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2008-09
Departmental Performance Report
Royal Canadian Mounted Police
Supplementary Information (Tables)
Table of Contents
- Sources of Respendable and Non-respendable Revenue
- User Fees/External Fees
- Details on Project Spending
- Status Report on Major Crown Projects
- Details on Transfer Payments Programs
- Horizontal Initiatives
- Sustainable Development Strategy
- Green Procurement
- Response to Parliamentary Committees and External Audits
- Internal Audits and Evaluations
Table 1: Sources of Respendable and Non-Respendable Revenue
| Program Activity |
Actual 2006-07 |
Actual 2007-08 |
2008-09 | |||
|---|---|---|---|---|---|---|
| Main Estimates |
Planned Revenue |
Total Authorities |
Actual | |||
| Federal and International Operations | ||||||
| 7.7 | 8.5 | 1.6 | 1.6 | 3.1 | 1.1 | |
| Protective Policing Services | ||||||
| 5.4 | 7.9 | 0.3 | 0.3 | 30.9 | 25.9 | |
| Community, Contract and Aboriginal Policing | ||||||
| 1,252.1 | 1,323.0 | 1,475.8 | 1,475.8 | 1,522.3 | 1,395.2 | |
| Criminal Intelligence Operations | ||||||
| 0.9 | 0.9 | 0.2 | 0.2 | 0.3 | 0.1 | |
| Technical Policing Operations | ||||||
| 2.1 | 2.4 | 0.6 | 0.6 | 1.2 | 0.3 | |
| Policing Support Services | ||||||
| 0.9 | 0.9 | 0.1 | 0.1 | 0.3 | 0.2 | |
| National Policing Services | ||||||
| 7.8 | 8.1 | 5.0 | 5.0 | 5.4 | 6.4 | |
| Total Respendable Revenue | 1,276.9 | 1,351.7 | 1,483.7 | 1,483.7 | 1,563.4 | 1,429.2 |
| Program Activity |
Actual 2006-07 |
Actual 2007-08 |
2008-09 | |||
|---|---|---|---|---|---|---|
| Main Estimates |
Planned Revenue |
Total Authorities |
Actual | |||
| Privileges, Licences and Permits | ||||||
| 17.5 | 17.6 | 13.2 | 13.2 | 13.2 | 18.8 | |
| Refund of Prior Years' Expenditures | ||||||
| 5.4 | 6.7 | 4.5 | 4.5 | 4.5 | 7.5 | |
| Return On Investments | ||||||
| 0.0 | 0.0 | 0.1 | 0.1 | 0.1 | 0.0 | |
| Miscellaneous | ||||||
| 4.3 | 3.4 | 4.5 | 4.5 | 4.5 | 10.1 | |
| EBP - Recoveries Not Respendable* | ||||||
| 66.6 | 72.6 | 79.0 | 79.0 | 79.0 | 75.8 | |
| Proceeds for Sales | ||||||
| 0.9 | 5.0 | 1.7 | 1.7 | 1.7 | 1.9 | |
| Proceeds from Asset Disposal | ||||||
| 4.6 | 4.2 | 4.5 | 4.5 | 4.5 | 10.7 | |
| Total Non-respendable Revenue | 99.3 | 109.5 | 107.5 | 107.5 | 107.5 | 124.8 |
Table 2: User Fees
| User Fee | Fee Type | Fee-setting Authority | Date Last Modified | 2008-09 | Planning Years | ||||||
|---|---|---|---|---|---|---|---|---|---|---|---|
| Forecast Revenue |
Actual Revenue |
Full Cost |
Performance Standards |
Performance Result |
Fiscal Year |
Forecast Revenue |
Estimated Full Cost |
||||
| Business Licences | Regulatory | Firearms Fees Regulations | April 10, 2005 | 0.6 | 0.0 |
Section C
Other information (See note 1) |
Section C Other information (See note 2) |
Section C Other information (See note 3) |
2009-10 | 0.0 |
Section C
Other information (See note 1) |
| 2010-11 | 0.2 | ||||||||||
| 2011-12 | 0.3 | ||||||||||
| Individual Licences | Regulatory | Firearms Fees Regulations | December 1, 1998 | 1.9 | 5.6 |
Section C
Other information (See note 1) |
45 days | 95% of properly completed individual licence applications were completed within 28 days | 2009-10 | 5.0 |
Section C
Other information (See note 1) |
| 2010-11 | 12.3 | ||||||||||
| 2011-12 | 13.2 | ||||||||||
| Registration Certificates | Regulatory | Firearms Fees Regulations | Registration fees repealed as of May 20, 2004 | 0.0 | 0.0 |
Section C
Other information (See note 1) |
30 days | 96% of properly completed registration applications were completed within 30 days | 2009-10 | 0.0 |
Section C
Other information (See note 1) |
| 2010-11 | 0.0 | ||||||||||
| 2011-12 | 0.0 | ||||||||||
| Authorizations | Regulatory | Firearms Fees Regulations | December 1, 1998 | 0.3 | 0.2 |
Section C
Other information (See note 1) |
Section C Other information (See note 2) |
Section C Other information (See note 3) |
2009-10 | 0.3 |
Section C
Other information (See note 1) |
| 2010-11 | 0.3 | ||||||||||
| 2011-12 | 0.1 | ||||||||||
| Non-resident permits | Regulatory | Firearms Fees Regulations | April 10, 2005 | 1.9 | 1.7 |
Section C
Other information (See note 1) |
Section C Other information (See note 2) |
Section C Other information (See note 3) |
2009-10 | 1.9 |
Section C
Other information (See note 1) |
| 2010-11 | 1.9 | ||||||||||
| 2011-12 | 1.9 | ||||||||||
| Services for replacement of documents | Regulatory | Firearms Fees Regulations | April 10, 2005 | 0.1 | 0.1 |
Section C
Other information (See note 1) |
Section C Other information (See note 2) |
Section C Other information (See note 3) |
2009-10 | 0.1 |
Section C
Other information (See note 1) |
| 2010-11 | 0.1 | ||||||||||
| 2011-12 | 0.1 | ||||||||||
| Fees charged for the processing of access requests filed under the Access to Information Act | Other Products and Services | Access to Information Act | 1992 | 0.0 | 0.0 | 0.2 | Framework developed by TBS. See: http://www.tbs-sct.gc.ca/gos-sog/atip-aiprp/in-ai/in-ai2006/2006-06_e.asp |
83% of requests under the Access to Information Act were completed within 60
days; 97% of requests under the Privacy Act were completed within 60 days |
2009-10 | 0.0 | 0.2 |
| 2010-11 | 0.0 | 0.2 | |||||||||
| 2011-12 | 0.0 | 0.2 | |||||||||
| Sub-Total (R) | 2009-10 | ||||||||||
| 2010-11 | |||||||||||
| 2011-12 | |||||||||||
| Sub-Total (O) | 2009-10 | ||||||||||
| 2010-11 | |||||||||||
| 2011-12 | |||||||||||
| Total | 4.8 | 7.6 | 0.2 | 2009-10 | 7.3 | ||||||
| 2010-11 | 14.8 | ||||||||||
| 2011-12 | 15.6 | ||||||||||
B. Date Last Modified:
Forecast Revenues:
- On May 17,2006, the Government announced that individuals no longer have to pay the fee for the renewal of their
possession-only licence (POL) or their possession and acquisition licence (PAL). The fee waiver also applies to:
individuals who are modifying their licence to upgrade from a POL to a PAL;
- individuals who are adding new privileges to their licence;
- individuals whose licence expired and are obtaining a new licence; and
- minors who renew their minors’ possession licence.
