Transfer Payment Programs for Public Safety Canada's 2024 to 2025 Departmental Results Report

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Details on transfer payment programs over $5 million

• Assault-Style Firearms Compensation Program
• Biology Casework Analysis Contribution Program
• Building Safer Communities Fund
• Community Resilience Fund
• Contribution Program to Combat Serious and Organized Crime
• Disaster Financial Assistance Arrangements
• First Nations and Inuit Policing Facilities Program
• First Nations and Inuit Policing Program
• Grants and Contributions Program to National Voluntary Organizations
• Gun and Gang Violence Action Fund
• Major International Events Security Cost Framework
• Memorial Grant Program for First Responders
• National Crime Prevention Strategy
• Parliamentary District Policing
• Search & Rescue New Initiatives Fund
• Supporting a Humanitarian Workforce to Respond to COVID-19 and Other Large-Scale Emergencies
• Supporting the Canadian Red Cross's urgent relief efforts related to COVID-19, floods and wildfires

Details on Transfer Payment Programs of less than $5 million

• Aboriginal Community Safety Development Contribution Program
• COSPAS-SARSAT
• Heavy Urban Search and Rescue
• International Association of Fire Fighters
• National Capital Extraordinary Policing Costs
• National Flagging System Class Grant Program
• Policy Development Contribution Program
• Search and Rescue Volunteer Association of Canada
• Workers Compensation

Details on transfer payment programs over $5 million

Assault-Style Firearms Compensation Program

Start date

Phase 1: November 2024

Phase 2: Spring 2025

End date

Phase 1: April 2025

Phase 2: September 2025

Type of transfer payment

Grants for Phase 1: Compensation for Businesses.

Grant for Phase 2: Compensation for Individuals.

Contribution Agreement for Phase 2: Provinces, Municipalities, and Police communities collecting firearms

Type of appropriation

Vote 5

Fiscal year for terms and conditions

Phase 1: FY 2024-25

Phase 2: FY 2025-26

Link to departmental result(s)

Canadian communities are safe

Crime is prevented and addressed in populations/communities most at risk

Link to the department's Program Inventory

Law Enforcement and Policing

Results achieved

The Government has a long-standing commitment of implementing a comprehensive approach to strengthen firearms control and tackle firearm-related violence across Canada. A key preventative feature of this approach was the prohibition of Assault Style Firearms (ASFs) that are a risk to public safety and not suitable for civilian use. Over 2,500 ASFs were prohibited in May 2020, December 2024, and March 2025. Amnesty Orders are in place to protect licenced businesses and individual ASF owners from criminal liability as they take steps to comply with the law, and create multiple options to do so. The Amnesty periods expire on October 30, 2025, for the first two prohibitions and on March 1, 2026, for the last one.

The Government has been working to deliver a compensation program, the Assault Style Firearms Compensation Program (ASFCP), to ensure that ASF owners impacted by the prohibitions are incentivized and are provided an additional means to safely dispose of their prohibited ASFs. The ASFCP is a voluntary Program and offers fair compensation to ASF owners who turn in or deactivate their affected ASFs.

The ASFCP for businesses has launched, with claims closing for firearms prohibited in May 2020 on April 30, 2025. Businesses submit their claim in a Web Portal/Case Management System and ship their firearms to a third party destruction vendor using a licensed carrier or Canada Post. As of the closing date, a total of 190 participating businesses have claimed over 12,000 firearms and over 14,000 parts and components, with over $22 million paid and to be paid in compensation (grants). Once businesses have submitted their claim and all firearms, parts and components have been received and validated, compensation payments are issued within 45 business days, provided all validations are successfully completed and no additional review is required. The service standard has been met at 86%.

In 2025-26, additional detail on results achieved for the ASFCP will be available.

Stream 2 & 3

Preparation for extending the compensation program to individual firearms owners is well under way, as the Government builds on the success of the work done with firearm businesses.

In 2025-26, additional detail on results achieved for the ASFCP will be available.

ASFs have been used in most of Canada's mass shootings over the past 40 years. For instance, the AR-15 was used in Portapique, Nova Scotia (2020), the VZ.858 in the Quebec City Mosque shooting (2017), the Norinco M305 in Moncton, New Brunswick (2014), the Beretta Cx4 at Montreal's Dawson College (2006), and the Ruger Mini-14 at Montreal's École Polytechnique massacre (1989).

Given these events, the growing concern for public safety, the increasing public demand for measures to address gun violence and mass shootings and, in particular, the concern resulting from the inherent deadliness of ASFs that are not suitable for civilian use, the Governor in Council has prohibited approximately 2,500 makes and models of ASFs in May 2020, December 2024, and March 2025. Amnesty Orders are in place to protect licenced businesses and individual ASF owners from criminal liability as they take steps to comply with the law, and include multiple options to do so. The Amnesty periods expire on October 30, 2025, for the first two prohibitions and on March 1, 2026, for the last one.

Pathways for owners to comply with the law include deactivation at their own expense, export, delivery to police for no compensation, or return to manufacturer (businesses).

These options will remain available until the relevant amnesty period expires. Upon expiration of the amnesty periods, individuals and businesses in possession of the prohibited items could be subject to criminal liability for unlawful possession and any other applicable Criminal Code offences.

The ASFCP provides an additional means for owners to dispose of their firearms. It is a voluntary Program and offers fair compensation to ASF owners who turn in or deactivate their affected ASFs. The ASFCP also aligns with the Mass Casualty Commission's recommendation that the federal government take steps to rapidly reduce the number of prohibited semi-automatic firearms in circulation.

Findings of audits completed in 2024-25

N/A. Two separate Joint Audit and Evaluation engagements of the Assault-Style Firearms Compensation Program are planned for 2026-27: one focusing on Phase 1 – Businesses, and the other one on Phase 2 – Individuals.

Findings of evaluations completed in 2024-25

N/A. Two separate Joint Audit and Evaluation engagements of the Assault-Style Firearms Compensation Program are planned for 2026-27: one focusing on Phase 1 – Businesses, and the other one on Phase 2 – Individuals.

Engagement of applicants and recipients in 2024-25

The ASFCP for businesses launched in December 2024, with claims closing for firearms prohibited in May 2020 on April 30, 2025. During this period, businesses were engaged through outreach, marketing campaigns and the Program's contact centre. In 2024-25 Public Safety Canada continued to engage with Indigenous organizations, provinces, municipalities, and police services as preparation for extending the compensation program to individual firearms owners continued.

Explanation of variances

The $15.3 million variance is attributable to new funding received through the Supplementary Estimates, and therefore it was not reflected in planned spending. There is a $9.6 million lapse in the 2024-25 Public Accounts, which is expected to be transferred for use in future fiscal years.

Biology Casework Analysis Contribution Program

Start date

2010-11

End date

Ongoing

Type of transfer payment

Contribution

Type of appropriation

Appropriated annually through Estimates

Fiscal year for terms and conditions

2022-23

Link to departmental result(s)

Community safety practices are strengthened

Canadian communities are safe

Crime is prevented and addressed in populations/communities most at-risk

Link to the department's Program Inventory

Serious and Organized Crime

Purpose and objectives of transfer payment program

This Biology Casework Analysis Contribution Program (BCACP) provides contributions to the governments of Ontario and Québec, which operate forensic laboratories that undertake biological casework analysis for the purpose of criminal identification, and which also provide crime scene DNA profiles to the National DNA Data Bank (NDDB).

The specific objectives of the BCACP are as follows:

• Increased operational capacity in the Ontario and Québec forensic laboratories;
• Decreased processing turnaround times;
• Decreased case backlog; and
• Increased number of profiles submitted to the Crime Scene Index of the National DNA Data Bank.

Results achieved

With support from Public Safety Canada (PS) under the Biology Casework Analysis Contribution Program (BCACP), Ontario and Québec have successfully processed a substantial number of DNA analysis requests. These efforts have been instrumental in furthering criminal investigations and upholding the administration of justice. It is important to note a timing discrepancy between the due dates for BCACP reports and the annual DRR exercise. As a result, the following findings pertain to the 2023-24 fiscal year, with results for 2024-25 to be published later in the year.

In 2023-24, Québec received 9,523 cases, of which 8,557 were completed, reflecting a 15.5% increase from the previous year. The average number of exhibits examined per case slightly declined from 3.1 to 3. The number of biological samples submitted for DNA analysis totaled 39,990, compared to 41,266 in the prior fiscal year. Additionally, 4,343 DNA profiles were submitted to the Crime Scene Index of the National DND Data Bank, marking a 19.1% increase. The average case turnaround time for primary and secondary designated offenses rose by 17 days, reaching 79 days.

During the same period, Ontario received 10,357 cases, with 8,373 successfully completed—an increase of 1.5% from the previous fiscal year. The average number of exhibits examined per case rose from 2.2 to 2.7. The number of biological samples submitted for DNA analysis increased to 26,032 from 21,901 in the prior year. A total of 5,259 DNA profiles were submitted to the Crime Scene Index of the National DND Databank, representing a 5.5% decrease. Lastly, the average case turnaround time for primary offenses grew by 7 days to 74 days, while secondary offenses experienced a 37-day increase, reaching 82 days.

All data that is collected under the BCACP is subject to the DNA Identification Act and the Privacy Act in order to protect the privacy of individuals. Hence, disaggregated gender-based data is not collected for this program.

Findings of audits completed in 2024-25

N/A

Findings of evaluations completed in 2024-25

N/A. An Evaluation of Public Safety Canada's Role in Support of DNA Analysis was completed in May 2019.

Next planned evaluation of the Biology Casework Analysis Contribution Program is planned for 2025-26.

Engagement of applicants and recipients in 2024-25

PS officials continued maintaining strong relationships with provincial recipients. They reviewed reports and provided guidance whenever necessary.

Explanation of variances

Building Safer Communities Fund

Start date

March 2022

End date

2026

Type of transfer payment

Contribution

Type of appropriation

Appropriated annually through Estimates

Fiscal year for terms and conditions

2021-22

Link to departmental result(s)

Community safety practices are strengthened

Canadian communities are safe

Link to the department's Program Inventory

Crime Prevention

Purpose and objectives of transfer payment program

The objective of the Building Safer Communities Fund (BSCF) is to support Municipalities and Indigenous governments in their efforts to address gun and gang prevalence by providing a determined funding allocation to put in place community led projects to combat gun and gang violence and address knowledge gaps concerning the impacts of interventions in gun and gang violence.

Public Safety Canada (PS) is responsible for administering contributions agreements to municipal governments as well as Indigenous communities, which then can redistribute all or a portion of the funding to support gang prevention and intervention initiatives, in accordance to their respective needs.

The Department will continue to work in collaboration with municipal governments and Indigenous communities to understand the gun and gang violence-related priority issues and will continue to facilitate a coordinated national data collection strategy.

The objectives of the BSCF are to:

• Support municipalities and Indigenous communities to develop community-based prevention and intervention strategies and initiatives to tackle gun and gang activities;
• Increase the knowledge of the nature, scope and challenges of the identified recipients to tackle gun and gang activities;
• Support recipients to develop a plan to sustain successful prevention and intervention activities on completion of the five-year program.

Results achieved

Under the BSCF, PS continues to support municipalities and Indigenous communities in their efforts to address gun and gang prevalence by providing a determined funding allocation to put in place community led projects to combat gun and gang violence and address knowledge gaps concerning the impacts of interventions in gun and gang violence. In 2024-25, a total of 87 projects were administered, representing an investment of $79.5 million. Of these, 16 were new projects that started in 2024-25.

These objectives are monitored using the following performance indicators:

Percentage of identified recipients that received dedicated funding to address gun and gang violence through crime prevention and intervention initiatives:

• 75% of respondents (n=51^{Footnote 1}) funded ultimate recipients to deliver crime prevention and intervention activities that address gun and gang violence.

Activities funded under the BSCF included the following^{Footnote 2}:

• Development of a strategy on gun and gang violence: 28%
• Development and delivery of prevention intervention initiatives addressing risk factors associated with gun and gang violence, including but not limited to mentoring, counselling, skills development and recreational opportunities: 91%
• Development or enhancement of data systems to support data gathering/reporting on gun and gang crime or on results achieved: 32%
• Development of knowledge to fill gaps at the community/recipient level, including research, and sharing of information and/or best practices related to gun and gang violence: 53%
• Outreach and recruitment of preventative initiatives or intervention participants: 51%
• Public awareness and education: 62%
• Collaboration and integration of horizontal initiatives related to gun and gang violence: 38%
• Development of a plan to sustain successful preventative initiatives or intervention activities beyond the end of the contribution agreement: 38%
• Other prevention and intervention initiatives developed in consultation with the program authority: 16%

Findings of audits completed in 2024-25

N/A

Findings of evaluations completed in 2024-25

N/A. An evaluation of the Building Safer Communities Fund in planned for 2025-26.

Engagement of applicants and recipients in 2024-25

PS and its partners such as the Canadian Centre for Safer Communities (CCFSC) ensure that communication bridges are created between different organizations through community of practice meetings. These meetings provide an opportunity for dialogue between recipients and the chance to share resources, access knowledge-exchange opportunities, and raise awareness of successful program activities.

Explanation of variances

Within acceptable variance levels.

Combat Child Sexual Exploitation and Human Trafficking

Start date

2004 (enhanced in 2007)

End date

Ongoing

Type of transfer payment

Contribution

Type of appropriation

Appropriated annually through Estimates

Fiscal year for terms and conditions

2019-20

The Contribution Program to Combat Child Sexual Exploitation and Human Trafficking (CCSEHT) is now under the Contribution Program to Combat Serious and Organized Crime (CPCSOC)

Link to departmental result(s)

See: Contribution Program to Combat Serious and Organized Crime

Link to the department's Program Inventory

See: Contribution Program to Combat Serious and Organized Crime

Purpose and objectives of transfer payment program

See: Contribution Program to Combat Serious and Organized Crime

Results achieved

See: Contribution Program to Combat Serious and Organized Crime

Findings of audits completed in 2024-25

See: Contribution Program to Combat Serious and Organized Crime

Findings of evaluations completed in 2024-25

See: Contribution Program to Combat Serious and Organized Crime

Engagement of applicants and recipients in 2024-25

See: Contribution Program to Combat Serious and Organized Crime

Explanation of variances

The variance of $4.3 million is attributable to new funding received through the Supplementary Estimates, as well as additional internal resources required to support the program. There is no lapse in the 2024-25 Public Accounts.

Community Resilience Fund

Start date

2016-17

End date

Ongoing

Type of transfer payment

Grant and Contribution

Type of appropriation

Appropriated annually through the Estimates

Fiscal year for terms and conditions

2016-17

Link to departmental result(s)

Canadian communities are safe

Crime is prevented and addressed in populations/communities most at-risk

Link to the department's Program Inventory

Crime Prevention

Purpose and objectives of transfer payment program

The Community Resilience Fund (CRF) supports the priorities of the Canada Centre for Community Engagement and Prevention of Violence (the Canada Centre) by providing time-limited financial assistance to enhance and/or support the countering of radicalization to violence (CRV) research and programming across Canada. The CRF includes opportunities for local communities, organizations and academics to obtain funds for new and existing countering of radicalization to violence initiatives. The objective of the CRF is to enhance cooperation and innovation in CRV research and programming by:

• Enhancing research capacity to support a Countering Radicalization to Violence (CRV) Centre of Excellence for policy development, programming, and engagement activities;
• Supporting evidence-based models and promising practices which address known risk and protective factors to prevent radicalization to violence;
• Building capacity to address radicalization to violence through expert knowledge, enhanced cooperation, and knowledge transfer to key stakeholders; and
• Empowering local communities to take steps to prevent all forms of radicalization to violence.

