ARCHIVED - Royal Canadian Mounted Police - Supplementary Tables

User Fee: Business Licences

Fee Type: Regulatory

Fee-setting Authority: Firearms Fees Regulations

Date Last Modified: April 10, 2005

Performance Standards: Section C – Other information See note (2)

Performance Results: Section C – Other information See note (3)

($ millions)

2009-2010			Planning Years
Forecast Revenue	Actual Revenue	Full Cost	Fiscal Year	Forecast Revenue	Estimated Full Cost
0.0	0.0	Section C Other information See note (1)	2010-2011	0.2	Section C Other information See note (1)
			2011-2012	0.3
			2012-2013	0.2

User Fee: Individual Licences

Fee Type: Regulatory

Fee-setting Authority: Firearms Fees Regulations

Date Last Modified: December 1, 1988

Performance Standards: 45 days

Performance Results: 97% of properly completed individual licence applications were completed within 45 days

($ millions)

2009-2010			Planning Years
Forecast Revenue	Actual Revenue	Full Cost	Fiscal Year	Forecast Revenue	Estimated Full Cost
5.0	5.5	Section C Other information See note (1)	2010-2011	8.9	Section C Other information See note (1)
			2011-2012	13.1
			2012-2013	17.9

User Fee: Registration Certificates

Fee Type: Regulatory

Fee-setting Authority: Firearms Fees Regulations

Date Last Modified: Registration fees repealed as of May 20, 2004

Performance Standards: 30 days

Performance Results: 98% of properly completed registration applications were completed within 30 days

($ millions)

2009-2010			Planning Years
Forecast Revenue	Actual Revenue	Full Cost	Fiscal Year	Forecast Revenue	Estimated Full Cost
0.0	0.0	Section C Other information See note (1)	2010-2011	0.0	Section C Other information See note (1)
			2011-2012	0.0
			2012-2013	0.0

User Fee: Authorizations

Fee Type: Regulatory

Fee-setting Authority: Firearms Fees Regulations

Date Last Modified: December 1, 1998

Performance Standards: Section C – Other information See note (2)

Performance Results: Section C – Other information See note (3)

($ millions)

2009-2010			Planning Years
Forecast Revenue	Actual Revenue	Full Cost	Fiscal Year	Forecast Revenue	Estimated Full Cost
0.3	0.3	Section C Other information See note (1)	2010-2011	0.3	Section C Other information See note (1)
			2011-2012	0.3
			2012-2013	0.1

User Fee: Non-resident permits

Fee Type: Regulatory

Fee-setting Authority: Firearms Fees Regulations

Date Last Modified: April 10, 2005

Performance Standards: Section C – Other information See note (2)

Performance Results: Section C – Other information See note (3)

($ millions)

2009-2010			Planning Years
Forecast Revenue	Actual Revenue	Full Cost	Fiscal Year	Forecast Revenue	Estimated Full Cost
1.9	1.5	Section C Other information See note (1)	2010-2011	1.9	Section C Other information See note (1)
			2011-2012	1.9
			2012-2013	1.9

User Fee: Services for replacement of documents

Fee Type: Regulatory

Fee-setting Authority: Firearms Fees Regulations

Date Last Modified: April 10, 2005

Performance Standards: Section C – Other information See note (2)

Performance Results: Section C – Other information See note (3)

($ millions)

2009-2010			Planning Years
Forecast Revenue	Actual Revenue	Full Cost	Fiscal Year	Forecast Revenue	Estimated Full Cost
0.1	0.1	Section C Other information See note (1)	2010-2011	0.1	Section C Other information See note (1)
			2011-2012	0.1
			2012-2013	0.1

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

Performance Standards: Framework developed by TBS.
See: http://www.tbs-sct.gc.ca/gos-sog/atip-aiprp/in-ai/in-ai2006/2006-06_e.asp

Performance Results: 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

($ millions)

2009-2010			Planning Years
Forecast Revenue	Actual Revenue	Full Cost	Fiscal Year	Forecast Revenue	Estimated Full Cost
0.0	0.0	0.2	2010-2011	0.0	0.2
			2011-2012	0.0	0.2
			2012-2013	0.0	0.2

User Fee: RCMP - Access to Information and Privacy Branch

Fee Type: Regulatory

Fee-setting Authority: Access to Information Act and Regulations

Date Last Modified: 1982

Performance Standards: Government institution must respond to all formal Access to Information Act requests within the legislated time frame as defined under the Act.

Performance Results: Last fiscal year, the RCMP processed 87.6% of all Access to Information Act requests received within the legislated time frame.

($ thousands)

2009-2010			Planning Years
Forecast Revenue	Actual Revenue	Full Cost	Fiscal Year	Forecast Revenue	Estimated Full Cost
5	9.9	4,331	2010-2011	10	5,000
			2011-2012	10	5,000
			2012-2013	10	5,000

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.

