Section 2 – Analysis of Centre Activities by Strategic Outcome
2.1 Centre Activity: Maximize public safety benefits of
the Firearms Act
Under CAFC's approved PAA, the Centre has a single Strategic Outcome ~
"The risks to public safety from firearms in Canada and international
communities are minimized". CAFC has two Centre 1
Activities: "Maximize public safety benefits of the Firearms Act
" and "Effective management of the Centre". For the purpose of
planning and reporting, and for consistency with Part II of Main Estimates,
resources associated with the second Activity are incorporated with that of the
first Activity.
As set forward in Section 1 of this RPP, Priorities 1, 2 and 3 relate to
administering the Firearms Act , and Priorities 4 and 5 relate to the
management of the Centre. Section 2.1 describes the activities specifically
planned in support of the three first priorities as well as the ongoing
activities relating to the Firearms Program. Activities planned in support of
management priorities are outlined in Section 4 of this report, as they consist
of "corporate services", and thus are not highlighted as a separate activity
in the Main Estimates.
The information provided in the chart below is consistent with the Main
Estimates and represents the total budget for the CAFC, including work
undertaken to support the single Centre Activity as well as to manage the
Centre.
| Resources |
2005-2006 |
2006-2007 |
2007-2008 |
| Financial Resources |
$82.3 M |
$82.3 M |
$82.3 M |
| Full Time Equivalents |
345 |
345 |
345 |
The table below presents the CAFC plan for the next three years, by Centre
Sub-Activity. The plan covers both ongoing and priority-specific activities,
although for ease of presentation, all activities are included under one of the
three priorities. The activities are measurable, with time-bounded indicators of
success identified in italics .
Planned Activities for 2005-2006 to 2007-2008 by Priority for the Centre
Activity
| PAA Sub-Activity: |
Licensing |
| Description (as per PAA) |
Licensing of individuals to possess and acquire firearms,
continuous eligibility screening, analysis and advice in support of CAFC,
Chief Firearms Officers (CFOs), and federal agency operations, liaison
with the RCMP National Police Services (NPS);Licensing of businesses,
support to CFOs and Central Processing Site, client service and response
nationally and provide safety training courses and material. |
| Expected Result from Sub-Activities |
Persons deemed to be a risk to society are prevented from
owning firearms through CFOs refusing to issue a licence or revoking an
existing licence. |
| Planned and Measurable Activities for the Next
3 Years, by CAFC Priority |
Priority 1
Begin implementation of amendments to the Firearms Act and
regulations |
Priority 2
Continue to improve program delivery and client service |
Priority 3
Leverage and expand new and existing partnerships to enhance compliance to
the Firearms Act |
| Implement licence amendments in accordance with C-10A by
Spring 2005. |
Establish a plan by Spring 2005 to process licence renewals
and set service levels by Winter 2006.Establish a plan to implement system
enhancements in 2005-2006. |
Continue to enhance and implement CAFC's service delivery
model with provincial partners and federal colleagues, by Fall 2005. |
| PAA Sub-Activity: |
Registration |
| Description (as per PAA) |
Processing of firearms registration and transfer
applications, including registration of imports; Liaison and support to
public agencies, support to law enforcement, liaison with RCMP NPS;Client
service and response nationally. |
| Expected Result from Sub-Activities |
Firearm ownership is lawful and responsible, and police and
law enforcement activities are supported by registering and de-registering
firearms, and revoking registration certificates. |
| Planned and Measurable Activities for the Next
3 Years, by CAFC Priority |
Priority 1
Begin implementation of amendments to the Firearms Act and
regulations |
Priority 2
Continue to improve program delivery and client service |
Priority 3
Leverage and expand new and existing partnerships to enhance compliance to
the Firearms Act |
| Develop and implement, by Summer 2006, a plan to enable
public agencies to prepare for the introduction of the amendments to the
Public Agents Firearms Regulations. |
Develop and implement a strategy for enhancement of
firearms verification program by Fall 2005.Develop and implement a quality
assurance strategy for Registration data by Winter 2006. |
Partner with the Verifier's Network to examine
impediments and to facilitate the firearms registration by individuals by
Fall 2005. |
| PAA Sub-Activity: |
Justice System Support |
| Description (as per PAA) |
Delivery of Canadian Firearms Registry On-line (CFRO) to
support policing and crime prevention efforts; Production of affidavits on
licensing and registration information to support court proceedings. |
| Expected Result from Sub-Activities |
Useful information for policing and law enforcement is
provided, leading to more effective prosecution, law enforcement
investigations, crime and injury prevention, and community interventions
by the police and other public safety officials. |
| Planned and Measurable Activities for
the Next 3 Years, by CAFC Priority |
Priority 1
Begin implementation of amendments to the Firearms Act and
regulations |
Priority 2
Continue to improve program delivery and client service |
Priority 3
Leverage and expand new and existing partnerships to enhance compliance to
the Firearms Act |
| Implement amendments to the Firearms Act and
regulations relating to Public Agencies by Summer 2006, Import and export
by Winter 2007. |
Develop and implement a strategy for enhancing the use of
the Canadian Firearms Registry On-line information by police by Winter
2006 |
Initiate outreach activities to police community and
provincial officials by Fall 2005. |
| PAA Sub-Activity: |
Border Control |
| Description (as per PAA) |
Monitoring of firearms imported into and exported from
Canada through partnership arrangements with Canada Border Services
Agency, International Trade Canada and others. |
| Expected Result from Sub-Activities |
Controlled movement of firearms in and out of Canada. |
| Planned and Measurable Activities for
the Next 3 Years, by CAFC Priority |
Priority 1
Begin implementation of amendments to the Firearms Act and
regulations |
Priority 2
Continue to improve program delivery and client service |
Priority 3
Leverage and expand new and existing partnerships to enhance compliance to
the Firearms Act |
| Develop and implement, by Winter 2007, a plan to enable
border control partners to prepare for introduction of Import and Export
regulations. |
In cooperation with border control partners, develop and
implement a quality assurance strategy for the Import and Export data
during 2005-2006. |
Work with Canada Border Services Agency, RCMP/NPS and
International Trade Canada to examine and enhance the mechanisms in place
to support the Firearms Program during 2005-2006. |
| PAA Sub-Activity: |
International Initiatives |
| Description (as per PAA) |
Leading or participation in bilateral (e. g. Canada /
U.S.), and international (e.g. United Nations, Organization of American
States) initiatives and reviews related to illegal trafficking in
firearms. |
| Expected Result from Sub-Activities |
Relationships and coordination with US counterparts are
enhanced;Participation in PSEPC shared portfolio initiatives;Contribution
to reduced illegal firearms trafficking;Making a positive contribution to
Canada's role in the international community.