- The fee waiver is currently valid until May 2010.
- Fees for registration of firearms were repealed on May 20, 2004.
- Forecast and actual revenue for fees charged for the processing of access requests filed under the Access to Information Act is approximately $2,000 per year as per the Annual Report to Parliament (2004-2005) – Access to Information Act and Privacy Act. For more information, please refer to the CAFC website.
C. Other Information:
- Fee costing studies were conducted in 1995.
- Performance monitoring mechanisms have been established using the RCMP’s Annual Performance Plan tool.
- For Access to information requests, the policy of the RCMP is to waive reproduction fees whenever less than 200 pages are disclosed. However, when more than 200 pages are disclosed, fees may be calculated for the total number of pages. For extensive or complex requests, search and preparation fees are charged as determined on a case-by-case basis.
Table 3: Details on Project Spending
| Project | Current Estimated Total Cost |
Actual 2006-07 |
Actual 2007-08 |
2008-09 | |||
|---|---|---|---|---|---|---|---|
| Main Estimates |
Planned Spending |
Total Authorities |
Actual | ||||
| A. Federal and International Operations | |||||||
| 1 Ontario - Windsor-Sarnia IBET (DA) (project cancelled) | 7.0 | 0.0 | 0.0 | 0.0 | 0.0 | 0.0 | 0.0 |
| B. Community, Contract and Aboriginal Policing | |||||||
| 1 Saskatchewan - Modernization Telecom System (EPA) | 47.3 | 3.3 | 11.4 | 0.6 | 0.6 | 1.3 | 1.3 |
| 2 Newfoundland and Labrador - Modernization Telecom System (DA) (seeking PPA & EPA)* | 33.4 | 0.3 | 1.5 | 5.7 | 5.7 | 8.9 | 8.9 |
| 3 CIIDS Implementation (EPA) | 18.0 | 0.2 | 0.3 | 0.2 | 0.2 | 0.0 | 0.0 |
| 4 ERT Level I Tactical Armoured Vehicle (Pre-PPA) | 13.4 | 0.0 | 0.0 | 1.9 | 1.9 | 1.9 | 0.0 |
| 5 West Coast Marine Patrol Vessels (EPA) | 30.0 | 0.0 | 0.0 | 9.9 | 9.9 | 9.9 | 0.0 |
| C. National Police Services | |||||||
| 1 Real Time Identification (RTID) | 136.5 | 17.9 | 30.6 | 37.2 | 37.2 | 37.2 | 21.1 |
| D. Internal Services | |||||||
| 1 Alberta - Edmonton Forensic Identification & Vehicle Examination Facility (Pre-PPA) |
3.8 | 0.0 | 0.0 | 3.2 | 3.2 | 3.2 | 0.0 |
| 2 Alberta - Evansburg Detachment (PPA) | 0.0 | 0.0 | 0.1 | 2.6 | 2.6 | 2.6 | 0.2 |
| 3 Alberta - Fort McLeod Detachment (PPA) ) | 3.5 | 0.0 | 0.0 | 2.1 | 2.1 | 2.1 | 0.2 |
| 4 Alberta - Fox Creek Detachment (PPA) | 3.6 | 0.0 | 0.0 | 2.0 | 2.0 | 2.0 | 0.4 |
| 5 Alberta - Grande Cache Detachment (PPA) | 6.7 | 0.0 | 0.0 | 0.6 | 0.6 | 0.6 | 0.0 |
| 6 Alberta - High Level Detachment (PPA) | 10.6 | 0.0 | 0.0 | 0.1 | 0.1 | 0.1 | 0.0 |
| 7 British Columbia - "E" Division Headquarters (PPA) | 141.8 | 0.7 | 0.4 | 6.2 | 6.2 | 6.2 | 1.8 |
| 8 British Columbia - 100 Mile House Detachment (PPA) | 7.1 | 0.1 | 0.0 | 6.7 | 6.7 | 6.7 | 0.0 |
| 9 British Columbia - Chilliwack PRTC - Convert Barracks to Hotels (Pre-PPA) | 4.9 | 0.0 | 0.0 | 0.0 | 0.0 | 0.0 | 0.0 |
| 10 British Columbia - Fernie Detachment (Pre-PPA) | 7.9 | 0.0 | 0.0 | 0.0 | 0.0 | 0.0 | 0.0 |
| 11 British Columbia - Fort St. James Detachment (Pre-PPA) | 7.8 | 0.0 | 0.0 | 0.2 | 0.2 | 0.2 | 0.0 |
| 12 British Columbia - Golden Detachment (PPA) | 5.8 | 0.3 | 0.2 | 3.2 | 3.2 | 3.2 | 0.0 |
| 13 British Columbia - Lilooet (Pre-PPA) | 6.8 | 0.0 | 0.0 | 0.0 | 0.0 | 0.0 | 0.0 |
| 14 British Columbia - Pemberton (Pre-PPA) | 9.0 | 0.0 | 0.0 | 0.0 | 0.0 | 0.0 | 0.0 |
| 15 British Columbia - Port Hardy (Pre-PPA) | 7.4 | 0.0 | 0.0 | 0.0 | 0.0 | 0.0 | 0.0 |
| 16 British Columbia - Tofino (Pre-PPA) | 6.7 | 0.0 | 0.0 | 0.0 | 0.0 | 0.0 | 0.0 |
| 17 British Columbia - Vanderhoof Detachment (Pre-PPA) | 7.8 | 0.0 | 0.0 | 0.0 | 0.0 | 0.0 | 0.0 |
| 18 National Criminal Justice Index (NCJI) / N-III Project | 23.7 | 6.6 | 3.6 | 6.4 | 7.4 | 6.4 | 4.6 |
| 19 New Brunswick - Grand Falls, District Office (PPA) | 8.1 | 0.0 | 0.0 | 0.6 | 0.6 | 0.6 | 0.0 |
| 20 North West Territories - Behchoko Detachment (Pre-PPA) | 8.0 | 0.0 | 0.0 | 0.8 | 0.8 | 0.8 | 0.0 |
| 21 North West Territories - Inuvik Detachment (Pre-PPA) | 15.7 | 0.0 | 0.0 | 1.5 | 1.5 | 1.5 | 0.0 |
| 22 Nova Scotia - "H" Division Headquarters (EPA) | 24.9 | 0.0 | 0.0 | 3.3 | 3.3 | 3.3 | 0.4 |
| 23 Nova Scotia - Ingonish Detachment (EPA) | 3.7 | 0.0 | 0.0 | 2.5 | 2.5 | 2.5 | 0.0 |
| 24 Nova Scotia - Kings County New Minas (Pre-PPA) | 9.9 | 0.0 | 0.0 | 0.0 | 0.0 | 0.0 | 0.0 |
| 25 Nunavut - V Division HQ and Detachment Replacement (Phase 2) (PPA) | 6.8 | 5.6 | 1.2 | 0.7 | 0.7 | 0.7 | 0.0 |
| 26 Ontario - Ottawa CPC New Residence (Pre-PPA) | 13.9 | 0.0 | 0.0 | 0.9 | 0.9 | 0.9 | 0.0 |
| 27 Ontario - Ottawa CPC Scenario Training Facility (Pre-PPA) | 10.0 | 0.0 | 0.0 | 1.3 | 1.3 | 1.3 | 0.0 |
| 28 Ontario - Ottawa CPC Site Visitor Interpretation Centre (Pre-PPA) | 6.6 | 0.0 | 0.0 | 0.2 | 0.2 | 0.2 | 0.0 |
| 29 Ontario - Ottawa NCA, Nicholson HQ (EPA) | 87.1 | 0.8 | 2.5 | 38.4 | 38.4 | 38.4 | 4.0 |
| 30 Ontario - Ottawa New Administration Building (EPA) | 7.4 | 0.2 | 1.4 | 6.2 | 6.2 | 6.2 | 2.3 |
| 31 Ontario - Ottawa Outdoor Training Area (PPA) | 4.5 | 0.0 | 0.0 | 0.3 | 0.3 | 0.3 | 0.0 |
| 32 Ontario - Ottawa TPOF Armory Expansion (seeking-PPA) | 4.9 | 0.0 | 0.2 | 1.8 | 1.8 | 1.8 | 0.0 |
| 33 Ontario - Ottawa TPOF Relocation (Pre-PPA) | 5.4 | 0.0 | 0.0 | 0.4 | 0.4 | 0.4 | 0.0 |