Program Activity: Statutory Payment
($ millions)

	Actual Spending 2007-2008	Actual Spending 2008-2009	Planned Spending 2009-2010	Total Authorities 2009-2010	Actual Spending 2009-10	Variances
Total Grants
Total Contributions
Total Other types of transfer payments	19.6	18.9	23.0	17.9	17.9	5.1
Total Program Activities	19.6	18.9	23.0	17.9	17.9	5.1

Comment(s) on Variance(s): The pension payments will decrease with the diminishing number of pensioners receiving this pension. All new members are under the RCMP Superannuation Act.

Audit completed or planned: Funding requirements for this program were reviewed as part of the comprehensive strategic review conducted by the RCMP in 2008. Resulting adjustments to the planned spending will be reflected in future estimates.

Evaluation completed or planned:

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 endeavoring 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.

Program Activity: Applicable to all program activities
($ millions)

	Actual Spending 2007-2008	Actual Spending 2008-2009	Planned Spending 2009-2010	Total Authorities 2009-2010	Actual Spending 2009-2010	Variances
Total Grants	62.0	73.4	77.7	86.1	83.0	-5.3
Total Contributions
Total Other types of transfer payments
Total Program Activities	62.0	73.4	77.7	86.1	83.0	-5.3

Comment(s) on Variance(s): A 7.8% increase in the number of payments to recipients resulted in actuals exceeding planned spending.

Audit completed or planned:

Evaluation 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.

Program Activity: Firearms Registration and Firearms Licensing and Supporting Infrastructure
($ millions)

	Actual Spending 2007-2008	Actual Spending 2008-2009	Planned Spending 2009-2010	Total Authorities 2009-2010	Actual Spending 2009-2010	Variances
Firearms Registration
Contributions	0.2	0.2	1.3	1.3	0	1.3
Firearms Licensing and Supporting Infrastructure
Contributions	12.5	13.4	14.5	14.5	13.8	0.7
Total Contributions	12.7	13.6	15.8	15.8	13.8	2.0

Comment(s) on Variance(s):

Audit completed or planned:

Evaluation completed or planned: The RCMP has conducted a program evaluation. The report is in translation and is expected to be published in 2010.

Name of Horizontal Initiative: Games Security and Public Safety (GS&PS) for the Vancouver 2010 Olympic and Paralympics Games

Name of Lead Department(s): The Royal Canadian Mounted Police (RCMP) leads a multi-organizational, Integrated Security Group known as the Vancouver 2010 Integrated Security Unit (V2010 ISU). The Departments and Agencies that form the V2010 ISU are: Canada Border Services Agency (CBSA), Canadian Security Intelligence Service (CSIS), Citizenship and Immigration Canada (CIC), Department of National Defence (DND), Health Canada (HC), Industry Canada (IC), Privy Council Office (PCO), Public Health Agency of Canada (PHAC), Public Safety Canada (PS) and Transport Canada (TC).

Lead Department Program Activity: Protective Policing Services

Start Date of the Horizontal Initiative: 2004-2005

End Date of the Horizontal Initiative: 2010-2011

Total Federal Funding Allocation (start to end date): Approximately $900M

Description of the Horizontal Initiative (including funding agreement):

The Royal Canadian Mounted Police (RCMP) leads a multi-organizational, Integrated Security Group known as the Vancouver 2010 Integrated Security Unit (V2010 ISU), which has had the overall responsibility for coordinating and providing security for the Vancouver 2010 Olympic and Paralympics Games.

The participating departments and agencies worked closely together, using a four-phased approach to major event planning: design and planning; a robust exercise and testing stage leading to a declaration of operational readiness; Games operation; and demobilization/debrief.

The overall goal of the V2010 ISU was to provide a “safe and secure game” for the athletes, officials and visitors. This was accomplished through an integrated security model and in close collaboration with partners, including all levels of government, the Vancouver 2010 Organizing Committee (VANOC) and private corporations.

The total budget for the 2010 Olympic and Paralympic Games is estimated at $900 million, in which the Province of British Columbia cost-shares a portion through a 2010 Olympic Games and Paralympic Games Security Cost Sharing Memorandum of Agreement.

Shared Outcome(s):

The shared outcomes of partners for common key results are:

a. Safe and Secure Games ¹

• When a safety or security issue did occur, it did not result in a disruption to the Games.

b. Effective Policing in Games Security area and Urban Domain

• RCMP: Access control was successful in prohibiting the ability of unauthorized vehicles, material and people from entering a designated area.
• RCMP: The athletes, officials and other accredited individuals were transported successfully between the athlete’s village and all venues in accordance with the plan.
• RCMP: Traffic patterns and traffic flows in the area on an approach were managed.
• RCMP: Flow rates were met without compromising security procedures.

c. Effective Land Security

• DND: Land interdiction operations were successful.
• TC: Level of compliance with policy, regulatory and/or voluntary requirements.

d. Effective Air Security

• DND: Air interdiction operations were successful.
• RCMP: Systems and forces provided effective early warning and detection of aircraft in the Olympic Control Area (OCA) being breached.
• TC: Level of compliance with policy, regulatory and/or voluntary requirements.

