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The Honourable Stockwell Day, PC, MP
Minister of Public Safety
Management Representation Statement
Section II – Strategic Plans and Priorities
Section III – Supplementary Information
Section IV – Other Items of Interest
Section V – Special Chapter: Canadian Firearms Program
I am pleased to take this opportunity to provide Parliament with my first Report on Plans and Priorities as Minister of Public Safety.
The Department of Public Safety and Emergency Preparedness Canada is part of the Portfolio of Public Safety, which includes the Royal Canadian Mounted Police, the Canada Border Services Agency, the Canadian Security Intelligence Service, the Correctional Service of Canada, the National Parole Board, and three review bodies.
Canadians are rightfully proud of a tradition of community safety and security. Working collectively in an integrated fashion, the Department and the Portfolio Agencies are dedicated to protecting Canadian families and their communities, to secure our borders and to increase our preparedness to address public health threats.
To help meet these safety and security needs, the recent Budget 2006 provides $1.4 billion over two years to protect Canadian families and communities, to secure our borders and to increase our preparedness to address public health threats. Funding is being provided to the Portfolio for such initiatives as increasing the number of police officers on the street; preventing youth crime with a focus on guns, gangs and drugs; arming border officers and eliminating "work-alone" posts; and, enhancing our capacity to deal with catastrophes and other emergencies.
An additional focus will be on Canada's trading relationship with the United States, the largest and most comprehensive in the world. A safe, reliable and secure border is critical to Canada's continued economic and social prosperity. I will continue to work closely with my United States colleagues on facilitating the cross-border travel of people and low risk goods and ensuring that Canadians receive fair and equal treatment at border crossings.
I am confident that the Public Safety Portfolio will fulfill its mandate of ensuring a just and safe society which both protects Canadians from threats to personal safety, and maintains the rights and freedoms on which our open society depends.
The Honourable Stockwell Day, PC, MP
Minister of Public Safety
Over the past several years, we have continued to evolve into a truly strategically-focused organization. Last year, we set out to build on the strength of our partnerships, improve the responsiveness of our organization and find creative ways to drive integration and intelligence-led policing.
I am proud of the work done to meet the many operational challenges at the international, national, provincial and local levels that we have faced.
Looking Ahead to 2006-2007
In 2006-2007 we will be striving to advance the objectives of strengthened partnerships, improved responsiveness and creative integration with greater intensity.
The face of crime is continually changing, becoming increasingly complex and global. Crime is being facilitated by the Internet and counterfeit goods are threatening the health and safety of Canadians. In addition, terrorism and organized crime continue to menace our communities. In this environment, we need to be prepared and we cannot work in isolation. Our approach to integration builds on our Community Policing philosophy. We will work with our partners and our communities to develop strategic plans to address issues of common concern.
On May 17, 2006 the responsibility for the Firearms Act and its regulations were transferred to the RCMP. To ensure the RCMP maintains the strong commitment of the former Canada Firearms Centre (CAFC) of transparent reporting to Parliamentarians and Canadians, we have included a special chapter at the end of this report dedicated specifically to the transition of CAFC and the day-to-day operations of the Canadian Firearms Program (CFP) into the RCMP.
Our Strategic Priorities for 2006-2007
We have a new strategic priority for this fiscal year – Economic Integrity. Our strategy will be to contribute to the confidence in Canada's economic integrity through crime reduction.
This new priority impacts Canada's international relations, its institutions and the health, safety and well-being of Canadians. The concerns of the priority go beyond financial crime, addressing a range of issues from counterfeiting, to pirating of goods, to frauds and scams, to identity theft.
We will continue to address our other priorities of Youth, Aboriginal Communities, Organized Crime and Terrorism. We will remain a leading-edge organization committed to the safety and security of citizens at home and abroad.
Our commitment to international policing has been very successful on a global scale and, as such, international cooperation has evolved and become a core part of our operations and a key management strategy for our organization. We remain committed to moving the bar in the global fight against terrorism and organized crime and will work with our Canadian partners on the international effort and with our international partners on the global effort, to reduce the threat and impact of these activities in Canada and around the world.
Our Strategic Objectives, Our Core Values
Our strategic objectives of prevention, education, intelligence, investigation, enforcement and protection remain the cornerstone of the work we do in our communities. Our core values of accountability, respect, professionalism, honesty, compassion and integrity will continue to guide us.
I am pleased with our progress over the last year in delivering quality programs, services and policies that Canadians require and deserve. And, I am confident that in 2006-2007 we will continue to put the interests of Canadians first, to build on our legacy and continue to deliver excellence in all that we do to protect the safety and security of our citizens and our country.
G. Zaccardelli
Commissioner
Report on Plans and Priorities 2006-2007
I submit, for tabling in Parliament, the 2006-2007 Report on Plans and Priorities (RPP) for the Royal Canadian Mounted Police (RCMP).
This document has been prepared based on the reporting principles contained in the Guide for the Preparation of Part III of the 2006-2007 Estimates: Reports on Plans and Priorities and Departmental Performance Reports:
2006-2007 |
2007-2008 |
2008-2009 |
$3,317.7 |
$3,248.1 |
$3,231.5 |
2006-2007 |
2007-2008 |
2008-2009 |
26,079 | 26,311 |
26,448 |
*The Planned Spending figures are taken directly from the Main Estimates and include Respendable Revenue (see Section III – Table 1).
The RCMP Strategic Framework guides the work of all employees to achieve our goal of safe homes and safe communities. We strive to achieve this goal by contributing to an increase in public safety. Ultimately, all of our organizational activities should enhance the safety, security and well-being of Canadians. The components of the Framework illustrate philosophies and activities that enable us to be successful in meeting this goal.
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Increasingly, we are being asked to re-evaluate our role as Canada's national police service. We must explore new options, embrace new partners, and encourage creative approaches as we strive to ensure safe homes and safe communities for Canadians.
The future belongs to those who think and act creatively, who anticipate change and position themselves to lead it. We are committed to:
In the face of these challenging, uncertain times, the vision for the RCMP is to be recognized throughout the world as an "organization of excellence".
The RCMP is committed to, respects and reinforces Canadian institutions of democracy. In a changing world, values form the foundation for management excellence. We are guided by the following core values:
The RCMP – as an organization committed to the above mandate, vision and core values – is inherently practising the principles of sustainable development. Enabling and supporting community safety and security, demonstrating efficient decision making and accountability in managing resources, strengthening the organization through capacity building, and integrating sustainable business decisions and planning processes demonstrates the organization's contribution to a future of social stability, economic prosperity and environmental integrity.
For more information on our mission, vision and values, visit: www.rcmp-grc.gc.ca/about/mission-eng.htm
Our Four Pillars – A Foundation for Excellence
Everything that we do to be a strategically-focused organization of excellence rests on our four pillars.
A Commitment to Excellence in Service
We are committed to providing excellence in service to members of communities across Canada and to our partners in Canada and around the world. Everything that we do – our operational activities, our management strategies and our priorities – assists us in delivering on our commitments.
Our Philosophies – Integrated Policing and Community Policing
Our philosophies of Integrated Policing and Community Policing are critical in ensuring excellence in service and safe homes and safe communities. Our ability to integrate with other organizations with common priorities and goals enables us to maximize our resources, have a greater understanding of our local and international environments and increases our capacity to respond. Simply put, integration makes us more efficient and effective.
The RCMP vision of integration builds upon the Community Policing philosophy, which has been the cornerstone of our operations for many years. Through this philosophy, we proactively work with communities to identify, prioritize and solve problems. Community Policing reflects the philosophy of a partnership between the police and the community where we work together to prevent or resolve problems that affect safe homes and safe communities. Emphasis is placed on crime prevention and enforcement through increased community participation, coordinated problem solving, improved planning and public consultation.
Our priorities are carefully selected after rigorous scanning and analysis of the external environment. The selection of priorities allows us to strategically focus on enhancing public safety. Each priority has its own strategy and Balanced Scorecard which articulates the desired outcome and the objectives we must achieve in order to reach our desired outcome. Each priority is championed by a Deputy Commissioner who leads a group, representing the programs responsible for each strategic objective, focused on ensuring the success of the strategy. This group is referred to as the Strategic Priority Working Group.
In the 2006-2007 fiscal year we will continue to address our strategic priorities of Youth, Aboriginal Communities, Organized Crime and Terrorism. The International Policing strategic priority has been replaced with a new strategic priority, Economic Integrity.
Our commitment to international policing has been very successful on a global scale and the time has come for it to evolve from a strategic priority to a key management strategy. Like Integrated Policing, International Policing has become entrenched in our daily operations. Therefore, it makes sense that it would evolve to a key driver for all of our priorities and our goal of safe homes and safe communities.
Economic crime is a growing trend, impacting both the Canadian and global economies. Adopting many forms – fraud, counterfeiting, pirating of goods, identity theft, money laundering, etc – it ultimately threatens global economic stability.
Exploiting globalization and new technologies, criminals resort to increasingly elaborate and transnational methods, challenging more conventional forms of law enforcement investigation and prosecution.
The potential impacts of economic crime are serious and multiple – significant loss to investors, citizen pensions, corporate image and government revenues – and ultimately challenge the integrity of both private and public institutions.
Our newly introduced strategic priority of Economic Integrity impacts Canada's international relations, its institutions and the health, safety and well being of Canadians. Our strategy will be to contribute to the confidence in Canada's economic integrity through crime reduction.
Economic integrity refers to confidence in the national marketplace, through a safe and secure economy. Confidence is maintained when the marketplace is a sound place to buy, sell, invest and trade. The RCMP will contribute to the confidence in Canada's economic integrity through crime reduction, with an aim of supporting the economic and social well-being of all Canadians.
Concerns extend beyond financial crime, touching many areas – counterfeit goods and currency; corporate fraud; identity theft; and assorted scams.
As stated previously, each of our strategies has a strategic "outcome" – a desired end state:
The following operational activities form the essence of the way we do police work.
RCMP management strategies are adopted to ensure we are successful in meeting our priorities. They also ensure that we are effectively managing our resources and that our efforts are integrated.
Our Management Priorities 2006-2007
In 2006-2007, we will strive to advance the objectives of strengthened partnerships, improved responsiveness and creative integration with greater intensity.
The Strategic Framework highlights our focus on excellence in service. Accountability and responsiveness are two areas of particular importance that help us achieve this. Canadians expect that we effectively and efficiently manage resources and we must be able to demonstrate this. At the same time, being responsive helps us to meet the demands of a dynamic environment.
It is through effective planning and management in support of operations that we will see positive results. The following key initiatives will allow us to seek opportunities to advance our objectives and support our ability to be both accountable and responsive.
The RCMP is organized under the authority of the RCMP Act. In accordance with the Act, it is headed by the Commissioner, who, under the general direction of the Minister of Public Safety (Public Safety and Emergency Preparedness), has the control and management of the Force and all matters connected therewith.
Key components of our management structure include:
In addition to the Deputy Commissioners, the Chief Human Resources Officer, the Ethics and Integrity Advisor, the Director of Legal Services and the Chief Audit Executive (Observer Status) complete the Senior Executive Team.
To deliver on our responsibilities, we have over 25,000 employees including Regular and Civilian Members and Public Service employees. We are also fortunate to have over 75,000 volunteers to assist us in our efforts to deliver quality services to the communities we serve across Canada.
The RCMP is unique in the world since we are a national, federal, provincial and municipal policing body, and as a result, the men and women of the RCMP can be found all across Canada.
Operating from more than 750 detachments, we provide: daily policing services in over 200 municipalities; provincial or territorial policing services everywhere but Ontario and Quebec; and services to over 600 Aboriginal communities, three international airports, plus numerous smaller ones.
We are organized into four regions, 14 divisions, National Headquarters in Ottawa and the RCMP's training facility – or "Depot" – in Regina. Each division is managed by a Commanding Officer and is alphabetically designated. Divisions roughly approximate provincial boundaries with their headquarters located in respective provincial or territorial capitals (except "A", Ottawa; "C", Montreal; "E", Vancouver; and "O", London).
RCMP plans and priorities are not developed in isolation; several key factors are considered. Through our rigorous scanning and analysis of the external environment and our own organization, the following elements have been identified as key influences on our strategic planning cycle for the 2006-2007 fiscal year.
c) RCMP Business Planning Process
By taking these elements into consideration throughout our planning cycle, we are able to identify strategic and management priorities that will allow us to focus on enhancing public safety, sustainable development and the effective and efficient operations of our organization.
Integrated Policing continues as the defining philosophy for everything we do as part of our Strategic Framework. It means collaborating with our partners at all levels towards common purposes, shared values and priorities. This globalization of public safety and security is characterized by:
Last year we reported on five key challenges to achieving increased integration. While we continue to make progress on overcoming these challenges, there is still a lot to be done before we reach our goal of total integration/interoperability. These challenges include:
Integrated Policing
The following graphic captures the various elements of our Integrated Policing philosophy, including our partners and stakeholders, our program activities and our strategic priorities.
The RCMP conducts robust environmental scanning to identify emerging issues and trends at local, national and global levels. This careful monitoring supports our senior managers in identifying key risks, challenges and opportunities, as part of our priority setting and business planning, to ensure we are appropriately positioned to operate effectively in a continually-evolving environment. In the last Report on Plans and Priorities we outlined the key elements affecting policing, the potential impacts on our organization and areas where we could make a difference. The key elements continue to be:
We have moved to preparing Environmental Scans every three years, and to conducting a focused review on a particular area of interest and importance to the RCMP on an annual basis. This year, we looked at the trends affecting economic crime and as a result of the potential risks to the Canadian marketplace and Canadians identified in the scan, a new strategic priority was added – Economic Integrity.
c) RCMP Business Planning Process
The RCMP has a structured planning cycle. Using the latest environmental scan as a starting point, priorities are chosen and strategies are developed for those priorities. Using the Balanced Scorecard methodology, strategies are developed and aligned across the organization. Business plans are prepared at the division level and aggregated into program activity plans. Starting in 2006-2007, Detachment Performance Plans that incorporate best practices in performance management will be implemented to reinforce excellence in service in our communities and will support the business planning process.
All business plans capture: an environmental scan; an identification of risks and mitigation strategies; an identification of unfunded pressures; initiatives aligned with critical objectives emanating from the strategic priorities; an articulation of initiatives in support of a division or program activity strategy; and also a breakdown of all activities according to the Program Activity Architecture.
The Strategic Policy and Planning Directorate reviews the divisional and program activity plans in order to ensure corporate planning is aligned to operational priorities. Plans presented, which do not support the organizational strategy, are challenged and refined as necessary.
All identified unfunded pressures are supported by a comprehensive business case, approved at the Deputy Commissioner level. The collective pressures are then analyzed and prioritized using an RCMP developed prioritization tool. This tool weighs the pressure against factors such as: public safety; alignment with government priorities; alignment with RCMP priorities; and value for investment etc. This close examination results in a prioritized list of unfunded pressures for budgetary consideration.
In the April 4, 2006, Speech from the Throne, the Government committed to tackling crime as one of its priorities, specifically the threat of gun, gang and drug violence.
The commitment to tackling crime will greatly impact the RCMP. To this end, the government has committed to propose changes to the Criminal Code to provide tougher sentences for violent and repeat offenders, particularly those involved in weapons-related crimes. It will help prevent crime by putting more police on the street and improving the security of our borders.
In addition, the Government committed to work with the provinces and territories to help communities provide hope and opportunity for our youth, and end the cycle of violence that can lead to broken communities and broken lives.
In keeping with the commitments made in the Speech from the Throne, the Government earmarked significant funding specifically for the purpose of tackling crime.
A summary of the key funding announcements impacting on the RCMP are:
* These additional resource announcements from Budget 2006 are incremental to all planned spending as reflected in Table 1: Departmental Planned Spending and Full Time Equivalents.
f) External Factors Affecting our Operating Environment
Challenges to Law Enforcement
Alignment of RCMP Outcomes to Government of Canada Outcomes
The RCMP contributes directly to the Government of Canada's social agenda, specifically, the Safe and Secure Communities outcome. The following graphic depicts the alignment of RCMP Strategic Outcomes to the Government of Canada's Safe and Secure Communities outcome.
Government of Canada Policy Area |
Canada's Social Foundations |
Government of Canada Outcome | Safe and Secure Communities |
RCMP Strategic Outcomes | Quality Federal Policing Quality Contract policing Quality Policing Support |
More information on RCMP Strategic Outcomes can be found in Section II.
The police and law enforcement environment continues to evolve at an incredible pace. Canadians are placing a higher priority on community safety and personal and national security. The RCMP plays a significant role in helping the federal government assure citizens that all necessary steps are being taken to safeguard homes and communities, today and for the generations to come.
Working with partners in law enforcement and all levels of government, both domestic and international, the RCMP continues to actively pursue its vision of integrated policing as a means to leverage the resources of police and law enforcement communities and to bring common strategic approaches and collaborative efforts to bear on criminal activities.
Building on our Integrated Policing philosophy, the RCMP has evolved into an organization that is highly flexible and responsive to a Canadian and global environment. Our success is attributable, in large part, to having a clear strategic focus at all levels of the organization as well as our ability to manage horizontally across all functions of the Force to achieve maximum impact, efficiency and effectiveness through the programs and services we deliver. As a result, both the operational and administrative activities of the RCMP have become increasingly interrelated and inextricably linked to our strategic priorities, supported by the integrated planning process and practices entrenched across the Force.
By bringing together a number of planning activities – including strategic, operational, financial and human resources – our integrated planning cycle creates a closer link between business planning, strategic planning and program delivery. The cycle links resources to current needs and future expectations, and ties the RCMP effectively into the federal government's planning and budgeting cycle.
This section will provide a summary of the strategic plans and priorities at three levels of our organization. The first level will focus on our strategic goal, the second on our five strategic priorities and finally, a summary of the strategic plans and priorities for our strategic outcomes based on our Program Activity Architecture (PAA).
Summary of our Strategic Goal, Priorities and Outcomes
Our strategic goal is to work towards safe homes and safe communities for all Canadians. To achieve this, we continue our efforts aimed at being an organization of excellence, addressing our strategic priorities in a way that is accountable, guided by clear values, intelligence-led and collaborative. In particular, our efforts are directed towards protecting Canadian families and communities by strengthening the law enforcement system.
To ensure we continue to make progress towards our strategic goal, we will track our performance against the following measures:
The following strategy map and summary table capture our strategic outcome, objectives and key performance goals for the 2006-2007 fiscal year.
