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Section IV – Other Items of Interest

Corporate Areas

Corporate Management and Comptrollership (CM&C)

Given the internal environment in 2007-2008, CM&C has created a vision for the medium- to longer-term. This vision will be driven by the RCMP’s strategic goal of providing safe homes and safe communities across Canada and its associated strategic priorities and outcomes into 2008-2009 and beyond. The vision identifies four groups of opportunities, which have the greatest potential for improving operational and service delivery, and accountability. In general, the opportunities can be described as:

Governance, defined as an organization’s strategic management regime(s) and structures, will focus on strengthening senior executive decision making and the development of major program proposals involving resource allocation and reallocation decisions.

Service Delivery opportunities will be directed towards achieving the greatest possible flexibility in our structure and processes to help ensure that the RCMP can be well positioned in meeting its unique operational requirements and delivering its policing mandate.

Accountability opportunities, defined as the obligation to demonstrate and take responsibility for performance in light of agreed to expectations, will strive for greater active monitoring and reporting of compliance with legislation, policy and procedures to help ensure the integrity of managerial decision-making associated with the use of financial and assets resources.

Opportunities related to People means that CM&C hires and retains staff with the right skill sets to meet the diverse financial and administrative needs of the RCMP.

These four opportunities have the potential to achieve greater operational and service delivery flexibility; to further optimize and leverage available resources; and to help reinforce accountability across the organization. They also complement many Government-wide priorities such as accountability and the integrity of government administration.

Within the RCMP, there are ongoing pressures for CM&C to meet operational and other needs and challenges through the provision of sound finance, asset and facility management, procurement and contracting policies, systems, services and support. Functional specialists in finance, assets and procurement will be at the center of the RCMP’s responses to these challenges. 

One of the most critical realities, however, is that the RCMP has increasingly less and less financial flexibility; the margin between expenditures and available budgets is extremely limited.

Therefore, as the RCMP’s functional authority for financial resources and assets, CM&C’s ongoing challenges include: 

Ultimately, CM&C remains committed to its three strategic outcomes in support of the RCMP:

(1) the sound and rigorous stewardship of RCMP resources; (2) the best financially and administratively managed organization in Government; and (3) quality service to clients.

Internal Audit, Evaluation and Review 

A key element of the governance structure of the RCMP includes the provision of strategic, high quality and professional internal audit, program evaluation and review services. The development/implementation of policies, standards, tools and procedures – as well as annual/long-term risk-based audit/evaluation plans – also serve to support government-wide and Force priorities.

Internal Audit – We have an effective internal audit function that has been cited as “Notable” by the Treasury Board Secretariat (TBS) in its annual Management Accountability Framework Assessment of the RCMP. In 2007-2008, Internal Audit will continue to provide assurance services on risk management, control and governance processes consistent with the International Standards for the Practice of Internal Audit. 

A new Treasury Board (TB) Policy on Internal Audit came into effect on April 1, 2006 and is required to be fully implemented by April 1, 2009. The implementation of this policy was a multi-year initiative requiring additional resources, a carefully planned transition and monitoring of results. Remaining elements of the TB Policy requiring implementation in the RCMP include the following:

As part of the Internal Audit, Evaluation and Review’s Balanced Scorecard, measures have been developed to track Internal Audit performance. These measures include, but are not limited to, the level of compliance with International Standards for the Practice of Internal Audit, the percentage of Audit plans completed and satisfaction levels of employees external stakeholders.

Evaluation – In June 2007, the Chief Audit Executive presented a risk-based evaluation plan that focused the Evaluation Directorate’s limited resources on addressing mandatory evaluations, as per TB funding decisions. The plan was approved by the RCMP’s Audit and Evaluation Committee and in accordance with TB policy, a copy of the plan was forwarded to Treasury Board.

The Evaluation Directorate provides independent, critical and objective analysis on program activities to facilitate decision making on the RCMP’s strategic priorities. Such analysis highlights best practices, challenges and resource issues. Major program evaluations are now being performed internally by Evaluation Directorate personnel, a significant change from previous years during which evaluations were contracted out to external service providers. In addition, the Evaluation Directorate continues to provide advice and guidance on horizontal initiatives such as marine security, First Nations organized crime and war crimes.