| 34 Ontario - CARP Facility Upgrades (CACAPP Funded) (Pre-PPA) | 5.7 | 0.0 | 0.0 | 0.1 | 0.1 | 0.1 | 0.2 |
| 35 Ontario - Ottawa Relocation of PMPD, GDPP, VIP, ERT (Pre-PPA) | 6.0 | 0.0 | 0.0 | 0.6 | 0.6 | 0.6 | 0.0 |
| 36 Ontario - Ottawa CPC - Building B Rehabilitation and Gym Addition (Pre-PPA) | 4.6 | 0.0 | 0.0 | 0.3 | 0.3 | 0.3 | 0.0 |
| 37 Ontario -Toronto West Detachment (EPA) | 5.4 | 0.0 | 0.7 | 5.2 | 5.2 | 5.2 | 5.2 |
| 38 Saskatchewan - Regina, Deport, Electrical distribution Network (seeking PPA & EPA) | 23.0 | 0.1 | 0.8 | 8.1 | 8.1 | 8.1 | 0.6 |
| 39 Saskatchewan - Regina Depot, New Mess (PPA) | 19.2 | 0.1 | 3.8 | 11.8 | 11.8 | 11.8 | 12.5 |
| 40 Saskatchewan - Regina, Depot, 25 metre Firing Range (EPA) | 5.1 | 2.2 | 2.8 | 0.0 | 0.0 | 0.0 | 0.0 |
| 41 Saskatchewan - Regina, Depot, C-Block (Pre-PPA) | 9.0 | 0.0 | 0.0 | 4.5 | 4.5 | 4.5 | 0.0 |
| 42 Saskatchewan - Regina, Depot, Central Cooling Plant (PPA) | 10.5 | 0.0 | 0.0 | 5.4 | 5.4 | 5.4 | 0.0 |
| 43 Saskatchewan - Regina, Depot, Centralized Training (Pre-PPA) | 16.3 | 0.0 | 0.0 | 0.0 | 0.0 | 0.0 | 0.0 |
| 44 Saskatchewan - Regina, Depot, Civil Works Renewal (project cancelled) | 5.0 | 0.0 | 0.0 | 1.0 | 1.0 | 1.0 | 0.0 |
| 45 Saskatchewan - Regina, Depot, Dorms (seeking PPA) | 82.8 | 0.1 | 0.6 | 1.9 | 1.9 | 1.9 | 0.7 |
| 46 Saskatchewan - Regina, Depot, Museum Bldg. Conversion (PPA) | 3.6 | 0.0 | 0.0 | 3.2 | 3.2 | 3.2 | 0.9 |
| 47 Saskatchewan - Regina, Depot, Site Drainage ( PPA) |
3.3 | 0.0 | 0.0 | 1.9 | 1.9 | 1.9 | 2.0 |
| 48 Yukon - M Division HQ Replacement (Pre-PPA) | 31.8 | 0.0 | 0.0 | 0.0 | 0.0 | 0.0 | 0.0 |
| 49 Fixed Wing Replacement Program (EPA) | 31.0 | 0.0 | 0.0 | 4.8 | 4.8 | 4.8 | 10.7 |
| Total | |||||||
Table 4: Status Report on Major Crown Projects
Real Time Identification (RTID)
Description:
Real Time Identification (RTID) is a re-engineering of systems and processes used for fingerprint identification, civil clearances and criminal records management. It is transforming 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 is streamlining these services, facilitating information sharing internationally, and permitting 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 was done 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 was established under the sponsorship of the former Information and Identification Services of National Police Services (NPS), now Policing Support Services. The Chief Information Officer (CIO) was appointed Project Leader and is responsible for achieving the technology improvements associated with the project. The Project Director reports to the CIO.
Project Phase:
The project is being delivered in two major Phases. Phase 1 modernized the civil clearance process, replaced the Automated Fingerprint Identification System (AFIS) and implemented a new transaction manager, the NPS National Institute of Standards and Technology (NIST) Server, permitting agencies to submit their fingerprint information electronically. Phase 1 was delivered in different releases in 2007 and finalized in 2008.
Phase 2 is modernizing 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 this re-engineering effort. Phase 2 is being delivered in 2009 and 2010.
| Lead Department | RCMP |
|---|---|
| Contracting Authority | PWGSC |
Participating Departments These departments and agencies are main contributors to the RTID System. |
|
The RCMP is the lead department for RTID. Various levels of governance are in place to ensure the Project is successful and meets the needs of all stakeholders.
The Senior Project Advisory Committee (SPAC) 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 strategy.
The 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.
RTID is a major business transformation initiative of interest to all agencies within the PS portfolio. Its progress and success in contributing to long-term interoperability is monitored by the stakeholders of the Project Steering 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 Technical Consultative working groups.
| Prime Contractor | Fujitsu Consulting (Canada) Inc/Fujitsu Conseil (Canada) Inc Cogent Systems Inc |
|---|---|
Major Subcontractor(s) These companies provide professional services to the RTID Project |
Veritaaq Technology House Inc Brainhunter Inc TPG Technology Consulting Ltd ADGA Group |
The RCMP is using several procurement vehicles for the RTID Project:
Automated Fingerprint Identification System (AFIS) Vendor: RTID has replaced the existing AFIS with modern AFIS technology. The AFIS vendor, COGENT Systems, selected via a competitive process, was responsible for the delivery, configuration and implementation of a modern AFIS commercial off-the-shelf (COTS) product. This was completed during Phase 1 of the Project.
Phase 1 development work that provided alignment with the RCMP corporate technical architecture was carried out in-house. The NPS NIST Server, the heart of RTID, has been 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 professional services procurement 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:
- Veritaaq Technology House Inc
- Fujitsu Consulting (Canada) Inc
- TPG Technology Consulting Inc
- Brainhunter Inc
- Adga Group.
