Treasury Board of Canada Secretariat
Symbol of the Government of Canada

ARCHIVED - Royal Canadian Mounted Police

Warning This page has been archived.

Archived Content

Information identified as archived on the Web is for reference, research or recordkeeping purposes. It has not been altered or updated after the date of archiving. Web pages that are archived on the Web are not subject to the Government of Canada Web Standards. As per the Communications Policy of the Government of Canada, you can request alternate formats on the "Contact Us" page.

Section IV – Other Items of Interest

Corporate Areas

Corporate Management and Comptrollership (CM&C)

As the RCMP’s functional authority for finance and assets and procurement, CM&C provides a framework of policies, procedures, systems and services to help ensure accountability for financial and assets resources entrusted to managers across the RCMP.

In 2006-2007, there was a continued emphasis across government on ethics and values, and on transparency, openness, accountability and sound stewardship of resources.

The passage of the Federal Accountability Act on December 12, 2006, together with the introduction of the corresponding Action Plan, impacts all departments and agencies including the RCMP. In addition, the comprehensive review and further strengthening of the TB Financial Management Policy Framework as well as the TB Assets and Acquired Services policy suite provide central direction for enhanced stewardship and control of resources.

Progress Made in 2006-2007

CM&C made significant progress in 2006-2007 in a number of major areas:

  • Further modernization of the Force’s facilities infrastructure through advancing Major Crown Projects in “E” and “H” Divisions and major enhancements to Depot as part of a 5-year plan to expand and professionalize the training facility
  • Gaining TB approval for the NHQ Relocation Project, which will see the phased two-three year relocation of 3,500 employees to a large, modern facility in Ottawa; three organizational units were relocated to the new site in 2006-2007
  • Achieving important recognition from TBS through the 2006 Management Accountability Framework (MAF) process that the RCMP has “a strong cost-effective and end-to-end procurement process is a remarkable achievement given the scope of activity conducted by the RCMP”
  • Significant improvements to the quality and rigorous oversight of TB submissions
  • In terms of financial management and control, the RCMP obtained a grade of “A” on the Public Accounts scoreboard and achieved 99.9% in revenue collection of approximately $1.3B
  • Major improvements to the RCMP’s real property management and investment analysis including revised policies, guidelines, standards, education and monitoring
  • Further optimizing and leveraging TEAM Version 4.7 functionality through a variety of corporate systems integration projects such as electronic vendor invoices and the budget control system to support improved information for management decision making
  • CM&C played an active and collaborative role on cross-cutting initiatives within government, by being fully engaged and an important contributor, in streamlining the TB policy suite renewal for Assets and Acquired Services, as well as the review of the Financial Management Policy Framework and the Capital Carry Forward pilot project

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.

Progress Made in 2006-2007

  • Internal Audit

The RCMP internal audit function has been cited as “Strong” by TBS in its annual MAF Assessment of the RCMP. In 2006-2007, Internal Audit continued to provide assurance services on risk management, control and governance processes consistent with the International Standards for the Practice of Internal Audit.

Internal Audit has also been developing strategies and plans to address the requirements of the TB Policy on Internal Audit that came into effect on April 1, 2006; this policy must be fully implemented by April 1, 2009. Key accomplishments in 2006-2007 include:

  • Development of a government-wide internal audit methodology via the participation of the RCMP on a TBS working group
  • Development of a strategy to provide a holistic opinion on the adequacy and effectiveness of risk management, control and governance processes
  • Approval by the Commissioner to establish an audit committee with members drawn from outside the federal government

The RCMP also participated in TB’s first horizontal audit as part of a pilot project for future cross-government audits.

  • Evaluation

In June 2006, an updated Risk-Based Evaluation Plan was approved by the RCMP Audit and Evaluation Committee and focused on those evaluations required to fulfill TB funding decisions. While the Evaluation Directorate remains in a nascent stage of development with three full-time personnel, undertaking these evaluations and implementing the Plan was the priority of the Evaluation Directorate in 2006-2007.

In 2006-2007, the Evaluation Directorate initiated and completed evaluations on the National Port Enforcement Teams; Marine Intervention Training; Pension Plan Administration Outsourcing; and Integrated Border Enforcement Teams (IBET). The Directorate also participated in the Public Safety’s (PS) evaluations of the Measures to Combat Organized Crime; First Nations Organized Crime Initiative; Integrated Market Enforcement Teams (IMET); Chemical, Biological Radiological and Nuclear (CBRN) Response Training; Health Canada’s (HC) evaluation of the Canada Drug Strategy; and Alberta’s review of the Provincial Policing Services Agreement with the RCMP.

Numerous other evaluations began in 2006-2007 and are ongoing in 2007-2008 including the Community Safety Officer pilots; Integrated National Security Enforcement Teams; Shiprider II; Marine Security Enforcement Teams; the Canada Firearms Centre; and Drug Awareness Programming.

