ARCHIVED - RPP 2006-2007
Royal Canadian Mounted Police

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Minister's Message

I am pleased to take this opportunity to provide Parliament with my first Report on Plans and Priorities as Minister of Public Safety. 

The Department of Public Safety and Emergency Preparedness Canada is part of the Portfolio of Public Safety, which includes the Royal Canadian Mounted Police, the Canada Border Services Agency, the Canadian Security Intelligence Service, the Correctional Service of Canada, the National Parole Board, and three review bodies. 

Canadians are rightfully proud of a tradition of community safety and security. Working collectively in an integrated fashion, the Department and the Portfolio Agencies are dedicated to protecting Canadian families and their communities, to secure our borders and to increase our preparedness to address public health threats.

To help meet these safety and security needs, the recent Budget 2006 provides $1.4 billion over two years to protect Canadian families and communities, to secure our borders and to increase our preparedness to address public health threats. Funding is being provided to the Portfolio for such initiatives as increasing the number of police officers on the street; preventing youth crime with a focus on guns, gangs and drugs; arming border officers and eliminating "work-alone" posts; and, enhancing our capacity to deal with catastrophes and other emergencies.

An additional focus will be on Canada's trading relationship with the United States, the largest and most comprehensive in the world. A safe, reliable and secure border is critical to Canada's continued economic and social prosperity. I will continue to work closely with my United States colleagues on facilitating the cross-border travel of people and low risk goods and ensuring that Canadians receive fair and equal treatment at border crossings.

I am confident that the Public Safety Portfolio will fulfill its mandate of ensuring a just and safe society which both protects Canadians from threats to personal safety, and maintains the rights and freedoms on which our open society depends.

The Honourable Stockwell Day, PC, MP 
Minister of Public Safety

Commissioner's Message

Over the past several years, we have continued to evolve into a truly strategically-focused organization. Last year, we set out to build on the strength of our partnerships, improve the responsiveness of our organization and find creative ways to drive integration and intelligence-led policing.

I am proud of the work done to meet the many operational challenges at the international, national, provincial and local levels that we have faced.

Looking Ahead to 2006-2007 

In 2006-2007 we will be striving to advance the objectives of strengthened partnerships, improved responsiveness and creative integration with greater intensity.

The face of crime is continually changing, becoming increasingly complex and global. Crime is being facilitated by the Internet and counterfeit goods are threatening the health and safety of Canadians. In addition, terrorism and organized crime continue to menace our communities. In this environment, we need to be prepared and we cannot work in isolation. Our approach to integration builds on our Community Policing philosophy. We will work with our partners and our communities to develop strategic plans to address issues of common concern. 

On May 17, 2006 the responsibility for the Firearms Act and its regulations were transferred to the RCMP. To ensure the RCMP maintains the strong commitment of the former Canada Firearms Centre (CAFC) of transparent reporting to Parliamentarians and Canadians, we have included a special chapter at the end of this report dedicated specifically to the transition of CAFC and the day-to-day operations of the Canadian Firearms Program (CFP) into the RCMP. 

Our Strategic Priorities for 2006-2007

We have a new strategic priority for this fiscal year – Economic Integrity. Our strategy will be to contribute to the confidence in Canada's economic integrity through crime reduction. 

This new priority impacts Canada's international relations, its institutions and the health, safety and well-being of Canadians. The concerns of the priority go beyond financial crime, addressing a range of issues from counterfeiting, to pirating of goods, to frauds and scams, to identity theft. 

We will continue to address our other priorities of Youth, Aboriginal Communities, Organized Crime and Terrorism. We will remain a leading-edge organization committed to the safety and security of citizens at home and abroad. 

Our commitment to international policing has been very successful on a global scale and, as such, international cooperation has evolved and become a core part of our operations and a key management strategy for our organization. We remain committed to moving the bar in the global fight against terrorism and organized crime and will work with our Canadian partners on the international effort and with our international partners on the global effort, to reduce the threat and impact of these activities in Canada and around the world.