*The Planned Spending figures are taken directly from the Main Estimates and include Respendable Revenue (see Section III – Table 1).
** Does not include incremental resource announcements in Budget 2006.
Our strategic priorities are carefully selected after rigorous scanning and analysis of the external environment to support the achievement of our strategic goal. The selection of priorities allows us to focus strategically on enhancing public safety. Each priority has its own strategy and is championed by a Deputy Commissioner who leads a group, representing the program activities responsible for each strategic objective, focused on ensuring the success of the strategy. This group is referred to as the Strategic Priority Working Group.
RCMP Strategic Priority Working Groups (SPWG) were launched in order to enhance our ability to work across sectors and with other departments and agencies, promoting an integrated horizontal management philosophy. This approach enables the RCMP to work beyond traditional program activity management structures. As a result, cooperation and effectiveness are enhanced in areas where the RCMP does not have exclusive mandate.
There are five Strategic Priority Working Groups, one for each of our national strategic priorities. Each Strategic Priority Working Group is led by a Deputy Commissioner who is responsible for strategy development and implementation:
Strategic Priority Working Group members represent such areas as: Human Resources (HR); Public Affairs and Communications Services Directorate (PACSD); Corporate Management and Comptrollership (CM&C); Criminal Intelligence Directorate (CID); Federal and International Operations (FIO); National Police Services (NPS); Community, Contract and Aboriginal Policing Services (CCAPS); and the Strategic Policy and Planning Directorate (SPPD).
The groups meet on a quarterly basis. It is anticipated that Strategic Priority Working Groups will become increasingly interdepartmental as key players from other organizations – including Government of Canada departments and agencies, external and international partners – will be invited to share ideas, initiatives and resources in support of common goals.
Our strategic priorities provide the focus for operational activities across the entire organization to increase the barometer of public safety. The remainder of this section will focus on the strategic plans, priorities and key performance goals of our five strategic priorities.
Reduce the threat and impact of organized crime
What Makes This A Priority
(Sources: RCMP Environmental Scan 2004; CISC Annual Report on Organized Crime in Canada, 2004; Annual Report on Organized Crime in Canada, 2005; RCMP policy centres; October 2004 Speech from the Throne) |
Overview
Organized crime poses a serious long-term threat to Canada's institutions, society, economy and to our quality of life. The RCMP Organized Crime strategic priority focuses on "Reducing the threat and impact of organized crime". In countering the growth of organized crime groups, and dismantling or disrupting their structures and sub-groups, a critical component is the improved coordination, sharing and use of criminal intelligence. This intelligence is used in support of integrated policing, law enforcement plans and strategies as well as initiatives designed to communicate the impact and scope of organized crime.
Utilizing the intelligence base established by the RCMP, operations will provide leadership in developing and implementing intelligence-led tactical operational plans in partnership with other police and law enforcement agencies to meet the strategic outcome of reducing the threat and impact of organized crime. In addition, the RCMP is embarking on an aggressive program of proactively seeking out actionable intelligence in direct support of enforcement actions. The RCMP is deploying "Probe Teams" alongside existing enforcement resources. This initiative will give practical structure to the term "intelligence-led policing" and has demonstrated success against organized crime in trials thus far.
Plans and Priorities
The following plans and priorities have been established to guide the RCMP's efforts towards reducing the threat and impact of organized crime in Canada.
The key plans and priorities for the coming year are to:
Strategic Priority: Organized Crime – Ongoing | ||||||||
Strategic Outcome: Reduce the threat and impact of organized crime |
||||||||
Strategic Objectives:
|
Key Performance Goals:
|
Strategic Priority: Organized Crime – Ongoing | |||||||
Supporting Program Activities (PAA)* | Planned Spending (millions)* | ||||||
2006-2007 | 2007-2008 | 2008-2009 | |||||
1 – Federal and International Operations | $592.9 |
$592.4 |
$570.1 |
||||
3 – Community, Contract and Aboriginal Policing | $2,083.4 |
$2,031.4 |
$2,030.7 |
||||
4 – Criminal Intelligence Operations | $70.3 |
$69.5 |
$69.5 |
||||
5 – Technical Policing Operations | $174.2 |
$168.2 |
$168.2 |
||||
7 – National Police Services | $149.7 |
$134.1 |
$134.1 |
||||
Supporting Program Activities (PAA)* | Planned FTEs |
||||||
2006-2007 | 2007-2008 | 2008-2009 | |||||
1 – Federal and International Operations | 4,568 |
4,726 |
4,819 |
||||
3 – Community, Contract and Aboriginal Policing | 13,610 |
13,629 |
13,641 |
||||
4 – Criminal Intelligence Operations | 547 |
567 |
579 |
||||
5 – Technical Policing Operations | 1,164 |
1,195 |
1,213 |
||||
7 – National Police Services | 1,266 |
1,268 |
1,269 |
* Areas primarily responsible for delivery against the Strategic Priority, as per the PAA.
** Figures reflect allocations as per Program Activity, not Strategic Priority. The figures are taken directly from the Planned Spending contained in the Main Estimates (see Section III – Table 1). Planned Spending for the Corporate Infrastructure Program Activity has been allocated across all Program Activities in accordance with TBS guidelines for the preparation of the Main Estimates.
The Organized Crime priority is supported by the following Program Activities, Sub-Activities and Sub-Sub-Activities:
PAA Activity
1 – Federal and International Operations
3 – Community, Contract and Aboriginal Policing
4 – Criminal Intelligence Operations
5 – Technical Policing Operations
7 – National Police Services
PAA Sub-Activities
1.1 Financial Crime – Contributes to the security of the Canadian economy and seeks to protect Canadians and their governments from financial crimes perpetrated by organized crime and others
1.2 Drugs and Organized Crime – Focuses on combating organized crime as well as drug-related social and economic harm to Canadians; works to reduce supply of and demand for illicit drugs using an integrated approach involving measures for prevention, education, enforcement, counseling, treatment and rehabilitation
1.3 Border Integrity – Responsible for enforcement issues related to Canada's borders, and enforcement of more than 250 federal statutes in a variety of areas
1.4 International Policing – Enhances international cooperation at strategic and tactical levels between RCMP and foreign police and law enforcement agencies
3.1 Provincial/Territorial Policing – Provides policing services to eight provinces and three territories through cost-shared police service agreements
3.2 Municipal Policing – Provides policing services to diverse municipalities in seven provinces through cost-shared police service agreements
4.1 Organized Criminal Intelligence – Responsible for assessment, monitoring and coordination of all organized crime or other serious criminal activity
5.6 Technological Crime – Acts as policy centre for the provision of computer search, seizure and forensic analytical support to RCMP personnel
7.1 Forensic Laboratory Services – Conducts scientific analysis of evidence from crime scenes, presents forensic evidence in courts, and researches and develops new and advanced forensic methodology and techniques
7.2 Information and Identification Services – Contributes through a national information exchange system with Canadian and international law enforcement agencies on matters such as criminal records and fingerprints
7.3 Canadian Police College – Provides advanced and specialized training in police management and the investigation of organized crime to all Canadian Police services
PAA Sub-Sub-Activities
1.1.1 Commercial Crime – Reduces, controls and prevents business-related or white collar crimes
1.1.2 Proceeds of Crime – Oversees RCMP's contribution to Integrated Proceeds of Crime (IPOC) partnership against money laundering; identifying, restraining and forfeiting illicit and unreported wealth accumulated through criminal activity
1.1.3 Money Laundering – Involves investigation and prosecution of major organized crime groups operating in Canada; removal of financial incentive for engaging in criminal activities
1.1.4 Integrated Market Enforcement – Jointly managed integrated teams that focus on most serious cases of corporate and market fraud
1.2.1 Organized Crime – Reduces threat and impact of organized crime groups, dismantling or disrupting their structures
1.2.3 Source Witness Protection – Responsible for the Source Witness Protection and Human Source programs
1.2.6 Integrated Organized Crime Investigation Units – Integrated units from various agencies and departments that investigate, prosecute, disrupt and dismantle organized crime activities
1.2.7 Drug Awareness – Works to reduce substance abuse and provide prevention through education, awareness and treatment
1.2.9 Drug Enforcement – Contributes to reduction in supply of and demand for illicit drugs through disruption of criminal organizations responsible for importation, production and supply of illicit drugs in Canada; disrupts supply routes and prevents illicit drug production and distribution; reduces demand for drugs and drug abuse through prevention, public education and support of alternative forms of justice
1.3.1 Federal Enforcement – Responsible for investigation of more than 250 federal statutes in a variety of areas including environmental crime and wildlife, airport/marine federal enforcement services, consumer protection, public safety and financial loss to the federal government
1.3.2 Immigration and Passport – Responsible for investigating violations of the Immigration Refugee and Protection Act, Citizenship Act and Criminal Code violations related to Citizenship offences, Canada passport offences, frauds, forgeries and conspiracies
1.3.3 Customs and Excise – In partnership with clients, partners and the community, enforces laws, within Canada and along the uncontrolled border, governing the international movement of goods; the illicit manufacture, distribution or possession of contraband products (including tobacco and spirits); the illicit traffic of critical high technology and strategic goods; and regulations that impose non-tariff (permit) controls on the international movement of commodities
1.3.4 Integrated Border Enforcement – A multi-agency law enforcement team that emphasizes a harmonized approach to Canadian and United States efforts to target cross-border criminal activity
1.3.5 Marine Security – The Marine and Ports Initiative is an integrated and strategic approach to prevent, deter and detect illicit activity, cargo or people who may pose a threat to the safety and security to Canada, the United States and the international community
1.3.6 Airport/Coastal Watch – Curtails the movement of contraband by sea and by air, and identifies activities which constitute a threat to national security through information and cooperation from the public, community groups, the private sector and other agencies
3.1.4 Commercial Crime – Conducts commercial crime investigations including bankruptcy, securities and income tax crimes, corporate and business fraud, counterfeiting, corruption of officials and white collar crime
3.1.5 Criminal Intelligence – Conducts research and analysis to identify criminal activities (e.g., organized crime); develops, collects, analyses and disseminates intelligence to accredited police departments to assist in investigations; provides support to major criminal investigations proposed or undertaken by field units
5.6.1 Technological Forensics Support – Conducts search, seizure and analysis of electronic evidence in support of criminal investigations
7.1.1 Counterfeits and Documents – Provides forensic analysis of suspect travel documents, currency and payment cards to determine if they are genuine
7.1.9 Integrated Ballistic Identification Systems – Employs technology to link recovered firearms to crimes through the forensic comparison of fired bullets and cartridge cases in connection with criminal activity
7.2.5 National Weapons Enforcement Support Team (NWEST) – Supports frontline police agencies throughout Canada and internationally in gathering of evidence to assist the agencies in successfully prosecuting persons involved in the illegal movement and criminal use of firearms. This is accomplished, in part, by investigative support, training and lectures, analytical assistance, expert evidence, firearms identification and tracing, and liaising with domestic and international enforcement agencies
Key Partners
Public Safety (PSEPC); Department of Justice (DOJ); Transport Canada (TC); Canada Border Services Agency (CBSA); Canadian Air Transport Security Authority (CATSA); Department of Finance; Health Canada; Bank of Canada; Industry Canada; Canadian Heritage; Correctional Service of Canada (CSC); Citizenship and Immigration Canada (CIC); Foreign Affairs Canada (FAC); Department of National Defence (DND); Organization of American States (OAS); Inter-American Drug Abuse Control Commission (CICAD); First Nations Communities; United Nations Civilian Police; United States Immigration and Naturalization Services; Financial Transaction and Report Analysis Centre of Canada (FINTRAC); Forensic Accounting Management Directorate (FAMD); Seized Property Management Directorate (SPMD); Canadian Security Intelligence Service (CSIS); private industry (e.g., Canadian Bankers Association; international airlines); Canadian Association of Chiefs of Police (CACP) – Organized Crime Committee; International Association of Chiefs of Police (IACP); Canadian and foreign law enforcement agencies; and municipal, provincial, territorial agencies responsible for health, education and corrections
Reduce the threat of terrorist activity in Canada and abroad
What Makes This A Priority
|
Overview
The threat of terrorism in contemporary society is continually changing, presenting a "criminal intelligence challenge" to governments around the world. Potential terrorists have not yet necessarily engaged in criminal activity and are therefore difficult to recognize and impede. Terrorist organizations are increasingly sophisticated, with educated members linked through technology allowing them to operate in cells worldwide. In addition, law enforcement has identified "single issue terrorism" (extremist groups dedicated to specific issues versus widespread political change) as a serious threat.
The worldwide operations base of terrorist groups emphasizes the importance of an integrated policing approach where criminal intelligence is shared among countries around the world.
The RCMP is committed to working in partnership with both domestic and foreign agencies to enhance prevention measures against the threat of terrorism in North America and elsewhere.
The RCMP strategic priority of Terrorism continues to focus on "Reducing the threat of terrorist activity in Canada and abroad". Using an intelligence-led, integrated approach, we will focus our activities on achieving this goal. Our participation in Canada-US and domestic interdepartmental national security committees and working groups aimed at the enhancement of transport security, border integrity, intelligence and information sharing are examples of this approach. Internationally, the seeking of best practices and enhanced information sharing have been pursued through our active participation in the G8 Roma-Lyon Anti-Crime and Terrorism (ACT) Group.
Plans and Priorities
The following plans and priorities have been established to guide the RCMP's efforts towards reducing the threat of terrorist activity by preventing terrorist groups from operating in Canada and abroad. The key plans and priorities for the coming year are to:
Strategic Priority: Terrorism – Ongoing | ||||||||
Strategic Outcome: Reduce the threat of criminal terrorist activity in Canada and abroad |
||||||||
Strategic Objectives:
|
Key Performance Goals:
|
Strategic Priority: Terrorism – Ongoing | |||
Supporting Program Activities (PAA)* | Planned Spending (millions)* |
||
2006-2007 |
2007-2008 |
2008-2009 |
|
1 – Federal and International Operations | $592.9 |
$592.4 |
$570.1 |
2 – Protective Policing Services | $105.1 |
$104.1 |
$104.1 |
3 – Community, Contract and Aboriginal Policing | $2,083.4 |
$2,031.4 |
$2,030.7 |
4 – Criminal Intelligence Operations | $70.3 |
$69.5 |
$69.5 |
5 – Technical Policing Operations | $174.2 |
$168.2 |
$168.2 |
6 – Policing Support Services | $68.5 |
$68.0 |
$68.0 |
7 – National Police Services | $149.7 |
$134.1 |
$134.1 |
Supporting Program Activities (PAA)* | Planned FTEs |
||
2006-2007 |
2007-2008 |
2008-2009 |
|
1 – Federal and International Operations | 4,568 |
4,726 |
4,819 |
2 – Protective Policing Services | 768 |
769 |
770 |
3 – Community, Contract and Aboriginal Policing | 13,610 |
13,629 |
13,641 |
4 – Criminal Intelligence Operations | 547 |
567 |
579 |
5 – Technical Policing Operations | 1,164 |
1,195 |
1,213 |
6 – Policing Support Services | 326 |
327 |
327 |
7 – National Police Services | 1,266 |
1,268 |
1,269 |
* Areas primarily responsible for delivery against the Strategic Priority, as per the PAA.
** Figures reflect allocations as per Program Activity, not Strategic Priority. The figures are taken directly from the Planned Spending contained in the Main Estimates (see Section III – Table 1). Planned Spending for the Corporate Infrastructure Program Activity has been allocated across all Program Activities in accordance with TBS guidelines for the preparation of the Main Estimates.