The Evaluation Directorate is preparing to implement the proposed new TB policy on Program Evaluation, which will require evaluation coverage of all of the RCMP’s direct spending over a five-year cycle. Funding has been received from the Treasury Board to fulfill the new evaluation requirements stemming from the Federal Accountability Act. In this regard, the Evaluation Directorate is preparing for a future role of providing greater input and guidance on the use of performance measurement in the Force.

The Evaluation Directorate is a relatively new program area for the RCMP and it continues to mature with the addition of qualified program evaluators. Performance of the Evaluation Directorate is measured through ongoing monitoring of evaluation project completions, client satisfaction and input from Treasury Board. As the Evaluation Directorate develops sufficiently, baseline information is being collected to allow for the setting of future performance benchmarks.

The greatest challenge facing the Evaluation Directorate in the near future is the fact that planned evaluation activity greatly exceeds current capacity. This pressure is being addressed through current staffing initiatives and is expected to result in future growth. An additional challenge is created by the existence of a very limited pool of qualified and experienced evaluators throughout the private and public sectors. Demand amongst all levels of government and private industry for these resources is expected to remain high, furthering the pressure in this competitive market.

Management Review (MR)/Unit Level Quality Assurance (ULQA) – To ensure responsible programs and services, an effective operations-oriented review program is in place. Management Review / Unit Level Quality Assurance programs and tools, including risk management principles and regional review service groups, serve to promote effective program implementation.

Performance is measured by the percentage of management action plans implemented in response to MRs. An enterprise web-based reporting system that effectively tracks and reports on the recommendations and effectiveness of the MR, at all levels and across the RCMP’s business lines, is being developed.

The Unit Level Quality Assurance (ULQA) process is partially incorporated into the Annual Performance Plan (APP). ULQA and APPs share some common processes and their integration ensures that Detachment and Unit Commanders have only one master document to manage when considering their planning and monitoring activities. Approximately 1,000 units now have a ULQA/APP in place, and therefore trends will be identifiable.

Information Management/Information Technology (IM/IT)

As has been the case over the last few years, several key factors will continue to impact on the IM/IT community:

In 2008-2009, the Chief Information Officer (CIO) Sector will continue to address these issues and is committed to further strengthening the management of its IM/IT resources in support of the RCMP’s strategic goal of providing safe homes and safe communities for Canadians.

CIO Sector activities will be influenced by three key challenges:

Performance will be measured by the successful implementation and completion of planned activities that are in support of the key challenges. These activities include:

As a key member of the federal justice community, the CIO Sector has important responsibilities in working to ensure that existing and planned IM/IT systems are compatible and consistent with one another, as well as part of the vital support systems within the larger criminal justice system. The CIO Sector’s goal is to optimize the use of compatible systems by the Canadian law enforcement community to ensure that information and intelligence is accessible and available to those who need it in a timely manner.

By leveraging common IM/IT investments, there are potential benefits for all partners:

Strategic Policy and Planning

The RCMP has a structured planning cycle. Using the latest environmental scan as a starting point, priorities are chosen resulting in the development of strategies. Using the Balanced Scorecard (BSC) methodology, strategies are developed and aligned across the organization. Business plans are prepared at the division level and aggregated into program activity plans. 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; and an articulation of initiatives in support of a division or program activity strategy, as well as a breakdown of all activities according to the Program Activity Architecture. In addition, funding for initiatives that are no longer strategic priorities are assessed for reallocation to higher priority initiatives once the balance of risks has been completed. 

The Strategic Policy and Planning Directorate (SPPD) reviews the divisional and business line plans in order to ensure the 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. This close examination results in a prioritized list of unfunded pressures for budgetary consideration. 

