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In May 2006, following the publication of the follow-up Report by the Auditor General (AG) on the Canada Firearms Centre, the new government transferred responsibility and administration of the Firearms Act, the Canadian Firearms Program and the day-to-day operations of the Canada Firearms Centre (CAFC) to the RCMP. The Commissioner of the RCMP assumed the duties of Commissioner of Firearms and the Canada Firearms Centre became an operational service line under the direction of the Deputy Commissioner National Police Services.
Together with the transfer of responsibility, the Government confirmed its commitment to effective gun control that targets criminals, while maintaining the highest standards of public safety. On June 21, 2006, the Minister of Public Safety tabled Bill C-21 An Act to amend the Criminal Code and the Firearms Act. The intent of the proposed legislation is to amend the Firearms Act by repealing the requirement to register non-restricted long-guns, and require firearms retailers to record all sales transactions of non-restricted firearms. Individuals would still be required to have a valid firearms license, and go through police background checks and safety training in order to purchase or possess firearms and to purchase ammunition. Individuals would also continue to be required to register prohibited and restricted firearms, such as handguns, and all firearms owners will continue to be required to store their firearms safely. Police officers would still be able to determine who is in legal possession of firearms and who is not.
Canada Firearms Centre
The Canada Firearms Centre is now an operational service line within National Police Services (NPS) which is responsible for many police support programs. The Centre will retain its mission, mandate and core values and commitment to safe homes, safe communities that support four of the RCMP’s strategic priorities: Organized Crime, Terrorism, Youth and Aboriginal Communities.
CAFC provides direct support to all domestic and international police services relative to firearms registration information and licensing of individuals and businesses by providing police and other organizations with information and expertise vital to the prevention and investigation of firearms crime and misuse in Canada and internationally. This information helps distinguish between legal and illegal firearms, as well as lawful and unlawful owners and trafficking of firearms. CAFC works with the provinces and territories, with national organizations that have an ongoing interest in firearms safety, and with many firearms and hunter education instructors across Canada, in promoting safe storage, display, transportation and handling of firearms. CAFC and Aboriginal peoples work together on projects at national, regional and local levels to deliver safety training, firearms verification and licence and registration assistance.
In harmony with the RCMP’s mission statement of safe homes and safe communities, CAFC’s mission is to support police and other law enforcement organizations; prevent the misuse of firearms in Canada; enhance public safety by helping reduce death, injury and threat from firearms through responsible ownership, use and storage of firearms.
The RCMP will continue to develop and oversee an effective firearms program that will assist in the reduction of gun violence and meet the Government’s principal obligations under the Firearms Act. The Firearms Program is intended to reduce gun violence by:
The mandate for CAFC is to enhance public safety by:
The RCMP will operate the Firearms Program in accordance with its Core Values as well as the following:
The Canada Firearms Centre, together with the Canadian Firearms Program, is the only service line within the RCMP that is governed by federal legislation other than the RCMP Act. The Firearms Program has been, and continues to be, the subject of review by Parliamentary Committees, public scrutiny, and the Office of the Auditor General. The new government is keen to reduce program costs, and eliminate unnecessary administrative burden on firearms owners.
The tabling of new legislation by the new government, Bill C-21, is the government’s first step towards resolving issues through amendment to the Firearms Act and has the potential to significantly impact CAFC operations should the proposed changes be passed. For the immediate future, CAFC and the RCMP will focus on supporting the new government’s initiatives and putting in place methodology and practices to address the recommendations stemming from the AG’s Report. Also, the RCMP expects the organizational transition of CAFC into the RCMP to be fully realized by the end of 2007-2008. The transition will benefit the CAFC as it moves forward by promoting its role of supporting the policing community.
The Firearms Program is a multi-departmental and multi-jurisdictional program for which the RCMP now has lead responsibility. The core activities of the Program are shown in the chart below:
Effective delivery of the Firearms Program depends upon partnerships involving the federal and provincial governments and law enforcement agencies. Federal partners such as Public Safety and Emergency Preparedness Canada, Canada Border Services Agency, Department of Justice, and the Department of Foreign Affairs and International Trade Canada play a key role, as do the Provincial Chief Firearms Officers (CFO). The CFOs both deliver the program and administer the decision-making and administrative work related to activities such as licensing, authorizations to transport, and authorizations to carry firearms. They also designate instructors for the Canadian Firearms Safety Course.