e. Effective Marine Security

• DND: Maritime interdiction operations were successful.
• RCMP: Breaches of unauthorized vessels in the exclusion zone (EZ) were dealt with successfully.
• TC: Level of compliance with policy, regulatory and/or voluntary requirements.

f. Effective Intelligence

• CSIS: Effective and efficient disclosure of information and intelligence to the Joint Intelligence Group (JIG)
• DND: Appropriate information/intelligence shared in a timely manner.
• RCMP: Intelligence shared was accurate as possible.
• TC: Effective information flows between JIG and Transport Canada (TC).

g. Effective Border Integrity

• CBSA:successfully delivered integrated border services.
• CBSA: was able to provide an assessment of increased volumes and heightened security in a pre/during/post Olympic Games operational environment to senior management which will help in decision making for future major events.
• RCMP: Detection and interdiction of illegal entry into Canada between ports of entry were dealt with successfully.
• RCMP: Response to reports of international or organized crime human trafficking were dealt in an effective and timely manner.

h. Effective Operational Support

• CSIS: Respected the Service Level Agreement (SLA) that was established with the RCMP in regards to the accreditation program.
• CSIS: Participated fully in the Exercise program; this validated the flow of information and intelligence, and the roles and responsibilities of CSIS officers who were deployed for the Games.
• DND: Personnel deployed in a timely manner.
• DND: Accommodations and/or transportation for the key Canadian Forces (CF) security delivery assets were available and needs were met.
• IC: Number of security agencies requesting the use of the radio frequency spectrum provided fair access to the radio frequency spectrum; where and when appropriate, provided alternatives to requests that could not be accommodated.
• IC: Confirmation of advanced planning by demonstrating that each radio frequency assigned to a user was disruption-free or highly unlikely to encounter disruption as a result of a detailed analysis of the proposed system and knowledge of radio frequency environment.
• IC: Number of incidents of disruption to radio communications systems investigated and resolved in a timely manner.
• IC: Assignment of highest priority of service granted to security system service requests.
• PS: All required stakeholders at regional, federal and municipal levels are engaged to support Situational Awareness and response activities.
• PS: Effective communications between PS, PREOC, and the GOC: vertically between the GOC and the FERP Governance, and horizontally between the GOC and federal/ provincial partners in the activation of an emergency response.
• RCMP: Background checks were conducted efficiently with the tools available.
• RCMP: Control measures were in place to ensure compliance to recommendations given by the Accreditation Screening and Verification Team (ASVT).
• TC: RCMP requirements for staffing Operations Centres were met.
• TC: Provision of timely and accurate information to ISU and TC Senior Management.

i. Effective Information Technology

• CSIS: Installed telecommunication technologies to ensure those CSIS Officers who were deployed for the Games, could efficiently and effectively communicate with other CSIS colleagues and colleagues from other departments and agencies.
• DND: The uninterrupted provision of accurate and relevant information to decision makers.
• RCMP: Attempts of intrusion at the venues were successfully detected by Perimiter Intrusion Detection System (PIDS).
• TC: Effective resolution of service calls taken by TC IT support.
  

Governance Structure(s):

The Games Security and Public Safety group has completed a security Results-based Accountability Framework (RMAF) as required by Treasury Board Secretariat. The RMAF formalizes the federal commitment of the RCMP and its federal partners to be accountable for the implementation of this initiative.

The RMAF describes the roles and responsibilities of Key Federal Departments and Agencies participating in this horizontal initiative, as well as its goals and objectives, its related components, and expected results, and a coordinated performance measurement and evaluation plan.

The Commissioner of the RCMP reports to the Minister of Public Safety Canada. The participating departments/agencies have a working relationship with the RCMP and report to their respective Ministers.

The Deputy Ministers Working Group is chaired by the Coordinator for 2010 Olympics and G8 and G20 Security. This working group is comprised of the respective Security Departments and Agencies participating as members in order to facilitate an integrated federal approach to security.

($ millions)