Results achieved

In 2024-25, Public Safety Canada continued to administer the CRF, investing $18.4 million to support initiatives to prevent and counter radicalization to violence. This investment included additional funding of up to $10 million announced at the March 2025 National Forum on Countering Antisemitism to address all forms of hate, including antisemitism. Newly signed CRF projects focused on building local partnerships to address extreme forms of hate and polarization, supporting practitioners in underserved regions, delivering youth programming in schools and communities to counter radicalization to violence, and implementing evidence-based digital interventions to counter harmful online narratives. In addition to these newly launched initiatives, 30 ongoing multiyear projects continued to receive support, to advance evidence-based training and guidance for Canadian practitioners, promoting data-driven research, and mobilizing expert knowledge to strengthen frontline efforts.

Through these CRF projects, in 2024-25 recipients completed a range of knowledge mobilization efforts, including publications, research reports, practitioners' guides, and other outputs. To improve data collection, the Department updated the CRF 2024-25 Annual Performance Report to include a new program-specific section. This addition is designed to better capture CRF recipients' activities, successes, challenges, observed risk and protective factors, and other key indicators.

Data from this updated section is currently being processed and analyzed to further inform program results and improvements, but initial assessment of 2024-25 data is that across 37 active CRF projects during the year, 110 knowledge outputs were produced by CRF recipients to support frontline practitioners, and inform effective prevention and intervention efforts in our communities. Additional results and resources continue to be released based on activities from 2024-25, following peer review and publication processes.

Examples of knowledge products include regular workshops led by the Canadian Practitioners Network for the Prevention of Extremist Violence, to support practitioners from different fields to prevent and counter violent extremism, as well as podcasts and scientific publications produced and published by the network. Additionally, the Extremism and Gaming Research Network, hosted by the Royal United Services Institute, published multiple studies and resource guides about processes of radicalization to violence through gaming platforms, and recommendations for policymakers and practitioners. Further, the Living Skies Centre for Social Inquiry completed and shared community-focused tools such as the 'Collaboration Readiness Assessment Toolkit' and 'Partnership enhancement tool' to help support multi-sector collaboration at early stages of vulnerability and warning about the potential for violent radicalization.

Findings of audits completed in 2024-25

N/A

Findings of evaluations completed in 2024-25

An Evaluation of the Canada Centre for Community Engagement and Prevention of Violence was completed in July 2020.

An evaluation of the Canada Centre – Community Resilience Fund is planned for 2026-27.

Engagement of applicants and recipients in 2024-25

In 2024-25, to support and raise awareness about CRF projects, the Canada Centre organized and supported a series of online and in-person knowledge-sharing events with national and international key stakeholders. In seeking to learn about how stakeholders viewed the quality and usefulness of such initiatives, the Canada Centre surveyed participants from these. Overall, 93% of respondents considered these workshops to be "Useful" or "Very Useful," fulfilling the annual threshold of >80%. Respondents comprised of a mix of policymakers, practitioners and researchers.

In May of 2024, as part of the Canada Centre's role in mobilizing, distributing and curating knowledge, the Centre held its fifth international 'Megaweek' conference on countering radicalization to violence in Montreal. 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. After the conference, 95% of attendees noted that they were satisfied or very satisfied with the event, with 96% indicating that the conference was useful or very useful to their or their organization's work. Substantive lessons learned from the conference feedback included an appetite for increased multisectoral collaboration and coordinated engagement of the various stakeholders in this space.

Explanation of variances

The $11.4 million is attributable to funding received through the Supplementary Estimates for Canada's Action Plan on Combatting Hate. Additionally, internal reallocations were required to support initiatives focused on combatting antisemitism. There is a $25 thousand lapse in the 2024-25 Public Accounts.

Contribution Program to Combat Serious and Organized Crime

(Includes the Akwesasne and Kahnawake Organized Crime Initiatives and the National Human Trafficking Hotline)

Start date

2014

End date

March 31, 2025

Type of transfer payment

Contribution

Type of appropriation

Appropriated annually through the Estimates

Fiscal year for terms and conditions

2019-20

Link to departmental result(s)

Canadian communities are safe

Crime is prevented and addressed in populations/communities most at-risk

Link to the department's Program Inventory

Border Policy

Serious and Organized Crime

Purpose and objectives of transfer payment program

Public Safety Canada (PS)'s Contribution Program to Combat Serious and Organized Crime (CPCSOC) supports initiatives, research, partnership building, specialized police services, projects and programs to increase knowledge, raise awareness and/or help advance efforts to combat serious and organized crime. This is achieved through funding allocations to eligible recipients. Serious and organized crime (e.g., drug trafficking, identity theft, financial crimes, auto theft, contraband tobacco smuggling, human trafficking, and child sexual exploitation) pose significant threats to the health and safety of Canadians.

Under the CPCSOC, the Department provides funding to support the following three streams:

• Stream A - Projects and/or initiatives to increase knowledge, raise awareness and/or help advance efforts to combat human trafficking and child sexual exploitation^{Footnote 3};
• Stream B - Specialized policing services to enhance capacity of Indigenous police to address organized crime and related criminal activities in and around high-risk Indigenous communities. Funding does not apply to Indigenous police structures provided by the RCMP in the context of a police agreement.

The objectives of the CPCSOC are:

• Supporting projects and/or programs including specialized police services that focus on enhancing efforts to combat serious and organized crime and increasing awareness and understanding of related issues;
• Supporting initiatives and/or research projects to increase understanding of the (evolving) nature of serious and organized crime, including its structures, activities and impact on communities;
• Creating or reinforcing partnerships among recipients;
• Facilitating cooperation and collaboration among various levels of government and stakeholders; and
• Informing the development/implementation of policies, procedures and legislation.

Results achieved

The Contribution Program to Combat Serious and Organized Crime includes the following initiatives:

Implementing Canada's Tobacco Strategy

Under Canada's Tobacco Strategy, PS works in collaboration with all levels of government and external partners to help increase Indigenous law enforcement capacity to address illicit tobacco, and conduct independent research on Canada's illicit tobacco market. In 2024-25, the Department continued to assist First Nations police services in addressing organized crime and cross-border criminality through the First Nations Organized Crime Initiative. The initiative provides funding to the Akwesasne Mohawk Police Service and the Kahnawake Peacekeepers to address illicit tobacco and other organized crime activities at, or near, community lands.

Akwesasne and Kahnawake Organized Crime

Under Canada's Tobacco Strategy, PS provides ongoing contribution funding to the Akwesasne Mohawk Police Service and the Kahnawake Peacekeepers to address illicit tobacco and other organized crime activities in or near community lands. This ongoing funding has enabled the First Nations police in these communities to enhance their capacity to investigate organized crime networks and related criminal activities in Indigenous communities.

This collaboration and intelligence sharing has led to the disruption of organized crime activities within Kahnawake with five major illegal drug seizures in 2024-25 and the removal of roughly 110 grams of cocaine, as well as illegal cannabis edibles and vape pens off community lands. This funding has also supported Kahnawake in their outreach activities to help mitigate the tactics organized crime groups use to maintain power within their community; teach youth in schools how to resist peer pressure and live productive drug and violence-free lives; as well as conduct outreach activities to help decrease impaired driving incidents, which can be linked to criminal activity, including drug trafficking.^{Footnote 4}

Drug-Impaired Driving

The Drug-Impaired Driving initiative has enhanced the capacity of law enforcement in Canada to detect and deter drug-impaired driving, by supporting contribution agreements with provinces and territories towards training, data collection, procurement of roadside screening equipment and public education campaigns. The Initiative also supported important research, such as the National Drug Driving Study 2024, published in April 2024, which studied drug use in injured drivers who present to hospital and have bloodwork obtained within six hours of a motor vehicle collision. This report provided relevant data for decision-makers aimed to inform policy and programs to help prevent individuals from driving after using drugs.

From a governance and information sharing perspective, the Federal-Provincial-Territorial Working Group on Drug-Impaired Driving, co-chaired by PS, served as an effective platform for addressing shared challenges. Members shared how to best support common objectives, including research, training and other steps towards maintaining progress in effectively detecting and deterring drug-impaired driving.

National Strategy for the Protection of Children from Sexual Exploitation on the Internet

PS advanced the following activities to ensure vulnerable communities were safe from online child sexual exploitation as part of the National Strategy for the Protection of Children from Sexual Exploitation on the Internet:

• Provided support to the Canadian Centre for the Protection Children (C3P), to operate Cybertip.ca, Canada's national tip-line for reporting suspected cases of online sexual abuse and exploitation of children; for the maintenance of Project Arachnid, an innovative victim-centric set of tools to combat the proliferation of child sexual abuse material (CSAM) on the Internet. Arachnid is an automated crawler that detects online sexual abuse images and videos, and sends notifications of removal to internet service providers. C3P also provides support and referral services for victims and survivors. Types of services include: helping survivors and caregivers manage through a crisis situation to provide support and navigate next steps, offering information and support for reporting what's happened to the appropriate services, helping connect survivors and caregivers to additional support services (i.e., counselling/therapy, peer support, or victim services that may be available in their region), and providing survivors with information about financial supports/remedies specific to online victimization that may be available in their region. They also conduct public awareness and outreach activities and provide educational resources to the public.
• Finalized all Contribution Agreements with seven provinces to enhance their municipal and provincial specialized Internet Child Exploitation (ICE) to enhance their ability to rescue victims and apprehend offenders. The funding is used to hire new staff, provide specialized training, and purchase equipment such as automated case management tools.
• Supports a perpetration prevention program called Talking for Change. This program provides anonymous help (accessible via phone, chat, or email) for anyone concerned about their attractions to children or who are worried about engaging in online or offline offending involving a child. The program also offers support and guidance to people who are having difficulty managing their use of child sexual exploitation material (often called child pornography).

National Strategy to Combat Human Trafficking

In 2024-25, PS continued to lead the National Strategy to Combat Human Trafficking (National Strategy), a whole-of-government strategy and its ongoing collaboration with funded partners: Canada Border Services Agency (CBSA); Financial Transactions and Reports Analysis Centre of Canada (FINTRAC); Immigration, Refugees and Citizenship Canada (IRCC); Public Services and Procurement Canada (PSPC); Women and Gender Equality Canada (WAGE); along with other federal departments and agencies who also contribute to combatting human trafficking including: Crown-Indigenous Relations and Northern Affairs Canada (CIRNAC); Employment and Social Development Canada (ESDC); Global Affairs Canada (GAC); Department of Justice Canada (Justice Canada); Royal Canadian Mounted Police (RCMP); Statistics Canada (StatCan), and others. Under the National Strategy, through CPSOC, PS continued to support 15 organizations who continued to deliver community-based projects to ensure access to trauma-informed, culturally-relevant support services for victims and survivors of human trafficking; and innovative initiatives to promote preventive actions among for youth.

National Human Trafficking Hotline

Complimentary to the National Strategy to Combat Human Trafficking, since 2018, PS, through the CPCSOC, supports the Canadian Centre to End Human Trafficking in its continued operation of the Canadian Human Trafficking Hotline. In the first five years of operation the hotline has received over 19,799 contacts, including calls, webchats, emails and tip reports. They have identified over 2,035 human trafficking cases, and helped more than 3,196 victims/survivors access support between 2019-24.

Strategy to Prevent and Address Gender-Based Violence (GBV)

The contribution agreement with White Ribbon, which was funded through CPCSOC by the GBV Strategy, ended in October 2024.

National Action Plan on Combatting Auto Theft

PS 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 transnationally organized crime. Between April 1, 2024, and March 2025, PS has accomplished the following under its lead:
  • Established the Working Group on Auto Theft and held two meetings with federal and provincial partners (September 2024, and March 2025).
  • Published two National Action Plan status updates (October 16, 2024 - Government of Canada National Action Plan results in 19 per cent decline in auto theft - Canada.ca, and March 8, 2025 - Government of Canada reports on progress to reduce auto theft - Canada.ca), in consultation and collaboration with the CBSA, the RCMP, Transport Canada, FINTRAC, Innovation Science and Economic Development Canada (ISED), Department of Justice Canada, and provincial jurisdictions.
• Joined International Criminal Police Organization (INTERPOL)'s Project Drive Out to combat transnational organized vehicle crime by enhancing intelligence sharing between law enforcement, member states and private industry. Considerable progress has been made in advancing this initiative. Key activities as of March 2025 include:
  • Planned and executed Operation "Safe Wheels" carried out by law enforcement agencies in 12 West African Nations in late-March 2025, which resulted in the over 12,000 vehicles inspections, multiple seizures, and the identification of organized crime networks. INTERPOL targets stolen vehicle trafficking in West African police operation;
  • Made substantive progress in implementing other components of Project Drive Out (i.e., capacity building, knowledge sharing, engagement, and tools/technological improvements). Notably, ongoing upgrade and expansion of INVEX 1 with car manufacturers (e.g., Toyota Europe, Stellantis, Mazda), delivered FADA_RI training to 19 officials from 18 countries, and participated in key vehicle crime-related summits in Morocco, United Kingdom, Spain, and France, which supports Canada's broad efforts to curb auto theft;
  • Established a contribution agreement with the Quebec to bolster the 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. This was signed in March 2025.

Overall, the work activities undertaken under the Action Plan have contributed to a decline of 19 percent in auto theft during the reporting period as compared to the same period last year.

Findings of audits completed in 2024-25

N/A

Findings of evaluations completed in 2024-25

A Horizontal Evaluation of the National Strategy to Combat Human Trafficking was approved in June 2024.

Decision

Continuation of program.

Summary of the Evaluation's Findings

• There is a 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;
• The greatest areas in need of increased financial resources were the empowerment and prevention pillars to support victims and survivors; and
• The performance measurement narrative for the National Strategy would benefit from simplification.

Recommendations

In collaboration with partner departments and agencies, the Senior Assistant Deputy Minister of the Crime Prevention Branch at PS, should:

• Review and revise the performance measurement approach for the National Strategy, with a focus on reducing the number of indicators, collecting outcome data and simplifying the performance measurement narrative. (PS, with all partners);
• Document and assess the feasibility of filling data gaps to better understand the extent of human trafficking in Canada. (PS, with support from StatsCan); and
• Continue to work toward appointing a high-profile advisor for human trafficking to ensure efforts under the National Strategy are victim-centered and survivor-informed, including working with survivor advisory committees (PS).

An Evaluation of the Canadian Human Trafficking Hotline was approved in January 2023.

An Evaluation of the Expansion to the National Strategy for the Protection of Children from Sexual Exploitation on the Internet was approved in March 2022.

An Evaluation of Enhancing the National Strategy for the Protection of Children from Sexual Exploitation on the Internet is planned for 2027-28.

Engagement of applicants and recipients in 2024-25

Applicants were engaged on a regular basis through targeted requests for proposals to address issues relevant to CPCSOC (e.g., auto theft, internet child exploitation). In some cases, CPCSOC applicants were identified specifically (e.g., applicants such as the Ministère de la Sécurité publique du Québec, and the INTERPOL for auto theft projects, based on the particular policy and program objectives being pursued. Once identified, applicants were engaged through a variety of means, as appropriate, including via email and virtual meetings.