Some provinces/territories chose not to administer the Firearms Act and subsequently, did not appoint a provincial CFO. As a result, these provinces and territories have a federally appointed CFO. Currently, Newfoundland and Labrador, Manitoba, Nunavut, Saskatchewan, Alberta, the Northwest Territories, British Columbia, and the Yukon are administered by federally appointed CFOs while the provinces of Ontario, Quebec, New Brunswick, Prince Edward Island and Nova Scotia administer responsibilities within their jurisdictions through a provincially appointed CFO. In the latter Provinces, program operations are funded by the Government of Canada through contribution agreements entered into between the Government and individual provinces. The RCMP will also work with Aboriginal and other community organizations to further the understanding of, and compliance with, program requirements. These efforts are also funded through contribution agreements.
A key component of the Program, designed to support the administration of the Firearms Act, is the Canadian Firearms Information System (CFIS). Responsibility for administering and maintaining CFIS now rests with the RCMP. The RCMP also operates the Canadian Police Information Centre (CPIC), which interfaces with CFIS to provide timely information to CFOs making decisions about client licensing and continuous eligibility and police officers enforcing the Criminal Code. The Canadian Firearms Registry On-line (CFRO) is a subset of CFIS. The system is available to Canadian police agencies via CPIC to assist the police officers when responding to calls and in performing investigations. CFRO provides police with immediate access to the information they need in their investigational and operational activities. CFIS also contains information of registered firearms. Recording firearms information helps police and other public safety officials carry out investigations efficiently and effectively by quickly tracing a firearm to its last legal owner and facilitates the recovery and return of lost or stolen firearms to their rightful owner.
CAFC is supported by other federal departments and agencies. The Canada Border Services Agency (CBSA) is responsible for administering elements of the Firearms Program at Canada’s border crossings. These elements of the Firearms Program are funded through Memoranda of Understanding with CBSA. The Department of Foreign Affairs and International Trade Canada (DFAIT) issues import and export permits for firearms under the Export and Import Permits Act. DFAIT is not refunded the cost of the activity as it was part of its mandate prior to the passage of Bill-C68 in December 1995.
Risks, Challenges and Opportunities
The RCMP is committed to assisting the government in contributing to safe homes and safe communities. It will continue to build on successes and lessons learned to meet the Firearms Program’s future risks, challenges and opportunities. Existing and future priorities of the CAFC will be aligned to its over-arching strategic outcome“the risks to public safety from firearms in Canada and international communities are minimized” in the most effective and efficient manner possible. The RCMP will continue efforts to develop and maintain broad-based relationships with client and stakeholder groups. Gun control is a sensitive area of public policy and administration, and opportunities to enhance understanding and participation must be recognized.
While the vast majority of firearm owners renew licences, some still do not comply. CAFC will pursue processes to facilitate renewing of licences. Simple, easy to use forms have been well received by the clients in the past and contributed to increased compliance with the Firearms Act. A new, simplified licence renewal form has been introduced and is currently in use since July 2005. This form, along with renewal reminders, had a noteworthy impact on improving the rate at which clients renew licences.CAFC will also continue to explain other means to increase compliance.
The Auditor General in her May 2006 Report on the Firearms Program commented on data quality. The quality of data gathered and maintained is of paramount importance for the Program and the Centre. As law enforcement partners increasingly rely on CFP information to carry out their work – thereby improving officer safety and reducing risk to the public – the need for accurate and up-to-date information continues to grow. Not only is CAFC validating addresses as recommended by the Auditor General, it will continue to conduct its ongoing assessment of the quality of licence address and registration information. Dedicated efforts will be maintained to ensure that law enforcement partners understand the requirement for a high standard of data quality. The CAFC will continue to improve client service through the optimization of web-based transactions (i.e., online address changes, business-to-business or business-to-individual transfers). The continued use of web-based transactions will improve quality of data gathered for clients and reduce costs.