Our Strategic Objectives, Our Core Values 

Our strategic objectives of prevention, education, intelligence, investigation, enforcement and protection remain the cornerstone of the work we do in our communities. Our core values of accountability, respect, professionalism, honesty, compassion and integrity will continue to guide us.

I am pleased with our progress over the last year in delivering quality programs, services and policies that Canadians require and deserve. And, I am confident that in 2006-2007 we will continue to put the interests of Canadians first, to build on our legacy and continue to deliver excellence in all that we do to protect the safety and security of our citizens and our country.

G. Zaccardelli
Commissioner

Management Representation Statement

Report on Plans and Priorities 2006-2007

I submit, for tabling in Parliament, the 2006-2007 Report on Plans and Priorities (RPP) for the Royal Canadian Mounted Police (RCMP).

This document has been prepared based on the reporting principles contained in the Guide for the Preparation of Part III of the 2006-2007 Estimates: Reports on Plans and Priorities and Departmental Performance Reports:

• It adheres to the specific reporting requirements outlined in the Treasury Board Secretariat guidance;
• It is based on the department's approved Program Activity Architecture as reflected in its Management, Resources and Results Structure;
• It presents consistent, comprehensive, balanced and accurate information;
• It provides a basis of accountability for the results achieved with the resources and authorities entrusted to the RCMP; and 
• It reports finances based on approved planned spending numbers from the Treasury Board Secretariat.

Section I: Overview

Summary Information Reason for Existence The Royal Canadian Mounted Police (RCMP) is the Canadian national police service and an agency of the Ministry of Public Safety (Public Safety and Emergency Preparedness), entrusted with keeping Canadians safe and secure.  Building on a rich history of over 130 years of service to Canadians, we have kept pace with change, evolving into a modern police organization that is responsible for enforcing the law and preventing crime in Canada.  Proud of our traditions and confident in meeting future challenges, we commit to preserve the peace, uphold the law and provide quality service in partnership with the communities we serve. Ultimately, we are accountable to the communities and partners we serve in the use of tax dollars and resources to accomplish our mandate. Our Mandate Based on the authority and responsibility assigned under section 18 of the Royal Canadian Mounted Police Act, in its simplest form, our mandate is: to enforce laws, prevent crime, and maintain peace, order and security in Canada and for all Canadians, and to protect Canadian and foreign dignitaries in Canada and abroad.  Organizationally, this multi-faceted responsibility includes: Preventing and investigating crime and maintaining order Enforcing laws on matters as diverse as health and the protection of government revenues Contributing to national security Ensuring the safety of state officials, visiting dignitaries and foreign missions Providing vital operational support services to other police and law enforcement agencies

*The Planned Spending figures are taken directly from the Main Estimates and include Respendable Revenue (see Section III – Table 1).

Organizational Information

Our Strategic Framework

The RCMP Strategic Framework guides the work of all employees to achieve our goal of safe homes and safe communities. We strive to achieve this goal by contributing to an increase in public safety. Ultimately, all of our organizational activities should enhance the safety, security and well-being of Canadians. The components of the Framework illustrate philosophies and activities that enable us to be successful in meeting this goal.

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Our Vision 

Increasingly, we are being asked to re-evaluate our role as Canada's national police service. We must explore new options, embrace new partners, and encourage creative approaches as we strive to ensure safe homes and safe communities for Canadians. 

The future belongs to those who think and act creatively, who anticipate change and position themselves to lead it. We are committed to: 

• Be a progressive, proactive and innovative organization
• Provide the highest quality service through dynamic leadership, education and technology in partnership with the diverse communities we serve
• Be accountable and efficient through shared decision making
• Ensure a healthy work environment that encourages team building, open communication and mutual respect
• Promote safe and sustainable communities
• Demonstrate leadership in the pursuit of excellence

In the face of these challenging, uncertain times, the vision for the RCMP is to be recognized throughout the world as an "organization of excellence". 