Under this final year of the Addressing Drug-Impaired Driving in Canada Initiative, the Department engaged regularly with the provinces and territories receiving contribution funding through the CPCSOC. Regular engagement ensured clarity of administrative processes and reporting requirements. The financial and non-financial information will be used to produce the final iteration of the annual national data report on drug-impaired driving, which will reflect on the performance of this initiative.

Funding recipients for initiatives related to addressing gender-based violence, contraband tobacco, human trafficking and Internet child exploitation related projects were engaged on a regular basis through their required reporting requirements of financial and non-financial deliverables. Recipient organizations were required to complete activity reports twice a year outlining progress made, challenges, funds spent, etc. These scheduled reporting requirements under the project agreements ensured the Department kept in regular contact with the organizations and provided support as needed.

Explanation of variances

Within acceptable variance levels.

Disaster Financial Assistance Arrangements

Start date

1970

End date

Ongoing

Type of transfer payment

Contribution

Type of appropriation

Appropriated annually through Estimates

Fiscal year for terms and conditions

Terms and conditions were amended in 2014-15. In June 2022, they were extended until March 31, 2025.

Link to departmental result(s)

Canada can effectively mitigate, prepare for, respond to and recover from all-hazards events.

Link to the department's Program Inventory

Emergency Response/Recovery

Purpose and objectives of transfer payment program

The Disaster Financial Assistance Arrangements (DFAA) provides federal financial assistance to provinces and territories (PTs) affected by significant natural disasters such as floods and storms. When response and recovery costs exceed what individual PTs could reasonably be expected to bear on their own, the DFAA provides the Government of Canada with a fair and equitable means of assisting PTs.

The DFAA has guidelines in place that include an established cost-sharing formula. This is not a program with repayable contributions.

Results achieved

In 2024-25, the DFAA continued to assist PTs with the costs of dealing with disasters, where those costs would otherwise place a significant burden on the provincial or territorial economy and would exceed what they might reasonably be expected to fully bear on their own.

This is evidenced by the following results achieved during the reporting period:

• One hundred percent of events meeting the DFAA cost sharing threshold presented to cabinet received an Order in Council approval; 
  • Twenty events meeting the DFAA cost sharing threshold received an Order in Council approval, an increase of ten (10) from the previous fiscal year;
• Twenty-four payments, totaling $656,879,378, were issued under the DFAA in response to PT requests;
• An updated accounting of PT response and recovery expenditures were received semi-annually for events for which the DFAA were approved. This facilitated the Department's maintenance of financial oversight; and
• The modernization of the DFAA based on the program review is complete. New Terms and Conditions for the program were approved and were launched on April 1, 2025.

Findings of audits completed in 2024-25

N/A. A Joint Audit and Evaluation of the Disaster Financial Assistance Arrangement Programs was completed in June 2022.

Findings of evaluations completed in 2024-25

N/A. A Joint Audit and Evaluation of the Disaster Financial Assistance Arrangement Programs was completed in June 2022.

An evaluation of the DFAA program is planned for 2029-30.

Engagement of applicants and recipients in 2024-25

PS officials continued regular engagement with PTs to provide guidance on open events, and to provide information relative to the new guidelines coming into effect on April 1, 2025.

Explanation of variances

The $206.9 million variance is primarily attributable to the timing of final audits, which were delayed due to limited PT capacity. Consequently, the timelines for final payments have changed. Additional funding was received through the Supplementary Estimates from a reprofile of funds. There is a $1,006.9 million lapse in the 2024-25 Public Accounts which is expected to be transferred for use in future fiscal years.

First Nations and Inuit Policing Facilities Program

Start date

2018-19

End date

2027-28

Type of transfer payment

Contribution

Type of appropriation

Appropriated annually through Estimates

Fiscal year for terms and conditions

2018-19

Link to departmental result(s)

Crime is prevented and addressed in populations/communities most at-risk.

Link to the department's Program Inventory

Indigenous Policing

Purpose and objectives of transfer payment program

Recognizing that there are pressing needs in terms of policing infrastructure in First Nations and Inuit communities, the funding for First Nations and Inuit Policing Facilities Program (FNIPFP) is providing $88.6 million over seven years, beginning in 2018-19, to repair, renovate or replace policing facilities owned by First Nation and Inuit communities. The program will help ensure policing facilities comply with current building, policing, and health and safety standards.

The objective of the FNIPFP is to improve the safety and well-being of the occupants of First Nations and Inuit police facilities by financial assistance to plan, repair, construct and/or acquire new police facilities.

Results achieved

The FNIPFP, led by Public Safety Canada (PS), supports the safety and well-being of First Nations and Inuit communities through investments in the planning, construction, repair, and acquisition of policing facilities. The program enables First Nations and Inuit police services to operate in secure, culturally appropriate, and functional environments, enhancing their capacity to deliver effective policing services.

Total funding for 2024-25 was $7,109,435, comprising $5,889,700 for four new projects and $1,219,735 for three continuing initiatives:

• Four new builds were initiated in Ontario for Attawapiskat, Kitchenuhmaykoosib Inninuwug, Taykwa Tagamou, and Muskrat Dam First Nations;
• Three continuing projects in Quebec supported new builds and modifications in Gesgapegiag, Listuguj, and Opitciwan First Nations.

Findings of audits completed in 2024-25

N/A

Findings of evaluations completed in 2024-25

N/A. An evaluation of the First Nations and Inuit Policing Facilities Program will be completed in 2025-26.

The next planned evaluation of the FNIPP and FNIPFP is planned for 2028-29.

Engagement of applicants and recipients in 2024-25

Departmental officials continued to work with provincial and territorial partners (PTs) to implement Budget 2021 investments across Canada, including through Federal-Provincial-Territorial forums. PS engaged with PTs and Indigenous partners to execute new contribution agreements and to continue the collaboration under existing contribution agreements through multilateral meetings and written communications.

Explanation of variances

The $36.9 million variance is primarily attributable to project implementation delays which are the result of broader issues in the construction sector, such as the timely availability of labour and materials. Secondary influences included the challenge of aligning parallel federal and provincial project approval processes, and the fact that the FNIPFP Terms and Conditions required an amendment in 2024-25 in order to raise the maximum allowable federal contribution for projects in alignment with the current-day construction costs of police detachments and other policing facilities. As a result of these factors, some planned projects in Alberta, Ontario, and British Columbia were deferred to 2025-26. There is a $36.9 million lapse in the 2024-25 Public Accounts which is expected to be transferred for use in future fiscal years.

First Nations and Inuit Policing Program

Start date

1991-92

End date

Ongoing

Type of transfer payment

Contribution

Type of appropriation

Appropriated annually through the Estimates

Fiscal year for terms and conditions

2018-19

Link to departmental result(s)

Crime is prevented and addressed in populations/communities most at-risk.

Link to the department's Program Inventory

Indigenous Policing

Purpose and objectives of transfer payment program

The First Nations and Inuit Policing Program (FNIPP), in conjunction with provinces and territories (PTs), provides funding to support policing services that are professional, dedicated and responsive to the First Nation and Inuit communities they serve. The FNIPP is delivered through multilateral policing agreements which are negotiated amongst the federal government, PTs, and First Nations or Inuit communities. Additionally, the FNIPP provides broad policy advice on Indigenous policing and justice issues, such as Indigenous self-government.

The FNIPP also undertakes research and performance measurement exercises to ensure that credible performance data is being collected. Activities also include engaging stakeholders in developing policy options for improving public safety in First Nation and Inuit communities, and working collaboratively with other federal partners in addressing diverse challenges in First Nation and Inuit communities.

Results achieved

The FNIPP, led by Public Safety Canada (PS), funds policing services that are professional, dedicated and responsive to First Nation and Inuit communities. Costs under the FNIPP are shared with provinces and territories in accordance with a 52% federal and 48% provincial/territorial cost-share ratio.

In 2024-25, the FNIPP disbursed approximately $334.6 million, focusing on stabilizing existing agreements, expanding the number of funded communities, and addressing the operational needs of self-administered police services. A total of 84 projects received support through the program this fiscal year, including 83 First Nations communities and 1 Inuit community.

Of these projects, 19 projects were newly funded for existing First Nations communities served under FNIPP, while 64 First Nations projects, and 1 Inuit project were carried over from previous fiscal years. Additionally, 42 First Nations projects and 1 Inuit project were completed during the year. Examples of projects funded in 2024-25 include:

• Nishnawbe-Aski Police Service: $31,566,015 in federal funding was provided to the Nishnawbe-Aski Police Service Board for continued support of a self-administered First Nations police service operating in remote and northern communities;
• Nunavik Police Service: $43,483,277 in federal funding was provided to the Nunavik Police Service for continued support of a self-administered Inuit police service operating in remote and northern communities of northern Quebec;
• Community Tripartite Agreements (CTAs) in Nunavut: CTAs involve the provision of dedicated services by Royal Canadian Mounted Police (RCMP) officers to specific communities. These agreements are negotiated by Public Safety Canada (PS), the responsible provincial/territorial Government, and the respective community; and are governed under a Framework Agreement signed between Canada and the responsible provincial/territorial Government. In Nunavut, 8 RCMP officers were allocated to serve 7 communities under the Framework Agreement. It is anticipated that, in the coming years, 15 officers will be deployed to serve 13 communities in Nunavut.

PS has also undertaken targeted program modernization efforts to update the First Nations Policing Policy as well as amend the terms and conditions of the FNIPP to respond to key irritants and offer greater flexibility. In addition, work has begun to develop a CTA resource guide that will facilitate the process of establishing a national approach for agreement implementation.

In 2024-25, PS also worked with key partners to build consensus on the potential scope of a federal legislation that would recognize First Nations police services as essential services.

The Department also developed, in response to the 2024 Office of the Auditor General report on the FNIPP, a Management Action Plan addressing recommendations contained within the Report.

Findings of audits completed in 2024-25

N/A. Report 3 of the Auditor General of Canada – First Nations and Inuit Policing Program was tabled in Parliament in March 2024.

Findings of evaluations completed in 2024-24

N/A. An Evaluation of the First Nations and Inuit Policing Program was completed in February 2022.

The next evaluation of the FNIPP and FNIPFP is planned for 2028-29.

Engagement of applicants and recipients in 2024-25

Several Indigenous engagements have taken place across Canada to inform the development of federal legislation recognizing First Nations police services as essential services. Ongoing efforts also continue to develop and share tools with First Nations and Inuit Communities during agreement discussions. In addition to the formal engagement process, PS representatives have continued to meet bilaterally and collectively with First Nations, First Nations organizations, First Nations police services, First Nations police boards/commissions, provincial and territorial representatives as well as subject matter experts and others who wish to provide their feedback.

Explanation of variances

The $83.3 million variance is primarily attributable to the annual funding transfer to the RCMP through the Supplementary Estimates process. These funds support CTAs that enable dedicated RCMP officers in First Nations and Inuit communities in addition to the base policing provided for by provincial and territorial policing agreements. Additionally, it was not feasible to conclude some tripartite funding negotiations with First Nations and Inuit police services, and associated funding agreements, prior to the end of the fiscal year. In spite of these challenges, only $12.5 million of the overall FNIPP budget was not spent as anticipated in 2024-25.

Grants and Contributions Program to National Voluntary Organizations

Start date

1983

End date

Ongoing

Type of transfer payment

Grant and Contribution

Type of appropriation

Appropriated annually through Estimates

Fiscal year for terms and conditions

2021-22

Link to departmental result(s)

Community safety practices are strengthened

Link to the department's Program Inventory

Corrections

Purpose and objectives of transfer payment program

The Grants and Contributions Program to National Voluntary Organizations (GCP NVO) provides funding to not-for-profit organizations which are active in the area of corrections, conditional release and community reintegration.

The grants provide funding to help these organizations maintain a national structure, and to cover core operating expenses.

The contributions provide funding for eligible organizations to create or expand application support services for individuals with criminal records looking to apply for a record suspension (pardon).

Results achieved

In 2024-25, Public Safety Canada (PS) continued to administer the GCP NVO.

The contribution stream of the GCP NVO funds criminal record suspension support programs to help previous offenders, especially members of marginalized communities, with their record suspension applications. During the reporting period, PS provided funding for 18 contribution agreements under the GCP NVO, 17 existing and one initiated in 2024-25. The eighteen funded contribution projects collectively served 3,702 offenders through Voluntary Organizations. Additionally, 66 interventions, events, and communications were delivered, and a total of 445 record suspension applications were submitted, with a 29% approval rate.

Through grants under the GCP NVO, the program supports non-profits and national voluntary organizations working in corrections, conditional release, and community reintegration to provide services for inmates and their families. During the reporting period, support for 13 grant agreements was renewed for one year. These agreements funded programming designed to reduce recidivism, including the coordination of self-help groups, book clubs, and peer support meetings for incarcerated and recently released individuals. These organizations also offered guidance and resources to inmates and their families throughout the rehabilitation and reintegration process with particular attention to the unique needs of Indigenous inmates. Additionally, funded recipients worked to raise public awareness on issues related to incarceration, criminal justice, and victimhood, and contributed to research on the societal and individual impacts of incarceration, victimology, and justice systems.

Findings of audits completed in 2024-25

N/A

Findings of evaluations completed in 2024-25

N/A. None required

Engagement of applicants and recipients in 2024-25

In 2024-25, grant agreements were renewed through a targeted call for proposals. PS officials engaged recipients through monitored contribution and grant funding agreements, including reviewing financial and non-financial reports and provided guidance to recipients when required.

Explanation of variances

Within acceptable variance levels.

Gun and Gang Violence Action Fund

Start date

2018

End date

March 31, 2028

Type of transfer payment

Contribution

Type of appropriation

Appropriated annually through the Estimates

Fiscal year for terms and conditions

2018-19

Link to departmental result(s)

Community safety practices are strengthened

Canadian communities are safe

Link to the department's Program Inventory

Crime Prevention

Purpose and objectives of transfer payment program

The objective of the Gun and Gang Violence Action Fund (GGVAF) is to support law enforcement and intervention initiatives at the provincial and territorial (PT), municipal and community levels by providing funding to PTs. Funding is provided to PTs with the goals of supporting police services and other organizations in enhancing efforts to prevent, disrupt and combat gun and gang violence, and increasing awareness and understanding of related issues.

Results achieved

The GGVAF is part of the Public Safety Canada (PS)-led horizontal Initiative to Take Action against Gun and Gang Violence (ITAAGGV). Within the framework of the projects under the GGVAF, funding was distributed to PT partners and was utilized to develop and implement prevention and intervention initiatives, enhance law enforcement and prosecution capabilities, support data collection and research, provide professional training, and refine strategies for addressing gun and gang violence. These efforts collectively work towards reducing violence and improving community safety across Canada.

In 2024-25, a total of 13 agreements were administered representing an investment of $78.1 million. Following a graduated increase of funding over five years to provinces and territories, the GGVAF is now at its full projected funding level across the five-year funding period to 2027-28.

The immediate outcome of the GGVAF is that communities have capacity to respond to gun and gang violence. The intermediate outcome is that informed initiatives to respond to gun and gang violence are implemented across Canada, and the long-term outcome is that gun and gang violence is reduced, thus contributing to a safe and resilient Canada.

The success of this program was measured through the following performance indicators:

• Number of additional initiatives dedicated to responding to gun and gang violence which are implemented: 171;
• Number of new resources dedicated to guns and gangs within police services: 70;
• Percentage of recipients and project partners who have integrated knowledge from funded initiatives into their practice or decision making: 91% of provinces/territories reported they integrated knowledge from funded initiatives into their practice or decision-making;
• Degree to which P/T stakeholders report that GGVAF funding has enabled them to better respond to gun and gang violence in their jurisdictions: 91% of provinces/territories reported they integrated knowledge from funded initiatives into their practice or decision-making;
• Number of firearm-related homicides: 11;
• Number of gang-related homicides: 11.

