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The Honourable Stockwell Day, PC, MP
Minister of Public Safety
Section III – Supplementary Information
Section IV – Others Items of Interest
Section V – Canada Firearms Centre
As Canada’s Minister of the Public Safety Portfolio, I am pleased to present to Parliament the Departmental Performance Report (DPR) for the Royal Canadian Mounted Police (RCMP) for the period ending March 31, 2007.
The Public Safety Portfolio is responsible for public safety activities that help ensure the safety of Canadians: policing and law enforcement, corrections and conditional release of federal offenders, emergency management, national security, crime prevention and the protection of Canada’s borders.
The Portfolio consists of Public Safety Canada, five agencies – the Canada Border Services Agency, the Canadian Security Intelligence Service, the Correctional Service of Canada, the National Parole Board and the Royal Canadian Mounted Police – as well as three review bodies.
The RCMP’s 2006-2007 Report on Plans and Priorities (RPP) identified five strategic priorities that would most effectively contribute to its goal of Safe Homes and Safe Communities: combating organized crime; reducing the threat of terrorist activity; preventing/reducing youth involvement in crime; enhancing Canada’s economic integrity through crime reduction; and contributing to safer/healthier Aboriginal communities. The Force’s strategic priorities are congruent with the priorities established for the Public Safety Portfolio and with broader Government priorities.
Canadians want assurances that their Government will promote their personal security while protecting their privacy. They also want the institutions charged with these responsibilities to be transparent and to work seamlessly with partners at home and abroad. Much of the RCMP’s success in contributing to their goal of Safe Homes and Safe Communities is a direct result of the strong relationships they have with their contract policing partners and of their efforts to strengthen existing – and build new – partnerships across Canada’s law enforcement community and with international law enforcement agencies.
I am pleased with the RCMP’s efforts over the past year in delivering quality programs, services and policies that Canadians require and deserve. The Government is determined to support the RCMP in meeting its crucial responsibilities. Toward that end, the process of adding 1,000 additional RCMP personnel began during 2006-2007. New funding was also provided to: expand the RCMP’s
National Training Academy (Depot); increase the capacity of the National DNA Data Bank; bolster existing capacities to combat money laundering and terrorist financing; and conduct major counterfeiting investigations. This report provides a wealth of information on the Force’s achievements in relation to its RPP commitments. I invite you to explore the content of this report and, if you have
inquiries, to consult the list of departmental contacts. You can also obtain more information on the RCMP’s website at: www.rcmp-grc.gc.ca.
The Honourable Stockwell Day, PC, MP
Minister of Public Safety
The RCMP’s Departmental Performance Report (DPR), for the fiscal year ending March 31, 2007, highlights our progress during 2006-2007 towards achieving our strategic goal of Safe Homes and Safe Communities.
The annual DPR is one of our primary instruments of public accountability. The evolution to strong and meaningful accountability between government and Canadian citizens is occasionally difficult – the “bottom line” is not always well defined. The RCMP strives to earn and maintain the trust and respect of Canadians by ensuring ownership, responsibility and accountability at every level.
From its roots as the North West Mounted Police, the RCMP has always been on the leading edge of policing. As the world and society have evolved, the RCMP’s mandate and influence have grown. I am sure that, in 1873, the first officers of the North West Mounted Police could not have imagined the scope and sophistication of the criminality we know in the 21st century. Keeping communities and Canadians safe in the face of new and emerging forms of crime demands constant vigilance and action.
To reflect the dynamic nature of today’s world, the RCMP has adopted and refined a highly flexible and proven strategic planning and performance management framework based on the Balanced Scorecard methodology. It has helped us to identify key priorities and to align our operations and management in support of key priorities. This report presents a summary of our performance and provides evidence of results achieved against our three strategic outcomes and our five strategic priorities.
I am pleased with our organization’s progress over the last year. None of this would be possible without the exemplary and essential services to communities across Canada provided by the 26,000 members and employees of the RCMP. This report details many examples of their fine efforts and accomplishments in support of keeping Canada safe and secure. It is the day-to-day commitment of our staff that makes the RCMP a strong and effective national police service.
Consistent with the Report on Plans and Priorities for 2006-2007, you will find at the end of this report a special chapter dedicated specifically to the integration of the Canada Firearms Centre and of the day-to-day operations of the Canadian Firearms Program (CFP) into the RCMP.
I remain confident that the RCMP will continue to put the interests of Canadians first, to build on our legacy, and to continue to deliver high quality services to protect the safety and security of our citizens and our country, and to contribute to the global security environment.
William J. S. Elliott
Commissioner
Departmental Performance Report 2006-2007
I submit for tabling in Parliament, the 2006-2007 Departmental Performance Report for the Royal Canadian Mounted Police.
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:
The Royal Canadian Mounted Police (RCMP) is the Canadian national police service and an agency of Public Safety (formerly Public Safety and Emergency Preparedness), entrusted with keeping Canadians safe and secure. Building on a rich history of over 130 years of service to Canadians, we have kept pace with change, evolving into a modern police organization that is responsible for enforcing the law and preventing crime in Canada. Proud of our traditions and confident in meeting future challenges, we commit to preserve the peace, uphold the law and provide quality service in partnership with the communities we serve. Ultimately, we are accountable to the communities and partners we serve in the use of tax dollars and resources to accomplish our mandate. Based on the authority and responsibility assigned under Section 18 of the Royal Canadian Mounted Police Act, in its simplest form, our mandate is: to enforce laws, prevent crime, and maintain peace, order and security in Canada and for all Canadians, and to protect Canadian and foreign dignitaries in Canada and abroad. Organizationally, this multi-faceted responsibility includes:
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We are pleased to report that the RCMP succeeded in meeting or exceeding most of the targets presented in our 2006-2007 Report on Plans and Priorities. These achievements, along with any shortfalls, are presented in detail in Section II of this Performance Report.
Planned Spending
|
Total Authorities
|
Actual Spending
|
$3,317.7
|
$3,782.2
|
$3,557.3 |
Planned
|
Actual
|
Difference
|
26,079 | 24,786 |
1,293 |
We are increasingly called upon to re-evaluate our role as Canada’s national police service. Accordingly, 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 our 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 and strives for the highest professional, ethical and people values. We are guided by the following core values:
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 public safety. Ultimately, all of our organizational activities enhance the safety, security and well-being of Canadians. Our Strategic Framework’s components illustrate philosophies and activities that enable us to be successful in meeting this goal. These components are described below.
Everything that we do to be a strategically-focused organization of excellence rests on our four pillars.
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 service delivery model, which has been the cornerstone of our operations for many years. Through this model, we proactively work with communities to identify, prioritize and solve problems. Community Policing reflects the partnership between the police and the community where we work together to prevent or resolve problems that affect homes and communities.
Emphasis is placed on crime prevention and enforcement through increased community participation, coordinated problem solving, improved planning and public consultation.
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 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 them. Each priority is championed by a Deputy Commissioner who leads a Strategic Priority Working Group, representing the programs responsible for each strategic objective, focused on ensuring the success of the strategy. Where appropriate, outside agencies participate on the Working Groups to facilitate inter-agency cooperation on similar strategic objectives.
In the 2006-2007 fiscal year, we addressed the five strategic priorities of: Organized Crime, Terrorism, Youth, Economic Integrity and Aboriginal Communities. As stated previously, each of our strategies has a strategic “outcome” – a desired end state:
Organized Crime: Reduce the threat and impact of organized crime
Terrorism: Reduce the threat of terrorist activity in Canada and abroad
Youth: Reduce youth involvement in crime, both as victims and offenders
Economic Integrity: Contribute to Canada’s economic integrity through crime reduction
Aboriginal Communities: Contribute to safer and healthier Aboriginal communities
The following operational activities form the essence of the way we perform 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.
Context for Planning
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 were identified as key influences on our strategic planning cycle for the 2006-2007 fiscal year:
c) RCMP Business Planning Process
f) External Factors – Challenges to Law Enforcement
By taking these elements into consideration throughout our planning cycle, we were able to identify the strategic and management priorities that best allow us to focus on enhancing public safety, sustainable development and the effective and efficient operations of our organization.
Integrated Policing continued as a defining model 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 continued to make progress on overcoming these challenges, there is still much to be done before we reach our goal of total integration/interoperability. These challenges include:
The graphic below captures the various elements of our Integrated Policing model 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 information supports our senior managers in identifying key risks, challenges and opportunities, as part of our priority setting and business planning. For 2006-2007, the key environmental scanning elements continued to be:
We prepare detailed Environmental Scans every three years, and conduct a focused review on one or more particular areas of interest and importance to the RCMP on an annual basis. For the 2005 RCMP Feature Focus, we looked at the trends affecting economic crime and the potential risks to the Canadian marketplace and Canadians identified in the scan. As a result a new strategic priority was added for 2006-2007 – 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. In September 2006, the RCMP instituted Annual Performance Plans (APP) – originally referred to as Detachment Performance Plans – across the country. The APP initiative is an essential part of the RCMP’s overall performance management framework, designed to enhance the capacity of individual detachments to plan, evaluate and manage their activities. It streamlines reporting requirements currently in place. The APP tool ensures: alignment at all levels of our organization with the RCMP’s national priorities; a consistent application of performance management principles; the application of risk measurement; and consultation/dialogue with the communities we serve.
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 a breakdown of all activities according to the Program Activity Architecture (PAA).
The Strategic Policy and Planning Directorate (SPPD) reviews the divisional and program activity plans to ensure corporate planning is aligned to operational priorities. Plans that do not support the organizational strategy are challenged and refined as necessary.
All identified unfunded pressures are supported by a comprehensive business case and 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; and so on. 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.
Obviously, this commitment greatly impacts the RCMP. The government committed to proposing changes to the Criminal Code to provide tougher sentences for violent and repeat offenders, particularly those involved in weapons-related crimes. It also committed to helping to prevent crime by ensuring that there are more police on the street and improving the security of our borders. In addition, the Government committed to working 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 lives and torn communities.
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 the RCMP are:
f) External Factors – Challenges to Law Enforcement
More and more, the RCMP is tasked to support Canada’s broader international profile as a leader on the world stage. This includes Canada’s role as a host to other countries in the form of visiting dignitaries and delegations, conferences, meetings and other major public national and international events.
For example, for 2006-2007, this included:
Also, preparations are currently underway for future events such as:
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 (as per PAA) |
Quality Federal Policing Quality Contract Policing Quality Policing Support |
The following tables provide a summary of the RCMP’s performance for 2006-2007 in relation to commitments outlined in the 2006-2007 Report on Plans and Priorities. More detailed information is presented in Section II of this report.
Status on Performance | |||
Strategic Outcome: Quality Federal Policing |
Priority No. 1
Ensuring the safety and security of Canadians and their institutions, both domestically and globally, as well as internationally protected persons and other foreign dignitaries, through intelligence-based prevention, detection, investigations and enforcement of laws against terrorism, organized crime and other criminal activity |
||
Program Activity: FIO Protective Policing Expected Result:
|
Performance Status From an Operational perspective, the RCMP delivered results towards the achievement of our Strategic Goal of Safe Homes and Safe Communities by successfully meeting or exceeding the targets set forth for Quality Federal Policing in our 2006-2007 Report on Plans and Priorities. Details are presented in Section II of this Performance Report. |
Planned Spending (millions) | Actual Spending (millions) |
||
Supporting Program or Activity
|
|||
FIO |
$592.9 | $626.0 | |
Protective Policing |
$105.1 | $108.9 |
Status on Performance | |||
Strategic Outcome: Quality Contract Policing |
Priority No. 1 Healthier and safer Canadian communities through effective crime prevention, education, law enforcement and investigation |
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Program Activity: CCAPS Expected Result:
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Performance Status From an Operational perspective, the RCMP delivered results towards the achievement of our Strategic Goal of Safe Homes and Safe Communities by successfully meeting or exceeding the targets set forth for Quality Contract Policing in our 2006-2007 Report on Plans and Priorities. Details are presented in Section II of this Performance Report. |
Planned Spending (millions) | Actual Spending (millions) |
||
Supporting Program or Activity
|
|||
CCAPS |
$2,083.4 | $2,140.7 |
Status on Performance | |||
Strategic Outcome: Quality Policing Support |
Priority No. 1 Provide 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 |
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Program Activity: Criminal Intelligence Operations TechOps Policing Support Service National Police Services Expected Result:
|
Performance Status From an Operational perspective, the RCMP delivered results towards the achievement of our Strategic Goal of Safe Homes and Safe Communities by successfully meeting or exceeding the targets set forth for Quality Federal Policing in our 2006-2007 Report on Plans and Priorities. Details are presented in Section II of this Performance Report. |
Planned Spending (millions) | Actual Spending (millions) |
||
Supporting Program or Activity
|
|||
Criminal Intelligence
Operations |
$70.3 | $81.8 | |
TechOps
|
$174.2 | $190.8 | |
Policing Support
Services |
$68.5 | $84.0 | |
National Police Services
|
$149.7 | $170.9 |
Note: * Planned Spending based on Main Estimates
** Actual Spending based on Main Estimates + in-year funding
The following strategy map and summary table captures our performance with respect to our strategic outcome, objectives and key performance goals for the 2006-2007 fiscal year.
Summary of our Strategic Goal, Priorities and Outcomes
Summary of Departmental Strategic Goal | |
Strategic Goal: Safe Homes, Safe Communities |
Outcome Statement: To work towards providing safe homes, safe communities by addressing our strategic priorities in a way that is accountable, is guided by clear values, is intelligence-led, and is collaborative. |
Supporting Strategic Outcomes
|
Supporting Strategic Priorities
|
Key Performance Goals | Performance |
|
2006: 97%
2007: 97% |
|
2006: 87%
2007: 86% |
|
2006: 98% |
|
2006: 90% |
|
2006: 89% |
|
2006: 84% |
|
2006: 84% |
|
2006: 86% |
|
2006: 80% |
Planned Spending (millions)* | Actual Spending (millions)** |
2006-2007 | 2006-2007 |
$3,317.7 | $3,557.3 |
Planned FTEs | Actual FTEs |
26,079 | 24,786 |
Safe Homes and Safe Communities remains our overall goal. In order to provide safe homes and safe communities, we work across boundaries, both internally and externally, with our domestic and international partners. To ensure that we achieve our goal, we focus on both the Strategic Outcomes set out in our Program Activity Architecture (Quality Federal Policing; Quality Contract Policing; and Quality Policing Support) and on our five Strategic Priorities (Organized Crime; Terrorism; Youth; Economic Integrity; and Aboriginal Communities).
The following section provides a summary of our performance against the commitments set forth in our 2006-2007 Report on Plans and Priorities. The beginning of the section focuses on the progress made towards achieving our Strategic Outcomes, with the remainder focusing on the performance results achieved against the plans and priorities of our five Strategic Priorities.
Supporting Program Actitvities (PAA)* | Planned Spending (millions)* | Actual Spending (millions)* |
1 – Federal and International Operations
|
$592.9 | $626.0 |
2 – Protective Policing Services | $105.1 | $108.9 |
Supporting Program Actitvities (PAA)* | Planned FTEs | Actual FTEs |
1 – Federal and International Operations
|
4,568 | 3,412 |
2 – Protective Policing Services | 768 | 593 |
Note: * Program Activity allocations may represent all related activities undertaken across RCMP Divisions and do not necessarily reflect allocations for a specific RCMP program, service or organizational unit of similar name.
** Planned Spending based on Main Estimates
*** Actual Spending based on Main Estimates + in-year funding
Key Results as listed in the 2006-2007 Report on Plans and Priorities
1. Reduced impact of organized crime
2. Reduced threat of terrorism
3. Safe and secure society
Progress towards meeting the key expected results for Quality Federal Policing:
1. Reduced Impact of Organized Crime
For Organized Crime specific performance information, please refer to the Organized Crime strategic priority presented later in this Section.
2. Reduced Threat of Terrorism
For Terrorism specific performance information, please refer to the Terrorism strategic priority presented later in this Section.
3. Safe and Secure Society
Progress Towards Achieving Key Results:
Protective Policing ensures a safe and secure society for Canadians by ensuring the safety of high-profile sites and people. National security interests, Canadian government executives, the foreign diplomatic community serving within Canada, and the general public are all safeguarded by RCMP Protective Policing. Protective Policing has greatly enhanced their contributions to the intelligence process used to determine potential threats to the people and sites under RCMP protection; for example:
Partnerships with municipal and provincial police partners, DND, Foreign Affairs, and many other government departments, as well as international policing and security agencies, have been fostered through joint operations, sharing of best practices, shared training and active consultation.
All people, sites and flights under the protection of the RCMP were free from terrorist or criminal violence in 2006-2007. Protective Policing provided services to:
The Canadian Air Carrier Protective Program (CACPP) hosted the 2006 International Air Marshal Conference, an assembly of 22 nations in a key bridge-building experience. This annual conference fosters the exchange of best practices, ranging from tactics to general aviation security and is a key event relative to the sharing of information amongst air carrier protection programs worldwide.
The collaborative environment among the nations assembled at the conference allowed the CACPP to create the International In-Flight Security Officer Committee (IIFSOC) – a voluntary assembly of partners committed to the support of International In-Flight Security Officers (IFSOs). At an IIFSOC meeting held in London, UK, a CACPP representative was elected as Chair of this Committee for a period of one year. Through this important role, Protective Policing plans to continue its support of international collaboration and standards for civil aviation protection programs.
Drugs & Organized Crime Awareness Service (DOCAS) ensures a safe and secure society for Canadians by enhancing the public’s knowledge on drugs and organized crime and their related issues.
DOCAS is coordinated by specialized trained members at the national, provincial and territorial levels. These members work in partnership with government and non-government agencies, other police agencies, private organizations and other community groups to provide key initiatives in schools, communities and workplaces. They are committed to the following:
DOCAS promotes partnerships with community groups, health and addictions organizations, public and private sector agencies, and other police services to address specific drugs and organized crime awareness needs of Canadians.
DOCAS provides a service which includes two components: drug awareness and organized crime awareness. Under the drug awareness umbrella, the service has implemented demand reduction initiatives by working with and mobilizing community partners on substance abuse related issues. Under the organized crime awareness umbrella, DOCAS creates, identifies and shares initiatives utilized by the RCMP and other agencies to combat organized crime.
DOCAS is striving to educate law enforcement and the general public on specific aspects of organized crime.
The goal of DOCAS is to assist in enlightening the Canadian police community and the public on the impacts of drugs and organized crime and ways to reduce that impact. By reducing the demand of illicit drugs and victimization of organized crime, DOCAS assists Canadians in reducing the many impacts of drugs and organized crime on communities across the country.
Planned Improvements:
Protective Policing operating procedures, security measures and business practices are under constant review to ensure that our clients are provided with appropriate and effective protection services.
Planned improvements include:
Supporting Program Actitvities (PAA)* | Planned Spending (millions)* | Actual Spending (millions)* |
3 – Community, Contract and Aboriginal Policing
|
$2,083.4 | $2,140.7 |
Supporting Program Actitvities (PAA)* | Planned FTEs | Actual FTEs |
3 – Community, Contract and Aboriginal Policing
|
13,610 | 12,941 |
Note: * Program Activity allocations may represent all related activities undertaken across RCMP Divisions and do not necessarily reflect allocations for a specific RCMP program, service or organizational unit of similar name.
** Planned Spending based on Main Estimates
*** Actual Spending based on Main Estimates + in-year funding
Progress towards meeting the key expected results for Quality Contract Policing:
1. Highest quality police services/programs
2. Prevention and reduction of youth involvement in crime as victims and offenders
3. Safer and healthier Aboriginal communities
1. Highest Quality Police Services/Programs
The Canadian public expects to be treated in a professional and bias-free manner and for their concerns to be taken into consideration when developing solutions. Fulfilling these demands is the essence of community policing, that is, to provide consultation and different perspectives to effectively mobilize the community to achieve mutual goals. While demanding that the police be proactive in developing solutions, the public also expects a responsive service to have the right resources, at the right place and at the right time. Canadians rightfully expect a timely response to calls for service and for justice to be served through our actions.
In 2006-2007, Contract Policing delivered “uniformed” policing services to eight provinces, three territories, 200 municipalities, and over 544 Aboriginal communities. Fulfilling our mandate to prevent crime, investigate, and enforce the law, as well as to protect life and property, Contract Policing resources responded to approximately three million calls for service.
In addition, the RCMP contributes to the mandates of other government departments by:
Canadian demographics and crime trends continue to change. Increased migration from rural to urban areas has impacted small communities and their ability to attract or maintain key services. At the same time, policing in urban communities is increasingly complex, as changing values, traditions and language impact policing duties. The value of the RCMP’s contract policing model is our ability to provide effective services to this broad spectrum, responding to the unique circumstances of diverse communities, large and small. Crime trends such as an increase in violent youth crime, technological crimes and drug and alcohol dependency highlight the need for interagency response.
Provincial/Territorial policing continued to form productive partnerships in 2006 by creating or expanding new service delivery models formulated in consultation with our contract partners, integrated tactical units and working groups such as Drug Recognition Experts, National Incident Command and Public Order Working Groups, Historical Case Units and various specialized teams. We also refined our ability to share information across jurisdictions with compatibility mechanisms through our Operational Records Management Systems. Contract Policing anticipates, influences and responds to evolving needs, broadening outreach, prevention and response activities that span our business lines and jurisdiction.
In 2006-2007, work continued on integration, primarily with the continued roll-out and improvements to Police Reporting and Occurrence System (PROS), mobile PROS and its counterpart Police Records Information Management Environment of British Columbia (PRIME BC), linking databases so that information can be retrieved from a number of systems. Our goal is to ensure maximum use of compatible systems by the Canadian police and law enforcement community to make sure that information is accessible and available to those that need it in a timely manner.
Consultation and engagement were at the forefront of community policing where plans to address the number one Youth and/or Aboriginal issue were implemented for a second year across the country. These community plans were instrumental in raising the level of local involvement and in identifying key risk and protective factors where communities may need to focus to address root causes. (See analyses under the Youth and Aboriginal Communities strategic priorities for specifics)
The analysis of over 400 Aboriginal plans, 700 youth plans, 14 divisional business plans and joint priorities of contract partners, as well as the public policy agenda at the national level, provided the focus for Community, Contract and Aboriginal Policing Services (CCAPS) in 2006-2007.
In British Columbia, the RCMP began an ambitious Crime Reduction Program focused on using a tactical path to achieve objectives, including a focus on apprehension and management of prolific and priority offenders, on mitigating hotspots using evidence and, on attacking the causes of crime. British Columbia is prepared to mandate community collaboration with key agencies based on a crime reduction model and is looking for federal leadership to ensure the horizontal partnerships are in place to surround their enforcement strategy. In 2006, the province invested funding into targeted enforcement at five RCMP pilot sites: Surrey, Coquitlam, Fraser Lake, Penticton and Port McNeil.
The significant and immediate outcomes of the Crime Reduction Strategy in British Columbia provide the clearest example of success. With a strategic focus on prolific offenders, whereby a small number of offenders typically account for a large proportion of crime [e.g., in Comox Valley 4.5% of offenders committed 23% of known property crime (summer 2006) and the top 9 of 443 offenders committed 16% of crimes], the results of this approach are impressive.
What has been accomplished so far?
This British Columbia project has led to a national focus on a Public Safety and Crime Reduction Strategy, which is premised on a few guiding principles:
This strategic approach is about early crime prevention, early intervention where people are at risk, rapid enforcement action and the provision of support, rehabilitation and resettlement to victims and offenders. With strong leadership, engagement with other federal/provincial/territorial/municipal governments and Aboriginal communities across Canada, crime reduction efforts can have a significant impact on reducing crime within a constrained timeframe. The RCMP has partnered with Public Safety Canada (PS), Health Canada (HC), Department of Justice (DOJ) and is working to expand the sustainability of this initiative.
Public policy involvement at the national level was focused on building partnerships with key federal departments and national organizations to ensure a coordinated approach to important issues such as family violence, road safety, Aboriginal issues, emergency response protocols and interoperability. This perspective extended to provincial/territorial levels as well, as evidenced by our partnership with Newfoundland Provincial Health to provide joint education and awareness on Fetal Alcohol Syndrome and its impact on individuals and communities.
In Alberta, multi-jurisdictional teams were formed to address high risk communities with an emphasis on supporting Drug-Endangered Children. On November 1, 2006, Alberta became the first Canadian province to pass legislation giving police the authority to charge parents with exposing their children to drugs. Under the Drug Endangered Children Act, police can seize and hold for two days children found living in homes where drugs are produced or sold. The RCMP in Alberta, alongside Alberta municipal police services (Edmonton and Calgary) received training on how to investigate drug-endangered children. They were taught how to recognize environmental signs that a child is drug-endangered, and interviewing techniques to ensure drug-endangered children don’t experience unnecessary stress or cause them to fear their parents or guardians. This training increases police officers’ awareness of the new tool available to ensure the well-being of drug-endangered children.
The Pipeline/Convoy/Jetway Annual Report for 2006 reveals that:
In 2006, in order to allow the general public to become familiar with the work carried out by the RCMP, the Ride-Along program was reviewed and updated.