Continuing into 2007-2008 and the immediate future, pending passage of Bill C-21, CAFC will continue to focus on the following priorities:
Optimize the public safety benefits of the Canadian Firearms Program
CAFC will strive to continually provide excellent service to its diversified clientele which includes police organizations, firearms owners, safety groups and firearm organizations, as well as the general public, to better inform and educate them on the benefits of the Firearms Program.
Support continued compliance with the law
CAFC will promote compliance with the Firearms Act and its related legislation through collaboration with Chief Firearms Officers, provinces, federal partners, police organizations, firearms owners and other public safety officials in the prevention of crime and injury, and supporting law enforcement.
Engage the public, partners and other communities
CAFC will create an awareness and understanding of the Firearms Program through specific outreach activities that support achievement of the objectives of the Firearms Act and related legislation.
Improve service delivery and client service
CAFC will improve its services through continued implementation of a new licence renewal infrastructure, including simplified license application forms, streamlining processes to meet client services that promote compliance, assuring continued improvements to data quality and integrity (e.g., quality of registration data), enhancing the verifier’s network, and the provision of relevant, timely and accessible client services and information through numerous transactional channels (e.g., phone, Internet, paper) to better respond to individual, business, law enforcement and other partners needs regarding firearms control.
Increase effectiveness of internal operations
CAFC will improve interoperability with other NPS programs such as the National Weapons Enforcement Support Team (NWEST). Alignment with NPS provides opportunities to serve the broader law enforcement community in a more streamlined manner. Integration with the RCMP will provide opportunities for potential cost savings in the medium to long term through integration of corporate activities such as Finance, Human Resources, Communications and Information Technology systems. A new streamlined organizational structure will describe CAFC’s integration within NPS and the RCMP.
Reporting to Parliament and the Public/Management Accountability Framework
CAFC and Program reporting will be integrated within the RCMP’s parliamentary reports such as, Departmental Performance Reports, Reports on Plans and Priorities, Main Estimates and the annual Commissioner’s Report. As well, the Centre’s Management Accountability Framework (MAF) will be integrated with that of the RCMP’s. Effective in 2007-2008, the CAFC will be fully integrated into the RCMP’s Votes. It will remain as a distinct entity in the RCMP’s PAA for reporting purposes.
Although a new addition to the RCMP, the CAFC already supports the RCMP Strategic Priorities through the following initiatives:
Organized Crime
Working collaboratively with the National Weapons Enforcement Support Team (NWEST), the CAFC assists with efforts to reduce the illicit trafficking of firearms undertaken by organized crime. The CAFC envisions a greater operational support function and presence in organized crime investigations where firearms are involved.
Terrorism
CAFC maintains an international presence within the United Nations and works with Interpol to combat the illicit trafficking in small arms. Canada is recognized globally for its firearm controls, and the Canada Firearms Centre works within Canada and with international partner agencies to combat the illegal movement of firearms, which may fall into the hands of terrorists inside and outside of our borders.
Youth
CAFC promotes the safe storage and handling of firearms for all gun owners and users, with a special emphasis on youth. The CAFC is also pursuing initiatives with First Nations in Ontario and Saskatchewan in order to develop a firearms safety education component for on-reserve school curricula.
Aboriginal Communities
CAFC collaborates on a variety of projects which support Aboriginal communities. With CAFC support, the Red Sky Métis Independent Nation provides a range of firearms outreach services, including safety training, to Métis and First Nation people in Northwestern Ontario. A number of Treaty 6 First Nations in Alberta have undertaken a unique initiative to implement firearm safety education in the on-reserve school curriculum, while with financial support from the CAFC, the Assembly of First Nations has disseminated firearms-related information at public gatherings as a way to educate community members and leaders in the Northwest Territories.
