Canadian Safety and Security Program

Canadian Safety
and
Security Program
Dr. Daniel Charlebois
Communications Interoperability
Portfolio Manager
Who are we? CSSP - An Overview
Vision: “A safe and secure Canada through
Science &Technology leadership”
Governance: A Federal program managed by Defence Research
and Development Canada (DRDC) with oversight and direction from
the Department of National Defence and Public Safety Canada.
Foundational Principles:
 Convergence between safety and security, policy, intelligence, and
operational communities;
 A horizontal approach to addressing whole of government priorities;
 Flexibility to address existing priorities and emerging issues;
 Delivery of timely, high-impact S&T solutions;
 Access to the best resources across the innovation spectrum whether
nationally or internationally.
CSSP Program Delivery
 $43.5 million annually through three investment instruments:
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Call for Proposals
Targeted Investments
Community Development
 89 DRDC Centre for Security Science (CSS) employees
 18 partner Federal departments and agencies
 Developing partnerships with Provinces, Territories,
Municipalities, academic institutions, industries and international
communities
 Strong support for first responders
 16 Communities of Practice that support the program and help
inform investment priorities
CSSP Program Delivery
That mix of projects that collectively
are deemed necessary to deliver
measurable impact across the
established suite of program outcomes.
“projects” consist of all call for proposal, targeted and
community development projects and activities (representing
approx 90% of annual resource)
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CSSP Investment Balance – the levers
Balance opportunities arise during:
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Call for Proposal project selection
Targeted Project development and selection
Community Development project/activity support selection
Balance validation through governance:
……program balance is validated and adjusted through investment
and performance reporting to Program Management Board, the
Advisory Board, the Steering Committee and ultimately to TB.
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CSSP Investment Balance – considerations
The CSSP aims to balance investments in support of Canadian public safety and security
needs across specific areas of interest in order to balance program risk and return.
Primary balance is against CSSP Outcomes from which call, targeted and
community priorities are derived
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Each CSSP proposal/activity is assigned to a CSSP Outcome through the analysis
of the priorities, objectives and intended output stated in the proposal.
Other Program Level Considerations
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Specific “call” objectives
Technology Readiness Levels
Long term vs short term
Security (counter terror / criminal activity) vs safety (daily trauma)
Investment Instrument mix (call, targeted, community development)
Annual environment scans
The strategic planning guide as endorsed through governance
Emerging operational and policy issues
Multi-year direction
Record of desired vs actual Performance
Regional distribution
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CSSP Investment Balance – guidance
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Overall balance goals are articulated in the CSSP Strategic Planning Guide
as narrative and as % resource allocation targets.
• Although indicated as targets for the upcoming cycle, they are best viewed
as multi-year targets.
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DRDC CSS seeks advice on balance considerations from the broad safety
and security community including: the policy, science and operational
elements of the PMB; Communities of Practice; the project selection
committee and others.
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The planning guide approved for 2013/14 (next slide) indicated resource
re-balance toward the border; critical infrastructure (including cyber);
community resiliency and inter-connectivity domains.
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Program Delivery Instruments
1. Competitive Call for Proposals:
• Innovative ideas to address identified risks, vulnerabilities and
capability gaps
2. Targeted Investments:
• Projects targeted to assess potential solutions to address
enduring knowledge and capability gaps not previously
resolved through the Call.
3. Community Development:
• Action-oriented communities of practice build Canadian
capability through technology acquisitions, studies, response
capabilities, workshops and exercises
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Call For Proposal Process
September 2012 to March/April 2013
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Call For Proposals launched on MERX. Identified priorities based on DRDC CSS developed
governance approved planning guide, environmental scans, community of practice
consultations, PS Canada policy and operational drivers, all hazard risk and vulnerability
assessments.
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Down selection of proposal synopses resulted in some 60 proponents that were asked to
develop full proposals which were subsequently reviewed by the project selection committee
under the oversight of CSS executive and PWGSC.
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PMB co chairs endorsed selection of 29 projects with subsequent approval by the Steering
Committee co-chairs.