The new program, known as the Police Observer Program, will:
The expertise within provincial/territorial policing was felt internationally as divisional, detachment and CCAPS resources traveled internationally to provide advice, guidance and support in areas ranging from Crime Stoppers, to crisis negotiation, to community policing, to support to foreign missions and specialized teams including deployment of three members to Afghanistan to provide RCMP expertise in rebuilding the country and its infrastructure.
Planned Improvements:
2. Prevention & Reduction of Youth Involvement in Crime as Victims and Offenders
For Youth specific performance information, please refer to the Youth strategic priority presented later in this Section.
3. Safer and Healthier Aboriginal Communities
For Aboriginal Communities specific performance information, please refer to the Aboriginal strategic priority presented later in this Section.
Supporting Program Actitvities (PAA)* | Planned Spending (millions)* | Actual Spending (millions)* |
4 – Criminal Intelligence Operations
|
$70.3 | $81.8 |
5 – Technical Policing Operations
|
$174.2 | $190.8 |
6 – Policing Support Services
|
$68.5 | $84.0 |
7 – National Police Services
|
$149.7 | $170.9 |
Supporting Program Actitvities (PAA)* | Planned FTEs | Actual FTEs |
4 – Criminal Intelligence Operations
|
547 | 509 |
5 – Technical Policing Operations
|
1,164 | 1,073 |
6 – Policing Support Services
|
326 | 438 |
7 – National Police Services
|
1,266 | 1,127 |
Note: * Program Activity allocations may represent all related activities undertaken across RCMP Divisions and do not necessarily reflect allocations for a specific RCMP program, service or organizational unit of similar name.
** Planned Spending based on Main Estimates
*** Actual Spending based on Main Estimates + in-year funding
Progress towards meeting the key expected results for Quality Policing Support:
1. Leading-edge policing and security technology
2. Comprehensive, real-time intelligence and threat assessments
3. Increased efficiency and effectiveness of policing
4. Timely and high quality scientific tools, techniques and information management technology
5. High quality learning and training opportunities and support
The RCMP’s National Police Services (NPS) is the largest and often sole provider of essential specialized investigational support services to over 500 law enforcement and criminal justice agencies across Canada. This includes the forensic analysis of criminal evidence, criminal records information, identification services, technological support, enhanced learning opportunities, and collection and analysis of criminal information and intelligence.
NPS represents numerous centres of expertise that provide highly sophisticated and comprehensive investigational support. By its very nature, NPS encourages national cohesiveness across jurisdictions by providing an integrated group of police information, technical and training services to the law enforcement communities throughout Canada and around the world.
Effective criminal investigations continually demand new and more complex investigative techniques. This requires NPS to remain current and relevant to ensure that services are the best and most efficient.
1. Leading-Edge Policing and Security Technology
NPS pursues leading-edge initiatives on behalf of the Canadian and international law enforcement community. A representative description of achievements in the areas of emerging and increasing demands for services, leadership in national and international law enforcement practices, and security will illustrate the breadth of NPS contributions.
A significant accomplishment in 2006 was achieved through computer forensic analysis of technological devices which provided corroborating evidence to a major international terrorist investigation. This information resulted in the arrest of a terrorist cell that was plotting terrorism in Canada.
The increasingly violent nature of child sexual exploitation images, the targeting of younger victims, and the intense abuse they suffer, demand not only that perpetrators be brought to justice, but that victims be identified and removed from further exploitation. The National Child Exploitation Coordination Centre (NCECC) Victim Identification Unit develops methods to identify and locate victims of Internet-facilitated child sexual exploitation. As of March 2007, approximately 216 Canadian and numerous international child victims of Internet-facilitated sexual exploitation were identified by Canadian law enforcement agencies, often in collaboration with the NCECC.
The NCECC is developing the Canadian Image Database of Exploited Children (CIDBEC) that will allow police to search a repository of child sexual abuse images to identify victims and suspects. The NCECC has also partnered with G8 countries and Interpol in the development of the International Child Sexual Exploitation Database, which will facilitate and promote international cooperation with functionality similar to CIDBEC.
The use of the Child Exploitation Tracking System (CETS) was further expanded in 2006-2007 and was used in over 6,000 Canadian investigations. This interoperable, relational database was collaboratively developed by Microsoft, the Toronto Police Service and the NCECC, and includes information that enables investigators to create links between on-line sexual exploitation investigations. As its national host, the NCECC led the national roll-out of CETS. The 37 participating police agencies can now search and share intelligence regarding on-line child abuse regardless of jurisdiction and in a timely and secure manner.
NCECC investigators were trained in the areas of Covert Operations, Major Case Management, Victim Identification, as well as multi-jurisdictional, international files. As a result, the Centre has increased its capability to apprehend suspects, prevent criminal acts and rescue young victims.
The Violent Crime Linkage Analysis System (ViCLAS) is an RCMP-developed system, which creates associations between criminal patterns in sexual crimes, assaults, homicides, missing persons, non-parental abductions, child luring, and child sexual exploitation, which may help to identify suspects. The release of the ViCLAS Version 4 E-Booklet in 2006-2007 allows the direct entry of data into the system increasing efficiency, data quality and timeliness of data entry. In 2007-2008, an interface is being developed between ViCLAS and the Police Reporting Occurrence System (PROS) to enable the extraction of data directly into ViCLAS (one-time data entry), reducing duplication of time and effort and ensuring data quality.
Mandated through the Sex Offender Information Registration Act, the National Sex Offender Registry (NSOR) is a national database developed and maintained by the RCMP; it currently contains information on 15,000 convicted sex offenders available to all accredited Canadian law enforcement agencies. The NSOR assists police investigating crimes of a sexual nature, and is particularly effective to identify and prosecute sexual predators when used in conjunction with ViCLAS and Geographic/Criminal Profiling. The RCMP has been working with PS, DOJ, and the Federal/Provincial/Territorial High Risk Offender Working Group to amend existing legislation to increase NSOR’s effectiveness.
Bill S-3 (An Act to Amend the National Defence Act, the Criminal Code, the Sex Offender Information Registration Act and the Criminal Records Act) was passed in March 2007 and is expected to come into force in January 2008. The Act will authorize the inclusion of persons convicted of designated offences under the National Defence Act, and the addition of new administrative
fields to the database. It will also facilitate disclosure to the Crown and allow for data comparison for compliance purposes. The RCMP is working with the Department of National Defence (DND) to integrate these changes into the NSOR program.
The RCMP has developed a toolkit to facilitate the forensic digital analysis of cellular phones. New designs for Radio Frequency (RF) Tents will permit the safe acquisition of data from seized cellular telephones and communications devices.
Work is ongoing with international police partners to address security and access issues, and specifically, proposed changes to police access to data in the WHOIS databases (an Internet search command that provides technical contact information and other details about a domain nameholder) of registries around the world and in Canada. The proposed changes will have a profound negative impact on law enforcement investigations on the Internet. Efforts have been directed at increasing stakeholder awareness and working with Industry Canada to address the issue at the Internet Corporation of Assigned Names and Numbers. RCMP representatives have been invited to join a working group examining this issue.
The RCMP is working with the Canadian Association of Chiefs of Police (CACP) Electronic Crimes Committee to develop a Botnet (instances where numerous computers are compromised) strategy as a priority operational project for 2007-2008. Internationally, the G8 High Tech Crime Sub-group identified Botnets as a project item and will be conducting a Botnets tabletop exercise to raise awareness of the international Botnets threat and risk environment and developing a “best practice” document for law enforcement.
During 2006-2007, the RCMP increased its participation in emergency preparedness initiatives in support of the larger federal government mandate. RCMP Air Services entered into a Memorandum of Understanding (MOU) with the Public Health Agency Canada (PHAC) to jointly address emerging issues such as transportation of personnel, equipment, antivirals and vaccines in cases of pandemic preparedness and management. To ensure effective support of the activities identified in the MOU, all Air Services personnel, who may be involved in activities related to this agreement, have received awareness training in compliance with Occupational Health and Safety regulations.
The RCMP also continued to participate in the development of proposed legislation to compel telecommunications service providers to build interception capability into their networks. This legislation is designed to ensure that law enforcement and national security agencies can effect lawful intercepts in a timely and cost effective manner. The legislative package is expected to be re-tabled in 2007-2008.
Specialized equipment, acquired by the RCMP for the “on-site identification of biological substances”, was deployed to regional personnel. The RCMP, in conjunction with PHAC, provided training for the operation of the equipment to use on suspicious powder calls in the field and has now embarked on a quarterly “Proficiency Program” with PHAC.
The Pre-Employment Polygraph (PEP) process was implemented in November 2005 to screen all RCMP officer applicants. In 2006-2007, 2,642 applicants were tested and the results help ensure that the RCMP accepts the best possible candidates. Fourteen additional positions were created in the Truth Verification Unit to handle the increased polygraph usage, almost doubling the number of employees in the Unit.
2. Comprehensive, Real-Time Intelligence and Threat Assessments
Criminal Intelligence Service Canada (CISC) shares intelligence with Canadian law enforcement agencies to support their response to the threat of organized and serious crime. During 2006-2007, CISC delivered 21 intelligence assessments to municipal, provincial and federal law enforcement leaders and government officials to enable them to make informed decisions when developing policies and strategies to address this type of criminal activity.
CISC established a national Automated Criminal Intelligence Information System (ACIIS) Governance Committee, representing Canada’s law enforcement community, to provide direction on ensuring ACIIS remains current, and to develop the future national criminal intelligence system. Three sub-committees are focused on the development of user requirements, researching relevant technological solutions and enhancing ACIIS policy.
CISC also completed Phase I and approved the development of Phase II of the Canadian Criminal Intelligence Model, a business process for integrating all elements of the criminal intelligence process within law enforcement in Canada.
CISC won three international awards in 2006:
NPS also provides intelligence and threat assessments through the Behavioural Science program in which criminal profilers prepare comprehensive assessments of threats against persons, organizations or property ( e.g., threats against/concerning: terrorism, stalkers, and school and workplace violence).
This analysis provides key insights into managing the risks associated to any given situation. In 2006-2007, NPS criminal profilers conducted or contributed to 33 threat assessments and provided lectures and training to other police/professional groups on the assessments of risk and threats. The Threat and Management Understudy Program, currently under development, will formalize training needs for police threat assessment specialists.
3. Increased Efficiency and Effectiveness of Policing
NPS continuously monitors, evaluates and enhances its services in response to client and stakeholder needs. Forensic DNA analysis is one of the most demanded services due to its validity as an investigative tool in identifying suspects and eliminating the innocent as suspects, and helping police to focus their investigations.
The introduction of a re-engineered DNA analytical process was completed in 2006-2007 and significantly improved capacity to analyze DNA cases. A new case management system was utilized, which includes a National Case Manager and the concept of prioritizing routine cases by placing precedence on the most serious, violent crimes against the person for processing priority. (Previously, routine cases were processed on a first come – first served basis). All urgent DNA crime scene cases were completed within the 15-day goal established by the RCMP for these cases. Non-suspect Break and Enter DNA cases continued to be processed with a high percentage of hits (54%), either to the Convicted Offenders Index (21%) or the Crime Scene Index (33%) of the National DNA Data Bank (NDDB). The NDDB provided a greater proportion of investigative leads to Break and Enter cases and to other crimes associated with the offender than in previous years.
In 2006-2007, the fingerprint/criminal record backlogs were reduced by 43,000 files – a 26% reduction. The backlog efforts continue in preparation for the automated, streamlined process to be delivered through the Real Time Identification (RTID) project.
RTID re-engineers systems and processes used for fingerprint identification, civil clearances and criminal records maintenance and allows the paperless electronic transmission and storage of fingerprints. Turnaround times will be reduced from weeks and months to hours and days. March 25, 2007, saw the release of a new Automated Fingerprint Identification System (AFIS) and the development of an infrastructure to permit electronic fingerprint submissions. This introduced the first operational efficiencies to users of the NPS Canadian Criminal Real Time Identification Services (CCRTIS) fingerprint identification and criminal records services.
The Canadian Integrated Ballistic Identification Network (CIBIN) capacity was increased in response to increasing demands for ballistic identification. This has been fuelled partly by public firearms-related violence and by the clear benefit of a national database that can associate ballistic information from crimes across Canada. Canada and the US use the same technology to compare fired bullets and cartridge cases collected.
During 2006-2007, the RCMP signed an MOU with the US Bureau of Alcohol, Tobacco, Firearms and Explosives (ATF) to allow the electronic exchange of information between CIBIN and the US National Integrated Ballistic Information Network (NIBIN). This exchange will assist police investigators to detect and investigate cross-border crimes involving firearms.
CIBIN currently has six Integrated Ballistic Identification System (IBIS) units with two instruments operated in partnership with the Quebec and Ontario forensic laboratories. Three of the IBIS units were obtained through the Investments to Combat the Criminal Use of Firearms (ICCUF) initiative.
The RCMP Firearms Support Services also provides a firearms tracing service to all law enforcement agencies in Canada. This service is facilitated in North America by the use of the e-trace system of the ATF and globally through Interpol.
Report of the Auditor General of Canada, Chapter 7 – Management of Forensic Laboratory Services (May 2007)
The following information is provided in response to recommendation 7.87 contained in the Report of the Auditor General of Canada, Chapter 7 – Management of Forensic Laboratory Services (May 2007). This audit recommended the RCMP ensure that Parliamentarians receive information on the performance of all activities related to the Forensic Laboratory Services (FLS). Performance information provided in this Report is for 2003/2004 to 2006/2007, inclusive, and offers comparable data over time. The statistical details provided in the following table represent information on turnaround times for the various disciplines within the FLS. Details are provided relative to the average number of days required to complete service requests as well as the percentage of requests that meet both the 30-day turnaround target for non-urgent cases as well as the percentage which meet the agreed upon diary date 1 . Of note, all urgent Biology (DNA) cases were processed within the 15 day target, with an average response time of 11 days.
It should be noted that the FLS operate as a national service from six sites located at Halifax, Winnipeg, Regina, Edmonton, Vancouver and Ottawa.
Note: 1 A file completion date longer than 30 days which meets the requirements of the investigator.
Note: * Program Activity allocations may represent all related activities undertaken across RCMP Divisions and do not necessarily reflect allocations for a specific RCMP program, service or organizational unit of similar name.
** Planned Spending based on Main Estimates
*** Actual Spending based on Main Estimates + in-year funding
4. Timely and High Quality Scientific Tools, Techniques and Information Management Technology
Many of the previously described NPS initiatives and services – such as the National DNA Data Bank (NDDB), the Canadian Integrated Ballistic Identification Network (CIBIN), the Canadian Image Database of Exploited Children (CIDBEC), the Child Exploitation Tracking System (CETS) – and the National Sex Offender Registry (NSOR), also constitute timely and high quality scientific tools, techniques and information management technology.
The RCMP and the Department of Justice have increased awareness among the judiciary and Crown Prosecutors of the opportunity to increase the collection of convicted offender samples for the NDDB. As of March 31, 2007, the total number of profiles contained in the Convicted Offender Index had reached 110,930. The number of the Crime Scene Index profiles has also continued to increase, with submissions in the Crime Scene Index at 34,245. These increases are significant, as the probability of obtaining a hit from the Crime Scene Index to the Convicted Offender Index improves considerably as the number of samples in the Convicted Offender Index increases.
During 2006-2007, the NDDB Training Unit trained 676 individuals from six provinces in sample collection and legislative requirements, representing 150 RCMP detachments, 43 municipal police services, two military police services, and five other groups from the legal community.
Also in 2006-2007, the RCMP represented Canada on the G8 Lyon-Roma DNA Search Request Network Technical Working Group that, together with Interpol, is developing a secure electronic network to facilitate the rapid exchange of DNA data and forensic intelligence. The search request network developed during 2006-2007 will enhance sharing among national DNA databases in G8 countries. The network will enable law enforcement to establish links between crimes on different continents, a critical factor in combating global criminality and terrorism.
The Bureau for Counterfeits and Documents Examinations (BCDE) examines suspicious travel documents in order to classify them as authentic, altered or counterfeit. Program achievements for 2006-2007 include:
NPS demonstrated considerable progress in 2006-2007 in information management technology initiatives. Program achievements include:
5. High Quality Learning & Training Opportunities and Support
As Canada’s national police college, the Canadian Police College (CPC) supports integrated policing by developing police leadership and management competencies, and providing advanced and specialized training to 3,200 police officers and senior police officials from across Canada and around the world. In 2006-2007, course space was created for 100 more international students at the CPC. The College also provides a forum where police form informal networks to advance policing and common investigative practices and processes used across Canada.
During 2006-2007, the CPC launched several new initiatives to increase the availability and relevance of its courses. A new campus in Chilliwack, British Columbia, known as CPC West, increases opportunities for advanced police training and reduces the costs for police services located in Western Canada. The first course at CPC West was delivered in January 2007; advanced and executive police training are currently underway. The CPC also continued discussions with various post-secondary institutions (e.g., Royal Military College, Athabasca University) regarding university-level accreditation for courses offered by the CPC.
The Professional Development Centre for Aboriginal Policing (PDCAP) was opened in the fall of 2006 to address training and development needs of police officers serving all Aboriginal communities. PDCAP delivered its first off-site course in Tsuu T’ina, Alberta in November 2006.
Executive and leadership development programs benefited from significant enhancements during 2006-2007. The Executive Development in Policing (EDP) course was designed in French, and the French version of the Senior Police Administration Course (SPAC) was updated and delivered. SPAC provides police officers at the middle management level with the leadership and management skills required to manage a unit or detachment.
The CPC infrastructure was upgraded: classrooms and student bedrooms were renovated; new robots were acquired for the CPC Explosives Training Section; and new course registration/e-business software that enables more effective management of course registration, billings, accommodation and classroom allocation was implemented.
The CPC’s post-course satisfaction survey results remained at 4 (“very satisfied”) on a 5-point quality scale. On average, over 6,000 surveys are sent each year to course participants and their supervisors.
Specialized training continues to be developed for program specific purposes. For example, in 2006-2007, the Technical Operations program, in conjunction with the National Security Criminal Operations Branch, approved and implemented a specialized course on the use of open source data mining in support of investigations.
Overall Planned Improvements
Resolving criminal investigations and prosecuting or exonerating individuals is contingent on the availability and excellence of operational support services provided by National Police Services (NPS). NPS is responding to increased demands for services and the growing expectations of both the law enforcement and public sectors. In 2007-2008, efforts will concentrate on:
These initiatives will ensure critical support services remain relevant, affordable and responsive to current and anticipated needs.
NPS already plays a key role in the response to violent crime through programs such as ViCLAS and the National Sex Offender Registry. Similarly, the National Child Exploitation Coordination Centre (NCECC) is leading a coordinated law enforcement effort to deal with Internet-facilitated child sexual exploitation, child luring and sex tourism issues. In 2007/08, efforts will be concentrated on the implementation of CIDBEC and full adoption of CETS in all Canadian jurisdictions as well as exploring international information sharing via CETS.
NPS will also focus on fulfilling its mandate relative to government security policy and the protection of secure information systems. NPS continues to have a significant role in the development of information systems required to collect, collate and analyze data concerning criminals and criminal activity including the development of standards for identification, sharing of criminal intelligence, proper screening of information, and the provision of a single window access point.
In 2007-2008, NPS will continue several large-scale initiatives that, by their nature, require several years to complete. Promotion of interoperability, development of a closer relationship with frontline operations, and horizontality and integration of services are key drivers for future years. This vision will be operationalized through implementation of the NPS Balanced Scorecard, which defines the objectives and measures by which program performance can be evaluated.
1. Leading-Edge Policing and Security Technology
NPS will continue to demonstrate leadership in the development and delivery of operational support services. A vital role in the response to violent crime is already provided through ViCLAS and the National Sex Offender Registry. In 2007-2008, NCECC will put into operation the Canadian Image Database of Exploited Children and will encourage more police agencies to adopt CETS in support of reducing this type of crime.
2. Comprehensive, Real- Time Intelligence and Threat Assessments
Criminal Intelligence Services Canada (CISC) will assist Canada’s law enforcement community to further operationalize criminal intelligence through the provision of integrated Provincial and National Threat Assessments. These assessments support the new Canadian Association of Chiefs of Police (CACP) Canadian Law Enforcement Strategy to Combat Organized Crime. In 2007, this strategy will see its first operationalization effort when, under the banner of the Council on Public Safety (CoPS), the integrated Provincial and National Enforcement Coordinating Committees will develop enforcement priorities based on the intelligence contained in the assessments.
3. Increased Efficiency and Effectiveness of Policing
NPS programs continue to adapt to shifting government and client priorities. The volume of additional work resulting from new legislation such as Bill C-18 (An Act to amend certain Acts in relation to DNA Identification) will significantly impact Forensic Science & Identification Services (FS&IS). NPS has developed strategies to address both current service demand challenges and those anticipated by legislative changes. To address demands generated by legislation, new processes, additional personnel and new case prioritization for DNA analysis will, when fully implemented, support more timely responses to current demands. Efforts to reduce the existing backlogs in criminal record, and civil and criminal fingerprint services, will be maintained to ensure the backlog is eliminated by the time all RTID improvements are rolled out.
4. Timely and High Quality Scientific Tools, Techniques and Information Management Technology
In 2007-2008, the RCMP will concentrate on reducing response times for routine DNA analysis. The implementation of a priority rating system to process the highest priority cases will replace the traditional first-in, first-out prioritization system for routine cases.
The Case Receipt Unit (CRU) operations will be transferred to the Canadian Police Services Information Centre (CPSIC) to provide seamless investigational support to police, while improving the efficiency of exhibit receipt and providing information on case progress.
2007-2008 will see ongoing developments of information systems to collect, collate and analyze data concerning criminals and criminal activity. Work includes not only technology solutions, but also identification standards, intelligence sharing, proper information screening and a single window access point. Implementation of Phase I RTID on March 25, 2007, provided the first dramatic improvement in identifying criminal fingerprints and processing of civil fingerprint submissions.
The integrated, intelligence-led efforts of Canadian police services and public safety agencies are supported through the National Integrated Interagency Information (N-III) project. The Police Information Portal (PIP) solution is already used by 27 police services, representing over 30% of sworn police officers. The use of PIP will increase dramatically as the RCMP’s PROS and other Niche Records Management System users are connected to PIP during 2007-2008. Public Safety Canada and the RCMP are pursuing the Integrated Query Tool (IQT) solution to enable greater opportunities to exchange appropriate information in support of the public safety mandates of federal agencies.
The updating or replacement of security systems and networks is paramount to maintaining effectiveness and will be enabled by internal realignments, prioritization of issues and alternate funding strategies.
5. High Quality Learning & Training Opportunities and Support
The CPC will continue its efforts to become Canada’s state-of-the-art national police college. More renovations will be done to the CPC’s technological and physical training infrastructure, which will enhance distance learning, meet expanded/new program demands, address increased international and Aboriginal student participation, and improve the student’s quality of life while staying at the CPC.
In order to maintain the credibility of the CPC as a world-class educational institution, many courses will be reviewed. This review will include updating the CPC’s 41 course training standards, with input from policing partners and stakeholders, as well as developing a new curriculum to meet ever-growing demands. Course training standards will also be developed for several international courses such as strategic intelligence, major case management and explosives.
The CPC will continue to face challenges and opportunities posed by trends in the external environment in a proactive manner. More specifically, the CPC will continue to assume a much larger role as a provider of training to international partners. The CPC will enhance its international training capacity by adding five FTEs acquired through the International Peacekeeping Memorandum to Cabinet. This will allow the delivery of courses tailored to meet the needs of offshore clients and is expected to attract more qualified international students. Applied research will also be provided in high priority areas such as Aboriginal policing, integrated Canadian and international police investigations, economic crime and organized crime. The CPC has contracted Carleton University to undertake a research project on the role of police in national security.
Reduce the threat and impact of organized crime
What Makes This A Priority
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Overview
Organized crime poses a serious long-term threat to Canada’s institutions, society and economy as well as 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 these 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 provides leadership in developing and implementing intelligence-led tactical operational plans, in partnership with other police and law enforcement agencies, which contributes to the strategic outcome of reducing the threat and impact of organized crime. In addition, the RCMP has embarked 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 gives practical structure to the term “intelligence-led policing” and has demonstrated success against organized crime in trials thus far.