Results and Performance Framework
Strategic Goal |
|||
The risks to public safety from firearms in Canada and international communities are minimized. |
|||
Expected Results and Indicators |
|||
Expected Results
|
Indicators
|
||
Activities and Outputs | |||
Registration, Licensing and Supporting Infrastructure: Administering efficient and effective registration, licensing and other non-registration activities | Policy, Regulatory, Communication and Portfolio Integration: An effective legislative, regulatory and policy framework in support of the Firearms Program | ||
Activities:
The Act is administered |
Outputs:
|
Activities:
Program compliance is supported by effective public awareness activities |
Outputs:
|
Efficient, client-centered services and streamlined processes are in place |
|
Policies and programs are improved through more effective and informed policy development processes |
|
Border control of firearms is supported by effective monitoring mechanisms |
|
Firearms Program forms an integral part of the national approach to secure safe homes and safe communities |
|
The following tables represent financial information for the Canada Firearms Centre.
*Notes: An amnesty for collection of fees from firearm owners who need to renew their licence was announced on May 17, 2006 for a two-year period ending in May 2008, resulting in a
significant reduction in planned revenues.
**Included within the Supplementary Estimates for CAFC was $3.2M in operating budget carry forward, $3.0M in expenditure restraint and $10.0M in authorities available within the Votes in
order to partially fund foregone revenue as a result of the waiving of license renewal fees. These items total $9.8M.
***Non-respendable revenue has been decreased by the amount of refunds related to the waiving of prescribed fees associated with firearms licence renewals. Further details can be found in
Table 4: Sources of Non-Respendable Revenue.
Table 2: CAFC Items included within RCMP’s Votes and Main Estimates | ||
Voted or Statutory Item ($millions) |
2007-2008 Estimates |
2006-2007 Estimates |
45 Operating Expenditures – excluding registration activities and functions |
43.1
|
50.7 (1)
|
45 Operating Expenditures – Registration activities and functions |
10.7
|
14.7 (1)
|
55 Contributions |
12.7
|
14.0
|
(S) Contributions to employee benefit plans |
3.9
|
4.2
|
Total Department |
70.4
|
83.6
|
(1) Represents the amounts included in CAFC’s two Operating Expenditures Votes named “Operating Expenditures – excluding registration activities and functions” and “Operating Expenditures – Registration activities and functions” in 2006-2007 Main Estimates (Vote 20 and 25 respectively). |
Table 3: Services Received Without Charge | |
($ millions) | 2007-2008 |
Accommodations provided by Public Works and Government Services Canada (PWGSC) |
2.7
|
Contribution covering employees' share of insurance premiums and expenditures paid by TBS (excluding revolving funds) |
1.5
|
Total 2007-2008 Services received without charge |
4.2
|
Table 4: Sources of Non-respendable Revenue | ||||
Non-Respendable Revenue | ||||
($ millions) |
Forecast Spending 2006-2007 |
Planned Spending 2007-2008 |
Planned Spending 2008-2009 |
Planned Spending 2009-2010 |
Registration, Licensing and Supporting Infrastructure | ||||
Licensing activities | ||||
Individual licences activities |
5.7
|
1.9*
|
1.9*
|
21.7
|
Business licences activities |
0.1
|
0.1
|
0.1
|
0.6
|
Non-Resident Declarations |
1.9
|
1.9
|
1.9
|
1.9
|
Miscellaneous (Authorizations, etc) |
0.4
|
0.4
|
0.4
|
0.4
|
Refund of fees** |
(21.5)
|
0.0
|
0.0
|
0.0
|
(13.4)
|
4.3
|
4.3
|
24.6
|
|
Policy, Regulatory, Communications andPortfolio Integration | ||||
Miscellaneous revenue |
0.0
|
0.0
|
0.0
|
0.0
|
Miscellaneous (as per Public Accounts) |
0.0
|
0.0
|
0.0
|
0.0
|
Total Non-respendable Revenues |
(13.4
|
4.3
|
4.3
|
24.6
|
*Note: An amnesty for collection of fees from firearm owners who need to renew their licence was announced on May 17, 2006 for a two-year period ending in 2007-2008, resulting in a
significant reduction in planned revenues.