Findings of audits completed in 2024-25

N/A

Findings of evaluations completed in 2024-25

N/A. A Horizontal Evaluation of the Initiative to Take Action Against Gun and Gang Violence (ITAAGGV) was completed in March 2023.

The next evaluation of the Initiative to Take Action Against Gun and Gang Violence is planned for 2027-28.

Engagement of applicants and recipients in 2024-25

PS engaged with provinces and territories as eligible regional recipients through the Federal-Provincial-Territorial Working Group on Crime Prevention, as well as through regular, coordinated exchanges at both senior official and ministerial levels.

The Department also conducted its second Stakeholder Survey on the ITAAGGV to gather information regarding the initiative's effectiveness and awareness, identify gaps, and inform future programming and policy. The report serves as a critical feedback mechanism, outlining key areas for action and improvement in the fight against gun and gang violence, reflecting a broad range of perspectives and insights from stakeholders involved in public safety, community initiatives and policy development.

Explanation of variances

Within acceptable variance levels.

Major International Events Security Cost Framework

Start date

2001-02

End date

Ongoing

Type of transfer payment

Contribution

Type of appropriation

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

Fiscal year for terms and conditions

2016-17

Link to departmental result(s)

Canadian communities are safe

Community safety practices are strengthened

Link to the department's Program Inventory

Serious and Organized Crime

Purpose and objectives of transfer payment program

The overall objective of the contribution program is to obtain the cooperative participation of jurisdictions in the provision of policing and security for a designated Major International Event by:

• Enabling the jurisdictions to seek financial assistance from the Government of Canada, through a negotiated contribution agreements for eligible incremental policing and security-related costs incurred in the provision of security at the event; and
• Allowing the Government of Canada to reimburse jurisdictions, through a contribution program, for eligible incremental security costs incurred in the provision of security at the event.

Results achieved

In 2024-25, Public Safety Canada (PS) officials engaged with numerous provincial and municipal Contribution Agreement (CA) recipients to program requirements (financial and non-financial activity reports, mandatory audit requirements), including safety and security expenses eligible for reimbursements, in support of several past and planned qualifying Major International Events (MIE), including the:

• July 2022 – Papal Visit – with Government of Quebec, Alberta Ministry of Public Safety and Emergency Services, Cities of Calgary and Edmonton (85% payment issued);
• December 2022 – COP 15 – Government of Quebec (85% payment issued);
• March 2023 – President of the United States of America (POTUS) Visit with the Government of Quebec (negotiated CA) and the City of Ottawa (signed CA);
• March 2024 – Former PM Mulroney State Funeral – City of Ottawa and Government of Quebec (seeking funding source);
• April 2024 – United Nations Conference in the City of Ottawa (seeking funding source);
• September 2023 – Ukrainian President Zelenskyy visit with Peel Region and the cities of Toronto and Ottawa (signed CA); and June 2025 G7 summit and ministerial meetings with officials from the province of Alberta, the Kananaskis Improvement District, and the City of Calgary.

The success of the program is measured by the following indicators:

Jurisdictions have the incremental security resources (i.e. assets, equipment, personnel) in place to support the RCMP-led security operations:

• All jurisdictions were able to supply the enhanced safety and security resources requested of them by the RCMP, with the understanding that expenses would be reimbursed retroactively following a peer review and audit of the claimed expenses to ensure eligibility.

Percentage of recipients with a signed contribution agreement prior to the event (Target: 90-100%):

• The Framework and MIE business are not set up to provide this information.

Early federal engagement with jurisdictions to advance cost-effective planning and procurement activities:

• As per regular practice, PS engaged with recipients early on into the planning phase, in close collaboration with the RCMP, who are responsible for leading the delivery of safety and security services for MIEs.

Variance between the audit recommended reimbursement amount:

• In 2024-25, three audits were competed for the Papal 2022 visit. Audits for the cities of Calgary and Edmonton found minimal to no variances between eligible expenses claimed and recommended for reimbursement. In other words, all expenses claimed were found to be eligible. However, the audit for the Alberta Ministry of Public Safety and Emergency Services resulted in a variance of 24%.

Sound management of eligible incremental security costs incurred for a Major International Event:

• The early and frequent recipient engagement conducted during planning phase, follow-on collaboration with RCMP and policing and security partners, and preliminary peer review process that builds on past experiences provides for sound management of incremental security costs for MIEs.

Percentage of contribution agreements where all financial documentation and evaluation reports are submitted within the prescribed timeline (Target: 90-100%):

• In 2024-25, there were no evaluation reporting requirements. However, all financial and non-financial activity reports were received in a reasonable time in accordance with the CAs.

Percentage of contribution agreements requiring dispute resolution (Target: within 10%):

• 0%. None of the CAs required dispute resolution.

Findings of audits completed in 2024-25

N/A

Findings of evaluations completed in 2024-25

N/A. None required.

Engagement of applicants and recipients in 2024-25

Leading up to the signature of the contribution agreements, PS officials engaged early and often with host jurisdiction recipients with a view to explain the financial and non-financial reporting requirements, the terms and conditions of the program's eligible and ineligible expenses; as well as to conduct a preliminary peer review peer of the expenses claimed.

Explanation of variances

Memorial Grant Program for First Responders

Start date

2018-19

End date

Ongoing

Type of transfer payment

Grant

Type of appropriation

Appropriated annually through the Estimates

Fiscal year for terms and conditions

2018-19

Link to departmental result(s)

Canadian Communities are safe

Link to the department's Program Inventory

Law Enforcement and Policing

Purpose and objectives of transfer payment program

The objective of the Memorial Grant Program for First Responders (MGP) is to recognize the service and sacrifice of Canada's first responders whose deaths are attributable to their duties, including deaths resulting from occupational illness or psychological impairment (i.e., suicide), while keeping Canadians safe.

In recognition of the critical role of first responders in protecting Canadians, the MGP will provide a one-time, lump sum, tax-free direct maximum payment of $300,000 to the families of first responders who have died as a result of their duties.

Results achieved

In 2024-25, Public Safety Canada (PS) continued to administer the MGP to recognize the service and sacrifice of fallen first responders. The MGP website received 5669 English and 963 French visits; PS received 163 grant applications.

Based on the available data, an estimated 79.7% of individuals were likely aware of the MGP. This estimate combines two key indicators of awareness: the high application rate of 93% among eligible applicants, and the website traffic, which totaled 6,632 visits (with 85.5% in English and 14.5% in French).

This suggests that outreach efforts, including the MGP website and communications strategy, were effective in 2024-25, in order of reaching a broad audience and generating awareness across both official language communities.

The MGP demonstrated effective management, ensuring responsiveness to stakeholder needs. The following key results achieved during the reporting period show the program's commitment to efficiency, and stakeholder satisfaction:

• The average time from submission of a completed application to decision was 57 days;
• Applicants were notified within an average of 8 days following a decision at PS;
• The percentage of total expenditures directed to program administration was 6.5%;
• 97.1% of favorable decisions were made without necessitating a review or appeal process;
• PS survey implemented in Fall 2024 allowed assessment of the satisfaction of families of fallen first responders, as well their representatives: 
  • 100% of first responders and/or their families perceive the MGP positively;
  • 100% per first responder class perceive the MGP positively.

Findings of audits completed in 2024-25

N/A.

Findings of evaluations completed in 2024-25

N/A. An Evaluation of the Memorial Grant Program for First Responders was completed in June 2021.

The next evaluation of the MGP is planned for 2026-27.

Engagement of applicants and recipients in 2024-25

PS engaged stakeholders to continue promoting the program, including participating in some organized events to share information with attendees. A satisfaction survey was implemented collect the beneficiaries' and the representative's experience of the MGP.

Explanation of variances

National Crime Prevention Strategy

(Includes the Crime Prevention Action Fund, the Northern & Indigenous Crime Prevention Fund, the Canada Community Security Program and the Youth Gang Prevention Fund)

Start date

National Crime Prevention Strategy (NCPS): 1998-99

Crime Prevention Action Fund (CPAF): 2005

Northern and Indigenous Crime Prevention Fund (NICPF): 2008

Youth Gang Prevention Fund (YGPF): 2007

Canada Community Security Program (CCSP): 2007

End date

Ongoing

Type of transfer payment

CPAF: Grant and Contribution

NICPF: Grant and Contribution

YGPF: Contribution

CCSP: Contribution

Type of appropriation

Appropriated annually through the Estimates

Fiscal year for terms and conditions

CPAF: 2013

NICPF: 2013

YGPF: 2011

CCSP: 2019-20 (updated in 2024)

Link to departmental result(s)

Community safety practices are strengthened

Crime is prevented and addressed in populations/communities most at-risk

Link to the department's Program Inventory

Crime Prevention

Purpose and objectives of transfer payment program

The National Crime Prevention Strategy (NCPS) is the federal government's primary policy framework for the implementation of crime prevention strategies in Canada. Through the NCPS, Public Safety Canada provides time-limited funding to organizations for the development, implementation and evaluation of evidence-based interventions, with a view to building knowledge of "what works" in crime prevention.

The NCPS' goal is to reduce offending among those most at risk, such as children and youth who demonstrate various risk factors, and to prevent crimes from being committed. The Strategy provides national leadership in the development and dissemination of evidence-based crime prevention programs and policies, and supports projects that are responsive and appropriate to community and regional needs. The NCPS aims to increase the coordination and integration of effective crime prevention policies and programs at the federal, provincial, territorial and municipal levels, as well as increase the identification of, and response to, emerging priority issues and orientation of funding programs.

The Crime Prevention Action Fund (CPAF) support the implementation and evaluation of crime prevention initiatives that address known risk and protective factors associated with crime and respond to priority crime issues.

The objective of the CPAF is to:

• Support evidence-based models and promising practices which address known risk and protective factors to reduce offending among at-risk children and youth, and high risk offenders in communities.

The Northern and Indigenous Crime Prevention Fund (NICPF), previously known as the Northern and Aboriginal Crime Prevention Fund, supports the adaptation, development and implementation of innovative and promising culturally sensitive crime prevention practices which address known risk and protective factors to reduce offending among at-risk children and youth, and high risk offenders in communities; the dissemination of knowledge and the development of tools and resources for Indigenous and northern populations; capacity building as a means to explore ways to develop or implement culturally sensitive crime prevention practices among Indigenous and northern populations.

The objectives of the NICPF are to:

• Support the adaptation, development, implementation and evaluation of innovative and promising culturally sensitive crime prevention practices which address known risk and protective factors to reduce vulnerability to crime among at-risk population, particularly children, youth, and high risk offenders in communities;
• Support the dissemination of knowledge and the development of tools and resources for Aboriginal and northern populations; and
• Support capacity building and explore ways to develop culturally sensitive crime prevention practices among Aboriginal and northern populations.

The Youth Gang Prevention Fund (YGPF) supports the implementation and evaluation of local, targeted and tailored youth violence and youth gang prevention initiatives with an objective to develop and share the knowledge of "what works".

The objectives of the YGPF are to reduce youth violence and youth gang threats in communities by:

• Supporting targeted initiatives to address specific risk and protective factors associated with youth violence and youth gangs in communities where these issues exist or are emerging threats; including those occurring in rural, remote and Indigenous communities;
• Giving young people alternatives to joining gangs and helping them develop pro-social skills and attitudes; and
• Developing and disseminating knowledge about effective methods to prevent youth violence and youth gangs in Canada.

The Canada Community Security Program (CCSP) supports the implementation of projects to help communities with a demonstrated history of being victimized by hate-motivated crime through the enhancement of their security infrastructure.

The objectives of the CCSP are:

• A reduction of incidents of hate-motivated crime in targeted area;
• An increased sense of security in communities at risk of hate-motivated crime in targeted area; and
• An increased awareness of the particular challenges faced by communities at risk of hate-motivated crime.

Results achieved

In 2024-25, the NCPS invested over $50 million in targeted, community-based crime prevention initiatives across Canada. These efforts focused on engaging at-risk youth and reducing risk factors through evidence-based interventions. The following key outcomes and milestones were observed:

• 2024 NCPS Call for Applications:
  • Launched a call for applications under CPAF, NICPF, and YGPF seeking primarily to reduce the harmful factors that lead youth to get involved in violent criminal activity.
  • 583 applications were received requesting $1.6 billion in funding, decisions are pending.
• Crime Prevention Action Fund (CPAF):
  • Funded 12 new projects, contributing to a total of 61 active initiatives with approximately $34.9 million in support. Strong participation rates and positive shifts in risk profiles across funded projects suggest meaningful progress in reducing offending and promoting safer outcomes in targeted populations.
  • Projects targeted vulnerable youth, including Black and Indigenous populations in the Greater Toronto Area, fostering pro-social attitudes, job readiness, and reduced criminal involvement.
  • Participation rates in CPAF-funded projects ranged from 20% to 380%, with the majority of projects achieving over 75% participation among high-risk individuals and populations targeted by CPAF-funded interventions. Two-thirds of the 32 projects successfully met or exceeded their planned participant targets, demonstrating strong reach and engagement.
  • Eighty percent of CPAF projects reported positive changes in risk and protective factors among high-risk offenders in communities, including those impacted by gang and drug-related crime-indicating meaningful progress in reducing vulnerability and promoting safer outcomes.
• Northern and Indigenous Crime Prevention Fund (NICPF):
  • Supported 7 new agreements, totaling 13 projects and $5.7 million in funding.
  • Projects emphasized culturally sensitive approaches, including two that built on safety plans developed through the Aboriginal Community Safety Planning Initiative (ACSPI).
  • Participation rates among target at-risk populations ranged from 33% to 239%, with an average of 105%. 75% of non-impact evaluation projects (i.e., direct intervention projects) successfully met their participant targets, demonstrating strong engagement and effective outreach among at-risk populations, and at least 69% of participants completed the project.
  • Fifty percent of evaluated projects reported positive changes in participants' risk and protective factors related to crime and violence. This demonstrates that half of the initiatives had a measurable impact on reducing vulnerability and promoting safer behaviours—highlighting the program's potential to drive meaningful change in communities.
• Youth Gang Prevention Fund (YGPF):
  • Continued support for 11 projects with $5.2 million in funding.
  • Nine projects concluded by year-end, with new initiatives anticipated in 2025-26 following the latest NCPS Call for Applications.
• CCSP Program Enhancements in response to the needs of Canadians:
  • Expanded eligibility and activities. The 2024 Call for Applications received 368 submissions, up from 272 in 2023—a 35% increase in volume. While the 2023 call was open for approximately 60 days, the 2024 call extended over five months, allowing for broader outreach and more time for applicants to prepare. This growth reflects increased awareness, interest, and engagement with the program across communities.
  • Increased federal cost-share from 50% to 70%.
  • Streamlined application process and introduced continuous intake.
  • Focused on reducing administrative burden, improving processing times and enhancing communications and regional outreach.
  • Seventy-seven percent of funding recipients that indicate that there have been no new incidents of hate-motivated crime at their facility since the installation of security equipment. This outcome reflects a meaningful improvement in safety and security for vulnerable communities, suggesting that the funded measures are contributing to a more protected and resilient environment.
  • Two hundred thirty four Police-reported mischief in relation to property primarily used for religious worship or by an identifiable group. While this number reflects ongoing challenges in protecting vulnerable spaces, it also underscores the importance and relevance of targeted security investments and community-based prevention efforts. Continued support through programs like CCSP remains essential to reduce these incidents and promote safer, more inclusive environments.
• Enhanced Indigenous Collaboration: Strengthened alignment between NICPF and ACSPI to support community-led safety planning. Example: Upper Nicola Band launched a culturally grounded initiative based on the 13 Moon Teachings, reaching ~100 youth annually through land-based camps and workshops.

