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Minister's Message

As Minister of Public Safety Canada, I am pleased to present to Parliament the Royal Canadian Mounted Police’s (RCMP) Departmental Performance Report (DPR) for the period ending March 31, 2011.

Charged with a complex and multi-faceted mandate, the RCMP tackles crime at the municipal, provincial/territorial, federal and international levels, provides integrated approaches to safety and security and ensures a federal presence from coast to coast to coast. Its mandate is, without question, an integral part of the government’s commitment to ensuring a safe and secure Canada.

Throughout the 2010-11 fiscal year, the RCMP achieved a number of successes aligned with government priorities and in pursuit of its strategic goal, to provide safe homes and safe communities. These successes include the exceptional leadership and coordination of partnerships to secure public safety at major events such as the Vancouver 2010 Olympic and Paralympic Winter Games and the G8 and G20 Leaders Summits.

In fulfillment of its international responsibilities, following the January 2010 earthquake in Haiti in which two RCMP members lost their lives, the entire Canadian police contingent demonstrated extraordinary bravery and resilience, rescuing victims from crumbling buildings, providing first aid to the injured, helping deliver humanitarian aid and providing security in the ravaged streets of Port-au-Prince. The RCMP has also been instrumental in helping to establish law and order and community policing services in developing countries.

The RCMP continues to respond to the diverse demands of today’s global realities by implementing advanced alternative policing models, by improving information management technology, and by refining its systems-based approach to forensic investigations. These and other initiatives will contribute to the RCMP’s progress in achieving its vision for change for the Force to be an adaptive, accountable, trusted organization of fully engaged employees, demonstrating outstanding leadership and providing world-class police services.

In moving forward, the organization will continue to deliver enhanced police services by being open and accountable with the public and by fostering constructive and collaborative relationships with partner agencies and stakeholder groups.

By reading this report, Canadians will see for themselves the value that the RCMP contributes to Canada’s public safety.

 

Section I: Organizational Overview

Raison d’être

Responsibilities

The RCMP’s 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; ensuring the safety of state officials, visiting dignitaries and foreign missions; and providing vital operational support services to other police and law enforcement agencies within Canada and abroad. The RCMP is arguably one of the most complex policing organizations in the world.

Strategic Outcomes and Program Activity Architecture (PAA)

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Organizational Priorities

Priority Status Legend ¹

The Senior Executive Committee of the RCMP establishes the national strategic priorities for the organization. These priorities are either re-validated or modified annually after close examination of national and global trends, performance information and intelligence collected from the operational front-lines.

Priority	Type 2	Strategic Outcomes
Contribute to safer and healthier Aboriginal communities	Ongoing	Quality Contract Policing Quality Policing Support Services Minimized Risk of Firearms
Status: Somewhat met
Percentage of Canadians (who self-identify as Aboriginal) who agree that the RCMP plays a valuable role in safer and healthier Aboriginal communities Target: 72% 3 ; Achieved: 73% Percentage of Aboriginal community leaders who agree that the RCMP is fulfilling its strategic priority of contributing to safer and healthier Aboriginal communities Target: 82%; Achieved: 58%

Priority	Type	Strategic Outcomes
Prevent and reduce youth involvement in crime as victims and offenders	Ongoing	Quality Contract Policing Quality Federal Policing Quality Policing Support Services Minimized Risk of Firearms
Status: Somewhat met
Percentage of stakeholders who agree that the RCMP is a valuable partner in preventing and reducing youth involvement in crime as victims and offenders Target: 80%; Achieved: 61% 4 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: 80%; Achieved: 65% Percentage of Canadians who agree that the RCMP plays a valuable role in preventing and reducing youth involvement in crime Target: 80%; Achieved: 73% Number of chargeable youth dealt with outside of the court system nationally Target: increase by 5% over 3 years; Achieved: -1.1% 5 Percentage of clients who agree that the RCMP is sensitive to issues pertaining to youth Target: 80%; Achieved: 79%