The Evaluation Directorate will continue to provide independent and objective evaluation services to the RCMP that are consistent with TB’s Standards on Evaluation.

  • Management Review (MR)/Quality Assurance (QA)

An effective Management Review Program is in place in the RCMP to ensure responsible programs and services in addition to our corporate internal audit and evaluation services. We have updated our MR/QA program and tools to include IRM principles and four Regional Review Services are in place to promote effective program implementation.

The QA process has been incorporated into the Annual Performance Plan (APP). QA and APP share common risk identification and processes, and the integration ensures that Detachment and Unit Commanders as well as administrative managers use one master document to manage when considering their planning and monitoring activities.

Strategic Policy and Planning Directorate (SPPD)

SPPD performs work instrumental in supporting the strategic operations of the RCMP through trends-analysis, performance management and enhancement of “good management practices” such as robust planning. The Directorate conducts research to assist senior management in establishing the strategic direction of the organization, as well as in developing, adopting and facilitating management strategies to ensure that the RCMP remains a strategy-focused organization of excellence. SPPD also performs critical outreach and forecasting functions: strengthening partnerships; improving response to inter-governmental consultation and engagement and bridge-building with clients, partners and stakeholders; ensuring RCMP direction is aligned with broader government priorities; and identifying emerging trends, strategic considerations and policies that may impact on the RCMP.

Progress Made in 2006-2007

  • Integrated Risk Management (IRM)

Risk management is part of the planning process, as it enables the RCMP to gauge the potential impact of events or issues on the organization that could impact the achievement of our goals.
SPPD, through its newly established IRM Unit, continues to develop and implement a robust IRM regime. The unit also provides secretariat support for the IRM Committee.

In June 2006, it was decided that the reporting format for all presentations to the RCMP’s Senior Executive Committee, Regional Executive Committee and Divisional Executive Committee must include explanations of the key risks associated with the issue in question and the significant risks related to the proposed options.

At the foundation of the IRM strategy is a desire by senior management to foster a risk-savvy culture in the RCMP. Some notable examples of risk management education and awareness sessions that were conducted in 2006 include:

  • A presentation by an internationally renowned expert on risk management to the 50 members of the RCMP Senior Management Team and approximately 30 other employees
  • A plenary on risk management theory and application at the National Planners Conference and at four Officer Orientation and Development Courses
  • Training sessions targeting unit and district commanders in every division (i.e., province and territory). A formal training course entitled “Introduction to Integrated Risk Management” intended for managers is currently under development

Planned Improvements

Formal risk considerations were first incorporated into division, business and service line business plans in 2005 for fiscal year 2006-2007 and were refined in 2006 for the 2007-2008 business plans. The risk component of the business plans requires the completion of a Key Risk Summary for the top ten risks with links to the RCMP Strategic Priorities and/or corporate objectives as well as the mitigation strategies.

  • Public Security and Anti-Terrorism (PSAT) Initiatives

The RCMP created a National PSAT Coordinator position within SPPD to monitor the larger PSAT envelope for all initiatives. The Coordinator works with the PSAT initiative managers to ensure policy and governance issues are enforced, and to assist managers with the identification of funds and program alignment. The RCMP reports to TBS through the Annual PSAT Reporting Process overseen by the PSAT Coordinator.

Planned Improvements

  • An important initiative for the coming year will be to evaluate the current PSAT processes and assess the prospect of aligning the reporting with the APP
  • The PSAT realignment and reallocation process will also be examined
  • Environmental Scanning

Every three years, we conduct a comprehensive Environmental Scan highlighting the macro-level trends, both international and domestic, shaping our operating environment. The information is categorized along seven key dimensions: demographics, society, economy, politics and governance, science and technology, environment and public safety and security. In each of the intervening years between comprehensive Environmental Scans, we produce a modified scan on an emerging area of importance to the RCMP and its partners.

In 2006, a feature focus was produced on the issue of youth gangs and guns that highlighted key trends domestically and throughout the Americas. The latest Environmental Scan was produced in February 2007. Both documents are available via the RCMP website at

  • Core Surveys

Surveys are conducted annually 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.

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

In 2006, improvements were observed in the area of working relationships and quality of service to the First Nations, Mtis and Inuit clients (clients of Contract Policing).

Planned Improvements

In 2007-2008, the RCMP Survey Centre will act as a “clearing house” for all surveying. The policy on surveys will be published. This new policy will require that those planning to conduct a survey consult with the Survey Centre.

  • Consultation and Engagement

The Consultation and Engagement Strategy is part of an overarching framework to connect the RCMP to its broader environment and to build organizational capacity for new thinking through partnerships. This strategy is designed to develop and implement a continuous strategic consultation and engagement (network management) process that will integrate with and run parallel to the work of the organization.