In Fall 2024, Public Safety Canada (PS) launched a national call for applications to select new projects that support the objectives of the CPAF, NICPF, and YGPF. Target populations included indigenous youth, racialized youth, youth with repeat contacts with the criminal justice system and youth at risk of committing violence. A total of 583 applications were received demonstrating a continued need for investments in crime prevention.

On October 1, 2024, the Department also launched the Canada Community Safety Program (CCSP). The CCSP replaces and enhances the Security Infrastructure Program (SIP) to support communities by investing in security measures that will help keep them safe. Eligibility for funding expanded to include office and administrative spaces, cemeteries and childcare centres. Funding for time-limited third-part licensed security personnel was also made a permanent feature of the program.

In addition, ongoing annual funding was increased, and a continuous intake process was introduced, allowing organizations to apply when support is needed rather than waiting for an annual call for applications. 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.

Findings of audits completed in 2024-25

N/A.

Findings of evaluations completed in 2024-25

N/A. An Evaluation of the National Crime Prevention Strategy was completed in October 2023.

Next planned evaluations:

• An evaluation of the National Crime Prevention Strategy is planned for 2027-28.
• An evaluation of the Canada Community Security Program is planned for 2027-28.

Engagement of applicants and recipients in 2024-25

The NCPS utilizes its mailing list to ensure potential applicants and recipients are informed about relevant activities and future funding opportunities. Additionally, PS held information sessions throughout the year for CCSP continuous intake and NCPS call for application cycle in Fall 2024. Three of the information sessions were held in English, and two were held in French.

Explanation of variances

Within acceptable variance levels.

Parliamentary District Policing

Start date

May 1, 2024

End date

March 31, 2029

Type of transfer payment

Contribution

Type of appropriation

Appropriated annually through the Estimates

Fiscal year for terms and conditions

2024-25

Link to departmental result(s)

Community safety practices are strengthened

Canadian communities are safe

Crime is prevented and addressed in populations/communities most at-risk

National security threats are understood and reduced while maintaining public trust

Link to the department's Program Inventory

Crime Prevention

Purpose and objectives of transfer payment program

The overall objective of the contribution program is to enhance safety and security of the Parliamentary District by having a dedicated police presence. This program enables the City of Ottawa to seek financial assistance from the Government of Canada, through a contribution agreement, for reimbursement for eligible policing costs specific to the Parliamentary District.

The objectives of the program fall within the Department's core responsibility for Community Safety and within the Law Enforcement and Policing Program. The program contributes to the achievement of the Department's policy objectives to promote the safety and security of Canadian communities.

Results achieved

The Parliamentary District Policing Program began in 2024-25 through collaborative efforts with the City of Ottawa and the Ottawa Police Service (OPS). Designed as a five-year initiative concluding in 2028-29, the City of Ottawa signed a contribution agreement in March 2025. To date, the OPS has been meeting the objectives outlined in the five-year plan submitted to Public Safety Canada (PS). This includes securing the necessary personnel and equipment to establish a permanent policing presence within Ottawa's Parliamentary District.

In 2024-25, the OPS staffed sixteen full-time positions and filled one temporary assignment. OPS' 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 (PRT) supported approximately 298 demonstrations and events; conducted approximately 400 outreach engagements; and, mentored the PPS liaison team.

The success of this program is measured through the following performance indicators:

• Signature of the agreement with the recipient: A five-year contribution agreement reimbursing the City of Ottawa for expenses incurred by the OPS after May 1, 2024, was signed between PS and the City of Ottawa.
• Number of positions filled as per the 5 year OPS human resources staffing plan: In 2024-25, the OPS staffed sixteen full-time positions and filled one temporary assignment. OPS' PRT engaged with federal agencies, businesses, and community groups; participated in joint exercises with PPS while the PRT supported approximately 298 demonstrations and events; conducted approximately 400 outreach engagements; and, mentored the PPS liaison team.
• Funding is allocated and spent as per the agreed upon contribution agreement budget: The recipient spent roughly $3.8 million out of its $5.5 million budget allocation, leaving roughly $1.7 million unspent in fiscal 2024-25 due to procurement delays.
• Response times to calls for service remain stable or improve after year 3: In 2024-25, the average response time for the PRT was 3.22 minutes, significantly faster than surrounding sectors. The PRT consisted of one Sergeant and four Constables, and responded to 229 calls for service (121 reactive, 108 proactive).
• OPS engagement with protest groups at earliest possible opportunity remain stable or improve after year 3: In 2024-25, the OPS Police Liaison Team (PLT) consisted of one Sergeant and four Constables. The PLT supported 298 demonstrations/events; conducted 400 outreach engagements; and mentored the PPS liaison team.

Findings of audits completed in 2024-25

N/A.

Findings of evaluations completed in 2024-25

N/A. An evaluation of the Parliamentary District Policing is planned for 2026-27.

Engagement of applicants and recipients in 2024-25

PS officials worked collaboratively with OPS in the development of this program. Regular ongoing engagement continues to ensure the OPS is on track to achieve the outlined goals of the program. For 2024-25, the actual activities as outlined in activity report align with the planned activities.

Explanation of variances

The $5.5 million variance is attributable to new funding received through the Supplementary Estimates, and therefore it was not reflected in planned spending. There is no lapse in the 2024-25 Public Accounts.

Search & Rescue New Initiatives Fund

Start date

1988

End date

Ongoing

Type of transfer payment

Contribution

Type of appropriation

Appropriated annually through the Estimates

Fiscal year for terms and conditions

2009-10

Link to departmental result(s)

Canada can effectively mitigate, prepare for, respond to and recover from all-hazards events

Link to the department's Program Inventory

Emergency Prevention/Mitigation

Purpose and objectives of transfer payment program

The Search and Rescue New Initiatives Fund (SARNIF) provides annual funding for projects that will improve the National Search and Rescue Program (NSARP). The SARNIF is a key element of the NSARP and contributes significantly to support safety promotion and education, as well as to advancing technology and improving Canada's ability to provide an effective and capable search and rescue (SAR) response in all areas and jurisdictions.

Results achieved

In 2024-25, the SARNIF program received a total of 37 proposals, all of which aligned with the identified priorities. A significant portion of funded projects (72%) originated from British Columbia, Ontario, and Newfoundland and Labrador, indicating concentrated regional engagement and capacity in these provinces.

In terms of recipient composition, 62% of funded organizations were non-profits, while 24% represented universities and research institutions, reflecting a healthy mix of community-based and academic expertise. However, Francophone organizations accounted for only 2% of the funding, suggesting a potential area for improved outreach and inclusion.

To assess program impact and efficiency, surveys were conducted across the SAR community and among project recipients. These efforts provided valuable data to evaluate how well the projects aligned with and advanced the program's objectives. Importantly, 50% of funded projects included public awareness activities focused on safety and preparedness education.

Findings of audits completed in 2024-25

N/A

Findings of evaluations completed in 2024-25

An Evaluation of the Search and Rescue Initiatives, which includes the Search & Rescue New Initiatives Fund, was completed in 2024-25.

Results of this evaluation can be found under the Heavy Urban Search and Rescue program.

Engagement of applicants and recipients in 2024-25

A call for proposal was launched in 2023-24 and agreements were signed in 2024-25. PS officials engaged regularly with funding recipients for funding agreement monitoring, including reviewing financial and non-financial reports and to provide guidance when required.

Explanation of variances

The $2.2 million variance is primarily attributable to later-than-anticipated project start dates following a call-for-proposals. There is no lapse in the 2024-25 Public Accounts.

Supporting a Humanitarian Workforce to Respond to COVID-19 and Other Large-Scale Emergencies

Start date

2020

End date

March 31, 2026

Type of transfer payment

Contribution

Type of appropriation

Statutory authority under the Public Health Events of National Concern Payments Act

Fiscal year for terms and conditions

2020-21

Link to departmental result(s)

Canada can effectively mitigate, prepare for, respond to, and recover from all-hazards events

Link to the department's Program Inventory

Emergency Response/Recovery

Purpose and objectives of transfer payment program

The Canadian Red Cross (CRC) - Urgent Relief - COVID-19 project seeks to ensure that the CRC can efficiently respond to the competing demands for their expertise as a result of the COVID-19 pandemic, and meet the immediate needs of Canadians for their services during this crisis. These objectives are accomplished through the funding of four main categories of activities:

• Ensuring the CRC's readiness to surge in response;
• Adaptation of stock and systems to support service delivery during the COVID-19 pandemic;
• Support public health efforts including quarantine and isolation operations; and
• Support Canadian COVID-19 emergency response efforts.

Results achieved

In 2024-25, Public Safety Canada (PS) continued managing the Supporting a Humanitarian Workforce to Respond to COVID-19 and Other Large-Scale Emergencies Program (HWF). The program supported four ongoing projects and launched two new initiatives with non-governmental organizations (NGOs) to strengthen their readiness and response capabilities for all-hazards events. Initiatives led by Team Rubicon Canada, Canadian Red Cross, St. John Ambulance and Salvation Army focused on response activities, while one, led by The Search and Rescue Volunteer Association of Canada (SARVAC), emphasized readiness. Funding also continued for a donation-matching initiative launched in 2023-24 to support wildfire response in the Northwest Territories.

Through these efforts, funded projects trained 11,468 individuals in humanitarian workforce roles and delivered 233 cultural competency and safety sessions to promote community-based solutions. Four organizations reported a total of 145 deployment-ready teams, one reported 1,329 individuals prepared for deployment, and another recruited 2,153 new volunteers during 2024-25.

All funded organizations maintained full operational readiness throughout the reporting period, with three organizations reporting a combined total of nine deployments.

Collaborative initiatives included wildfire mitigation projects by Team Rubicon Canada, support for vulnerable populations by St. John Ambulance, and evacuation and lodging assistance by the Red Cross. SARVAC engaged with governments and NGOs, while the Salvation Army partnered with Indigenous communities on emergency preparedness and food security.

All organizations developed plans to engage vulnerable communities through various approaches, including GBA Plus analysis, community consultations, and the Protection, Gender, Inclusion, and Engagement training (delivered by the Red Cross) and Indigenous training. Additional efforts involved deploying Indigenous specialists during emergencies, collaborating with community leadership and Indigenous Services Canada, and conducting street outreach. They also expanded Therapy Dog mental health services, increased first aid training for newcomers and remote areas, and partnered with local organizations to deliver culturally relevant programs.

By the conclusion of the projects in 2025-26, NGOs are expected to demonstrate at least three core capabilities as outlined in the Canadian Core Capabilities List along with meaningful stakeholder engagement.

Findings of audits completed in 2024-25

N/A.

Findings of evaluations completed in 2024-25

N/A. An Evaluation of the Humanitarian Workforce Program is planned for 2025-26.

Engagement of applicants and recipients in 2024-25

PS officials engaged with eligible non-government organizations to coordinate financial assistance towards activities supporting provincial or territorial responses to natural disasters. In response to wildfires, financial assistance was provided to NGOs in support Newfoundland and Labrador, and, Alberta.

Explanation of variances

Supporting the Canadian Red Cross's urgent relief efforts related to COVID-19, floods and wildfires

Start date

2020

End date

March 31, 2026 (This program will be renewed and new results will be available in 2025-26).

Type of transfer payment

Contribution

Type of appropriation

One-time appropriation

Fiscal year for terms and conditions

2020-21

Link to departmental result(s)

Canada can effectively mitigate, prepare for, respond to, and recover from all hazards events

Link to the department's Program Inventory

Emergency Response/Recovery

Purpose and objectives of transfer payment program

The COVID-19 pandemic has put pressure on the health system of many jurisdictions through a sharp increase in Canadians requiring medical attention as well as challenging the capacity of supporting organizations. Furthermore, the pandemic has disrupted the logistics and supply chain of diverse sectors supporting emergency management. This has led to increased national risk with regards to effective response to floods and wildfires.

The response efforts of the Canadian Red Cross (CRC) are funded through the federal contribution program, Supporting the Canadian Red Cross's Urgent Relief Efforts Related to COVID-19, Floods and Wildfires (CRCCFW).

Results achieved

Initially created in response to COVID-19, the Program shifted in 2022-23 to focus on donation-matching initiatives supporting flood and wildfire recovery—a direction continued through 2023-24 and 2024-25. In 2024-25, five funding agreements were supported: two newly launched and three ongoing from 2023-24, all set to conclude in 2026.

The first agreement under the donation-matching program supported the "Early and Long-Term Recovery Support for Those Impacted by the 2024 Alberta Wildfires" project, launched to assist individuals, communities, non-profits, and small businesses in areas such as Jasper National Park and several Indigenous and forest regions affected by severe wildfires. With fourth quarter reporting due in September, results currently reflect the first three quarters: the Canadian Red Cross (CRC) conducted 1,979 case management sessions, providing information, referrals, and mental health support to at least 1,147 households. CRC also delivered financial aid to 3,342 households, benefiting around 6,684 people, referred 996 households to external services, and offered mental health and psychosocial care to 25 households without issuing direct financial assistance for those services.

The second donation-matching agreement in 2024-25 backed the Nova Scotia 2023 Matching Program, where the Canadian Red Cross (CRC) addressed immediate and long-term recovery gaps in underfunded areas key to community resilience. With fourth quarter results expected in September, current data covers the first three quarters: CRC assessed 139 households, supported 127 with planning, referrals, and financial assistance, and referred 18 to external services such as insurance, housing, and personal finance. Financial aid reached 3,194 households, benefiting around 8,363 individuals, for needs ranging from mental health services to rebuilding support, and 17 tailored recovery plans were developed.

In addition, the three donation-matching funding agreements from 2023-24, the 2021 British Columbia Wildfires Appeal, 2021 British Columbia Floods Recovery, and the Alberta Fires 2023 Matching Program continued to deliver meaningful project outcomes.

The 2021 British Columbia Wildfires Appeal project, reporting only on the first three quarters, supported recovery efforts through mental health care for 30 households (59 individuals) and psychosocial support to 16 more. The Canadian Red Cross (CRC) assisted 245 households with recovery planning, referrals, and financial aid, 43% of whom developed personalized plans and reviewed 34 rebuild contracts. Financial support was provided to 278 individuals facing challenges such as underinsurance, financial hardship, or displacement, covering needs like mental health services, temporary housing, relocation, and household replacement items. Across 28 engaged communities, 8 received additional support through grants or recovery planning efforts.

In 2024-25, the 2021 British Columbia Floods Recovery project assisted 4,286 households with planning, referrals, and financial aid for flood-related needs, 5.8% developed personalized recovery plans. The Canadian Red Cross (CRC) completed 158 damage assessments, reviewed 206 rebuild contracts, and led 632 support sessions across 67 communities, including recovery discussions, youth training, and psychological first aid. Additionally, 15 community grants were issued, and 18 partnerships formed to strengthen recovery and resilience.