The Terrorism priority is supported by the following Program Activities, Sub-Activities and Sub-Sub-Activities:
PAA Activity
1 – Federal and International Operations
2 – Protective Policing Services
3 – Community, Contract and Aboriginal Policing
4 – Criminal Intelligence Operations
5 – Technical Policing Operations
6 – Policing Support Services
7 – National Police Services
PAA Sub-Activities
1.1 Financial Crime – Contributes to the security of the Canadian economy and seeks to protect Canadians and their governments from financial crimes perpetrated by organized crime and others
1.2 Drugs and Organized Crime – Focuses on combating organized crime, as well as drug-related social and economic harm to Canadians; works to reduce supply of and demand for illicit drugs using an integrated approach involving measures for prevention, education, enforcement, counselling, treatment and rehabilitation
1.3 Border Integrity – Responsible for enforcement issues related to Canada's borders and enforcement of more than 250 federal statutes
1.4 International Policing – Enhances international cooperation at strategic and tactical levels between RCMP and foreign police and law enforcement agencies
1.5 National Security Operations – Responsible for operational activities relating to RCMP's mandate for security-related criminal offences under the Security Offences Act
2.1 Protective Duties – Protection of foreign dignitaries visiting or residing in Canada including official residences and designated sites
3.6 Special Initiatives – Initiatives in support of Public Security and Anti-Terrorism (PSAT)
4.3 National Security Intelligence – Responsible for assessment, coordination and monitoring of all national security criminal investigations and intelligence, both nationally and internationally
4.4 Special Initiatives – Initiatives in support of Public Security and Anti-Terrorism (PSAT) such as terrorist financing, threat assessments, INSETs and the National Security analytical components of IBETs
5.6 Technological Crime – Acts as policy centre for the provision of computer search, seizure and forensic analytical support to RCMP personnel, including Internet-based investigations, necessary research and development of computer forensic utilities, and computer forensic assistance to other domestic and international accredited agencies and police services
6.1 National Operations Centre – Provides a communications focal point for the RCMP. Includes a fully integrated and computerized multimedia environment that facilitates centralized coordination during critical incident management. Also incorporates a technologically advanced reporting facility to support senior management of the RCMP, as well as protective and criminal operations from coast to coast
7.1 Forensic Laboratory Services – Conducts scientific analysis of evidence from crime scenes, presents forensic evidence in courts, and researches and develops new and advanced forensic methodology and techniques
7.2 Information and Identification Services – Contributes through a national information exchange system with Canadian and international law enforcement agencies on matters such as criminal records and fingerprints
PAA Sub-Sub-Activities
1.1.2 Proceeds of Crime – Oversees the RCMP's contribution to the Integrated Proceeds of Crime (IPOC) partnership against money laundering, which is coordinated by the Solicitor General of Canada
1.3.2 Immigration and Passport – Responsible for investigating violations of Acts related to citizenship offences, Canada passport offences, frauds, forgeries and conspiracies
1.3.4 Integrated Border Enforcement – Multi-agency enforcement teams emphasizing harmonized approach to prevent, deter and detect illicit activity, cargo or people who may pose a threat to the safety and security of Canada, the United States and the international community
1.3.5 Marine Security – Integrated and strategic approach to prevent, deter and detect illicit activity, cargo or people who may pose a threat to the safety and security of Canada, the United States and the international community
1.4.1 International Operations – Provides support and assistance, through the Liaison Officers, to Canadian law enforcement agencies in the prevention and detection of offences to Canadian federal laws
1.4.2 Interpol – Focuses on law enforcement action having international ramifications in all sectors of criminal activity
1.6.1 Integrated National Security Enforcement (INSETs) – Enhances collective ability to combat national security threats through increased capacity for collection, sharing and analysis of intelligence with respect to targets that are a threat to national security
2.1.4 Canadian Air Carrier Protective Program (CACPP) – Activities related to the administration of the Canadian Air Carrier Protective Program, including policy centre, central travel unit, central training and delivery of program through field units
3.6.17 Chemical, Biological, Radiological and Nuclear Response (CBRN) – Ensures RCMP can respond to CBRN threats and incidents through education, tools and training
5.6.1 Technological Forensics Support – Conducts search, seizure and analysis of electronic evidence in support of criminal investigations
7.1.1 Counterfeits and Documents – Provides forensic analysis of suspect travel documents, currency and payment cards to determine if they are genuine
7.3.2 Canadian Police College Police Sciences School – Trains and certifies all Canadian police explosives, investigators, and polygraph technicians, and sets the de facto standard for Canadian police forensic identification training
Key Partners
Public Safety (PSEPC); Privy Council Office (PCO); Department of Justice (DOJ); Canadian Security Intelligence Service (CSIS); Communications Security Establishment (CSE); Citizenship & Immigration Canada (CIC); Canada Border Services Agency (CBSA); Transport Canada (TC); Canadian Air Transport Security Authority (CATSA); Canadian Association of Chiefs of Police (CACP); Department of National Defence (DND); Foreign Affairs Canada (FAC); US Coast Guard; US Customs and Border Protection / Office of Border Patrol (US CBP/BP); US Immigration and Customs Enforcement (US ICE); US Department of Justice (Bureau of Alcohol, Tobacco, Firearms and Explosives [ATF]); US Drug Enforcement Administration (DEA); Department of Foreign Affairs (DFA); Interpol; Europol; P8 Senior Experts Groups on Transnational Organized Crime; OAS Inter-American Committee Against Terrorism (CICTE); and International Association of Chiefs of Police and counterpart agencies in the US, England and Australia, G8 Law Enforcement Working Group on Terrorism
Prevent and reduce youth involvement in crime as victims and offenders
What Makes This A Priority
(Sources: RCMP Environmental Scan, 2004; CISC Annual Report on Organized Crime in Canada, 2004; CISC Annual Report on Organized Crime in Canada, 2005, Canada's Performance 2004; October 2004 Speech from the Throne; RCMP National Youth Strategy) |
Overview
Both nationally and internationally, it is recognized that economic disparity may increase the potential for criminality.
In Canada, almost 20% of children live in low-income households. These children are twice as likely to live with violence, and more than three times as likely to live with a depressed parent.
To successfully address youth crime and victimization, police must continue to increase their involvement in non-traditional policing roles. This means taking what we have learned about crime prevention and factors associated with crime and shaping RCMP service delivery to reflect this knowledge. When considering the Youth strategic priority, social development, root causes, community wellness and problem-solving provide the cornerstones of our work.
Plans and Priorities
The RCMP Youth strategic priority continues to focus on preventing and reducing youth involvement in crime as victims and offenders by implementing a continuum of responses that are consistent with the Youth Criminal Justice Act that address root causes and enhance community capacity.
This approach follows crime prevention through a social development model, which requires strong linkages to partners in the community, including schools and other social or youth-oriented agencies. Identifying and making early interventions in the lives of youth at risk by targeted educational and preventive programs, and using diversion and restorative justice strategies where appropriate, must be combined with broad-based community crime prevention and school-based liaison and drug awareness programs.
Working to implement the changes in the Youth Criminal Justice Act with our partners in the provinces and territories will challenge us to be flexible in our approach, while using the legislative tools to achieve our goals.
We also need to continue to consult with and engage youth themselves in order to develop more successful preventive policies and programs.
The following plans and priorities have been established to guide the RCMP's efforts towards preventing and reducing youth involvement in crime as victims and offenders.
The key plans and priorities for the coming year are to:
Strategic Priority: Youth – Ongoing | ||||||||
Strategic Outcome: Prevent and reduce youth involvement in crime as victims and offenders |
||||||||
Strategic Objectives:
|
Key Performance Goals:
|
Strategic Priority: Youth – Ongoing | |||||||
Planned Spending (millions)* | |||||||
Supporting Program Activities (PAA)* | 2006-2007 | 2007-2008 | 2008-2009 | ||||
1 – Federal and International Operations | $592.9 |
$592.4 |
$570.1 |
||||
3 – Community, Contract and Aboriginal Policing | $2,083.4 |
$2,031.4 |
$2,030.7 |
||||
5 – Technical Policing Operations | $174.2 |
$168.2 |
$168.2 |
||||
7 – National Police Services | $149.7 |
$134.1 |
$134.1 |
||||
Supporting Program Activities (PAA)* | Planned FTEs |
||||||
2006-2007 | 2007-2008 | 2008-2009 | |||||
1 – Federal and International Operations | 4,568 |
4,726 |
4,819 |
||||
3 – Community, Contract and Aboriginal Policing | 13,610 |
13,629 |
13,641 |
||||
5 – Technical Policing Operations | 1,164 |
1,195 |
1,213 |
||||
7 – National Police Services | 1,266 |
1,268 |
1,269 |
* Areas primarily responsible for delivery against the Strategic Priority, as per the PAA.
** Figures reflect allocations as per Program Activity, not Strategic Priority. The figures are taken directly from the Planned Spending contained in the Main Estimates (see Section III – Table 1). Planned Spending for the Corporate Infrastructure Program Activity has been allocated across all Program Activities in accordance with TBS guidelines for the preparation of the Main Estimates.
The Youth priority is supported by the following Program Activities, Sub-Activities and Sub-Sub-Activities:
PAA Activities
1 – Federal and International Operations
3 – Community, Contract and Aboriginal Policing
5 – Technical Policing Operations
7 – National Police Services
PAA Sub-Activities
1.2 Drugs and Organized Crime – Focuses on combating organized crime, as well as drug-related social and economic harm to Canadians; works to reduce supply of and demand for illicit drugs using an integrated approach involving measures for prevention, education, enforcement, counseling, treatment and rehabilitation
1.3 Border Integrity – Responsible for enforcement issues related to Canada's borders and enforcement of more than 250 federal statutes
3.5 Community, Contract and Aboriginal Policing Directorate – Develops and implements policies, strategies and models for policing; responsible for policies concerning crime prevention and victim services, issues pertaining to police service agreements; research and development; roadway safety; standards for critical incidents and policies related to youth
5.2 Behavioural Sciences – Assists in identification of behavioural science-based tools; management and maintenance of sex offender registry
7.4 National Child Exploitation Coordination Centre – Conducts operational investigations, coordinates investigations and intelligence between police agencies, and develops standardized approaches to investigations of Internet-based child exploitation
PAA Sub-Sub-Activities
1.2.1 Organized Crime – Reduces threat and impact of organized crime groups, dismantling or disrupting their structures
1.2.6 Integrated Organized Crime Investigation Units – Integrated units from various agencies and departments that investigate, prosecute, disrupt and dismantle organized crime activities
1.2.9 Drug Enforcement – Contributes to reduction in supply of and demand for illicit drugs through disruption of criminal organizations responsible for importation, production and supply of illicit drugs in Canada; disrupts supply routes and prevents illicit drug production and distribution; reduces demand for drugs and drug abuse through prevention, public education and support of alternative forms of justice
1.3.2 Immigration and Passport – Responsible for investigating violations of Acts related to citizenship offences, Canada passport offences, frauds, forgeries and conspiracies
3.5.2 Community and Youth Programs – Develops and implements crime prevention and victim services policies, strategies and initiatives; contributes to a shared understanding of youth involvement in crime to prevent and reduce youth involvement in crime and victimization
5.2.3 Sex Offender Registry – Development and implementation of National Sex Offender Registry
7.3.2 Canadian Police College Police Sciences School – Trains Canadian police officers to investigate/interdict Internet and computer-related child exploitation
Key Partners
Department of Justice (DOJ); Public Safety (PSEPC); National Crime Prevention Centre (NCPC); Health Canada; Human Resources Development Canada (Department of Social Development) (HRDC [DSD]); Indian and Northern Affairs Canada (INAC); Canadian Heritage; Canada Border Services Agency (CBSA); Citizenship and Immigration Canada (CIC); Industry Canada; Foreign Affairs Canada (FAC); provincial agencies; communities; national and international organizations with mandates for children and youth; Interpol; victims services organizations; other police agencies; and the education sector
Contribute to Canada's economic integrity through crime reduction
What Makes This A Priority
(Source: RCMP Environmental Scan, 2005; Feature Focus: Economic Crime, CISC Annual Report on Organized Crime in Canada 2004; CISC Annual Report on Organized Crime in Canada 2005, RCMP Policy Centres) |
Overview
Economic integrity refers to consumer and investor confidence in Canada's financial, currency and equity market systems. A safe and secure economy provides confidence for consumers and investors in conducting business, investing and saving. The RCMP will contribute to Canada's economic integrity through crime reduction, with an aim of supporting the economic and social well-being of all Canadians.
Concerns extend beyond financial crime, touching many areas – counterfeit goods and currency; corporate fraud; theft of intellectual property and identity fraud. These problems can impact the overall Canadian economy through loss of confidence, nationally and internationally, in our country's institutions and markets.
Plans and Priorities
The following plans and priorities have been established to guide the RCMP's efforts towards contributing to Canada's economic integrity through crime reduction.
The key plans and priorities for the coming year are to:
Strategic Priority: Economic Integrity – New | ||||||||
Strategic Outcome: Contribute to the confidence in Canada's economic integrity through crime reduction |
||||||||
Strategic Objectives:
|
Key Performance Goals:
|
Strategic Priority: Economic Integrity – New | |||||||
Supporting Program Activities (PAA)* | Planned Spending (millions)* |
||||||
2006-2007 |
2007-2008 |
2008-2009 |
|||||
1 – Federal and International Operations | $592.9 |
$592.4 |
$570.1 |
||||
3 – Community, Contract and Aboriginal Policing | $2,083.4 |
$2,031.4 |
$2,030.7 |
||||
4 – Criminal Intelligence Operations | $70.3 |
$69.5 |
$69.5 |
||||
5 – Technical Policing Operations | $174.2 |
$168.2 |
$168.2 |
||||
7 – National Police Services | $149.7 |
$134.1 |
$134.1 |
||||
Supporting Program Activities (PAA)* | Planned FTEs |
||||||
2006-2007 |
2007-2008 |
2008-2009 |
|||||
1 – Federal and International Operations | 4,568 |
4,726 |
4,819 |
||||
3 – Community, Contract and Aboriginal Policing | 13,610 |
13,629 |
13,641 |
||||
4 – Criminal Intelligence Operations | 547 |
567 |
579 |
||||
5 – Technical Policing Operations | 1,164 |
1,195 |
1,213 |
||||
7 – National Police Services | 1,266 |
1,268 |
1,269 |
* Areas primarily responsible for delivery against the Strategic Priority, as per the PAA.
** Figures reflect allocations as per Program Activity, not Strategic Priority. The figures are taken directly from the Planned Spending contained in the Main Estimates (see Section III – Table 1). Planned Spending for the Corporate Infrastructure Program Activity has been allocated across all Program Activities in accordance with TBS guidelines for the preparation of the Main Estimates
The Economic Integrity priority is supported by the following Program Activities, Sub-Activities and Sub-Sub-Activities:
PAA Activity
1 – Federal and International Operations
3 – Community, Contract and Aboriginal Policing
4 – Criminal Intelligence Operations
5 – Technical Policing Operations
7 – National Police Services
PAA Sub-Activities
1.1 Financial Crime – Contributes to the security of the Canadian economy and seeks to protect Canadians and their governments from financial crimes perpetrated by organized crime and others
1.2 Drugs and Organized Crime – Focuses on combating organized crime, as well as drug-related social and economic harm to Canadians; works to reduce supply of and demand for illicit drugs using an integrated approach involving measures for prevention, education, enforcement, counseling, treatment and rehabilitation
1.3 Border Integrity – Responsible for enforcement issues related to Canada's borders, and enforcement of more than 250 federal statutes in a variety of areas. Ensures the effective administration and enforcement of immigration and citizenship laws and programs in Canada. Builds partnerships with stakeholders throughout all segments of Canadian society to provide the best response(s) to policing concerns, whether by investigating criminal offenses, assisting federal government departments, informing and seeking input from general community and implementing problem oriented policing
3.1 Provincial/Territorial Policing – Provides policing services to eight provinces and three territories through cost-shared police service agreements
3.2 Municipal Policing – Provides policing services to diverse municipalities in seven provinces through cost-shared police service agreements
4.1 Organized Criminal Intelligence – Responsible for assessment, monitoring and coordination of all organized crime or other serious criminal activity
5.6 Technological Crime – Acts as policy centre for the provision of computer search, seizure and forensic analytical support to RCMP personnel, including Internet-based investigations, necessary research and development of computer forensic utilities, and computer forensic assistance to other domestic and international accredited agencies and police services
7.1 Forensic Laboratory Services – Conducts scientific analysis of evidence from crime scenes, presents forensic evidence in courts, and researches and develops new and advanced forensic methodology and techniques
7.3 Canadian Police College – Provides advanced and specialized training in police management and the investigation of organized crime to all Canadian police services
PAA Sub-Sub-Activities
1.1.1 Commercial Crime – Reduces, controls and prevents business-related or white collar crimes
1.1.2 Proceeds of Crime – Oversees RCMP's contribution to Integrated Proceeds of Crime (IPOC) partnership against money laundering; identifying, restraining and forfeiting illicit and unreported wealth accumulated through criminal activity
1.1.3 Money Laundering – Involves investigation and prosecution of major organized crime groups operating in Canada; removal of financial incentive for engaging in criminal activities
1.1.4 Integrated Market Enforcement – Jointly managed integrated teams that focus on most serious cases of corporate and market fraud
1.2.1 Organized Crime – Reduces threat and impact of organized crime groups, dismantling or disrupting their structures
1.2.6 Integrated Organized Crime Investigation Units – Integrated units from various agencies and departments that investigate, prosecute, disrupt and dismantle organized crime activities
1.2.9 Drug Enforcement – Contributes to reduction in supply of and demand for illicit drugs through disruption of criminal organizations responsible for importation, production and supply of illicit drugs in Canada; disrupts supply routes and prevents illicit drug production and distribution; reduces demand for drugs and drug abuse through prevention, public education and support of alternative forms of justice
1.3.1 Federal Enforcement – Responsible for investigation of more than 250 federal statutes in a variety of areas, including environmental crime and wildlife, airport/marine federal enforcement services, consumer protection, public safety and financial loss to the federal government
3.1.4 Commercial Crime – Conducts commercial crime investigations, including bankruptcy, securities and income tax crimes, corporate and business fraud, counterfeiting, corruption of officials and white collar crime
3.1.5 Criminal Intelligence – Conducts research and analysis to identify criminal activities (e.g., organized crime); develops, collects, analyses and disseminates intelligence to accredited police departments to assist in investigations; provides support to major criminal investigations proposed or undertaken by field units
5.6.1 Technological Forensics Support – Conducts search, seizure and analysis of electronic evidence in support of criminal investigations
7.1.1 Counterfeits and Documents – Provides forensic analysis of suspect travel documents, currency and payment cards to determine if they are genuine
Key Partners
Public Safety (PSEPC); Canadian Border Services Agency (CBSA); Transport Canada (TC); Canada Revenue Agency (CRA); Finance; Health; Bank of Canada; Industry Canada; Canadian Heritage; Citizenship and Immigration Canada (CIC); Foreign Affairs Canada (FAC); US Immigration and Naturalization Services (USINS); Financial Transaction & Report Analysis Centre of Canada (FinTRAC); Forensic Accounting Management Directorate (FAMD); Seized Property Management Directorate (SPMD); Canadian Security Intelligence Service (CSIS); private industry (e.g., Canadian Bankers Association); municipal, provincial and territorial agencies responsible for health, education and corrections; Canadian and foreign law enforcement agencies
Contribute to safer & healthier Aboriginal communities
What Makes This A Priority
(Sources: RCMP Environmental Scan, 2004; Canada's Performance, 2004; Canada's Performance, 2005, CISC Annual Report on Organized Crime in Canada 2004, CISC Annual Report on Organized Crime in Canada, 2005; October 2004 Speech from the Throne; RCMP policy centres) |
Overview
The RCMP has had a long and productive history of service to Aboriginal communities across this country, and has worked successfully to build good relationships with Aboriginal communities serviced in RCMP jurisdictions.
In line with the Government of Canada's priority to build stronger Aboriginal communities, the RCMP is committed to bring a greater focus to this area of policing by dealing with the various challenges Aboriginals face both on and off reserves.
The Aboriginal Communities strategic priority of the RCMP continues to focus on "Safer and Healthier Aboriginal Communities". Operations will continue to develop and implement culturally sensitive strategies, plans and programs to address the particular needs of Aboriginal peoples in both urban and rural areas, and in the North. An integral part of this approach will be to continue to use restorative justice techniques and methods where appropriate. The restorative justice approach allows us to work with communities to help them heal and to confront their problems using traditional Aboriginal justice practices, rather than relying on more formal criminal sanctions or incarceration.
Plans and Priorities
The following plans and priorities have been established to guide the RCMP's efforts towards contributing to safer and healthier Aboriginal communities.