Federal Partners	Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2009-2010	Actual Spending for 2009-2010	Expected Results for 2009-2010	Results Achieved in 2009-2010
CBSA	PA1	Risk Assessment	$5.311	$0.711	$0.514	a)Safe and Secure and Games Finalize/implement plans, processes and policies (remove gap between finalize/implement) Deliver training and perform accreditation screening Operational readiness g) Effective Border Integrity	a) Will be reported in the DPR 2010-2011 CBSA successfully finalized/implemented plans, processes and policies. CBSA Successfully delivered training and performed accreditation screening. CBSA successfully declared itself “operationally ready” well in advance of the Games. CBSA successfully delivered integrated border services.
	PA2	Enforcement	$1.095	$1.095	$1.350
	PA3	Facilitated Border	$3.780	$3.780	$3.309
	PA4	Conventional Border	$2.134	$2.134	$2.002
	PA5	Trade	$0.184	$0.184	$0.212
	PA6	Recourse			$0.009
	PA5	Internal Services	$3.296	$3.296	$3.090
		Total	$15.800	$11.200	$10.486
CIC	PA1	a) Selection and processing of temporary residents	$5.1 Incremental funding $2.1 Foregone revenue 2	$3.7	$3.68	a) Safe and Secure and Games g) Effective Border Integrity	2009-2010 Results for “Safe and Secure Games” and “Effective Border Integrity” are as follows: Number of Applications processed = 41, 522 Number of Refusals for OFM/PFM and WKF = 105
CSIS	PA1	a) Intelligence Program	$11	$8.8	$6.8	a) Safe and Secure and Games f) Effective Intelligence h) Effective Operational Support i) Effective Information Technology	a) Will be reported in the DPR 2010-2011 f) CSIS derived information and intelligence was disclosed to the Joint Intelligence Group in an efficient and effective manner. h) CSIS was an active member of the RCMP-led Olympic Accreditation Working Group (OAWG). CSIS contributed to the successful deployment of the RCMP’s Secure Accreditation Management System (SAMS). CSIS respected the Service Level Agreement (SLA) that was established with the RCMP in regards to the accreditation program. CSIS developed new, and honed existing, Business Continuity Plans; more so, they were subjected to formal Exercises to confirm their robustness and validity. CSIS participated fully in the Exercise program; this validated the flow of information and intelligence, and the roles and responsibilities of CSIS officers who were deployed for the Games. The planning and coordination of CSIS operational support requirements were conducted so as to keep actual expenditures within the allocated budget. i) CSIS installed telecommunication technologies to ensure those CSIS Officers who were deployed for the Games, could efficiently and effectively communicate with other CSIS colleagues, and colleagues from other departments and agencies. CSIS confirmed the robustness and validity of its telecommunications and other information technologies via formal Exercises.
	PA2	b) Security Screening Program
DND	PA1	a) Conduct Operations	$231.1	$197	$169.8	a) Safe and Secure and Games c) Effective Land Security d) Effective Air security e) Effective Marine Security f) Effective Intelligence h) Effective Operational Support i) Effective Information Technology	a) Will be reported in the DPR 2010-2011 c) Land interdiction operations successful: There were several encounters within the Olympic Controlled Access Zone (OCAZ) by CF land forces, in company with RCMP officers. All personnel encountered in the OCAZ were escorted out of the OCAZ as quickly as possible. There were no incidents to report and all encounters were in support of the RCMP, d) Air interdiction operations successful: There were several Targets of Interest (TOIs) designated during the Games. All incidents were successfully resolved. All air patrols were conducted in support of the RCMP e) Maritime interdiction operations successful: There were no incursions into the maritime Controlled Access Zones. All maritime patrols were conducted in support of the RCMP. f) Appropriate information/intelligence shared in a timely manner: Information and intelligence were shared amongst all security partners in a timely manner. f) Appropriate information/intelligence shared in a timely manner: Information and intelligence were shared amongst all security partners in a timely manner. h) Personnel deployed in a timely fashion: Deployment took place in accordance with deployment orders including reception, staging and onward movement (RSOM) and all CF operational needs were met. h) Accommodations and transportation for the key CF security delivery assets were available and needs were met: Inter-departmental and task-tailored accommodations and transportation arrangements were made through contracts, lease arrangements with the RCMP, BC Ministry of Forestry and Rangers, and DND resources. All operational needs were met with economy of effort and cost savings realized to keep CF expenditures within allocated funding. i) The uninterrupted provision of accurate and relevant information to decision makers: Daily situational reports were provided to the GOC and the NOC. Liaison officers and inter-departmental communications provided timely information to security partners. Internal communications provided timely briefings to the CDS to maintain situational awareness.
HC	PA1	Sustainable Environmental Health	$1.196	$1.046	$1.046	a) Safe and Secure and Games b) Effective policing in Games Security area and Urban Domain h) Effective Operational Support	h) Effective Operational Support: HC led a multi-departmental team providing RN support to RCMP and to EHOs; provided instrumentation, on-site advice and analysis (lab); RN surveillance informed security activities through real-time detection of radioactive material and rapid distinction between natural, medical and malicious alarms.
