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Minister's Message

The Honourable Vic Toews, P.C., Q.C., M.P.As Canada’s Minister of Public Safety, I am pleased to present to Parliament the Departmental Performance Report for the Royal Canadian Mounted Police (RCMP) for the period ending March 31, 2010.

A major commitment of the Government of Canada is to crack down on crime and ensure the safety and security of our neighbourhoods and communities. Over the past year, the RCMP continued to provide Canadians with high quality and responsive policing services that reflect the ever-changing scope, nature and impact of crime and terrorism.

This year, our national police force was instrumental in conducting many significant operational initiatives in support of sustaining a safe and secure Canada. Notable among them was one of the largest seizures of heroin in Canadian history, which took place in July 2009. In addition, the RCMP pursued two successful prosecutions under the Anti-Terrorism Act, a historic outcome from Canada’s Crimes Against Humanity and War Crimes Program. As well, the RCMP successfully launched its national Synthetic Drug Strategy, which is receiving international recognition.

This is by no means an exhaustive account of the RCMP’s successes. This report illustrates how the RCMP is using integrated, intelligence-led policing to deliver on its strategic priorities of reducing the threat and impact of organized crime and terrorism, preventing and reducing youth involvement in crime, contributing to safer and healthier Aboriginal communities, and contributing to Canada’s economic integrity.

The RCMP has also continued its transformation efforts to make positive changes aimed at establishing and maintaining the kind of organization Canadians expect and deserve in their national police force. Following the report from the Task Force on Governance and Cultural Change in the RCMP in late 2007, the RCMP has been engaged in a renewal process that is improving workplace efficiency and service delivery to Canadians. As the RCMP remains focused on its vision of becoming an adaptive, accountable, trusted organization of fully engaged employees demonstrating outstanding leadership, and providing world-class police services, it will continue to build upon the considerable accomplishments described in this report.

Our Government remains committed to supporting the RCMP in meeting its commitments and in supporting its employees across Canada. On behalf of the Government of Canada, I salute all RCMP employees for their commitment to serving Canadians through devotion, selflessness and personal sacrifice.

 

The Honourable Vic Toews, P.C., Q.C., M.P.
Minister of Public Safety



Section I – Departmental Overview

Raison d’être

Originating as the North West Mounted Police (NWMP) in 1873, the Royal Canadian Mounted Police (RCMP) was formally created upon merging with the Dominion Police in 1919. Building on its strong legacy of service to Canadians, the RCMP has grown to an organization of some 30,000 employees, delivering leading edge police services across the country and around the globe.

The RCMP is arguably the most complex policing service in the world, charged with a mandate covering municipal, provincial and international responsibilities. Its members must respond to the scope, nature and impact of crime, and demonstrate the ability to adapt to an ever-changing law enforcement environment. Meeting these and other related challenges requires a continual assessment and adjustment of strategies, and a responsive and adaptable governance and management approach. As such, the RCMP is committed to being a progressive organization that promotes the safety and security of communities through the delivery of world-class police services.

Responsibilities

The RCMP mandate, as outlined in Section 18 of the Royal Canadian Mounted Police Act, is multi-faceted. It includes preventing and investigating crime, maintaining peace and order, enforcing laws, contributing to national security, safeguarding state officials, visiting dignitaries and foreign missions, providing vital operational support services to other police and law enforcement agencies within Canada and abroad and serving in peacekeeping missions around the world.

As Canada’s national police force, the RCMP provides critical support to the Government of Canada’s commitment to ensuring the safety and security of Canadians. By tackling crime at the municipal, provincial/territorial, federal and international levels, the RCMP provides integrated approaches to safety and security issues, and a consistent federal role and presence from coast to coast to coast. The RCMP enforces federal laws across the country, and provincial/territorial laws in all provinces (except Ontario and Quebec), Nunavut, Yukon, and the Northwest Territories, as well as nearly 200 municipalities under the terms of policing agreements with those jurisdictions.