The key plans and priorities for the coming year are to:
Strategic Priority: Aboriginal Communities – Ongoing | ||||||||
Strategic Outcome: Contribute to safer and healthier Aboriginal communities |
||||||||
Strategic Objectives:
|
Key Performance Goals:
|
Strategic Priority: Aboriginal Communities – Ongoing | |||
Supporting Program Activities (PAA)* | Planned Spending (millions)* | ||
2006-2007 |
2007-2008 |
2008-2009 |
|
1 – Federal and International Operations | $592.9 |
$592.4 |
$570.1 |
3 – Community, Contract and Aboriginal Policing | $2,083.4 |
$2,031.4 |
$2,030.7 |
7 – National Police Services | $149.7 |
$134.1 |
$134.1 |
Supporting Program Activities (PAA)* | Planned FTEs | ||
2006-2007 |
2007-2008 |
2008-2009 |
|
1 – Federal and International Operations | 4,568 |
4,726 |
4,819 |
3 – Community, Contract and Aboriginal Policing | 13,610 |
13,629 |
13,641 |
7 – National Police Services | 1,266 |
1,268 |
1,269 |
* Areas primarily responsible for delivery against the Strategic Priority, as per the PAA.
** Figures reflect allocations as per Program Activity, not Strategic Priority. The figures are taken directly from the Planned Spending contained in the Main Estimates (see Section III – Table 1). Planned Spending for the Corporate Infrastructure Program Activity has been allocated across all Program Activities in accordance with TBS guidelines for the preparation of the Main Estimates.
The Aboriginal Communities priority is supported by the following Program Activities, Sub-Activities and Sub-Sub-Activities:
PAA Activity
1 – Federal and International Operations
3 – Community, Contract and Aboriginal Policing
7 – National Police Services
PAA Sub-activities
1.2 Drugs and Organized Crime – Focuses on combating organized crime as well as drug related social and economic harm to Canadians
3.3 Aboriginal Policing – Provides policing services to Aboriginal communities in eight provinces and two territories through cost-shared police service agreements
3.5 Community, Contract and Aboriginal Policing Directorate – Develops and implements policies, strategies and models for policing; responsible for policies concerning crime prevention and victim services; police service agreements; research and development of policing models, tools and technologies; roadway safety; critical incident standards; and, youth policies
7.3 Canadian Police College – Provides investigative and management training focused on the particular needs of police who are providing services to Aboriginal communities
PAA Sub-sub-activities
1.2.1 Organized Crime – Reduces the threat and impact of organized crime by countering the growth of organized crime groups, dismantling or disrupting their structures and sharing intelligence
1.2.7 Drug Awareness – Works to reduce substance abuse and provide prevention through education, awareness and treatment. The program coordinates and monitors key programs such as Drug Abuse Resistance Education (DARE), Drugs in the Workplace, and Drugs and Sport
3.5.1 Aboriginal Policing Support Services – Develops and implements policies and initiatives for policing services to Aboriginal communities
Key Partners
Aboriginal communities and leaders; national Aboriginal organizations; Indian & Northern Affairs Canada (INAC); Department of Justice (DOJ); Correctional Service of Canada (CSC); Office of the Federal Interlocutor for Métis and Non-status Indians; Department of Fisheries and Oceans (DFO); CIC; Health Canada; Canadian Heritage; Human Resources Development of Canada (Department of Social Development) (HRDC) (DSD); provincial Attorneys General; provincial/territorial health officials
Under our Program Activity Architecture (PAA), there are three strategic outcomes that serve to support our five strategic priorities and our overarching strategic goal of providing safe homes and safe communities for all Canadians.
Our strategic outcomes are:
Supporting our three strategic outcomes is our Program Activity Architecture (PAA) which is structured along eight Program Activities. Our eight Program Activities are:
1 – Federal and International Operations
2 – Protective Policing Services
3 – Community, Contract and Aboriginal Policing Services
4 – Criminal Intelligence Operations
5 – Technical Policing Operations
6 – Policing Support Services
7 – National Police Services
8 – Corporate Infrastructure
Under these Program Activities are 52 Sub-Activities.
The first strategic outcome is Quality Federal Policing and it is defined as:
The key expected results for this strategic outcome are:
The Quality Federal Policing outcome is directly supported by two Program Activities – Federal and International Operations and, Protective Policing.
Federal and International Operations provides policing, law enforcement and investigative services to the federal government, its departments and agencies and to Canadians, as well as international policing and peacekeeping services.
Protective Policing Services directs the planning, implementation, administration and monitoring of the RCMP's national Protective Security Program, including the protection of dignitaries, the security of major events and special initiatives, including Prime Minister-led summits of an international nature, as well as to provide air transportation security.
The second strategic outcome is Quality Contract Policing and it is defined as:
The key expected results for this strategic outcome are:
The Quality Contract Policing outcome is directly supported by a single Program Activity – Community, Contract and Aboriginal Policing.
Community, Contract and Aboriginal Policing contributes to safe homes and safe communities by providing police services to diverse communities in eight provinces (with the exception of Ontario and Quebec) and three territories through cost-shared policing service agreements with federal, provincial, territorial, municipal and Aboriginal governments.
The third strategic outcome is Quality Policing Support and it is defined as:
The key expected results for this strategic outcome are:
The Quality Policing Support Services outcome is directly supported by four Program Activities – Criminal Intelligence Operations, Technical Policing Operations, Policing Support Services, National Police Services.
Criminal Intelligence Operations is a national program for the management of criminal information and intelligence in the detection and prevention of crime of an organized, serious or national security nature in Canada or internationally as it affects Canada.
Technical Policing Operations provides policy, advice and management to predict, research, develop and ensure the availability of technical tools and expertise to enable frontline members and partners to prevent and investigate crime and enforce the law, protect against terrorism and operate in a safe and secure environment.
Policing Support Services are services provided in support of the RCMP's role as a police organization.
National Police Services contributes to safe homes and safe communities for Canadians through forensic analysis of criminal evidence, criminal records information, identification services, technological support, enhanced learning opportunities, and coordination of criminal information and intelligence to the broader law enforcement and criminal justice communities.
Corporate Infrastructure supports all of the Program Activities by providing the vital administrative services required for an organization to operate effectively. In doing so Corporate Infrastructure indirectly contributes to all three Strategic Outcomes, in turn promoting our strategic goal of safe homes and safe communities.
* Areas primarily responsible for delivery against the Strategic Priority, as per the PAA.
** Figures reflect allocations as per Program Activity, not Strategic Priority. The figures are taken directly from the Planned Spending contained in the Main Estimates (see Section III – Table 1). Planned Spending for the Corporate Infrastructure Program Activity has been allocated across all Program Activities in accordance with TBS guidelines for the preparation of the Main Estimates.
Summary of Departmental Strategic Outcomes as per Program Activity Architecture | ||||||
Strategic Outcome: Quality Contract Policing |
||||||
Outcome Statement: Healthier and safer Canadian communities through effective crime prevention, education, law enforcement and investigation |
Key Performance Goals:
|
|||||
Supporting Program Activities (PAA)* | Planned Spending (millions)* |
|||||
2006-2007 |
2007-2008 |
2008-2009 |
||||
3 – Community, Contract and Aboriginal Policing | $2,083.4 |
$2,031.4 |
$2,030.7 |
|||
Supporting Program Activities (PAA)* | Planned FTEs |
|||||
2006-2007 |
2007-2008 |
2008-2009 |
||||
3 – Community, Contract and Aboriginal Policing | 13,610 |
13,629 |
13,641 |
* Areas primarily responsible for delivery against the Strategic Priority, as per the PAA.
** Figures reflect allocations as per Program Activity, not Strategic Priority. The figures are taken directly from the Planned Spending contained in the Main Estimates (see Section III – Table 1). Planned Spending for the Corporate Infrastructure Program Activity has been allocated across all Program Activities in accordance with TBS guidelines for the preparation of the Main Estimates.
Summary of Departmental Strategic Outcomes as per Program Activity Architecture | ||||||
Strategic Outcome: Quality Policing Support |
||||||
Outcome Statement: Support to Canadian policing investigations and enforcement organizations through critical intelligence, equipment, tools, systems, technology and education to optimize the delivery of proactive, intelligence-based policing services and programs |
Key Performance Goals:
|
|||||
Supporting Program Activities (PAA)* | Planned Spending (millions)* |
|||||
2006-2007 |
2007-2008 |
2008-2009 |
||||
4 – Criminal Intelligence Operations | $70.3 |
$69.5 |
$69.5 |
|||
5 – Technical Policing Operations | $174.2 |
$168.2 |
$168.2 |
|||
6 – Policing Support Services | $68.5 |
$68.0 |
$68.0 |
|||
7 – National Police Services | $149.7 |
$134.1 |
$134.1 |
|||
Supporting Program Activities (PAA)* | Planned FTEs |
|||||
2006-2007 |
2007-2008 |
2008-2009 |
||||
4 – Criminal Intelligence Operations | 547 |
567 |
579 |
|||
5 – Technical Policing Operations | 1,164 |
1,195 |
1,213 |
|||
6 – Policing Support Services | 326 |
327 |
327 |
|||
7 – National Police Services | 1,266 |
1,268 |
1,269 |
* Areas primarily responsible for delivery against the Strategic Priority, as per the PAA.
** Figures reflect allocations as per Program Activity, not Strategic Priority. The figures are taken directly from the Planned Spending contained in the Main Estimates (see Section III – Table 1). Planned Spending for the Corporate Infrastructure Program Activity has been allocated across all Program Activities in accordance with TBS guidelines for the preparation of the Main Estimates.
* Reflects best forecast of total planned spending to the end of the fiscal year. FTE numbers reflect utilization.
Table 2: Program Activities | ||||||||||
2006-2007
|
Non- Loans, |
Total Main Estimates | Adjustments (planned spending not in Main Estimates) | Total Planned Spending | ||||||
($ thousands) |
Budgetary |
|||||||||
Program Activity | Operating | Capital | Grants |
Gross | Revenue | Net | ||||
Federal and International Operations | 556,998 |
35,949 |
0 |
592,947 |
-623 |
592,324 |
0 |
592,324 |
110,012 |
702,336 |
Protective Policing Services | 99,791 |
5,336 |
0 |
105,127 |
-139 |
104,988 |
0 |
104,988 |
11,281 |
116,269 |
Community, Contract and Aboriginal Policing |
1,899,245 |
184,183 |
0 |
2,083,428 |
-1,235,209 |
848,219 |
0 |
848,219 |
90,169 |
938,388 |
Criminal Intelligence Operations | 66,819 |
3,499 |
0 |
70,318 |
-69 |
70,249 |
0 |
70,249 |
6,167 |
76,416 |
Technical Policing Operations | 155,270 |
18,921 |
0 |
174,191 |
-242 |
173,949 |
0 |
173,949 |
15,064 |
189,013 |
Policing Support Services | 65,866 |
2,639 |
0 |
68,505 |
-69 |
68,436 |
0 |
68,436 |
2,559 |
70,995 |
National Police Services | 138,776 |
10,544 |
386 |
149,706 |
-3,673 |
146,033 |
0 |
146,033 |
15,134 |
161,167 |
Pensions under the RCMP Pension Continuation Act (s) |
0 |
0 |
23,000 |
23,000 |
0 |
23,000 |
0 |
23,000 |
0 |
23,000 |
To compensate members of the RCMP for injuries received in the performance of duties |
0 |
0 |
48,821 |
48,821 |
0 |
48,821 |
0 |
48,821 |
0 |
48,821 |
Payments in the nature of Workers Compensation, to survivors of members of the force killed while on duty |
0 |
0 |
1,535 |
1,535 |
0 |
1,535 |
0 |
1,535 |
0 |
1,535 |
Pensions to families of members of the RCMP who have lost their lives while on duty |
0 |
0 |
100 |
100 |
0 |
100 |
0 |
100 |
0 |
100 |
International Association of Chiefs of Police | 0 |
0 |
2 |
2 |
0 |
2 |
0 |
2 |
0 |
2 |
RCMP Veterans Association | 0 |
0 |
2 |
2 |
0 |
2 |
0 |
2 |
0 |
2 |
Total | 2,982,765 |
261,071 |
73,846 |
3,317,682 |
-1,240,024 |
2,077,658 |
0 |
2,077,658 |
250,387 |
2,328,045 |
Table 3: Voted and Statutory Items Listed in Main Estimates | ||
Voted or Statutory Item ($ thousands) |
2006-2007 Main Estimates |
2005-2006 Main Estimates |
60 Operating Expenditures | 1,396,661 | 1,258,951 |
65 Capital Expenditures | 261,071 | 197,988 |
70 Grants and Contributions | 50,846 |
43,646 |
(S) Pensions and other employee benefits – Members of the Force | 290,111 | 288,557 |
(S) Contributions to employee benefit plans | 55,969 | 51,145 |
(S) Pensions under the Royal Canadian Mounted Police Pension Continuation Act |
23,000 | 23,000 |
Total Department | 2,077,658 | 1,863,287 |
Table 4: Net Cost of Department | |
($ millions) | Total |
Net Planned Spending | 2,328.0 |
Plus: Services Received without Charge | |
Accommodations provided by Public Works and Government Services Canada (PWGSC) | 62.6 |
Contribution covering employees' share of insurance premiums and expenditures paid by TBS (excluding revolving funds) | 145.7 |
Worker's compensation coverage provided by Social Development Canada | 0.3 |
Salary and associated costs of legal services provided by Justice Canada | 3.4 |
212.0 |
|
Less: Non-respendable Revenue | 91.8 |
Net Cost of Department | 2,448.3 |
Table 5: Summary of Capital Spending by Program Activity | ||||
($ millions) |
Forecast Spending 2005-2006* |
Planned Spending 2006-2007 |
Planned Spending 2007-2008 |
Planned Spending 2008-2009 |
Law Enforcement | ||||
Federal and International Operations | 34.3 | 42.3 | 51.1 | 52.7 |
Protective Policing Services | 7.9 | 6.6 | 7.5 | 7.9 |
Community, Contract and Aboriginal Policing |
136.9 | 205.0 | 191.0 | 198.0 |
Criminal Intelligence Operations | 2.3 | 4.2 | 5.1 | 5.4 |
Technical Policing Operations | 10.1 | 21.3 | 18.9 | 19.7 |
Policing Support Services | 3.2 | 3.3 | 3.7 | 3.9 |
National Police Services | 8.9 | 12.2 | 11.5 | 12.1 |
Total | 203.6 | 295.1 | 288.8 | 299.8 |
Table 7: Sources of Respendable and Non-respendable Revenue | ||||
($ millions) |
Forecast Spending 2005-2006 |
Planned Spending 2006-2007 |
Planned Spending 2007-2008 |
Planned Spending 2008-2009 |
Respendable Revenue | ||||
Services | ||||
Federal and International Operations | 0.0 | 0.0 | 0.0 | 0.0 |
Protective Policing Services | 0.0 | 0.0 | 0.0 | 0.0 |
Community, Contract and Aboriginal Policing |
1,106.4 | 1,275.0 | 1,292.1 | 1,287.9 |
Criminal Intelligence Operations | 0.0 | 0.0 | 0.0 | 0.0 |
Technical Policing Operations | 0.0 | 0.0 | 0.0 | 0.0 |
Policing Support Services | 0.0 | 0.0 | 0.0 | 0.0 |
National Police Services | 3.5 | 3.5 | 3.5 | 3.5 |
1,109.9 | 1,278.5 | 1,295.6 | 1,291.4 | |
Service Fees | ||||
Federal and International Operations | 1.9 | 0.6 | 0.6 | 0.6 |
Protective Policing Services | 0.4 | 0.1 | 0.1 | 0.1 |
Community, Contract and Aboriginal Policing |
6.6 | 2.1 | 2.1 | 2.1 |
Criminal Intelligence Operations | 0.2 | 0.1 | 0.1 | 0.1 |
Technical Policing Operations | 0.7 | 0.2 | 0.2 | 0.2 |
Policing Support Services | 0.2 | 0.1 | 0.1 | 0.1 |
National Police Services | 4.0 | 0.2 | 0.0 | 0.0 |
14.2 | 3.5 | 3.3 | 3.3 | |
Total Respendable Revenues | 1,124.1 | 1,282.0 | 1,298.9 | 1,294.7 |
Non-respendable Revenue | ||||
($ millions) |
Forecast Spending 2005-2006 |
Planned Spending 2006-2007 |
Planned Spending 2007-2008 |
Planned Spending 2008-2009 |
Privileges, Licences and Permits | 8.1 | 8.4 | 8.4 | 8.4 |
Refunds of Prior Years' Expenditures | 4.7 | 5.6 | 5.6 | 5.6 |
Return on Investments | 0.0 | 0.1 | 0.1 | 0.1 |
Miscellaneous | 7.5 | 5.4 | 5.4 | 5.4 |
Employee Benefit Plan – recoveries not respendable | 60.0 | 65.0 | 65.0 | 65.0 |
Proceeds from Sales | 1.5 | 2.0 | 2.0 | 2.0 |
Proceeds from Asset Disposal | 4.5 | 5.3 | 5.3 | 5.3 |
Total Non-respendable Revenues | 86.3 | 91.8 | 91.8 | 91.8 |
Total Respendable and Non-respendable Revenue | 1,210.4 | 1,373.8 | 1,390.7 | 1,386.5 |
Table 9: Resource Requirements by Branch or Sector | ||||||||
2006-2007 |
||||||||
($ millions) | Federal and International Operations | Protective Policing Services | Community, Contract and Aboriginal Policing |
Criminal Intelligence Operations | Technical Policing Operations | Policing Support Services | National Police Services | Total Planned Spending |
Atlantic Region |
48.2 |
2.2 |
94.5 |
4.5 |
9.9 |
0.7 | 2.4 |
162.5 |
Central Region | 251.7 |
17.4 |
35.8 |
22.7 |
37.6 |
1.1 | 5.0 |
371.4 |
North West Region | 66.0 |
3.8 |
184.1 | 11.0 |
18.8 |
1.2 |
3.2 |
288.1 |
Pacific Region | 77.2 |
6.2 |
161.1 |
12.2 |
22.5 |
0.9 |
3.1 | 283.2 |
National Headquarters | 144.9 |
66.0 |
246.9 |
19.8 |
85.1 |
57.0 | 132.5 |
752.3 |
Total | 588.0 |
95.6 |
722.5 |
70.3 | 173.9 |
61.0 |
146.3 |
1,857.5 |
Note: $73.5 million Unallocated Grants and Contributions are not included in the numbers stated above; $334.3 million in expenditure authority and $138 million in revenue are held at the corporate level until the regional reallocation is determined. |
Table 13: Status Report on Major Crown Projects
Over the next three years, the Royal Canadian Mounted Police will be the lead department and will manage the following major Crown projects:
2006-2007
1. Real Time Identification
2007-2008
1. Real Time Identification
2008-2009
1. Real Time Identification
For further information on the above-mentioned major crown projects see:
www.tbs-sct.gc.ca/est-pre/estime.asp
Table 14: Details on Transfer Payments Programs | ||||
Purpose of Contributions: To compensate non-RCMP police forces for transportation costs associated with attending courses at the Canadian Police Collage in Ottawa, Ontario Objectives: To encourage non-RCMP police forces in upgrading their knowledge by attending courses offered at the Canadian Police College. By compensating participants for travel costs all police forces are put on a equal basis as far as accessibility to training is concerned |
||||
($ millions) |
Forecast Spending 2005-2006 |
Planned Spending 2006-2007 |
Planned Spending 2007-2008 |
Planned Spending 2008-2009 |
National Police Services | 0.4 | 0.4 | 0.4 | 0.4 |
Total Contributions | 0.4 | 0.4 | 0.4 | 0.4 |
Purpose of Grants: to compensate members of the RCMP for injuries received in the performance of duty and to compensate families and survivors of members who have lost their lives while on duty Objectives: to provide for the payment of pensions to certain persons appointed as members of the Royal Canadian Mounted Police |
||||
($ millions) |
Forecast Spending 2005-2006 |
Planned Spending 2006-2007 |
Planned Spending 2007-2008 |
Planned Spending 2008-2009 |
RCMP Veterans Association | 0.0 | 0.0 | 0.0 | 0.0 |
International Association of Chiefs of Police | 0.0 | 0.0 | 0.0 | 0.0 |
Survivors of members killed on duty | 1.5 | 1.5 | 1.8 | 1.8 |
Pensions under the RCMP Pension Continuation Act | 22.0 | 23.0 | 23.0 | 23.0 |
To compensate members of the RCMP for injuries received in the performance of duty |
41.6 | 48.8 | 55.8 | 62.2 |
Pensions to families of members of the RCMP who have lost their lives while on duty | 0.1 | 0.1 | 0.1 | 0.1 |
Total Grants | 65.2 | 73.5 | 80.7 | 87.1 |
Total Transfer Payments Program | 65.6 | 73.8 | 81.1 | 87.5 |
Table 17: Horizontal Initiatives
Over the next three years, the Royal Canadian Mounted Police will be involved in the following horizontal initiatives as the lead partner:
1. Integrated Border Enforcement Teams (IBETS) – Lead
2. Integrated Market Enforcement Teams (IMETs) – Lead
3. Integrated National Security Enforcement Teams (INSET) – Lead
Note: According to TBS requirements, the INSET program does not qualify as a Horizontal Initiative, however, the RCMP feels this program is a high priority and warrants inclusion in this report.