Our Core Values 

The RCMP is committed to, respects and reinforces Canadian institutions of democracy. In a changing world, values form the foundation for management excellence. We are guided by the following core values: 

• Accountability 
• Respect 
• Professionalism 
• Honesty 
• Compassion 
• Integrity 

The RCMP – as an organization committed to the above mandate, vision and core values – is inherently practising the principles of sustainable development. Enabling and supporting community safety and security, demonstrating efficient decision making and accountability in managing resources, strengthening the organization through capacity building, and integrating sustainable business decisions and planning processes demonstrates the organization's contribution to a future of social stability, economic prosperity and environmental integrity. 

For more information on our mission, vision and values, visit: www.rcmp-grc.gc.ca/about/mission-eng.htm

Our Four Pillars – A Foundation for Excellence

Everything that we do to be a strategically-focused organization of excellence rests on our four pillars.

• Intelligence: We rely upon well-founded intelligence, both for policing functions and for day-to-day management. Intelligence enables our activities to be guided by reliable, critical and timely information from within and outside our organization
• Values: We hold ourselves to a high standard. We are role models for our communities. Our behaviours and actions must at all times be based on our adherence to our core values: integrity, honesty, professionalism, compassion, respect and accountability
• Accountability: We are accountable for our decisions and actions. The RCMP's accountability to its external partners in local communities, to other agencies and other government departments, guides its performance
• Bridge-building: To achieve our goal of safe homes and safe communities, we must build and maintain strong partnerships with colleagues, partners, government agencies and law enforcement, and most importantly, with the communities we serve

A Commitment to Excellence in Service

We are committed to providing excellence in service to members of communities across Canada and to our partners in Canada and around the world. Everything that we do – our operational activities, our management strategies and our priorities – assists us in delivering on our commitments. 

Our Philosophies – Integrated Policing and Community Policing

Our philosophies of Integrated Policing and Community Policing are critical in ensuring excellence in service and safe homes and safe communities. Our ability to integrate with other organizations with common priorities and goals enables us to maximize our resources, have a greater understanding of our local and international environments and increases our capacity to respond. Simply put, integration makes us more efficient and effective.

The RCMP vision of integration builds upon the Community Policing philosophy, which has been the cornerstone of our operations for many years. Through this philosophy, we proactively work with communities to identify, prioritize and solve problems. Community Policing reflects the philosophy of a partnership between the police and the community where we work together to prevent or resolve problems that affect safe homes and safe communities. Emphasis is placed on crime prevention and enforcement through increased community participation, coordinated problem solving, improved planning and public consultation.

Our Strategic Priorities

Our priorities are carefully selected after rigorous scanning and analysis of the external environment. The selection of priorities allows us to strategically focus on enhancing public safety. Each priority has its own strategy and Balanced Scorecard which articulates the desired outcome and the objectives we must achieve in order to reach our desired outcome. Each priority is championed by a Deputy Commissioner who leads a group, representing the programs responsible for each strategic objective, focused on ensuring the success of the strategy. This group is referred to as the Strategic Priority Working Group. 

In the 2006-2007 fiscal year we will continue to address our strategic priorities of Youth, Aboriginal Communities, Organized Crime and Terrorism. The International Policing strategic priority has been replaced with a new strategic priority, Economic Integrity. 

Our commitment to international policing has been very successful on a global scale and the time has come for it to evolve from a strategic priority to a key management strategy. Like Integrated Policing, International Policing has become entrenched in our daily operations. Therefore, it makes sense that it would evolve to a key driver for all of our priorities and our goal of safe homes and safe communities.

Economic crime is a growing trend, impacting both the Canadian and global economies. Adopting many forms – fraud, counterfeiting, pirating of goods, identity theft, money laundering, etc – it ultimately threatens global economic stability.

Exploiting globalization and new technologies, criminals resort to increasingly elaborate and transnational methods, challenging more conventional forms of law enforcement investigation and prosecution.

The potential impacts of economic crime are serious and multiple – significant loss to investors, citizen pensions, corporate image and government revenues – and ultimately challenge the integrity of both private and public institutions.

Our newly introduced strategic priority of Economic Integrity impacts Canada's international relations, its institutions and the health, safety and well being of Canadians. Our strategy will be to contribute to the confidence in Canada's economic integrity through crime reduction. 