Strategic Outcomes and Program Activity Architecture (PAA)

The RCMP contributes to the overall goal of a safe and secure Canada through its strategic outcomes of Quality Federal Policing, Quality Contract Policing, Quality Policing Support Services and Minimized Risk of Firearms.

Royal Canadian Mounted Police's Program Activity Architecture

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Summary of Performance


2009-2010 Financial Resources ($ millions)
  Planned Spending Total Authorities Actual Spending
Total Spending 4,417 5,178 4,819
Total Spending Net of Respendable Revenues 2,854 3,583 3,312


2009-2010 Human Resources (FTEs)
Planned Actual Difference
29,400 28,788 -612


Strategic Outcome: Quality Federal Policing
Performance Indicators Targets 2009-2010 Performance 1
Number of National Enforcement Priority organized crime groups disrupted 3 Not met: 1
Number of violent national security-related incidents to Canada 0 Met all
Number of incidents that compromised the safety of our protectees and the security of Canadian interests 0 Met all

Strategic Outcome: Quality Contract Policing
Performance Indicators Targets 2009-2010 Performance 1
Percentage of Canadians who agree the RCMP plays a valuable role in contributing to safer and healthier Aboriginal communities 80% Mostly met: 69%
Percentage of Canadians who agree the RCMP plays a valuable role in preventing and reducing youth involvement in crime as victims and offenders 84% Mostly Met: 74%
Percentage of partners satisfied that the RCMP provides appropriate protocols to ensure an integrated and rapid response in evolving situations 75% Exceeded: 78%

Strategic Outcome: Quality Policing Support Services
Performance Indicators Targets 2009-2010 Performance 1
Percentage of partners and stakeholders satisfied with the operational support provided by Policing Support Services 75% Partners – Exceeded: 83%
Stakeholders – Mostly Met: 68%
Percentage of partners and stakeholders satisfied with partner relationship 75% Partners – Exceeded: 85%
Stakeholders – Mostly Met: 68%
Percentage of partners and stakeholders knowledgeable about the scope of operational support provided by Policing Support Services 75% Partners – Exceeded: 89%
Stakeholders – Mostly Met: 66%

Strategic Outcome: Minimized Risks to Public Safety from Firearms
Performance Indicators Targets 2009-2010 Performance 1
Number of licensees who have had their licences revoked for court order prohibitions and other public safety reasons and are still in possession of their firearms No individuals subject to prohibition orders or licence revocations retains possession or acquisition privileges Met all 2
Number of queries to the firearms database by front-line police (Canadian Firearms Registry Online (CFRO)) 10% increase in Canadian Firearms Registry Online queries from previous year Exceeded: 19% 3
Affidavits produced in support of firearms crime prosecutions 100% of requests Met all 4


($ millions)
Program Activity 2008-2009
Actual
Spending
2009-2010 5 Alignment to Government of Canada Outcomes
Main
Estimates
Planned
Spending
Total
Authorities
Actual
Spending
Federal and International Operations 777.5 645.7 673.2 701.9 643.0

Primary alignment:

Social Affairs –
A safe and secure Canada

Secondary contributions:

International Affairs –
A safe and secure world through international cooperation

International Affairs –
A strong and mutually beneficial North American partnership

International Affairs –
A prosperous Canada through global commerce

Economic Affairs – A fair and secure marketplace

Economic Affairs – Income security and employment for Canadians

Social Affairs –
A vibrant Canadian culture and heritage

Protective Policing Services 213.2 178.7 308.8 750.1 611.6
Community, Contract and Aboriginal Policing 1,120.2 563.3 564.4 745.3 679.4
Criminal Intelligence Operations 77.4 55.8 56.0 58.2 56.6
Technical Policing Operations 249.7 178.2 187.6 183.9 192.3
Policing Support Services 114.4 59.8 60.0 61.3 99.4
National Police Services 183.1 106.5 122.4 132.7 135.9
Canadian Firearms Centre 65.8 84.5 78.3 85.8 58.1
Internal Services 0.0 671.4 700.1 757.5 732.7
Payments applicable to all activities 94.3 103.3 103.3 106.6 103.0
Total 2,895.6 2,647.2 2,854.1 3,583.3 3,312.0