Systems Integration Company: a component of Phase 2 has been 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) was issued and a contract was subsequently awarded in January 2008 to Fujitsu Consulting (Canada) Inc. This portion represents the core of RTID Phase 2.
| Major Milestone: Phase 1 | Date |
|---|---|
| Approved procurement approach by the Senior Project Advisory Committee | November 2004 |
| TB Preliminary Project Approval and approval of the procurement strategy | December 2004 |
| RFP for the Automated Fingerprint Identification System issued | January 2005 |
| Contract awarded to COGENT Systems and work began | October/November 2005 |
| Effective Project Approval for Phase 1 awarded by TB | October 2005 |
| Automated Fingerprint identification System and Infrastructure to permit electronic fingerprint process in production | March 2007 |
| Electronic fingerprint processes for civil purposes implemented | March 2007 |
| Electronic processing of latent (crime scene) fingerprints implemented | March 2008 |
| Electronic processing of criminal purpose fingerprints implemented (for criminal identification, no retention of information in repository) | August 2008 |
| Phase 1 Closed | September 2008 |
| Major Milestone: Phase 2 | Date |
| Effective Project Approval for Phase 2, and RFP | June 2007 |
| Phase 2 contract awarded (fixed-price contract) | January 2008 |
| Sub-Processes Documented and Validated | August 2008 |
| System Requirements Validation | December 2008 |
| Criminal and Refugee (with Retention) in production | July 2009 |
| Infrastructure Upgrade | August 2009 |
| Migration of contributors completed (Criminal and Refugee) | November 2009 |
| Criminal Record Workflow component designed (Phase 2 Core) | December 2009 |
| Charge and Disposition Library Developed | December 2009 |
| Criminal Record Workflow component implemented | October 2010 |
| Automation Tools Implemented | December 2010 |
| Project Closed | December 2010 |
| System Life Cycle Starts | January 2011 |
Progress Report and Explanations of Variances
The RTID Project is within the TB initial approved budget of $129.7M, but has a schedule variance compared to the original baseline in 2004. This schedule variance has been caused by a series of factors.
RTID Phase 1 was successful and closed in September 2008, 18 months later than previously planned. This delay was caused by a late start for the development work. The RCMP had to hire a number of developers to work on the project due to conflicting priorities. The developers had to go through the RCMP security process and be trained on specific RCMP systems before being totally efficient.
Another factor causing the delay to Phase 1 was the complexity of criminal functionality included in Phase 1. Criminal functionality is mainly linked to Phase 2, but some workflows had to be developed to decommission the legacy AFIS. This is the case for Latent and Criminal Identification transactions.
The schedule variance has been carried over to Phase 2. Phase 2 was originally planned to be completed by March 2009, but is now scheduled to be implemented by December 2010. The main factor for this schedule variance has been caused by the Phase 1 delay and the procurement process for the Phase 2 fixed-price contract. The contract was finally awarded in January 2008.
Additional work has also been added to the project, such as the Charge and Disposition Library (CDL). This functionality was not originally in the scope for RTID Phase 2, but was anticipated at the time of Phase 2 EPA, and a note was included in the submission as it became evident that this function was required for the project to be successful.
Industrial Benefits
Not applicable.
Table 5: Details of Transfer Payment Programs (TPPs)
Name of Transfer Payment Program: Pensions under the RCMP Pension Continuation Act (PCA)
Start date: 1959
End date: Ongoing as long as there are remaining plan members and survivors
Description: The PCA is a defined benefit pension plan the purpose of which is to provide a lifetime benefit for RCMP members and their survivors. It provides for the payment of pensions to Officers, Non-Commissioned officers and Constables engaged prior to March 1, 1949, except those who elected to come under the RCMP Superannuation Act. The PCA is predecessor to the RCMP Superannuation Act.
Strategic Outcome: N/A
Results Achieved: Pension benefits have been provided to eligible RCMP pensioners and survivors.
| Actual Spending 2006-07 |
Actual Spending 2007-08 |
Planned Spending 2008-09 |
Total Authorities 2008-09 |
Actual Spending 2008-09 |
Variance(s) | |
|---|---|---|---|---|---|---|
| Total Grants | ||||||
| Total Contributions | ||||||
| Total Other types of transfer payments | 20.4 | 19.6 | 23.0 | 18.9 | 18.9 | 4.1 |
| Total Program Activity(ies) | 20.4 | 19.6 | 23.0 | 18.9 | 18.9 | 4.1 |
Comment(s) on Variance(s):
Audit completed or planned: Funding requirements for this program were reviewed as part of the comprehensive strategic review conducted by the RCMP in 2008. Any resulting adjustment to the planned spending levels will be reflected in future estimates.
Name of Transfer Payment Program: Grant to compensate members of the RCMP for injuries received in the performance of their duties.
Start date: 1959
End date: Ongoing
Description: This program significantly contributes to the higher level of expected results of the organization’s mandate in that it protects members of the organization in a real way in the event they become disabled as a result of carrying out the duties and activities associated with endeavouring to provide safe homes and safe communities for Canadians. This program provides financial assistance to members of the RCMP who die or suffer a permanent work related illness or injury leading to a loss of quality of life. The program's financial assistance extends to the members' survivors.
Strategic Outcome: Applicable to all strategic outcomes
Results Achieved: Eligible clients are appropriately compensated for the non-economic effects of a service related illness/injury and/or death
| Actual Spending 2006-07 |
Actual Spending 2007-08 |
Planned Spending 2008-09 |
Total Authorities 2008-09 |
Actual Spending 2008-09 |
Variance(s) | |
|---|---|---|---|---|---|---|
| Total Grants | 55.1 | 62.0 | 69.3 | 73.4 | 73.4 | -4.1 |
| Total Contributions | ||||||
| Total Other types of transfer payments | ||||||
| Total Program Activity(ies) | 55.1 | 62.0 | 69.3 | 73.4 | 73.4 | (4.1) |
Comment(s) on Variance(s):
Audit completed or planned: There are no planned evaluations.
Name of Transfer Payment Program: Firearms Funding Program for Opt-in Provinces and/or Territorial Governments - Aboriginal and/or Other Communities and Organizations
Start date: 1995-1996
End date: Ongoing
Description: Annual funding to participating provinces and/or territories for the reimbursement of costs incurred in the administration of the Firearms Program within their jurisdiction.
Strategic Outcome: Quality Firearms program and support - The risks to public safety from firearms in Canada and international communities are minimized.
Results Achieved: Reduced access to firearms for those who pose a threat to public safety. Useful information made available for policing and law enforcement purposes. Safe use and storage of firearms. Increased understanding and knowledge of program requirements by clients, community organizations and Canadians.
| Actual Spending 2006-07 |
Actual Spending 2007-08 |
Planned Spending 2008-09 |
Total Authorities 2008-09 |
Actual Spending 2008-09 |
Variance(s) | |
|---|---|---|---|---|---|---|
| Firearms Registration | ||||||
| Contributions | 0.2 | 0.2 | 1.3 | 0.3 | 0.2 | 1.1 |
| Firearms Licensing and Supporting Infrastructure | ||||||
| Contributions | 11.1 | 12.5 | 14.5 | 14.2 | 13.4 | 1.1 |
| Total Contributions | 11.3 | 12.7 | 15.8 | 14.5 | 13.6 | 2.2 |
Comment(s) on Variance(s):
Audit completed or planned: The RCMP has conducted a program evaluation. A report is expected to be published in 2009.