Economic integrity refers to confidence in the national marketplace, through a safe and secure economy. Confidence is maintained when the marketplace is a sound place to buy, sell, invest and trade. The RCMP will contribute to the confidence in Canada's economic integrity through crime reduction, with an aim of supporting the economic and social well-being of all Canadians.

Concerns extend beyond financial crime, touching many areas – counterfeit goods and currency; corporate fraud; identity theft; and assorted scams.

As stated previously, each of our strategies has a strategic "outcome" – a desired end state: 

• Organized Crime: Reduce the threat and impact of organized crime
• Terrorism: Reduce the threat of terrorist activity in Canada and abroad
• Youth: Reduce youth involvement in crime as victims and offenders
• Economic Integrity: Contribute to Canada's economic integrity through crime reduction
• Aboriginal Communities: Contribute to safer and healthier Aboriginal communities

Our Strategic Objectives

The following operational activities form the essence of the way we do police work. 

• Prevention and Education: Members of the RCMP are involved with a number of programs designed to prevent crime in our communities through both indirect and direct intervention. From school talks to youth initiatives to community plans, the goal of crime prevention programs is to target the root cause of criminal and antisocial behaviours. The reduction of the fear of crime is very much a consideration in our operations
• Intelligence: We obtain information which we analyze and turn into intelligence. We use this intelligence as the basis for our operational and administrative decisions. This is the essence of the Ops Model philosophy
• Investigation: We investigate to uncover facts and determine the most appropriate action to take
• Enforcement: Enforcement means a continuum of actions designed to ensure public safety including, where applicable, laying charges or applying alternative measures
• Protection: We provide general protection in cooperation with our partners to help keep Canadians and their communities safe and secure. We provide specific protection for internationally protected people and designated Canadians (Prime Minister, Governor General of Canada, etc.) and their residences/embassies. In addition, we provide air transportation security

Our Management Strategies

RCMP management strategies are adopted to ensure we are successful in meeting our priorities. They also ensure that we are effectively managing our resources and that our efforts are integrated.

• Stewardship: We will effectively and efficiently manage all resources that have been entrusted to us
• Human Resources Renewal: We will effectively manage human resources in order to attract, develop and retain the best people to ensure operational readiness
• Horizontal Management: We will not work in "silos". We will take a cross-functional approach to ensure we effectively and efficiently manage our resources. We will also benefit from one another's expertise (e.g. human resources, corporate management and comptrollership and information technology representatives working together)
• Interoperability: We will ensure that the appropriate information is exchanged between the right people at the right time, with the proper levels of security and safeguards
• International Cooperation: We support Canada's foreign policy goals and promote national and international safety and security by maintaining strong global connections and international policing capacity
• Performance Management: We establish priorities, develop strategies, set targets, track performance and align work activities and processes to achieve organizational goals

Our Management Priorities 2006-2007

In 2006-2007, we will strive to advance the objectives of strengthened partnerships, improved responsiveness and creative integration with greater intensity.

The Strategic Framework highlights our focus on excellence in service. Accountability and responsiveness are two areas of particular importance that help us achieve this. Canadians expect that we effectively and efficiently manage resources and we must be able to demonstrate this. At the same time, being responsive helps us to meet the demands of a dynamic environment.

It is through effective planning and management in support of operations that we will see positive results. The following key initiatives will allow us to seek opportunities to advance our objectives and support our ability to be both accountable and responsive.