Further information on the above-mentioned horizontal initiatives see:
www.tbs-sct.gc.ca/est-pre/estime.asp
Table 18: Sustainable Development Strategy | |
RCMP | |
Points to Address | Departmental Input |
1) How does your department / agency plan to incorporate SD principles and values into your mission, vision, policy and day-to-day operations? |
The current RCMP SDS, Communities + 2003 used the vision of “Safe homes, Sustainable Communities” to ensure alignment with the RCMP vision of “safe homes and safe communities”. Many of the principles of SD are already integrated into the philosophies and approaches used by program activities such as CCAPS. Objectives in two out of the three strategic priorities found in Communities + 2003 are integrated into Operational Balanced Scorecards. In the new RCMP policy suite for assets, 14 policies integrate sustainable development practices into the management of assets. Sustainable Development practices will be integrated into the new Detachment Performance Plans. Through constant communication, the RCMP SD section educates RCMP employees and managers on how to integrate SD principles into their day-to-day decision making process. |
2) What Goals, Objectives and Targets from your most recent SDS will you be focusing on this coming year? How will you measure your success? | The development and implementation of Communities + 2003 demonstrated that the social dimension of SD is well integrated into the existing RCMP philosophy and planning process. The RCMP continues to focus on the “Stewardship of Resources” objectives expressed in the current and two previous SDS’s. The RCMP will gather additional baseline information about its environmental impact to better understand its environmental footprint and set new quantitative improvement targets. Through the Balanced Scorecard process, the RCMP established the following specific performance targets for priority areas: Green Buildings: 4 integrated design charettes for new buildings Green Buildings: 100% of new construction to have a green building objective Energy: 4 projects funded through the new RCMP Energy Reduction Incentive Fund Energy: 3% further reduction in Green House Gas (GHG) emissions Fuel storage tanks: Have management plans for the RCMP 74 reportable tanks Contaminated sites: Have 192 additional sites assessed |
3) Identify any sustainable Development tools such as Strategic Environmental Assessments or Environmental Management Systems that will be applied over the next year. | The recent revamping of the Capital Project Delivery System resulted in the integration of Strategic Environment Assessment (SEA) into the system. 2006-2007 will act as the pilot year. In 2005-2006, the RCMP performed a post-submission SEA on the Long Term Capital Plan (LTCP) as a pilot project. In 2006-2007, the SEA will be integrated to the development of the LTCP. In 2005-2006, the RCMP developed a customized Environmental Management System (EMS) under the title Sustainability Management System (SuMS) which integrates most of the existing management processes but widens the scope to all elements captured in the SDS. SuMS intends to complete the continuum between practitioner’s operational tools and policies. In 2006-2007, the RCMP will start managing based on the SuMS. In 2006-2007, the RCMP will implement a verification program, based on our environmental auditing process, to identify compliance and performance gaps. This verification program, together with baseline improvements, will further refine the RCMP’s capacity to focus its SD actions towards areas of greatest risks, opportunities and impact. |
Table 19: Internal Audits and Evaluations | |||
Internal Audits or Evaluations | |||
Project |
Type | Estimated Start Date |
Estimated Completion Date |
Investigation Management Control Framework |
Internal Audit | Ongoing | March 2006 |
Management and Administration of Compensation Benefits |
Internal Audit | Ongoing | May 2006 |
IT Security Framework | Internal Audit | Ongoing | September 2006 |
Canadian Air Carrier Protective Program (CACPP) |
Internal Audit | Ongoing | June 2006 |
Audit of National Security Operations – Criminal Intelligence Management Control Framework | Internal Audit | Ongoing | September 2006 |
Departmental bank accounts | Internal Audit | Ongoing | May 2006 |
Pension Plan Financial Statements |
Internal Audit | Ongoing | February 2006 |
Recruiting | Internal Audit | September 2006 | September 2006 |
Prime BC | Internal Audit | April 2006 | December 2007 |
Financial Reporting |
Internal Audit | May 2006 | March 2007 |
TEAM |
Internal Audit | September 2006 | March 2007 |
Real Time Identification (RTID) |
Internal Audit | September 2006 | September 2006 |
Formal Follow up on OCC review |
Internal Audit |
May 2006 | March 2007 |
Shiprider Proof of Concept | Formative Evaluation | Ongoing | February 2006 |
Integrated Border Enforcement Teams (IBET) |
Summative Evaluation | Ongoing | March 2006 |
Integrated National Security |
Formative Evaluation |
February 2006 | September 2006 |
Source Development Unit (SDU) |
Formative Evaluation | February 2006 | September 2006 |
Public Safety and Anti-Terrorism Initiatives (PSAT) |
Strategic Evaluation | April 2006 | March 2007 |
Pension Plan Outsourcing | Summative Evaluation | April 2006 | December 2006 |
Aboriginal Policing Services | Formative Evaluation | Ongoing | September 2006 |
Canada’s Drug Strategy Awareness | Formative Evaluation | April 2006 | March 2007 |
NORAD NorthComm Needs |
Assessment (Evaluation) | February 2006 | June 2006 |
First Nations Organized Crime |
Formative Evaluation (PSEPC Lead) | Ongoing | March 2006 |
Integrated Market Enforcement |
Formative Evaluation (PSEPC Lead) | Ongoing | February 2006 |
Measures to Combat Organized Crime (MCOC) | Summative Evaluation (PSEPC Lead) |
Ongoing | April 2006 |
Copies of RCMP Internal Audit and Evaluation reports can be found at: www.rcmp.ca/corpman/audit_evaluation-eng.htm
Corporate Management and Comptrollership (CM&C)
In 2006-2007, CM&C will continue to be driven by the RCMP strategic goal of providing safe homes and safe communities for Canadians and by the RCMP's strategic priorities of Organized Crime; Terrorism; Youth; Service to Aboriginal Communities; and, Economic Integrity.
CM&C will also be driven by its two overarching themes: Live within Budgets and Live within the Rules which will ensure effective management and accountability for resources consistent with the RCMP's 2006-2007 Management Strategy on Stewardship.
Live within Budgets means responsible spending and stewardship of financial resources within allocated budget levels and within the framework of the Financial Administration Act, government policies and the RCMP/CM&C financial policies and procedures.
Live within the Rules means effective stewardship, management and control of financial resources and assets by respecting and remaining within delegated authority levels and by strict adherence to the framework of relevant government legislation and policies and also to RCMP/CM&C policies and procedures.
Within the RCMP, there are ongoing pressures for CM&C to meet operational and other needs and challenges through the provision of sound finance; asset and facility management; procurement and contracting policies; systems; services and support. Functional specialists in finance, assets and procurement will be at the center of the RCMP's responses to these challenges.
The RCMP will need to compete successfully with other government departments for scarce resources at a time when many of our programs are still under-funded and we are seeking additional resources to meet these and new demands.
The results of the Auditor General's audit on the proper conduct of public business are anticipated in 2006. Since the RCMP was one of the departments reviewed, there will be a requirement to review the relevant portions of this major report and develop, where necessary, management responses and action plans.
Further progress is planned and required on major high risk/high profile/high value projects and initiatives; for instance, the major accommodation projects such as progress on the construction of new HQ buildings in "E" and "H" Divisions, the implementation of options for the Vanier Campus (Nicholson), and a broad spectrum of training facility initiatives at Depot, Innisfail, the Canadian Police College, and Connaught.
One of the most critical realities, however, is that the RCMP has increasingly less and less financial flexibility; the margin between expenditures and available budgets is extremely limited regardless of the fact that it is achieving unprecedented levels in its revenue collections – in 2004-2005 it achieved 99.8%. This, therefore, means that in 2006-2007, even stronger monitoring and control of budgets by managers across the Force, (supported by CM&C) will be the new reality.
As the RCMP's functional authority for financial resources and assets, CM&C's ongoing challenges include:
Internal Audit, Evaluation and Management Review/Quality Assurance
A key element of the governance structure of the RCMP includes the provision of strategic, high quality and professional internal audit; program evaluation; and, management review (MR). Quality assurance (QA); the development/implementation of policies, standards, tools and procedures; and, annual and long-term risk-based audit/evaluation plans also serve to support government-wide and Force priorities.
Internal Audit
We have an effective internal audit function that has been cited as "Notable" by TBS in its annual Management Accountability Framework Assessment of the RCMP. In 2006-2007, Internal Audit will continue to provide assurance services on risk management, control, and governance processes, consistent with the International Standards for the Practice of Internal Audit.
A new TB Policy on Internal Audit came into effect on April 1, 2006. The implementation of this new policy will be a multi-year initiative, requiring additional resources, a carefully planned transition and monitoring of results. Key elements of the new policy include the following:
Evaluation
In June of 2005, a risk-based evaluation plan was developed and approved by the RCMP's Audit and Evaluation Committee, and in accordance with TBS policy, a copy of the plan was forwarded to Treasury Board.
At the June 2005 meeting of the Audit and Evaluation Committee, the Chief Audit Executive (CAE) proposed that the Evaluation Directorate focus its limited resources and efforts on providing policy advice, guidance and contract management to the Force.
Major program evaluations (such as those in Federal and International Operations (FIO) and Contract, Community, and Aboriginal Policing Services (CCAPS)) would be contracted out under the direction of the Evaluation Directorate and financed by the affected program area. Quality control would be provided by the Director, Program Evaluation thus ensuring independence and objectivity.
Management Review /Quality Assurance
To ensure responsible programs and services, in addition to our corporate internal audit and evaluation services, an effective operations-oriented review program is in place. We have updated our Management Review / Quality Assurance program and tools to include Integrated Risk Management (IRM) principles and regional review service groups are in place to promote effective program implementation.
The Quality Assurance process, starting this year, will be incorporated into the Detachment Performance Plan (DPP). QA and DPP share some common processes and the integration will ensure that Detachment and Unit Commanders have only one master document to manage when considering their planning and monitoring activities.
The RCMP has a structured planning cycle. Using the latest environmental scan as a starting point, priorities are chosen and strategies are developed for those priorities. Using the Balanced Scorecard methodology, strategies are developed and aligned across the organization. Business plans are prepared at the division level and aggregated into program activity plans. All business plans capture: an environmental scan, an identification of risks and mitigation strategies; an identification of unfunded pressures; initiatives aligned with critical objectives emanating from the strategic priorities; an articulation of initiatives in support of division or program activity strategy, as well as a breakdown of all activities according to the Program Activity Architecture. In addition, funding for initiatives that are no longer strategic priorities are assessed for reallocation to higher priority initiatives once the balance of risks has been completed.
The Strategic Policy and Planning Directorate (SPPD) reviews the divisional and business line plans in order to ensure corporate planning is aligned to operational priorities. Plans presented which do not support the organizational strategy, are challenged and refined as necessary.
All identified unfunded pressures are supported by a comprehensive business case, approved at the Deputy Commissioner level. The collective pressures are then analyzed and prioritized using an RCMP developed prioritization tool. This tool weighs the pressure against factors such as: public safety; alignment with government priorities, alignment with RCMP priorities; value for investment, etc. This close examination results in a prioritized list of unfunded pressures for budgetary consideration.
Starting in 2006-2007, Detachment Performance Plans that incorporate best practices in performance management will be implemented to reinforce excellence in service in our communities and will support the business planning process.
The RCMP Strategic Policy and Planning Directorate is actively enhancing its capacity to track, analyze, and apply within the horizontal cadre of government initiatives the emergence of cabinet documents, inter and intra-governmental agreements, policy initiatives, and research agendas/trend analysis.
Strategic Planning and Performance Management
Strategic planning is absolutely imperative to a well-functioning organization. It guides decision making, facilitates effective use of resources and provides us with critical feedback. Our planning cycle is based on a continuous integrated approach and is augmented by strategic activities meant to enhance and support informed decision making.
Our planning cycle is highlighted by three significant periods of review.
First review (late spring):
The outcome of this review either confirms or refocuses our priorities to better reflect the needs of Canadians within a three- to five-year horizon. With the issuing of the Commissioner's Directional Statement, all levels of the RCMP can begin to focus on their respective responsibilities to Canadians and what plans could enhance the delivery of our services.
Second review (fall):
Once complete, corporate-level business plans are then developed – the lag ensures these plans reflect the priorities and needs of Operations.
Third review (late winter):
While all of these periods of review have a specific focus, they also offer opportunities for ongoing review (look back) and forecasting (look ahead) – critical to determining if we are on the right track – or if adjustments are required. In order to support more immediate requirements for informed decision making, a quarterly performance reporting cycle is also in place, allowing for the continuous tracking of initiatives and expected outcomes.
National Business Plans
A Senior Management Steering Committee has been established at National Headquarters to provide the necessary leadership and direction to ensure robust business planning in the RCMP.
Divisional Business Plans
As is the case with their Headquarters counterparts, business plans at the division level are required. Not only do they reflect a clear understanding of our national strategic priorities and the "fit" with their activities, there is a comprehensive understanding of local issues and priorities.
Environmental Scanning
Every three years we conduct a comprehensive Environmental Scan to review the macro-level trends, both international and domestic, that are shaping our environment. Our efforts are focused on seven key dimensions – demographics, society, economy, politics and governance, science and technology, environment and public safety and security – highlighting new trends and updating previously reported issues. In each of the two years between comprehensive Environmental Scans, we conduct focused scans on an emerging area of importance to the RCMP.
In 2005, a feature focus was conducted on Economic Crime highlighting the current level of risk Canadians face and ultimately led to the adoption of a new strategic priority for 2006-2007 – Economic Integrity.
Core Surveys
Surveys are conducted on an annual basis in an effort to capture baseline opinion data regarding our performance. Questions predominantly focus on general satisfaction areas; for example: our role in safe homes and safe communities; quality of service; professionalism; sensitivity; community involvement; visibility; value of partnerships; and, communication. Populations canvassed include: general Canadian population; clients of Contract Policing; policing partners; employees; and, stakeholders.
The survey results are used as metrics to inform managers on the progress of their objectives and as reference material for the further development of their plans and priorities.
Taken together, some common messages emerge from the various core survey results. The RCMP's contribution to ensuring the safety of our homes, communities and country is perceived as important. Our organization is viewed as professional, with integrity and honesty valued. However, communication regarding the nature of and rationale behind our activities is an area for improvement.
In its 2005 Management Accountability Framework Assessment, TBS commends the RCMP for the progress it has achieved in implementing the client satisfaction survey component into their overall management approach. The RCMP's Survey Centre conducts annual client, partner and stakeholder surveys. Baseline satisfaction levels were established in 2003. The Survey Centre provides in-depth analysis of the survey results. Managers set targets, put initiatives in place, and monitor satisfaction rates.
For these surveys the RCMP utilizes the Government's Common Measurement Tool (CMT) and survey results are posted on the external and internal web. The RCMP will be utilizing the next employee survey (2007) to assess employee perceptions of leadership performance with respect to values and ethics.
Consultation and Engagement
Consistent with Government priorities to ensure the broader engagement of partners in plans and priorities, we are pursuing a national consultation and engagement strategy. This will not only ensure the interests and needs of our partners are appropriately reflected in our plans and priorities, it will support our collective efforts in considering the benefits to be realized in shared service delivery.
As our consultation and engagement strategy evolves, this practice will become one of our business maxims.
The Balanced Scorecard – Our Performance Management System
The Balanced Scorecard was adopted by the RCMP as its tool for furthering strategy-focused, performance-managed business planning. It allows us to manage and measure our performance against our strategic priorities and objectives. In addition, it facilitates proactive planning, which is essential for clarifying objectives and actions and for identifying areas where resources could be used more efficiently to improve the delivery of RCMP programs and services.