Plans and Priorities (2006-2007)
The following plans and priorities were listed in the 2006-2007 RPP in relation to the RCMP’s efforts towards reducing the threat and impact of organized crime in Canada:
1. Reduce the supply of, and demand for, illicit drugs in Canada
2. Create an environment of reduced drug supply where demand reduction efforts have a greater likelihood of success
3. Conduct effective investigations – enhance our capability and capacity to effectively conduct organized crime investigations
4. Impact crime through awareness and education
5. Be intelligence-led – effective, intelligence-based priority setting and decision making
6. Expand the collection and sharing of information and intelligence; facilitate greater contribution; develop new sources of information; and collect data on new and emerging subject areas and exchange ballistics information on firearms between Canada and the United States
7. Build new and strengthen existing partnerships, both within Canada and internationally
8. Contribute to public policy at earliest stage of development
9. Support Canadian law enforcement agencies and the courts in the fight against organized crime by providing the most timely criminal history information while respecting privacy and legal considerations
10. Contribute to the fight against organized crime by offering advanced courses, specialized seminars and other learning opportunities to RCMP, Canadian and international police and partner agencies
11. Conduct applied and theoretical research, contribute to environmental analysis, provide policy analysis development and advice; and conduct program design, policy and program monitoring and evaluation
12. Strengthen Canada’s criminal intelligence community by supporting Criminal Intelligence Service Canada’s Automated Criminal Intelligence Information System (ACIIS), the database for sharing criminal intelligence on organized and other serious crime affecting Canada
13. Support Canada’s law enforcement community by participating in Criminal Intelligence Service Canada’s Integrated National Collection Plan and contributing to the production of the National Threat Assessment on Organized and Other Serious Crime affecting Canada
Reduce the threat and impact of organized crime
Strategic Priority: Organized Crime – Overview of Performance Towards Strategic Outcome | |
Strategic Outcome: |
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Key Performance Goals | Performance |
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Partners:
2005 to 2006: 13% 2006 to 2007: 24% Stakeholders: 2005 to 2006: 4% 2006 to 2007: 4% |
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Stakeholders: |
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Partners: |
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3 external partners: |
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Stakeholders:
2006: 78% 2007: 74% |
Supporting Program Actitvities (PAA)* | Planned Spending (millions)* | Actual Spending (millions)* |
1 – Federal and International Operations |
$592.9 |
$626.0 |
3 – Community, Contract and Aboriginal Policing |
$2,083.4 |
$2,140.7 |
4 – Criminal Intelligence Operations |
$70.3 |
$81.8 |
5 – Technical Policing Operations | $174.2 | $190.8 |
7 – National Police Services | $149.7 | $170.9 |
Supporting Program Actitvities (PAA)* | Planned FTEs | Actual FTEs |
1 – Federal and International Operations | 4,568 | 3,412 |
3 – Community, Contract and Aboriginal Policing | 13,610 | 12,941 |
4 – Criminal Intelligence Operations | 547 | 509 |
5 – Technical Policing Operations | 1,164 | 1,073 |
7 – National Police Services | 1,266 | 1,127 |
Note: * Program Activity allocations may represent all related activities undertaken across RCMP Divisions and do not necessarily reflect allocations for a specific RCMP program, service or organizational unit of similar name.
** Planned Spending based on Main Estimates
*** Actual Spending based on Main Estimates + in-year funding
Progress Towards Achieving Key Priorities (2006-2007)
a) Key Priorities:
1. Reduce the supply of, and demand for, illicit drugs in Canada
2. Create an environment of reduced drug supply where demand reduction efforts have a greater likelihood of success
b) Progress Made in 2006-2007:
c) Planned Improvements in Future:
a) Key Priority:
3. Conduct effective investigations – enhance our capability and capacity to effectively conduct organized crime investigations
b) Progress Made in 2006-2007:
c) Planned Improvements in Future:
a) Key Priority:
4. Impact crime through awareness and education
b) Progress Made in 2006-2007:
c) Planned Improvements in Future:
a) Key Priority:
5. Be intelligence-led – effective, intelligence-based priority setting and decision making
b) Progress Made in 2006-2007:
c) Planned Improvements in Future:
a) Key Priority:
6. Expand the collection and sharing of information and intelligence; facilitate greater contribution; develop new sources of information; and, collect data on new and emerging subject areas and exchange ballistics information on firearms between Canada and the United States
b) Progress Made in 2006-2007:
c) Planned Improvements in Future:
a) Key Priority:
7. Build new and strengthen existing partnerships, both within Canada and internationally
b) Progress Made in 2006-2007:
c) Planned Improvements in Future:
a) Key Priority:
8. Contribute to public policy at earliest stage of development
b) Progress Made in 2006-2007:
c) Planned Improvements in Future:
a) Key Priority:
9. Support Canadian law enforcement agencies and the courts in the fight against organized crime by providing the most timely criminal history information while respecting privacy and legal considerations
b) Progress Made in 2006-2007:
c) Planned Improvements in Future:
a) Key Priority:
10. Contribute to the fight against organized crime by offering advanced courses, specialized seminars and other learning opportunities to RCMP, Canadian and international police and partner agencies
b) Progress Made in 2006-2007:
c) Planned Improvements in Future:
a) Key Priority:
11. Conduct applied and theoretical research, contribute to environmental analysis, provide policy analysis development and advice, and conduct program design, policy and program monitoring and evaluation
b) Progress Made in 2006-2007:
c) Planned Improvements in Future:
a) Key Priority:
12. Strengthen Canada’s criminal intelligence community by supporting Criminal Intelligence Service Canada’s Automated Criminal Intelligence Information System (ACIIS), the database for sharing criminal intelligence on organized and other serious crime affecting Canada
b) Progress Made in 2006-2007:
c) Planned Improvements in Future:
a) Key Priority:
13. Support Canada’s law enforcement community by participating in Criminal Intelligence Service Canada’s Integrated National Collection Plan and contributing to the production of the National Threat Assessment on Organized and Other Serious Crime affecting Canada
b) Progress Made in 2006-2007:
c) Planned Improvements in Future:
Reduce the threat of criminal terrorist activity in Canada and abroad
What Makes This A Priority
(Sources: Canada’s Performance, 2004; October 2004 Speech from the Throne; RCMP policy centres; Voice of the People international poll; RCMP Environmental Scan, 2004) |
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 criminal terrorist activity in Canada and abroad”. Using an intelligence-led, integrated approach, we 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 has been pursued through our active participation in the G8 Roma-Lyon Anti-Crime and Terrorism (ACT) Group.
Plans and Priorities (2006-2007)
The following plans and priorities were listed in the 2006-2007 RPP in relation to the RCMP’s efforts towards reducing the threat of terrorist activity by preventing terrorist groups from operating in Canada and abroad:
1. Contribute collectively to national security by protecting Canadians from terrorism, organized crime and other border-related criminality, while allowing for the secure and effective international movement of people and goods
2. Ensure border integrity – work with partners to create “smart borders”; prevent entry of those who pose terrorist threat
3. Implement national program activity in order to successfully detect, prevent/disrupt and investigate terrorist activity
4. Expand the collection and sharing of information and criminal intelligence with internal and external audiences
5. Produce robust criminal intelligence – to provide a real-time, comprehensive map of terrorism in Canada
6. Build new and strengthen existing partnerships, nationally and internationally
7. Contribute to public policy – enhance RCMP participation in public policy at earliest stage of development
Reduce the threat of criminal terrorist activity in Canada and abroad
Strategic Priority: Organized Crime – Overview of Performance Towards Strategic Outcome | |
Strategic Outcome: |
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Key Performance Goals | Performance |
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Planned: 6 7 disruptions recorded: – 5 in Divisions – 2 at NHQ |
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Partners: 2005 to 2006: 17% 2006 to 2007: 30% Stakeholders: 2005 to 2006: 5% 2006 to 2007: 1% |
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Target: 5 Achieved: 6 |
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Target: 10 Achieved: 24 |
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Achieved: 100% (594) at mid-year – new RMS preclude continuance |
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Partners: 2006: 83% 2007: 84% Stakeholders: 2006: 82% 2007: 80% |
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Target: 4 Achieved: 1 |
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2006: 81% 2007: 72% |
|
Achieved: 100% |
|
Unavailable – IM/IT systems could not track data |
Supporting Program Actitvities (PAA)* | Planned Spending (millions)* | Actual Spending (millions)* |
1 – Federal and International Operations |
$592.9 |
$626.0 |
2 – Protective Policing Services |
$105.1 | $108.9 |
3 – Community, Contract and Aboriginal Policing |
$2,083.4 |
$2,140.7 |
4 – Criminal Intelligence Operations |
$70.3 |
$81.8 |
5 – Technical Policing Operations | $174.2 | $190.8 |
6 – Policing Support Services | $68.5 | $190.8 |
7 – National Police Services | $149.7 | $170.9 |
Supporting Program Actitvities (PAA)* | Planned FTEs | Actual FTEs |
1 – Federal and International Operations | 4,568 | 3,412 |
2 – Protective Policing Services | 768 | 593 |
3 – Community, Contract and Aboriginal Policing | 13,610 | 12,941 |
4 – Criminal Intelligence Operations | 547 | 509 |
5 – Technical Policing Operations | 1,164 | 1,073 |
6 – Policing Support Services | 326 | 438 |
7 – National Police Services | 1,266 | 1,127 |
Note: * Program Activity allocations may represent all related activities undertaken across RCMP Divisions and do not necessarily reflect allocations for a specific RCMP program, service or organizational unit of similar name.
** Planned Spending based on Main Estimates *** Actual Spending based on Main Estimates + in-year funding
Progress Towards Achieving Key Priorities (2006-2007)
a) Key Priority:
1. Contribute collectively to national security by protecting Canadians from terrorism, organized crime and other border-related criminality, while allowing for the secure and effective international movement of people and goods
b) Progress Made in 2006-2007:
b) Planned Improvements in Future:
a) Key Priority:
2. Ensure border integrity – work with partners to create “smart borders”; prevent entry of those who pose terrorist threat
b) Progress Made in 2006-2007:
c) Planned Improvements in Future:
a) Key Priority:
3. Implement national program activity in order to successfully detect, prevent/disrupt and investigate terrorist activity
b) Progress Made in 2006-2007:
c) Planned Improvements in Future:
a) Key Priority:
4. Expand the collection and sharing of information and criminal intelligence with internal and external audiences
6. Build new, and strengthen existing, partnerships, nationally and internationally
b) Progress Made in 2006-2007:
c) Planned Improvements in Future:
a) Key Priority:
5. Produce robust criminal intelligence – to provide a real-time, comprehensive map of terrorism in Canada
b) Progress Made in 2006-2007:
c) Planned Improvements in Future:
a) Key Priority:
7. Contribute to public policy – enhance RCMP participation in public policy at earliest stage of development
b) Progress Made in 2006-2007:
c) Planned Improvements in Future:
Prevent and reduce youth involvement in crime as victims and offenders
What Makes This A Priority
(Sources: Wolak, Janis, Mitchell, Kimberly and David Finkelhor (2006) “Online Victimization of Youth: Five Years Later. National Center for Missing and Exploited Children; 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.
Planned Improvements to Key Performance Goals
The RCMP Youth Charge and Diversion numbers have been adjusted and now do not include Traffic Offences or Municipal By-laws. The 2006 numbers will continue to be used as the baseline from which valid comparisons can be made to determine program impact in the long-term reduction of Youth involvement in crime both as offenders and victims. The 2007 numbers are not yet available.
The Youth Priority already has two outside agencies, Directors General from the Department of Justice and National Crime Prevention Council, participating on the Strategic Priority Working Group, and has welcomed a third from Industry Canada. Expanding and strengthening our partnerships with outside agencies fosters an environment for developing and executing a horizontal integrated strategy for the Youth Priority.
Some key areas require improvement. We must formulate a communication strategy to improve our rating amongst stakeholders and partners. This strategy will focus on effectively and accurately communicating why and what the RCMP has to offer its clients, stakeholders and partners.
Plans and Priorities
The RCMP Youth strategic priority places much emphasis on activities that address root causes and enhance community capacity. This approach follows the “crime prevention through 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.
The following plans and priorities were listed in the 2006-2007 RPP in relation to the RCMP’s efforts towards preventing and reducing youth involvement in crime as victims and offenders:
1. Prevent youth crime by addressing the underlying causes and respond to needs of young persons, especially those in situations of risk
2. Optimize responses to youth who offend with an emphasis on early intervention, meaningful consequences, restorative approaches and community involvement
3. Build on community capacity to prevent crime and use restorative processes by seeking input from communities, especially youth and youth-serving organizations, and by providing expertise and leadership in facilitating community problem-solving, prevention and intervention strategies
4. Enhance the protection of children on the Internet and the pursuit of those who use technology to exploit them
5. Contribute valued public policy advice
6. Prevent crime in Canada’s youth by providing appropriate courses and other learning opportunities to police officers
7. Disseminate information, internally and externally, on good policing practices with youth and the benefits of crime prevention through social development
Prevent and reduce youth involvement in crime as victims and offenders
Strategic Priority: Youth – Overview of Performance Towards Strategic Outcome | |
Strategic Outcome: |
|
Key Performance Goals | Performance |
|
Baseline to be established |
|
Baseline to be established |
|
Partners: 2005 to 2006: 32% 2006 to 2007: 23% Stakeholders: 2005 to 2006: 4% 2006 to 2007: 8% |
|
Stakeholders: 2005 to 2006: 4% 2006 to 2007: 5% |
|
Partners: |
|
2005-2006 baseline: 2 2006-2007: 3 New baseline: 4 |
|
Stakeholders: 2006: 76% 2007: 70% |
Supporting Program Actitvities (PAA)* | Planned Spending (millions)* | Actual Spending (millions)* |
1 – Federal and International Operations |
$592.9 |
$626.0 |
3 – Community, Contract and Aboriginal Policing |
$2,083.4 |
$2,140.7 |
5 – Technical Policing Operations | $174.2 | $190.8 |
7 – National Police Services | $149.7 | $170.9 |
Supporting Program Actitvities (PAA)* | Planned FTEs | Actual FTEs |
1 – Federal and International Operations | 4,568 | 3,412 |
3 – Community, Contract and Aboriginal Policing | 13,610 | 12,941 |
5 – Technical Policing Operations | 1,164 | 1,073 |
7 – National Police Services | 1,266 | 1,127 |
Note: * Program Activity allocations may represent all related activities undertaken across RCMP Divisions and do not necessarily reflect allocations for a specific RCMP program, service or organizational unit of similar name.
** Planned Spending based on Main Estimates
*** Actual Spending based on Main Estimates + in-year funding
Progress Towards Achieving Key Priorities (2006-2007)
a) Key Priorities:
1. Prevent youth crime by addressing the underlying causes and respond to needs of young persons, especially those in situations of risk
2. Optimize responses to youth who offend with an emphasis on early intervention, meaningful consequences, restorative approaches and community involvement
3. Build on community capacity to prevent crime and use restorative processes by seeking input from communities, especially youth and youth-serving organizations, and by providing expertise and leadership in facilitating community problem-solving, prevention and intervention strategies
b) Progress Made in 2006-2007:
The focus for 2006-2007 was on community plans and engagement, as a basis for developing more successful preventive policies and programs:
Highlights of Youth Community Plans 2005/2006 & 2006/2007 Trends Report:
Top 5 consultations (most frequently undertaken over two-year period)
|
The percentages in this table are an average of the percentage for both years. |
Top 10 Risk Factors
|
The percentages in this table are an average of the percentage for both years. |
Top 5 National Primary Issues (grouped by major category)
|
* Miscellaneous issues = mostly lack of services, then boredom and loitering |
Top 5 National Primary and Secondary Issues (grouped by major category)
|
* Miscellaneous issues = mostly lack of services, then boredom and loitering |
Initiatives for Primary Issues
|
The percentages in this table are an average of the percentage for both years.. |
a) Planned Improvements in Future:
a) Key Priority:
4. Enhance the protection of children on the Internet and the pursuit of those who use technology to exploit them
b) Progress Made in 2006-2007:
c) Planned Improvements in Future:
a) Key Priority:
5. Contribute valued public policy advice
b) Progress Made in 2006-2007:
c) Planned Improvements in Future:
a) Key Priority:
6. Prevent crime in Canada’s youth by providing appropriate courses and other learning opportunities to police officers
b) Progress Made in 2006-2007:
c) Planned Improvements in Future:
a) Key Priority:
7. Disseminate information, internally and externally, on good policing practices with youth and the benefits of crime prevention through social development
b) Progress Made in 2006-2007:
c) Planned Improvements in Future:
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 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 contributes 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 (2006-2007)
The following plans and priorities were listed in the 2006-2007 RPP in relation to the RCMP’s efforts towards contributing to economic integrity:
1. Prevent, detect and deter criminal activity that affects the Canadian economy
2. Build awareness around crimes that affect the Canadian economy
3. Educate Canadians on the different forms of economic crime and the measures they can take to protect themselves from becoming victims
Contribute to Canada’s economic integrity through crime reduction
Strategic Priority: Economic Integrity – Overview of Performance Towards Strategic Outcome | |
Strategic Outcome: |
|
Key Performance Goals | Performance |
|
2006: 73%
2007: 74% |
|
2006: 74% |
Supporting Program Actitvities (PAA)* | Planned Spending (millions)* | Actual Spending (millions)* |
1 – Federal and International Operations |
$592.9 |
$626.0 |
3 – Community, Contract and Aboriginal Policing |
$2,083.4 |
$2,140.7 |
4 – Criminal Intelligence Operations |
$70.3 |
$81.8 |
5 – Technical Policing Operations | $174.2 | $190.8 |
7 – National Police Services | $149.7 | $170.9 |
Supporting Program Actitvities (PAA)* | Planned FTEs | Actual FTEs |
1 – Federal and International Operations | 4,568 | 3,412 |
3 – Community, Contract and Aboriginal Policing | 13,610 | 12,941 |
4 – Criminal Intelligence Operations | 547 | 509 |
5 – Technical Policing Operations | 1,164 | 1,073 |
7 – National Police Services | 1,266 | 1,127 |
Note: * Program Activity allocations may represent all related activities undertaken across RCMP Divisions and do not necessarily reflect allocations for a specific RCMP program, service or organizational unit of similar name.
** Planned Spending based on Main Estimates
*** Actual Spending based on Main Estimates + in-year funding
Progress Towards Achieving Key Priorities (2006-2007)
a) Key Priority:
1. Prevent, detect and deter criminal activity that affects the Canadian economy
b) Progress Made in 2006-2007:
In 2006-2007, dedicated enforcement teams were created and located in Toronto, Montreal and Vancouver, and Regional Counterfeit Coordinator positions were created and located in Halifax, Montreal, Toronto, Calgary and Vancouver. These dedicated teams, known as Integrated Counterfeit Enforcement Teams (ICET), are mandated to conduct the investigation of organized crime groups involved in the production or high volume distribution of counterfeit currency
To investigate serious Criminal Code capital markets fraud offences that are of regional or national significance and threaten investor confidence or economic stability in Canada
To work to ensure that those who commit these offences are brought to justice in an effective and timely manner
To collaborate with other law enforcement agencies and securities regulators to ensure that all complaints and inquiries received by the IMETs pertaining to other market offences (e.g., money laundering in capital markets, securities law violations and other commercial crimes and violations) are addressed by the appropriate body. In particular, infractions to the Criminal Code not within the mandate of IMETs will be referred to the RCMP Commercial Crime Branch
c) Planned Improvements in Future:
a) Key Priority:
2. Build awareness around crimes that affect the Canadian economy
3. Educate Canadians on the different forms of economic crime and the measures they can take to protect themselves from becoming victims
b) Progress Made in 2006-2007:
c) Planned Improvements in Future:
Contributing to the long-term wellness and safety of Aboriginal communities
through a holistic and culturally competent approach
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 200; 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”. RCMP 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 is the continued use of 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 (2006-2007)
The following plans and priorities were listed in the 2006-2007 RPP in relation to the RCMP’s efforts towards contributing to safer and healthier Aboriginal communities:
1. Provide a culturally sensitive policing service
2. Develop community capacity to prevent crime through social development
3. Contribute to public policy and ensure sound policy development
4. Build new and strengthen existing partnerships
5. Communicate effectively to internal/external partners and stakeholders
6. Build capacity in terms of expertise and resources, while supporting employees
Contributing to the long-term wellness and safety of Aboriginal communities
through a holistic and culturally competent approach
Strategic Priority: Aboriginal Communities – Overview of Performance Towards Strategic Outcome | |
Strategic Outcome: |
|
Key Performance Goals | Performance |
|
Stakeholders: |
|
Stakeholders: |
|
Stakeholders: |
|
Partners: |
|
Stakeholders: |
|
Stakeholders: |
|
One new partner engaged |
|
2006: 84% 2007: 63% |
Supporting Program Actitvities (PAA)* | Planned Spending (millions)* | Actual Spending (millions)* |
1 – Federal and International Operations |
$592.9 |
$626.0 |
3 – Community, Contract and Aboriginal Policing |
$2,083.4 |
$2,140.7 |
7 – National Police Services | $149.7 | $170.9 |
Supporting Program Actitvities (PAA)* | Planned FTEs | Actual FTEs |
1 – Federal and International Operations | 4,568 | 3,412 |
3 – Community, Contract and Aboriginal Policing | 13,610 | 12,941 |
7 – National Police Services | 1,266 | 1,127 |
Note: * Program Activity allocations may represent all related activities undertaken across RCMP Divisions and do not necessarily reflect allocations for a specific RCMP program, service or organizational unit of similar name.
** Planned Spending based on Main Estimates
*** Actual Spending based on Main Estimates + in-year funding
Progress Towards Achieving Key Priorities (2006-2007)
a) Key Priority:
1. Provide a culturally sensitive policing service
2. Develop community capacity to prevent crime through social development
b) Progress Made in 2006-2007:
c) Planned Improvements in Future:
a) Key Priority:
3. Contribute to public policy and ensure sound policy development
b) Progress Made in 2006-2007:
c) Planned Improvements in Future:
a) Key Priority:
4. Build new and strengthen existing partnerships
b) Progress Made in 2006-2007:
c) Planned Improvements in Future:
a) Key Priority:
5. Communicate effectively to internal/external partners and stakeholders
6. Build capacity in terms of expertise and resources, while supporting employees
b) Progress Made in 2006-2007:
c) Planned Improvements in Future:
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 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, four 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).
Table 1: Comparison of Planned to Actual Spending (including FTEs)
Program Activity ($ millions) |
2004-2005 Actual |
2005-2006 Actual |
2006-2007 | |||
Main Estimates | Planned Spending | Total Authorities | Actual | |||
Federal and International Operations | 548.2 | 579.7 | 592.9 | 703.0 | 653.9 | 626.0 |
Protective Policing Services | 120.0 | 125.7 | 105.1 | 116.4 | 150.7 | 108.9 |
Community, Contract and Aboriginal Policing | 1,871.0 | 1,991.8 | 2,083.4 | 2,174.0 | 2,240.4 | 2,140.7 |
Criminal Intelligence Operations | 68.7 | 71.6 | 70.3 | 76.5 | 85.2 | 81.8 |
Technical Policing Operations | 171.0 | 168.8 | 174.2 | 189.3 | 198.3 | 190.8 |
Policing Support Services | 60.7 | 67.3 | 68.5 | 71.1 | 80.0 | 84.0 |
National Police Services | 143.5 | 161.9 | 149.7 | 164.8 | 210.4 | 170.9 |
Registration, Licensing and |
92.8 | 68.5 | 78.3 | 68.9 | 77.7 | 74.2 |
Policy, Regulatory, Communications |
5.3 | 4.7 | 4.8 | 2.4 | ||
Pensions under the RCMP |
22.6 | 23.6 | 23.0 | 23.0 | 20.4 | 20.4 |
To compensate members of the |
31.8 | 39.1 | 48.8 | 48.8 | 58.8 | 55.1 |
Payments in nature of Workers’ |
1.5 | 1.4 | 1.5 | 1.5 | 1.5 | 2.0 |
Pensions to families of members |
0.1 | 0.1 | 0.1 | 0.1 | 0.1 | 0.1 |
Total |
3,131.9 | 3,299.5 | 3,401.3 | 3,642.0 | 3,782.2 | 3,557.3 |
Less: Non-Respendable Revenue |
85.7 | 107.2 | 92.1 | 92.1 | 93.5 | 99.3 |
Plus: Cost of services received |
193.9 | 201.9 | 198.4 | 198.4 | 202.7 | 221.5 |
Net Cost of Department |
3,240.1 | 3,394.2 | 3,507.6 | 3,748.3 | 3,891.4 | 3,679.4 |
Full Time Equivalents | 23,236.0 | 23,578.8 | 25,665.0 | 26,481.3 | 25,809.6 | 24,786.4 |
Note: Due to rounding, figures may not add to totals shown.
17.2 million”Refunds of amounts to revenues in previous years” shown in the 2006-2007 Public Accounts are not included.