SPPD tracks and analyzes key Government of Canada initiatives and the impact on the organization. In addition, it plays a coordination function to ensure that the RCMP is knowledgeable of and involved in the development and implementation of Government-wide policy processes/initiatives (e.g., Memorandum to Cabinet). The Directorate is also responsible for the ongoing monitoring of the external environment to ensure that the organization is prepared to meet challenges and take advantage of opportunities in its operating environment.  

Strategic Planning and Performance Management – Strategic planning is imperative to a well-functioning organization. It guides decision making, facilitates effective use of resources and provides critical feedback. Our planning cycle is based on a continuously integrated approach and is augmented by strategic activities meant to enhance and support informed decision making. 

Our planning cycle is highlighted by three significant periods of review.

First review (late spring):

The outcome of this review either confirms or refocuses our priorities to better reflect the needs of Canadians within a three- to five-year horizon. With the issuing of the Commissioner’s Directional Statement, all levels of the RCMP begin to focus on their respective responsibilities and what plans could enhance the delivery of our services to Canadians. 

Second review (fall): 

Once complete, corporate-level business plans are then developed. The lag ensures these plans reflect the priorities and needs of operations.

Third review (late winter): 

Although each area of review has a specific focus, they also offer opportunities for ongoing review and forecasting. They are critical to determining our effectiveness or if adjustments are required. In order to support more immediate requirements for informed decision making, a quarterly performance reporting cycle is also in place, allowing for the continuous tracking of initiatives and expected outcomes.

National Business Plans – The Planning and Performance Management Unit is responsible for providing the necessary leadership and direction to ensure robust business planning in the RCMP. 

Divisional Business Plans – As is the case with their Headquarters counterparts, business plans at the division level are required. Not only do they reflect a clear understanding of our national strategic priorities and the “fit” with their activities, there is a comprehensive understanding of local issues and priorities.

Environmental Scanning – Every three years, SPPD produces a comprehensive environmental scan (e-scan) which highlights the macro-level trends, both international and domestic, shaping the RCMP’s operating environment. The RCMP’s 2007 Environmental Scan can be found by visiting: www.rcmp.ca/enviro/2007/index_e.htm.The e-scan is divided along seven dimensions: Demographics; Society; Economy; Politics and Government; Science and Technology; Environment; and Public Safety and Security.

In each of the two intervening years, a more focused scan on an emerging/emergent issue(s) of importance to the organization and our partners is produced. For example, in 2006, a Feature Focus on Youth Gangs and Guns was produced and has subsequently become a reference document for law enforcement organizations both in Canada and the US. This document can be also be located on our website (www.rcmp.ca/focus/youth_gun/toc_e.htm).

Core Surveys – Surveys are conducted on an annual basis in an effort to capture baseline opinion data regarding our performance. Questions predominantly focus on levels of satisfaction. For example: our role in safe homes and safe communities; quality of service; professionalism; sensitivity; community involvement; visibility; value of partnerships; and communication. Populations canvassed include: the general Canadian population; clients of Contract Policing; policing partners; employees; and stakeholders. 

The survey results are used as metrics to inform managers on the progress of their objectives and as reference material for the further development of their plans and priorities.

When combined, common messages emerge from the various core survey results. The RCMP’s contribution to ensuring the safety of our homes, communities and country is perceived as important. Our organization is viewed as professional, with integrity and honesty valued. However, the sharing of communication regarding the nature of and rationale behind our activities continues to be an area for improvement.

Consultation and Engagement – The Directorate is actively developing a consultation and engagement strategy aimed at our partners and stakeholders in the Government of Canada. The focus will be on the implementation of this strategy in the coming months. The objectives of the strategy are as follows:

The Balanced Scorecard – Our Performance Management System: The Balanced Scorecard (BSC) was adopted by the RCMP as its tool for furthering strategy-focused, performance-managed business planning. It allows us to manage and measure our performance against our strategic priorities and objectives. In addition, it facilitates proactive planning, which is essential for clarifying objectives and actions, for identifying areas where resources could be used more efficiently to improve the delivery of RCMP programs and services. 