Table 6: Horizontal Initiatives
Name of Horizontal Initiative: Integrated Border Enforcement Teams (IBETs)
Name of Lead Department(s): Royal Canadian Mounted Police
Lead Department Program Activity: Federal International Operations
Total Allocation: Ongoing
Start Date of the Horizontal Initiative: May 2002
End Date of the Horizontal Initiative: N/A
Total Federal Funding Allocation (start to end date):
Description of the Horizontal Initiative (including funding agreement): Integrated Border Enforcement Teams (IBETs) are multi-agency law enforcement teams that emphasize a harmonized and integrated approach to Canadian and United States efforts for detecting, disrupting and interdicting threats to national security, organized crime and other criminality transiting the Canada/US border between the ports of entry. The IBET model encourages the involvement of local, provincial, state, federal and First Nations enforcement agencies, stakeholder agencies and related government departments. The core partner agencies of IBET are the RCMP, Canada Border Services Agency, US Customs and Border Protection, US Coast Guard and US Immigration and Customs Enforcement. There are 24 IBETs located within 15 regions across Canada.
Shared Outcome(s): There will be enhanced border security coverage between the ports of entry and improved international relationships along the shared border, as a result of the focus on improving information-sharing between Canadian and US law enforcement agencies and conducting intelligence-led investigations. Border-related investigations, based on intelligence from all IBET partners, will be more effective than random enforcement activity. Law enforcement interoperability will improve with the development of a technically successful communications system linking multiple agencies, facilitating joint operations while addressing health and safety concerns for law enforcement officers along the 49th parallel.
Governance Structure(s): International Joint Management Team (IJMT), International Coordination Team (ICT) and regional Joint Management Teams(JMT).
| Federal Partners | Federal Partner Program Activity (PA) | Names of Programs for Federal Partners | Total Allocation (from Start to End Date) | Planned Spending for 2008-09 |
Actual Spending for 2008-09 |
|---|---|---|---|---|---|
RCMP CBSA |
Enforcement Branch | (2002 to 2007) 125,000,000 |
26,529,111 | 26,388,243 | |
| Total | (Start to End Date)176,483,167 | 26,529,111 | 26,388,243 | ||
Results for 2008-2009: See shared outcomes (above). The IBET Program developed an Information Sharing Protocols Package, endorsed by all core partner agencies, that streamlines the information-sharing process while managing expectations. Information-sharing training is being implemented for the personnel of all five core IBET partners. This training will greatly enhance information-sharing between Canadian and US law enforcement agencies conducting intelligence-led investigations. Our JMTs continue to meet and conduct joint operations. An interoperability communication project has been completed, successfully linking multiple agencies, facilitating better coordination of joint operations, and addressing health and safety concerns for law enforcement officers on both sides of the border. The success of this pilot will be utilized in the planning to extend this capability along the Canada-US border.
Results to be achieved by non-federal partners (if applicable): The results and successes of all IBET initiatives are shared amongst all law enforcement partners involved at the local, regional, national and international levels, especially the five core partner agencies. The IBET Program contributes significantly to maintaining our border integrity and protecting the health and safety of our citizens.
Contact information: Superintendent Warren Coons, Director IBET
Name of Horizontal Initiative: Investments to Combat the Criminal Use of Firearms (ICCUF)
Name of Lead Department(s): Royal Canadian Mounted Police
Lead Department Program Activity: Canadian Firearms Program
Start Date of the Horizontal Initiative: May 2004
End Date of the Horizontal Initiative: Ongoing
Total Federal Funding Allocation (start to end date): $49.9 million over 5 years
Description of the Horizontal Initiative (including funding agreement): The overall aim of the ICCUF
is to improve the national collection, analysis and sharing of firearms-related intelligence and information. Funding
is distributed within the RCMP to the Canadian Firearms Program (CFP), Forensic Science and Identification Services
(FSIS), Criminal Intelligence (CI) and the Criminal Intelligence Service Canada (CISC). The initiative also provides
funds to Canada Border Services Agency (CBSA) and Public Safety Canada (PSC). The ICCUF directly supports Government’s
objective to tackle violent crime (especially firearms-related offences in relation to organized crime and street gangs),
as outlined in the 2008 Speech from the Throne.
Shared Outcome(s): Enhanced RCMP and CBSA capacity to gather, analyze and share criminal intelligence in order to improve individual investigations, and to increase knowledge of the extent and patterns of smuggling and trafficking of firearms used in crime. These will support the development of an intelligence-led national enforcement strategy.
Governance Structure(s): A Joint Management Team (JMT) coordinates ICCUF efforts. Partners will be heavily involved in JMT meetings. Public Safety Canada will maintain observer status, attending as required and participating in national data collection to the extent required by its research role.
| Federal Partners | Federal Partner Program Activity (PA) | Names of Programs for Federal Partners | Total Allocation (from Start to End Date) |
Planned Spending for 2009-10 |
Expected Results for 2008-09 |
|---|---|---|---|---|---|
PSC |
Policing and Law Enforcement | ICCUF | ongoing |
275K | |
RCMP |
Canadian Firearms Program | ICCUF | ongoing |
8.215M | The RCMP will reduce the impact of organized crime through effective enforcement, awareness and education, and expand collection and sharing of criminal intelligence and information. |
| Criminal Intelligence Directorate | 1.12M | ||||
CBSA |
ICCUF | ongoing |
1.33M | Valuable criminal intelligence shared in support of firearms crime investigations | |
| Total | (Start to End Date) ongoing | 10.94M | |||
Results to be achieved by non-federal partners (if applicable): N/A
Contact information:
C/Supt. Geoffrey Francis
Director, CFP/Firearm Investigation & Enforcement Services Directorate
RCMP Canadian Firearms Program
1450 Meyerside Drive, Suite 415
Mississauga, Ontario L5T 2N5
Office: 905-795-5205
Name of Horizontal Initiative: National Weapons Enforcement Support Teams (NWEST)
Name of Lead Department(s): Royal Canadian Mounted Police
Lead Department Program Activity: Canadian Firearms Program
Start Date of the Horizontal Initiative: May 2004
End Date of the Horizontal Initiative: Ongoing
Total Federal Funding Allocation (start to end date): $22.5 million over 5 years
Description of the Horizontal Initiative (including funding agreement): NWEST is a partnership with Canadian municipal and provincial police services. It supports law enforcement efforts to counter the illegal movement of firearms into and within Canada and their subsequent violent criminal use. NWEST plays an integral role in the fight against organized crime and terrorism in Canada. The RCMP provides funding for the secondment of police officers from partner police services as well as funds for vehicles and other support equipment; office space is provided by municipal and provincial police services in some areas.
Shared Outcome(s):
- direct investigative support to frontline policing
- tracing firearms of questionable origin
- assisting with the development and execution of search warrants
- analysis of crime guns
- training sessions to law enforcement agencies across Canada
Governance Structure(s): MOUs are entered into with other police services for the secondment of officers to the NWEST.
| Federal Partners | Federal Partner Program Activity (PA) | Names of Programs for Federal Partners | Total Allocation (from Start to End Date) | Planned Spending for 2009-10 |
Expected Results for 2009-10 |
|---|---|---|---|---|---|
RCMP |
Canadian Firearms Program | NWEST | Ongoing |
5M | The RCMP will focus on reducing the threat of terrorism within Canada and abroad; and will develop a unified Canadian law enforcement and security community approach to ensure that significant terrorist targets are disrupted. |
| Total | Ongoing | 5M | |||
Results to be achieved by non-federal partners (if applicable): Police services across the country collect intelligence and other information in support of firearms investigations.