Table 2: Use of Resources by Business Lines
Program Activity ($ millions) |
Budgetary ($ millions) | |||||||
FTEs
|
Operating
|
Capital
|
Grants and Contributions
|
Total Gross Expenditures
|
Less:
Respendable Revenues |
Total
Net Expenditures |
||
Federal and International Operations |
Main Estimates | 4,624.0 | 557.0 | 35.9 | 0.0 | 592.9 | 0.6 | 592.3 |
(Planned) | 5,257.2 |
664.4 | 38.5 | 0.0 | 703.0 | 0.6 | 702.3 | |
(Authorities) | 4,638.0 |
612.0 | 41.8 | 0.0 | 653.9 | 8.9 | 644.9 | |
(Actual) | 4,224.9 | 585.7 | 40.4 | 0.0 | 626.0 | 7.7 | 618.3 | |
Protective Policing Services | Main Estimates | 918.0 | 99.8 | 5.3 | 0.0 | 105.1 | 0.1 | 105.0 |
(Planned) | 920.5 | 111.1 | 5.3 | 0.0 | 116.4 | 0.1 | 116.3 | |
(Authorities) | 932.1 | 144.2 | 6.5 | 0.0 | 150.7 | 2.0 | 148.7 | |
(Actual) | 595.6 | 102.0 | 6.9 | 0.0 | 108.9 | 5.4 | 103.5 | |
Community, Contract and Aboriginal Policing |
Main Estimates | 15,945.0 |
1,899.2 | 184.2 | 0.0 | 2,083.4 | 1,235.2 | 848.2 |
(Planned) | 5,983.7 | 1,989.8 | 184.2 | 0.0 | 2,174.0 | 1,235.2 | 938.8 | |
(Authorities) | 15,946.2 | 2,038.3 | 202.1 | 0.0 | 2,240.4 | 1,313.7 | 926.7 | |
(Actual) | 15,741.6 | 1,989.6 | 151.0 | 0.0 | 2,140.7 | 1,252.1 | 888.6 | |
Criminal Intelligence Operations | Main Estimates |
587.0 |
66.8 | 3.5 | 0.0 | 70.3 | 0.1 | 70.2 |
(Planned) | 624.2 | 73.0 | 3.5 | 0.0 | 76.5 | 0.1 | 76.4 | |
(Authorities) | 596.0 | 80.8 | 4.3 | 0.0 | 85.2 | 1.0 | 84.2 | |
(Actual) | 596.6 | 79.1 | 2.6 | 0.0 | 81.8 | 0.9 | 80.9 | |
Technical Policing Operations | Main Estimates |
1,333.0 |
155.3 | 18.9 | 0.0 | 174.2 | 0.2 | 173.9 |
(Planned) | 1,432.4 | 170.3 | 18.9 | 0.0 | 189.3 | 0.2 | 189.0 | |
(Authorities) | 1,333.1 | 176.3 | 22.0 | 0.0 | 198.3 | 3.5 | 194.9 | |
(Actual) | 1,389.6 | 180.1 | 10.7 | 0.0 | 190.8 | 2.1 | 188.7 | |
Policing Support Services | Main Estimates |
402.0 |
65.9 | 2.6 | 0.0 | 68.5 | 0.1 | 68.4 |
(Planned) | 403.2 | 68.4 | 2.6 | 0.0 | 71.1 | 0.1 | 71.0 | |
(Authorities) | 402.0 | 76.8 | 3.2 | 0.0 | 80.0 | 1.0 | 79.0 | |
(Actual) | 528.1 | 79.2 | 4.8 | 0.0 | 84.0 | 0.9 | 83.2 | |
National Police Services | Main Estimates | 1,454.0 | 138.8 | 10.5 | 0.4 | 149.7 | 3.7 | 146.0 |
(Planned) | 1,458.1 | 153.9 | 10.5 | 0.4 | 164.8 | 3.7 | 161.2 | |
(Authorities) | 1,560.1 | 197.4 | 12.6 | 0.4 | 210.4 | 6.0 | 204.4 | |
(Actual) | 1,353.0 | 161.6 | 8.9 | 0.4 | 170.9 | 7.8 | 163.1 | |
Registration, Licensing and Supporting Infrastructure | Main Estimates | 375.0 | 65.3 | 0.0 | 13.0 | 78.3 | 0.0 | 78.3 |
(Planned) | 375.0 | 55.9 | 0.0 | 13.0 | 68.9 | 0.0 | 68.9 | |
(Authorities) | 375.0 | 64.7 | 0.0 | 13.0 | 77.7 | 0.0 | 77.7 | |
(Actual) | 339.0 | 63.1 | 0.0 | 11.1 | 74.2 | 0.0 | 74.2 | |
Policy, Regulatory, Communications and Portfolio Integration | Main Estimates |
27.0 |
4.3 | 0.0 | 1.0 | 5.3 | 0.0 | 5.3 |
(Planned) | 27.0 | 3.7 | 0.0 | 1.0 | 4.7 | 0.0 | 4.7 | |
(Authorities) | 27.0 | 3.8 | 0.0 | 1.0 | 4.8 | 0.0 | 4.8 | |
(Actual) | 18.0 | 2.2 | 0.0 | 0.2 | 2.4 | 0.0 | 2.4 | |
Pensions under the RCMP Contribution Act | Main Estimates |
0.0 |
0.0 | 0.0 | 23.0 | 23.0 | 0.0 | 23.0 |
(Planned) | 0.0 | 0.0 | 0.0 | 23.0 | 23.0 | 0.0 | 23.0 | |
(Authorities) | 0.0 | 0.0 | 0.0 | 20.4 | 20.4 | 0.0 | 20.4 | |
(Actual) | 0.0 | 0.0 | 0.0 | 20.4 | 20.4 | 0.0 | 20.4 | |
To compensate members of the RCMP for injuries received in the performance of duty | Main Estimates |
0.0 |
0.0 | 0.0 | 48.8 | 48.8 | 0.0 | 48.8 |
(Planned) | 0.0 | 0.0 | 0.0 | 48.8 | 48.8 | 0.0 | 48.8 | |
(Authorities) | 0.0 | 0.0 | 0.0 | 58.8 | 58.8 | 0.0 | 58.8 | |
(Actual) | 0.0 | 0.0 | 0.0 | 55.1 | 55.1 | 0.0 | 55.1 | |
Payments in nature of Workers’ Compensation, to survivors of members of the Force | Main Estimates |
0.0 |
0.0 | 0.0 | 1.5 | 1.5 | 0.0 | 1.5 |
(Planned) | 0.0 | 0.0 | 0.0 | 1.5 | 1.5 | 0.0 | 1.5 | |
(Authorities) | 0.0 | 0.0 | 0.0 | 1.5 | 1.5 | 0.0 | 1.5 | |
(Actual) | 0.0 | 0.0 | 0.0 | 2.0 | 2.0 | 0.0 | 2.0 | |
Pensions to families of members of the RCMP who have lost their lives while on duty | Main Estimates |
0.0 |
0.0 | 0.0 | 0.1 | 0.1 | 0.0 | 0.1 |
(Planned) | 0.0 | 0.0 | 0.0 | 0.1 | 0.1 | 0.0 | 0.1 | |
(Authorities) | 0.0 | 0.0 | 0.0 | 0.1 | 0.1 | 0.0 | 0.1 | |
(Actual) | 0.0 | 0.0 | 0.0 | 0.1 | 0.1 | 0.0 | 0.1 | |
Total | Main Estimates | 25,665.0 | 3,052.4 | 261.1 | 87.9 | 3,401.3 | 1,240.0 | 2,161.3 |
(Planned) | 26,481.3 | 3,290.6 | 263.7 | 87.8 | 3,642.1 | 1,240.0 | 2,402.1 | |
(Authorities) | 25,809.6 | 3,394.4 | 292.6 | 95.2 | 3,782.2 | 1,336.0 | 2,446.2 | |
(Actual) | 24,786.4 | 3,242.6 | 225.4 | 89.3 | 3,557.3 | 1,276.8 | 2,280.5 | |
Note: Due to rounding, figures may not add to totals shown. |
Table 3: Voted and Statutory Items
Financial Requirements by Authority ($ millions) | |||||
Vote |
Royal Canadian Mounted Police Law Enforcement Program
|
2006-2007 | |||
Main Estimates
|
Planned Spending
|
Total Authorities
|
Actual
|
||
60 | Operating expenditures | 1,259.0 | 1,313.0 | 1,656.3 | 1,570.4 |
61 | Registration, Licensing and Supporting Infrastructure |
50.8 | 50.8 | 51.6 | 50.6 |
62 | Policy, Regulatory, Communications and Portfolio Integration |
14.6 | 14.6 | 14.0 | 11.7 |
65 | Capital expenditures | 197.9 | 217.0 | 292.6 |
225.4 |
70 | Grants and Contributions | 43.7 | 43.7 | 74.9 | 68.8 |
(S) | Pensions and other employee benefits – Members of the Force | 288.6 | 288.6 | 270.5 | 270.5 |
(S) | Contributions to employee benefit plans | 51.1 | 51.1 | 58.5 | 58.5 |
(S) | Pensions under the Royal Canadian Mounted Police Pension Continuation Act | 23.0 | 23.0 | 20.4 | 20.4 |
Total Department | 1,928.7 | 2,001.8 | 2,438.8 | 2,276.3 | |
Note: Total authorities are main estimates plus supplementary estimates plus other authorities. |
Table 4: Services Received Without Charge
($ millions) | 2006-2007 |
Accommodation provided by Public Works and Government Services Canada (PWGSC) | 60.6 |
Contributions covering employers' share of employees' insurance premiums and expenditures paid by TBS | 158.1 |
Worker's compensation coverage provided by Social Development Canada | 0.4 |
Salary and associated expenditures of legal services provided by Justice Canada | 2.4 |
Total 2006-2007 Services Received without charge | 221.5 |
Note: Due to rounding, figures may not add to totals shown. |
Table 5: Loans, Investments and Advances (Non-budgetary)
NIL reply. No activity for the fiscal period in review.
Table 6: Sources of Respendable and Non-Respendable Revenue
Revenues by Business Line ($ millions) | ||||||
Respendable Revenues* | 2006-2007 | |||||
Program Activity | Actual 2004-2005 |
Actual 2005-2006 |
Main Estimates |
Planned Revenue |
Total Authorities |
Actual |
Federal and International Operations | 6.1 | 6.8 | 0.6 | 0.6 | 8.9 | 7.7 |
Protective Policing Services | 1.4 | 1.5 | 0.1 | 0.1 | 2.0 | 5.4 |
Community, Contract and Aboriginal Policing | 1,065.2 | 1,167.1 | 1,235.2 | 1,235.2 | 1,313.7 | 1,252.1 |
Criminal Intelligence Operations | 0.7 | 0.8 | 0.1 | 0.1 | 1.0 | 0.9 |
Technical Policing Operations | 2.4 | 1.9 | 0.2 | 0.2 | 3.5 | 2.1 |
Policing Support Services | 0.7 | 0.8 | 0.1 | 0.1 | 1.0 | 0.9 |
National Policing Services | 10.5 | 6.8 | 3.7 | 3.7 | 6.0 | 7.8 |
Total Respendable Revenues | 1,087.0 | 1,185.7 | 1,240.0 | 1,240.0 | 1,336.0 | 1,276.8 |
Non-Respendable Revenues |
2006-2007 |
|||||
Program Activity | Actual 2004-2005 |
Actual 2005-2006 |
Main Estimates |
Planned Revenue |
Total Authorities |
Actual |
Privileges, Licences and permits | 20.1 | 29.1 | 12.4 | 12.4 | 12.4 | 17.5 |
Refund of Prior Years' Expenditures | 3.5 | 3.9 | 6.1 | 6.1 | 6.1 | 5.4 |
Return On Investments | 0.0 | 0.0 | 0.1 | 0.1 | 0.1 | 0.0 |
Miscellaneous | 54.4 | 68.3 | 65.7 | 65.7 | 65.7 | 70.9 |
Proceeds for Sales | 1.6 | 1.4 | 2.0 | 2.0 | 2.0 | 0.9 |
Proceeds from Asset Disposal | 6.1 | 4.5 | 5.8 | 5.8 | 7.2 | 4.6 |
Total Non-Respendable Revenues | 85.7 | 107.2 | 92.1 | 92.1 | 93.5 | 99.3 |
Total Revenues | 1,172.7 | 1,292.9 | 1,332.1 | 1,332.1 | 1,429.5 | 1,376.1 |
Note: *Respendable revenues are primarily generated by the provision of policing services under contract to provinces, territories and municipalities. Other revenues related to payment for courses and accommodation at the Canadian Police College and for technology. |
Table 7: Revolving Fundse (Statements of Operations, Statement of Cash Flows and Projected Use of Authority)
NIL reply. No activity for the fiscal period in review.
Table 8: Resource Requirements by Branch/Sector Level
($ millions) | Federal and International Operations | Protective Policing Services | Community, Contract and Aboriginal Policing | Criminal Intelligence Operations | Technical Policing Operations | Policing Support Services | National Policing Services | Registration, Licensing and Support Infrastructure | Policy, Regulatory, Communications and Portfolio Integration | Total Respendable Revenue |
Atlantic Region | ||||||||||
Planned Spending |
48.2
|
2.2
|
94.5
|
4.5
|
9.9
|
0.7
|
2.4
|
0.0
|
0.0
|
162.5
|
Actual Spending |
55.1
|
3.6
|
112.3
|
4.0
|
13.9
|
0.9
|
2.9
|
0.0
|
0.0
|
192.6
|
Central Region | ||||||||||
Planned Spending |
251.7
|
17.4
|
35.8
|
22.7
|
37.6
|
1.1
|
5.0
|
0.0
|
0.0
|
371.4
|
Actual Spending |
272.2
|
30.9
|
43.2
|
33.0
|
45.8
|
1.4
|
5.8
|
0.0
|
0.0
|
432.4
|
North West Region | ||||||||||
Planned Spending |
66.0
|
3.8
|
184.1
|
11.0
|
18.8
|
1.2
|
3.2
|
0.0
|
0.0
|
288.1
|
Actual Spending |
72.9
|
5.1
|
244.3
|
9.5
|
23.0
|
1.7
|
4.8
|
0.0
|
0.0
|
361.2
|
Pacific Region | ||||||||||
Planned Spending |
77.2
|
6.2
|
161.1
|
12.2
|
22.5
|
0.9
|
3.1
|
0.0
|
0.0
|
283.2
|
Actual Spending |
91.0
|
17.2
|
263.9
|
12.1
|
27.0
|
1.4
|
4.3
|
0.0
|
0.0
|
416.9
|
National Headquarters |
||||||||||
Planned Spending |
144.9
|
66.0
|
246.9
|
19.8
|
85.1
|
57.0
|
132.5
|
68.3
|
5.3
|
825.9
|
Actual Spending |
127.2
|
46.7
|
224.8
|
22.3
|
78.9
|
77.8
|
145.3
|
90.4
|
3.4
|
816.9
|
Total |
||||||||||
Planned Spending |
588.0
|
95.6
|
722.5
|
70.2
|
173.9
|
61.0
|
146.3
|
68.3
|
5.3
|
1,931.1
|
Actual Spending |
618.3
|
103.5
|
888.6
|
80.9
|
188.7
|
83.2
|
163.1
|
90.4
|
3.4
|
2,220.1
|
Note: 77.6 million Unallocated Grants and Contributions are not included in the numbers stated above
Program Activity allocations may represent all related activities undertaken across RCMP Divisions and do not necessarily reflect allocations for a specific RCMP program, service or organizational unit of similar name.
Planned Spending based on Main Estimates
Actual Spending based on Main Estimates + in-year funding
Table 9–A: 2006-2007 User Fee Reporting Template – User Fees Act
Royal Canadian Mounted Police
A. User Fee | Fees charged for the processing of access requests filed under the Access to Information Act | ||
Fee Type | Regulatory | ||
Fee Setting Authority | Access to Information Act | ||
Date Last Modified | 1992 | ||
Forecast Revenue ($ millions) 0.0 |
Actual Revenue ($ millions) 0.0 |
Full Cost ($ millions) 3.25 |
|
2006-2007 | Performance Standard |
Framework developed by TBS. |
|
2006-2007 | Performance Results |
Access to Information Act |
|
Planning Years | Forecast Revenue ($ millions) |
Fiscal Year 2007-08 | 0.0 |
Fiscal Year 2008-09 | 0.0 | ||
Fiscal Year 2009-10 | 0.0 | ||
Planning Years | Estimated Full Cost ($ millions) |
Fiscal Year 2007-08 | 3.53 |
Fiscal Year 2008-09 | 3.70 | ||
Fiscal Year 2009-10 | 3.70 |
Canada Firearms Centre
A. User Fee | Fees charged for the processing of access requests filed under the Access to Information Act | ||
Fee Type | Other Products and Services | ||
Fee Setting Authority | Access to Information Act | ||
Date Last Modified | 1992 | ||
Forecast Revenue ($ millions) 0.0 |
Actual Revenue ($ millions) 0.0 |
Full Cost ($ millions) 0.2 |
|
2006-2007 | Performance Standard |
Framework developed by TBS. |
|
2006-2007 | Performance Results |
Access to Information Act |
|
Planning Years | Forecast Revenue ($ millions) |
Fiscal Year 2007-08 | 0.0 |
Fiscal Year 2008-09 | 0.0 | ||
Fiscal Year 2009-10 | 0.0 | ||
Planning Years | Estimated Full Cost ($ millions) |
Fiscal Year 2007-08 | 0.2 |
Fiscal Year 2008-09 | 0.2 | ||
Fiscal Year 2009-10 | 0.2 |
Canada Firearms Centre
A. User Fee | Business Licences | ||
Fee Type | Regulatory | ||
Fee Setting Authority | Firearms Fees Regulations | ||
Date Last Modified | April 10, 2005 | ||
Forecast Revenue ($ millions) 0.6 |
Actual Revenue ($ millions) 0.5 |
Full Cost ($ millions) Section C Other information See note (1) |
|
2006-2007 | Performance Standard |
Section C – Other information – See note (2) |
|
2006-2007 | Performance Results |
Section C – Other information – See note (3) |
|
Planning Years | Forecast Revenue ($ millions) |
Fiscal Year 2007-08 | 0.1 |
Fiscal Year 2008-09 | 0.6 | ||
Fiscal Year 2009-10 | 0.6 | ||
Planning Years | Estimated Full Cost ($ millions) |
Fiscal Year 2007-08 | Section C – Other information – See note (1) |
Fiscal Year 2008-09 | |||
Fiscal Year 2009-10 |
A. User Fee | Individual Licences | ||
Fee Type | Regulatory | ||
Fee Setting Authority | Firearms Fees Regulations | ||
Date Last Modified | December 1, 1998 | ||
Forecast Revenue ($ millions) 1.9 |
Actual Revenue |
Full Cost ($ millions) Section C Other information See note (1) |
|
2006-2007 | Performance Standard |
45 days |
|
2006-2007 | Performance Results |
76% of properly completed individual licence applications were completed within 45 days |
|
Planning Years | Forecast Revenue ($ millions) |
Fiscal Year 2007-08 | 1.9 |
Fiscal Year 2008-09 | 21.7 | ||
Fiscal Year 2009-10 | 21.7 | ||
Planning Years | Estimated Full Cost ($ millions) |
Fiscal Year 2007-08 | Section C – Other information – See note (1) |
Fiscal Year 2008-09 | |||
Fiscal Year 2009-10 |
Canada Firearms Centre
A. User Fee | Registration Certificates | ||
Fee Type | Regulatory | ||
Fee Setting Authority | Firearms Fees Regulations | ||
Date Last Modified | Registration fees repealed as of May 20, 2004 | ||
Forecast Revenue ($ millions) 0.0 |
Actual Revenue |
Full Cost ($ millions) Section C Other information See note (1) |
|
2006-2007 | Performance Standard |
30 days |
|
2006-2007 | Performance Results |
63% of properly completed registration applications were completed within 30 days |
|
Planning Years | Forecast Revenue ($ millions) |
Fiscal Year 2007-08 | 0.0 |
Fiscal Year 2008-09 | 0.0 | ||
Fiscal Year 2009-10 | 0.0 | ||
Planning Years | Estimated Full Cost ($ millions) |
Fiscal Year 2007-08 | Section C – Other information – See note (1) |
Fiscal Year 2008-09 | |||
Fiscal Year 2009-10 |
Canada Firearms Centre
A. User Fee | Authorizations | ||
Fee Type | Regulatory | ||
Fee Setting Authority | Firearms Fees Regulations | ||
Date Last Modified | December 1, 1998 | ||
Forecast Revenue ($ millions) 0.3 |
Actual Revenue |
Full Cost ($ millions) Section C Other information See note (1) |
|
2006-2007 | Performance Standard |
Section C – Other information – See note (2) |
|
2006-2007 | Performance Results |
Section C – Other information – See note (3) |
|
Planning Years | Forecast Revenue ($ millions) |
Fiscal Year 2007-08 | 0.3 |
Fiscal Year 2008-09 | 0.3 | ||
Fiscal Year 2009-10 | 0.3 | ||
Planning Years | Estimated Full Cost ($ millions) |
Fiscal Year 2007-08 | Section C – Other information – See note (1) |
Fiscal Year 2008-09 | |||
Fiscal Year 2009-10 |
Canada Firearms Centre
A. User Fee | Non-resident Permits | ||
Fee Type | Regulatory | ||
Fee Setting Authority | Firearms Fees Regulations | ||
Date Last Modified | April 10, 2005 | ||
Forecast Revenue ($ millions) 1.9 |
Actual Revenue |
Full Cost ($ millions) Section C Other information See note (1) |
|
2006-2007 | Performance Standard |
Section C – Other information – See note (2) |
|
2006-2007 | Performance Results |
Section C – Other information – See note (3) |
|
Planning Years | Forecast Revenue ($ millions) |
Fiscal Year 2007-08 | 1.9 |
Fiscal Year 2008-09 | 1.9 | ||
Fiscal Year 2009-10 | 1.9 | ||
Planning Years | Estimated Full Cost ($ millions) |
Fiscal Year 2007-08 | Section C – Other information – See note (1) |
Fiscal Year 2008-09 | |||
Fiscal Year 2009-10 |
Canada Firearms Centre
A. User Fee | Services for replacement of documents | ||
Fee Type | Regulatory | ||
Fee Setting Authority | Firearms Fees Regulations | ||
Date Last Modified | April 10, 2005 | ||
Forecast Revenue ($ millions) 0.1 |
Actual Revenue |
Full Cost ($ millions) Section C Other information See note (1) |
|
2006-2007 | Performance Standard |
Section C – Other information – See note (2) |
|
2006-2007 | Performance Results |
Section C – Other information – See note (3) |
|
Planning Years | Forecast Revenue ($ millions) |
Fiscal Year 2007-08 | 0.1 |
Fiscal Year 2008-09 | 0.1 | ||
Fiscal Year 2009-10 | 0.1 | ||
Planning Years | Estimated Full Cost ($ millions) |
Fiscal Year 2007-08 | Section C – Other information – See note (1) |
Fiscal Year 2008-09 | |||
Fiscal Year 2009-10 |
Canada Firearms Centre
2006-2007
|
Planning Years
|
||||||
($ millions)
|
Forecast
Revenue |
Actual
Revenue |
Full
Cost |
2007-2008
|
2008-2009
|
2009-2010
|
|
Business Licences |
0.6
|
0.5
|
–
|
0.1
|
0.6
|
0.6
|
|
Individual Licences |
1.9
|
4.9
|
–
|
1.9
|
21.7
|
21.7
|
|
Registration Certificates |
0.0
|
0.0
|
–
|
0.0
|
0.0
|
0.0
|
|
Authorizations |
0.3
|
0.3
|
–
|
0.3
|
0.3
|
0.3
|
|
Non-resident Permits |
1.9
|
2.0
|
–
|
1.9
|
1.9
|
1.9
|
|
Services for replacement of documents |
0.1
|
0.1
|
–
|
0.1
|
0.1
|
0.1
|
|
Total |
4.8
|
7.8
|
–
|
4.3
|
24.6
|
24.6
|
B. Date Last Modified:
Forecast Revenues:
Note: 1 If the expired licence was a possession-only licence, the licence is no longer valid. To continue to possess firearms, an individual must meet safety training requirements and apply for a possession and acquisition licence).
Table 10: Progress Against the Department’s Regulatory Plan
Nil reply. No activity for the fiscal period in review.
Table 12: Status Report on Major Crown Projects
Real Time Identification (RTID)
1. Overview
Real Time Identification (RTID) is a re-engineering of systems and processes used for fingerprint identification, civil clearances and criminal records maintenance. It will transform the current paper-based workflow to an electronic workflow, enabling the “real time” identification of fingerprints submitted electronically.
Fingerprints are submitted by police agencies to support the creation of a criminal record, or to search the criminal record repository during a criminal investigation or civil security screening. RTID will streamline these services, facilitate information sharing internationally, and permit an improved tracking of criminals by condensing identification turnaround times from weeks and months to hours and days.
Funding for the RTID Project was announced on April 20, 2004, under the National Security Policy. Between 2001 and 2004 significant work had already been undertaken by a small project team within the RCMP to define RTID requirements and prepare statements of work in anticipation of this announcement.
Following the announcement, a Project Charter was developed and a formal Project Office established under the sponsorship of Information and Identification Services of National Police Services (NPS). The Chief Information Officer (CIO) was appointed Project Leader, responsible for achieving the technology improvements associated with the project. The Project Director reports to the CIO.
The project will be delivered in two major Phases. Phase 1 will modernize the civil clearance process, replace the Automated Fingerprint Identification System (AFIS) and implement a new transaction manager, the NPS National Institute of Standards and Technology (NIST) Server, permitting agencies to submit their fingerprint information electronically. Phase 1 is being delivered in different releases in 2007.
Phase 2 will modernize the processes related to the management and update of the criminal records. Phase 2 is a large re-engineering effort and the replacement of antiquated legacy systems in support of the re-engineering effort. Phase 2 will be delivered in Spring 2009.
2. Lead and Participating Departments
The RCMP is the lead department on RTID. Various levels of governance will ensure the Project is successful and meets the needs of all stakeholders.
The Senior Project Advisory Committee is a senior level committee of RCMP, Public Safety Canada (PS) and Central Agency officials that advises the Project Leader on all aspects of the project as it relates to government-wide policies, strategic direction and procurement, including the review of the scope through the definition stage, and the procurement strategy for the project.