In essence, the BSC guides us in gauging critical intangibles such as people, data and environment and assists all levels of management in identifying what key factors will enable business “success” or goal achievement. It also gives us the ability to tell the RCMP story by demonstrating “what we do and why” and to gain recognition for the critical role we play in providing safe homes and safe communities for Canadians. 

Other benefits of the Balanced Scorecard include: determination of managerial accountability in achieving performance results; communication of strategic priorities across an organization; clarity and transparency around the allocation of resources; and consistent reporting on results. With the alignment of operations and objectives, this ensures resources deliver value and are used in the best possible way.

Performance reporting to our Senior Executive Committee (SEC), chaired by the Commissioner, has followed a rigorous and demanding schedule so that a culture of performance management is maintained within our organization. The use of the BSC is now firmly entrenched as an integral part of our daily business practices and is a contributing factor towards the advancement of our strategic priorities. 

For more information on the BSC, please go to: www.bscol.com

For more information on performance management in the RCMP, please see: www.rcmp-grc.gc.ca

Annual Performance Plans – The Annual Performance Plan (APP) is a tool which allows Detachment and Unit Commanders to strategically address national, divisional and local priorities.

The APP:

Performance plans capture key information for all levels of the organization that:

Performance plans also:

The APP responds to issues identified or recommendations made in an OAG November 2005 report. Specifically, it was recommended that,

“...the RCMP, in consultation with communities it serves, should establish community plans setting out the expectations for performance, the RCMP’s commitment and the identification of their priorities. The RCMP should also track its progress towards meeting agreed upon performance and report to the client regularly.”

In accordance with the recommendations, the APP includes consultation with the community and measures success against the established objectives of the plan. The APP is signed off with communities and feedback on the progress of the plan is provided regularly. In the fall of 2006, approximately 750 Detachments completed their Performance Plan. The APP is expected to make a significant impact on the way business is conducted.

Human Resources

In 2006/2007, the HR Sector completed a comprehensive review of its operating environment and developed a new strategic framework and supporting initiatives for 2007/2008. These were multi-year initiatives that continue to be relevant for 08/09. We are currently developing more specific activities that will be undertaken as part of these broader initiatives. It has been challenging for us to do this at an earlier stage in the planning cycle for 2008/2009 due to an atmosphere of considerable change and uncertainty. The Task Force on Governance and Cultural Change in the RCMP has recently completed its review of cultural and governance issues in the RCMP, and have provided a number of significant recommendations with substantial HR implications. The HR Sector will play a very prominent role in addressing the identified concerns in the areas of leadership development, workload levels, staffing and promotions processes, employee performance management and the discipline system.

The HR Sector has, in fact, already made substantial efforts to identify improvements in a variety of HR functions that would address weakness in these areas. We recognize that such efforts are essential in order to help the RCMP recruit new employees, and retain and fully engage existing employees. However, the HR Sector needs to increase its efforts to work with both internal and external partners on determining how the transformational changes that will be required can be fully implemented throughout all levels of the RCMP. It is the actual execution of new strategies for HR management that has proven to be the most challenging in the past. The following sections on key HR functions address the improvements we plan to focus on in 2008/2009.

Recruiting – It is crucial that the RCMP maintains the National Recruiting Program strategy in meeting operational recruiting requirements. Recruitment of Regular and Civilian members in support of all policing priorities, including the RCMP Strategic Priorities, is a significant undertaking for the HR Sector and, as such, is incorporated in the Senior Executive Committee’s Strategic priority map under L.3 “Attract, develop, retain and support our employees.” It is an organizational priority because:

There is a continuing need for a proactive approach to recruiting due to a number of environmental factors including: increasing demands for service at the International, Federal, Provincial and Municipal levels; increasing retirements within the RCMP; low unemployment rates; a shrinking demographic market (youth) who have expressed an interest in a policing career; and competition from not only other policing agencies, but also other work sectors across Canada who require similar skill sets.