Priority	Type	Strategic Outcomes
Contribute to confidence in Canada’s economic integrity	Ongoing	Quality Federal Policing Quality Contract Policing Quality Policing Support Services
Status: Mostly Met
Percentage of Canadians who agree that the RCMP plays a valuable role in reducing the impact of economic crime Target: 85%; Achieved: 77% Position of Canada in the Corruption Perceptions Index 6 Target: In the top 10; Achieved: Ranked 6

Priority	Type	Strategic Outcomes
Reduce the threat and impact of serious and organized crime	Ongoing	Quality Federal Policing Quality Contract Policing Quality Policing Support Services Minimized Risk of Firearms
Status: Mostly Met
Percentage of stakeholders who agree that the RCMP is a valuable partner in reducing the threat and impact of organized crime Target: 92%; Achieved: 83% 7 Number of disruptions through law enforcement actions to the ability of group(s) or individual(s) to carry out organized criminal activity 8 Target: n/a 9 ; Achieved: 56 Percentage of Canadians who agree that the RCMP is a valuable partner in reducing the threat and impact of serious crime Target: 80%; Achieved: 86%

Priority	Type	Strategic Outcomes
Effectively respond to threats to the security of Canada	Ongoing	Quality Federal Policing Quality Contract Policing Quality Policing Support Services Minimized Risk of Firearms
Status: Mostly met
Percentage of policing partners who agree that the RCMP makes a valuable contribution to reducing the threat of terrorist criminal activity in Canada and abroad Target: 92%; Achieved: 69% 10 Percentage of Canadian citizens who agree that the RCMP plays a valuable role in reducing the threat of terrorist criminal activity in Canada Target: 89%; Achieved: 87% 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: 26 Number of violent national security incidents directed towards Canada Target: 0; Achieved: 0

For 2010-11, the Senior Executive Committee of the RCMP adopted four Force-wide mandatory objectives which are aimed at improving management practices and corporate culture. These management priorities were embedded into the strategies of all divisions and business lines across the organization. For performance results on these management priorities, please refer to the Management Priorities table under “Other Items of Interest” on the RCMP website.

Risk Analysis

A strong integrated risk management regime supports strategic decisions, contributing to the achievement of the organization’s priorities and objectives. In a concerted effort to adequately respond to emerging challenges and threats, the RCMP continually evaluates its strategies, priorities and the subsequent deployment of human and financial resources.

The RCMP’s 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 analyzed to understand the key characteristics and broad range of internal and external risks facing the organization.

The 2010-13 Corporate Risk Profile was developed in consideration of the organization’s entire operating environment and took into account information gleaned from the 2009 interim Environmental Scan, client and employee surveys, legislative requirements, various inquiries and reports, including the Report from the Office of the Auditor General, feedback from Horizontal Audits performed by the Office of the Comptroller General and the Office of the Auditor General, information from Strategic Priority Working Groups, as well as information submitted by divisions across the organization.

This process identified significant risk trends in the areas of: leadership; communication and knowledge transfer; sustainable funding; human resource management including balancing expectations; infrastructure; and legal and regulatory considerations.

Through stakeholder consultations from across the RCMP, a consolidated list of organizational risks was developed and validated for planning purposes.

The six risk statements developed were:

1. Intelligence Gathering and Partnership – There is a risk that the RCMP will be unable to effectively gather, analyze and share intelligence or other information with stakeholders.
2. Information for Internal Decision-making – There is a risk that the RCMP will not have access to timely, relevant, accurate and consistent information in support of senior management decision-making, resource and funding allocation, governance and to fulfill its accountability obligations.
3. Human Resources – There is a risk that the RCMP will not be able to attract, recruit and retain sufficient, qualified, experienced and representative human resources and safeguard the health of its current workforce.
4. Management Practices – There is a risk that the RCMP will not be able to develop and sustain the necessary managerial practices to support an accountable, well-managed and resilient department.
5. Legal – There is a risk that the RCMP will not be able to forecast or respond effectively and efficiently to legal decisions that impact operational procedures or resource requirements.
6. Implementation – There is a risk that the RCMP will not be able to create or maintain the necessary systems, infrastructures, practices and governance rigour to successfully implement operational initiatives and meet demands for policing services.