An RTID Project Steering Committee provides ongoing direction to the project, and includes representatives of key Federal Government departments and Central Agencies. Oversight of RTID is also linked to existing PS committees, such as the PS Portfolio Interoperability Committee, thus ensuring the project’s horizontal interests and planned contribution to overall public safety are fully realized.
RTID is a major interoperability initiative of interest to all agencies within the PS portfolio. Its progress and success in contributing to long-term interoperability will be monitored by the Heads of Agency Steering Committee through the Portfolio Interoperability Committee.
RTID will be used across Canada and in all jurisdiction levels. Stakeholder involvement is required to ensure that the system is useful for all and does not hinder or contravene regulations for any. This involvement is ensured through the NPS Advisory Council and Technical Consultative working groups.
3. Prime Contractors / Major Sub-Contractors
The RCMP is using several procurement vehicles for the RTID Project:
1. Automated Fingerprint Identification System (AFIS) Vendor: RTID involves the replacement of the existing AFIS with modern AFIS technology. The AFIS vendor, COGENT Systems, selected via a competitive process, is responsible for the delivery, configuration and implementation of a modern AFIS commercial off-the-shelf (COTS) product.
2. Development work that aligns with the RCMP corporate technical architecture is being carried out in-house. The NPS NIST Server, the heart of RTID, is being developed by a team of RCMP resources and contractors. To supplement the skills of internal resources, or to backfill resources seconded to the project, RTID uses internal standing offer vehicles to meet any outstanding demand for project management support, systems architecture and engineering support, systems design, systems development, testing, training and implementation. The major contractors are:
3. Systems Integration Company: a component of Phase 2 will be contracted out on a fixed price basis to ensure the successful delivery of the multiple components that make up that phase. A Request for Proposal (RFP) has been issued and proposals are due in mid-September 2007. Contract award is anticipated by mid-December 2007.
4. Major Milestones
Accomplishments
To be delivered
5. Progress Report and Explanation of Variances
Phase 1 work has been split into multiple releases to make the implementation of functionality more successful. The multiple release schedules are now tracking for complete delivery by December 2007. Phase 2 re-engineering started in January 2006, as planned, and completed in the Spring 2007. The RFP has been prepared and published in June 2007, with a contract award expected in December 2007.
6. Industrial Benefits
There is no industrial benefits program for the Real Time Identification Project.
Note: For specific information concerning CAFC Major Crown Projects, please see Section V.
Table 14: Conditional Grants (Foundations)
NIL reply. No activity for the fiscal period in review.
Table 15: Financial Statements (unaudited)
of Royal Canadian Mounted Police
For the year ended
March 31, 2007
Statement of Management Responsibility
Responsibility for the integrity and objectivity of the accompanying financial statements for the year ended March 31, 2007 and all information contained in these statements rests with the management of the Royal Canadian Mounted Police (RCMP). These financial statements have been prepared by management in accordance with Treasury Board accounting policies which are consistent with Canadian generally accepted accounting principles for the public sector.
Management is responsible for the integrity and objectivity of the information in these financial statements. Some of the information in the financial statements is based on management’s best estimates and judgment and gives due consideration to materiality. To fulfill its accounting and reporting responsibilities, management maintains a set of accounts that provides a centralized record of the RCMP’s financial transactions. Financial information submitted to the Public Accounts of Canada and included in the RCMP’s Departmental Performance Report is consistent with these financial statements.
Management maintains a system of financial management and internal control designed to provide reasonable assurance that financial information is reliable, that assets are safeguarded and that transactions are in accordance with the Financial Administration Act, are executed in accordance with prescribed regulations, within Parliamentary authorities, and are properly recorded to maintain accountability of Government funds. Management also seeks to ensure the objectivity and integrity of data in its financial statements by careful selection, training and development of qualified staff, by organizational arrangements that provide appropriate divisions of responsibility, and by communication programs aimed at ensuring that regulations, policies, standards and managerial authorities are understood throughout the RCMP.
The financial statements of the RCMP have not been audited.
William J.S. Elliott, Commissioner |
Alain P. Séguin, Acting Deputy Commissioner Corporate Management & Comptrollership |
Ottawa, Canada
August 9, 2007
Statement of Operations (unaudited)
For the year ended March 31
(in thousands of dollars)
2007 | 2006 | |
EXPENSES (note 4) | ||
Community, Contract and Aboriginal Policing | 2,245,564 | 2,098,768 |
Federal & International Policing | 648,497 | 606,898 |
Technical Policing Operations | 204,446 | 190,839 |
National Police Services | 183,421 | 174,450 |
Protective Policing Services | 116,024 | 134,681 |
Criminal Intelligence Operations | 85,920 | 75,496 |
Policing Support Services | 85,742 | 71,354 |
Firearms Registration, Licensing and Supporting Infrastructure | 84,192 | 101,467 |
Other activities | 80,231 | 70,800 |
Total expenses | 3,734,037 | 3,524,753 |
REVENUES (note 5) | ||
Community, Contract and Aboriginal Policing | 1,347,642 | 1,312,206 |
National Police Services | 15,545 | 11,474 |
Other activities | 34,569 | 1,679 |
Total revenues | 1,397,756 | 1,325,359 |
NET COST OF OPERATIONS | 2,336,281 | 2,199,394 |
The accompanying notes form an integral part of these financial statements. |
Statement of Financial Position (unaudited)
For the year ended March 31
(in thousands of dollars)
2007 | 2006 | |
ASSETS |
Restated
(note 17) |
|
Financial assets | ||
Accounts receivables and advances (note 6) | 364,510 | 512,825 |
Total financial assets |
364,510 | 512,825 |
Non-financial assets | ||
Spare parts, materials and supplies | 36,917 | 37,927 |
Prepaid expenses | – | 831 |
Tangible capital assets (note 7) | 1,103,518 | 1,037,979 |
Total non-financial assets |
1,140,435 | 1,076,737 |
Total | 1,504,945 | 1,589,562 |
LIABILITIES | ||
Accounts payable and accrued liabilities (note 8) | 307,983 | 270,302 |
Vacation pay and compensatory leave | 185,431 | 183,388 |
RCMP Pension Accounts (note 9) | 11,703,416 | 11,322,814 |
Deferred revenue (note 10) | 103,753 | 75,528 |
Employee severance benefits (note 11) | 439,453 | 424,744 |
Other liabilities (note 12) | 8,419 | 6,579 |
Total liabilities |
12,748,455 | 12,283,355 |
Equity of Canada | (11,243,510) | (10,693,793) |
Total | 1,504,945 | 1,589,562 |
Contingent liabilities (note 13) | ||
Contractual obligations (note 14) | ||
The accompanying notes form an integral part of these financial statements. |
Statement of Equity (unaudited)
For the year ended March 31
(in thousands of dollars)
2007 |
2006 |
|
Equity of Canada, beginning of year | 10,693,793 | 10,357,565 |
Net cost of operations | 2,336,281 | 2,199,394 |
Current year appropriations used (note 3) | (2,297,710) | (2,115,936) |
Revenue not available for spending | 124,488 | 159,089 |
Refund of prior year expenditures | 7,737 | 6,365 |
Change in net position in the Consolidated Revenue Fund (note 3) | 600,376 | 289,171 |
Service provided without charge by other government departments (note 15) | (221,455) | (201,855) |
Equity of Canada, end of year | 11,243,510 | 10,693,793 |
The accompanying notes form an integral part of these financial statements. |
Statement of Cash Flow (unaudited)
For the year ended March 31
(in thousands of dollars)
2007 | 2006 Restated (note 17) |
|
OPERATING ACTIVITIES | ||
Net Cost of Operations | 2,336,281 | 2,199,394 |
Non-cash items | ||
Amortization of tangible capital assets |
(125,580) | (112,199) |
Loss on disposal of assets |
(11,716) | (879) |
Loss on write-off |
(4,260) | (46,559) |
Service provided without charge from other government departments |
(221,455) | (201,855) |
Variations in Statement of Financial Position | ||
(Decrease) Increase in financial assets |
(148,315) | 20,198 |
Decrease in spare parts, material & supplies |
(1,010) | (7,828) |
(Decrease) Increase in prepaid expense |
(831) | 227 |
(Increase) in liabilities |
(465,100) | (366,079) |
Cash used by operating activities | 1,358,014 | 1,484,420 |
CAPITAL INVESTMENT ACTIVITIES | ||
Acquisitions of tangible capital assets |
211,174 | 181,888 |
Proceeds from disposal or transfer of tangible capital assets |
(4,079) | (4,997) |
Cash used by capital investment activities | 207,095 | 176,891 |
FINANCING ACTIVITIES | ||
Net Cash Provided by Government | 1,565,109 | 1,661,311 |
The accompanying notes form an integral part of these financial statements. |
ROYAL CANADIAN MOUNTED POLICE
Notes for Financial Statements (Unaudited)
For the year ended March 31, 2007
1. Authority and Mandate
The Royal Canadian Mounted Police (RCMP) is Canada’s national police service and an agency of the Ministry of Public Safety and Emergency Preparedness.
The RCMP mandate is based on the authority and responsibility assigned under section 18 of the Royal Canadian Mounted Police Act. The mandate of the RCMP is to enforce laws, prevent crime, and maintain peace, order and security. Ten program activities highlight our Program Activity Architecture (PAA). These include:
2. Summary of Significant Accounting Policies
The financial statements have been prepared in accordance with Treasury Board accounting policies which are consistent with Canadian generally accepted accounting principles for the public sector.
(a) The RCMP is primarily financed by the Government of Canada through Parliamentary appropriations. Appropriations provided to the department do not parallel financial reporting according to generally accepted accounting principles since appropriations are primarily based on cash flow requirements. Consequently, items recognized in the statement of operations and in the statement of financial position are not necessarily the same as those provided through appropriations from Parliament. Note 3 provides a high-level reconciliation between the bases of reporting.
(b) The department operates within the Consolidated Revenue Fund (CRF), which is administered by the Receiver General for Canada. All cash received by the department is deposited to the CRF and all cash disbursements made by the department are paid from the CRF. The net cash provided by Government is the difference between all cash receipts and all cash disbursements including transactions between departments of the federal government.
(c) Change in net position in the Consolidated Revenue Fund is the difference between the net cash provided by Government and appropriations used in a year, excluding the amount of non respendable revenue recorded by the department. It results from timing differences between when a transaction affects appropriations and when it is processed through the CRF.
(d) Revenues are accounted for in the period in which the underlying transactions or events occurred that gave rise to the revenues. Revenues that have been received but not yet earned or not spent in accordance with any external restrictions are recorded as deferred revenues.
(e) Expenses are recorded when the underlying transaction or expense occurred subject to the following:
(f) Employee future benefits:
(g) Receivables from external parties are stated at amounts expected to be ultimately realized; a provision is made for external receivables where recovery is considered uncertain.
(h) Contingent liabilities – Contingent liabilities are potential liabilities which may become actual liabilities when one or more future events occur or fail to occur. To the extent that the future event is likely to occur or fail to occur, and a reasonable estimate of the loss can be made, an estimated liability is accrued and an expense recorded. If the likelihood is not determinable or an amount cannot be reasonably estimated, the contingency is disclosed in the notes to the financial statements.
(i) Environmental liabilities – Environmental liabilities reflect the estimated costs related to the management and remediation of environmentally contaminated sites. Based on management’s best estimates, a liability is accrued and an expense recorded when the contamination occurs or when the department becomes aware of the contamination and is obligated, or is likely to be obligated to incur such costs. If the likelihood of the department’s obligation to incur these costs is not determinable, or if an amount cannot be reasonably estimated, the costs are disclosed as contingent liabilities in the notes to the financial statements.
(j) Inventories – Spare parts, materials and supplies are inventories held for future program delivery and are not intended for re-sale. They are valued at cost. If they no longer have service potential, they are valued at the lower of cost or net realizable value.
(k) Foreign currency transactions – Transactions involving foreign currencies are translated into Canadian dollar equivalents using rates of exchange in effect at the time of those transactions. Monetary assets and liabilities denominated in foreign currencies are translated using exchange rates in effect on March 31st. Gains resulting from foreign currency transactions are included under Other revenue in note 5. Losses are included under Other operating expense in note 4.
(l) Tangible capital assets – All tangible capital assets and leasehold improvements having an initial cost of $10,000 or more are recorded at their acquisition cost. Capital assets do not include intangibles, works of art and historical treasures that have cultural, aesthetic or historical value, assets located on Indian Reserves and museum collections.
Amortization of capital assets is done on a straight-line basis over the estimated useful life of the capital asset as follows:
Asset Class | Sub-asset Class | Amortization Period |
Buildings | 20 to 30 years | |
Works and Infrastructures | 20 years | |
Machinery and Equipment | Machinery and Equipment | 5 to 15 years |
Informatics – Hardware | 4 to 7 years | |
Informatics – Software | 3 to 7 years | |
Vehicles | Marine Transportation | 10 to 15 years |
Air Transportation | 10 years | |
Land Transportation (non-military) | 3 to 5 years | |
Land Transportation (military) | 10 years | |
Leasehold Improvements | Term of lease |
In the normal course of business, the RCMP constructs buildings and other assets as well as develops software. The associated costs are accumulated in Assets under Construction (AUC) until the asset is in use. No amortization is taken until the asset is put in use.
(m) Intellectual property such as licences, patents and copyrights are expensed in the period in which they are incurred.
(n) Measurement uncertainty – The preparation of these financial statements in accordance with Treasury Board accounting policies which are consistent with Canadian generally accepted accounting principles for the public sector requires management to make estimates and assumptions that affect the reported amounts of assets, liabilities, revenues and expenses reported in the financial statements. At the time of preparation of these statements, management believes the estimates and assumptions to be reasonable. The most significant items where estimates are used are contingent liabilities, environmental liabilities, the liability for employee severance benefits and the useful life of tangible capital assets. Actual results could significantly differ from those estimated. Management’s estimates are reviewed periodically and, as adjustments become necessary, they are recorded in the financial statements in the year they become known.
3. Parliamentary Appropriations
The Department receives most of its funding through annual Parliamentary appropriations. Items recognized in the statement of operations and the statement of financial position in one year may be funded through Parliamentary appropriations in prior, current or future years. Accordingly, the Department has different net results of operations for the year on a government funding basis than on an
accrual accounting basis. The differences are reconciled in the following tables:
(a) Reconciliation of net cost of operations to current year appropriations used
|
2007 | 2006 Restated (note 17) |
(in thousands of dollars) |
||
NET COST OF OPERATIONS |
2,336,281 | 2,199,394 |
Adjustments for items affecting net cost of operations but not affecting appropriations | ||
Add (Less): | ||
Services provided without charge from other government departments |
(221,455) | (201,855) |
Revenue not available for spending |
124,488 | 159,089 |
Amortization of tangible capital assets |
(125,580) | (112,199) |
Refunds of prior year expenditures |
7,737 | 6,365 |
Increase in liability for severance benefits |
(14,709) | (26,905) |
Transfer cost to assets under construction |
128,072 | 108,063 |
Increase in liability for vacation pay and compensatory leave |
(2,043) | (13,542) |
Increase in liability for contaminated sites |
(1,203) | (1,227) |
Net loss and write-off on disposal of tangible capital assets |
(15,921) | (40,469) |
Other |
(1,282) | (33,575) |
Subtotal | (121,896) | (156,255) |
Adjustments for items not affecting net cost of operations but affecting Appropriations | ||
Add (Less): |
||
Acquisitions of tangible capital assets |
78,207 | 73,895 |
Accountable advances |
173 | – |
Inventory purchased |
5,776 | (1,325) |
Prepaid expenses |
(831) | 227 |
Subtotal | 83,325 | 72,797 |
Current year Appropriations Used | 2,297,710 | 2,115,936 |
(b) Appropriations provided and used
Appropriations Provided |
||
|
2007 | 2006 Restated (note 17) |
(in thousands of dollars) |
||
Operating expenditures | 1,721,843 | 1,559,547 |
Capital expenditures | 292,555 | 203,547 |
Grants & Contributions | 74,846 | 57,646 |
Statutory amount | 374,004 | 369,733 |
Less: | ||
Appropriations available for future years | (3,543) | (2,758) |
Lapsed appropriations – Operating | (161,995) | (71,779) |
Total | 2,297,710 | 2,115,936 |
(c) Reconciliation of net cash provided by Government to current year appropriations used
|
2007 | 2006 Restated (note 17) |
(in thousands of dollars) |
||
Net cash provided by Government |
1,565,109
|
1,661,311 |
Revenue not available for spending |
124,488
|
159,089
|
Refund of prior year expenditures |
7,737
|
6,365
|
1,697,334
|
1,826,765
|
|
Change in net position in the Consolidated Revenue Fund |
|
|
Variation in accounts receivable and advances |
148,315
|
(20,198)
|
Variation in inventory |
1,010
|
7,828
|
Variation in prepaid expenses |
831
|
(227)
|
Variation in accounts payable and accrued liabilities |
37,681
|
(16,112)
|
Variation in pension liabilities |
380,602
|
364,880
|
Variation in deferred revenue |
28,225
|
(25,272)
|
Variation in other liabilities |
1,840
|
2,312
|
Other adjustments |
1,872
|
(24,040)
|
600,376
|
289,171
|
|
Current year appropriations used |
2,297,710
|
2,115,936
|
4. Expenses
The following table presents details of expenses by category:
|
2007 | 2006 Restated (note 17) |
|
(in thousands of dollars) |
|||
Operating expenses: | Salaries & employee benefits | 2,471,754 | 2,357,399 |
Professional & special services | 305,489 | 271,321 | |
Travel & relocation | 152,530 | 136,487 | |
Amortization | 125,580 | 112,199 | |
Accommodation | 108,893 | 91,986 | |
Utilities, material & supplies | 105,260 | 97,251 | |
Purchased repairs & maintenance | 88,732 | 79,303 | |
Telecommunications | 44,457 | 40,120 | |
Rentals | 26,013 | 28,068 | |
Loss on disposal and write-off | 16,157 | 51,843 | |
Provision for severance benefits | 14,708 | 26,905 | |
Information | 3,958 | 2,963 | |
Other operating expenses |
186,605 | 159,442 | |
Subtotal | 3,650,136 | 3,455,287 | |
Transfer payments: | Compensatory grants to individuals | 72,261 | 58,705 |
Transfers to other levels of Governments | 11,076 | 10,115 | |
Payments to or on behalf of First Nations Organizations | 178 | 224 | |
Other | 386 | 422 | |
Subtotal | 83,901 | 69,466 | |
TOTAL EXPENSES | 3,734,037 | 3,524,753 |
5. Revenues
The following table presents details of revenues by category:
|
2007 | 2006 Restated (note 17) |
(in thousands of dollars) |
||
Policing services | 1,381,340 | 1,318,459 |
Firearms registration fees | 6,245 | 19,294 |
Less: Reimbursements of fees due to remission order | – | (19,000) |
Net Firearms registration fees | 6,245 | 294 |
Other revenues | 10,171 | 6,606 |
TOTAL REVENUES | 1,397,756 | 1,325,359 |
6. Accounts Receivables and Advances
|
2007 | 2006 Restated (note 17) |
(in thousands of dollars) |
||
Other government departments | 23,280 | 220,851 |
External parties | 331,168 | 281,525 |
Less: allowance for doubtful accounts on external receivables | (293) | (291) |
Net receivables from external parties | 330,875 | 281,234 |
Total receivables | 354,155 | 502,085 |
Temporary advances | 7,815 | 8,233 |
Standing Advances | 2,540 | 2,507 |
Total Advances | 10,355 | 10,740 |
Total receivables and advances | 364,510 | 512,825 |
7. Tangible Capital Assets
Cost |
Accumulated Amortization |
|||||||||
Opening Balance |
Acquisition | Disposal and Write-offs | Closing Balance | Opening Balance Restated (note 17) |
Amortization | Disposal and Write-offs | Closing Balance | Net Book 2007 |
Net Book 2006 |
|
Land | 41,672 | 1,039 | 174 | 42,537 | - | - | - | - | 42,537 | 41,672 |
Buildings | 723,953 | 43,734 | 3,747 | 763,950 | 325,907 | 29,512 | 2,577 | 325,842 | 411,108 | 398,046 |
Works & Infrastructure |
4,736 | 8,511 | - | 13,247 | 720 | 610 | 1,330 | 11,917 | 4,016 | |
Machinery & Equipment |
461,770 | 66,162 | 3,071 | 524,861 | 267,742 | 44,693 | 2,925 | 309,510 | 215,351 | 194,028 |
Vehicles | 431,129 | 65,524 | 35,381 | 461,272 | 208,994 | 49,650 | 25,781 | 232,863 | 228,409 | 222,135 |
Leasehold Improvements |
9,593 | 2,661 | - | 12,254 | 1,972 | 1,115 | 3,087 | 9,167 | 7,621 | |
Assets Under Construction |
170,461 | 23,543 | 8,975 | 185,029 | - | - | - | - | 185,029 | 170,461 |
Total | 1,843,314 | 211,174 | 51,338 | 2,003,150 | 805,335 | 125,580 | 31,283 | 899,632 | 1,103,518 | 1,037,979 |
Note: Amortization expense for the year ended March 31, 2007 is $125,580 (2006 – $112,199).
8. Accounts Payable and Accrued Liabilities
The following table presents the accounts payable and other accrued liabilities:
|
2007 | 2006 Restated (note 17) |
(in thousands of dollars) |
||
Payables to other government departments | 21,769 | 21,080 |
Payables to external parties | 243,984 | 206,168 |
Accrued salaries and wages | 20,444 | 21,046 |
Other | 21,786 | 22,008 |
Total accounts payable & accrued liabilities | 307,983 | 270,302 |
9. RCMP Pension Accounts
The department maintains accounts to record the transactions pertaining to the RCMP Pension Plan, which comprises the RCMP Superannuation Account, the RCMP pension Fund Account, the Retirement Compensation Arrangement Account and the Dependents Pension Fund Account.These accounts record transactions such as contributions, benefit payments, interest credits, refundable taxes and actuarial debit and credit funding adjustments resulting from triennial reviewed and transfers to the Public Sector Investment Board.
The value of the liabilities reported in these financial statements for the RCMP Pension Plan accounts do not reflect the actuarial value of these liabilities determined by the Chief Actuary of the Office of the Superintendent of Financial Institutions nor the investments that are held by the Public Sector Investment Board.
The following table provides details of the RCMP Pension Plan Pension Accounts:
2007 | 2006 Restated (note 17) |
|
(in thousands of dollars) |
||
RCMP Superannuation Account | 11,640,609 | 11,255,481 |
RCMP Pension Fund Account | 11,140 | 16,563 |
Retirement Compensation Arrangement Account | 22,258 | 21,025 |
Dependents Pension Fund Account | 29,409 | 29,745 |
11,703,416 | 11,322,814 |
10. Deferred Revenue
2007 | 2006 Restated (note 17) |
|
(in thousands of dollars) |
||
Deferred revenue – Contract policing arrangements on capital assets, beginning of year | 75,084 | 100,269 |
Increase in net book value of contract policing capital assets | 28,100 | – |
Revenue recognized | – | (25,185) |
Deferred revenue – contract policing arrangements on capital assets, end of year | 103,184 | 75,084 |
Deferred revenue – Donation and bequest accounts, beginning of year | 444 | 531 |
Contributions received | 128 | 150 |
Revenue recognized | (155) | (237) |
Deferred revenue – Donation and bequest accounts, end of year | 417 | 444 |
Deferred revenue – Registration fees, beginning of year | ||
Application request and registration fees received | 152 | – |
Revenue recognized | ||
Deferred revenue – Registration fees, end of year | 152 | – |
Total deferred revenue | 103,753 | 75,528 |
Deferred revenue consists of three categories: deferred revenue for contract policing arrangements on tangible capital assets, deferred revenue for donation and bequest accounts and deferred revenue for registration fees.Deferred revenue for contract policing arrangements on tangible capital assets represents the balance of revenue received at the time of acquisition of tangible capital assets owned by RCMP and dedicated for usage to meet contractual obligations over the life of the asset. The deferred revenue is earned on the same basis as the amortization of the corresponding capital asset.Deferred revenue for donation and bequest accounts represents the balance of contributions received for various purposes. They are recognized as revenue when the funds are expended for the specified purposes. Deferred revenue for registration fees represents the application fee received from clients where the application processing has not reached a sufficient stage to warrant recognizing revenue. They are recognized as revenue when the eligibility checks point of application is processed.
11. Employee benefits
(a) Pension benefits (Public Service employees): The department’s public service employees participate in the Public Service Pension Plan, which is sponsored and administered by the Government of Canada. Pension benefits accrue up to a maximum period of 35 years at a rate of 2 percent per year of pensionable service, times the average of the best five consecutive years of earnings. The benefits are integrated with Canada/Québec Pension Plans benefits and they are indexed to inflation.
Both the employees and the department contribute to the cost of the Plan. The 2006-2007 expense amounts to $44 millions ($45 millions in 2005-2006), which represents approximately 2.2 times (2.6 in 2005-2006) the contributions by employees. The department’s responsibility with regard to the Plan is limited to its contributions. Actuarial surpluses or deficiencies are recognized in the financial statements of the Government of Canada, as the Plan’s sponsor.