• Human Resources Renewal: RCMP human resources management is becoming more simple and flexible to enable operational readiness. We will work to attract the best and brightest that represent the diversity of Canada and to develop our own people to meet future leadership challenges
• Performance Management: Many of our successes can be attributed to our ability to align and execute our strategies through the use of the Balanced Scorecard. In 2006-2007, we will implement Detachment Performance Plans that will incorporate best practices in performance management. These plans will be key to providing excellent service in our communities
• Business Continuity and Emergency Plans: Large disruptive events such as the terrorist attacks in London, the tsunami and the Kelowna fires, as well as Hurricanes Katrina and Juan, often occur with little warning. In 2006-2007, we will continue to develop and update Business Continuity and Emergency Plans so that critical services can be provided to Canadians with minimal or no interruption
• Interoperability: Employees and partners must have appropriate and timely information to support operations. Technology solutions such as Canadian Police Information Centre modernization, National Inter-Agency Integrated Information System and the Automated Criminal Intelligence Information System are key enablers. Within legislative authority, we will continuously innovate and improve information sharing mechanisms to ensure we get the appropriate information to the right people at the right time

Our Management Structure  

The RCMP is organized under the authority of the RCMP Act. In accordance with the Act, it is headed by the Commissioner, who, under the general direction of the Minister of Public Safety (Public Safety and Emergency Preparedness), has the control and management of the Force and all matters connected therewith. 

Key components of our management structure include: 

• Deputy Commissioners Pacific, North West and Atlantic Regions:  To oversee operations in these regions
• Deputy Commissioner Federal Services and Central Region: To meet our federal policing mandate [includes Federal and International Operations (FIO) and Protective Policing Services] as well as A, C and O Division operations
• Deputy Commissioner Operations and Integration: To drive horizontal integration in all areas including strategy, performance improvement and operations [includes Criminal Intelligence Directorate (CID), Strategic Planning and Policy Directorate (SPPD), Integrated Operations Support (IOS) and Community, Contract and Aboriginal Policing Services (CCAPS)]
• Deputy Commissioner National Police Services: To focus on the provision of operational support services for the RCMP and broader law enforcement and criminal justice communities [includes Technical Operations, the Canadian Police College (CPC), Criminal Intelligence Service Canada (CISC), Forensic Laboratory Services (FLS), Information & Identification Services (I&IS), the National Child Exploitation Coordination Centre (NCECC), and the Chief Information Officer (CIO) Sector]
• Deputy Commissioner Corporate Management and Comptrollership: To continue to meet standards of accountability, stewardship, results and value-based management, increased transparency and responsiveness, risk management, renewed control systems and sustainable development
• Chief Human Resources Officer: To ensure Human Resources policies and processes work in practice to support operations in achieving service excellence

In addition to the Deputy Commissioners, the Chief Human Resources Officer, the Ethics and Integrity Advisor, the Director of Legal Services and the Chief Audit Executive (Observer Status) complete the Senior Executive Team.

Where We Are Located 

To deliver on our responsibilities, we have over 25,000 employees including Regular and Civilian Members and Public Service employees. We are also fortunate to have over 75,000 volunteers to assist us in our efforts to deliver quality services to the communities we serve across Canada. 

The RCMP is unique in the world since we are a national, federal, provincial and municipal policing body, and as a result, the men and women of the RCMP can be found all across Canada.  

Operating from more than 750 detachments, we provide: daily policing services in over 200 municipalities; provincial or territorial policing services everywhere but Ontario and Quebec; and services to over 600 Aboriginal communities, three international airports, plus numerous smaller ones. 

We are organized into four regions, 14 divisions, National Headquarters in Ottawa and the RCMP's training facility – or "Depot" – in Regina. Each division is managed by a Commanding Officer and is alphabetically designated. Divisions roughly approximate provincial boundaries with their headquarters located in respective provincial or territorial capitals (except "A", Ottawa; "C", Montreal; "E", Vancouver; and "O", London).

Our Operating Environment

Context for Planning

RCMP plans and priorities are not developed in isolation; several key factors are considered. Through our rigorous scanning and analysis of the external environment and our own organization, the following elements have been identified as key influences on our strategic planning cycle for the 2006-2007 fiscal year. 

a) Integrated Policing

b) The Environmental Scan

c) RCMP Business Planning Process

d) Speech from the Throne

e) Budget 2006

f) External Factors

g) Major Events 

By taking these elements into consideration throughout our planning cycle, we are able to identify strategic and management priorities that will allow us to focus on enhancing public safety, sustainable development and the effective and efficient operations of our organization. 