|
| Planned and Measurable Activities for
the Next 3 Years, by CAFC Priority |
Priority 1
Begin implementation of amendments to the Firearms Act and
regulations |
Priority 2
Continue to improve program delivery and client service |
Priority 3
Leverage and expand new and existing partnerships to enhance compliance to
the Firearms Act |
| |
|
Establish partnerships with key organizations to develop
new focus on continued compliance, and public safety and assist in
conveying the message to program clients and stakeholders (measured by: a
forward looking outreach strategy developed by - fall/winter 2005; and the
number and relevance of the partnerships created).
Continue to work through the Firearms Trafficking Consultative Group
within the Canada-US Cross-Border Crime Forum and contribute to setting
joint priorities in combating cross-border, trans-national organized crime
(measured by: the degree to which Canada's international agreements
reflect domestic capacity to implement those commitments).
Participate in multilateral organizations to reinforce Canada's
commitment to controlling illicit firearms trafficking (measured by:
degree of compliance of Canadian arrangements with international
commitments).
|
| PAA Sub-Activity: |
Public/Stakeholder Outreach |
| Description (as per PAA) |
Production and dissemination of materials to support program
compliance, and CAFC/Firearms Program participation in stakeholder/partner
events.
Building or expansion of partnerships and communications with
stakeholders and communities.
Demonstration projects via contributions to support program delivery,
including with Aboriginal communities and organizations and other
voluntary community or professional groups.
|
| Expected Result from Sub-Activities |
Increased awareness and acceptance of program requirements;
Support to crime and injury prevention;
Assurance of a long-term foundation/network to achieve Firearms Program
objectives.
|
| Planned and Measurable Activities for
the Next 3 Years, by CAFC Priority |
Priority 1
Begin implementation of amendments to the Firearms Act and
regulations |
Priority 2
Continue to improve program delivery and client service |
Priority 3
Leverage and expand new and existing partnerships to enhance compliance to
the Firearms Act |
| Prepare public education communications strategy and
products to inform clients of legislative and regulatory amendments
(measured through periodic monitoring within CAFC and with portfolio
partners to determine the extent to which communications deliverables
align with CAFC and portfolio program priorities).
Target web updates to coincide with coming into force of amended
regulations (measured by: timeliness of updates in line with coming into
force of amendments).
|
Continue portfolio and interdepartmental communications
coordination to increase opportunities to deliver public safety benefit
messages (measured through periodic monitoring within CAFC and with
portfolio partners to determine the extent to which communications
deliverables align with portfolio program priorities).
Develop and implement a targeted approach to public outreach to support
CAFC and its operations in reaching out to inform clients and stakeholders
(measured by: an outreach strategy developed by March 2006)
|
Develop or expand partnerships and undertake outreach
activities to increase awareness of the Program and to support compliance
as well as community-level interventions when needed (measured by: range
and extent of partnerships supporting the Program; range of use of
contribution funding to support partner/stakeholder initiated projects;
other firearms safety initiatives that stakeholders/partners might engage
in.) |
1 Reference is made to
"Centre" Activity as opposed to "Program" Activity to
differentiate the Activities of the Centre as an agency from those of the
overall Firearms Program, which involve several federal departments.
2.2 Resource Breakdown by Sub-Activity for 2005-2006 to
2007-2008 for the Centre Activity
| |
Financial Resources* |
Human Resources* |
| Sub-Activities |
2005-2006 |
2006-2007 |
2007-2008 |
2005-2006 |
2006-2007 |
2007-2008 |
| Licensing |
61.5 |
61.5 |
61.5 |
250 |
250 |
250 |
| Registration |
15.7 |
15.7 |
15.7 |
86 |
86 |
86 |
| Justice System Support** |
0.8 |
0.8 |
0.8 |
- |
- |
- |
| Border Control |
1.7 |
1.7 |
1.7 |
2 |
2 |
2 |
| International Initiatives |
0.1 |
0.1 |
0.1 |
1 |
1 |
1 |
| Public/Stakeholder Outreach |
2.5 |
2.5 |
2.5 |
6 |
6 |
6 |
| Total |
$82.3 M |
$82.3 M |
$82.3 M |
345 |
345 |
345 |
* Financial Resources and Human Resources attributable to Corporate Services
have been allocated within the Centre's sub-activities.
** Human Resources attributable to Justice System Support sub-activity are
accounted within the Department of Justice's HR strength.
|