(b) Pension benefits (RCMP members): The department’s regular and civilian members participate in the RCMP Pension Plan, which is sponsored by the Government of Canada and is administered by the RCMP. Pension benefits accrue up to a maximum period of 35 years at a rate of 2 percent per year of pensionable service, times the average of the best five consecutive years of earnings. The benefits are integrated with Canada/Québec Pension Plans benefits and they are indexed to inflation.
Both the members and the department contribute to the cost of the Plan. The 2006-2007 expense amounts to $213 million ($223 million in 2005-2006), which represents approximately 2.5 times (2.9 in 2005-2006) the contributions by members. The department is responsible for the administration of the Plan including determining eligibility for benefits, calculating and paying benefits, developing legislation and related policies, and providing information to Plan members. The actuarial liability and actuarial surpluses or deficiencies are recognized in the financial statements of the Government of Canada, as the Plan’s sponsor.
(c) Severance benefits: The department provides severance benefits to its employees and RCMP members based on eligibility, years of service and final salary. These severance benefits are not pre-funded. Benefits will be paid from future appropriations. Information about the severance benefits, measured as at March 31, is as follows:
2007 | 2006 Restated (note 17) |
|
(in thousands of dollars) |
||
Accrued benefit obligation, beginning of year | 424,744 | 397,840 |
Expense for the year | 46,952 | 60,774 |
Benefits paid during the year | (32,243) | (33,870) |
Accrued benefit obligation, end of year | 439,453 | 424,744 |
12. Other liabilities
2007 | 2006 Restated (note 17) |
|
(in thousands of dollars) |
||
Benefit Trust Fund | 2,312 | 2,229 |
Contractor Securities | – | 119 |
Environmental Liabilities | 3,752 | 2,549 |
Other | 2,355 | 1,682 |
Total other liabilities | 8,419 | 6,579 |
Benefit Trust Fund: This account was established by section 23 of the Royal Canadian Mounted Police Act, to record moneys received by personnel of the Royal Canadian Mounted Police, in connection with the performance of duties, over and above their pay and allowances. Receipts of $219,719 ($161,801 in 2006) were received in the year and payments of $136,650 ($96,308 in 2006) were issued. The fund is use for (i) the benefit of members, former members and their dependants; (ii) as a reward, grant or compensation to any person who assists the RCMP in the performance of its duties in any case where the Minister is of the opinion that such person is deserving of recognition for the services rendered; (iii) as a reward to any person appointed or employed under the authority of the RCMP Act for good conduct or meritorious service, and (iv) for such other purposes that would benefit the RCMP as the Minister may direct.
13. Contingent Liabilities
(a) Contaminated sites
Liabilities are accrued to record the estimated costs related to the management and remediation of contaminated sites where the department is obligated or likely to be obligated to incur such costs. The department has identified approximately 17 sites (18 sites in 2006) where such action is possible and for which a liability of $3,752,007 ($2,549,512 in 2006) has been recorded. The department’s ongoing efforts to assess contaminated sites may result in additional environmental liabilities related to newly identified sites, or changes in the assessments or intended use of existing sites. These liabilities will be accrued by the department in the year in which they become known.
(b) Claims and litigation
Claims have been made against the department in the normal course of operations. Legal proceedings for claims totalling approximately $84 millions ($46 millions in 2006) were still pending at March 31, 2007. Some of these potential liabilities may become actual liabilities when one or more future events occur or fail to occur. To the extent that the future event is likely to occur or fail to occur, and a reasonable estimate of the loss can be made, an estimated liability is accrued and an expense recorded in the financial statements.
(c) Pension litigation
The Public Sector Pension Investment Board Act which received Royal Assent in September 1999 amended the RCMPSA to enable the federal government to deal with excess amounts in the RCMP Superannuation Account and the RCMP Pension Fund. The legal validity of these provisions has been challenged in the courts. The outcome of these lawsuits is not determinable at this time.
14. Contractual Obligations
The nature of the RCMP’s activities can result in some large multi-year contracts and obligation whereby the RCMP will be obligated to make future payments when the services/goods are received.Significant contractual obligations that can be reasonably estimated are summarized as follows:
(in thousands of dollars) |
2007 | 2008 | 2009 | 2010 | 2011 and thereafter | Total |
Services agreement | 10,000 | 10,000 | 10,000 | 9,268 | – | 39,268 |
Total | 10,000 | 10,000 | 10,000 | 9,268 | – | 39,268 |
15. Related Party Transactions
The RCMP is related as a result of common ownership to all Government of Canada departments, agencies, and Crown corporations. The RCMP enters into transactions with these entities in the normal course of business and on normal trade terms. Also, during the year the RCMP received without charge from other departments, accommodation, the employer’s contribution to the health and dental insurance plans, worker’s compensation and legal services. These services without charge have been recognized in the department’s Statement of Operations as follows:
Services received without charge from other government departments |
2007 | 2006 Restated (note 17) |
(in thousands of dollars) |
||
Accommodation provided by Public Works and Government Services Canada | 60,579 | 49,563 |
Contributions covering employers’ share of employees’ insurance premiums and expenditures by the Treasury Board Secretariat | 158,070 | 149,197 |
Workers’ compensation cost provided by Human Resources Canada | 381 | 522 |
Legal services provided by Department of Justice | 2,425 | 2,573 |
Total | 221,455 | 201,855 |
The Government has structured some of its administrative activities for efficiency and cost-effectiveness purposes so that one department performs these on behalf of all without charge. The costs of these services, which include payroll and cheque issuance services provided by Public Works and Government Services Canada, are not included as an expense in the department’s Statement of Operations.
16: Comparative information
Comparative figures have been reclassified to conform to the current year’s presentation.
17. Restatement of prior year’s figure
It should be noted that in May 2006, the Minister of Public Safety and Emergency Preparedness announced the transfer of the Canada Firearms Centre to the Royal Canadian Mounted Police (RCMP). Current year’s financial statements and comparative figures represent combined financial statements of Canada Firearms Centre and Royal Canadian Mounted Police.
Table 16: Response to Parliamentary Committees, and Audits and Evaluations for Fiscal Year 2006–2007
Response to Parliamentary Committees |
N/A |
Response to the Auditor General including to the Commissioner of the Environment and Sustainable Development (CESD)
|
External Audits (Note: These refer to other external audits conducted by the Public Service Commission of Canada (PSC), the Office of the Commissioner of Official Languages. (OCOL), or Privacy Commissioner (PC). N/A |
Project
|
Comments
|
Estimated Start
|
Estimated Completion
|
Internal Audits | |||
Investigation Management Control Framework | Completed | ||
Management and Administration of Compensation Benefits | Completed | ||
Canadian Air Carrier Protective Program (CACPP) | Completed | ||
Audit of National Security Operations Criminal Intelligence Management Control Framework | Completed | ||
Departmental Bank Accounts | Completed | ||
Pension Plan Financial Statements (2004/2005) | Completed | ||
IT Security Framework | Ongoing | July 2007 | |
Recruiting | Ongoing | March 2008 | |
Prime BC | Ongoing | December 2007 | |
TEAM | Ongoing | August 2007 | |
Real Time Identification (RTID) | Ongoing | March 2008 | |
Formal Follow up on OCC review conducted in 2000 | Ongoing | November 2007 | |
Financial Reporting | Postponed due to RCMP readiness assessment | TBD | TBD |
Evaluations | |||
Shiprider Proof of Concept | Completed | ||
Integrated Border Enforcement Teams (IBET) | Completed | ||
Pension Plan Outsourcing | Completed | ||
First Nations Organized Crime | Completed | ||
Integrated Market Enforcement Teams | Completed | ||
Measures to Combat Organized Crime | Completed | ||
National Port Enforcement Teams | Completed | ||
Marine Operations Course | Completed | ||
2010 Olympics – RMAF | Completed | ||
War Crimes – RMAF | Completed | ||
Canada’s Drug Strategy Awareness | Completed | ||
Integrated National Security Enforcement Teams (INSET) | Ongoing | November 2007 | |
Source Development Unit (SDU) | Ongoing | November 2007 | |
Public Safety and Anti-Terrorism Initiatives (PSAT) | Ongoing | February 2008 | |
Aboriginal Policing Services | Ongoing | November 2007 | |
NORAD NorthComm | Cancelled |
Table 17: Sustainable Development Strategies (SDS)
SUSTAINABLE DEVELOPMENT STRATEGIES
Department | Royal Canadian Mounted Police |
Points to address | Departmental Input |
1. What are the key goals, objectives and/or long-term targets of the SDS? |
The RCMP Sustainable Development Strategy, Safe Homes – Sustainable Communities (2007-2009), as developed in 2006-2007 is framed by three strategic priorities. Sustainable Communities: Driven by the need for communities to be sustainable, the RCMP aims to demonstrate leadership through the capacity of our mandate by focusing on the positive impact of RCMP Policing operations on the long-term health and sustainability of the communities we serve. Corporate Governance: Recognizing the need to be responsible for organizational actions and decisions, the RCMP aims to increase focus and expectations for accountability and cohesive performance reporting for the sustainable development program and to work towards improved and more integrated sustainable business practices. Environmental Stewardship: Understanding the need to effectively conserve and replenish our resources and natural systems, the RCMP aims to reinforce the message for meeting and exceeding our environmental regulatory obligations and to provide departmental services in a manner that respects our natural environment. |
2. How do your key goals, objectives and/or long-term targets help achieve your department's strategic outcomes? | Through RCMP’s mandate to provide safety and security to the communities we serve, we also fulfill an essential role for sustainability that no other agency provides. As we work to uphold our commitment to safe homes and safe communities, the sustainable development program ensures we provide these services in a manner that cares for our environment; our people and culture; and our commitments to responsible decision making. |
3. What were your targets for the reporting period? | During the course of 2006-2007, the commitments made in our former Sustainable Development Strategy, Communities+2003, were refined and enhanced with renewed commitment being established in our newest strategy, Safe Homes – Sustainable Communities (2007–2009). See the table on the next page for target summary. |
4. What is your progress (this includes outcomes achieved in relation to objectives and progress on targets) to date? | See table below for progress summary (Safe Homes – Sustainable Communities, 2007-2009). |
5. What adjustments have you made, if any? (To better set the context for this information, discuss how lessons learned have influenced your adjustments.) | RCMP’s 4th Sustainable Development Strategy (2007-2009) provides increased focus on strategic, intelligence-led program development. Program priorities are risk based and aligned with new Federal Sustainable Development Goals established in FY 2006-2007. A renewed framework for RCMP’s targets and performance measures allows for cohesive reporting and better demonstration of strategy progress, fostering enhanced accountability and an improved alignment with future Departmental Performance Reporting. |
Safe Homes – Sustainable Communities (2007-2009)
Goals & Themes/
Target Areas |
2006-2007 Progress Achieved
|
Future Program Initiatives
|
Sustainable Communities – Healthier and Safer Communities |
||
Community Partnerships |
Increased understanding of RCMP role in Sustainable Communities
|
|
Aboriginal Communities |
Improved Relationships with Aboriginal Communities through RCMP Aboriginal Policing Initiatives and National Strategic Priorities
|
|
Youth |
Greater capacity for youth focused services by addressing root causes of crime and by getting involved with youth from an early age giving them positive learning experiences with police officers.
|
Continue working with Youth Strategy to identify partnerships for sustainable development |
Corporate Governance – Sustainable Development is a way of doing business for organizations of excellence |
||
Environmental Management Systems |
Increased capacity to strategically manage RCMP’s environmental portfolio
|
|
Sustainable Business Practices |
Progress towards integration into business processes and procedures
|
|
Green Procurement |
Developing tools to respond to increased integration of green procurement
|
|
Capacity Building |
Increasing Capacity of employees to support RCMP’s sustainable development strategy
|
|
Communications |
Progress Towards Communication and awareness programs:
|
|
Environmental Stewardship – RCMP physical operations support long-term conservation and restoration of our natural resource systems |
||
Green Building Design & Energy |
Sustainable Development principles integrated into various newly constructed facilities:
|
|
Contaminated Sites |
Continued management of RCMP asset liability
Spill Response Kits and Emergency Spill Response Protocol distributed to 275 Detachments and facilities nationally to enable quick response to minor fuel spills or leaks from fuel storage equipment |
|
Potable water |
Continued focus on ensuring sound management of RCMP potable water systems
|
|
Hazardous Materials |
Continued focus on managing hazardous materials risks associated with RCMP operations.
|
|
Fleet Management |
Continued efforts to increase efficiencies of RCMP operational and administrative fleet
|
|
Policing Operations |
Progress towards understanding linkages between Policing operations and environmental protection:
|
|
Table 18: Procurement and Contracting
Department/Agency: | |
Points to address | Departmental Input |
Role played by procurement and contracting in delivering programs |
|
Overview of how the department manages its contracting function |
|
Progress and new initiatives enabling effective and efficient procurement practices |
|
Table 19: Client-Centred Service
The RCMP is addressing the challenge of meeting higher public expectations for service, openness and accountability within given resources by making better use of new information and communication technologies to improve decision making, respond to change and focus on citizen-driven service delivery.
We remain committed to client-centered service delivery and a culture of continuous improvement. On-going and bilateral consultation has been integrated into the performance management regime through the implementation of the Annual Performance Plans. In this regard, we have:
The RCMP’s survey program was established in 2003 in consultation with the Institute for Citizen-Centred Service.
The RCMP measures the satisfaction levels of its clients/partners/stakeholders/employees. A survey program provides baseline data to organization-wide program planning and performance management.
Baselines have been established to gauge satisfaction levels across the following groups: citizens; clients with whom we have policing contracts (provincial, territorial, municipal and First Nations) and with whom we provide protection services; other policing agencies; other federal partners and stakeholders; and, employees.
Collectively, the surveys gauge perceptions regarding the RCMP – such as responsiveness to client’s needs, effectiveness, value for money, cultural sensitivity and coordination with partners – and its services. Satisfaction of citizens, clients of police contracts, police partners and other partners is now assessed on a yearly basis. The survey results are made available to the public on the RCMP website.
In 2006-2007, the next iteration of surveys was conducted. These results have been compared against those of the 2005-2006 Core Surveys to determine where improvements have taken place and where initiatives are required to improve the services offered to Canadians, and our law enforcement partners, by the RCMP.
The administration of justice is the constitutional responsibility of the provinces who have generally established Police Service Acts that set out and govern policing functions and standards. The RCMP delivers a professional level of service which meets or exceeds the service standards established in jurisdictions where we provide provincial, territorial, municipal and First Nations policing.
The RCMP also fulfills its obligations under federal legislation and is governed by the RCMP Act and Regulations in ensuring a high standard of service delivery.
Growing expectations and increased demand for service from both the law enforcement and public sectors have increased the need for continuous improvement within the RCMP, particularly within National Police Service (NPS) programs. NPS comprises a heterogeneous group of services which provide police information, technical expertise, and training delivery. Throughout 2007/2008, NPS will continue to demonstrate leadership in the development and delivery of operational support services that address these changing demands for service.
Programs/Projects/Initiatives of Special Interest
Information and Intelligence Sharing – As an intelligence-led organization, it is critical that the RCMP be able to share relevant and timely information with its domestic and international partners including: Canadian police agencies; law enforcement and security agencies; international agencies; the Canadian justice community; and the public sector.
The Real Time Identification (RTID) Project is transforming the manual, paper-based processes of Canada’s fingerprint and criminal record repository to electronic, standards-based processes which will improve efficiency. Modern technology will enable the Canadian Criminal Real Time Identification Services (CCRTIS) to provide more efficient and faster services. In addition, the ability to electronically exchange information will provide a new level of interoperability to all users of fingerprint and criminal records services. In an effort to ensure a greater client-centred service, CCRTIS has entered into Service Level Agreements with its clients, which will ensure that timelines are respected for electronic fingerprint and criminal record submissions.
The National Child Exploitation Coordination Centre (NCECC) is responsible for the implementation of and training for both the Child Exploitation Tracking System (CETS) and the Victim Identification Database for police forces across Canada. CETS allows Canadian child exploitation investigators to share information and intelligence in a secure and efficient manner. The Victim Identification Database is currently in its test phase and will provide an identification and image analysis capacity that will significantly reduce the duplication of investigative efforts, and more importantly, assist in the identification of victims of child sexual offences.
Training – The Canadian Police College (CPC) developed and implemented new client satisfaction survey questionnaires that were sent to course participants who graduated from December 2006 onwards. The questionnaires, which are sent to course participants six months after attending a course, attempt to measure direct results gained by attending the course. Surveys are simultaneously sent to the participant’s supervisor to assess the extent to which the training has impacted the participant’s work performance.
The results received to date indicate clients are generally satisfied with the training offered by the CPC and that the knowledge/training acquired had a positive impact on overall work performance. On a scale of 1 to 5, 1 illustrating the least satisfaction and 5 the most satisfaction, participants averaged 4.2, while the level of satisfaction gauged from the supervisors averaged 4.0.
Continuous Service Improvement Program – As part of its Continuous Service Improvement Program (CSIP), the new Information Technology (IT) governance model initiated in 2005 is now fully implemented, prescribing governance requirements for all elements of the IT program, from strategic and business planning to the successful close-out of projects. Effective governance is key to ensuring sound stewardship of the information management/information technology budget and to making investment decisions aimed at delivering strategic solutions to critical business requirements.
A revitalized planning function is now in place for the IT Program. The planning process integrates data and intelligence from a variety of sources across the IT program, internal and external clients, government direction, and the wider environment. The emphasis is on improving forecasting of demands for service, prioritizing the demands, and short and long-term financial planning. The planning function also includes a performance feedback loop, monitoring of program performance using the RCMP’s Balanced Scorecard instrument, and relaying performance-related information back into the planning process to make program adjustments as required.
The IM/IT planning cycle includes procedures to ensure alignment of the program objectives with those of clients and stakeholders. Managers bring external client perspectives into the environmental scanning process which drives planning efforts. As well, business planning follows RCMP-wide directives and reporting requirements for specific corporate-wide strategic objectives.
The participation of clients, stakeholders and central agencies in Chief Information Officer (CIO) Sector planning and project steering committees is the normal practice for major projects under the CIO.
The RCMP will continue to make better use of new information and communication technologies to improve decision making, respond to change and focus on citizen-driven service delivery.
Client Service Enhancement Project – The goal of the Client Service Enhancement Project is to ensure we continue to meet our partner’s needs in a future that promises rapid change and requires increased flexibility on the part of the RCMP. We traveled coast to coast talking with our contracting partners, First Nations/Aboriginal Communities and many other groups. We wanted to find out what makes communities feel safe and secure, so that we could ensure that those needs were taken care of. We also asked them about how they viewed the Force and the direction they’d like to see us take.
As a result of those discussions, a number of projects and initiatives have been developed to address the needs of our clients and partners.
We found that the support for the RCMP and our members was overwhelming. Alternative policing models are seen by clients as an opportunity for the RCMP to enhance service delivery. Recruiting opportunities with First Nations/Aboriginal communities was of key concern. We also learned that many see the Crime Reduction Strategy as a progressive step forward.
We instituted a number of programs dealing with Community Based Websites, the Police Familiarization Program, and a National Video outlining the many positive aspects of the RCMP. We have also undertaken the development of a Community Safety Officer pilot project; an Aboriginal Community Officer Program for Aboriginal communities, as well as a defined structure for addressing community hired
alternative policing options. We continue to talk to communities about what is important to them as well as continuing our work on a continuous development program for the Force.
Table 20: Horizontal Initiatives
The RCMP as the lead department or as a partner, is engaged in an array of multi-jurisdictional and interdepartmental horizontal initiatives which serve to leverage RCMP capacity through partnerships, shared objectives, and common goals to maximize results for Canadians.
The RCMP is the lead department on the following major horizontal initiatives:
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.
Supplementary information on horizontal initiatives can be found at:
http://www.tbs-sct.gc.ca/fcer-cfre/links-liens/rhr_e.asp
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:
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
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:
The RCMP also participated in TB’s first horizontal audit as part of a pilot project for future cross-government audits.
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.
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.
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
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:
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.
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
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 www.rcmp-grc.gc.ca.
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:
In 2006, improvements were observed in the area of working relationships and quality of service to the First Nations, Métis 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.
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:
To date, four broad themes have been established as core activities:
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.
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.
Several key factors continue to impact on the Information Management/Information Technology (IM/IT) community:
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:
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 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 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
Achievements of the National Recruiting Strategy in 2006/07 included:
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 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:
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:
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.
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:
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:
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:
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:
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:
Implementation of the new Treasury Board Policy on Learning, Training and Development and the Associated Directive on Required Learning
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:
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, 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.
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.
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:
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:
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:
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:
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 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
|
Ratings
|
Strong
|
2 |
Acceptable
|
11 |
Opportunity for Improvement
|
6 |
Attention Required
|
0 |
Insufficient Information
|
0 |
Not Applicable
|
1 |
Total
|
20 |
Element
|
Indicator
|
Rating
|
Public Service Values
|
Values-based Leadership & Organizational Culture
|
Acceptable
|
Governance & Strategic Directions |
Utility of Corporate Performance Framework
|
Opportunity for Improvement
|
Integrity of Corporate Management Structure
|
Acceptable
|
|
Effectiveness of Extra-organizational Contribution
|
Acceptable
|
|
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
|
Acceptable
|
Risk Management |
Effectiveness of Corporate Risk Management
|
Acceptable
|
People
|
Extent to which the Workplace is Fair, Enabling, Healthy and Safe
|
Acceptable
|
Extent to which the Workforce is Productive, Principled, Sustainable and Adaptable
|
Acceptable
|
|
Stewardship
|
Effectiveness of Information Management
|
Opportunity for Improvement
|
Effectiveness of Information Technology Management
|
Acceptable
|
|
Effectiveness of Asset Management
|
Acceptable
|
|
Effective Project Management
|
Opportunity for Improvement
|
|
Effective Procurement
|
Strong
|
|
Effectiveness of Financial Management and Control
|
Acceptable
|
|
Effectiveness of Internal Audit Function
|
Strong
|
|
Citizen-Focused Service
|
Organization knows and responds to citizens’/clients’ needs and expectations
|
Acceptable
|
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.”
The Canada Firearms Centre (CAFC) commenced in 2006-2007 as a stand-alone agency within the portfolio of departments/agencies that report to the Minister of Public Safety. On May 17, 2006, following the announcement of the Government’s action plan, the day-to-day operations of the CAFC were transferred to the RCMP. This includes the overall administration and responsibility for the Firearms Act and the Canadian Firearms Program (CFP). The CAFC is now an operational service line within the National Police Services (NPS) and reports directly to the Deputy Commissioner, NPS. The CAFC has placed additional emphasis on providing direct support to all domestic police and law enforcement agencies and international organizations by furnishing information and expertise relevant to firearms registration and licensing of individuals and businesses. As Canada’s national police force, the RCMP will continue to uphold the Firearms Act and Part III of the Criminal Code.
The RCMP will continue to develop and oversee an effective firearms registration and licensing system that will ensure compliance with the Firearms Act. In harmony with the RCMP’s goal of Safe Homes and Safe Communities and in support of the RCMP’s strategic priorities, the CAFC will continue to:
The RCMP will administer the Canadian Firearms Program in accordance with its core values, including the following:
Although a new addition to the RCMP, the CAFC supports four of the RCMP’s five strategic priorities as outlined below:
Organized Crime: Working collaboratively with the National Weapons Enforcement Support Team (NWEST), the CAFC assists with efforts to reduce the illicit trafficking of firearms supported by organized crime. The CAFC envisions a greater operational support function and presence in organized crime investigations where firearms are involved.
Terrorism: The CAFC maintains an international presence within the United Nations and works with Interpol to combat the illicit trafficking in small arms. Canada is recognized globally for its firearm controls and the CFP. The CAFC will work within Canada and with international partner agencies to combat the illegal movement of firearms.
Youth: The CAFC promotes the safe storage and handling of firearms for all gun owners and users, with a special emphasis on youth. Young people are encouraged to safely store and use firearms as mandated by the Firearms Act. The CAFC pursued initiatives with First Nations in Ontario and Saskatchewan to develop a firearms safety education component for on-reserve school curricula.
Aboriginal Communities: The CAFC continued to engage Aboriginal people in the Canadian Firearms Program and to financially support Aboriginal projects designed to improve individual and community safety. The Red Sky Métis Independent Nation continued its successful outreach service to First Nation and Métis communities throughout northern Ontario. Over 2,000 Aboriginal people living in remote, rural and urban locations were provided outreach services including licence application assistance. Approximately 500 men and women successfully completed the Canadian Firearms Safety Course. Funding from the CAFC also enabled the Tribal Chiefs Peacekeeping and Conservation Commission to successfully implement firearm safety education as a key element of the on-reserve, school curriculum among six Treaty 6 First Nations in east-central Alberta. This unique model of firearm safety education has also been adapted for use by on-reserve schools of four Treaty 6 First Nations in west-central Saskatchewan.
During 2006-2007, CAFC priorities were influenced by several events. The new government introduced its policy direction for the program; the Auditor General (AG) tabled her second audit report on the Canadian Firearms Program; and thirdly, gun violence in our society. These events are outlined in the following paragraphs.