a) Integrated Policing

Integrated Policing continues as the defining philosophy for everything we do as part of our Strategic Framework. It means collaborating with our partners at all levels towards common purposes, shared values and priorities. This globalization of public safety and security is characterized by:

• Shared strategic priorities – devoting our resources to achieving common goals, with our actions based on the highest standards of transparency and accountability
• The free flow of intelligence – at all levels; within and between organizations and partners
• Interoperable systems – enabling "real-time" communications across organizations, borders and nations
• Seamless service delivery – eliminating fragmentation and duplication
• A need to leverage economies of scale – maximizing our individual and collective efforts

Last year we reported on five key challenges to achieving increased integration. While we continue to make progress on overcoming these challenges, there is still a lot to be done before we reach our goal of total integration/interoperability. These challenges include:

• Developing an over-arching framework to focus international integration efforts
• Addressing the lack of interoperability among police organizations
• Ramping up our human, technological and infrastructure-related resources to match current and future needs
• Challenging the culture of our law enforcement and intelligence institutions which may hinder information sharing
• Building public confidence and understanding in what we do

Integrated Policing

The following graphic captures the various elements of our Integrated Policing philosophy, including our partners and stakeholders, our program activities and our strategic priorities.

b) The Environmental Scan

The RCMP conducts robust environmental scanning to identify emerging issues and trends at local, national and global levels. This careful monitoring supports our senior managers in identifying key risks, challenges and opportunities, as part of our priority setting and business planning, to ensure we are appropriately positioned to operate effectively in a continually-evolving environment. In the last Report on Plans and Priorities we outlined the key elements affecting policing, the potential impacts on our organization and areas where we could make a difference. The key elements continue to be:

• Demographics
• Society
• Economy
• Politics and Governance
• Science and Technology
• Environment
• Public Safety and Security

We have moved to preparing Environmental Scans every three years, and to conducting a focused review on a particular area of interest and importance to the RCMP on an annual basis. This year, we looked at the trends affecting economic crime and as a result of the potential risks to the Canadian marketplace and Canadians identified in the scan, a new strategic priority was added – Economic Integrity.

c) RCMP Business Planning Process

The RCMP has a structured planning cycle. Using the latest environmental scan as a starting point, priorities are chosen and strategies are developed for those priorities. Using the Balanced Scorecard methodology, strategies are developed and aligned across the organization. Business plans are prepared at the division level and aggregated into program activity plans. Starting in 2006-2007, Detachment Performance Plans that incorporate best practices in performance management will be implemented to reinforce excellence in service in our communities and will support the business planning process.

All business plans capture: an environmental scan; an identification of risks and mitigation strategies; an identification of unfunded pressures; initiatives aligned with critical objectives emanating from the strategic priorities; an articulation of initiatives in support of a division or program activity strategy; and also a breakdown of all activities according to the Program Activity Architecture. 

The Strategic Policy and Planning Directorate reviews the divisional and program activity plans in order to ensure corporate planning is aligned to operational priorities. Plans presented, which do not support the organizational strategy, are challenged and refined as necessary. 

All identified unfunded pressures are supported by a comprehensive business case, approved at the Deputy Commissioner level. The collective pressures are then analyzed and prioritized using an RCMP developed prioritization tool. This tool weighs the pressure against factors such as: public safety; alignment with government priorities; alignment with RCMP priorities; and value for investment etc. This close examination results in a prioritized list of unfunded pressures for budgetary consideration.

d) Speech from the Throne

In the April 4, 2006, Speech from the Throne, the Government committed to tackling crime as one of its priorities, specifically the threat of gun, gang and drug violence. 

The commitment to tackling crime will greatly impact the RCMP. To this end, the government has committed to propose changes to the Criminal Code to provide tougher sentences for violent and repeat offenders, particularly those involved in weapons-related crimes. It will help prevent crime by putting more police on the street and improving the security of our borders.

In addition, the Government committed to work with the provinces and territories to help communities provide hope and opportunity for our youth, and end the cycle of violence that can lead to broken communities and broken lives.

e) Budget 2006*

In keeping with the commitments made in the Speech from the Throne, the Government earmarked significant funding specifically for the purpose of tackling crime.