IC	PA1	Provide access to the radio frequency spectrum	$9.8	$6.8	$3.4	a) Safe and Secure and Games h) Effective Operational Support i) Effective Information Technology	a) Will be reported in the DPR 2010-2011; h) PA1: 2,800 frequencies were authorized for the 2010 Winter Games; all radio frequency requirements of security and public safety organizations were met. PA2: 84 investigations into reports of radio interference were carried out within accepted service standards; no security and public safety activities at the 2010 Winter Games were jeopardized due to interference to the respective organizations radio communication systems.
	PA2	Minimize the impact of interference to radio communications systems
PHAC	PA1	Emergency Preparedness and Response	$0.9	$.660	$4.4	a) Safe and Secure and Games f) Effective Intelligence h) Effective Operational Support i) Effective Information Technology	a) Will be reported in the DPR 2010-2011 f, h, i): Microbiological Emergency Response Team (MERT). As part of the National CBRN team, MERT provided on-site rapid diagnostic assessment capacity for any bio-threat agents and/or exhibits collected by RCMP/DND and were ready to provide reference service support to BCCDC during the Games. National Emergency Stockpile System (NESS) The NESS pre-positioned supplies in both Vancouver and Whistler. Pre-positioned equipment included CBRN supplies. Surveillance: PHAC participated in 2010 Inter-Regional Surveillance Teleconference calls, provided local and provincial health partners with GPHIN and GIS products, and mobilized epidemiological support staff to Vancouver and Whistler. Training: Training on Emergency Operations Centre Response Structure and Emergency Preparedness and Response was provided to nearly 400 portfolio personnel in the regions and in Ottawa.
PS	PA1	Emergency Management and National Security	$1.2	$.300	N/A *	a) Safe and Secure and Games h) Effective Operational Support	a) Will be reported in the DPR 2010-2011 h) Coordinated federal family through ADM-EMC V2010 Sub-Committee meetings, convened daily throughout duration of Games. Linkages across all levels of government were maintained to ensure timely information flow through daily ADM-EMC meetings as well as Regional Operations Liaison Officer presence in the Government Operations Centre, the Integrated Security Unit, the PREOC and the TCC throughout the Games.
		Communications			$.634 * Funds reallocated from EMNS $.343 * Funds reallocated from Communications $.291		Led communications coordination on safety and security of the 2010 Winter Games through the 2010 Government Partners Public Affairs Group (GPPAG) Security and Public Safety . The GPPAG provided unprecedented coordination of partners from federal, provincial and municipal governments as well as crown corporations and private industry with a primary or supporting role in security and public safety. Facilitated coordination and Public Safety Canada Communications set up the 2010 Government Partners Public Affairs Centre (GPPAC) in Vancouver during the Games. Public affairs partners from the Province of British Columbia , Integrated Security Unit, Canada Border Services Agency, DND, Canadian Heritage, Department of Foreign Affairs and the Vancouver Organizing Committee for the 2010 Olympic and Paralympic Winter Games (VANOC) were co-located with PS Canada staff.
		Law Enforcement and Policing			$.277	h) Effective Operational Support;	h) Policy support and advice to the RCMP on security-related issues resulting from the implementation of the security operational plan. Research project examining the impact of the 2010 Olympic and Paralympic Vancouver Games on the prevalence of human trafficking in Canada, particularly in the lower mainland of British Columbia. Co-lead, with the Province of British Columbia, the disposal of assets procured for the Games by the RCMP-led Integrated Security Unit.
RCMP	PA1	Protective Policing Services	$558	$465.6	$430.5	a) Safe and Secure and Games b) Effective policing in Games Security Area and Urban Domain d) Effective Air security e) Effective Marine Security f) Effective Intelligence g) Effective Border Integrity h) Effective Operational Support i) Effective Information Technology	a) Will be reported in the DPR 2010-2011 b) The ISU developed and successfully executed policing in the Games security area and Urban Domain in the following: Vehicle Access and Parking Permits (VAPP) allowed approved vehicles to access to the Olympic venues; Master Delivery Schedule permitted scheduled deliveries to be made to venues within a specified period of time; Remote Vehicle Screening Sites (RVSS), located away from Olympic facilities, where “dirty” vehicles, goods, and materials were screened and confirmed “clean”; Material Transfer Areas (MTA) screened all materials intended for entry into secure areas, focusing on goods and materials and not on the delivery vehicle or driver; Vehicle Screening Areas (VSA) were located at venues and used to screen vehicles, their occupants and cargo; Pedestrian Screening Areas (PSA) were used to screen people and personal articles for prohibited and illegal or dangerous material; The Vendor Certification Program (VCP) was an Olympic program whereby sponsors and official suppliers were certified to self-inspect, screen and seal goods prior to delivery at an Olympic venue; and The Perimeter Intrusion Detection System (PIDS) was designed to supply temporary electronic security detection for the perimeters of venues. The “In-Transit” Security Plan provided safe and secure transportation for Olympic athletes, team officials and other designated personnel travelling on the VANOC – Transport Athlete (TA) system. d) The air security was successful in the following: Established the Federal Aviation Steering Committee (FASC) to provide senior stakeholder oversight and guidance to the Federal Aviation Technical Working Group (FATWG); Established the FATWG, which was responsible for the development of aviation safety and security plans to address airspace design, air management, and air traffic enhancement for the Olympic and Paralympic Games; Established a Registration and Flight Authorization (R&FA) program to perform security checks on flight crew and authorized flight access to the Olympic Controlled Airspace (OCA); and Established the concept and operations for an Air Services Operations Coordination Centre (ASOCC), a Games-time interagency-staffed organization which enhanced the effectiveness of both air security and overall security operations in the Olympic Theatre. In summary: 43 days of airspace control measures; 90,000+ aircraft movements recorded; 17,795 aircraft authorized/ released by ISU; and 7,495 aircraft screened through temporary facilities. 