In 2008/2009, the National Recruiting Program will continue to improve its intelligence-led recruiting efforts and processes for Regular and Civilian Members. The key RCMP recruiting plans and priorities for the coming year are to:

Succession Planning – The RCMP faces increasing pressures to proactively identify and develop leadership successors due to several factors. Its workforce has a “shrinking middle” in terms of age distribution, meaning there are many older employees plus many relatively new employees, with fewer in the mid-range years of service to draw from to replace those departing from more senior positions. Additionally, the number of retirements has increased, a high proportion of those departing are at the higher ranks and are experienced specialists, and the average age of retirement is relatively low. In recognition of the importance of ensuring effective and continuous leadership, the HR Sector is undertaking a number of initiatives to address this challenge. In 2008/2009, this will include:

Support and Engagement of RCMP Employees – The HR Sector recognizes that the support of employees and their satisfaction with their careers in the RCMP are critical to ensuring productivity and organizational success. The HR Sector’s direct relationship with employees is a significant factor in their engagement levels, but it is the actions of all RCMP supervisors and managers that are most important. The HR Sector must lead and support all managers in their efforts to provide a safe, healthy, supportive, enabling and flexible work environment. In 2008/2009, the HR Sector will continue its effort to identify, communicate and target the enablers of employee engagement and satisfaction. This will include:

Staffing and Promotions – Accelerated growth and change in the RCMP coupled with an increased need for specialized knowledge have resulted in greater pressures on many HR functions. Staffing and promotions processes must provide more flexible and timely methods of deploying employees and retaining them where their skills can fully contribute to the success of the organization. To achieve this, the HR Sector will develop a comprehensive strategy to apply as appropriate a number of new approaches and methods that will improve the efficiency and effectiveness of staffing and promotions. This will include the following:

Organization and Classification – The RCMP organization and classification program provides the foundation for organizing and classifying work for all categories of positions. This provides the basis for compensation determination and sound and effective organizational structure/hierarchy in support of program delivery. In 2008/2009, Organization and Classification will continue to focus efforts on marketing, streamlining and improving organization and classification services and service delivery in the department. This will be achieved through the following key initiatives:

Development and Maintenance of Specialized Skills – Policing is growing in complexity and requires more specialized knowledge for a number of reasons: greater demands for specialized socio-cultural knowledge and language abilities; increased efforts to target sophisticated economic and/or technology-related crimes; more integration with other enforcement agencies and associated cross-jurisdictional and information sharing complexities; and growing legal complexities and demands for investigative expertise and comprehensive disclosure. The RCMP has a reputation as a highly competent and skilled police agency and the HR Sector must provide the necessary supports to maintain this distinction. This means developing improved methods of providing training and development opportunities within specialized knowledge areas in order to ensure that such skills are maintained and continually upgraded, to facilitate the acquisition and retention of employees who possess specialized skills, and to encourage the development of greater depths of expertise. In 2008/2009, the HR Sector will:

Employee Supervision and Performance Management – The HR Sector is responsible for a number of different methods of identifying, preventing and mitigating the risk and liability associated with the work and the conduct of the RCMP’s employees, as well as ensuring high levels of employee productivity. There is a need to better formalize and integrate the methods of communicating employee and manager accountabilities in these areas. A key way that the HR Sector can do this is through improvements to employee performance management processes. In 2008/2009, the HR Sector will facilitate improved employee supervision and performance management by seeking to better integrate all HR efforts focused on ensuring that employees meet training standards, are motivated to make full use of their capabilities, and contribute to the RCMP’s strategic objectives. This will require integration, broader application and/or improvements in the following:

Disciplinary Process – The HR Sector must ensure organizational integrity and compliance with legislation and policy such as the RCMP Act, Employment Equity Act, Official Languages Act, the Canadian Human Rights Act and the Public Service Labour Relations Act. Parallel to improvements in supervision and performance management, there is a need to ensure that methods of enforcing the accountabilities under these acts are effective and well understood. A key component of this is the disciplinary process for Regular and Civilian Members that are provided for under the RCMP Act. In 2008/2009, the HR Sector will improve this process by:

Integrated HR Information and Business Processes – The HR Sector recognizes the need to improve the quality of HR data, information systems and business processes in order to improve HR service delivery, knowledge management, and to support more comprehensive workforce analysis and workforce planning. Efforts will be increased in 08/09 to more formally establish methods and networks for integrating and sharing HR information and knowledge, and to prepare for longer term improvements to information systems.