Contact information:
C/Supt. Geoffrey Francis
Director, Firearm Investigation & Enforcement Services Directorate/
RCMP Canadian Firearms Program
1450 Meyerside Drive, Suite 415
Mississauga, Ontario L5T 2N5
Office: 905-795-5205
Table 7: Sustainable Development Strategy
Safe Homes Sustainable Communities (2007-2009)
Royal Canadian Mounted Police 4th Sustainable Development Strategy
SDS Departmental Goals:
| Sustainable Development Strategy – Departmental Goals: | Departmental Driver: |
|---|---|
1. Sustainable Communities – Healthier and Safer Communities |
The need for long-term health, wellness and security of communities |
2. Corporate Governance – Sustainable Development is a way of doing business for organizations of excellence |
The need for organizations to be responsible for their decisions & actions |
| 3. Environmental Stewardship – RCMP physical operations support long-term conservation, protection and restoration of our natural resource systems | The need to effectively conserve, protect and restore our natural resource systems |
| 4. All Federal SD Goals, including Greening Government Operations Goals have been addressed in RCMP 2007-08 targets and work plans, as indicated below | |
| RCMP SDS Target | Federal SD Goal, including GGO goals | Supporting Performance Measure from current SDS | RCMP Expected Results for 2008-09 Establish Baseline | RCMP Achieved Results for 2008-09 | RCMP 2007-08 Narrative |
|---|---|---|---|---|---|
| 1. Sustainable Communities | |||||
| 1A. Community Partnerships | Federal Goal V: Sustainable Communities | RCMP Volunteerism |
1.1.1 Effective partnerships with communities supporting sustainable development are increasing annually | Estimated 75,000 Volunteers in 2008-2009. Results: No Change |
Volunteerism rates remain healthy against 2007-2008 but accurate capture of data, including total volunteers, programs and hours of service, is currently unavailable. Volunteers give freely of their time to assist in Detachments, Community Police Offices and communities, helping to build better, stronger and safer communities. |
| 1B. Aboriginal Communities | Federal Goal V: Sustainable Communities | Degree of Aboriginal Perceptions Training among regular members | 1.1.2 Capacity to provide culturally sensitive police services is increasing annually | 8.5% of Regular Members have completed Aboriginal Perceptions Training (1667 of 19741). Results: Improving |
Total percentage of Regular Members with completed Aboriginal Perception training increased 2.5%. Cross-cultural, awareness and partnership programs are implemented nationwide to support the delivery of culturally appropriate policing services and stronger Aboriginal communities. |
| 1C. Youth | Federal Goal V: Sustainable Communities | RCMP members designated as Youth Officers | 1.1.3 Capacity to provide specialized policing services focused on Youth is increasing annually | 1202 designated Youth Officers, plus multiple non-designated members participating in Youth-related crime prevention programs. Results: Improving |
Total Designated Youth Officers increased slightly. A key objective of RCMP’s National Youth Strategy is working with young people to prevent crimes involving them either as victims or offenders. |
| 2. Corporate Governance | |||||
| 2A. Environmental Management Systems | Federal Goal VI: Governance for Sustainable Development | Availability and completeness of environmental information to help guide and support sound decisions† | 2.1.1 Management Systems to effectively address environmental regulatory obligations, government policy requirements and public expectations are in-place by 2010† | 29% of sustainable development programs requiring risk-based management strategies have complete, accessible information to help guide and support sound decisions. Results: No change |
Programs requiring risk-based management include Contaminated Sites; Potable Water Systems; Septic/Wastewater Systems; Hazardous Building Materials; Halocarbon-containing Systems, Fuel Storage Tanks (Reportable); and Fuel Storage Tanks (Non-reportable). Two have data requirements completed, with data collection underway for remaining programs. |
| 2B. Sustainable Business Practices | Federal Goal VI: Governance for Sustainable Development | Degree of integration with RCMP business planning† | 2.1.2 Integration of Sustainable Development Principles into RCMP Business Practices is increasing annually† | 13 Total Integrations: 9 at National level; 4 at Regional Level. Results: Improving |
The breadth of integration of Sustainable Development into RCMP process has remained
static, however the degree and depth of integration and alignment within engaged processes is increasing. |
| 2C. Green Procurement | Federal Goal VI: Governance for Sustainable Development and |
Materiel managers and procurement personnel with green procurement training | 2.1.3 Integration of Green Procurement into RCMP's way of doing business is increasing
annually |
49% of procurement personnel have completed Green Procurement Training (65 of 132). Results: Improving |
Total percentage of Procurement Personnel with completed Green Procurement training has increased from 29% to 49%. |
Degree of utilization of PWGSC Standing offer agreements (SOA) respecting Green
Procurement |
2.1.3 Integration of Green Procurement into RCMP's way of doing business is increasing
annually |
1803 call-ups against 165 Green-designated PWGSC SOA's and Supply Arrangements. Results: Improving |
Available Green-designated PWGSC SOA's and Supply Arrangements has increased from 107 to 165. In response, total RCMP call-ups against Green-designated SOA's and Supply Arrangements has increased from 168 to 1803 call-ups. | ||
Ethanol blended fuel purchased for RCMP fleet Total E10 fuel purchased (L); Total vehicle fuel purchased (L) |
2.1.3 Integration of Green Procurement into RCMP's way of doing business is increasing annually |
6.1% of all fuel purchased in 08-09 was E10 blended. 1,907,684 L of E10; Results: Improving |
Percentage of E10 blended fuel increased 4.1%. The RCMP supports approaches to reduce the emissions associated with Fleet, including the purchase of Flex Fuel (E85) vehicles and Hybrid-electric vehicles with improved fuel efficiency. | ||
| 2D. Capacity Building | Federal Goal VI: Governance for Sustainable Development | Sustainable Development oriented training courses developed and delivered to RCMP employees
|
2.1.4 Integration of sustainable development into training and development for RCMP employees is increasing annually | 22 sustainable development oriented courses developed and 26 delivered to 836 total participants. Results: Improving |
Annual participation in sustainable development oriented courses increased 57% from 533 participants to 836. Courses covered SD / environmental legislation, risk and process requirements, green building/energy efficiency opportunities. |
| Active participation in interdepartmental initiatives† | 2.1.5 Increased support and participation for interdepartmental initiatives and programs for sustainable development† | 36 active cross-departmental partnerships involving RCMP Sustainable Development interests. Results: Improving |
RCMP’s participation with interdepartmental projects increased 56% based on a total initiatives count. Collaborative projects across departments support strategic innovation, sharing of best practices and potential program efficiencies. | ||
| 2E. Communications | Federal Goal VI: Governance for Sustainable Development | Sustainable Development communications initiatives developed and delivered to RCMP employees† | 2.1.6 Communications for RCMP sustainable development program are improving† | 28 National and Regional SD communications initiatives developed and delivered. Results: Undeterminable |
Although the number of communications initiatives has increased, capacity to qualify the overall effectiveness of the communications program has not been developed therefore performance against expected results is indeterminable. |
| 3. Environmental Stewardship | |||||
3A. Green Building Design & Energy |
Federal SD Goal III: |
Buildings constructed with green considerations† |
3.1.1 Through awareness, education and policy integration, environmental and energy design ratings of RCMP portfolio are improving† |
91% of buildings constructed by RCMP in 2008-09 included green considerations or objectives (21 of 23). 21 out of 23 construction projects Results: Improving |