Consistent with several other performance management processes, the Balanced Scorecard shares many commonalities with other key Government plans and priorities – including Results for Canadians, Modern Comptrollership and the Service Improvement Initiative, as examples.
In essence, the Balanced Scorecard guides us in gauging critical intangibles such as people, data and environment and assists all levels of management in identifying what key factors will enable business "success" or goal achievement. It also gives us the ability to tell the RCMP story by demonstrating "what we do and why" and to gain recognition for the critical role we play in providing safe homes and safe communities for Canadians.
There are several other potential benefits – determination of managerial accountability in achieving performance results; communication of strategic priorities across an organization; clarity and transparency around the allocation of resources; and, consistent reporting on results. With the alignment of operations and objectives, this ensures resources deliver value and are used in the best possible way.
Over the past two years, performance reporting to our Senior Executive Committee (SEC), chaired by the Commissioner of the RCMP, has followed a rigorous and demanding schedule so that a culture of performance management could be quickly instilled into our organization. The use of the Balanced Scorecard is now firmly entrenched as an integral part of our daily business practices and is a contributing factor towards the advancement of our strategic priorities.
In a 2005 Harvard Business School publication, Balanced Scorecard Hall of Fame Report 2005, the RCMP is featured as a recent inductee into the Balanced Scorecard Hall of Fame. The RCMP adopted the Balanced Scorecard as its performance management system in August 2001 in response to the new policing demands of the 21st century as a means to demonstrate accountability to its many stakeholders and to clarify and execute its strategic priorities. The RCMP is currently the only federal law enforcement agency in the world to use the Balanced Scorecard and it is the only Government of Canada department to have received the prestigious honour of being inducted into the Balanced Scorecard Hall of Fame.
For more information on the Balanced Scorecard, please go to: www.bscol.com
For more information on performance management in the RCMP, please see: www.rcmp-grc.gc.ca
Detachment Performance Plans
Starting in 2006-2007, Detachment Performance Plans that incorporate best practices in performance management will be implemented to reinforce excellence in service in our communities and will support the business planning process.
The Detachment Performance Plan (DPP) will:
Performance plans will capture key information for all levels of the organization that:
Performance plans will also:
The DPP responds to issues identified or recommendations made in an OAG November 2005 report:
In the fall of 2006 approximately 750 Detachments will be completing their Performance Plan (DPP). The Detachment/Unit Performance Plan is expected to make a significant impact on the way we do business.
Information Management/Information Technology
As has been the case over the last few years, several key factors will continue to impact on the IM/IT community:
We have made significant progress in addressing these issues and we are committed to further strengthening the management of our IM/IT resources.
The RCMP's success in furthering intelligence-led and integrated policing is largely dependent on information systems and technology to facilitate the gathering and management of information, the creation of intelligence, and the cooperative and coordinated exchange between partners. Integrated operational mechanisms – like the Police Reporting Occurrence System (PROS) and our work on the Integrated Query Tool (IQT) – will link databases so that information can be retrieved from a number of systems.
As a key member of the federal justice community, we have important responsibilities in working to ensure that existing and planned IM/IT systems are compatible and consistent with one another – and as part of the vital support systems within the larger criminal justice system. Our goal is to optimize the use of compatible systems by the Canadian law enforcement community to ensure that information and intelligence is accessible and available to those who need it in a timely manner.
By leveraging common IM/IT investments, there are potential benefits for all partners:
The RCMP's IM/IT program is delivered from National Headquarters and four regions across the country. Accountability for IM/IT initiatives is dispersed throughout the organization, with some initiatives under the direct authority of the Chief Information Officer (CIO) and others under the authority of regions or policy centres. Senior management at annual planning sessions identifies strategic priorities. Major IM/IT plans and issues are shared with senior executive staff during Senior Management Team retreats throughout the RCMP planning cycle given the priority and importance assigned to IT projects by Senior Executive Committee (SEC).
The RCMP has continued its efforts to strengthen program and project management by establishing an IM/IT Planning Framework, standardized Project Management Methodology and centralized procurement controls. Progress on all key projects is reported periodically to the CIO on either a monthly or quarterly basis. These reports outline progress against plans, as well as major risk areas and mitigation strategies. New or enhanced IM/IT business solutions, programs and services that raise privacy issues must develop, conduct and update a Privacy Impact Assessment (PIA) – all PIA submissions are also reviewed by Access to Information (ATIP), to ensure compliance with federal requirements and the Privacy Act.
We are committed to improving the quality of IM/IT services through the implementation of a Continuous Service Improvement Program (CSIP). The main goals of this program are to strengthen IT Governance and implement IT Service Management "best practices" such as Information Technology Infrastructure Library (ITIL). CSIP and the newly established CIO Project Office will improve the IM/IT program and project management by providing a disciplined approach to strategic and business planning, enhanced prioritization of projects, project approval and oversight as well as IT service support and service delivery. In addition, we are integrating the Balanced Scorecard (BSC) planning and reporting tool into IM/IT projects and initiatives to ensure performance is reported against strategic objectives on a 90-day cycle.
The Human Resources Sector is committed to furthering its vision of enabling operational readiness. This requires us to continue to attract, develop and retain the people who will best support the achievement of this key objective. The HR planning process, now integrated with the RCMP business planning process, is a critical element to realizing this vision.
Given the operational nature of our work, certain workforce realities and service delivery expectations, our HR planning focus has necessarily been on our Regular Member population – to ensure the RCMP is appropriately positioned to deliver on its public safety commitments. Nevertheless, we must also focus our attention on planning for our Civilian Members and Public Service employees, who not only comprise a significant portion of our workforce but are also essential to our success in realizing organizational objectives.
The Strategic Leadership Initiative
Over the past two years, the Strategic Leadership Initiative (SLI) examined several key factors in charting the course to a renewed future state for the RCMP's Human Resources. This included analyzing the current state of business processes and relationships, determining gaps and shortcomings, and identifying key areas of focus for HR modernization – to not only ensure greater alignment between the HR function and the business we support, but to reposition it as a strategic and value-added partner, through a stronger client-centred, operational focus.
With much of this process work completed and a model developed, the transition from project status to business is underway, with HR policy centres now beginning to assume the responsibility for implementing requisite changes.
Over the next year, we will focus on the following priorities:
Recruiting – Attracting the Next Generation of Talent
A projected increase in attrition rates due to retirement and growth in new positions in the Force are creating unprecedented demands for new members at a time when the age group from which the RCMP typically recruits is shrinking. To address this, the National Recruiting Strategy has been developed to ensure we are appropriately positioned to meet our future human resource needs. Our priorities include:
Succession Planning – Developing the Next Generation of Leaders
With projected high attrition rates due to retirement, a focus on succession planning is integral to the continued success of the RCMP in meeting its operational commitments.
Our priorities include:
Learning Investment – Maximizing our Training in Support of Operations
We are committed to the implementation of the Learning Investment Strategy to ensure the efficient and effective management of the RCMP's national learning, training and development resources. Through effective governance and alignment of learning and training resources, we will be better able to support the organization's strategic and operational priorities, as well as ensure that our employees have the necessary knowledge, skills and competencies to carry out their duties.
Our learning priorities over this next year will focus on building individual capacity, strengthening organizational leadership, and enhancing operational performance. Specifically, our efforts will include the following:
Standardization – Ensuring Common, Consistent and Sustainable HR Policies, Programs and Services
Competency-based Management
Competency-based management (CBM) is an approach to managing employee performance based not just on "what" work is being done, but also on "how" the work is being accomplished – ultimately, it is about getting the right people doing the right jobs. A team has been tasked with researching and creating an expanded Competency-based Framework for the RCMP. Specific profiles are being created for different jobs, listing the most critical elements required for success in that job.
Public service employees are an equally critical part of our workforce. The new Public Service Employment Act, which came into effect at the end of December 2005, marks the beginning of how we will now staff positions in our organization. With a staffing system that promotes flexibility, access, fairness and transparency, while ensuring the values of merit and non-partisanship remain at the heart of the system, we will be better positioned to further HR plans and priorities through the efficient and effective staffing of PS positions. Information sessions on the new legislation are being conducted throughout the organization so that employees at all levels will be able to recognize the benefits and advantages associated to the PSEA.
Promoting a Healthy, Safe Workplace and Productive Workforce
Health Services Renewal
Our efforts at Health Services renewal are ongoing, including programs as well as policy, process enhancements and new services.
Our priorities include:
The Duxbury Report
In 2001, 5,114 RCMP employees participated in a national Health Canada-sponsored survey administered by Dr. Linda Duxbury. This was followed in 2003 by a study commissioned by the CHRO to better understand emerging issues, as well as longitudinal trends. This internal scan of employees' perceptions of the workplace, coupled with the internal employee survey findings from 2003 and 2005, will be widely communicated to drive out organizational change initiatives at the local level. Further data mining will contribute to informed forecasting of human capital and informed decision making.
Areas of weakness were identified and will be the focus for improvement including the work environment (e.g. workload and structure), internal programs (e.g. rewards and recognition, career development and people management) and outcome measures (e.g. retention rates).
Since 2003, a number of initiatives have been undertaken which address elements of the report. Improvements are ongoing and are a shared responsibility of all employees and management levels across the organization. The Senior Executive Committee (SEC) adopted an organizational response that will establish employee wellness as a priority.
New Harassment Policy
A new policy on Prevention and Resolution of Harassment in the Workplace was implemented in 2005 and is now the subject of its first formal review. Extensive consultation with employee representatives is currently taking place, and the response from various stakeholders is evidence of the commitment everyone has toward the eradication of harassment in the workplace. Once the evaluation is complete, necessary further action will be identified.
Technology – Enabling User-friendly and Leading-edge HR Systems
To better coordinate and facilitate the requisite changes to IM/IT systems in support of our HR needs, a Technological Integrator has been identified to prioritize and further key projects and enhancements.
Our priorities include:
Integrated HR Planning – Integrating Key HR Considerations into Strategic Planning
HR Sector planning requirements have now been mapped to key corporate milestones and timelines, and an ambitious planning agenda has been charted which will better position the Sector in its efforts to further short- and long-term HR considerations into business planning.
To ensure the organization's HR investments and needs can be more appropriately monitored and tracked, HR considerations will be more inclusive in next year's business plan template so we can further the important reality that human resources management is everyone's business. In our efforts to ensure the sound stewardship of human resources, the Human Resources Management Framework has also been developed. This establishes the Force's standards and expectations for sound human resources management, supported by clearly articulated principles, accountabilities and processes in support of efficient and effective HR service delivery. Review and validation of the framework is now in progress.
As part of next year's business and strategic plans, regional components and perspectives will also be highlighted so we can be assured we are developing HR plans and priorities which not only benefit our business practices, they enable our frontline service providers.
On May 17, 2006 the responsibility for the Firearms Act and its regulations were transferred to the RCMP.
I welcome this new responsibility, and I am confident that the integration of the Canadian Firearms Program into existing RCMP operations will allow Canadian police authorities to more effectively coordinate gun control activities with other crime control measures.
To ensure the RCMP maintains the strong commitment of the former Canada Firearms Centre (CAFC) of transparent reporting to Parliamentarians and Canadians, what follows is a special chapter dedicated specifically to the transition of CAFC and the day-to-day operations of Canadian Firearms Program (CFP) into the RCMP. This chapter describes the expected benefits of transferring the Firearms Program to the RCMP, sets out the plans and priorities of the 2006-2007 fiscal year, provides a summary of the Firearms Program planning and performance framework as well as key financial information.
The effective operation of the Firearms Program is important to approximately two million Canadians who hold a valid firearms licence. It is also important to the law enforcement community, who rely on the information contained in the Canada Firearms Information System to help them keep our homes and communities safe.
The RCMP has a solid track record of operating national databases and repositories for the benefit of the entire Canadian law enforcement and criminal justice communities. I am confident that our expertise in providing effective stewardship of these national systems will be of significant value as we undertake to operate the Firearms Program.
As Canada's national police force, the RCMP will continue to uphold the Firearms Act as envisioned to protect the rights of all Canadians. Our operation of the Firearms Program will not impact on our policing mandate or vice versa, except where legislation compels our police officers to act.
As Commissioner of the RCMP, I look forward to meeting the challenges related to the Firearms Program and I am committed to building upon the work done over the past several years by the staff working within the former CAFC in issuing firearms licences (individual and business) and registration of firearms in Canada.
Under the direction of the RCMP, the Firearms Program will continue to enhance public safety by providing support to law enforcement agencies efforts aimed at the prevention and investigation of firearms related criminal activity. The RCMP will work closely with its partners to ensure that the Firearms Program continues to contribute to safe homes and safe communities in Canada.
G. Zaccardelli
Commissioner
Canada's new Government is committed to effective firearms control that targets criminals, while maintaining the highest standards of public safety. On May 17, 2006, the Government announced:
The transfer of responsibility for the Firearms Act and regulations, including the firearms registry, to the RCMP will aim to provide a cost-effective firearms program that will meet the Government's commitment to accountability.
The government announced it will also take action to improve service delivery introducing a more cost-effective lifetime licensing system that will eliminate waste and avoid unnecessary burdens on firearm registrants. Under this system, the police will be able to know and verify who is authorized to own legal firearms and who is not. The transfer will also make it easier for Canadian police authorities to coordinate gun control activities with other crime control measures.
The transfer of the responsibility for the Canada Firearms Centre (CAFC) to the RCMP includes the transfer of all CAFC approved funding and existing personnel. The RCMP also assumed responsibility for all ongoing operational aspects of the program, including relationships and funding commitments with opt-in provinces and the Canadian Border Services Agency.
Within the RCMP, the Firearms Program will be managed under the National Police Services (NPS) responsibility area. By integrating the program within NPS, the opportunity exists to achieve efficiencies and improve interoperability with many other key programs such as National Weapons Enforcement Support Team (NWEST), Forensic Science and Identification Services. Given that NPS provides services to the entire law enforcement and criminal justice communities, it is expected that positioning the Firearms Program as part of NPS will lead to optimal results and the best possible service to clients.
It is anticipated that in the short-term, the transfer will be cost neutral but may present opportunities for synergy and potential cost savings in the medium to long term through attrition and the integration of corporate activities such as Finance, Human Resources Administration and Information Technology systems into existing RCMP operations.
The reduction of the Firearms Program's annual budget by $10 million, in 2006-2007 and beyond can be achieved without significantly impacting operations or client service. It is anticipated that the potential for further savings may be realized as and when economies of scale associated with the transfer to the RCMP are achieved, and when and if changes to legislation are approved.
In harmony with the RCMP's mission statement of safe homes and safe communities, the Program's mission is to support police and other law enforcement organizations; prevent the misuse of firearms in Canada; enhance public safety by helping reduce death, injury and threat from firearms through responsible ownership, use and storage of firearms.
The RCMP will continue to develop and oversee an effective firearms registration and licensing system that will assist in the reduction of gun violence and meet the Government's principal obligations under the Act. The Firearms Program is intended to reduce gun violence by:
The Firearms Program will undertake activities in support of:
The RCMP will operate the Firearms Program in accordance with its core values as well as the following:
Given the timing and complexity involved with the transfer of responsibility, a transition period will be necessary to effectively migrate CAFC's Program Activity Architecture (PAA), financial and human resource data into the RCMP's PAA, financial and human resource systems. In the interim, to maintain transparent, consistent and complete reporting to Parliament and Canadians for planning year 2006-2007, CAFC's existing PAA will be linked to the RCMP's PAA. At the earliest opportunity, the RCMP will work with Treasury Board Secretariat to integrate CAFC's PAA more fully into the RCMP's PAA in a manner that will integrate it with appropriate Activities and/or Sub-Activities.
The graphic below identifies how the RCMP and CAFC PAAs will be integrated in 2006/07.
Program Activity Architecture
The Program Activity Architecture (PAA) for CAFC was amended for 2006-2007 to provide better clarity to the infrastructure, services and support functions performed within each of the operational areas.
Canadian Firearms Program | ||||||
Strategic Outcome | The risks to public safety from firearms in Canada and international communities are minimized | |||||
Program Activities | Registration, Licensing and Supporting Infrastructure | Policy, Regulatory, Communication and Portfolio Integration |
The RCMP will seek Treasury Board approval to transition the Canadian Firearms Program as a component within National Police Services (NPS) which is responsible for many police support programs. The Program will retain its core values and commitment to safe homes, safe communities that directly support the RCMP strategic priorities of Organized Crime, Terrorism, Youth and Aboriginal Communities.
1 Planned Financial and HR resources for the program are depended upon passage of Bill C-21 An Act to amend the Criminal Code and the Firearms Act. For this reason, planned spending for 2007-2008 and 2008-2009 are not yet defined.
*Reflects the Main Estimates allocation for CAFC as tabled in Parliament; does not reflect the $10M operating reduction announced by the Government on May 17, 2006.
The Firearms Program is a multi-departmental and multi-jurisdictional program for which the RCMP now has lead responsibility. The core activities of the Program are shown in the chart below:
The Canadian Firearms Information System (CFIS) is designed to support the administration of the Firearms Act. Responsibility for administering and maintaining CFIS now rests with the RCMP. In federally administered jurisdictions, the RCMP, through Chief Firearms Officers (CFO), is responsible for the administration of the Act: British Columbia and Yukon Alberta and Northwest Territories, Saskatchewan and Nunavut, Manitoba and, Newfoundland and Labrador. The provinces of Ontario, Quebec, New Brunswick, Prince Edward Island and Nova Scotia administer responsibilities within their jurisdictions, under direction of their provincial governments, in a manner consistent with the Firearms Act.
The provincial operations are funded by the Government of Canada through contribution agreements entered into between the Government and individual provinces. The RCMP will also work with Aboriginal and other community organizations to further the understanding of, and compliance with, program requirements. These efforts are also funded through contribution agreements.
The RCMP operates the Canadian Police Information Centre (CPIC), which interfaces with CFIS to provide timely information to Chief Firearms Officers making decisions about client licensing and continuous eligibility. The RCMP is also responsible for the National Weapons Enforcement Support Team (NWEST). NWEST supports the work of local police services across Canada in combating the illegal smuggling and trafficking of illicit firearms.