As part of the Alberta Fires 2023 Matching Program, the Canadian Red Cross (CRC) sent outreach teams to two locations and provided 5,800 cleanup kits to those affected. CRC conducted 70 household assessments to identify needs and deliver personalized recovery support including guidance, referrals, and financial aid to 54 households. It also issued 41 community grants totaling over $700 thousand to organizations delivering essential services like evacuation transportation, bedding, basic supplies, and food.

Findings of audits completed in 2024-25

N/A. An Internal Audit of COVID-19 Response Fund Management was completed in June 2023.

Findings of evaluations completed in 2024-25

N/A.

Engagement of applicants and recipients in 2024-25

Public Safety Canada officials continued monitoring the existing and new projects during 2024-25. Regular calls with the Canadian Red Cross occurred to provide guidance regarding existing and new donation matching initiatives, including matching funds during the Alberta 2024 Wildfires that have had significant impact on the Municipality of Jasper.

Explanation of variances

The $17.6 million variance is primarily attributable to funding received through the Supplementary Estimates for previous fiscal year reprofile. Internal reallocations to this program were also required to address donation matching requirements. There is no lapse in the 2024-25 Public Accounts.

Details on Transfer Payment Programs of less than $5 million

Aboriginal Community Safety Development Contribution Program

Start date

Aboriginal Community Safety Development Contribution Program (ACSDCP): 2010-11

Aboriginal Community Safety Planning Initiative (ACSPI): 2010-11

Indigenous Community Corrections Initiative (ICCI): 2017-18

End date

ACSDCP: Ongoing

ACSPI: Ongoing

ICCI: Ongoing

Type of transfer payment

Contribution

Type of appropriation

Appropriated annually through Estimates

Fiscal year for terms and conditions

ACSDCP: 2020-21 (ACSPI was renewed in December 2020 through the Final Report of the National Inquiry on Missing and Murdered Indigenous Women and Girls and expanded in December 2021 through the submission "Funding to support Indigenous policing and community safety".)

ICCI: 2023-24 (ICCI was renewed in February 2023 as part of the Federal Framework to Reduce Recidivism. ICCI has been expanded to broaden its reach and scope to create tailored opportunities for 2SLGBTQQIA+ people and women. ICCI received ongoing funding).

Link to departmental result(s)

Community safety practices are strengthened

Canadian communities are safe

Crime is prevented and addressed in populations/communities most at-risk

Link to the department's Program Inventory

Corrections

Purpose and objectives of transfer payment program

The objectives of the ACSDCP are to:

• Enhance or improve Aboriginal communities' ability to support the development and/or implementation of community safety plans;
• Support the development of alternatives to incarceration projects; or
• Provide reintegration support.

The ACSDCP includes two initiatives:

1. The Aboriginal Community Safety Planning Initiative (ACSPI), and
2. the Indigenous Community Corrections Initiative (ICCI).

ACSPI

The Aboriginal Community Safety Planning Initiative (ACSPI) provides contributions to Indigenous organizations (on and off-reserve), Indigenous governments and municipalities in collaboration with Aboriginal organizations and communities to develop tailored approaches to community safety that are responsive to the concerns, priorities and unique circumstances of Indigenous communities. Becoming more responsive requires engaging Indigenous communities in identifying issues and developing solutions; building the capacity of Indigenous communities to develop and deliver projects; addressing funding issues; and ensuring that relevant programs are adaptable to the diverse needs of Indigenous communities.

The ACSPI supports Indigenous communities to develop and implement community safety plans that are specific to the unique circumstances of their community.

The objective of the ACSPI is to:

• Enhance or improve Indigenous communities' ability to support the development and/or implementation of community safety plans.

ICCI

The ICCI supports communities-based corrections projects working with Indigenous offenders. ICCI seeks to address their overrepresentation in the criminal justice system by preventing recidivism and reducing number of contacts with the criminal justice system. Furthermore, ICCI community-led projects will be leveraged as an early action to support the implementation of the Federal Framework to Reduce Recidivism (FFRR).

Seeking to address the effects of residential schools and involvement with child welfare systems, ICCI provides culturally relevant services that may include counselling, spiritual support, life skills coaching, family reunification.

The objectives of the ICCI are to:

• Support the development of alternatives to incarceration projects; and/or
• Provide reintegration support.

Results achieved

ACSPI

In 2024-25, the ACSPI continued to improve Indigenous communities' capacity to address issues of community safety, empowering them to develop their own responses to community threats using a holistic, community-driven approach. To this end, the ACSPI funded safety planning activities in 40 communities, all of whom completed at least one safety planning session towards the development of a Community Safety Plan (CSP). Of these communities, 16 successfully completed the safety planning process and submitted community and council-approved CSPs. In addition to investing in safety planning in communities, the ACSPI has funding available to support communities who complete the safety planning process to implement safety projects identified in their CSPs. Nine Contribution Agreements (CAs) were supported with these funds in 2024-25. They include community-designed and -delivered programs to, for example, address drug trafficking, engage youth and elders, and support healthy lifestyles contributing to safer, empowered Indigenous communities. In addition to these ongoing program activities, in April 2024 the ACSPI hosted an in-person engagement event about evaluation approaches for Indigenous projects. This event brought together representatives from Indigenous communities, evaluation experts, and Public Safety Canada (PS) representatives to examine and inform how PS can improve upon its support to Indigenous recipients and implement methods of evaluation which are more inclusive and culturally centered.

Results achieved per Expected Results

Expected Result 1 – Expanding Outreach and Empowering Communities

The ACSPI successfully continued to expand outreach and engagement efforts towards its goal of completing 25 CSPs per year. This remains ACSPI's commitment, as the program has expanded and picked up significant traction in recent years.

Eight more facilitators with the cultural expertise to deliver safety planning to ACSPI's communities were added to the current roster and provided with extensive training and shadowing to onboard them throughout 2024-25. The wait list of communities looking to start safety planning have significantly diminished, with CSPs expected to be submitted in short order. As per previous years, some communities had to cope with unforeseen challenges, including wildfires, evacuations, local states of emergency, that have impacted safety planning processes.

Though 16 completed CSPs were submitted in 2024-25, ACSPI supported a total of 40 communities (Number of community with trained participants) by entering into call ups with PS-funded facilitators to identify their collective strengths and assets and to address safety concerns in their communities.

The success of this expected result is measured through the following performance indicators:

• Number of tools developed: 0 (internal contracting challenges and high community engagement delayed some tools in development, hope to complete in current fiscal);
• Number of partnerships supported between communities and other organizations: PS cannot provide. The completed CSP is a tool to support communities in establishing partnerships to deliver programs and services identified within, but it is difficult for the Department to assess how many partnerships are sought/established after the CSP has been submitted;
• Change in community members perceptions of community capacity to address safety priorities: PS cannot provide. The Department is working on a new community questionnaire that will be delivered to participants and hopefully allow PS to report on this indicator in the future;
• Number and percentage of communities that receive support who successfully implement projects, community safety plans, and/or components of community safety plans: If we consider 'successfully implemented' to mean they entered into a CA to implement a project identified within the CSP, 3 of the 16 communities who completed CSPs in 2024-25 have submitted proposals for funding but none have received funding approval or started implementing. It is very likely that most of the communities with CSPs will use it as a tool for future directions and actions to address community safety, but we have no way of accurately reporting on this indicator.

Expected Result 2 – Leveraging Partnerships to Support Safety Planning

Engaging with partners to deliver more effective, holistic strategies in safety planning remained a top priority for the ACSPI in 2024-25. The ACSPI has had the opportunity to collaborate on large projects targeting communities and urban populations. First, it partnered with the Ontario Native Women's Association, who are playing a coordinating role in an ambitious safety planning process with the urban population of Thunder Bay, with the consent of the Council and the Mayor. Two sessions were completed in 2024-25. Also, with support from the ACSPI and the Canadian Centre for Safer Communities (CCFSC), the City of Whitehorse and the Government of Yukon began work in 2024-25 in support of the development of a multi-year action plan focused on proactive actions to reduce risk, vulnerability and harm throughout Whitehorse. This is the first time ACSPI and CCFSC have collaborated on a Community Safety and Wellbeing Plan. As interest from larger municipalities increases, establishing these connections will assist the ACSPI and partners in learning from each other, sharing what works well and what will be needed to tailor their approaches to safety planning with large municipalities. While delivering a joint process with Indigenous Services Canada's Comprehensive Community Planning (CCP) program was a goal of ACSPI's at the onset of the year, it was soon acknowledged that there were few tangible benefits to this joint delivery, as opposed to giving communities space to fully dedicate resources to fleshing out one or the other. ACSPI withdrew from the process to allow the community to focus their efforts on completing the CCP, and are maintaining their relationship with the community should they wish to proceed with safety planning in the future.

Expected Result 3 – Hosting Community of Practice Gatherings

In previous fiscal years, the ACSPI has received overwhelmingly positive feedback for hosting Community of Practice (CoP) gatherings, which bring together communities who have worked with ACSPI both virtually and in-person to discuss their experiences with the safety planning process. In 2024-25, ACSPI contracted a qualified Indigenous event planning organization to ensure these CoPs are regularly hosted to maximize benefits to ACSPI's communities. The goal is to host 1 in-person and 2 virtual CoP's annually, beginning in 2025-26.

In addition to those activities accomplished in line with the ACSPI's expected resulted for 2024-25, Program Officers conducted focused efforts to further promote the program, engage with potential partners, and promote safety planning to stakeholders and eligible recipients. This included expanding ACSPI's scope to work with larger urban populations than have been engaged in the past, through cross jurisdictional collaboration with city governments and NGOs. One such project of this magnitude is underway in Thunder Bay, endorsed by Mayor and Council and centered on their urban Indigenous population, which is being led on-the-ground by the Ontario Native Women's Association. Other partners in this process include the Anishinabek Nation, Fort William First Nation, City of Thunder Bay, and Thunder Bay Police Service and Board. Another plan is in early stages of development in Whitehorse in partnership with the Yukon Government and Canadian Centre for Safer Communities.

In 2024-25, Program Officers presented the benefits of community safety planning at various panels where attendees may be interested in engaging in safety planning for their own communities, or where stakeholders who can provide further assistance may be present. ACSPI presented at the Annual General Meeting of the Canadian Association of Chiefs of Police in 2024 and at a forum for Community Tripartite Agreement (CTA) Renewal in Winnipeg which saw attendance from CTA holders across Manitoba and generated further interest in the program, expanding outreach to communities who might benefit from safety planning.

ICCI

In 2024-25, the Indigenous Community Corrections Initiative (ICCI) advanced the development of justice-focused, community-led projects for implementation. After completing the assessment of 119 applications received from the 2023 Call for Proposals, the ICCI recommended 27 for approval. Two contribution agreements were signed in early 2025-26. The development of the remaining projects continues, with strong engagement continuing to address readiness factors with a view to begin implementation in 2025-26. ICCI also supported the design of a Recontact Project in 2024-25 in cooperation with Statistics Canada, which aims to measure program effectiveness by assessing the extent to which ICCI-funded projects have an impact on recidivism, and to support continuous learning and improvement for the initiative.

Results achieved per Expected Result

While expected results for 2024-25 could not be fully achieved due to efforts being dedicated to advance project development work, significant milestones were nevertheless reached:

Expected Result 1 – Strengthened Indigenous Community Capacity

Two executed agreements will build capacity by supporting Indigenous-led justice infrastructure and culturally relevant, trauma-informed services. Engagements with the remaining 25 recommended proponents fostered co-development and proposal refinement to strengthen project design and long-term impact.

Expected Result 2 – Enhanced Support for Reintegration and Alternatives to Incarceration Projects

ready to proceed include:

• Section 84-focused reintegration models;
• Land-based healing programs;
• Indigenous-led justice supports.

Though measurable performance indicators (e.g., recidivism reduction) will only be available after project launch in 2025-26, preparatory activities established a strong foundation for tracking outcomes and effectiveness.

Corrective Measures

Program Officers intensified engagement with recipients to support readiness and lead the applicants through work plan and budget realignments that incorporated the monitoring and evaluation requirements. Flexibility was applied in timelines to allow applicants impacted by wildfires, organizational turnover, and high travel costs to adapt and resubmit viable plans. The implementation of a monitoring and evaluation framework is underway to assess progress against performance indicators in 2025-26.

In 2024-25, the ICCI continued to engage with recipients to develop their implementation projects and prepare for the delivery of project-related activities. Two contribution agreements were signed for projects beginning in 2025-26, with several more also anticipated to be implemented in the next fiscal year. These will support the development of alternatives to incarceration and provide reintegration support to justice-involved Indigenous peoples.

Findings of audits completed in 2024-25

N/A.

Findings of evaluations completed in 2024-25

N/A.

Engagement of applicants and recipients in 2024-25

ACSPI: The ACSPI regularly consults with Indigenous recipients by working closely with them throughout the safety planning process, and supporting them in developing proposals for funding under the ACSDCP. Additionally, in April 2024, the ACSPI hosted a two day in-person Indigenous Evaluation Engagement Event in Edmonton, Alberta.

ICCI: In addition to formal project development, ICCI undertook critical outreach and engagement initiatives. A highlight was the February 2025 site visit to the Waseskun Healing Centre, a Section 84 community site. This engagement:

• Deepened the department's understanding of culturally grounded reintegration supports;
• Strengthened relationships with community Elders and reintegration practitioners;
• Informed ICCI's support of similar models in recommended projects, emphasizing holistic healing and community-led programming.

The Waseskun visit reinforced the importance of community visits as a tool to ensure ICCI-funded projects remain community-informed, culturally appropriate, and responsive to the lived realities of Indigenous peoples impacted by the justice system.

Explanation of variances

The $17.6 million variance is primarily attributable to delays and challenges in project implementation and planning across both initiatives of the ACSDCP, including slower-than-expected spending, capacity limitations, and the need for additional time to develop complex projects. There is no lapse in the 2024-25 Public Accounts.

COSPAS-SARSAT

Start date

July 1, 1988

End date

Ongoing

Type of transfer payment

Contribution

Type of appropriation

Appropriated annually through Estimates

Fiscal year for terms and conditions

2010-11

Link to departmental result(s)

Canada can effectively mitigate, prepare for, respond to and recover from all-hazards events.

Link to the department's Program Inventory

Emergency Prevention/Mitigation

Purpose and objectives of transfer payment program

The purpose of this contribution is to meet Canada's obligation under the International COSPAS-SARSAT Program Agreement (ICSPA) and to provide a share of the operational costs incurred by the Secretariat in performing its administrative tasks and functions.

Results achieved;

The International COSPAS-SARSAT Program is an international satellite-based Search and Rescue (SAR) distress alerting system that significantly enhances the efficient and effective utilization of SAR resources both in Canada and internationally. On average, the system helps saving 45 Canadian lives and 950 additional lives worldwide each year.

The International COSPAS-SARSAT Secretariat Contribution Program is an assessed contribution program that provides $272,000 annually to the International COSPAS-SARSAT Secretariat, located in Montreal, Quebec, Canada, which is the administrative body to the International COSPAS-SARSAT Programme. This annual payment fulfils Canada's Treaty commitments under the International COSPAS-SARSAT Programme Agreement (ICSPA). The payment is to cover Canada's portion of the common costs associated with the management and administration of the Programme.

The COSPAS-SARSAT Secretariat provides management and administrative support for the Programme, including coordinating international meetings such as Council meetings (open and closed), as well as the Joint Committee and Experts Working Groups. As a signatory to ICSPA and a Party to the Treaty, Canada has a leadership and decision-making role in this consensus-based organization (the Parties to the ICSPA must reach consensus for a decision to be implemented).