In order to create a climate in which police, government and stakeholders can engage in decision making and information-sharing opportunities towards common goals and objectives, the initial implementation of this Strategy focused on evaluating:

  • Existing partnerships
  • Identifying opportunities for new partnerships
  • Developing a network management system

To date, four broad themes have been established as core activities:

  • Strategic secondments
  • Information dissemination
  • Strategic partnerships
  • Strategic analysis

Currently, SPPD is leading the development of a Secondment Network for officer level Regular and Civilian Members who are seconded from the RCMP to other government departments/agencies.

Specifically, RCMP Human Resources is working with SPPD to ensure that RCMP secondments are aligned and support RCMP strategic priorities. SPPD has developed a strategic secondment assessment guide, one of a series of factors assisting in the review of the proposed secondment. Furthermore, as part of ongoing efforts to enhance the strategic value of RCMP secondments and encourage dialogue with secondees, SPPD has implemented a Consultation and Engagement Strategic Reporting Template. This template allows SPPD to build an inventory of the work undertaken by RCMP secondees over a number of years to help ensure the best use of the corporate knowledge and expertise gained through these opportunities.

Planned Improvements

In 2007-2008, SPPD will work with Public Safety and other portfolio partners to identify and support key policy issues. In addition, the Directorate will outreach with RCMP policy centres and divisions on the Memorandum to Cabinet (MC) process and develop and implement a new MC database.

  • Planning

In Fall 2006, the RCMP implemented Annual Performance Plans (APP) across the organization. Plans were developed at every detachment and specifically identified operational units for the
2007-2008 fiscal year. The APPs address issues particular to the unit creating the plan and are aligned to the strategic priorities of the RCMP. The tool ensures a consistent application of performance management principles throughout the RCMP. The plans include environmental scans; community consultation; a “risk” model; quality assurance exercise; and accountability mechanisms. The APPs will provide vital information to various levels of management to support strategic decision making.

Planned Improvements

In 2007-2008, the policy for business planning in the RCMP will be published. To complement the policy, SPPD, in cooperation with RCMP Learning and Development, will produce a Planner’s Guide and launch an awareness and educational program for RCMP planners and other employees.

Information Management/Information Technology

Several key factors continue to impact on the Information Management/Information Technology (IM/IT) community:

  • Technology’s costs – while many IM/IT programs have merit, funds are limited
  • Evergreening – given technology costs, systems and equipment must be maintained to maximize their life cycle
  • Existing IT systems are burdened by increased demand. Multimedia applications are adding to the already significant pressures on existing networks.
  • Research and development – the rapid evolution of technology presents challenges for law enforcement to keep pace, prompting agencies to pool their resources and share services
  • Increased reliance on IM/IT has fuelled growth in IT organizations and programs, demanding strengthened central management of IT programs to enforce standard architecture while maintaining sufficient flexibility to adapt to emerging technologies.
  • Challenges of international policing – require partnerships and relationship building – compatibility and interoperability goals versus privacy concerns

The RCMP’s success in furthering intelligence-led and integrated policing relies greatly on information systems and technology to facilitate the collection and management of information, the creation of intelligence, and a coordinated cooperative exchange among partners. As a key member of the federal justice community, the RCMP plays an important role in ensuring that existing and planned IM/IT systems are compatible and consistent within the larger criminal justice system. Our goal is to leverage common IM/IT investments to achieve the following benefits for all partners:

  • Integrated information and intelligence
  • Interoperability and compatibility with existing and planned systems including common language, look and feel
  • Effective and responsible resource management
  • Enhanced support of the criminal justice system in sustaining a coordinated public safety effort

Progress Made in 2006-2007

The IT Program is a critical enabler of the RCMP’s integrated policing approach. Many of the IM/IT networks and systems provided and maintained by the Chief Information Officer (CIO) Sector are used by the broader Canadian law enforcement community:

  • The renewed CPIC application includes enhanced security, functionality and user identification, and is now accessible to the broader law enforcement community. A modernized technology platform and infrastructure allows for continued enhancements to CPIC to support integrated policing requirements
  • The Major Events Services Project (MESP) is an overarching initiative to develop systems to assist in the planning, information management and security accreditation processes required for major events. Although being driven by the upcoming 2010 Olympics, the systems under development will be applicable to other major events as well
  • The Project Office created in 2005 is accountable to the CIO Council. In 2006-2007, it improved processes for stronger oversight and accountability through performance management
  • The CIO Sector has launched the Continuous Service Improvement Program designed to improve program management, planning and governance through Information Technology Infrastructure Library (ITIL) best practices

The RCMP is among the Capital Budgeting Government pilot departments. For the CIO Sector, this translates into the ability to use capital funding from previous years.