The Corporate Risk Profile is developed and updated annually or on an “as required” basis.

Summary of Performance

2010-11 Financial Resources ($ millions)

Planned Spending	Total Authorities	Actual Spending
4,705.5	4,988.4	4,698.2

Planned Spending (net of respendable revenues)	Total Authorities (net of respendable revenues)	Actual Spending (net of respendable revenues)
3,067.5	3,348.2	3,107.4

2010-11 Human Resources (FTEs)

Planned	Actual	Difference
29,840	29,043	-797

Strategic Outcome 1: Quality Federal Policing

Performance Indicators	Targets	2010-11 Performance
Percentage of Canadians who agree that the RCMP plays a valuable role/fulfills its Federal Strategic Priorities 11	90%	Mostly met: 82% 12
Federal Statute Crime Rate per capita (RCMP data) 13		164.3 per 100,000
Crime Severity Index (Statistics Canada data) 14		104.92

Program Activity	2009-10 Actual Spending ($ millions)	2010-11 ($ millions)				Alignment to Government of Canada Outcomes
		Main Estimates	Planned Spending	Total Authorities	Actual Spending
Program Activity 1.1: Federal and International Operations	643.0	713.5	728.4	756.0	646.2	Safe and secure Canada
Program Activity 1.2: Protective Policing Services	611.6	146.4	347.1	483.4	377.1 15	Safe and secure Canada
Total	1,254.6	859.9	1,075.5	1,239.4	1,023.3

Strategic Outcome 2: Quality Contract Policing

Performance Indicators	Targets	2010-11 Performance
Percentage of clients (provincial / territorial / municipal) who are satisfied that the RCMP provides high quality service	80%	Mostly met: 79%
Percentage of Canadians who are satisfied with RCMP contribution to safe homes and safe communities for Canadians	85%	Mostly met: 83%
Percentage of Aboriginal community leaders who agree that overall, the RCMP provides high quality service	80% (over three years)	Mostly met: 70%

Program Activity	2009-10 Actual Spending ($ millions)	2010-11 ($ millions)				Alignment to Government of Canada Outcomes
		Main Estimates	Planned Spending	Total Authorities	Actual Spending
Program Activity 2.1: Community, Contract and Aboriginal Policing	679.4	599.7	599.7	715.5	703.1 16	Safe and secure Canada
Total	679.4	599.7	599.7	715.5	703.1

Strategic Outcome 3: Quality Policing Support Services

Performance Indicators	Targets	2010-11 Performance 17
Percentage of partners who are satisfied with the RCMP’s contributions and collaboration	90%	Exceeded: 95%
Percentage of stakeholders who are satisfied with the timeliness and quality of RCMP responses	85%	Mostly met: 70%
Percentage of partners who are satisfied with the effectiveness of RCMP technology and investigative techniques	90%	Mostly met: 81%
Percentage of partners who are satisfied with the accuracy of RCMP information and intelligence	80%	Mostly met: 75%
Percentage of partners who are satisfied with the comprehensiveness of RCMP information and intelligence	80%	Mostly met: 70%
Percentage of partners who are satisfied with RCMP information management and information technology (IM/IT) support and services	80%	Mostly met: 71%
Percentage of partners who are satisfied with RCMP leadership in development of IM/IT interoperability solutions	75%	Mostly met: 68%

Program Activity	2009-10 Actual Spending ($ millions)	2010-11 ($ millions)				Alignment to Government of Canada Outcomes
		Main Estimates	Planned Spending	Total Authorities	Actual Spending
Program Activity 3.1: Criminal Intelligence Operations	56.6	59.8	59.8	62.4	61.3	Safe and secure Canada
Program Activity 3.2: Technical Policing Operations	192.3	180.3	191.8	184.9	207.0 18	Safe and secure Canada
Program Activity 3.3: Policing Support Services 19	99.4	78.8	78.8	76.8	71.3	Safe and secure Canada
Program Activity 3.4: National Police Services	135.9	125.3	125.3	129.1	136.6 20	Safe and secure Canada
Total	484.2	444.2	455.7	453.2	476.2