Planned Spending
|
Total Authorities
|
Actual Spending
|
$73.6*
|
$82.6*
|
$76.6* |
Planned
|
Actual
|
Difference
|
402 | 357 |
45 |
Shift in Policy Direction
The incoming government’s new policy direction to the Canadian Firearms Program was announced in May 2006 as part of the Government’s action plan. This plan included a fee remission order for the renewal of firearms licences for individuals, the introduction of a one-year amnesty to protect current and previously licensed owners of non-restricted firearms from prosecution, and the transfer of responsibility for the CAFC and the Canadian Firearms Program to the RCMP. Previously planned outreach activities and priorities for 2006-2007 were put in abeyance to allow the CAFC to align itself with the new Government priorities. In combination with the action plan, the Government introduced Bill C-21 [An Act to amend the Criminal Code and the Firearms Act (non-registration of firearms that are neither prohibited nor restricted)] in Parliament in June 2006.
Auditor General’s Report on the Canadian Firearms Program
In May 2006, the AG tabled her second report on the Canadian Firearms Program. In the report, the AG indicated that since December 2002 (date of the first OAG Report), the CAFC had made satisfactory progress in implementing recommendations on financial reporting, had established adequate financial systems, and had also met operating challenges such as spreading out the timing of the mandated five-year licence renewals, expanding service and consolidating its application-processing sites. The AG expressed concern over remaining operational problems associated with the Canadian Firearms Information System II (CFIS II) and was critical of the way the Centre accounted to Parliament for development costs of CFIS II. This concern resulted in a separate chapter in the AG’s Report entitled Government Decisions Limited Parliament’s Control of Public Spending.
The RCMP responded to the AG’s Report by implementing action items that addressed the concerns and recommendations contained in the Report and that fall under its mandate. A Transition Team was created to effect the integration of the CAFC into the RCMP and to address operational issues identified by the AG. An example is the introduction and implementation of the Balanced Scorecard performance measurement tool within the CAFC and the Canadian Firearms Program. A complete list of action items and initiatives in response to the AG’s Report will be published in subsequent RCMP Departmental Performance Reports (DPRs). For the immediate future, the focus for the RCMP and the CAFC is to put in place methodology and practices in addressing recommendations stemming from the AG’s Report and supporting initiatives and priorities of the Government.
Standing Committee on Public Accounts
The release of the OAG (Office of the Auditor General) audit in May 2006 resulted in an increase in program scrutiny and oversight by Parliamentary committees. Following the tabling of the AG’s Report, the Standing Committee on Public Accounts considered the OAG’s findings contained in both Chapter 4 on the Canadian Firearms Program and the special chapter on how government decisions were limited over control of public spending. The Committee met with the AG and her officials, officials of the Treasury Board Secretariat, the Office of the Comptroller General, the RCMP, the Department of Justice, and the previous CAFC management. The Committee issued its findings and recommendations in October 2006 (Ninth Report) and in December 2006 (Tenth Report). The recommendations relevant to the CAFC will be addressed and responses will be published and available in subsequent RCMP DPRs.
Canadian Firearms Information System (CFIS)
Prior to the transfer of the CAFC to the RCMP, Public Works and Government Services Canada (PWGSC) had issued a notice of default and stop work order to the service provider on further CFIS II application development and implementation testing. In the interim, the CAFC maintained the existing CFIS I infrastructure in order to ensure a seamless and effective service delivery to Canadians. The RCMP Chief Information Officer has determined that the present CFIS I system is stable and is capable of meeting existing legislative and business requirements over the short term of five years.
Gun Violence in our Society – Dawson College
Following the tragic event that occurred in Montreal in September 2006, the government initiated a review of the continuous eligibility screening process for individuals in possession of firearms. As a result, the CAFC took the lead in developing a strategy for a new enhanced screening initiative for first-time applicants relating to restricted firearms licences. Two references for each applicant will be interviewed by telephone. In the Federal Budget tabled in March 2007, the Government included incremental ongoing funding for implementation of this initiative.
Within the RCMP’s 2006-2007 Report on Plans and Priorities, the special chapter on the Canadian Firearms Program identified four priorities for the CAFC that had been developed by the previous management prior to the transfer of the CAFC and the program to the RCMP. The RCMP notionally accepted the CAFC’s priorities while recognizing that minimizing firearm-related risks to public safety remained the goal for the program. Transitioning the CAFC and the program into the RCMP and understanding the shift in policy direction by the new Government became priorities. At the same time, additional emphasis was placed on the provision of direct support to all law enforcement agencies and international organizations by furnishing information and expertise relevant to firearms registration information and licensing of individuals and businesses.
This section presents a breakdown of the CAFC’s performance and results achieved during 2006-2007. The CAFC’s strategic outcome for 2006-2007 remained as before: “the risks to public safety from firearms in Canada and international communities are minimized”. The achievement of this outcome is measured by the following:
The results achieved are reported through activities such as:
In order to possess and/or acquire firearms and ammunition in Canada, individuals older than 18 years of age must possess a valid Possession and Acquisition Licence (PAL). There are two other licences available to individuals within Canada:
As of March 31, 2007, there were 1,901,120 valid individual firearm licences (see Chart 1).
Chart 1: Valid Licences as of March 31, 2007 (Source of Data is the CFIS)
Province/Territory
|
POL
|
PAL
|
Minor
|
Total
|
Newfoundland and Labrador
|
40,106
|
30,843
|
140
|
71,089
|
Nova Scotia
|
62,344
|
20,526
|
1,005
|
83,875
|
Prince Edward Island
|
5,511
|
2,044
|
2
|
7,557
|
New Brunswick
|
64,813
|
18,687
|
72
|
83,572
|
Québec
|
271,503
|
235,605
|
49
|
507,157
|
Ontario
|
287,376
|
233,897
|
3,808
|
525,081
|
Manitoba
|
48,338
|
37,430
|
219
|
85,987
|
Saskatchewan
|
55,280
|
42,906
|
134
|
98,320
|
Alberta
|
111,182
|
99,003
|
658
|
210,843
|
British Columbia
|
125,531
|
87,055
|
205
|
212,791
|
Yukon
|
2,133
|
3,770
|
54
|
5,957
|
Northwest Territories
|
1,585
|
3,875
|
32
|
5,492
|
Nunavut
|
244
|
3,155
|
nil
|
3,399
|
Total
|
1,075,946
|
818,796
|
6,378
|
1,901,120
|
In 2006-2007, the CAFC issued 360,555 firearms licences to individuals and 447 licences to businesses, as summarized in Chart 2, for a total of 361,002 licences.
Chart 2: Number of Firearms Licences Issued in 2006-2007
Licence Type
|
Total Issued in
2006-2007 |
Possession Only |
98,265
|
Possession & Acquisition
|
259,135
|
Minors
|
3,155
|
Total issued to Individuals
|
360,555
|
Total issued to Businesses
|
447
|
Total
|
361,002
|
Business Licences and Inspections
All businesses and organizations that produce, sell, possess, handle, display or store firearms or ammunition require a valid Firearms Business Licence. All employees of these businesses who are required to handle firearms on the job must have a valid firearms licence. All firearms in a business inventory must be authenticated by an approved verifier and registered. Businesses must submit to periodic inspections by a firearms officer to confirm that they are storing firearms and conducting business in a safe and lawful manner. As of March 31, 2007, there were 4,616 licensed businesses under the Firearms Act, of which 2,482 are licensed to sell ammunition only.
The Firearms Act and regulations set out the safety standards for shooting clubs and ranges, ensuring the safety of patrons and the general public. These clubs and ranges are subject to inspections by firearms officers.
Safety Training
Firearm education is a fundamental element of the Canadian Firearms Program that ensures that a firearm user has basic firearm safety training. To obtain a firearms licence an applicant must have satisfied the requirements of the Canadian Firearms Safety Course (CFSC) or have been alternatively certified. The course ensures that all those who use a firearm are fully aware of their responsibility for the safe handling, transport and storage of firearms. During 2006-2007, 43,468 individuals took either the CFSC (36,077) or the Canadian Restricted Firearms Safety Course (CRFSC) (7,391). (Note: the CFSC is a pre-requisite for the CRFSC.) Chart 3 summarizes the number of persons who completed the courses over the past eight years.
Chart 3: Number of Individuals Who Have Completed Safety Training
Individual Licence Renewal
A firearms licence for an individual is valid for five years, at which point the individual must apply to renew in order to retain one’s firearms. The Canadian Firearms Program has taken steps to streamline the renewal process.
To promote compliance, a pre-populated renewal application is mailed to the client for completion 90 days prior to expiry. In 2006-2007, a total of 392,000 licences for individuals (POL and PAL) required renewal. The renewal rate for firearms owners averaged 77% in 2006-2007. Over 125,000 people allowed their licences to expire, resulting in the illegal possession of 234,000 firearms. The Centre has taken steps to follow up with both clients and law enforcement to ensure a return to legal compliance or the proper disposal of these firearms.
Chart 4: Number of Licences Renewed by Individuals in 2006-2007
Licence Refusals and Revocations
Licensing of an individual to own firearms requires a variety of background checks. Applicants are screened to detect potential risks to public safety based on the initial application. Continuous eligibility screening is conducted through the life of the licence to identify any public safety risks that may arise over time.
During 2006-2007, initial application screening led to the refusal of 408 firearms licence applications and continuous eligibility screening led to the revocation of 2,015 firearms licences on the grounds of public safety. As of March 31, 2007, there have been 6,739 Refusals and 13,017 Revocations since December 1, 1998.
A Chief Firearms Officer (CFO) has the authority under the Firearms Act to refuse an application for a licence or revoke an issued firearms licence. The reasons for the refusals and the revocations are presented in Chart 6, with the most frequent reason being court-ordered prohibition/probation.
Chart 5: Number of Licence Refusals and Revocations (by year)
Period
|
Refused
|
Revoked
|
2006-2007 |
408
|
2,015
|
2005-2006
|
348
|
2,262
|
2004-2005
|
423
|
2,384
|
2003-2004
|
875
|
2,494
|
2002-2003
|
1,437
|
1,688
|
2001-2002
|
2,121
|
798
|
2000-2001
|
820
|
652
|
1999-2000
|
303
|
617
|
1998-1999
|
4
|
107
|
Total
|
6,739
|
13,017
|
Note: FY 1998-1999 start date is December 1, 1998 for collection of data.
Chart 6: Reasons For Licence Refusals & Revocations (By Order of Highest Frequency)
Note: A refusal or revocation can be influenced by more than one reason hence the total percentage for all categories of frequency may equal more than 100%.
Firearms Prohibition
The Firearms Act requires the courts to notify the CFO of all firearms prohibition orders. Anyone applying for a firearms licence is screened/compared against prohibition and probation orders, and if an applicant is linked to any of these orders, they are refused a firearms licence. Individuals are then issued a notice with the particulars of the court order. If an individual is in possession of a firearms licence, they are instructed to turn in their licence and dispose of any of their registered firearms. As well, upon notification from the courts, the CFO will administratively revoke the individual’s licence. In addition, the Registrar of Firearms will revoke registration certificates of registered firearms and provide instructions to the individual on how to dispose of firearms and refuse any application in process to register firearms. Firearm prohibition and probation orders are captured in the Canadian Police Information Centre (CPIC) Persons File and form part of the background and continuous eligibility checks. In 2006, approximately 176,206 individuals were prohibited from possessing firearms.
The Canadian Firearms Program also relies on information from municipal, provincial and federal courts in determining whether an individual is a potential threat to public safety. These court orders are typically civil in nature. A match against these court orders may result in the firearms officer conducting an investigation that may lead to a revocation or a change in licence conditions.
In 2006, 64,663 court orders (prohibition, probation and civil orders) were matched against 2,967 Canadian Firearms Information System (CFIS) clients, which led to 1,801 clients having their licences revoked.
Chart 7 Persons Prohibited From Possessing a Firearm
Note:
Statistics available by calendar year only.
Commencing with 2006, the CPIC system became the source of statistics for the number of persons prohibited from possessing a firearm; In previous years, the source for statistical data was CFIS.
The variance between the two source databases is that CPIC reflects mandatory court ordered prohibitions whereas CFIS reflected the number of individuals as entered into CFIS by CFOs. The increase is also attributable to prohibition being mandatory for certain drug offence charges and convictions.
The registration of a firearm provides links between firearms and their licensed owners. Recording firearms information helps police and other public safety officials carry out investigations efficiently and effectively by quickly tracing a firearm to its last lawful owner. This facilitates the recovery and return of lost or stolen firearms to their rightful owner. Nevertheless, the costs of universal registration have been high and the Auditor General has identified data quality issues which CFC has sought to address.
In 2006-2007, the CAFC registered 420,826 firearms. A breakdown by class of firearms is presented in Chart 8.
Chart 8: Number of Firearms Registered By Class
Class of Firearm
|
New Registrations
for 2006-2007 |
Firearms Registered
as at March 31, 2007 |
Non-Restricted |
366,600
|
6,499,428
|
Restricted
|
39,177
|
430,610
|
Prohibited
|
15,049
|
226,540
|
Total
|
420,826
|
7,156,578
|
As of March 31, 2007, a total of 7,156,578 firearms were registered to individuals and businesses throughout Canada (Chart 9).
Chart 9: No. of Firearms Registered by Class and Province/Territory as of March 31, 2007
Province/Territory |
Non-restricted firearms
|
Restricted firearms
|
Prohibited
firearms |
Total
|
Alberta
|
754,197
|
69,537
|
24,480
|
848,214
|
British Columbia
|
746,363
|
77,900
|
31,143
|
855,406
|
Manitoba
|
309,768
|
14,746
|
6,747
|
331,261
|
New Brunswick
|
264,103
|
10,952
|
5,869
|
280,924
|
Newfoundland and Labrador
|
178,781
|
3,803
|
1,640
|
184,224
|
Nova Scotia
|
286,743
|
14,609
|
7,872
|
309,224
|
Northwest Territories
|
17,656
|
1,033
|
361
|
19,050
|
Nunavut
|
10,393
|
145
|
48
|
10,586
|
Ontario
|
1,983,663
|
156,579
|
87,530
|
2,227,772
|
Prince Edward Island
|
21,812
|
1,443
|
806
|
24,061
|
Quebec
|
1,525,440
|
56,704
|
50,728
|
1,632,872
|
Saskatchewan
|
357,595
|
21,374
|
8,692
|
387,661
|
Yukon
|
19,326
|
1,353
|
442
|
21,121
|
Other
|
1 23,588
|
432
|
182
|
24,202
|
Total
|
6,499,428
|
430,610
|
226,540
|
7,156,578
|
Note: 1Represents Canadians living abroad and/or non-Canadians who registered firearms in Canada
Disposition of Firearms
The Canadian Firearms Registry monitors the disposition of registered firearms. This monitoring not only assists the CAFC in understanding the movement of firearms but disposition information can be crucial during crime investigations. In 2006-2007, individuals and businesses disposed of 177,949 firearms.
Chart 10: Disposition of Firearms
Status |
Non Restricted
|
Prohibited
|
Restricted
|
Grand Total
|
Deactivated
|
473
|
420
|
95
|
988
|
Destroyed
|
4,129
|
537
|
410
|
5,076
|
Exported1
|
154,516
|
9,201
|
8,168
|
171,885
|
Total
|
159,118
|
10,158
|
8,673
|
177,949
|
Note: 1 A subset of these were manufactured in Canada for export, and the remaining were exported by individuals and businesses.
The Canadian Firearms Registry On-line (CFRO) is a subset of the Canadian Firearms Information System. The system is available to Canadian police agencies via the CPIC system to assist them when responding to calls and conducting investigations. As a searchable application, police officers may query firearm-related information such as the serial number or registration certificate number of a firearm or the name, address and firearms licence number of an individual.
CFRO provides police with immediate access to the information they require in their investigational and operational activities. Ongoing support is provided to law enforcement agencies on a case-by-case basis. Chart 11 shows how the use of the CFRO tool continues to increase.
Chart 11: Canadian Firearms Registry On-line queries
Note: The on-line queries data for prior years has been adjusted to account for upload of data error between CFIS and CFRO systems.
Affidavit Requests
The Canada Firearms Centre assists the policing community and Crown prosecutors by preparing affidavits that certify licensing or registration information related to individuals or firearms. Typically, affidavit requests are required to determine which firearms an individual has registered to them or to determine if a given firearm is registered. This certification is based on data maintained and controlled by both the Chief Firearms Officer and the Registrar. In 2006-2007, 3,472 affidavits were prepared. As shown in Chart 12, the number of affidavits produced for legal proceedings has continued to increase for the past five years.
The Centre also operates a toll-free 1-800 Police Support telephone help line that assists the law enforcement community with firearm and licence-related questions. In addition, the Centre also provides statistical and legislative information, on an ad-hoc basis, to law enforcement agencies across the country on both legal and illegal firearms.
Chart 12: Number of Affidavits Produced (by Canadian Firearms Registry only)
One of the main policy objectives of Canada’s firearms legislation is to combat illicit trafficking and smuggling of firearms. Greater legislative controls over the importation and exportation of firearms are included in the Firearms Act. Separate offences for smuggling and trafficking are included in the Criminal Code. The CAFC has supported a number of international initiatives dealing with import, export and transit controls of firearms consistent with Canada’s legislative objective.
The CAFC works closely with the Canada Border Services Agency (CBSA) to ensure compliance with the Firearms Act. The CBSA is committed to a responsible enforcement program while maintaining the quality of its border services. Non-residents are allowed to import firearms through a firearms declaration that is valid for up to 60 days. These are confirmed by customs officers at border crossings. In addition, the CBSA seizes undeclared firearms at border crossings. Chart 13 identifies, by type, the number of firearms seized in 2006.
Chart 13: Firearms seized by CBSA in 2006 (by class)
Non-restricted
|
147
|
Restricted
|
217
|
Prohibited
|
145
|
Total firearms seized at the border
|
509
|
Note: CBSA statistics are only available by calendar year
During 2006-2007, the CAFC continued to work with the US Bureau of Alcohol, Tobacco, Firearms and Explosives (ATF) as a member of the Canada-US Firearms Trafficking Consultative Group. In November 2006, the Director General of the CAFC co-chaired the Cross Border Crime Forum Sub-Group on Firearms held in North Carolina, where both countries reaffirmed commitments dealing with firearms-related issues. Joint cooperation has led to the development of initiatives to combat firearms trafficking, such as the publication of the first Firearms Trafficking Overview as a public document and a joint awareness campaign poster related to firearms at border crossings. The Overview restates the ongoing commitment to fight illegal movement of firearms and provides a snapshot of general trends and shared public safety concerns. Under the joint awareness campaign, a firearms information poster was developed for display at land, sea and air border crossings within Canada, with the cooperation of CBSA. This poster will also appear at US crossings.
The US Attorney General and the Minister of Public Safety Canada signed a Memorandum of Understanding (MOU) between the ATF and the RCMP regarding the accessibility of forensic firearms data. This agreement will enable the electronic sharing of forensic ballistic information and enhance joint efforts in fighting firearms crime. Establishment of an electronic interface between the Canadian Integrated Ballistic Identification Network (CIBIN) and the US National Integrated Ballistic Identification Network (NIBIN), which began in 2005, is expected to be implemented in the coming year.
In November 2006, the ATF and some neighbouring US police organizations met with Canadian law enforcement agencies in Montreal to share international firearms intelligence. The purpose of this conference was to improve officer knowledge about policies and procedures, tracing assistance and procedures that will assist in the solving of cases.
Activities in outreach support are being re-assessed to allow time for the CAFC to adjust to the shift in Government policy and priorities. The RCMP is examining ways to enhance the Canadian Firearms Program for all Canadians through public safety. In the immediate future, the CAFC will provide leadership and support through the proactive pursuit of timely, accessible and high quality information through engagement initiatives, which will ultimately strengthen working relationships with partners in advancing our strategic direction. Specifically, the CAFC has been active in engaging provincial ministers responsible for public safety, provincial associations of chiefs of police, businesses and Aboriginal community leaders.
The priorities initially envisioned in the 2006-2007 RPP for the CAFC and the Canadian Firearms Program have now been melded to the RCMP under the umbrella of the National Police Services. Progress achieved in completing the transition is summarized below.
Transition of the CAFC into the RCMP
Operationally, the CAFC reports directly to the Deputy Commissioner, National Police Services (NPS) and is now an operational service line within NPS. From the onset, the mission statement, mandate and values of the CAFC were maintained by the RCMP. Additional emphasis, however, was placed on providing direct support to all law enforcement agencies and international organizations by furnishing information and expertise relevant to firearms registration information and licensing of individuals and businesses.
Transitioning the staff and supporting infrastructure required that all CAFC staff be cleared to RCMP security levels. Savings from merging CAFC corporate units within the existing RCMP units will be used to reduce costs in maintaining the CAFC and administering the Canadian Firearms Program.
Government Action Plan
In May 2006, Cabinet approved the Government’s approach to meet its commitments on the long gun registry and a plan to refocus the Canadian Firearms Program on complementing the needs of the law enforcement community and combating the criminal misuse of firearms. At that time, it was decided to pursue objectives through a short-term action plan and a longer-term legislative strategy.
The short-term action plan announced on May 17, 2006, comprised five elements: transfer of responsibility for the Canadian Firearms Program to the RCMP; reducing the CAFC’s budget by $10M; introducing a one-year amnesty allowing firearms owners who possess non-restricted firearms (typically rifles and shotguns) to bring themselves into compliance with the existing Firearms Act requirements of registration and licensing; implementing a two-year temporary waiver of licence fees paid by Canadians renewing or upgrading their firearms licences and refunding fees paid by those licensees who already had done so; and eliminating the requirement to physically verify non-restricted firearms when transferred to a new owner.
Fee Remission Order
In response to a fee remission order issued by the Government concerning the collection of a fee when renewing a firearms licence, the CAFC issued refund cheques to those individuals who had already paid to renew their firearms licence. Chart 14 provides a breakdown of the number of cheques and refunds issued by jurisdiction from May 16, 2006 to March 31, 2007. In addition, a special refund telephone queue was established at the Central Processing Site (CPS) in Miramichi, New Brunswick to handle calls concerning the fee remission order. The queue received approximately 19,500 telephone calls between May 2006 and the end of February 2007.
Chart 14: Number of Cheques and Refunds Issued by Jurisdiction May 16, 2006 to March 31, 2007
Jurisdiction |
# of Cheques
|
Total Amount ($)
|
Alberta
|
32,603
|
2,050,313
|
British Columbia
|
35,457
|
2,210,269
|
Manitoba
|
14,074
|
846,782
|
New Brunswick
|
13,592
|
811,714
|
Newfoundland and Labrador
|
17,181
|
1,014,140
|
Northwest Territories
|
794
|
48,444
|
Nova Scotia
|
13,996
|
838,845
|
Nunavut
|
250
|
15,569
|
Ontario
|
102,505
|
6,231,027
|
Prince Edward Island
|
996
|
59,938
|
Quebec
|
106,637
|
6,188,371
|
Saskatchewan
|
14,591
|
948,445
|
Yukon
|
1,107
|
69,434
|
Total
|
353,783
|
$21,333,291
|
Enhanced Screening for New Applicants
The Firearms Act places the authority for licensing fully within the discretion of the Chief Firearms Officer for the province or territory in which the applicant resides. Following the tragic event at Dawson College, the Minister of Public Safety sought Cabinet approval for measures that would strengthen efforts to combat gun violence in Canada. One of those measures proposed by the CAFC is to implement enhanced screening for first-time new restricted firearms licence applicants. Enhanced screening is a natural extension of the current eligibility screening. The CAFC took the lead in developing a strategy for a new enhanced screening initiative that will see new first-time applicants for restricted firearms licences and both of their references interviewed by telephone. This will enable CFOs to identify public safety issues that may not be indicated on an application form or reflected in an applicant’s contact with police. In March 2007, the Government included in the Federal Budget, incremental ongoing funding for implementation of this initiative. Enhancing screening will be implemented before the end of 2007-2008.
Operationally, the Director General of the CAFC reports to the Deputy Commissioner, National Police Services. CAFC Headquarters’ operations and the Canadian Firearms Registry are located in the National Capital Region. Regionally, Chief Firearms Officers’ (CFOs) operations are located within each province, five administered by federally appointed CFOs and five administered by provincially appointed CFOs.
A national processing site is located in Miramichi, New Brunswick that processes licensing and registration applications including a national call centre.
In 2006-2007, the processing centre answered over 1,083,083 calls, e-mails and faxes. As well, legal counsel is provided through the Department of Justice in Ottawa, ON, Edmonton, Alberta and in St. John’s, Newfoundland.
The following tables represent financial information for the Canada Firearms Centre.
Table 1: Comparison of Planned to Actual Spending
Program Activity ($ millions) |
2004-2005 Actual |
2005-2006 Actual |
2006-2007 | |||
Main Estimates | Planned Spending | Total Authorities | Actual | |||
Registration, Licensing and Supporting Infrastructure |
78.3 | 68.9 | 77.7 | 74.2 | – | – |
Policy, Regulatory, Communications |
5.3 | 4.7 | 4.9 | 2.4 | – | – |
Total |
92.8 | 68.5 | 83.6 | 73.6 | 82.6 | 76.6 |
Less: Non-Respendable Revenue |
(11.3) | (21.9) | N/A | (4.8) | N/A | (7.8) |
Plus: Cost of services received without charge |
3.8 | 3.6 | N/A | 4.4 | N/A | 4.2 |
Total Departmental Spending |
85.3 | 46.6 | 83.6 | 73.2 | 82.6 | 73.0 |
Full Time Equivalents | 325 | 371 | 402 | 385 | 402 | 357 |
Note: Included in Section III, Table 1 – does not include $17.2M for “Refunds of amounts credited to revenues in previous years” shown in the 2006-2007 Public Accounts for the CAFC as an adjustment to the Main Estimates authority of $83.6M and to total expenditures.