The Human Resources Sector (HR)

The HR Sector of the RCMP is committed to furthering its vision of enabling operational readiness. This requires us to continue to attract, develop, retain and effectively support the people who can ensure the RCMP delivers on its commitments and its strategic priorities. The Sector faces a number of challenges in achieving this, including the growing demands for police services, the increasing number of retirements, as well as increased competition for labour and specialized skills. In 2006-2007, HR made significant progress in addressing these challenges. The following provides information on our key achievements in a number of areas.

Progress Made in 2006-2007

  • Recruiting

Achievements of the National Recruiting Strategy in 2006/07 included:

  • Launched “Operation Recruit”, an internal awareness campaign to ensure that all RCMP employees understand and fully leverage their potential impact on recruiting
  • Nurtured external recruiting partnerships with the Canadian Forces and Services Canada
  • Conducted an ad campaign that included national Internet/magazine advertising as well as movie theatre public notices targeted at a broad base of the Canadian population, coupled with specific tools to appeal to diversity groups such as visible minorities and Aboriginals
  • Analysis of a national applicant contact survey to identify valuable business intelligence that can be used to improve future marketing efforts
  • Recruiting webpage hits increased by 63% over 2005/2006

To improve Civilian Member recruitment, the RCMP website has been enhanced to provide realistic occupation previews and leverage current on-line application technology used by the Government for job opportunity bulletins. These improvements have streamlined the application process and created a user friendly employment website for potential external Civilian Member applicants.

  • Depot Expansion

Depot is a national police training centre recognized worldwide as a police training institution of excellence. Its primary mandate is to deliver cadet training and its secondary mandate is to deliver and coordinate specialized training programs.

Depot’s capacity has become a major inhibitor to the RCMP’s ability to field the number of police officers required to fulfill its mandate. As a result of physical limitations in the number of available beds, limited capacity in the firearms training and physical education facilities, coupled with other inhibitors related to limited investment in a sustainable ever-greening refurbishment strategy for many years, Depot has a finite capacity to train new recruits.

To accommodate an increase in cadets for 2006-2007 and onward, TB approved additional funding for major infrastructure refurbishment. Depot has begun the long-term revitalization of its infrastructure.

Achievements for 2006-2007 include:

  • Conversion of an arena to a multi-purpose training facility complete with a drill floor, a three-lane running track, staff changing rooms, a second training detachment and police defensive tactics rooms
  • Expansion of the gymnasium weight room to allow aerobic and anaerobic fitness training for increased enrolment
  • Creation of a farm yard scenario venue through the relocation and renovation of an existing duplex on base and the building of a quonset hut that doubles as storage area for the two Depot buses
  • Addition of another training scenario trailer in the Cormier Court training venue
  • Establishing a garage at the Police Driving Unit track to allow for changing track vehicle tires on site

In addition, the following immediate interim initiatives have taken place to accommodate the increased enrolment and to keep Depot moving until the permanent measures can be instituted:

  • Conversion of the Centralized Training building (previously used for in-service training) to cadet training rooms and increasing its capacity by putting bunk beds in each of the 90 rooms
  • Interim accommodations through the construction of six temporary 32-person dormitory trailers including a separate temporary laundry/polishing facility
  • Renovation of the old post garage to facilitate proper gun cleaning and boot polishing facilities. The other half of the facility was converted to an additional police defensive tactics venue
  • Creation of a food service satellite facility removes pressure from the existing food services building over the lunch hour and provides a late lunch service to cadets during evening hours

Depot is well on the way to completing an additional 25 metre indoor range as well as refurbishing the 50 metre outdoor range that will open in Summer 2007. Furthermore, a scenario training building to accommodate accident vehicle investigations indoors will also be opened.

As a result of these achievements and the initiatives that are currently underway, 46 troops containing up to 32 cadets per troop and one lateral entry troop graduated from Depot – that is, 1,242 Cadets and 19 Lateral entry members trained and graduated from Depot in 2006-2007.

  • Succession Planning and Leadership Development

HR has continued to advance efforts to develop and implement a national governance model to provide a comprehensive framework for succession planning at the senior management level. This model helps ensure that leadership capacity development is aligned with organizational priorities and that upwardly mobile employees are identified and appropriately developed. During 2006/07, we achieved the following:

  • Developed a Leadership Continuum that is now live and interactive on the employee infoweb; it provides information, legislation and policies related to development programs
  • Incorporated more flexibility into the Officer Candidate Development Program through the addition of an Invited process – Regular Members from all non-commissioned ranks and equivalent Civilian Members can be invited by a senior manager
  • Launched a revised version of the Senior Executive Development Program (SEDP)
  • Established a competency profile and increased rigor in the selection process for the Full Potential Program – a two year program aimed at developing employees who demonstrate the potential and ability to assume future senior management roles
  • As part of the Leadership Continuum, two new management development programs were also created: the Supervisory Development Program (SDP) and Management Development Program (MDP). In 2006/2007, SDP courses were piloted in ten sites representing every Region. Feedback, from participants who have taken the course and from subject matter experts who have observed the course, has been largely positive. For 2007/2008, the SDP Program Training Standard will be incorporated into Regional and Divisional course delivery schedules. In 2006/2007, the MDP was successfully piloted. In 2007/2008, another three to four pilots are planned with the intention of finalizing this Program in 2008
  • NCO Promotion Process

HR implemented a new promotion process for non-commissioned officers on July 1, 2006. This process demonstrates a clear link between applicant competencies and job requirements; ensures appropriate managerial involvement; and facilitates skills retention and the effective use of the available expertise. It includes the following components:

  • An updated Job Simulation Exercise that assesses the organizational competencies of the applicant against those required at the supervisory level
  • A new element of supervisory support of the member seeking promotion
  • Use of a competency rsum to evaluate functional and organizational competencies
  • Managerial selection of the successful candidate
  • Employee Performance Management

In 2006/2007, HR developed a new performance evaluation form to be used annually to assess Regular and Civilian Members below officer rank against the competencies for their positions. Achievements for 2006/2007 include:

  • Completion of an On Line Information Guide and new supporting policy
  • Ensuring the evaluation form will capture information on operational skills maintenance compliance, security clearance and career interests
  • Implemention of the new process on April 1, 2007 (to be phased in over the year)
  • Delivering a national training workshop for staffing employees on the purpose, implementation and use of the new form-driven process

In addition, as a continued effort to recognize deserving employees and to support increased retention and morale, the Honours and Recognition Section implemented several initiatives. Achievements for 2006/2007 include:

  • Updating the web-based Awards of Distinction Program
  • Creation of an Employee Recognition Program Pamphlet – distributed nationally
  • Creation of an RCMP Retirement Lapel Pin – over 1,000 requests received from retired employees
  • Creation of a Memorial Memento Program that provides a tangible memento to the next-of-kin of fallen members
  • Learning Investment Management

Learning governance has been improved nationally by implementing an annual process for planning, monitoring and reporting of all learning, training and development expenditures within the RCMP through the newly constituted Learning Investment Management Board (LIMB). The Annual Learning Plan and Report help ensure the effective management of the RCMP’s learning investment, which ensures learning resources are appropriately aligned to organizational priorities and needs. LIMB also assists in helping to determine current and forecast future learning and development costs.

In 2006-2007, achievements include the following:

  • Establishing a baseline for learning/training investments for future year comparisons for both organizational and individual learning
  • Redirecting the investment in various management/supervisory/leadership development courses toward the development of the Supervisor Development and Management Development Programs
  • Updating various policy components to ensure greater standardization of training across the RCMP
  • Encouraging advance identification and planning for training needs
  • Developing a comprehensive prioritization process for all in-service courses
  • Assessing training efficiencies and continuing to identify/explore opportunities where RCMP can maximize its investment with external partners and providers

Implementation of the new Treasury Board Policy on Learning, Training and Development and the Associated Directive on Required Learning

  • The new Treasury Board Policy on Learning, Training and Development came into effect on May 15, 2006, with a retroactive date of January 1, 2006. All categories of RCMP employees (RMs, CMs and PSEs) are subject to the four dimensions of required training as outlined in the TB Policy and its Directive, which is designed and delivered by the Canada School of Public Service. This includes: orienting new hires of the RCMP to the Public Service; ensuring first-time supervisors and managers receive appropriate training prior to exercising their authority; ensuring existing managers and executives validate their knowledge to properly exercise their delegations of authority; and functional specialist training
  • During 2006-2007, the RCMP worked on implementing the Policy and the associate Directive nationally, with the assistance of a network of Regional and Divisional contacts. For 2007-2008, the RCMP will continue its progression towards full compliance with the training requirements indicated in the Policy and Directive
  • Field Coaching Program

The RCMP Field Coaching Program (FCP) is a critical component of basic training and helps to fully prepare new members for their roles and duties as police officers. The FCP provides a safe and supportive learning environment where new members transition from a training environment to an operational policing environment under the guidance of experienced operational police officers. A revised curriculum and format for the FCP and the Field Coach’s Course were designed and delivered in 2006-2007, consistent with the recommendations of the OAG (in the 2005 chapter on Contract Policing). Achievements for 2006-2007 include:

  • 41 Field Coach Courses were delivered (up from 24 in 2005-2006), and 818 new Field Coaches completed the training (up from 566 in 2005-2006) to respond to increased output at the RCMP Training Academy
  • Over 99% of the 818 members who successfully completed the Field Coach course in 2006-2007 are already considered fully trained field coaches. Field Coaches must also complete the RCMP Managing Safely Course to be considered fully compliant as a field coach
  • A new structure was created with additional resources identified to manage the national program and monitor, assist with, and report on the status of Divisional Field Coaching Programs
  • Learning and Development Directorate has obtained a five-year commitment for new funds for the Field Coaching Program through the Depot/Recruiting funding initiative in Budget 2006. Funding from this Budget initiative has contributed to a new structure with additional resources identified to manage the national program and monitor, assist with, and report on the status of Divisional Field Coaching Programs
  • Preliminary development began on Federal Field Coaching Program policy and training standards, in recognition of the need to support new members that will be going directly from the Training Academy to the Central Region in 2007-2008
  • Bridging the Gap

Bridging the Gap (BTG) is a results-based process to improve performance and enhance operational readiness in RCMP detachments and units by helping bridge gaps between current performance and peak performance. In 2006-2007, there was considerable expansion of BTG in Central, Atlantic and Pacific Regions, with 122 new sites established. BTG has helped to clarify priorities and facilitated a connection between RCMP and community priorities and members’ everyday work.

This is fundamental to effective alignment; for the first time, the RCMP has extended its strategic priorities and connected them to daily tasks. BTG has helped do this and has also highlighted performance barriers that had previously been seen but perhaps not well understood. Units able to reduce or remove performance barriers have seen tangible and measurable operational results. Solutions in one team or watch have been adapted and used successfully elsewhere within a detachment.

  • Agora and the Investigator’s Toolbox

Agora, a Learning Content Management System, was launched in April 2006 to manage the requirements of the Investigator’s Toolbox and deliver on-line courses. The application is fully encrypted and requires authentication through an Entrust certificate and token to host protected objects. It provides the opportunity to deliver information to employees based on their respective responsibilities via their My Agora portal.

The Investigator’s Toolbox was integrated into the Cadet Training Program (CTP) in April 2006. Cadets use the Toolbox extensively to undertake the necessary research for their successful completion of the CTP.

There were over 25,000 on-line courses completed by RCMP employees in 2006-2007.

  • Competency-based management (CBM)

HR has continued to profile positions within the RCMP in order to implement CBM initiatives. CBM provides a common language for all HR activities, facilitates improved service delivery to clients, and enables proactive planning for new, strategic job requirements

At the end of 2006-2007, there were 229 profiles available on the infoweb, covering 92% of regular members and 37% of civilian members.

  • Occupational Health & Safety

HR has amalgamated occupational health and occupational safety to improve integrated efforts toward assuring a healthy workforce and a safe workplace. Achievements in 2006-2007 include:

  • An MOU with DND and Veterans Affairs Canada to share Occupational Stress Injury Networks
  • New Periodic Health Assessment Process
  • Canadian Labour Code (CLC) training ensuring high levels of compliance – as of March 31, 2007, 92% of employees had completed the “Managing Safely” course and 90% had completed the “Employee Awareness” course
  • Developed Workplace Hazardous Materials Information System (WHMIS) training
  • Identified IM/IT requirements to support Occupational Health and Safety Audit & Inspection Program
  • Hazard Prevention Program Implementation Plan (under development)
  • WHMIS training course (near completion)
  • Contributed to a federal government plan to recruit and retain physicians
  • Contributed to Interdepartmental Task Force on Mental Health with MC submissions through Health Canada
  • Conflict and Harassment in the Workplace

The Workplace Relations Management (WRM) Initiative proposes the realignment of existing programs (Labour Relations, Human Rights, Conflict Management, Harassment Management, and Duty to Accommodate) under Employee & Management Relations. This will provide consistency, quality assurance, procedural integrity, process and case management, and introduce risk management and analysis of issues relating to workplace behaviours, which contribute to workplace conflict and harassment. Activities are underway in the form of service delivery reviews and analysis, policy analysis and consultation with service providers and coordinators of WRM related Programs. Consultations are also planned to discuss stakeholders expectations

Achievements in 2006-2007 include:

  • A National working committee was developed (Initiative Development Team) and it has met twice. The Business Case that was submitted and approved was the output of these efforts
  • Preliminary analysis identified policy gaps between the impacted processes and procedures for which the Directorate is responsible including policy gaps between RCMP and Treasury Board policies
  • The Directorate is working with the North West and Pacific Regions on the initial implementation of a WRM model of service delivery end structures to ensure integration and alignment between the policy center and service delivery components
  • HR Business Transformation

HR Business Transformation (HRBT) has been established to lead the development of transformed and re-engineered business processes that integrate and streamline all HR activities, that allow for effective information and knowledge management, and that effectively support HR service delivery and RCMP workforce planning. New business processes will also be developed to take full advantage of existing as well as future information systems.

