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Section V – Special Chapter on Canada Firearms Centre

Transfer of the Canada Firearms Centre to the RCMP

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.

Overview

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.

Mission

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:

  • Supporting law enforcement agencies in preventing and investigating firearm crimes and incidents
  • Controlling the acquisition, possession and ownership of firearms
  • Regulating certain types of firearms
  • Preventing the misuse of firearms

Mandate

The mandate for CAFC is to enhance public safety by:

  • Helping reduce death, injury and threat from firearms through responsible ownership, use and storage of firearms; and
  • Providing police and other organizations with expertise and information vital to the prevention and investigation of firearms crime and misuse in Canada and internationally.

Values

The RCMP will operate the Firearms Program in accordance with its Core Values as well as the following:

  • Respect the lawful ownership and use of firearms in Canada and support firearm users with quality service, fair treatment and protection of confidential information
  • Recognize that the involvement of the provinces, other federal agencies, Aboriginal peoples, police organizations, firearm owners and users, safety instructors, verifiers, businesses, and public safety groups is essential for effective program delivery and achieving success
  • Commit to ongoing improvement and innovation in order to achieve the highest levels of service, compliance, efficiency, and overall effectiveness
  • Inform and engage the Firearms Program’s clients
  • Manage its resources prudently to provide good value for money, and clear and accurate reporting of program performance and resource management
  • Uphold the values and ethical standards of the Public Service of Canada and commit to fair staffing, employee development and a work environment that encourages involvement and initiative

Operating Environment

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.

Canadian Firearms Program

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:

Canadian Firearms Program

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.

Plans and Priorities

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.

Alignment of CAFC Initiatives to RCMP Strategic Priorities

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

  • 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

Indicators

  • Licence revocations and refusals
    (for individuals and businesses) and associated reasons
  • Queries to CFRO; affidavits produced
  • Participants in safety courses
  • Renewal rate for licences; new clients; individual-to-individual firearms transfers
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:
  • Licences granted
  • Registrations and transfers completed
  • Business licences issued
  • Continuous eligibility monitoring
Activities:

Program compliance is supported by effective public awareness activities

Outputs:
  • Relevance of outreach activities and communications materials
Efficient, client-centered services and streamlined processes are in place
  • Improvements in client service for: licensing, registration and telephone enquiries
Policies and programs are improved through more effective and informed policy development processes
  • Stakeholder perspectives are considered in policy/regulatory developments and implementation
Border control of firearms is supported by effective monitoring mechanisms
  • Non-resident declarations
Firearms Program forms an integral part of the national approach to secure safe homes and safe communities
  • Greater support role for police and law enforcement organizations to effectively coordinate firearms activities with other measures

Financial Tables

The following tables represent financial information for the Canada Firearms Centre.


Table 1: Planned Spending and Full Time Equivalents

($ millions)

Forecast
Spending
2006-2007*
Planned
Spending
2007-2008
Planned
Spending
2008-2009
Planned
Spending
2009-2010
Registration, Licensing and Supporting Infrastructure
Budgetary
61.5
50.4

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 2008-2009 and 2009-2010 are not yet defined.

Statutory (employee benefits plan)
3.8
3.6
Contributions
13.0
12.4
Sub-total
78.3
66.4
Policy, Regulatory, Communications and Portfolio Integration
Budgetary
3.9
3.4
   
Statutory (employee benefits plan)
0.4
0.3
   
Contributions
1.0
0.3
   
Sub-total
5.3
4.0
   
Main Estimates (gross)
83.6
70.4
   
Less: Respendable revenue
0.0
0.0
   
Total Main Estimates
83.6
70.4
   
Adjustments:     
Procurement Savings
0.0
0.0
   
Supplementary Estimates:
(9.8)**
0.0
   
Budget Announcement:
Lapse
(2.2)
0.0
   
Total Adjustments
(12.0)
0.0
   
Total Planned Spending
71.6
70.4
   
Less: Non-Respendable revenue
13.4***
(4.3)
   
Plus: Cost of services received without charge
4.4
4.2
   
Total Departmental Spending
89.4
70.3
   
Full-time Equivalents
366
362
   

*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:

  • Gun Show Regulations: scheduled to come into force in 2008;
  • Firearms Marking Regulations: scheduled to come into force on December 1, 2007;
  • Public Agents Firearms Regulations: partially implemented. The sections that require public agencies to report their inventories of firearms to the Registrar will come into force in 2008;
  • Importation and Exportation of Firearms Regulations (Individuals): partially implemented. The sections that are in force deal with the importation of firearms and declaration requirements at the border. The sections that are not yet in force are dependant on and coincide with the coming into force of sections of the Firearms Act which are not yet in force;
  • Importation and Exportation of Firearms Regulations (Businesses): not in force. The Regulations are dependent on and coincide with the coming into force of sections of the Firearms Act which are not yet in force.

The purpose of the Regulations are:

  • Facilitate public compliance with the Firearms Program
  • Improve administrative efficiency
  • Reduce costs
  • Meet international obligations

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

  1. Canadian Firearms Information System (CFIS II)

2008-2009

  1. Canadian Firearms Information System (CFIS II)

2009-2010

  1. Canadian Firearms Information System (CFIS II)

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:

  1. Canadian Firearms Program – Lead

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

  1. 1. Registration, Licensing and Supporting Infrastructure – Contributions to the provinces and territories and to aboriginal and/or other communities and organizations (not for profit)

2008-2009

Contributions

  1. 1. Registration, Licensing and Supporting Infrastructure – Contributions to the provinces and territories and to aboriginal and/or other communities and organizations (not for profit)

2009-2010

Contributions

  1. 1. Registration, Licensing and Supporting Infrastructure – Contributions to the provinces and territories and to aboriginal and/or other communities and organizations (not for profit)

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 –
Management Control Framework

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:

  • Direct Costs: represent those reimbursed by CAFC to its partners for services/activities provided in support of the Program and agreed upon through a Memorandum of Agreement
  • Indirect Costs: certain costs of the Canadian Firearms Program incurred by federal partners that are not reimbursed by CAFC (see Auditor General Report – Definitions). Indirect costs can be subdivided into two categories: those costs incurred and not reimbursed by the Centre. An example would be collective bargaining salary increases that are passed on to departments by Treasury Board or, overhead costs for ministerial or infrastructure support. Secondly, indirect costs can be those that are received without charge such as accommodation and employee benefits to, for example, the Public Service Dental Plan.
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.