Program directory · Public Safety Canada
Emergency Preparedness
- Department
- Public Safety Canada
- Program code
- BVU02 (PSEP)
- Core responsibility
- Emergency Management
- In Departmental Plans
- 2018-19 – 2026-27 · New since an earlier plan
What it does
This program aims to increase the capacity of communities and the federal government to be prepared for all-hazards emergencies when they do occur. This includes the development of plans to manage potential emergencies that include situational awareness, early warning, risk identification and evaluation, contingency plans, and information strategies for decision-makers. Under this program, Public Safety also leads initiatives to increase capacity in the federal government, such as the Continuity of Constitutional Government initiative in the event of a large-scale emergency, and the Continuous Improvement Program to track, share, implement and report on best practices in the federal community.
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 Preparedness | This program | 2018-19 – 2028-29 | $140M |
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 |
|---|---|---|
| 2022-23 | Indicators added: Percentage of stakeholders who indicate that the Government Operations Centre’s processes, products and tools were useful in preparing to respond to an emergency. | Departmental Results Framework (GC InfoBase) |
| 2022-23 | Indicators dropped: Percentage of stakeholders indicating they were adequately engaged in the preparation for events affecting the national interest | Departmental Results Framework (GC InfoBase) |
| 2022-23 | Spending $39.2M, against $16.1M in 2021-22 (+143%). | Actual spending (GC InfoBase) |
| 2023-24 | Spending $23.2M, against $39.2M in 2022-23 (−41%). | Actual spending (GC InfoBase) |
| 2026-27 | Planned employees (FTEs) 62, against 89 in 2025-26 (−30%). | FTEs (GC InfoBase) |
| 2027-28 | Planned spending $8.6M, against $15.9M in 2026-27 (−46%). | Latest Departmental Plan |
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 | ≥ 80% | 2023 | — Data collection for this indicator has been postponed due to emergency response activities. These results are not available for the current reporting cycle, but should be available in future cycles and will be included where appropriate. | No result reported |
| 2023-24 | ≥ 80% | 2024 | 94% The Government Operations Centre (GOC) obtained data on this indicator via the 2023 to 2024 Annual Stakeholder Questionnaire (ASQ) which closed on July 19, 2024. The GOC has improved by five percentage points since its last ASQ and continues to exceed its target of 80%. | Met |
| 2024-25 | ≥ 80% | 2025 | 89% | Met |
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2018-19 | ≥ 80% | 2019 | 86% | Met |
| 2019-20 | ≥ 80% | 2020 | 79% The Government Operations Centre missed its target by 1%, which is unexpected considering additional efforts made in 2019-20 to engage stakeholders in planning and preparedness activities. For example, the GOC expanded their range of partners and included more senior officials than in previous years on key products such as the Flood risk assessment. The fact that GOC did not meet its goal this ye… | Not met |
| 2020-21 | ≥ 80% | 2021 | 96% | Met |
| 2021-22 | ≥ 80% | 2022 | 97% | Met |
Current: the 2026-27 plan's targets
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2026-27 | ≥ 80% | 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 | $8.1M | $12M |
| 2019-20 | $12.6M | $15.7M |
| 2020-21 | $12.3M | $15.9M |
| 2021-22 | $44.2M | $16.1M |
| 2022-23 | $46.5M | $39.2M |
| 2023-24 | $30.5M | $23.2M |
| 2024-25 | $21.2M | $18.2M |
| 2025-26 | $13.6M | — |
| 2026-27 | $15.9M | — |
| 2027-28 | $8.6M* | — |
| 2028-29 | $7.4M* | — |
Employees (FTEs)
Show the numbers
| Fiscal year | Planned | Actual |
|---|---|---|
| 2018-19 | 87 | 80 |
| 2019-20 | 71 | 77 |
| 2020-21 | 63 | 70 |
| 2021-22 | 60 | 77 |
| 2022-23 | 64 | 87 |
| 2023-24 | 77 | 91 |
| 2024-25 | 73 | 90 |
| 2025-26 | 89 | — |
| 2026-27 | 62 | — |
| 2027-28 | 57* | — |
| 2028-29 | 47* | — |
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 | $8,077,542 | $8,058,918 | $8,058,918 | ||||||||
| 2019-20 plan | $12,597,489 | $11,417,047 | $11,416,936 | ||||||||
| 2020-21 plan | $12,269,427 | $12,303,996 | $12,354,222 | ||||||||
| 2021-22 plan | $44,177,301 | $24,867,619 | $9,287,975 | ||||||||
| 2022-23 plan | $46,534,387 | $15,702,669 | $7,798,306 | ||||||||
| 2023-24 plan | $30,536,626 | $10,335,241 | $10,272,963 | ||||||||
| 2024-25 plan | $21,192,978 | $10,316,427 | $9,942,676 | ||||||||
| 2025-26 plan | $13,624,510 | $9,857,031 | $9,857,193 | ||||||||
| 2026-27 plan | $15,856,853 | $8,630,111 | $7,430,768 | ||||||||
| Actual | $12,013,962 | $15,673,997 | $15,860,330 | $16,098,591 | $39,174,601 | $23,152,562 | $18,191,495 |
Actual spending is from Departmental Results Reports and the Public Accounts, as published in GC InfoBase. FTEs are full-time equivalents.
