Program directory · Public Safety Canada
Emergency Prevention/Mitigation
- Department
- Public Safety Canada
- Program code
- BVU01 (PSEP)
- Core responsibility
- Emergency Management
- In Departmental Plans
- 2018-19 – 2026-27 · New since an earlier plan
What it does
Under this program, Public Safety works with federal, provincial, territorial and municipal partners and other stakeholders to increase capacity to prevent and mitigate all-hazards emergencies. It also aims to proactively protect lives, property, the environment, communities and the economy, to avoid or reduce losses and damages when they do occur, and to reduce the impacts of future disasters. As part of this program, Public Safety develops strategies and programs to increase knowledge, awareness and the capacity for coherent action, and identifies, evaluates, and prioritizes risks to support efficient use of program resources.
Source: the department's Program Inventory, via GC InfoBase.
History and lineage
First appears in GC InfoBase's actual spending by program in 2018-19. The data does not record when a program was created; it may be older than its first appearance here, which is limited by the sources (program spending starts in 2010-11, Departmental Plans in 2018-19).
| Program | Relation | Years with data | Actual spending over those years |
|---|---|---|---|
| Emergency Prevention/Mitigation | This program | 2018-19 – 2028-29 | $331M |
No earlier or later program in the same department has a similar name.
Significant changes in scope and budget
Detected from the data: renames between plans, programs it appears to replace, merge with or split into (matched by name), year-over-year changes in spending of at least 25% and $5M, or in employees of at least 20% and 25 FTEs, linked budget measures, and results indicators added or dropped.
| Year | What changed | Source |
|---|---|---|
| 2019-20 | Spending $103M, against $50.6M in 2018-19 (+104%). | Actual spending (GC InfoBase) |
| 2020-21 | Spending $43.2M, against $103M in 2019-20 (−58%). | Actual spending (GC InfoBase) |
| 2022-23 | Indicators added: Number of federal institutions engaged in National Risk Profile risk assessment and capability assessments sessions | Departmental Results Framework (GC InfoBase) |
| 2022-23 | Indicators dropped: Number of federal institutions engaged in emergency prevention efforts through participation in the National Emergency Management System (NEMS) | Departmental Results Framework (GC InfoBase) |
| 2022-23 | Spending $26.1M, against $41.2M in 2021-22 (−37%). | Actual spending (GC InfoBase) |
| 2023-24 | Employees (FTEs) 129, against 93 in 2022-23 (+39%). | FTEs (GC InfoBase) |
| 2023-24 | Spending $33.4M, against $26.1M in 2022-23 (+28%). | Actual spending (GC InfoBase) |
| 2026-27 | Planned employees (FTEs) 86, against 112 in 2025-26 (−23%). | FTEs (GC InfoBase) |
Success criteria
The program's indicators from its department's Departmental Results Framework: the target set in each year's plan, and the result reported the following year. Source: GC InfoBase.
Historical: targets against results
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2022-23 | ≥ 22 | 2023 | 20 FY 2022-23 did not include a full risk and capability assessment process cycle, but completed the one commenced in 2021-22 and started the second round of NRP assessment, which will be completed in 2023-24. Public Safety Canada will consider lessons learned from the inaugural round of NRP assessment process in revising engagement approaches for future rounds of assessment. | Not met |
| 2023-24 | ≥ 22 | 2024 | 68 Increase from target is due to changes in the process which led to an expanded approach than employed in previous years. | Met |
| 2024-25 | ≥ 22 | 2025 | 68 | Met |
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2018-19 | ≥ 33 | 2019 | 33 | Met |
| 2019-20 | ≥ 35 | 2020 | 43 | Met |
| 2020-21 | ≥ 35 | 2021 | 42 The number of departments with NEMS users can fluctuate due to a number factors, such as staff turnover in departments, new user groups being established on the platform, and the reorganization of departments that occurs from time to time. | Met |
| 2021-22 | ≥ 35 | 2022 | 55 | Met |
Current: the 2026-27 plan's targets
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2026-27 | ≥ 22 | 2027 | — | Planned |
Future goals: targets due after 2026-27
No targets with a later due date.
Spending and employees: planned against actual
Spending
Show the numbers
| Fiscal year | Planned | Actual |
|---|---|---|
| 2018-19 | $77.5M | $50.6M |
| 2019-20 | $103M | $103M |
| 2020-21 | $42.4M | $43.2M |
| 2021-22 | $45.8M | $41.2M |
| 2022-23 | $22.2M | $26.1M |
| 2023-24 | $21.1M | $33.4M |
| 2024-25 | $33.1M | $33M |
| 2025-26 | $32.2M | — |
| 2026-27 | $24.8M | — |
| 2027-28 | $23.1M* | — |
| 2028-29 | $21.1M* | — |
Employees (FTEs)
Show the numbers
| Fiscal year | Planned | Actual |
|---|---|---|
| 2018-19 | 60 | 57 |
| 2019-20 | 59 | 65 |
| 2020-21 | 55 | 69 |
| 2021-22 | 75 | 81 |
| 2022-23 | 73 | 93 |
| 2023-24 | 67 | 129 |
| 2024-25 | 102 | 132 |
| 2025-26 | 112 | — |
| 2026-27 | 86 | — |
| 2027-28 | 85* | — |
| 2028-29 | 72* | — |
Planned spending, plan by plan
Each row is one year's Departmental Plan and its forecast for the next three fiscal years; read a column down to see how the forecast for one year changed. The last row is what was actually spent. Click an amount for its source. Biggest changes in federal spending plans
| Plan | 2018-19 | 2019-20 | 2020-21 | 2021-22 | 2022-23 | 2023-24 | 2024-25 | 2025-26 | 2026-27 | 2027-28 | 2028-29 |
|---|---|---|---|---|---|---|---|---|---|---|---|
| 2018-19 plan | $77,547,171 | $77,717,618 | $18,241,099 | ||||||||
| 2019-20 plan | $102,631,642 | $18,091,517 | $18,155,818 | ||||||||
| 2020-21 plan | $42,361,198 | $42,576,819 | $42,626,226 | ||||||||
| 2021-22 plan | $45,789,636 | $20,669,015 | $20,542,021 | ||||||||
| 2022-23 plan | $22,198,097 | $22,095,043 | $20,107,180 | ||||||||
| 2023-24 plan | $21,080,498 | $19,089,161 | $19,233,910 | ||||||||
| 2024-25 plan | $33,094,043 | $30,621,601 | $23,817,062 | ||||||||
| 2025-26 plan | $32,159,200 | $24,012,350 | $23,948,427 | ||||||||
| 2026-27 plan | $24,836,591 | $23,066,995 | $21,114,537 | ||||||||
| Actual | $50,618,420 | $103,294,589 | $43,226,345 | $41,222,237 | $26,146,994 | $33,396,995 | $32,985,007 |
Actual spending is from Departmental Results Reports and the Public Accounts, as published in GC InfoBase. FTEs are full-time equivalents.