A priority project for HRBT has been to assist the National Recruiting Program to streamline the RCMP application process. The goal was to shorten the processing time from application to enrolment (average time was 14.3 months in 2005-2006). Shorter time periods lead to increased satisfaction for potential Cadets. Reducing the processing time will also result in the recruiting staff spending less time coordinating this process and providing our communities with new policing resources to deliver services more effectively.

Achievements for 2006-2007 include:

  • Completing a detailed mapping of all stages of the process for Regular Member recruiting (including attraction, application, selection and enrolment)
  • Analyzing map of as-is processes and developing an improved and streamlined future state process to be implemented as a national standard
  • Adding resources to shorten the time spent on key stages, and implementing changes to streamline several stages
  • Ensuring new or improved reports on applicants and the process are available
  • Using the process map to examine and standardize service delivery and began the establishment of centralized process centres
  • HR Strategic Planning (HR)

HR has made significant progress in building its capacity to integrate planning throughout the Sector at national headquarters and to develop common frameworks and models for HR planning throughout the RCMP. Achievements in 2006-2007 include:

  • Development of a Balanced Scorecard for HR for 2006-2007 with performance measures and designated owners for 43 initiatives
  • Completion of a comprehensive review of HR’s operating environment (“HR Situation Analysis”) including a review and impact analysis of external trends, operational trends, employee demographics, employee survey results, and leading-edge thinking in HR management. This was summarized into seven key challenges to be addressed by HR
  • Development of a new strategic framework for HR focused on the seven identified challenges. The framework articulates the various levels of results HR wishes to achieve, and how it does so by influencing employees both directly and indirectly
  • Completion of a 2007-2008 HR Business Plan that presented the new Strategic Framework and strategic initiatives developed by the policy centres
  • Development of an Integration Model for HR and Operational Planning – a useful tool for determining where changes are required to improve operational planning
  • Official Languages

HR continues its efforts to improve the RCMP’s respect and recognition of Official Languages, (OL) including improving bilingual services to the public and to employees. Achievements for 2006-2007 include:

  • The Commissioner identified OL Accountability as one of four mandatory commitments for all RCMP executives and managers eligible for performance pay in 2006-2007
  • Maintaining good overall bilingual capacity of employees providing service to the public – now stands at 86% (3,319 of 3,866 bilingual positions)
  • Maintaining good overall bilingual capacity of employees providing central or personal services to other RCMP employees – now stands at 86% (3,692 of 4,291 bilingual positions)
  • Increasing the percentage of supervisors who meet the language requirements of their position by 1% – now stands at 86% (1,165 of 1,349 bilingual positions)
  • A second language training program was initiated in Regina for the French troop at Depot. Cadets were offered 11 weeks of language training prior to their cadet training at Depot. This initiative has proven to be successful and will be repeated in 2007-2008
  • The RCMP purchased an on-line language training program call “Pour l’amour du Franais / For the Love of English’’ from The Language Research Development Group, and is testing it in the HQ and Atlantic Regions. This second language training program is well structured and user-friendly and will enable monitoring and reporting of students’ progress and results

Major Projects

The Police Reporting and Occurrence System (PROS)

The PROS Records Management solution for the RCMP was completed on March 31, 2006 and rolled out across Canada. PROS will modernize aging occurrence and records management systems replacing the Police Information Reporting System (PIRS), the Simplified Paperless Universal Reporting System and the Operational Statistical Reporting System. PROS is operational with over 13,000 users including 28 external police partner agencies.

Canadian Police Information Centre (CPIC) Renewal

Supported by $115M in funding (Budget 2001), CPIC Renewal was designed to ensure the long-term viability of the CPIC system, an integrated, automated national system which provides tactical information on crimes and criminals. Work has involved stabilizing and securing the system’s technology infrastructure, as well as developing new communications functionality including enhanced messaging and directory services.

Progress Made in 2006-2007

With the successful deployment of CPIC Phase III on November 26, 2006, CPIC continued with its deployment of CPIC Web Version 3.0. CPIC, in an effort to advance in leading edge policing and security technology, registered individual CPIC users with a user name and password and, as individual agencies were technically positioned, moved the individual users to Strong Identification and Authentication (I&A). With the process underway, all CPIC Maintenance users will be required to be on Strong I&A by April 2008 and all Query users by April 2009.

CPIC supports advancements in interoperability through working relationships with the PROS. Through a process that began in 2006, CPIC has, on a province by province basis, allowed PROS users to query CPIC through the PROS application. This functionality will continue to be made available to external police agencies who have signed on to PROS. During 2006-2007, changes were made to the PROS application that introduced CPIC “new input functionality” that became available to the user community through CPIC Phase III. CPIC will continue to work on improvements to messaging through PROS.