6 Air incursions (minor violations of the restrictions) e). The Marine Security was successful in the following: Established the Federal Marine Working Technical Group (FMTWG) to develop and assist in the creation of an overall marine and surface safety and security plan for 2010; Established the concept and operations for an Olympic Marine Operations Centre which was a Games-time interagency-staffed organization whose coordinated actions enhanced the effectiveness of Marine security; Established a Marine Exercise Working Group (MEWG) that focussed on planning exercise requirements for specific Olympic venue security including regional, national, international and multi-jurisdictional considerations in the development of a comprehensive marine exercise plan; and Employed a Community Relations Group team member to work with marine stakeholders on an ongoing basis and provided regular marine updates to the public and some interest groups, via briefings and public notices, which clearly ensured our security requirements were well communicated and accepted. During the operational period there were 23 boats (multiple agencies) on the water and 400 vessels were stopped and/or checked. f) The JIG was successful in developing reliable and useful intelligence in a timely manner to keep all areas of the ISU and other partner agencies informed of all events and threats relating to the security of the Games. The Financial Intelligence Investigative Team (FIIT) was established to monitor venue contracting and construction. This was well publicized which is believed to be one of the factors contributing to the lack of evidence of organized crime pertaining to venue construction. The creation of the Liaison Management Team to cultivate and maintain relationships with domestic and international agencies was able to provide timely and accurate intelligence. Integration of both the CF and CSIS LO’s and utilization of the Sensitive Information Handling Unit (SIHU) within the JIG was paramount to the timely exchange of intelligence. g) The overarching priority for Border Integrity during the Olympic period (2010-02-07 to 2010-03-24) was successful in augmenting Olympic Security by focusing on areas of high risk within the Border Integrity areas of responsibility – especially the border. There were no reports or intelligence that indicated any instances of human trafficking, and although there were reports of Border incursions specific to border jumpers there was no information that suggested an Olympic nexus. The actual numbers although up slightly were consistent with the previous year while the apprehension rate increased. h) The operational support was successful in the following: The Accreditation, Screening and Validation Team (ASVT) successfully met the challenges of providing Security Background Checks (SBC) for more than 200,000 people. The establishment of the Olympic Accreditation Working Group (OAWG) encouraged and facilitated discussions between Canadian Security Intelligence Service (CSIS), Canadian Border Services Agency (CBSA), Citizenship and Immigration Canada (CIC) and Heritage Canada. The development of the Secure Accreditation Management System (SAMS) provided a secure means of conducting an SBC and provided a legacy capability for the RCMP in future major events. By the end of the Games, the ASVT had conducted approximately 205,000 SBC on volunteers, security services, work force and Olympic family using SAMS. The provision of effective operational support throughout the Games period is tied directly to the extensive exercise program that was developed. This allowed for the clear definition of the roles and responsibilities of all the staff in the various command and operations centres located throughout the theatre of operations. i) The RCMP/ISU delivered effective information technology support through the development of systems by the CIO, most notably EMS and SAMS, by Technical Operations in the form of the SAP, and through the acquisition of off-the-shelf products (Common Operating Picture) and the service contract for PIDS. All systems performed exceptionally well; however, the ISU did have a well-defined Service Level Agreement and a back-up site if the main command centre failed.
TC	PA1	A safe transportation system	$8.3 Nav Canada additional ask of $24.7 for contribution: 2008-2009-$6.6 2009-2010-$17.9 2010-2011-$0. 250 *numbers were re-profiled as per TB decision record 834526	$5.6 Nav Canada $17.9	$4.9 (includes EBP and accommodation) Nav Canada $15.9	a) Safe and Secure and Games c) Effective Land Security d) Effective Air Security e) Effective Marine Security f) Effective Intelligence h) Effective Operational Support i) Effective Information Technology	a) Will be reported in the DPR 2010-2011; c, d, e) A very high level of compliance in all modes was experienced during the Games. Any non-compliance was minor and was easily resolved with no impact on the security or safety of the Games: -113 TDG companies registered; -706 DG vehicles licensed; -780 DG drivers licensed; -215 rail site visits; -2443 kilometres of rail track inspected; -7500 aircraft screened/searched; - 68 vessels inspected; - 316 marine facilities inspected; - 43 days restricted airspace with only 3 minor alleged incursions f) No issues reported affecting the flow of information between JIG and TC h) Operations and Coordination Centres were staffed with embedded personnel as required. Timely and accurate information flowed between TC and ISU. i) IT service calls were resolved in a timely manner.
Total			$869.196M	$709.606M	$651.823M

