1. RESOURCE MANAGEMENT IN OUR CHANGING TIMES: A Public Safety Canada’s perspective FMI Professional Development Day October 22 nd, 2015

2. 1 Objective / Outline Objective: Present and discuss the particular roles, responsibilities and challenges linked to the Chief Financial Officer’s Branch at Public Safety Canada. ­ Highlight notable impacts related to an election year Outline: ● About Public Safety Canada ● CFO Branch particular activities ● Election year - impacts ● Keys to our success!

3. About Public Safety Canada ● Public Safety Canada was created in 2003 to ensure coordination across all federal departments and agencies responsible for national security and the safety of Canadians. ● Our mandate is to keep Canadians safe from a range of risks such as natural disasters, crime and terrorism. ● We contribute to Canada’s resiliency through the development and implementation of innovative policies and programs and the effective engagement of domestic and international partners. ● Public Safety Canada works with five agencies and three review bodies, united in a single portfolio and all reporting to the same Minister. 2

4. 3 Vote Summary (as of September 30th, 2015) Public Safety has approximately 1000 FTEs

5. About Public Safety Canada (Cont’d) 4 A cohesive and integrated approach to Canada's security requires cooperation across government. Together, these agencies have an annual budget of $6 billion and more than 52,000 employees working in every part of the country.

6. CFO Branch particular activities 5 ● Given the Department’s fundamental role to support the Minister in his/her responsibilities for the coordination of the Portfolio, the CFO Branch has a Portfolio Financial Affairs group that provides a leadership role with portfolio counterparts and with Central Agencies. ● The group coordinates the approval process of TB submissions for the portfolio, including: ­ Ministerial briefings; ­ Preparing “look-ahead” packages for the Minister; and ­ Maintaining an archive of TB submissions and TB conditions ● The group also coordinates uniform portfolio-wide briefing documentation for the Minister (Main Estimates, Supplementary Estimates, Proactive Disclosure, etc.) The CFO must be able to understand the financial issues of the Portfolio

7. Election Year - impacts Government wide type impacts ● Short term cash requirements analysis ­ Timing of Supplementary Estimates ­ Requirement for Governor General Warrants? ­ Certain procurement activities on hold ­ Re-profiles in future years required? ● Reduced number TB meetings ­ Last meeting on June 18, 2015 ­ Next meeting is unknown…speculation is January, 2016 6

8. Election Year – impacts (Cont’d) Public Safety particular impacts ● Budget 2015 ­ 24 TB Submissions were approved across the Portfolio ● Between April and June 18, 2015 ● Compared to 15 approved TB Submissions in 2014-15 ● 6 TB Submissions were approved for Public Safety ­ A number of TB Submissions are on hold since June, 2015 ● Difficulty in planning work activities until new Government is in place ­ TB Meetings to be scheduled ­ Timing of Supplementary Estimates B 7

9. Keys to our success! ● Stakeholder relationships ­ Public Safety Branches ● FMA model ­ Trusted strategic advisor ­ A « guide dog » not a « guard dog » approach ­ Portfolio ● Portfolio CFOs Committee ● Portfolio DCFOs and Comptrollers’ Committee ● Portfolio affairs network ­ Central Agencies 8 Our Network is our Success! We need to be aware of what’s going on!