenditures. This increase is mainly attributable to the Disaster Financial Assistance Arrangements ($941.1 million), as well as First Nations and Inuit Policing Program ($50.3 million) and the First Nations and Inuit Policing Facilities Program ($32 million). This increase is primarily offset by one year funding received in 2023 to 2024 in support of the Newfoundland Adult Corrections Facility Project ($150 million).

More financial information from previous years is available on the Finances section of GC InfoBase.

Planned three-year spending on core responsibilities and internal services

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 attributable to a decrease in payments under the Disaster Financial Assistance Agreements (DFAA) program ($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 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 ($57.1 million).

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

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

More detailed financial information from previous years is available on the Finances section of GC InfoBase.

Funding

This section provides an overview of the Department's voted and statutory funding by core responsibility 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 from 2022 to 2023 to 2027 to 2028.

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 attributable to the Disaster Financial Assistance Arrangements (DFAA) program. 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 attributable 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).

For further information on Public Safety Canada’s departmental appropriations, consult the 2025 to 2026 Main Estimates.

Future-Oriented Condensed Statement of Operations

The future-oriented condensed statement of operations provides an overview of Public Safety Canada’s operations for 2024 to 2025 to 2025 to 2026.

Table 15 summarizes the expenses and revenues which net to the cost of operations before government funding and transfers for the period between 2024 to 2025 and 2025 to 2026. The forecast and planned amounts in this statement of operations were prepared on an accrual basis. The forecast and planned amounts presented in other sections of the Departmental Plan were prepared on an expenditure basis. Amounts may therefore differ.

Analysis of forecasted and planned results

The decrease in the total expenses of $1,605,643,177 in 2025 to 2026 compared to 2024 to 2025 is primarily attributed to reduced expenditures forecasted for transfer payments including the Disaster Financial Assistance Arrangements program, the Building Safer Communities Fund and the Drug-Impaired Driving initiative.

A more detailed Future-Oriented Statement of Operations and associated Notes for 2025 to 2026, including a reconciliation of the net cost of operations with the requested authorities, is available on Public Safety Canada’s website.

Human Resources

This section presents an overview of the Department’s actual and planned human resources from 2022 to 2023 to 2027 to 2028. 

Table 16 shows a summary of human resources, in full-time equivalents, for Public Safety Canada’s core responsibilities and for its internal services for the previous three fiscal years. Human resources for the current fiscal year are forecasted based on year to date.

Analysis of human resources over the last three years

Public Safety Canada full-time equivalents (FTEs) increased by 33.4% (433 FTEs) over the last two years, from 1,298 FTEs in 2022 to 2023 to 1,731 FTEs forecasted in 2024 to 2025. This increase is primarily attributable to the growth of the following programs: Assault-Style Firearms Compensation Program (154 FTEs), enhancing natural disaster resilience (41 FTEs), and the Canada Community Security Program (29 FTEs).

Table 17 shows information on human resources, in full-time equivalents, for each of Public Safety Canada’s core responsibilities and for its internal services planned for the next three years.

Analysis of human resources for the next three years

FTEs in 2026 to 2027 are projected to decrease by 291 (16.5%) 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 (4.8%) 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).

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

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
• Horizontal Initiatives
• Up-front multi-year funding

Information on Public Safety Canada’s Departmental Sustainable Development Strategy can be found on Public Safety Canada’s website.

Federal tax expenditures

Public Safety Canada’s Departmental Plan does not include information on 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.

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 orders of government, departments or individuals; and payments to Crown corporations.

core responsibility (responsabilité essentielle)

An enduring function or role performed by a department. The intentions of the department with respect to a core responsibility are reflected in one or more related departmental results that the department seeks to contribute to or influence.

Departmental Plan (plan ministériel)

A report on the plans and expected performance of an appropriated department over a 3-year period. Departmental Plans are usually tabled in Parliament each spring.

departmental result (résultat ministériel)

A consequence or outcome that a department seeks to achieve. A departmental result is often outside departments’ immediate control, but it should be influenced by program-level outcomes.

departmental result indicator (indicateur de résultat ministériel)

A quantitative measure of progress on 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 on a department’s actual accomplishments against the plans, priorities and expected results set out in the corresponding Departmental Plan.

full-time equivalent (équivalent temps plein)

A measure of the extent to which an employee represents a full person-year charge against a departmental budget. For a particular position, the full-time equivalent figure is the ratio of number of hours the person actually works divided by the standard number of hours set out in the person’s collective agreement.

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

Is an analytical tool used to support the development of responsive and inclusive policies, programs, and other initiatives. GBA Plus is a process for understanding who is impacted by the issue or opportunity being addressed by the initiative; identifying how the initiative could be tailored to meet diverse needs of the people most impacted; and anticipating and mitigating any barriers to accessing or benefitting from the initiative. GBA Plus is an intersectional analysis that 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.

Using GBA Plus involves taking a gender- and diversity-sensitive approach to our work. Considering all intersecting identity factors as part of GBA Plus, not only sex and gender, is a Government of Canada commitment.

government priorities (priorités gouvernementales)

For the purpose of the 2025 to 2026 Departmental Plan, government priorities are the high-level themes outlining the government’s agenda in the in the most recent Speech from the Throne.

horizontal initiative (initiative horizontale)

An initiative where two or more federal departments are given funding to pursue a shared outcome, often linked to a government priority.

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. 

non‑budgetary expenditures (dépenses non budgétaires)

Non-budgetary authorities that comprise assets and liabilities transactions for loans, investments and advances, or specified purpose accounts, that have been established under specific statutes or under non-statutory authorities in the Estimates and elsewhere. Non-budgetary transactions are those expenditures and receipts related to the government's financial claims on, and obligations to, outside parties. These consist of transactions in loans, investments and advances; in cash and accounts receivable; in public money received or collected for specified purposes; and in all other assets and liabilities. Other assets and liabilities, not specifically defined in G to P authority codes are to be recorded to an R authority code, which is the residual authority code for all other assets and liabilities.

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 means of measuring an output or outcome, with the intention of gauging the performance of an department, program, policy or initiative respecting expected results.

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 those amounts presented in Main Estimates.

A department is expected to be aware of the authorities that it has sought and received. The determination of planned spending is a departmental responsibility, and departments must be able to defend the expenditure and accrual 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)

Identifies all the department’s programs and describes how resources are organized to contribute to the department’s core responsibilities and results.

result (résultat)

A consequence attributed, in part, to a department, policy, program or initiative. Results are not within the control of a single department, policy, program or initiative; instead they are within the area of the department’s influence.

statutory expenditures (dépenses législatives)

Expenditures that Parliament has approved through legislation other than appropriation acts. The legislation sets out the purpose of the expenditures and the terms and conditions under which they may be made.

target (cible)

A measurable performance or success level that a department, program or initiative plans to achieve within a specified time period. Targets can be either quantitative or qualitative.

voted expenditures (dépenses votées)

Expenditures that Parliament approves annually through an appropriation act. The vote wording becomes the governing conditions under which these expenditures may be made.

Date modified:

2025-06-17