The Council and Joint Committee meetings for this period were:

• the three-day CSC-70 Session, Closed Meeting, 9 - 11 April 2024 in Montréal and by videoconference, with interpretation in three Programme languages;
• the nine-day JC-38 Meeting, 18 June - 3 July 2024 in-Montréal and by videoconference; and
• the eight-day CSC-71 Session (Closed and Open Meetings), 15 to 24 October 2024, with interpretation in the three Programme languages. This meeting, hosted by the Kingdom of Saudi Arabia, was the first Programme meeting, other than the EWG-6/2024 co-hosted with Türkiye, to be held outside of Montréal in over five years, and the first-ever Council meeting not held at the Secretariat headquarters or in a Party state.

To meet Contribution Program requirements, the Secretariat submits its annual plan to Public Safety Canada (PS). Given Canada's role within the Programme as a signatory and Party to the ICSPA, Canada maintains comprehensive oversight of how the funds are utilized in support of the Program's objectives.

The Secretariat is headed by the Head of Secretariat (HoS) and is staffed by 11 people who provide administrative and management support for the international Programme. This includes: the analysis and registration of new beacon types; the aggregation and analysis of technical and operational data provided by individual participants; liaison with stakeholders including the International Civil Aviation Organization (ICAO) and International Maritime Organization (IMO) and; the operation of the International Beacon Registry Database (IBRD) which is where all beacons are registered for countries that don't maintain their own database and which is accessed real-time by SAR authorities during rescue operations.

Findings of audits completed in 2024-25

N/A.

Findings of evaluations completed in 2024-25

An Evaluation of the Search and Rescue related Initiatives, which includes the COSPAS-SARSAT, was completed in 2024-25.

Results of this evaluation can be found under the Heavy Urban Search and Rescue program.

Engagement of applicants and recipients in 2024-25

PS officials led the Canadian delegation at formal COSPAS-SARSAT meetings, including Councils, Joint Committee, and various working groups. Canada participated in decisions regarding the administration of the International COSPAS-SARSAT Secretariat activities. On April 1, 2024, the Permanent Representative for Canada commenced the role of Chair of the COSPAS-SARSAT Council for a period of 12 months. The role of Chair of Council rotates on an annual basis amongst all 4 of the Parties to the Programme (Canada, the Russian Federation, the United States of America and France).

Explanation of variances

No variance.

Heavy Urban Search and Rescue

Start date

2016-17

End date

Ongoing

Type of transfer payment

Grant (contribution allowed)

Type of appropriation

Appropriated annually through Estimates

Fiscal year for terms and conditions

2016-17

Link to departmental result(s)

Canada can effectively mitigate, prepare for, respond to and recover from all-hazards events

Link to the department's Program Inventory

Emergency Prevention/Mitigation

Purpose and objectives of transfer payment program

The purpose of the Heavy Urban Search and Rescue (HUSAR) Program is to support Canada's HUSAR capacity by strengthening the abilities of six HUSAR Task Forces across Canada. The HUSAR program contributes to the achievement of departmental and governmental objectives by contributing to enhanced public safety and emergency management.

Results achieved

In 2024-25, Public Safety Canada (PS) continued to oversee the HUSAR program, advancing public safety and bolstering emergency management across the country. Five of the six Task Forces—located in Alberta, British Columbia, Manitoba, Nova Scotia, and Ontario—received funding to further enhance their operational capabilities. This support enabled them to strengthen their expertise, refine their skills, and procure essential equipment, supporting their readiness for national deployment.

A number of milestones were achieved throughout the fiscal year, including:

1. Renewal of three-year funding agreements with 5 of 6 recipients aligned with the core objectives of the program;
2. Continued engagement via bi-weekly meetings with Task Force leads and twice annual in-person HUSAR Workshops to advance key policy issues and strengthen relationships, trust, and interoperability between the Task Forces. One significant outcome from these regular engagements was the establishment of new working groups on training and logistics aimed at harmonizing approaches utilized by the Task Forces;
3. PS, Global Affairs Canada (GAC) and the Task Forces worked together to organize a technical assistance visit to the Philippines leveraging GAC's existing Technical Assistance Program Expert Deployment Mechanism (TAP-EDM) program and the expertise of the Canadian Task Forces. This work advanced positive international relations between Canada and the Philippines, and both PS and the Task Forces received significant recognition from both GAC and members of the Philippines Office of Civil Defense. The culmination of this work was delivered as part of a study tour hosted by PS and the Task Forces early 2025-26 fiscal year, the results of which will be reported in the next annual report;
4. PS also continued to work with the Task Forces to strengthen their relationship with the International Search and Rescue Advisory Group (INSARAG) – a highly respected network responsible for setting international standards with respect to Urban Search and Rescue (USAR). Both PS and the Task Forces benefited from these engagements, strengthening our collective understanding of the importance of building local capacity that is interoperable and able to deploy seamlessly to provide support to Canadians when they are most in need.

The five Task Forces achieved planned activities such as training, exercising, search & rescue, procurement, logistics, planning & communications.

Four Task Forces reported being effectively equipped to respond to disasters and able to respond jointly with other HUSAR teams. They have confirmed they maintain deployable capacity. One Task Force has made significant progress but remains below full deployability compared to the HUSAR standard. Gaps persist in specialized technical rescue tools and support equipment, and additional training is needed to ensure sufficient certified responders for sustained, extended operations.

Four Task Forces participated to joint mission conducted to provide technical assistance to the Philippines Government to expand technical knowledge, strengthen partnerships with the region and explore reciprocal training opportunities. In addition, one Task Force has actively participated on the federal USAR Technical Working Group, HUSAR Task Force Sub Working Group, and BC Integrated Exercise Working Group. This Task force was an active participant in the National USAR Workshop in Toronto bringing all six task forces together to support and drive ongoing USAR initiatives under the National HUSAR program.

Three Task Forces K9 (canine) teams participated in joint training and validation in Vancouver. High level of cooperation and collaboration and interoperability between K9 teams has been reported. There is a high level of interoperability with regular sharing of information and training opportunities. Search dogs and handlers are trained and validated to a common Canadian USAR K9 standard.

One Task Force deployed resources for emergency response incidents, K9 search teams for Ground Search and Rescue and fire investigation fatal incident victim recovery and remotely piloted aircraft system (RPAS) for assistance with Wildland-Urban Interface (WUI) value protection assessment. Another Task Force has responded to three landslides in Chiicotin, Coquitlam and Lions Bay. As well, one Task Force was mobilized in three phases to assist with the Jasper Disaster Response, Wildfire Incident Management Team (IMT), and Re-Entry Planning efforts. Additional support was extended to the Calgary Emergency Management Agency's Emergency Social Services operations for Jasper evacuees, including logistics coordination and equipment provision for the city's reception centres.

All Task forces reported being able to utilize at least 95% of the funding that they were allocated in 2024-25. They reported funding has reached expected results.

Results achieved by Expected Results (ERs)

Expected Result 1 – HUSAR Task Forces are effectively equipped to respond to disasters

By achieving renewed 3-year funding agreements for 5 of 6 Task Forces eligible for support, PS has secured the continued commitment of these entities to work with PS to achieve the ultimate objectives of the program. Presently, 4 of 6 Task Forces (Vancouver, Calgary, Manitoba and Toronto) self-report the sustainment of a deployable HUSAR Capacity. Halifax and Montreal are self-reported as under development. The Task Forces readiness to deploy is further demonstrated by their frequent deployments throughout the year, for example: Calgary Task Force-2's deployment during the 2024 Jasper Wildfire to provide Incident Management Team support on the ground during the response phase.

Expected Result 2 – Increased interoperability between HUSAR Teams

PS continues to support the Task Forces via the HUSAR program in strengthening interoperability. For example, by collaborating with the Task Forces to host two in-person workshops with the Task Forces each year focused on policy issues related to interoperability and interactive exercises. In 2024-25, PS designed and led a tabletop exercise with the Task Forces at the HUSAR workshop in Toronto in October 2024. The exercise included participation from all six of the federally-recognized Task Forces supported under the HUSAR Program and yielded significant lessons learned re: Task Force Activation; resolution of barriers to deployment; and common approaches to standard operating procedures for preparation, activation, and demobilization. Further, PS also supported the formation of two new working groups under the governance of the PS & Task Force led Task Force Sub-Working Group. These working groups on training and logistics will strengthen common standards and interoperability between the Task Forces on these key focus areas.

Expected Result 3 – Canada has HUSAR capabilities that are able to respond to emergencies affecting urban centres in an efficient, effective, and coordinated manner

Presently, 4 of 6 federally-recognized Task Forces self-report as meeting the definition of having a deployable HUSAR capacity. The Task Forces regularly deployed their highly diverse and professional all-hazards capacities in modular mission-ready formats in response to emergencies within their jurisdiction in 2024-25, demonstrating their competency and capacity to support Canadians during emergencies.

Findings of audits completed in 2024-25

N/A.

Findings of evaluations completed in 2024-25

An Evaluation of the Search and Rescue related initiatives was completed in 2024-25.

Decision

Continuation of program

Summary of the Evaluation's findings

• The Workers Compensation Program has met its intention of cost-sharing expenditures with provinces and territories. However, only a few provinces make use of the program;
• The Search and Rescue Volunteer Association of Canada has provided a national presence that has contributed to enhancing SAR response and incident prevention;
• The Search and New Initiatives Fund continues to fund response and prevention projects and many projects have realized individual successes;
• PS supports Canada's leadership role in COSPAS-SARSAT which continues to be an effective tool in search and rescue across Canada and the word;
• The six Heavy Urban Search and Rescue taskforces have to develop Canadian standards and planning for an accreditation process which will meet international certification requirements;
• While Public Safety Canada has a role in search and rescue initiatives as part of its broader responsibilities for emergency management, the strategic direction for search and rescue initiatives within PS remains unclear.

Recommendations

• Strengthen the strategic policy suite for Canada's SAR system, including addressing gaps in overall direction and governance of SAR policies and programs; and clarifying and communicating SAR objectives and national priority areas;
• Provide a structured approach to assessing, monitoring, and improving the efficiency, effectiveness and impact of PS's SAR activities and programs;
• Explore solutions to provide adequate supports for SAR volunteers who may be injured in carrying out their duties, including insurance coverage options;
• Continue to support national accreditation of USAR teams, and the elements needed for interprovincial deployment and eventual international accreditation of the Canadian Task Forces;
• Create an increased awareness among Canadians of the COSPAS-SARSAT system.

Engagement of applicants and recipients in 2024-25

Continued engagement via bi-weekly meetings with Task Force leads and twice annual in-person HUSAR Workshops to advance key policy issues and strengthen relationships, trust, and interoperability between the Task Forces.

Explanation of variances

International Association of Fire Fighters

Start date

2008-09

End date

Ongoing

Type of transfer payment

Contribution

Type of appropriation

Appropriated annually through Estimates

Fiscal year for terms and conditions

2008-09

Link to departmental result(s)

Canada can effectively mitigate, prepare for, respond to and recover from all-hazards events.

Link to the department's Program Inventory

Emergency Preparedness

Purpose and objectives of transfer payment program

The objective of the HazMat training program, delivered under the International Association of Firefighters (IAFF) agreement, is to train first responders about strategies to safeguard their health and safety and the safety of Canadians, and to reduce deaths and injuries related to hazardous materials.

The goal is to provide the highest level of instruction and training by:

• Conducting local, customized training that meets the needs of first responders, local jurisdictions and Public Safety Canada (PS);
• Collaborating to reach as many first responder populations as possible; and
• Ensuring that all training programs continue to meet or exceed applicable professional standards, and that they incorporate lessons learned and best practices.

Results achieved

In 2024-25, the IAFF training program delivered strong results, reflecting both reach and inclusivity. A total of 24 training classes were delivered, reaching 607 students across various disciplines. In addition, a dedicated train-the-trainer session equipped 15 participants with the skills to deliver future training, helping to build internal capacity and ensure sustainability.

Notably, 29% of all students trained came from non-firefighting disciplines, demonstrating the program's commitment to cross-sector collaboration and integrated emergency response.

Overall, the training reinforced the IAFF's leadership in professional development but also supported a more resilient and coordinated emergency response system across sectors.

Findings of audits completed in 2024-25

N/A.

Findings of evaluations completed in 2024-25

N/A. None required

Engagement of applicants and recipients in 2024-25

PS officials continued monitoring the project during 2024-25, provided guidance to recipient when required.

Explanation of variances

No variance.

National Capital Extraordinary Policing Costs

Start date

2015

End date

March 31, 2026

Type of transfer payment

Contribution

Type of appropriation

Appropriated annually through the Estimates

Fiscal year for terms and conditions

2020-21 (renewed and expanded in 2020-21)

Link to departmental result(s)

Canadian Communities are safe

Link to the department's Program Inventory

Law Enforcement and Policing

Purpose and objectives of transfer payment program

The overall objective of the Nation's Capital Extraordinary Policing Costs (NCEPC) contribution program is to recognize the unique policing environment created by the presence of federal landmarks (e.g., the War Memorial), institutions and events of national significance in the Nation's Capital. These exceptional circumstances lead to extraordinary policing costs for the Ottawa Police Service (OPS). In recognition of these exceptional circumstances the NCEPC enables the City of Ottawa to seek financial assistance from the Government of Canada through a contribution agreement for eligible extraordinary, reasonable and justifiable policing costs incurred in relation to duties specific to policing the nation's capital.

Results achieved

In 2024-25, Public Safety Canada (PS) officials continued to support the City of Ottawa through the NCEPCP by reimbursing eligible extraordinary, reasonable and justifiable policing costs incurred in relation to policing duties specific to the Nation's Capital. The Ottawa Police Service (OPS) fully used the $3 million allocation within the first six months of fiscal 2024-25. OPS mid-year reporting indicates that OPS costs will exceed the $3 million allocation. The total expenses for 2024-25 have not yet been received by PS officials.

In 2024-25, PS officials also augmented the recipient's $3 million 2023-24 allocation by $1.9 million to help support the cost of unforeseen expenses incurred by OPS due to increased levels of protests and demonstrations. PS officials also obtained renewed funding ($3 million) for a one-year extension during 2025-26.

These outcomes were, and will continue to be, measured using the following performance indicators:

• Percentage of payment requests received and paid in compliance with the contribution agreement: 100%;
• Percentage of funding available through the NCEPCP used by the City of Ottawa: OPS received 100% of the $3 million allocation in 2024-25. OPS mid-year reporting indicates that OPS costs will exceed the $3 million allocation;
• Percentage of extraordinary events involving the use of the liaison team in the planning of extraordinary events, which have met OPS threshold for its use: Where events required the use of the liaison team, the OPS target of using that team was met 100% of the time;
• Percentage of extraordinary events held within the Nation's Capital that are attended by OPS, as required based on security assessments: According to the OPS mid-year report, OPS responded to many events but not all. The report acknowledges gaps in coverage and reporting, and a more complete picture will be provided in the year-end update expected by the end of July 2025.

Findings of audits completed in 2024-25

N/A.

Findings of evaluations completed in 2024-25

N/A. None required

Engagement of applicants and recipients in 2024-25

PS officials engaged with the City of Ottawa and OPS in 2024-25 on an ongoing basis to discuss program deliverables, including financial and activity reports. PS officials helped support the recipient by augmenting funding for 2023-24 ($1.9 million over the $3 million allocation) and seeking extended funding post April 1, 2025, to ensure program continuity since the contribution agreement formally ended on March 31, 2025.