Contribution of Priorities to Strategic Outcomes

Strategic Priorities Type Status 6 Linkages to Strategic Outcomes
Aboriginal Communities Previously committed to

Status: Mostly met

Key performance indicators:

Percentage of respondents who agree that the RCMP is contributing to or fulfilling its strategic priority of safer and healthier Aboriginal communities.

Aboriginal Canadians target: 80%

Achieved: 74%

Aboriginal community leaders target: 80%

Achieved: 57%

Percentage of Aboriginal leaders who agree that overall the RCMP provides high quality service.

Target: 80%

Achieved: 65%

Quality Contract Policing

Quality Federal Policing

Quality Policing Support Services

Minimized Risk of Firearms

Economic Integrity Previously committed to

Status: Mostly met

Key performance indicators:

Percentage of Canadians who agree that the RCMP plays a valuable role in reducing the impact of economic crime.

Target: 84%

Achieved: 76%

Position of Canada on the Corruption Perceptions Index (CPI).

Target: in top 10

Achieved: number 8

Quality Contract Policing

Quality Federal Policing

Organized Crime Previously committed to

Status: Somewhat met

Key performance indicators:

Percentage of respondents who agree that the RCMP is a valuable partner or plays a valuable role in reducing the threat and impact of organized crime.

Stakeholders target: 92%

Achieved: 66%

Police partners target: 90%

Achieved: 79%

Canadians target: 92%

Achieved: 76%

Number of National Enforcement Priority (NEP) organized crime groups disrupted.

Target: 3

Achieved: 1

Quality Contract Policing

Quality Federal Policing

Quality Policing Support Services

Terrorism Previously committed to

Status: Mostly met

Key performance indicators:

Percentage of Canadians who are of the view that the RCMP makes a valuable contribution to reducing the threat of terrorist criminal activity in Canada and abroad.

Target: 84%

Achieved: 84%

Number of disruptions, through law enforcement actions, to the ability of group(s) and/or individual(s) to carry out terrorist criminal activity, or other criminal activity that may pose a threat to national security in Canada or abroad.

Target: 6

Achieved: 5

Quality Contract Policing

Quality Federal Policing

Quality Policing Support Services

Youth Previously committed to

Status: Somewhat met

Key performance indicators:

Percentage of respondents (police partners and stakeholders) who agree that the RCMP is a valuable partner in preventing and reducing youth involvement in crime as victims and offenders.

Police partners target: 93%

Achieved: 50% 7

Stakeholders target: 93%

Achieved: 66% 7

Percentage of contract clients who feel that the RCMP is fulfilling its strategic priority of preventing youth involvement in crime as victims and offenders.

Target: 67%

Achieved: 58%

Quality Contract Policing

Quality Federal Policing

Quality Policing Support Services


Operational Priorities Type Status 8 Linkages to Strategic Outcomes
Prevention and Education Ongoing

Status: Mostly met

Key performance indicators:

Implementation of youth engagement training.

Target: Successful implementation and positive feedback

Achieved: The training surpassed expectations and resulted in several youth-led crime prevention initiatives being implemented.

Percentage of sites using police screening tool for youth at risk of offending.

Target: 100% of pilot sites

Achieved: Implementation in 75% of pilot sites identified 9.

Quality Contract Policing

Quality Federal Policing

Quality Policing Support Services

Minimized Risk of Firearms

Intelligence Ongoing

Status: Somewhat met

Key Performance Indicators:

Percentage of law enforcement partners who agree that the Criminal Intelligence Program provides value.