Table 2: Resources by Program Activity
Program Activity ($ millions) |
2006-2007 | |||||||
Budgetary | Plus: Non-Budgetary |
Total | ||||||
Operating | Capital | Contributions | Total: Gross Budgetary Expenditures |
Less: Respendable |
Revenue |
Loans Investments and Advances |
||
Registration, Licensing and Supporting Infrastructure |
||||||||
Main Estimates | 65.3 | 0 | 13.0 | 78.3 | 0 | 78.3 | 0 | 78.3 |
Planned Spending |
55.9 | 0 | 13.0 | 68.9 | 0 | 68.9 | 0 | 68.9 |
Total Authorities |
64.7 | 0 | 13.0 | 77.7 | 0 | 77.7 | 0 | 77.7 |
Actual | 63.1 | 0 | 11.1 | 74.2 | 0 | 74.2 | 0 | 74.2 |
Policy, Regulatory, Communications and Portfolio Integration |
||||||||
Main Estimates |
4.3 | 0 | 1.0 | 5.3 | 0 | 5.3 | 0 | 5.3 |
Planned Spending |
3.7 | 0 | 1.0 | 4.7 | 0 | 4.7 | 0 | 4.7 |
Total Authorities |
3.9 | 0 | 1.0 | 4.9 | 0 | 4.9 | 0 | 4.9 |
Actual |
2.2 | 0 | 0.2 | 2.4 | 0 | 2.4 | 0 | 2.4 |
Note: Included in Section III, Table 2 – does not include $17.2M for “Refunds of amounts credited to revenues in previous years” shown in the 2006-2007 Public Accounts for the CAFC as an adjustment to the Main Estimates authority of $83.6M and to total expenditures.
Table 3: Voted and Statutory Items
Financial Requirements by Authority ($ millions) | |||||
Vote or Statutory Item |
Vote or Statutory
Wording |
2006-2007 ($ millions) | |||
Main Estimates
|
Planned Spending
|
Total Authorities
|
Actual
Spending |
||
20 | Operating expenditures – Non Registration activities | 50.8 | 50.8 | 51.6 | 50.6 |
25 | Operating expenditures – Registration activities | 14.6 | 12.0 | 14.0 | 11.7 |
30 | Contributions | 14.0 | 12.7 | 14.0 | 11.3 |
(S) | Contributions to employee benefit plans | 4.2 | 4.2 | 3.0 | 3.0 |
(S) | (Refunds of amounts credited to revenues in previous years | 0.0 | 0.0 | 17.2 | 17.2 |
Total | 83.6 | 73.6 | 99.8 | 93.8 |
Note: Included in Section III, Table 3.
Table 4: Services Received Without Charge
($ millions) |
2006-2007
|
Accommodation provided by Public Works and Government Services Canada (PWGSC) | 2.6 |
Contributions covering employer’s share of employees insurance premiums and expenditures paid by Treasury Board of Canada Secretariat (excluding revolving funds). Employer’s contribution to employees’ insured benefits plans and associated expenditures paid by TBS | 1.6 |
Salary and associated expenditures of legal services provided by Justice Canada | 0.0 |
Total 2006-2007 Services Received without charge | 4.2 |
Note: Included in Section III, Table 4.
Table 5: Sources of Non-Respendable Revenue
2006-2007 ($ millions) | ||||||
($ millions) | Actual 2004-2005 |
Actual 2005-2006 |
Main Estimates |
Planned Revenue |
Total Authorities |
Actual |
Registration, Licensing and Supporting Infrastructure | ||||||
Licence Applications/ Renewal activities | 10.6 | 18.2 | N/A | 2.9 | N/A | 5.8 |
Non-Resident Declarations | N/A | 1.9 | N/A | 1.9 | N/A | 2.0 |
Registration Applications1 | 0.6 | 0.0 | N/A | 0.0 | N/A | 0.0 |
Miscellaneous (as per Public Accounts) | 0.1 | 1.8 | N/A | 0.0 | N/A | 0.0 |
Total Non-Respendable Revenue | 11.3 | 21.9 | N/A | 4.8 | N/A | 7.8 |
Note: Included in Section III, Table 13. 1 Registration Fees were eliminated following May 2004 Government announcement.
1 Registration Fees were eliminated following May 2004 Government announcement.
Table 6: Resource Requirements by Branch/Sector Level
By organization
Maximize Public Safety Benefits of the Firearms Act |
Actual 2006-2007
($ millions) |
Office of the Director General |
0.4
|
Program Operations |
70.9
|
Policy, Communications and Consultation (includes Legal Counsel) |
2.0
|
Finance, Administration, Audit and Evaluation |
2.5
|
Human Resources |
0.8
|
Total |
76.6
|
Note: Included in Section III, Table 8 – does not include $17.2M for “Refunds of amounts credited to revenues in previous years” shown in the 2006-2007 Public Accounts for the CAFC as an adjustment to the Main Estimates authority of $83.6M and to total expenditures.
By sector
Maximize Public Safety Benefits of the Firearms Act |
Actual 2006-2007
($ millions) |
Registrar |
4.3
|
Federal Chief Firearms Officers |
5.8
|
Provincial Chief Firearms Officers |
11.1
|
Aboriginal and Other Communities/Organizations |
0.2
|
Central Processing Site |
10.2
|
IT & Telecommunications |
37.2
|
Federal Partners (RCMP, CBSA, DOJ, PWGSC) |
2.2
|
Policy, Communications and Consultation |
1.8
|
Program Management (formally “Corporate Services”) |
3.8
|
Total |
76.6
|
Note: Included in Section III, Table 8.
Table 7-A: User Fees
Please see Table 9A in Section III.
Table 7-B: Policy on Service Standards for External Fees
Please see Table 9B in Section III.
Table 11: Details on Transfer Payments Programs (TPPs)
Name of Transfer Payment Program: The Firearms Funding Program for Opt-in Provinces and/or Territorial Governments. | ||
Start Date: 1995-1996 | End Date: Ongoing | Total Funding: $204M to the end of 2006-2007 |
Description of Transfer Payment Program: Annual funding to participating provinces and/or territories for the reimbursement of costs incurred in the administration of the Firearms Program within their jurisdiction. | ||
Objective(s), expected result(s) and outcomes: Ensure responsible ownership, use and storage of firearms thereby enhancing public safety and help reduce death, injury and threat from firearms. | ||
Achieved results or progress made: Refer to section II – Analysis of performance by strategic outcome. |
2006-2007 ($ millions) | ||||||
($ millions) | Actual Spending 2004-2005 |
Actual Spending 2005-2006 |
Planned Spending | Total Authorities |
Actual Spending | Variance: Planned vs Actual |
Registration, Licensing and Supporting Infrastructure | ||||||
Total Grants | N/A | N/A | N/A | N/A | N/A | N/A |
Total Payments to Provinces and/or Territories | 12.5 | 11.2 | 13.0 | 13.0 | 11.1 | 1.9 |
Policy, Regulatory, Communication and Portfolio Integration | ||||||
Total Aboriginal and/or Other Communities and Organizations |
0.1 | 0.3 | 1.0 | 1.0 | 0.2 | 0.8 |
Total | 12.6 | 11.5 | 14.0 | 14.0 | 11.3 | 2.7 |
Background
The CAFC administers two Contributions Program Funds, the Firearms Funding Program (for Opt-in Provinces) and the Aboriginal and/or Other Communities and Organizations Program (not-for-profit). Terms and Conditions for both of these programs were renewed by TBS in April 2005 for a five year period.
As per the TBS Guidelines, the CAFC is required to provide detailed information on transfer payments programs that exceed $5 million for the reporting year. Only the Firearms Funding Program (for Opt-in Provinces) meets this criterion.
Expected Results
The CAFC is committed to provide funding to provinces that choose to administer the Firearms Program on their own. CAFC has developed service delivery models with the provinces for delivery of the Program activities within their jurisdiction. Funding priorities and activities 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: Status Report on Major Crown Projects
Canadian Firearms Information System II
The RCMP assumed responsibility for the Canadian Firearms Information System II (CFIS II) following the government decision in May 2006 to transfer to the RCMP the day-to-day operations of the Canada Firearms Centre and responsibility and administration of the Canadian Firearms Program. By that time, CFIS II had already been subject to a stop-work order issued by PWGSC.
Description
The Canadian Firearms Information System (CFIS I) is a national system designed to support the administration of the Firearms Act and is supported by EDS Canada Inc. based on a maintenance contract. The current system was put into production on December 1, 1998, and is the single repository for licence and registration information for the Canadian 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, NB. The system interfaces with the Canada Firearms Registry On-line (CFRO), the Firearms Reference Table (FRT), and the Canadian Police Information Centre (CPIC). CFIS II is a new technical solution involving the development and implementation of a software application to replace CFIS I. It was designated as a Major Crown Project by Treasury Board in November 2003.
Project Phase
PWGSC issued a notice of default on March 31, 2006. In late April 2006, PWGSC issued a stop work order against CFIS II application development and implementation testing.
Leading and Participating Departments and Agencies | |
Lead Department:
|
Royal Canadian Mounted Police – Canada Firearms Centre
|
Contracting Authority:
|
Public Works and Government Services Canada
|
Participating Departments and Agencies:
|
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
|
Progress Report and Explanations of Variances
The existing CFIS I remains stable and is expected to be operational for up to five years within present operating conditions. Upgrades have been implemented to its infrastructure and its functionality. The system is interfacing with all of the other systems required to carry out the operations for the CAFC and the Canadian Firearms Program. A plan has been developed that will see the transition of CFIS components to employee-based operations by the end of two-year period.
Industrial Benefits
Not applicable
Table 13: Canadian Firearms Program: Federal Government Costs and Anticipated Planned Spending Requirements
In response to Recommendation 4.27 of the May 2006 Auditor General Report on the Canadian Firearms Program, direct and indirect costs are defined as follows:
Organization ($ millions)
|
Past Expenditures |
2006-2007
Expenditures |
Direct Costs: | ||
Canada Firearms Centre |
663.4
|
62.7
|
Royal Canadian Mounted Police 1 |
117.2
|
0.0
|
Other Federal Government Departments (costs reimbursed by CAFC): | ||
Canada Border Services Agency |
20.6
|
1.7
|
Department of Justice |
1.2
|
0.8
|
Public Works and Government Services Canada |
1.7
|
0.1
|
Human Resources Development Canada (HRDC) 2 |
32.7
|
0.0
|
Transfer payments to Provinces |
190.9
|
11.1
|
Contribution payments to Aboriginal Communities, Other Communities |
1.8
|
0.2
|
Total Direct Costs: |
1,029.5
|
76.6
|
Indirect Costs not reimbursed by the Canada Firearms Centre: | ||
Public Safety |
1.2
|
0.3
|
Royal Canadian Mounted Police |
4.3
|
0.0
|
Royal Canadian Mounted Police – National Weapons Enforcement Support Team (NWEST) |
8.5
|
0.0
|
Canada Border Services Agency |
7.4
|
0.0
|
Correctional Service Canada |
36.2
|
9.3
|
National Parole Board |
5.1
|
0.9
|
Department of Justice |
11.1
|
0.0
|
Department of Foreign Affairs & International Trade Canada |
0.4
|
0.0
|
Public Works & Government Services Canada |
14.2
|
2.6
|
Other |
9.2
|
1.7
|
Total Indirect Costs: |
97.6
|
14.8
|
Total Program Costs |
1,127.1
|
91.4
|
Net Revenues 1 |
(120.6)
|
(7.8)
|
Net Program Costs |
1,006.5
|
83.6
|
Note:
1 Reflects direct costs reimbursed by DOJ/CAFC prior to May 17, 2006 to the RCMP. Starting with 2006-2007, direct and indirect costs incurred by the RCMP in support of the Canadian Firearms Program will be included within the CAFC’s direct operating costs.
2 HRDC no longer provides support services to the CAFC for the Central Processing Site in Miramichi, NB.
Please refer to the table on Horizontal Initiatives for explanations of expected results, planned spending and indirect costs not reimbursed by the CAFC as reported by the Centre’s federal partners to substantiate estimated planned spending requirements related to the delivery of their portion of the Canadian 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.
Table 21: Horizontal Initiatives
The RCMP as the lead department or as a partner, is engaged in an array of multi-jurisdictional and interdepartmental horizontal initiatives which serve to leverage RCMP capacity through partnerships, shared objectives, and common goals to maximize results for Canadians.
The RCMP is the lead department on the following major horizontal initiatives:
Supplementary information on horizontal initiatives can be found at:
For more details on program plans and priorities, please go to our website at:
In addition to the number of options available for searching purposes, related links will expand your referencing and search capability.
For publications referred to in this report, please contact National Communications Services by telephone (613) 993-1088, or by facsimile: (613) 993-0953.
For general enquiries about the RCMP, please contact: (613) 993-7267 or by email: www.rcmp-grc.gc.ca/contact/index_e.htm or www.rcmp-grc.gc.ca/contact/index_f.htm.
For further information on this report, please contact:
Alain P. Séguin
Acting Deputy Commissioner
Corporate Management and Comptrollership
Royal Canadian Mounted Police
1200 Vanier Parkway, Ottawa, ON K1A OR2
Telephone: (613) 993-1393
Facsimile: (613) 993-4030
E-mail: alain.p.seguin@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 | Canada 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 |
Template 9-B: Policy on Service Standards for External Fees
Royal Canadian Mounted Police
A. External Fee | Fees charged for the processing of access requests filed under the Access to Information Act | ||
Service Standard | Under the Access to Information Act, a legislated response time of 30 days is required with the possibility of extensions under limited circumstances. Under the Privacy Act, the legislated response time is 30 days with the possibility of a single 30 day extension under limited circumstances | ||
Performance Result |
Response times: Access to Information Act Within 30 days = 29.7% (346 requests) Privacy Act |
||
Stakeholder Consultation | The service standards are established by the respective legislation. Requests for our services are made by external clients. Complaints about service levels are made to the Offices of the Information and Privacy Commissioners respectively as the case may be. |
Canada Firearms Centre
A. External Fee | Service Standard | Performance Result | Stakeholder Consultation |
Fees charged for the processing of access requests filed under the Access to Information Act.(see note 3) | Framework developed by TBS. See:http://www.tbs-sct.gc.ca/gos-sog/atip-aiprp/in-ai/in-ai2006/2006-06_e.asp |
|
The service standard is established by the Access to Information Act and the Access to Information Regulations. Consultations with stakeholders were undertaken for amendments done in 1986 and 1992. |
Business Licences | Section B – Other information – See note (1) | Section B – Other information – See note (2) |
Section B – Other information – See note (2) |
Individual Licences | 45 days | 76% of properly completed individual licence applications were process within the 45 day period | Section B – Other information – See note (2) |
Registration Certificates* | 30 days | 63% of properly completed registration applications were processed within 30 days | Section B – Other information – See note (2) |
Authorizations | Section B – Other information – See note (1) | Section B – Other information – See note (2) | Section B – Other information – See note (2) |
Non-resident permits | Section B – Other information – See note (1) | Section B – Other information – See note (2) | Section B – Other information – See note (2) |
Services for replacement of documents | Section B – Other information – See note (1) | Section B – Other information – See note (2) | Section B – Other information – See note (2) |
B. Other Information:
|
Table 11: Details on Project Spending
Projects by Program Activity ($ millions) |
Project | Current Estimated Total Cost | Actual 2004-2005 |
Actual 2005-2006 |
2006-2007 ($ millions) | |||
Main Estimates |
Planned Spending |
Total Authorities |
Actual | |||||
A. Federal and International Policing | 1 Quebec – Rimouski Detachment Replacement (EPA) | 3.3 | 0.0 | 0.0 | 2.0 | 0.2 | 3.3 | 0.2 |
2 Ontario – Stoney Creek (LPA) | 4.6 | 0.0 | 0.0 | 0.0 | 4.6 | 12.2 | 2.8 | |
3 IBET – Windsor-Sarnia (DA) – project was abandoned | 7.0 | 0.0 | 0.0 | 0.0 | 2.0 | 0.0 | 0.0 | |
B. Community, Contract and Aboriginal Policing | 1 British Columbia – Golden detachment replacement (PPA required) | 4.2 | 0.0 | 0.0 | 3.3 | 1.0 | 0.3 | 0.2 |
2 Alberta – Fort Vermillion – Detachment (EPA) | 3.0 | 0.0 | 0.0 | 0.2 | 1.2 | 0.1 | 1.0 | |
3 Saskatchewan – Modernization Telecom System (EPA) | 48.0 | 11.7 | 13.3 | 11.7 | 11.0 | 11.7 | 11.4 | |
4 Nova Scotia – Cartwright detachment replacement (EPA) | 3.6 | 0.0 | 0.0 | 0.1 | 0.5 | 0.1 | 0.8 | |
5 Nova Scotia – Chester detachment replacement (EPA) | 3.4 | 0.0 | 0.0 | 0.0 | 0.2 | 0.0 | 0.5 | |
6 Nova Scotia – Amherst detachment replacement (EPA) |
3.8 | 2.8 | 0.0 | 0.0 | 0.0 | 0.0 | 0.0 | |
7 Newfoundland and Labrador – Modernization Telecom System (DA) (seeking PPA & EPA) |
38.0 | 1.4 | 1.0 | 1.6 | 8.0 | 1.6 | 1.5 | |
8 CIIDS Implementation (EPA) | 18.0 | 0.1 | 0.2 | 0.3 | 5.0 | 0.3 | 0.3 | |
9 Police Reporting & Occurrence System PROS (seeking EPA & PPA) Final settlement (closed) | 66.2 | 22.9 | 13.0 | 0.0 | 0.0 | 0.0 | 0.0 | |
C. National Police Services |
1 Real Time Identification (RTID) Project | 130.0 | 5.5 | 14.6 | 33.1 | 33.0 | 33.1 | 30.6 |
D. Corporate Infrastructure |
1 British Columbia – "E" Division headquarters (seeking PPA) | 62.8 | 0.0 | 0.8 | 1.0 | 0.8 | 0.8 | 0.4 |
2 Saskatchewan – Regina Depot, New Mess (PPA) | 18.7 | 0.6 | 0.1 | 1.2 | 0.8 | 0.8 | 0.1 | |
3 Saskatchewan – Regina , Depot, Electrical distribution Network (seeking PPA) | 15.6 | 0.0 | 0.0 | 0.7 | 0.7 | 0.7 | 0.1 | |
4 Saskatchewan – Regina, Depot, Security and Access Centre (seeking PPA) | 3.5 | 0.0 | 0.0 | 0.4 | 0.4 | 0.4 | 0.0 | |
5 Saskatchewan – Regina, Depot, 25 metre Firing Range (seeking PPA) | 6.6 | 0.0 | 0.0 | 4.1 | 5.0 | 5.0 | 2.2 | |
6 Saskatchewan – Regina, Depot, Dorms (seeking PPA) | 25.2 | 0.0 | 0.0 | 0.4 | 0.4 | 0.4 | 0.1 | |
7 Nunavut – Iqaluit – V Division HQ and Detachment (EPA) | 18.4 | 1.0 | 1.5 | 7.7 | 9.0 | 1.3 | 1.2 | |
8 Ontario – Ottawa Connaught Range ( EPA) (includes CATSA contribution) | 7.1 | 0.7 | 3.3 | 0.4 | 3.0 | 3.2 | 3.1 | |
9 Ontario – Ottawa, NCA, Nicholson HQ (seeking PPA) | 84.4 | 0.0 | 0.6 | 34.0 | 0.5 | 0.2 | 0.8 | |
10 Ontario – Ottawa, New Administration Building (PPA) | 5.1 | 0.0 | 0.0 | 0.0 | 0.3 | 0.2 | 0.2 | |
11 Ontario – Ottawa, Outdoor Training Area (seeking PPA) | 4.3 | 0.0 | 0.0 | 0.0 | 0.0 | 0.2 | 0.0 | |
12 Ontario – Ottawa, TPOF Armoury Expansion (seeking PPA) | 3.9 | 0.0 | 0.0 | 1.9 | 0.0 | 0.0 | 0.0 | |
13 Nova Scotia – "H" Division Headquarters (PPA) | 48.9 | 0.1 | 0.3 | 1.9 | 2.4 | 0.4 | 0.0 | |
14 National Criminal Justice Index (NCJI) / N-III Project | 25.0 | 0.0 | 2.1 | 6.9 | 7.7 | 6.9 | 6.7 |
Table 13: Transfer Payments
Actual Spending 2004-2005 |
Actual Spending 2005-2006 |
2006-2007 | |||||
Program Activity ($ millions) | Planned Spending | Total Authorities | Actual Spending | Variance | |||
Grants | Royal Canadian Mounted Police Veterans Association | 0.0 | 0.0 | 0.0 | 0.0 | 0.0 | 0.0 |
International Association of Chiefs of Police | 0.0 | 0.0 | 0.0 | 0.0 | 0.0 | 0.0 | |
Survivors of members killed on duty | 1.4 | 1.5 | 1.5 | 1.5 | 2.0 | (0.5) | |
To compensate members of the RCMP for injuries received in the performance of their duties | 39.1 | 40.3 | 48.8 | 58.8 | 55.1 | (6.3) | |
Pensions to families of members of the RCMP who have lost their lives while on duty | 0.1 | 0.1 | 0.1 | 0.1 | 0.1 | 0.0 | |
Total Grants
|
40.6 |
41.8 | 50.4 | 60.4 | 57.2 | (6.7) | |
Statutory | Pensions under the RCMP Pension Continuation Act | 23.6 | 22.5 | 23.0 | 20.4 | 20.4 | 2.6 |
Total Statutory | 23.6 | 22.5 | 23.0 | 20.4 | 20.4 | 2.6 | |
Total Grants
|
64.2 | 64.3 | 73.4 | 80.8 | 77.6 | (4.1) | |
Contributions | National Police Services | ||||||
Contributions to non-RCMP candidates attending Canadian Police College courses | 0.3 | 0.4 | 0.4 | 0.4 | 0.4 | 0.0 | |
Registration, Licensing and Support Infrastructure
|
|||||||
Firearms Funding Program for Opt-in Provinces and/or Territorial Governments – Payments to Provinces and/or Territories
|
12.5 | 11.2 | 13.0 | 13.0 | 11.1 | 1.9 | |
Policy, Regulatory, Communication and Portfolio Integration
|
|||||||
Firearms Funding Program for Opt-in Provinces and/or Territorial Governments - Aboriginal and/or Other Communities and Organizations
|
0.1 | 0.3 | 1.0 | 1.0 | 0.2 | 0.8 | |
Total Contributions | 12.9 | 11.9 | 14.4 | 14.4 | 11.7 | 2.7 | |
Total Transfer Payments | 77.1 | 76.3 | 87.9 | 95.2 | 89.3 | (1.4) |
Table 20: Horizontal Initiatives
The RCMP as the lead department or as a partner, is engaged in an array of multi-jurisdictional and interdepartmental horizontal initiatives which serve to leverage RCMP capacity through partnerships, shared objectives, and common goals to maximize results for Canadians.
The RCMP is the lead department on the following major horizontal initiatives:
1. Integrated Border Enforcement Teams (IBETS) – Lead
2. Integrated Market Enforcement Teams (IMETs) – Lead
3. Integrated National Security Enforcement Teams (INSET) – Lead
Note: For specific information concerning CAFC Horizontal Initiatives, please see Section V.
Supplementary information on horizontal initiatives can be found at:
www.tbs-sct.gc.ca/fcer-cfre/links-liens/rhr_e.asp
Table 22: Travel Policies
Comparison to the TBS Special Travel Authorities |
The Royal Canadian Mounted Police follows the TBS Special Travel Authorities |
Authority: N/A |
Coverage: N/A |
Principal difference(s) in policy provisions: N/A |
Principal financial implications of the difference(s): N/A |
Comparison to the TBS Travel Directive, Rates and Allowances |
The Royal Canadian Mounted Police follows the TBS Travel Directive, Rates and Allowances |
Authority: N/A |
Coverage: N/A |
Principal difference(s) in policy provisions: N/A |
Principal financial implications of the difference(s): N/A |
Table 23: Fuel Storage Tanks
Status of Fuel Storage Tanks on RCMP owned Land Annual Report for April 30, 2005 As required under the CEPA, Part IV, Registration of Storage Tank Systems for Petroleum Products and Allied Petroleum Products on Federal Lands Regulations, this report provides the information set out in Schedule II of the aforementioned regulation, updated to December 31, 2007. The following number of aboveground storage tank systems: Are registered with the Royal Canadian Mounted Police: 32 Comply with the Federal Aboveground Storage Tank Technical Guidelines: 11 Do not c omply with the Federal Aboveground Storage Tank Technical Guidelines: 21 The following number of underground storage tank systems: Are registered with the Royal Canadian Mounted Police: 25 Comply with the Federal Underground Storage Tank Technical Guidelines: 9 |