Strategic Outcome 4: Minimized Risk of Firearms

Performance Indicators	Targets	2010-11 Performance
Number of known at-risk individuals who obtain a firearms licence	0	Met all: The Canadian Firearms Program 21 ensured that no individual whose licence had been revoked or refused for public safety reasons, or who had been prohibited from possessing firearms, retained their possession or acquisition privileges.
Number of queries to the firearms database used by front-line police (Canadian Firearms Registry Online queries)	10% increase in queries from previous year	Exceeded: Queries to the Canadian Firearms Registry Online by police services increased from the previous year by over 22% in 2010-11. 22
Number of participants in safety courses	100% consistent participation from year to year	Met all: The number of Canadians who participated in firearms safety courses remained consistent in 2010-11 (87,512) when compared to 2009-10 (86,552). 23
Compliance rates for licence renewals	100% of individuals in possession of firearms renew their licences	Mostly met: Compliance rates were 83.9% for licence renewals by individuals in possession of firearms.

Program Activity	2009-10 Actual Spending ($ millions)	2010-11 ($ millions)				Alignment to Government of Canada Outcomes
		Main Estimates	Planned Spending	Total Authorities	Actual Spending
Program Activity 4.1: Canadian Firearms Centre	58.1	78.3	71.4	79.0	58.0	Safe and secure Canada
Total	58.1	78.3	71.4	79.0	58.0

Program Activity	2009-10 Actual Spending ($ millions)	2010-11 ($ millions) 24
		Main Estimates	Planned Spending	Total Authorities	Actual Spending
Internal Services	732.7	727.4	760.8	745.3	734.8
Pensions under the Royal Canadian Mounted Police Pension Continuation Act	17.9	19.0	19.0	16.5	16.5
Grant to compensate members of the RCMP for injuries received in the performance of duties	83.0	82.8	82.8	96.7	93.3
Survivor income plans	2.1	2.6	2.6	2.6	2.2

Expenditure Profile

($ millions)	2009-10 Actual Spending ($ millions)	2010-11				Alignment to Government of Canada Outcome
		Main Estimates	Planned Spending	Total Authorities	Actual Spending
RCMP Total	3,312.0	2,813.9	3,067.5	3,348.2	3,107.4	Safe and secure Canada

In 2010-11, the Main Estimates were increased through Supplementary Estimates and allotment transfers from Treasury Board by $534.3 million. This included funding for security-related costs associated to the G8 and G20 Summit meetings in June 2010 in the amount of $321.5 million.

Actual spending was $241 million less than total authorities and included $73 million in frozen allotments that were not available for use during the year by the RCMP. This resulted in an overall real lapse of five percent. The balance of the lapse is primarily attributed to $56 million in lower than projected costs related to the G8 and G20 Summit meetings. Approximately $42 million in operating funds across various programs and $64 million within the capital vote for various projects were deferred or delayed. In addition, there was a reduction of $6 million in reduced Grants and Contributions funding requirements.

The RCMP’s total spending over the past three years has fluctuated primarily as a result of two major events: the Vancouver 2010 Olympic and Paralympic Winter Games and the G8 and G20 Summits in June 2010. The total spending difference of $205 million – or a six percent reduction between 2009-10 and 2010-11 – is largely due to these events, where the majority of expenditures were incurred in 2009-10. Correspondingly, the first Quarterly Financial Report for 2011-12 will reflect a decrease in total authorities of $310 million over 2010-11, largely due to the G8 and G20 Summits one-time funding requirement in prior years.

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Canada's Economic Action Plan (CEAP)

As part of the federal government’s Economic Action Plan, the RCMP is participating in the Modernizing Federal Laboratories Program to upgrade the infrastructure of its forensic laboratories and to implement the Accelerated Federal Contaminated Sites Action Plan. A combined total of $9.5 million was provided for these projects in 2009-10 with an additional $12.6 million in 2010-11, for a total two-year investment of $21.9 million.

Estimates by Vote

For information on our organizational votes and/or statutory expenditures, please see the 2010–11 Public Accounts of Canada (Volume II) publication.

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