Target: 90%

Achieved: 71%

Percentage of identified functionality requirements delivered for records management system.

Target: 60%

Achieved: 0 10

Quality Policing Support Services

Quality Federal Policing

Quality Contract Policing

Investigation Ongoing

Status: Exceeded

Key Performance Indicators:

Number of voluntary information reports 11 submitted to Financial Transactions and Reports Analysis Centre of Canada (FINTRAC).

Target: 5

Achieved: 32

The number of disclosures received from FINTRAC for further investigation 12.

Target: 5

Achieved: 49

Number of threat assessment 13 products produced in partnership with clients for the Olympics, G8/G20 and the North American Leader Summits.

Target: 10

Achieved: 33

Quality Contract Policing

Quality Federal Policing

Quality Policing Support Services

Enforcement Ongoing

Status: Not met

Key Performance Indicators:

Number of recommendations for criminal charges related to national security 14.

Target: 5

Achieved: 2

Number of terrorist criminal financing seizures (RCMP seizure of property and finances) 15.

Target: no target set in 2009-2010

Achieved: 2

Number of responses to foreign agency requests 16.

Target: no target set in 2009-2010

Achieved: 247

Quality Contract Policing

Quality Federal Policing

Minimized Risk of Firearms

Protection Ongoing

Status: Met all

Key performance indicator:

Number of security incidents that threaten the safety of RCMP protectees.

Target: 0

Achieved: 0

Internal Services

Quality Federal Policing

Quality Contract Policing

Quality Policing Support Services

Minimized Risk of Firearms


Management Priorities Type Status 17 Linkages to Strategic Outcomes
Human resources renewal Previously committed to

Status: Mostly met

Key performance indicators:

Number of cadets enrolled at Depot.

Target: 1,000

Achieved: 1,022

Number of cadets graduating from Depot.

Target: 1,350

Achieved 1,325

Number of Regular Member applicants writing the RCMP Police Aptitude entrance exam.

Target: 16,000

Achieved: 15,025

Number of hits to recruiting website.

Target: 1,444,560

Achieved: 1,459,151

Internal Services

Quality Federal Policing

Quality Contract Policing

Quality Policing Support Services

Minimized Risk of Firearms

Performance management Previously committed to

Status: Met all

Key Performance Indicators:

Use of Balanced Scorecards for planning and performance management at senior levels.

Target: 100%

Achieved: 100%

Use of Annual Performance Plans for planning and performance management at unit and detachment levels.

Target: 100% of detachments contributing to plans

Achieved: 100%

Updated frameworks for planning and performance management within the RCMP.

Target: 3

Achieved: 3

Internal Services

Quality Federal Policing

Quality Contract Policing

Quality Policing Support Services

Minimized Risk of Firearms

Stewardship Previously committed to

Status: Met all

Key performance indicator:

RCMP operates within its total approved appropriations.

Target: 100%

Achieved: 100%

Internal Services

Quality Federal Policing

Quality Contract Policing

Quality Policing Support Services

Minimized Risk of Firearms

Risk Analysis

A Corporate Risk Profile helps establish a direction for managing corporate risks. It is influenced by and linked to the organization’s operating environment and state of readiness. When developing the RCMP Corporate Risk Profile, risk information from both the corporate and operational levels was analysed to understand the key characteristics and broad range of internal and external risks facing the organization. The relationship between the Corporate Risk Profile and the organization’s commitment to the performance management discipline plays a significant role in the RCMP’s strategic planning process.

The 2009-2010 Corporate Risk Profile took into account the organization’s entire operating environment including information gleaned from the 2007 Environmental Scan, 2008 client and employee surveys, legislative requirements, various inquiries and reports, the Report from the Office of the Auditor General, feedback from the Horizontal Audits performed by the Office of the Controller General and the Office of the Auditor General, information from the Strategic Priority Working Groups, Communications, and risk information identified by Divisions through their 2009-2010 Business Plans.