Comments on Variances:

DND/CF was able to provide a wide range of unique military capabilities in support of the RCMP to ensure the safety and security of the Games. DND/CF provided support without using any initially identified contingency funding. The Department was able to achieve significant cost reductions and savings due mainly to a review of its concept of support, active contract management and the establishment of financial controls.

CSIS: Actual expenditures were lower than projected resource requirements for the following primary reasons: the number of accreditation requests were substantially lower than projected (i.e., salaries), travel and accommodation costs were lower than projected; and the costs associated with required upgrades to critical facilities were lower than projected.

IC: Expenditures were lower than projected for the following reasons: travel and accommodation costs were considerably lower than projected; there were savings in network systems support and professional services; and a contingency reserve of $1.7 million in capital was not required.

RCMP: The security budget for the RCMP of $492.5M was supplemented by the Olympic Federal Contingency in the amount of $65.5M for a total security budget $558M.

TC: Actual costs at Nav Canada were higher and/or lower than planned resulting in a variance. There was also a reduction in the level of some services provided (determined as not required) resulting in lower labour costs.

Results to be achieved by non-federal partners (if applicable): N/A

Contact information:

Inspector Jane MacLatchy,
Federal Security Coordinator, Vancouver 2010
Protective Policing, Major Events
Royal Canadian Mounted Police
(613) 949-2120

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¹ The results achieved for Safe and Secure Games will be reported in the DPR for 2010-2011.

² Foregone revenue funds are not allocated to CIC reference levels. The purpose is to obtain a source of funds for the fiscal framework for fees waived and therefore not deposited in the consolidated revenue fund (CRF).

Name of Horizontal Initiative: Investments to Combat the Criminal Use of Firearms (ICCUF)

Name of Lead Department: Royal Canadian Mounted Police (RCMP)

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): Originally $49.9 million over 5 years, now extended indefinitely ³.

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), Criminal Intelligence (CI) and the Criminal Intelligence Service Canada (CISC). The initiative also provides funds to the Canada Border Services Agency (CBSA) and Public Safety Canada (PSC).

The ICCUF directly supports the 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.

($ millions)

Federal Partners	Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2009-2010	Actual Spending for 2009-2010	Expected Results for 2009-2010	Results Achieved in 2009-2010
Public Safety Canada	Policing and Law Enforcement	ICCUF	Ongoing	$275K	$268K	Independent police advice to the Minister on firearms and crime; and, support research on the relationship between crime guns, street gangs, youth and organized crime.	Provided ongoing policy advice to the Minister. Convened an evaluation preparatory workshop. Developed methodology for summative evaluation of the initiative.
Royal Canadian Mounted Police	Canadian Firearms Program	ICCUF	Ongoing	$8.215M	$8.106M	Reduce the impact of organized crime through continued support to law enforcement agencies by providing specialized assistance to effectively investigate, gather evidence and share criminal intelligence to successfully prosecute individuals involved in the illegal movement and criminal use of firearms.	Preliminary use of the Public Agents Firearms reporting data as an analytical tool to enhance firearms investigations. Increased training and support in relation to firearms investigations. Increase of 6,646 Records to the Firearms Reference Table database.
	Criminal Intelligence Directorate	ICCUF	Ongoing	$1.12M	$867K		Criminal intelligence has played an important role in supporting front-line policing by providing actionable intelligence. Their efforts have identified and led to the arrest of suspects involved in firearms crimes.
Canada Border Services Agency	Intelligence and Targeting Operations Directorate	ICCUF	Ongoing	$1.33M	$1.437M	Valuable criminal intelligence shared in support of firearms crime investigations.	Seizure of 458 non-restricted, restricted and prohibited firearms at the various Ports of Entry across Canada in the year 2009. Development of intelligence on individuals and businesses suspected of being involved in the cross border movement of illicit firearms. Provision of intelligence support to Canadian law enforcement agencies in matters relating to the trafficking of firearms.
Total			Ongoing	$10.94M	$10.678M

Comments on Variances: CI has carried two vacancies for fiscal year 2009-2010. Efforts are being made to fill these positions forthwith. CBSA: The difference between the funding received and funds spent can be attributed to an increase in salary dollars reported by the regions, and was funded internally by the CBSA.

Results to be achieved by non-federal partners (if applicable): N/A

Contact information:

C/Supt. Geoffrey Francis,
Director, Firearms Investigative and Enforcement Services Directorate
RCMP Canadian Firearms Program
1450 Meyerside Drive, Suite 415
Mississauga, Ontario L5T 2N5
Office: 905-795-5205
Email: Geoffrey.Francis@rcmp-grc.gc.ca

Name of Horizontal Initiative: Integrated Border Enforcement Teams (IBETs)

Name of Lead Department: Royal Canadian Mounted Police (RCMP)

Lead Department Program Activity: Federal and International Operations (FIO)

Start Date of the Horizontal Initiative: April 1, 2009

End Date of the Horizontal Initiative: March 31, 2010

Total Federal Funding Allocation (start to end date):

Description of the Horizontal Initiative (including funding agreement):

The mandate of Integrated Border Enforcement Teams (IBETs) is to enhance the integrity of the border between Canada and the United States by identifying, investigating, and interdicting persons and organizations that pose a threat to national security or are engaged in other criminal activity.