In Spring 2007, CPIC, working with RCMP Learning and Development and the Canadian Police Knowledge Network, agreed to develop an on-line CPIC Query and Narrative Course. When completed in Fall 2007, this six- to eight-hour on-line course will replace a three-day in-classroom course. By making this course available on-line, CPIC has opened training opportunities to the CPIC community while significantly reducing the training and travel costs associated with in-classroom training.

The National Integrated Interagency Information (N-III) System

N-III, the technical solution for the former NCJI, will advance the interoperability objectives of the Government by enabling broader information sharing and integrated investigations among Canada’s law enforcement and justice communities.

N-III includes Integrated the Query Tool (IQT), which provides federal public safety and security partners with query access to source systems, including PROS, PIRS, and CPIC.

The second component of N-III is the Police Information Portal (PIP), which allows police partners to query each other’s occurrence data. Twenty-six police agencies are now live on PIP, including PRIME BC agencies.

Progress Made in 2006-2007

The PIP contract was awarded to Versaterm Inc on June 29, 2006. To date, 161 police agencies (representing 99% of police officers) have committed to or are already sharing information through PIP;
26 of these agencies are full participants.

IQT is currently used by the CAFC and the Integrated Threat Assessment Centre to access CPIC, PIRS and PROS.

Real Time Identification (RTID)

The Real Time Identification (RTID) Project will improve Canada’s fingerprint and criminal record repository by transforming existing manual, paper-based processes into streamlined, standards-based, electronic processes to enable electronic exchange of information with Canadian and international criminal justice and public safety communities.

Progress Made in 2006-2007

RTID Phase 1 includes the re-engineering of civil processes, the implementation of a workflow manager and the release of a new Automated Fingerprint Identification System (AFIS).

On March 25, 2007, the RTID Project released a new AFIS and the infrastructure to permit electronic fingerprint submissions. This is a major milestone for RTID and introduces the first of the operational efficiencies to users of the NPS Canadian Criminal Real Time Identification Services (CCRTIS) fingerprint identification and criminal records services.

Phase 2, the modernization of criminal records processes, is progressing and it is anticipated that the contract will be awarded for the systems development component in Fall 2007. Phase 2 will include CPIC enhancements to automate the processing of criminal records. It will also create an integrated database to replace several databases that are currently generated from a myriad of stovepipe legacy systems.

Management Accountability Framework (MAF) Assessment of the RCMP

The Management Accountability Framework sets out Treasury Board’s expectations of senior public service managers for good public service management. The MAF is structured around 10 key elements and 20 related indicators that collectively define “management” and establish the expectations for good management of a department or agency. The Treasury Board Secretariat (TBS) reports annually.

In its MAF assessment of the RCMP for 2006, the TBS report states that:

“This year’s observations by the Treasury Board Portfolio related to the Royal Canadian Mounted Police (RCMP) are generally positive…The RCMP is to be commended for its work to improve management in a number of areas since last year’s assessment…”

Assessment Scale
Opportunity for Improvement
Attention Required
Insufficient Information
Not Applicable

Public Service Values
Values-based Leadership & Organizational Culture

Governance & Strategic Directions

Utility of Corporate Performance Framework
Opportunity for Improvement
Integrity of Corporate Management Structure
Effectiveness of Extra-organizational Contribution

Policy & Programs

Quality of Program and Policy Analysis
Opportunity for Improvement

Results & Performance

Quality and Use of Evaluation
Opportunity for Improvement
Integration, Use & Reporting of Performance Information (Financial & Non-Financial)
Opportunity for Improvement

Learning, Innovation & Change Management

Managing Organizational Change

Risk Management

Effectiveness of Corporate Risk Management
Extent to which the Workplace is Fair, Enabling, Healthy and Safe
Extent to which the Workforce is Productive, Principled, Sustainable and Adaptable
Effectiveness of Information Management
Opportunity for Improvement
Effectiveness of Information Technology Management
Effectiveness of Asset Management
Effective Project Management
Opportunity for Improvement
Effective Procurement
Effectiveness of Financial Management and Control
Effectiveness of Internal Audit Function
Citizen-Focused Service
Organization knows and responds to citizens’/clients’ needs and expectations

The RCMP was rated “Strong” under the indicator of Horizontal Initiatives:

“The RCMP is a key player on several high-profile initiatives including: Public Security and Anti-terrorism, Organized Crime, International Peacekeeping, disaster assistance and law enforcement interoperability. The RCMP is a collaborative and corporate partner in horizontal initiatives.”

The Force was also rated “Strong” for its Internal Audit function:

“An appropriate infrastructure to effectively discharge internal audit responsibilities is in place.”