The current RCMP Environmental Scan was completed in 2007. It is a synthesis of relevant open-source domestic and international information focussing on issues of importance to policing. It revealed the following general cross-cutting trends:

  • the technological revolution is fundamentally altering law enforcement and criminal activity;
  • migration continues unabated, but is not without challenges;
  • the environment and climate change continue to be a concern for the international community;
  • western countries are threatened by home-grown terrorism;
  • enhancing security of critical infrastructure is a growing priority;
  • the Canadian population is getting older;
  • significant disparities between Aboriginal and
  • non-Aboriginal populations persist;
  • Alberta’s economic boom is driving national economics, but is not without problems;
  • government remains focussed on accountability and expenditure review processes; and
  • minority governments are likely to be a reality for the foreseeable future.

Assessment and ranking of key risk information from the Business Plans was based on the corporate objectives and the organization’s capacity to manage risk and its risk tolerance. New to the risk analysis this year was the introduction of a methodology and rating template to assess the quality of the risk information. The initial results of the risk assessment exercise identified 155 risks. These were then grouped into nine risk trends requiring attention from senior executives and integration into strategic planning activities. The Senior Executive Committee Integrated Risk Management Sub-committee members identified three additional trends for a total of 12 corporate risk trends (listed below). These risks were then plotted onto the corporate risk map based on their likelihood and impact: 18

  • economic growth;
  • supporting major events;
  • communication to the public;
  • managing partnerships;
  • legislated and regulatory issues;
  • alignment of planning activities;
  • unique community issues;
  • balancing expectations;
  • loss of corporate knowledge and experience;
  • recruiting and succession planning;
  • completing the negotiation of 2012 contract policing agreement with sufficient funding levels to secure sustainability of service; and
  • governance and oversight.

The elements of the Corporate Risk Profile are evergreen and the process is dynamic in order to react to major changes in the environment (e.g., the September 11, 2001 attacks). Key corporate risks were validated by Senior Executives, and the Corporate Risk Profile was linked in a meaningful way to corporate priority setting and resource allocation exercises.

Expenditure Profile 19

RCMP spending for 2009-2010 increased by $416 million.

Spending increases are primarily related to the planning and operations for policing and security of 2010 Olympic and Paralympic Winter Games. Other spending increases were incurred as a result of: planning and other pre-event costs related to security for the G8 and G20 Summits taking place in June of 2010; additional resources required by contract policing partners to provide policing services to provinces, territories, municipalities and First Nations communities; increases resulting from the new Operational Response Allowance Policy; and Service Pay improvements implemented in the current fiscal year in response to the recommendations of the Task Force on Governance and Cultural Change in the RCMP.

In 2009-2010, the RCMP spent $9.4M on Canada’s Economic Action Plan Initiatives. The amount is too small to be reflected separately in the graph in relation to total RCMP actuals. The funding was used to accelerate assessment and remediation of contaminated sites under the Federal Contaminated Sites Action Plan (FSCAP), and for investments to modernize RCMP forensic labs.

Expenditure Profile - Spending Trend Graph

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Voted and Statutory Items
($ millions)
Vote # or Statutory Item (S) Truncated Vote or Statutory Wording 2007-2008
Actual
Spending
2008-2009
Actual
Spending
2009-2010
Main
Estimates
2009-2010
Actual
Spending 20
50 Operating expenditures 1,769.9 2,101.7 1,814.6 2,523.4
55 Capital expenditures 233.7 289.2 316.5 252.2
60 Grants and Contributions 77.5 89.6 97.1 99.4
(S) Pensions and other employee benefits – Members of the Force 283.2 311.0 344.1 329.7
(S) Contributions to employee benefit plans 63.3 73.4 51.9 84.0
(S) Pensions under the Royal Canadian Mounted Police Pension Continuation Act 19.6 18.9 23.0 17.9
Total 2,447.2 2,883.8 2,647.2 3,306.6