Explanation of variances

National Flagging System Class Grant Program

Start date

2007

End date

Ongoing

Type of transfer payment

Grant

Type of appropriation

Appropriated annually through Estimates

Fiscal year for terms and conditions

2017-18

Link to departmental result(s)

Community safety practices are strengthened

Link to the department's Program Inventory

Corrections

Purpose and objectives of transfer payment program

The purpose of the National Flagging System (NFS) Class Grant Program (NFSCGP) is to enhance the capacity of participating provinces and territories to identify and track high-risk, violent offenders and facilitate prosecution and sentencing of these offenders if they re-offend.

The objectives of the NFSCGP are to:

• Assist Crown prosecutors to more effectively prosecute high-risk violent offenders;
• Prevent high-risk violent offenders from falling through jurisdictional gaps in the criminal justice system, should they move to another part of the country; and
• Encourage prosecutors to make Dangerous and Long-Term Offender applications in appropriate cases.

Results achieved

Seven provinces and territories have reported a total of 900 new offenders flagged and three province reported 480 offenders de-flagged, including deceased and deported offenders.

With regards to the provinces and territories ability to transfer information to prosecutors in a timely manner as well as to better use of Flagging Coordinators' time for core tasks, provinces and territories have reported that enhancements to the information case management as well as hiring additional staff have led to more efficient communication with prosecutors and improved utilization of Flagging Coordinators' time for core responsibilities. Information case management upgrades enabled the program to deliver timely notifications and guidance to prosecutors, facilitating their ability to monitor cases involving repeat violent offenders that require early trial preparation.

Additionally, the system now tracks new sentences, allowing transcripts to be ordered for future bail and sentencing hearings. The hiring of additional staff was also identified as crucial in boosting the timely transfer of information to prosecutors and optimizing Flagging Coordinators' workflow. As well, provinces have also reported improved capacity for flagging, thanks to program funding that supports not only staffing but also helps cover the costs associated with ordering transcripts and training.

One province reported successfully preventing high-risk and dangerous offenders from taking advantage of jurisdictional gaps in the criminal justice system. Through its High Risk Offenders flagging program, the province identified an error in the Canadian Police Information Centre (CPIC), an offender with four sexual assault convictions had not had those convictions properly recorded in the system.

Another province is involved in the drafting of a guide that dedicates a chapter to dangerous offenders and offenders to be monitored. A second chapter is dedicated to the registry of high-risk offenders. This guide is updated annually to ensure that prosecutors have the most up-to-date knowledge possible.

Findings of audits completed in 2024-25

N/A

Findings of evaluations completed in 2024-25

N/A. None required

Engagement of applicants and recipients in 2024-25

Public Safety Canada officials continued monitoring the projects during 2024-25, reviewed financial and non-financial reports and provided guidance to recipients when required.

Explanation of variances

The $0.9 million variance is the result of resources required from the existing reference levels for this program, and therefore it was not reflected in the planned spending. There is no lapse in the 2024-25 Public Accounts.

Policy Development Contribution Program

(Includes Post-Traumatic Stress Injuries, Emergency Management Public Awareness Contribution Program, and Funding to Support Canada's Flood Risk Plan)

Start date

Policy Development Contribution Program (PDCP): 1983

Post-Traumatic Stress Injuries (PTSI): January 11, 2019

Emergency Management Public Awareness Contribution Program (EMPACP): August 13, 2020

Funding to Support Canada's Flood Risk Plan (FSCFRP): April 1, 2021

End date

PDCP: Ongoing

PTSI: March 31, 2023

EMPACP: March 31, 2024

FSCFRP: March 31, 2022

Type of transfer payment

PDCP: Contribution

PTSI: Contribution

EMPACP: Contribution

FSCFRP: Contribution

Type of appropriation

PDCP: Appropriated annually through Estimates

PTSI: Appropriated one time through Estimates

EMPACP: Appropriated one time through Estimates

FSCFRP: Appropriated one time through Estimates

Fiscal year for terms and conditions

PDCP: 2019-20

PTSI: 2018-19

EMPACP: 2019-20

FSCFRP: 2021-22

Link to departmental result(s)

PDCP

National security threats are understood and reduced;

Community safety practices are strengthened;

Canadian communities are safe; and

Canada can effectively mitigate, prepare for, respond to and recover from all-hazards events.

PTSI

Canadian communities are safe; and

Canada can effectively mitigate, prepare for, respond to and recover from all-hazards events.

EMPACP

Canada can effectively mitigate, prepare for, respond to and recover from all-hazards events.

FSCFRP

Canada can effectively mitigate, prepare for, respond to and recover from all-hazards events.

Link to the department's Program Inventory

Crime Prevention

Cyber Security

Emergency Preparedness

Indigenous Policing

Law Enforcement and Policing

Serious and Organized Crime

Purpose and objectives of transfer payment program

PDCP

The PDCP's overall objectives are to forge greater consensus and cooperation among various levels of government and other stakeholders through policy initiatives and activities. Contribution funding has been chosen in order to monitor progress and results of projects and initiatives. The program contributes to the achievement of departmental legislative, policy development, and consultative objectives by:

• Supporting projects in priority areas to address public policy issues of strategic importance to the Department;
• Supporting information driven projects and participation in cross-sectoral and inter-jurisdictional policy and legislative initiatives;
• Supporting innovative approaches and the acquisition of knowledge and the ability to translate knowledge into action for communities and community-based organizations; and
• Contributing to enhanced public safety and emergency management.

This program supports strategic projects undertaken by Departmental stakeholder organizations that contribute to policy-making. The Department provides funding to three categories of projects:

• Communication/Information Exchange projects (12 months maximum);
• Innovation and Research projects (60 months maximum); and
• Training and Skills Development projects (24 months maximum).

PTSI

The PTSI supports a new National Research Consortium (NRC) on this program among public safety personnel between the Canadian Institutes of Health Research (CIHR) and the Canadian Institute for Public Safety Research and Treatment (CIPSRT). This consortium is the first of its kind in Canada and works specifically to address the incidence of PTSI among public safety personnel. The program also supports an Internet-based Cognitive Behavioural Therapy (ICBT) pilot to provide greater access to care and treatment for public safety personnel, especially in rural and remote areas. The program does not have repayable contributions.

EMPACP

The EMPACP was established to increase the level of preparedness and readiness of vulnerable groups to natural hazards. It seeks to develop and nationally distribute public awareness products that are tailored to the specific needs, risks, and barriers of vulnerable populations, including low-income Canadians, seniors, women, new Canadians, and Indigenous communities.

FSCFRP

The FSCFRP seeks to study and assess options in establishing a low-cost residential insurance program for Canadians living in areas at high-risk of flooding as well as measures that could support the potential relocation of Canadians at the highest risk of recurrent flooding to safer areas. This initiative would enable a federal, provincial and territorial (FPT) and private sector Task Force on Flood Insurance and Relocation to develop options for flood protection for Canadians at high risk of flooding.

Results achieved

In 2024-25, Public Safety Canada remained responsible for managing the Policy Development Contribution Program. During this period, funding was allocated to nine initiatives, four of which concluded in March 2025. Funding was directed to universities, a national Indigenous council, and various nonprofit organizations.

Among the program's three key priorities, one initiative focused on training and skill development, three supported communication and information sharing, and five advanced innovation and research efforts.

The nine funded projects have aimed to promote inclusive, trauma-informed emergency management and public safety across Canada by enhancing community preparedness, strengthening reintegration supports, especially for Indigenous and marginalized groups, and improving mental health screening and climate resilience through targeted research, digital tools, and training.

The four completed projects generated thirteen lessons learned, eight centered on refining organizational processes, three on fostering inclusivity, one pinpointed future research opportunities, and one tackled technical implementation aspects. Deliverables included one toolkit and companion guide for emergency management planners to incorporate GBA Plus, a National Emergency Management plan for Metis Nations, reports and presentations on decolonizing federal corrections, an intake tool and report for a restorative justice program, as well as research summaries, infographics, and various social media awareness campaigns. Additionally, two ongoing projects submitted eight manuscripts to academic journals. Further manuscripts are in preparation for submission to other peer-reviewed journals.

In the current fiscal year, active projects established more than 35 partnerships with external organizations, spanning consulting collaborations, implementation and funding partnerships, as well as participation in broader knowledge-sharing networks.

Findings of audits completed in 2024-25

The Commissioner of the Environment and Sustainable Development (CESD) has initiated a performance audit on Flood Mapping in Canada which is scheduled to be completed in 2025-26. Public Safety Canada has been scoped in but the objective and scope of audit has yet to be determined.

Findings of evaluations completed in 2024-25

N/A. None required

Engagement of applicants and recipients in 2024-25

Public Safety Canada officials continued monitoring the projects during 2024-25 reviewed financial and non-financial reports and provided guidance to recipients when required.

Explanation of variances

The $3.8 million variance is due to an internal reallocation of resources required to support priority projects the department committed to funding. There is no lapse in the 2024-25 Public Accounts.

Search and Rescue Volunteer Association of Canada

Start date

April 2015

End date

Ongoing

Type of transfer payment

Contribution

Type of appropriation

Appropriated annually through Estimates

Fiscal year for terms and conditions

2014-15

Link to departmental result(s)

Canada can effectively mitigate, prepare for, respond to and recover from all-hazards events.

Link to the department's Program Inventory

Emergency Prevention/Mitigation

Purpose and objectives of transfer payment program

The overall objective of the Search and Rescue Volunteer Association of Canada (SARVAC) contribution program is to assist in improving Ground Search and Rescue (GSAR) in Canada through the coordination, consistency, and standardization of the 9,000 volunteers involved in GSAR.

Additional objectives include:

• Transcending jurisdictional boundaries and providing a national voice and identity for GSAR volunteers in Canada, including protecting, supporting and recognizing GSAR volunteers at a level commensurate with that provided to other SAR volunteers;
• Delivering SAR prevention to provide greater awareness among the general public of risks and hazards that most commonly lead to SAR incidents and of the steps individuals and organizations can take to mitigate these risks and increase survivability;
• Supporting a national coordination body to provide one window of access into the thousands of volunteer members of GSAR to enhance communications, consistency and coordination of protocols and procedures; and
• Promoting standardization and portability of volunteer resources allowing for the swift and efficient augmentation of ground search assets when GSAR resources are required.

Results achieved

In 2024-25, the SARVAC made continuous progress in strengthening ground search and rescue (GSAR) capabilities across Canada. Key achievements include:

• Continued coordination and delivery of the AdventureSmart program;
• National management of the AdventureSmart regional coordinators, culminating in a strategic in-person workshop to align SAR prevention priorities;
• Continued development and implementation of GSAR Core Training Competencies, Accreditation/Endorsement, and Certification and Compliance frameworks;
• Ongoing support to member associations in policy development, governance, training, and best practices;
• Coordination and administration of the national GSAR liability and insurance program; and
• Strategic communications efforts that included enhancements to SARVAC's digital presence.

SARVAC maintained strong national representation through its Board of Directors, which included members from all 13 provincial and territorial SAR associations. In its ongoing efforts to recognize and support volunteers, SARVAC distributed various communication materials such as pins, crests, brochures, and decals and presented 123 service awards to SAR volunteers with over 25 years of service.

Prevention and public safety remained a key priority, with more than 698 AdventureSmart presentations delivered to 31,533 participants. SARVAC also shared numerous toolkit resources (e.g., 21,819 outreach material kits and 98,172 individual outreach items) with partner organizations, including the Canadian Standards Association training standards, tax credit guidance for volunteers, eLearning tools and exams for Searchers, Team Leaders, and SAR Managers, and access to the SARVAC Regional Statistics Database. Digital engagement was significant, with 19,894 users accessing SARVAC's website and 52,674 visiting AdventureSmart's platform.

Training efforts saw 2,130 course completions across core SAR disciplines, resulting in 334 SAR Searcher national certifications, 8 each for SAR Team Leaders and Managers, and one endorsement for the SAR Manager National Educator Program. SARVAC continued to track the skills and service of 9,467 volunteers across 272 teams nationwide and contributed to national SAR dialogue through participation on key committees including the Ground Search and Rescue Council of Canada (GSARCC), New Initiatives Fund (NIF) Merit Board, and Incident Command System (ICS) Canada Steering Committee.

SAR partners value GSAR volunteer efforts at $25 per hour for both response and prevention work. While data on deployment frequency and incident outcomes remains pending, it will be gathered during the next funding agreement renewal.

Corrective Measures: For indicators lacking quantitative data (e.g., deployments, incident outcomes), SARVAC is working with partners to enhance data collection and reporting in future years. Public Safety Canada (PS) will also be reworking the performance measurement strategy through a program revision, which will provide better Expected Results and Performance Indicators, as these were mostly motherhood statements and cannot adequately be measured for the purposes of this program.

Findings of audits completed in 2024-25

N/A.

Findings of evaluations completed in 2024-25

An Evaluation of the Search and Rescue related initiatives, which includes the Search and Rescue Volunteer Association of Canada was completed in 2024-25. Results of this evaluation can be found under the Heavy Urban Search and Rescue program.

Engagement of applicants and recipients in 2024-25

SARVAC's board of directors, composed of representatives from each provincial and territorial volunteer SAR association, ensures that national priorities reflect local needs. Regular consultations, including the in-person workshop with regional coordinators, facilitated alignment of goals and delivery strategies.

Explanation of variances

The $0.2 million variance is attributable to an internal reallocation of resources required to support commitments under an existing funding agreement. There is no lapse in the 2024-25 Public Accounts.

Workers Compensation

Start date

1959-60

End date

Ongoing

Type of transfer payment

Contribution

Type of appropriation

Appropriated through internal authority

Fiscal year for terms and conditions

2011

Link to departmental result(s)

Canada can effectively mitigate, prepare for, respond to and recover from all-hazards events.

Link to the department's Program Inventory

Emergency Response/Recovery

Purpose and objectives of transfer payment program

The objective of the Worker's Compensation Program (WCP) is to compensate volunteer emergency service workers who are injured or killed in the course of emergency service training or work. The WCP is a contribution program between Public Safety Canada (PS) and provinces and territories (PTs). The Department, as the program administrator, cost-shares 75% of the cost of claims for those who have been injured or killed, and who are not covered by a PTs Workers Compensation Acts or similar legislation. The other 25% is covered by PTs.

Results achieved

In 2024-25, PS continued to administer the WCP.

All submitted claims during the reporting period were approved. The total amount claimed was $276,969, with a breakdown of $85,959 in healthcare expenses, $116,885 in disability support, and $7,818 in rehabilitation services. This breakdown highlights a balanced allocation of resources across key support areas.

Regionally, British Columbia contributed 36% of the total claims, Nova Scotia accounted for 34%, and Alberta represented the remaining 30%, demonstrating active engagement and utilization of the program across multiple provinces.

Agreements with provinces and territories remain ongoing.

Findings of audits completed in 2024-25

N/A.

Findings of evaluations completed in 2024-25

An Evaluation of the Search and Rescue related initiatives, which includes the Workers Compensation, was completed in 2024-25. Results of this evaluation can be found under the Heavy Urban Search and Rescue program.

Engagement of applicants and recipients in 2024-25

PS officials maintained good relationship with provinces and territories, and reviewed requests and processed for approval and payment in a timely fashion.

Explanation of variances

The $0.3 million variance is the result of resources required from the existing reference levels for this program, and therefore it was not reflected in the planned spending. There is a $3,000 lapse in the 2024-25 Public Accounts.

Date modified:

2025-11-07