The Canada Border Services Agency (CBSA) is responsible for administering elements of the Firearms Program at Canada's border crossings. These elements of the Firearms Program are funded through Memoranda of Understanding with CBSA. The Department of Foreign Affairs and International Trade Canada (DFAIT) issues import and export permits for firearms under the Export and Import Permits Act. DFAIT is not refunded the cost of the activity as it was part of its mandate prior to the passage of Bill-C68, in December 1995. DFAIT will continue to issue these permits until such time that the regulations for the importation and exportation of firearms come into force and form part of the Firearms Act.
Risks, Challenges and Opportunities
The RCMP is committed to assisting the government in contributing to safe homes and safe communities. It will continue to build on successes and lessons learned to meet the Firearms Program's future risks, challenges and opportunities.
Understanding firearm owner behaviour in Canada will continue to be a priority. While the vast majority of firearm owners renew licences, some still do not do so despite repeated attempts at simplifying obligations to comply with the Firearms Act. In order to mitigate this risk, an analysis to better understand why a minority of Canadian firearm owners have yet to comply with the Act will be undertaken as well as ways to simplify client interactions. Simple, easy to use forms have been well received by the clients in the past and contributed to increased compliance with the Firearms Act. A new, simplified licence renewal form was introduced in July 2005. This new form, along with renewal reminders, had a noteworthy impact on improving the rate at which clients renew licences.
The quality of data gathered and maintained is of paramount importance. As law enforcement partners increasingly rely on CFP information to carry out their work – thereby improving officer safety and reducing risk to the public – the need for accurate and up-to-date information continues to grow. Dedicated efforts will be maintained to ensure that high standard for data quality is well understood by law enforcement partners. We will continue to improve client service through the optimization of web-based transactions (i.e., online address changes, business-to-business or business-to-individual transfers). The continued use of web-based transactions will improve quality of data gathered for clients and reduce costs.
The RCMP will continue efforts to develop and maintain broad-based relationships with client and stakeholder groups. Gun control is a sensitive area of public policy and administration, and opportunities to enhance understanding and participation must be recognized.
Moving forward, existing and future priorities of the Program will be aligned to achieving a single strategic outcome, "the risks to public safety from firearms in Canada and international communities are minimized", in the most effective and efficient manner possible.
The priorities are:
1. Ensure that the public safety benefits of the Canadian Firearms Program are optimized:
2. Support continued compliance with the law:
3. Continue to engage the public, partners, and other communities of interest to further improve the Program:
4. Increase effectiveness of internal operations
Results and Performance Framework
Strategic Goal |
|||
The risks to public safety from firearms in Canada and international communities are minimized. |
|||
Expected Results and Indicators |
|||
Expected Results
|
Indicators
|
||
Activities and Outputs | |||
Registration, Licensing and Supporting Infrastructure: Administering efficient and effective registration, licensing and other non-registration activities | Policy, Regulatory, Communication and Portfolio Integration: An effective legislative, regulatory and policy framework in support of the Firearms Program | ||
Activities:
The Act is administered |
Outputs:
|
Activities:
Program compliance is supported by effective public awareness activities |
Outputs:
|
Efficient, client-centered services and streamlined processes are in place |
|
Policies and programs are improved through more effective and informed policy development processes |
|
Border control of firearms is supported by effective monitoring mechanisms |
|
Firearms Program forms an integral part of the national approach to secure safe homes and safe communities |
|
The following table represents anticipated planned spending for the Firearms Program. The planned spending is a representation of all Program Activities for which the RCMP will be accountable such as licensing, registration, Chief Firearms Officers, etc.
Table 1: Departmental Planned Spending and Full Time Equivalents | ||||
($ millions) |
Forecast Spending 2005-2006* |
Planned Spending 2006-2007 |
Planned Spending 2007-2008 |
Planned Spending 2008-2009 |
Registration, Licensing and Supporting Infrastructure | ||||
Budgetary | 60.2 | 61.5 | ||
Statutory (employee benefits plan) | 3.8 | 3.8 | ||
Contributions | 13.0 | 13.0 |
|
|
Sub-total | 77.0 | 78.3 | Planned Financial and HR resources for the program are dependent upon passage of Bill C-21 An Act to amend the Criminal Code and the Firearms Act.For this reason, planned spending for 2007-2008 and 2008-2009 are not yet determined. |
|
Policy, Regulatory, Communications and Portfolio Integration | ||||
Budgetary | 3.9 | 3.9 | ||
Statutory (employee benefits plan) | 0.4 | 0.4 | ||
Contributions | 1.0 | 1.0 | ||
Sub-total | 5.3 | 5.3 | ||
Main Estimates (gross) | 82.3 | 83.6 | ||
Less: Respendable revenue | 0.0 | 0.0 | ||
Total Main Estimates | 82.3 | 83.6 | ||
Adjustments: | ||||
Procurement Savings | 0.0 | 0.0 | ||
Supplementary Estimates: | 0.0 | (10.0)* | ||
Budget Announcement: | 0.0 | 0.0 | ||
Lapse | (13.8) | 0.0 | ||
Total Adjustments | (13.8) | (10.0) | ||
Total Planned Spending | 68.5 | 73.6 | ||
Less: Non-Respendable revenue | (21.9) | (4.3)** | ||
Plus: Cost of services received without charge | 3.6 | 4.4 | ||
Total Departmental Spending | 50.2 | 73.7 | ||
Full-time Equivalents | 371.0 | 385.0 |
*As stated in Minister's announcement of May 17, 2006, the ME's level for 2006-2007 will be reduced by $10M to $73.6M.
**Note: An amnesty for collection of fees from firearm owners who need to renew their licence was announced on May 17, 2006 for a two-year period ending in 2007-2008, resulting in a significant reduction in planned revenues.
Table 2: Voted and Statutory Items Listed in Main Estimates | ||
Voted or Statutory Item ($ thousands) |
2006-2007 Main Estimates |
2005-2006 Main Estimates |
20 Operating Expenditures – excluding registration activities and functions | 50.8 | 49.5 |
25 Operating Expenditures – Registration activities and functions | 14.6 | 14.6 |
30 Contributions | 14.0 | 14.0 |
(S) Contributions to employee benefit plans | 4.2 | 4.2 |
Total Department | 83.6* | 82.3 |
*As stated in Minister's announcement of May 17, 2006, the ME's level for 2006-2007 will be reduced by $10M to $73.6M. |
Table 3: Services Received Without Charge | |
($ millions) | 2006-2007 |
Accommodations provided by Public Works and Government Services Canada (PWGSC) | 2.7 |
Contribution covering employees' share of insurance premiums and expenditures paid by TBS (excluding revolving funds) | 1.7 |
Total 2006-2007 Services received without charge | 4.4 |
Table 4: Sources of Non-respendable Revenue | ||||
Non-Respendable Revenue | ||||
($ millions) |
Forecast Spending 2005-2006* |
Planned Spending 2006-2007 |
Planned Spending 2007-2008 |
Planned Spending 2008-2009 |
Registration, Licensing and Supporting Infrastructure | ||||
Licensing activities | ||||
Individual licences activities | 17.3 | 1.9* | 1.9* | 21.7 |
Business licences activities | 0.5 | 0.6 | 0.1 | 0.6 |
Non-Resident Declarations | 1.9 | 1.9 | 1.9 | 1.9 |
Miscellaneous (Authorizations, etc) | 0.3 | 0.4 | 0.4 | 0.4 |
20.0 | 4.3 | 4.3 | 24.6 | |
Policy, Regulatory, Communications and Portfolio Integration | ||||
Miscellaneous revenue | 0.1 | 0.0 | 0.0 | 0.0 |
Miscellaneous (as per Public Accounts) | 1.8 | 0.0 | 0.0 | 0.0 |
Total Non-respendable Revenues | 21.9 | 4.3 | 4.3 | 24.6 |
*Note: An amnesty for collection of fees from firearm owners who need to renew their licence was announced on May 17, 2006 for a two-year period ending in 2007-2008, resulting in a significant reduction in planned revenues.
Table 5: User Fees | |||||
Name of User Fee |
Fee Type | Fee Setting Authority | Reason for Fee Introduction or Amendment | Effective Date of Planned Change To Take Effect | Planned Consultation and Review Process |
Business Licences | Regulatory | Firearms Fees Regulations | N/A | N/A | See explanation below |
Individual Licences | Regulatory | Firearms Fees Regulations | N/A | N/A | See explanation below |
Registration Certificates | Regulatory | Firearms Fees Regulations | N/A | N/A | See explanation below |
Authorizations | Regulatory | Firearms Fees Regulations | N/A | N/A | See explanation below |
Non-resident Permits | Regulatory | Firearms Fees Regulations | N/A | N/A | RCMP will work with CBSA to develop consultation mechanism. |
Note: The RCMP is reviewing the consultations approach in light of proposed legislative changes.
Table 6: Major Regulatory Initiatives | |
Regulations | Expected Results |
Following Royal Assent in May 2003 of Bill C-10A
In addition, there remain elements of Regulations that are not yet in force. These are:
|
Implementation of these remaining regulatory amendments will continue through 2006-2007 and 2007-2008 (see note below). The purpose of the amendments to the Firearms Act is to:
|
Note: Postponed to allow the incoming government to review and align the regulations to priorities and commitments of revised gun control measures.
Table 7: Status Report on Major Crown Projects
Over the planning period of this RPP, the RCMP will be responsible for the Canadian Firearms Information System (CFIS II) Major Crown Project. Supplementary Information on this project is available online at:
www.tbs-sct.gc.ca/est-pre/20062007/p3a-eng.asp
Canadian Firearms Information System
Description
The Canadian Firearms Information System (CFIS) is a national system designed to support the administration of the Firearms Act. The current system was put into production on December 1, 1998, and is the single repository for licence and registration information for the Firearms Program. Since December 1, 1998, approximately two million licences have been issued and seven million firearms have been registered. CFIS links all elements of the Canadian Firearms Program including the Central Processing Site in Miramichi, New Brunswick. The system interfaces with the Canada Firearms Registry On-line (CFRO), the Firearms Reference Table (FRT) and the Canadian Police Information Centre (CPIC).
Project Phase
In February 2005, Treasury Board (TB) provided Effective Project Approval for a redefined and renewed Canadian Firearms Information System (CFIS II). The remaining development and implementation effort for CFIS II, including a four-month operations normalization period, was designated as a Major Crown Project.
In March 2005, a contract amendment was signed between CAFC and the service provider. The contract is a multi-faceted service delivery arrangement that includes two basic components: first, development and implementation of the new CFIS II followed by a 15 year period of system support, maintenance and enhancement capabilities; and secondly, the delivery and support of IT Utilities including servers, telecommunications link, desktops, a high availability/reliability network, connections to CPIC and other systems, and helpdesk services over the 15 year operating period. Delivery of the CFIS II solution was scheduled for December 2005.
Leading and Participating Departments and Agencies | |
Lead Department: | Canada Firearms Centre |
Contracting Authority: | Public Works and Government Services Canada |
Participating Departments and Agencies: | Royal Canadian Mounted Police Canada Border Services Agency Department of International Trade |
Prime and Major Sub-Contractors | |
Prime Contractor: | CGI Information Systems and Management Consultants Inc. |
Major Sub-Contractors: | Bell; NexInnovations; Aliant; HP |
Major Milestones | |
Major Milestones | Date |
Effective Project Approval for a redefined Canadian Firearms Information System Redesign granted by Treasury Board | February 5, 2005 |
Contract amendment signed with the service provider | March, 2005 |
Phased deployment of IT infrastructure | Started December 2005 |
Certification and implementation of CFIS II | Halted |
Progress Report and Explanations of Variances
In August 2005, the service provider notified CAFC that they were unable to meet the implementation date of December 2005. A revised delivery date for the spring of 2006 was proposed along with a phased implementation approach to minimize the risks associated with bringing all of the contracted deliverables in at once. This phase implementation began in December 2005 with the deployment of the new network and desktop equipment.
In January 2006, an application and readiness for acceptance testing was performed on CFIS II by CAFC. It was determined following the test that the application was not ready for acceptance or deployment. PWGSC and the service provider are currently in discussions to determine the next steps.
Industrial Benefits
Not applicable
Table 8: Details on Transfer Payments Programs | ||||
($ millions) |
Forecast Spending 2005-2006 |
Planned Spending 2006-2007 |
Planned Spending 2007-2008 |
Planned Spending 2008-2009 |
Registration, Licensing and Supporting Infrastructure | ||||
Contributions | Planned Financial and HR resources for the program are dependent upon passage of Bill C-21 An Act to amend the Criminal Code and the Firearms Act. For this reason, planned spending for 2007-2008 and 2008-2009 are not yet determined. | |||
Contributions to provinces/territories | 12.6 | 13.0 | ||
Policy, Regulatory, Communications and Portfolio Integration |
||||
Contributions to Aboriginal and other communities and/or organizations (not-for-profit) |
0.3 | 1.0 | ||
Total Contributions | 12.9 | 14.0 |
Table 9: Alternative Service Delivery | |||
Treasury Board Ministers approved the continuation by the Canada Firearms Centre of the Central Processing Site (CPS) operations in Miramichi, New Brunswick, to allow a period of normalized program operations following the implementation of the CFIS II System. The decision to outsource the business operations of the CPS as an Alternative Service Delivery (ASD) will be reconsidered in the 2008-2009 fiscal year. | |||
Name of ASD Initiative | Current Status | Projected Implementation Date | Contact |
Canada Firearms Centre – operation of the Central Processing Site (CPS) in Miramichi, New Brunswick | Decision to outsource the business operations at CPS has been deferred to 2008-2009 to allow for a period of normalized operations following implementation of CFIS II. |
To be determined following assessment of options. |
Information concerning the status of the Alternative Service Delivery (ASD) initiative can be found online at:
www.tbs-sct.gc.ca/est-pre/20062007/p3a-eng.asp
Table 10: Internal Audits and Evaluations |
Planned evaluations for 2006-2007 are as follows: |
Internal Audits and Evaluations |
At this time the following two evaluations are planned.
|
Table 11 : Horizontal Initiatives
Horizontal initiatives are activities in which partners (from one or more organizations) have received program funding and have formally agreed (i.e., Memoranda to Cabinet (MCs), Treasury Board submissions, federal/provincial agreements) to work together to achieve shared outcomes. This horizontality/integration of effort also responds to the growing interest of Canadians and Parliamentarians who wish to better understand how departments contribute and work together to achieve results and outcomes.
Over the planning period of this RPP, the RCMP will deliver the Canadian Firearms Program in conjunction with its partners and other departments.