**This amount represents refunds related to the waiving of prescribed fees associated with firearms licence renewals.
Table 5: User Fees | |||||
Name of User Fee |
Fee Type | Fee Setting Authority | Reason for Fee Introduction or Amendment | Effective Date of Planned Change To Take Effect | Planned Consultation and Review Process |
Business Licences | Regulatory | Firearms Fees Regulations | N/A | N/A | See explanation below |
Individual Licences | Regulatory | Firearms Fees Regulations | N/A | N/A | See explanation below |
Registration Certificates | Regulatory | Firearms Fees Regulations | N/A | N/A | See explanation below |
Authorizations | Regulatory | Firearms Fees Regulations | N/A | N/A | See explanation below |
Non-resident Permits | Regulatory | Firearms Fees Regulations | N/A | N/A | RCMP will work with CBSA to develop consultation mechanism. |
Explanations:
1. Firearms licences are renewable every five years. On May 17, 2006, the Government waived the fee to renew a licence or modify licence privileges until May 17, 2008. As well, the fee to
renew a minor’s licence has been waived until May 17, 2008.
2. Fees to register firearms were waived by the Federal Government in May 2004.
3. A Non-resident firearms declaration, confirmed by a customs officer, is deemed to be a temporary licence valid for a period up to 60 days.
4. The methodology for planned consultations and review process pertaining to published standards needs to be revaluated following transition of the CAFC into the
RCMP.
Table 6: Major Regulatory Initiatives | |
Regulations | Expected Results |
The following Regulations pertaining to Bill C-10A (An Act to amend the Firearms Act and Criminal Code) have not been implemented:
|
The purpose of the Regulations are:
|
Table 7: Status Report on Major Crown Projects
Over the next three years, the Royal Canadian Mounted Police (CAFC) will be the lead department and will manage the following major Crown projects:
2007-2008
2008-2009
2009-2010
For further information on the above-mentioned major crown projects see:
www.tbs-sct.gc.ca/est-pre/20062007/p3a-eng.asp
Table 8: Horizontal Initiatives
Over the next three years, the Royal Canadian Mounted Police (CAFC) will be involved in the following horizontal initiatives as the lead partner:
For further information on the above-mentioned horizontal initiatives see:
www.tbs-sct.gc.ca/est-pre/estime.asp
Table 9: Details on Transfer Payments Programs
Over the next three years, the Royal Canadian Mounted Police will manage the following transfer payment programs in excess of $5 million:
2007-2008
Contributions
2008-2009
Contributions
2009-2010
Contributions
For further information on the above-mentioned transfer payment programs see:
www.tbs-sct.gc.ca/est-pre/estime.asp
Table 10: Alternative Service Delivery | |||
Treasury Board Ministers approved the continuation by the Canada Firearms Centre of the Central Processing Site (CPS) operations in Miramichi, New Brunswick, to allow a period of normalized program operations following the implementation of the CFIS II System. The decision to outsource the business operations of the CPS as an Alternative Service Delivery (ASD) will be reconsidered in the 2008-2009 fiscal year. | |||
Name of ASD Initiative | Current Status | Projected Implementation Date | Contact |
Canada Firearms Centre – operation of the Central Processing Site (CPS) in Miramichi, New Brunswick | Decision to outsource the business operations at CPS has been deferred to 2008-2009 to allow for a period of normalized operations following implementation of CFIS II. | To be determined following assessment of options. |
Information concerning the status of the Alternative Service Delivery (ASD) initiative can be found online at:
www.tbs-sct.gc.ca/est-pre/20062007/p3a-eng.asp
Table 11: Internal Audits and Evaluations | ||||
Internal Audits or Evaluations |
||||
Project
|
Type
|
Status
|
Estimated Completion Date
|
Electronic Link to Report
|
Canada Firearms Centre – Financial Statements |
Assurance Engagement | Ongoing | March 2007 | N/A |
Canada Firearms Centre – |
Assurance Engagement | Planned | September 2007 | N/A |
Canada Firearms Centre – Opt In Provinces |
Formative Evaluation | Ongoing | December 2007 | N/A |
Table 12: Canadian Firearms Program: Federal Government Costs and Anticipated Planned Spending Requirements | |||||
In response to Recommendation 4.27 of the May 2006 Auditor General Report on the Canadian Firearms Program, direct and indirect costs are defined as follows:
|
|||||
Organization
($ millions) |
Past
Expenditure (1995-1996 to 2005-2006) |
Forecast Spending 2006-2007 (as at Dec. 31, 2006) |
Planned Spending 2007-2008 |
Planned Spending 2008-2009 |
Planned Spending 2009-2010 |
Direct Costs: | |||||
Canada Firearms Centre |
663.4
|
56.1
|
55.1
|
||
Royal Canadian Mounted Police (1) |
117.2
|
0.0
|
0.0
|
Planned Financial and HR resources for the program are dependent upon passage of Bill C-21 An Act to amend the Criminal Code and the Firearms Act. For this reason, planned
spending for 2007-2008 and 2008-2009 are not yet determined.