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CFP projects assigned Project Leader, Project Director and Project Managers. Charters being
developed and projects to initiate pending charter approval. Anticipated mid April to mid
May
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Targeted Investment Process
January to March/April 2013
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Potential TI project areas defined through DRDC CSS exec management, section heads,
portfolio manages and SME’s based on an assessment of the Call results, the Strategic
Planning guide, Communities of Practice input and consultation with Public Safety policy and
operations leads.
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TI Project domains assigned to a CSS POC to develop detailed proposal focused on defining
urgency, specific outcome target and required capabilities and partners.
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Projects evaluated by CSS Exec and SMEs against guidebook criteria and initial investment
decisions made, Project Director and Managers identified.
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TI project’s endorsed by PMB Co-chairs --Pending for early April
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Overall CFP, TI and CD investment balance endorsed by Steering Committee
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Community Development Process
January to March/April 2013
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Community Development Guidebook distributed to 14 Communities of Practice (CoP) with
instruction related to outcome focus, intent and resource envelope.
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Submissions received and evaluated by CoP leadership against documented criteria.
Recommendations forwarded to DRDC CSS Directors for review and decision.
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Projects evaluated by CSS Exec and SMEs against guidebook criteria and initial investment
decisions made, Project Director and Managers identified.
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CD project’s endorsed by PMB Co-chairs Pending for early April
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Overall CFP, TI and CD investment balance endorsed by Steering Committee
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CSSP Investment Balance by Instrument
for 2013/14
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Call for Proposal
Targeted Investment
Community Development
Acquisition (Vote 5)
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Note 1: local O&M (4.5M$ excluded)
Note 2 Acquisition = vote 5 Capital capped by TB at 6.5M$ pa
42.0%
30.0%
11.6%
16.4%
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Program Investments risk
• Notional allocation represents 7.3 $M over planning
• New partners require more time for project setup
•Familiarization with the DRDC CSS/DND financial management requirements
•MOAs required for non-federal partners
• New SOPs are being established to enable the TI investment
instrument
• New DRDC CSS as well as partner organization familiarization required
• New SOPs are mandated for getting “events” and workshops
approved
• DRDC CSS is still ramping up new staff in key areas
•Program Management, Portfolio Managers, Project Managers, Procurement
Manager, Finance Manager
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WPAD Project Objectives
• Demonstrate the feasibility of wireless (cell phone)
public alerting,
• Validate public safety operational requirements for a
wireless (cell phone) public alerting capability, and
• Identify policy, governance and regulatory
requirements necessary for a national wireless (cell
phone) public alerting capability to become viable and
sustainable in Canada.
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Workshop objectives
• Bring together key industry stakeholders, provide
updates on public alerting developments, and provide a
learning forum for best practices from the U.S.
Commercial Mobile Alert System
• Allow industry stakeholders to speak openly or privately
with government representatives.
• Draft initial workplan outlining future project phases
High Level Plan
Phase 1: Workplan development
Phase 2: Development of Initial Policies and Standards
Phase 3: Design and Develop Prototype Gateway
Phase 4: Pilot Field Test and Evaluation
Currently only Phase 1 is funded
Status
• Initial Stakeholder workshop – IC, PS, DRDC and CATA
• Workplan development is just beginning and will be
informed by the discussions from this workshop
• Jeff Grant, Alcea has been hired to put the workplan
together
• Requirements development progressing thanks to FPT
work as presented previously
Workplan Development
• What: Develop a detailed workplan that will lead to the
development and implementation of a pilot wireless (cell
phone) public alerting System in Canada
• Input will be sought from relevant stakeholders (via the
planned workshop or bilateral engagements) including
but not limited to:
• Defence Research and Development Canada,
Industry Canada, and Public Safety Canada,
• Wireless service providers
• Technology providers
• Alert providers
• Draft expected by middle of September, final end of
October
Related CSS Activities
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CSSP-2012-TI-1059: CIRTEC
CSSP-2012-TI-1060: National Emergency Management System
CSSP-2012-TI-1061: MASAS-X OPERATIONAL PILOT &
INTEGRATED DEVELOPMENTS PROJECT
CSSP-2012-TI-1062: Tri-services architecture map
CSSP-2012-CP-1179 NG911
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700Mhz
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Next steps