Total buildings constructed with green design considerations increased from 33% to 91%. The considerations captured do not meet the PWGSC proposed minimum green building design standards for custodial departments. Upon approval of the new design standards, existing targets for Green Building design will be rescinded and replaced accordingly. |
GHG emissions per annum |
3.1.2 GHG emissions per facility square metre is decreasing annually |
0.12 tonnes CO2 equivalent per gross square metre. Results: Undeterminable |
Green House Gas intensity (CO2 equivalent per gross facility square metre) decreased 20% from 0.15 to 0.12 tonnes CO2 per gross square metre. The change in total GHG emissions for the owned portfolio is indeterminable. Non-confidence and irregularities of energy consumption data assumes GHG emissions from owned buildings for FY 08/09 are equal to FY 04/05, the last year a detailed estimate was completed. |
||
3B. Contaminated Sites |
Federal SD Goals I & IV: |
Financial liability of RCMP portfolio within Treasury Board Federal Contaminated Sites Action Plan (FCSAP) |
3.1.3 Financial liability (as defined by TBS) of known contaminated sites and unknown risk of RCMP portfolio reduced annually |
Total confirmed/estimated liability associated with RCMP contaminated sites is $7,375,678. Results: Declining |
During the course of the 2008/2009 FY, $2,490,519 was expended on the assessment of
suspected and known sites. Consequently, as new information on the severity of the contamination on sites was
identified, liability estimates for some sites increased. This represents a substantial increase in departmental
liability, which offsets the reduction in liabilities achieved through the $951,906 spent on remediation activities. The RCMP Contaminated Sites Management Plan ensures that departmental resources are spent on priority areas in a transparent and accountable manner to all Canadians. |
| Sites with completed Step 1 and/or Step 2 assessments | 3.1.3 Financial liability (as defined by TBS) of known contaminated sites and unknown risk of RCMP portfolio reduced annually | 79% of RCMP properties (2,754 of 3450) have completed Step 1 and/or Step 2 Assessments, under the RCMP Contaminated Sites Management Plan. Results: Improving |
Percentage of sites with completed Step 1 and/or Step 2 assessments has increased from 66% to 79%. Additionally, 643 sites have Step 2 as their Highest Step completed of the total number of 1,115 contaminated sites under RCMP responsibility (58%) |
||
Degree of sites with completed storage tank inventories for reportable and non-reportable tanks * Sub-target 1: 100% Reportable tanks by 2007 |
3.1.3 Financial liability (as defined by TBS) of known contaminated sites and unknown risk of RCMP portfolio reduced annually |
Reportable Tanks: 100% (83 of 83) with completed inventories Non-reportable Tanks: 37% (479 of 1294) with completed inventories Results: Improving |
Inventories for reportable tanks remains at 100% with inventories for non-reportable tanks increasing from 23% to 37%. | ||
3C. Potable Water |
Federal SD Goal I: |
Potable water systems managed in accordance with RCMP standard operating procedures for Potable water systems |
3.1.4 Potable Water systems managed in accordance with RCMP policy is increasing |
92% of RCMP owned potable water well systems (182 of 198) are managed in accordance with non-standardized interim operating procedures. Results: Declining |
Total Percentage of RCMP owned potable water well systems managed in accordance with
RCMP policy decreased by 5%. The decline is attributed to an increased count of known wells following inventory reviews. Standards Operating Procedures are expected to be finalized in 2009-2010 and upgrades to systems will be implemented accordingly. |
3D. Hazardous Materials |
Federal SD Goal II: |
Management/ abatement plans in-place for buildings with confirmed hazardous materials |
3.1.5 Capacity to manage hazardous building materials and hazardous waste is increasing annually |
19% (106 of 549) of buildings with confirmed presence of hazardous building material (lead paint, asbestos, etc.) have active management or abatement plans in place, depending on risk level. Results: Improving |
Total Management / abatement plans in place for buildings with confirmed hazardous materials has increased from 10% to 19%. Hazardous building materials continues to be a management priority. |
Facilities with confirmed halocarbon inventories |
3.1.5 Capacity to manage hazardous building materials and hazardous waste is increasing annually |
36% of RCMP owned/leased buildings have completed halocarbon inventories (903 of 2,527). Results: Improving |
Total facilities with completed halocarbon inventories increased from 26% to 36%. | ||
3E. Fleet Management |
Federal SD Goals II & III: |
Ethanol blended fuel purchased for RCMP fleet Total E10 fuel purchased (L); Total vehicle fuel purchased (L) |
3.1.6 Operational strategies for mitigating environmental impacts of RCMP fleet improved by 2010 |
6.1% of all fuel purchased in 08-09 was E10 blended. 1,907,684 L of E10; Results: Improving |
Percentage of E10 blended fuel increased by4.1 %. The RCMP supports approaches to reduce the emissions associated with Fleet, including the purchase of Flex Fuel (E85) vehicles and Hybrid-electric vehicles with improved fuel efficiency. |
GHG emissions per vehicle kilometre. Total GHG emissions for RCMP fleet (CO2-eq); Total fleet kilometres (km) |
3.1.7 Reduce GHG emissions per vehicle kilometre from RMCP fleet by 2010 |
330 g carbon-dioxide equivalent Greenhouse Gas emissions, per vehicle kilometre travelled. 31,227,800 L fuel consumed, generating 75,000 tonnes of emissions; 228,095,444 km travelled in 2008-2009 Results: Improving |
On-Road Green House Gas intensity has decreased by 7.1%. Total fuel consumption has increased as well as total kilometres driven. The decline in intensity may be attributed to fleet refreshment with more fuel efficient vehicles, behaviour response to anti-idling campaigns, increased use of cleaner fuels or other similar programs. Despite improved GHG intensities per vehicle kilometre travelled, Total GHG emissions for the entire fleet increased by 1%. |
||
3F. Policing Operations |
Federal SD Goal IV: |
Degree of response to operational calls for service† |
3.2.1 Capacity for providing ongoing support to operations to integrate environmental considerations into policing initiatives is improving |
100% of operational requests for service from SD/Environmental staff led to implementation of follow-up projects or programs. Results: Improving |
RCMP Sustainable Development Office continuing to response to all service calls. There is currently no measure for effectiveness, timeliness or Client relevant to service requests. |
| †relevance of target will be re-assessed for future performance reporting | |||||
Table 8: Green Procurement
Meeting Policy Requirements
Has the department incorporated environmental performance considerations in its procurement decision-making processes?
| Yes |
Summary of initiatives to incorporate environmental performance considerations in procurement decision-making processes:
Establishment of an RCMP Green Procurement Working Group whose mandate will include developing green procurement strategies, the development and implementation of National Green Procurement guidelines, providing advice, help in setting targets, and monitoring and reporting. This working group will be essential in coordinating and advancing green procurement in the RCMP.
Training (using the online Green Procurement course) of RCMP procurement and materiel management staff. This training
will provide the working level with the necessary understanding of the basic concepts of green procurement in the federal
government environment.
Results achieved:
The RCMP Green Procurement Working Group was formed in February 2009 and held its first meeting that month. It is comprised of procurement officers from across the country and led by the Director, HQ Procurement and Contracting.
Most (75%) of the procurement officers and some of the materiel managers have completed the online Green Procurement
training course.
Contributions to facilitate government-wide implementation of green procurement:
Participation on the Green Procurement Forum
Participation on the SAP Core Working Group which is developing a solution to better capture and record green procurement
activity for those departments using SAP as their FIS.