|
|
Other Federal Government Departments (costs reimbursed by CAFC): |
|||||
Canada Border Services Agency |
20.6
|
1.7
|
1.7
|
||
Department of Justice |
1.2
|
1.0
|
0.8
|
||
Public Works and Government Services Canada |
1.7
|
0.1
|
0.1
|
||
Human Resources Development Canada (2) |
32.7
|
0.0
|
0.0
|
||
Transfer payments to Provinces |
190.0
|
12.4
|
12.4
|
||
Contribution payments to Aboriginal Communities, Other Communities |
1.8
|
0.3
|
0.3
|
||
Total Direct Costs: |
1,029.5
|
71.6
|
70.4
|
||
Indirect c osts not reimbursed by Canada Firearms Centre: | |||||
Public Safety & Emergency Preparedness Canada |
1.2
|
0.3
|
0.3
|
0.3
|
0.3
|
Royal Canadian Mounted Police |
4.3
|
0.0
|
0.0
|
0.0
|
0.0
|
Royal Canadian Mounted Police – NWEST |
8.5
|
0.0
|
0.0
|
NWEST’s mandate going forward from 2005-2006 was re-focused to combating the criminal use of firearms.
|
|
Canada Border Services Agency |
7.4
|
0.0
|
0.0
|
0.0
|
0.0
|
Correctional Service Canada |
36.2
|
8.1
|
9.3
|
9.3
|
9.3
|
National Parole Board |
5.1
|
0.9
|
0.9
|
0.9
|
0.9
|
Department of Justice |
11.1
|
0.0
|
0.0
|
0.0
|
0.0
|
Department of Foreign Affairs & International Trade Canada |
0.4
|
0.0
|
0.0
|
0.0
|
0.0
|
Public Works & Government Services Canada |
14.2
|
2.7
|
2.7
|
2.7
|
2.7
|
Other |
9.2
|
1.8
|
1.6
|
1.6
|
1.6
|
Total Indirect Costs: |
97.6
|
13.8
|
14.8
|
14.8
|
14.8
|
Total Program Costs |
1,127.1
|
85.4
|
85.2
|
||
Net Revenues (1) |
(120.6)
|
(13.4)
|
(4.3)
|
||
Net Program Costs |
1,006.5
|
98.8
|
80.9
|
1 Reflects direct costs reimbursed by DOJ/CAFC prior to May 17, 2006 to the RCMP. Starting with 2006-2007, direct and indirect costs incurred by the RCMP in support of the Firearms
Program will be included within CAFC’s direct operating costs.
2 HRDC no longer provides support services to CAFC for the Central Processing Site in Miramichi, NB.
3. Revenues are credited to the Consolidated Revenue Fund and are not available as offsets to operating expenditures.
Note: Please refer to Table on Horizontal Initiatives for explanations of expected results, planned spending and indirect costs not reimbursed by CAFC as reported by the Centre’s
federal partners to substantiate estimated planned spending requirements related to the delivery of their portion of the Firearms Program. Expenditures are rounded to the nearest one
hundred thousand, e.g., $75,000 is rounded up to $0.1 million, and $45,000 is rounded down to $0.0 million.