Shared Outcome(s):

Enhanced border security and improved international relationships along the shared border by effective information-sharing between Canadian and US law enforcement agencies and collaborative intelligence-led investigations. In April of 2009 senior members of all five IBET core agencies as well as key partners from the Governments of Canada and the United States met to develop the IBET Strategic Vision. The Framework for achieving this vision by 2015 was created. The Strategic Vision would see fully integrated and co-located teams strategically located along the US and Canadian border. The teams will have dedicated funding and personnel that conduct joint enforcement operations on both sides of the border based on joint threat/risk assessments. IBET will operate within a common governance model and continuum with appropriate Canada/US legislation. The IBET Strategic Vision will transform border control through enhanced and integrated operations, technology and infrastructure, and will ultimately improve our ability to identify and interdict threats to the security of the border.

Governance Structure(s):

Providing program oversight and direction, the International Joint Management Team (IJMT) is composed of senior officials from the five core agencies: RCMP, CBSA, Department of Homeland Security (US Customs Border Protection/Border Patrol, US Immigration and Customs Enforcement, US Coast Guard). Regional Joint Management Teams (JMT) for each of the 15 IBET regions provide joint decision making and direction to the IBET program at a local level. The National Coordination Team (NCT) is comprised of representatives of the five core partners at the Headquarters level and provides policy direction for the participating agencies and the program as well as facilitating the objectives of the Smart Border Accord and the IBET mandate.

($ dollars)

Federal Partners	Federal Partner Program Activity (PA)	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	Planned Spending for 2009-2010	Actual Spending for 2009-2010	Expected Results for 2009-2010	Results Achieved in 2009-2010
RCMP CBSA	Federal and International Operations (FIO)	Integrated Border Enforcement Team	206,930,021	30,446,854	27,557,442	1. Reduce the exploitation of our borders by terrorist and organized crime groups. 2. Ensure timely identification of threats, vulnerabilities and emerging trends. 3. Continuously improve border enforcement technology. 4. Increase understanding of border issues. 5. Ensure an integrated, layered border management approach.
Total			206,930,021	30,446,854	27,557,442

Results Achieved in 2009-2010:

Advancements in technology have provided IBETs with situational awareness including analytical, intelligence and predictive abilities which enhanced response to border incursions and effective planning of border enforcement operations. This was demonstrated during the course of V2010 Operations when fully integrated, sensor, video and radar systems were deployed along the B.C. - Washington State border. IBETs continue to seek innovative technological solutions for border security. IBETs actively engage border communities through awareness and outreach activities, seeking their collaboration on law enforcement issues to ensure a balanced approach to border security. Additionally, effective information sharing has enhanced the ability of IBETs to better identify, assess and interdict threats to public safety and national security.

Results achieved by non-federal partners (if applicable):

The IBET core partners include US Customs Border Protection/Border Patrol, US Immigration and Customs Enforcement, and the US Coast Guard, all part of the Department of Homeland Security. The IBET program contributes significantly to their objective to enhance border integrity between Canada and the United States by identifying, investigating, and interdicting persons and organizations that pose a threat to national security or are engaged in other organized criminal activity. These agencies are committed to the IBET program to achieve the Smart Border Accord Plan goal to ensure the: 1. secure flow of people; 2. the secure flow of goods; 3. secure infrastructure; and 4. the coordination and information sharing in the enforcement of these objectives.

Contact information:

Supt. Warren Coons, Director, IBET

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:

RCMP Green Procurement Working Group to help develop, coordinate and advance Green Procurement in the RCMP.

Mandatory green procurement training for all RCMP procurement officers (using the Canadian School of Public Service online Green Procurement course).

Purchase and increased use of scanners for procurement officers.

Promotion of duplex printing for procurement file documents.

Results achieved:

The Green Procurement Working Group has held three meetings since its inception including an information session provided by the Office of Greening Government Operations. The working group has made progress in identifying green procurement initiatives and suggesting policy direction.

All new procurement officers are required to complete the online CSPS Green Procurement course. Existing procurement staff have all completed the course.

The HQ Procurement office bought five new scanners to share amongst existing staff. Documents that would normally be printed and sent via mail or fax are now sent electronically via e-mail, thereby reducing the use of printer paper, fax machines and mail services.

All procurement staff were encouraged to use the duplex function when printing documents for distribution or filing.

Contributions to facilitate government-wide implementation of green procurement:

Participation on the Office of Greening Government Operations – Green Procurement Forum.

Has the department established green procurement targets?

Yes

Summary of green procurement targets:

Completion of CSPS online Green Procurement Course by 100% of materiel managers and procurement personnel. 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:

70% of materiel managers and procurement personnel completed the CSPS online Green Procurement course.

The RCMP processed 1,417 call-ups against PWGSC standing offers respecting green procurement. This represents a 1.5% increase (as a percentage of overall call-up activity) from the previous year.

4.5% of all fuel purchased in 2009-2010 was E10 blended. For comparative purposes, the E10 percentage to overall fuel purchased for 2008-2009 was 6% and for 2007-2008 it was 2%.

Indicating whether or not a contract was “green procurement” is now a mandatory reporting field in our financial management system (TEAM). This allows for more accurate and timely reporting.