Green Procurement Targets
Has the department established green procurement targets?
| Yes |
Are these green procurement targets the same as those identified in your Sustainable Development Strategy?
| Yes |
Summary of green procurement targets:
Completion of CSPS online Green Procurement Course by 100% of material managers and procurement personnel by March 31, 2009. This training will provide the working level with the necessary understanding of the basic concepts of green procurement in the federal government environment.
Increasing the degree of utilization of PWGSC Standing offer agreements (SOA) respecting Green Procurement, using an already assessed “green” procurement tool.
Increasing the purchase of alternative fuels and widening the use of hybrid vehicles in the RCMP fleet in order to reduce the RCMP's overall emission of greenhouse gases.
Increasing compliance and effective use of the corporate tracking system for green procurement activities in order to gain a better measure of green procurement activities.
Results achieved:
65 of 132 materiel managers and procurement personnel completed the CSPS online Green Procurement course.
The RCMP processed 1803 Call-ups against PWGSC standing offers respecting green procurement, an increase of 1,696 over the previous year.
6% of all fuel purchased in 2008-2009 was E10 blended, as compared to only 2% the previous year.
Inclusion of a mandatory reporting screen in the RCMP’s materiel management system (TEAM) to identify green procurement
files.
Table 9: Response to Parliamentary Committees and External Audits
| Office of the Auditor General of Canada |
|---|
National Security: Intelligence and Information Sharing The objective of this audit was to determine whether the government has made satisfactory progress in implementing the recommendation from the section "Independent reviews of security and intelligence agencies", in our November 2003 Report, Chapter 10, Other Audit Observations, and selected recommendations from the March 2004 Report, Chapter 3, National Security in Canada – The 2001 Anti-Terrorism Initiative. The scope for this follow-up audit was to determine if satisfactory progress has been made concerning our 2003
and 2004 recommendations in the period from March 2004 to September 2008. http://www.oag-bvg.gc.ca/internet/English/parl_oag_200903_01_e_32288.html Public Service Commission of Canada Government-wide audit of executive (EX) appointments The objective of the audit was to determine whether appointments and appointment processes to and within the Executive Group complied with the PSEA, other governing authorities and policies, the instrument of delegation signed with the PSC and the appointment values, which form the foundation of the policies and the delegation. For more information, please visit: http://www.psc-cfp.gc.ca/adt-vrf/rprt/2008/rcmp-grc/index-eng.htm Audit of the Royal Canadian Mounted Police – appointments under the Public Service Employment Act The objective of the audit was to determine the extent to which public service appointments and appointment processes made by the RCMP under the PSEA comply with the Act, other governing authorities and policies, and the instruments of delegation signed with the Public Service Commission (PSC). The audit also sought to determine whether the RCMP has an appropriate management framework, systems and practices in place to manage its staffing. For more information, please visit: http://www.psc-cfp.gc.ca/adt-vrf/rprt/2008/rcmp-grc/index-eng.htm Follow up audit of the Commission for Public Complaints Against the RCMP The objectives of this follow-up audit were to determine whether the CPC had responded adequately to our recommendations from the October 2005 PSC audit report and to determine whether the CPC had met the essential elements identified by the PSC to support the implementation of the current Public Service Employment Act (PSEA), which came into force on December 31, 2005. For more information, please visit: http://www.psc-cfp.gc.ca/adt-vrf/rprt/2008/rcmp2-grc2/index-eng.htm |
Table 10: Internal Audits and Evaluations
Table 10a: Internal Audits (current reporting period April 1, 2008 to March 31, 2009)
| Name of Internal Audit | Audit Type | Status | Completion Date | Electronic Link to Report |
|---|---|---|---|---|
| Canadian Air Carrier Protection Program | Operational – |
Completed | February 2009 | Note 2 |
| Staff Relations Representative Program | Operational – Assurance Engagement |
In Progress | May 2009 | N/A |
| Real Time Identification (RTID) | IT Project – Assurance Engagement |
In Progress | June 2009 | N/A |
| National Recruiting Program | Operational – Assurance Engagement |
In Progress | June 2009 | N/A |
| Directed Audit of the Sensitive Expenditures | Operational – Assurance Engagement |
Planning | June 2010 | N/A |
| Canada Firearm Centre – Management Control Framework | Operational – Assurance Engagement |
In Progress | September 2009 | N/A |
| Protection of Information MOU between the RCMP and CRA | Operational – Assurance Engagement |
Completed | March 2009 | Note 3 & Note 1 |
| International Peace Operations | Operational – Assurance Engagement |
In Progress | September 2009 | N/A |
| Capital Assets | Operational – Assurance Engagement |
In Progress | December 2009 | N/A |
| Communications | Operational – Assurance Engagement |
In Progress | September 2009 | N/A |
| Operational Communications Centres Audit | Operational – Assurance Engagement |
Completed | June 2008 | Note 1 |
| CACPP 2007-2008 | Operational – Assurance Engagement |
Completed | June 2008 | Note 2 |
| PPFA Pension Plan Financial Attest | Financial Assurance Engagement | Completed | June 2008 | Note 1 |
Note 1: All RCMP Internal Audit Committee Approved Reports can be retrieved through the following link: http://www.rcmp.ca/corpman/audit_e.htm
Note 2: This report is classified and does not appear on the RCMP public website.
Note 3: This report is pending translation and still to be vetted. It will be available on the RCMP website in the near future.
Note: approved reports are those that have been approved by the Departmental Audit and Evaluation Committee.
Table 10b: Evaluations (2008-2009)
| Name of Evaluation | Program Activity | Evaluation Type | Status | Completion Date | Electronic Link to Report |
|---|---|---|---|---|---|
| Full Potential Program | Summative | Completed | June 12, 2008 | None | |
| Integrated National Security Enforcement Teams | SA 1.1.5 | Summative | Completed | June 12, 2008 | None |
| National Security Source Development Units | SA 1.1.5 | Summative | Completed | June 12, 2008 | None |
| Shiprider 2007 | SSA 1.1.3.4 | Summative | Completed | October 15, 2008 | None |
| RCMP Reserve Program | Summative | Completed | October 15, 2008 | None | |
| War Crimes Program | PA 1.1 | Summative | Completed | March 3, 2009 | None |
| Canadian Firearms Program | PA 5.1/ 5.2 | Strategic | Ongoing | June 2009 | N/A |
| Critical Infrastructure Program | SA 3.2.4 | Summative | Ongoing | June 2009 | N/A |
| First Nations Organized Crime Initiative | SA 1.1.2 | Summative | Ongoing | June 2009 | N/A |
| Customs and Excise | SSA 1.1.3.3 | Summative | Ongoing | June 2009 | N/A |
| Vancouver 2010 Olympics | SA 1.2.2 | Formative | Ongoing | October 2009 | N/A |
| Marine Security Enforcement Teams | SSA 1.1.3.5 | Summative | Ongoing | October 2009 | N/A |
| Community Safety Officer Pilot | SA 2.1.5 | Summative | Ongoing | March 2010 | N/A |
| Community Program Officer Pilot | SA 2.1.5 | Summative | Ongoing | March 2010 | N/A |
| Field Coaching Program | Summative | Ongoing | March 2010 | N/A | |
| Integrated Market Enforcement Teams | SA 1.1.1.4 | Summative | Ongoing | March 2010 | N/A |
| Integrated Proceeds of Crime | SA 1.1.1.2 | Summative | Ongoing | March 2010 | N/A |