A summary of the key funding announcements impacting on the RCMP are:

• $161 million for 1,000 more RCMP officers and federal prosecutors to focus on such law-enforcement priorities as drugs, corruption and border security (including gun smuggling)
• $37 million for the RCMP to expand its National Training Academy (Depot) to accommodate these new officers and build the capacity to train more officers in the future
• $20 million for communities to prevent youth crime with a focus on guns, gangs and drugs
• $15 million over two years to increase the ability of the RCMP to populate the Data Bank with DNA samples from a greater range of convicted offenders 
• $303 million to implement a border strategy to promote the movement of low-risk trade and travelers within North America while protecting Canadians from security threats
• $64 million over the next two years for Financial Transactions and Reports Analysis Centre of Canada, the RCMP, CBSA and the Department of Justice to bolster existing capacities to combat money laundering and terrorist financing
• $9 million over two years for the RCMP to create Integrated Counterfeit Enforcement Team to conduct major counterfeiting investigations in Vancouver, Toronto and Montreal 

* These additional resource announcements from Budget 2006 are incremental to all planned spending as reflected in Table 1: Departmental Planned Spending and Full Time Equivalents. 

f) External Factors Affecting our Operating Environment

Challenges to Law Enforcement 

• From a policing and national security perspective, the events of September 11, 2001 moved national security issues high on the North American agenda and shaped responses to international threats as the United States and its partners pursued the war on terror. While terrorism remained the most pressing global threat, for billions of people, disease, civil war and natural disasters were, and continue to be, the primary risk to their safety and security
• Organized crime groups have become increasingly fluid and high tech, posing new and formidable challenges to law enforcement. The transnational and increasingly diffuse nature of threats created stronger international connectivity and coordination. In an uncertain world, these realities will challenge the RCMP as it fulfils its mandate for safe homes and safe communities
• Changing demographics and increasing expectations for service present ongoing human resource challenges. Recruiting must remain a priority for the RCMP as it is committed to fulfilling its policing obligations
• While the global focus on safety and security coupled with advancements in science and technology represent key drivers, specific trends in criminal activity have significant impacts for dedicated areas, which must galvanize resourcing strategies to address these emerging activities. These trends include the rising incidents of identity theft, cybercrime, illicit trade in arms, expanding child pornography markets, exploitation of vulnerabilities in information networks, and increasingly sophisticated tactics used by the criminally inclined
• Emerging government policies, priorities and legislation, and the growing expectations of both police and the public for increasingly rigorous processing and analysis of forensic evidence represent additional challenges to provide responsive operational support

g) Upcoming Major Events 

• More and more, the RCMP is being tasked to support Canada's broader international profile as a leader on the world stage. This includes Canada's role as a host to other countries in the form of visiting dignitaries and delegations, conferences, meetings and other major public national and international events. For the future, this includes, for example:
  • 2006 Royal Visit of Prince Edward to the North West Territories, British Columbia, Alberta and Saskatchewan
  • 2006 UN Habitat World Urban Forum in Vancouver, British Columbia
  • 2007 Canada Winter Games in Whitehorse, Yukon
  • 2008 Sommet de la Francophonie in Quebec City, Quebec
  • 2008 Papal Visit in Quebec City, Quebec 
  • 2010 Olympics and Paralympic Games in Vancouver/Whistler, British Columbia

Alignment of RCMP Outcomes to Government of Canada Outcomes

The RCMP contributes directly to the Government of Canada's social agenda, specifically, the Safe and Secure Communities outcome. The following graphic depicts the alignment of RCMP Strategic Outcomes to the Government of Canada's Safe and Secure Communities outcome. 

Government of Canada Policy Area	Canada's Social Foundations
Government of Canada Outcome	Safe and Secure Communities
RCMP Strategic Outcomes	Quality Federal Policing Quality Contract policing Quality Policing Support

More information on RCMP Strategic Outcomes can be found in Section II.

 

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