Horizontal Initiative |
Canadian Firearms Program |
Name of Lead Department(s): | RCMP |
Start Date of the Horizontal Initiative: | December 5, 1995 (Royal Assent) |
End Date of the Horizontal Initiative: | Ongoing |
Total Federal Funding Allocation: | $1,045 billion from 1995-1996 to 2004-2005 (Total Program-excluding revenues); $82.3 million ongoing starting in 2005-2006 plus compensation for annual collective bargaining increases (CAFC only);Reduction of $10 million to $73.6 million in 2006-2007 allocated to the Firearms Program. |
Description of the Horizontal Initiative: | Reduce firearms tragedies, accidental deaths or injuries and the criminal use of firearms by strengthening controls on firearms. |
Shared Outcome(s): | Protection of Canadian families and communities. |
Governance Structure(s): | Note: For 2005-2006 the Governance structure for the Centre remained unchanged. On May 17, 2006 the Minister of Public Safety announced the transfer of the day-to-day operations of the Canada Firearms Centre and responsibility of the Firearms Program to the RCMP. As part of the transition to the RCMP, a new governance structure will be implemented in 2006/07. |
Names of Program | Corporate Management Policing and Law Enforcement |
Federal Partners |
Public Safety and Emergency Preparedness Canada (PSEPC) – The Department |
Total Allocation | Starting in 2003-2004; $266 thousand ongoing |
Planned Spending for 2006-2007 (in millions) |
$266 thousand |
Planned Results for 2006-2007 |
PSEPC ensures that the Minister, Parliamentarians and senior government officials have the tools and information necessary to carry out their responsibilities with respect to the delivery of the Firearms Program. |
Names of Program | Canadian Firearms Program |
Federal Partners |
Royal Canadian Mounted Police (RCMP) |
Total Allocation | Direct costs are recovered annually |
Planned Spending for 2006-2007 (in millions) |
$619 thousand for IT platform $92 thousand for CPIC system |
Planned Results for 2006-2007 |
The Canadian Firearms Information System is operated on the RCMP's secure computer network. The RCMP is reimbursed for these services. |
Names of Program | Canadian Firearms Program |
Federal Partners |
RCMP – National Weapons Enforcement Support Team (NWEST) |
Total Allocation | Between 2000-2001 to 2002-2003 NWEST funding was included in DOJ/CAFC allocations Starting in 2003-2004, separate allocation appropriated directly to the RCMP for NWEST |
Planned Spending for 2006-2007 (in millions) |
nil |
Planned Results for 2006-2007 |
NWEST's association with the Firearms program concluded at the end of 2004-2005. Its mandate going forward into 2005-2006 was re-focussed to combating the criminal use of firearms. |
Names of Program | Canadian Firearms Program |
Federal Partners | Canada Border Services Agency (CBSA) |
Total Allocation | Direct costs are recovered annually |
Planned Spending for 2006-2007 (in millions) |
$1.7 million |
Planned Results for 2006-2007 |
CBSA is responsible for confirming non-resident firearm declarations, collecting non-resident temporary licence fees, and ensuring that residents who import a firearm into Canada have the appropriate possession licence and a valid registration certificate. CBSA will process 80,000 non-resident confirmations, 6,000 licence verifications, and 110,000 personal firearm importations. |
Names of Program | Accommodations related to convictions of firearms offences |
Federal Partners |
Correctional Service Canada (CSC) |
Total Allocation | Between 1995-1996 to March 2002: $5 million in capital costs allocated to CSC Annual projections included in CSC's National Capital Accommodation and Operations Plan (NCAOP): 2002-2003, $7.5 million; 2003-2004 and 2004-2005: $7.5 million; starting in 2005-2006, $8.1 million anticipated annually |
Planned Spending for 2006-2007 (in millions) |
NCAOP planning assumption: $8.1 million |
Planned Results for 2006-2007 |
CSC continues to anticipate a requirement to accommodate (e.g. housing, provision of health care, food, clothing) the equivalent of approximately 275 bed-years related to convictions of firearms offences under the Criminal Code in their NCAOP. CSC however, does not identify and track the type and number of offenders nor the exact number of bed days used that are linked to the application of firearms legislation. The planned spending assumption included in the amount of NCAOP increased from $7.8 to $8.1 million in recognition of compensation for collective agreements increases throughout the planning period of the RPP. |
Names of Program | Quality Conditional release decisions |
Federal Partners ' |
National Parole Board (NPB) |
Total Allocation | From 1999-2000 to 2003-2004, NPB annual funding rose gradually from $437 thousand to $842 thousand, reflecting workload pressures. Starting with 2004-2005 and future years NPB planned allocation will amount to $0.9 million annually |
Planned Spending for 2006-2007 (in millions) |
$0.9 million |
Planned Results for 2006-2007 |
Planned spending requirements are related to changes in the Criminal Code as a result of the Firearms Program which provided longer sentences for offenders with firearms convictions and which were expected to generate additional conditional release reviews. Separate funding allocations were provided to NPB to specifically address workload pressures as a result of legislative change. In this context, by the end of 2005-2006, the Board expects to have completed over 12,200 reviews for offenders with firearms convictions. NPB anticipates to complete 1,400 reviews involving offenders with firearms convictions in 2006-2007, under existing legislative provisions. |
Names of Program | Canadian Firearms Program |
Federal Partners |
Department of Justice(DOJ) |
Total Allocation | Starting in 2004-2005, direct costs for IT support, Senior Counsel and legal services were recovered from CAFC |
Planned Spending for 2006-2007 (in millions) |
$0.8 million for Senior Counsel and Legal services $0.2 million for infrastructure support |
Planned Results for 2006-2007 |
DOJ provides legal advice, drafting and litigation services to the CAFC. Responsibility for the Criminal Code, including Part III (Firearms and Other Weapons), rests with the Minister of Justice. As Firearms program is transitioned into the RCMP, infrastructure support will not be required. |
Names of Program | Canadian Firearms Program |
Federal Partners |
Department of Foreign Affairs and International Trade |
Total Allocation | One half of an FTE is directed to this activity |
Planned Spending for 2006-2007 (in millions) |
$45 thousand |
Planned Results for 2006-2007 |
DFAIT issues the permits required to export and import firearms under the Export and Import Permits Act. |
Names of Program | Canadian Firearms Program |
Federal Partners |
Public Works & Government Services Canada (PWGSC) |
Total Allocation | Allocation based on accommodation policy and negotiated amounts for on-site project team |
Planned Spending for 2006-2007 (in millions) |
$2.7 million for accommodation levy $0.1 million for project team |
Planned Results for 2006-2007 |
PWGSC administers the accommodation envelope on behalf of the Federal Government. The accommodation levy is held by central agencies for PWGSC for payment of leases, etc. In addition, PWGSC maintains an on-site project team to assist in contractual matters. The amount of accommodation levy will be adjusted to reflect a reduced salary allotment as the Program is transitioned into RCMP operations. PWGSC Project team is depended upon future decision of CFIS II. |
Names of Program | Canadian Firearms Program |
Federal Partners |
Office of the Information Commissioner (OIC) |
Total Allocation | Internal allocation |
Planned Spending for 2006-2007 (in millions) |
$92.8 thousand |
Planned Results for 2006-2007 |
Investigation of complaints from Access to Information requesters seeking information concerning the Firearms Program. OIC anticipates utilization of 1,200 hours annually to investigate these complaints. |
Names of Program | Canadian Firearms Program |
Federal Partners |
Office of the Privacy Commissioner (OPC) |
Total Allocation | |
Planned Spending for 2006-2007 (in millions) |
$0.0 |
Planned Results for 2006-2007 |
Investigation of complaints associated with the Firearms Program. |
Names of Program | Canadian Firearms Program |
Federal Partners |
Treasury Board Secretariat (TBS) |
Total Allocation | Allocation is based on direction provided by TBS in annual reporting guidelines |
Planned Spending for 2006-2007 (in millions) |
$1.7 million |
Planned Results for 2006-2007 |
Contributions covering the Government's share of employees' insurance premiums and expenditures such as the Public Service Health Plan and the Public Service Dental Plan. This contribution is separate from Employee Benefits Plan calculations that are reported in the Public Accounts of Canada by Departments. |
Results to be achieved by Non-Federal Partners (if applicable): CAFC has developed service delivery models with the provinces for delivery of program activities within their jurisdiction. Funding priorities and activities will focus on the delivery and administration of the Firearms Act and the associated Canadian Firearms Program.
The delivery of the Program includes, but is not limited to, the following activities:
Table 12: Canadian Firearms Program: Federal Government Costs and Anticipated Planned Spending Requirements | |||||
Organization
($ millions) |
Past Expenditure (1995-1996 to 2004-2005) |
Forecast Spending 2005-2006 |
Planned Spending 2006-2007 |
Planned Spending 2007-2008 |
Planned Spending 2008-2009 |
Direct Costs: | |||||
Canada Firearms Centre | 611.2 | 52.2 | 58.6 | ||
Other Federal Government Departments (costs reimbursed by CAFC): |
|||||
Canada Border Services Agency | 18.9 | 1.7 | 1.7 | Planned Financial and HR resources for the program are dependent upon passage of Bill C-21 An Act to amend the Criminal Code and the Firearms Act. For this reason, planned spending for 2007-2008 and 2008-2009 are not yet determined. | |
Royal Canadian Mounted Police | 114.4 | 2.8 | 0.7 | ||
Department of Justice | 1.0 | 0.2 | 1.0 | ||
Public Works and Government Services Canada | 1.6 | 0.1 | 0.1 | ||
Human Resources Development Canada | 32.7 | 0.0 | 0.0 | ||
Transfer payments to Provinces | 179.7 | 11.2 | 11.2 | ||
Contribution payments to Aboriginal Communities, Other Communities |
1.5 | 0.3 | 0.3 | ||
Total Direct Costs: | 961.0 | 68.5 | 73.6 | ||
Costs not reimbursed by Canada Firearms Centre: | |||||
Public Safety & Emergency Preparedness Canada | 0.9 | 0.3 | 0.3 | 0.3 | 0.3 |
Royal Canadian Mounted Police | 4.3 | 0.0 | 0.0 | 0.0 | 0.0 |
Royal Canadian Mounted Police – NWEST | 8.5 | 0.0 | 0.0 | 0.0 | 0.0 |
Canada Border Services Agency | 7.4 | 0.0 | 0.0 | 0.0 | 0.0 |
Correctional Service Canada | 28.1 | 8.1 | 8.1 | 8.1 | 8.1 |
National Parole Board | 4.2 | 0.9 | 0.9 | 0.9 | 0.9 |
Department of Justice | 10.6 | 0.0 | 0.0 | 0.0 | 0.0 |
International Trade Canada | 0.4 | 0.0 | 0.0 | 0.0 | 0.0 |
Public Works & Government Services Canada | 12.3 | 1.9 | 2.7 | 2.7 | 2.7 |
Other | 7.4 | 1.8 | 1.7 | 1.7 | 1.7 |
Total Indirect Costs: | 84.1 | 13.5 | 13.7 | 13.7 | 13.7 |
Total Program Costs | 1,045.1 | 82.0 | 87.3 | ||
Net Revenues (1) | (98.7) | (21.9) | (4.3) | (4.3) | (24.6) |
Net Program Costs | 946.4 | 60.1 | 83.0 |
1. Revenues are credited to the Consolidated Revenue Fund and are not available as offsets to expenditures.
Note: Please refer to Table on Horizontal Initiatives for explanations of expected results, planned spending and indirect costs not reimbursed by CAFC reported by the Centre's federal partners to substantiate estimated planned spending requirements related to the delivery of their portion of the Firearms Program. Expenditures are rounded to the nearest one hundred thousand, e.g. $75,000 is rounded up to $0.1 million, and $45,000 is rounded down to $0.0 million.
For more details on program plans and priorities, please go to our website at:
For publications referred to in this report, please contact National Communications Services at telephone: (613) 993-1088, or by facsimile: (613) 993-0953.
For general enquiries about the RCMP, please contact: (613) 993-7267 or by e-mail: www.rcmp-grc.gc.ca/contact/index-eng.htm or www.rcmp-grc.gc.ca/contact/index-fra.htm.
For further information on this report, please contact:
Paul J. Gauvin
Deputy Commissioner
Corporate Management and Comptrollership
Royal Canadian Mounted Police
1200 Vanier Parkway, Ottawa, ON K1A 0R2
Telephone: (613) 993-3253
Facsimile: (613) 993-3770
E-mail: paul.gauvin@rcmp-grc.gc.ca
ACIIS | Automated Criminal Intelligence Information System |
ACUPIES | Automated Canadian/US Police Information Exchange System |
ADM | Assistant Deputy Minister |
AFIS | Automated Fingerprint Identification System |
AMBER | America's Missing Broadcast Emergency Response |
APO | Air Protection Officers |
APT | Aboriginal Perceptions Training |
ARLU | Annual Reference Level Update |
ASD | Alternate/Alternative Service Delivery |
ASSC | Administrative Shared Systems Committee |
ATIP | Access to Information and Privacy |
BC | British Columbia |
BI | Business Intelligence |
BSC | Balanced Scorecard |
CACP | Canadian Association of Chiefs of Police |
CACPP | Canadian Air Carrier Protective Program |
CACVM | Commissioner's Advisory Committee on Visible Minorities |
CAFC | Canadian Firearms Centre |
CANICE | Canadian Internet Child Exploitation |
CATSA | Canadian Air Transport Security Authority |
CBP/BP | Customs Border Protection/Border Patrol (US) |
CRBRN | Chemical, Biological, Radiological and Nuclear Response |
CBSA | Canada Border Security Agency |
CCAPS | Community, Contract and Aboriginal Policing Services |
CCG | Canadian Coast Guard |
CEP | Criminal Extremist Priority |
CETS | Child Exploitation Tracking System |
CFIS | Canadian Firearms Information System |
CFO | Chief Firearms Officers |
CFP | Canadian Firearms Program |
CFR | Canadian Firearms Registry |
CFRO | Canada Firearms Registry On-line |
CFSEU | Combined Force Special Enforcement Unit |
CIA | Central Intelligence Agency (US) |
CIBIN | Canadian Integrated Ballistics Identification Network |
CIC | Citizenship and Immigration Canada |
CICAD | Inter-American Drug Abuse Control Commission |
CICTE | Inter-American Committee Against Terrorism |
CID | Criminal Intelligence Directorate |
CIDA | Canadian International Development Agency |
CIDEC | Canadian Image Databank for Exploited Children |
CIO | Chief Information Officer |
CISC | Criminal Intelligence Service Canada |
CIVPOL | Civilian Police |
CM&C | Corporate Management and Comptrollership |
CNAAC | Commissioner's National Aboriginal Advisory Committee |
CPA | Canadian Police Arrangement |
CPC | Canadian Police College |
CPDTF | Commonwealth Police Development Task Force |
CPIC | Canadian Police Information Centre |
CPIC-R | Canadian Police Information Centre Renewal |
CPTSD | Crime Prevention Through Social Development |
CPS | Central Processing Site |
CPSIN | Canada Public Safety Information Network |
CRA | Canada Revenue Agency |
CRF | Consolidated Revenue Fund |
CRTI | CBRN Research and Technology Initiative |
CSC | Correctional Service of Canada |
CSE | Communications Security Establishment |
CSIP | Continuous Service Improvement Plan |
CSIS | Canadian Security Intelligence Service |
CTA | Community Tripartite Agreement |
DARE | Drug Abuse Resistance Education |
DEA | Drug Enforcement Administration (US) |
DFAIT | Department of Foreign Affairs and International Trade |
DFO | Department of Fisheries and Oceans |
DIAND | Department of Indian Affairs and Northern Development |
DND | Department of National Defence |
DOJ | Department of Justice |
DPR | Departmental Performance Report |
DSB | Departmental Security Branch |
EASF | Electronic Automated Search Facility |
EBP | Employee Benefits Plan |
EE | Employment Equity |
EI | Employment Insurance |
EIRDA | Export and Import of Rough Diamonds Act |
EPA | Expected Project Approval |
ERT | Emergency Response Team |
ESC | Electronic Supply Chain |
ESR | Employment Systems Review |
EU | European Union |
FAA | Financial Administration Act |
FAC | Foreign Affairs Canada |
FAMD | Forensic Accounting Management Directorate |
FBI | Federal Bureau of Investigation |
FINTRAC | Financial Transaction and Reports Analysis Centre of Canada |
FIO | Federal and International Operations |
FLS | Forensic Laboratory Services |
FNPP | First Nations Policing Program |
FPS | Federal Policing Services |
FRT | Firearms Reference Table |
FTE | Full-time Equivalent |
GDP | Gross Domestic Product |
GNWT | Government of the Northwest Territories |
GoL | Government-online |
HNP | Haitian National Police |
HR | Human Resources |
HRSDC | Human Resources and Skills Development Canada |
IACP | International Association of Chiefs of Police |
IAFIS | Integrated Automated Fingerprint Identification System |
IBET | Integrated Border Enforcement Team |
IBIS | Integrated Ballistics Identification System |
ICE | Immigration and Customs Enforcement (US) |
ICET | Integrated Counterfeit Enforcement Teams |
ICITAP | International Criminal Intelligence Training Assistance Program |
IIET | Integrated Immigration Enforcement Team |
IJI | Integrated Justice Initiative |
I&IS | Information and Identification Services |
IJMT | Integrated Joint Management Team |
IMET | Integrated Market Enforcement Team |
IM/IT | Information Management/Information Technology |
IMSWG | Interdepartmental Marine Security Working Group |
INAC | Indian and Northern Affairs Canada |
INSET | Integrated National Security Enforcement Team |
INTERPOL | International Criminal Police Organization |
IOS | Integrated Operations/Operational Support |
IPB | International Peacekeeping Branch |
IPM | Integrated Pest Management |
IPOC | Integrated Proceeds of Crime |
IPPs | Internationally-protected Persons |
IPT | Inuit Perceptions Training |
IQT | Integrated Query Tool |
IRM | Integrated Risk Management |
IRPA | Immigration and Refugee Protection Act |
ISADE | International Symposium on the Analysis and Detection of Explosives |
IT | Information Technology |
ITC | Industry and Trade Canada |
ITS | International Travel Section |
ITSM | Information technology Service Management |
ITVB | International Travel and Visits Branch |
IVPS | International Visits and Protocol Section |
IWETS | Interpol Weapons Electronic Tracing System |
LO | Liaison Officer |
LTVP | Long-Term Vision and Plan |
M | Millions |
MAF | Management Accountability Framework |
MAFCS | Management Advisory Forum on Corporate Services |
MC | Memorandum to Cabinet |
MoA | Memorandum of Agreement |
MoU | Memorandum of Understanding |
MR | Management Review |
MRRS | Management Resources and Results Structure |
N/A | Not Applicable |
NAI | North American Initiative |
NAPS | National Aboriginal Policing Services |
NCAOP | National Capital Accommodation and Operations Plan |
NCECC | National Child Exploitation Coordination Centre |
NCJI | National Criminal Justice Index |
NCPC | National Crime Prevention Centre |
NDDB | National DNA Data Bank |
NGO | Non-government Organization |
NIBIN | National Integrated Ballistics Identification Network |
N-III | National Inter-agency Integrated Information System |
NIST | National Institute of Standards and Technology |
NOC | National Operations Centre |
NPETs | National Ports Enforcement Teams |
NPS | National Police Services |
NPSWG | New Partnership Security Working Group |
NSOR | National Sex Offender Registry |
NSP | National Security Policy |
NWEST | National Weapons Enforcement Support Team |
OAG | Office of the Auditor General |
OAS | Organization of American States |
OC | Organized Crime |
OCIPEP | Office of Critical Infrastructure Protection and Emergency Preparedness |
OMB | Operations Management Board |
OPP | Ontario Provincial Police |
OSCE | Organization for Security and Cooperation in Europe |
PAA | Program Activity Architecture |
PCO | Privy Council Office |
PD | Police Department |
PIA | Privacy Impact Assessment |
PIP | Police Information Portal |
PIRS | Police Information Retrieval System |
PMO | Prime Minister's Office |
PoC | Proceeds of Crime |
PPA | Preliminary Project Approval |
PPS | Protective Policing Services |
PRAS | Planning, Reporting and Accountability Structure |
PROOF | Priority Rating of Operational Files |
PROS | Police Reporting Occurrence System |
PSAB | Procurement Strategy for Aboriginal Business |
PSAT | Public Security and Anti-terrorism |
PSEA | Public Service Employment Act |
PSEPC | Public Safety and Emergency Preparedness Canada |
PSMA | Public Service Modernization Act |
PSTP | Public Security Technical Program |
PWGSC | Public Works Government Services Canada |
QA | Quality Assurance |
RBM | Results-based Management |
RCNO | Royal Canadian Mounted Police |
R&D | Research and Development |
RECOL | Reporting Economic Crime Online |
RM | Regular Member |
RPP | Report on Plans and Priorities |
RTID | Real Time Identification |
SAP | Software Application Product |
SCONSAD | Senate Committee on National Security and Defence |
SD | Strategic Direction |
SDS | Sustainable Development Strategy |
SEC | Senior Executive Committee |
SGC | Solicitor General of Canada |
SII | Service Improvement Initiative |
SIN | Social Insurance Number |
SMT | Senior Management Team |
SOA | Security Offences Act |
SOIRA | Sex Offender Information Registration Act |
SOG | Standard Operating Guidelines |
SPMD | Seized Property Management Directorate |
SPP | Security and Prosperity Partnership |
SPPB | Strategic Policy and Planning Branch |
TB | Treasury Board |
TBS | Treasury Board of Canada Secretariat |
TC | Transport Canada |
TEAM | Total Expenditure Asset Management |
Tech Ops | Technical Operations |
TIP | Trafficking in Persons/People |
TO | Technical Operations |
TRA | Threat and Risk Assessment |
TVTS | Travel and Visits Tracking System |
UK | United Kingdom |
UN | United Nations |
UNAMSIL | United Nations Mission to Sierre Leone |
UNCIVPOL | United Nations Civilian Police |
UNOCI | United Nations Operations in Cote d'Ivoire |
UNODC | United Nations Office of Drug Control |
USINS | US Immigration and Naturalization Service |
VANOC | Vancouver Olympic Planning Committee |
VGT | Virtual Global Taskforce |
WMD | Weapons of Mass Destruction |
YCJA | Youth Criminal Justice Act |