This will include:

Integrated HR Planning – The HR Sector is challenged to ensure that it integrates its planning at the strategic and workforce planning levels, both throughout the HR Sector and between the HR Sector and the rest of the RCMP. Additionally, these efforts need to better address how strategies for HR management are fully implemented throughout the organization. A number of initiatives will be aimed at improving the effectiveness and coordination of HR planning and strategy execution including:

The Office of the Ethics Advisor (OEA)

In order for the RCMP to deliver on its Strategic Priorities, it must have the confidence and trust of the public. Maintaining, or perhaps regaining, the confidence and trust of the community served requires that the RCMP be concerned with – and is seen to be concerned with – the ethical behaviour of its employees and the organization. Ethical behaviour is: the foundation on which the confidence in the RCMP is built. It enhances our reputation, improves our relations with the public, and keeps energy and attention on the work to be done.

Through ethical behaviour, the RCMP will deliver on the goal of living the core values that make us a trusted partner, and as a result will be well positioned to deliver on the Strategic Priorities.

The Office of the Ethics Advisor will focus on ensuring that RCMP employees and the RCMP, as an organization, functions in an ethical manner and in alignment with the core values of the organization – honesty, integrity, compassion, respect, accountability and professionalism – the Mission of the RCMP, and the commitments the RCMP has made to its communities and its employees.

Over the next year, we will focus on the following initiatives:

The OEA will continue to manage the Commissioner’s Outreach Initiative, which is a vehicle for both existing and former employees to bring concerns they may have regarding allegations of cover up and punitive treatment involving the senior ranks of the RCMP. The OEA will conduct independent reviews and provide advice to Commanding Officers and/or Senior Officers. Performance measures will include a client satisfaction questionnaire, which will identify trends and gaps in policies and/or processes.

The OEA will continue to develop and update the Ethics Education component as it provides a “continuum” of learning throughout the course of an employee’s service. Ethics education is designed to ensure that employees are aware of the importance of establishing and maintaining an ethical work environment. Short-term performance measures include: the number of employees who receive ethics education; the number of courses that have ethical considerations weaved throughout; and the number of presentations provided. Long-term performance measures include: the reduction in complaints of employee conduct; and Ethics Counsellors in each Division.

In the upcoming year, the OEA plans on revitalizing an Ethics Committee that will have an important role in the governance of the RCMP’s organization. Performance measures will include a fully functional Ethics Committee that includes national representation from all ranks and classifications, and academia.

The OEA will continue meeting with and engaging policy centres to ensure: ethical considerations are assessed during the drafting of policy; specific ethical components are included in new policy; ethical issues are considered when making changes to existing policy; and an ethical framework is incorporated in MOUs, MCs, partnership/sponsorship agreements etc. Performance measures include: the number of policy centres who engage the OEA when reviewing, creating or abolishing policies; and the number of MOUs, MCs, partnerships/sponsorship agreements, etc. that include an ethical framework based on the RCMP Core Values.

In the upcoming year, the OEA plans on becoming engaged in ethical considerations in intelligence gathering and national security. Intelligence ethics is an emerging field, without established guidelines for resolving the ethical issue confronting the intelligence community. It is a field in which the RCMP must take a lead role. Performance measures include the acknowledgement of and direction from the Ethics Committee to become fully engaged in this area.

The OEA has a lead role and will continue to implement the legislated requirements resulting from the Public Servants Disclosure Protection Act (PSDPA). This includes developing: a Code of Conduct; policy and processes; awareness training; a communication strategy; a process to collect statistics; and an appropriate reporting structure. Performance measures include: benchmarking current employee awareness of the PSDPA the number of disclosures received; the implementation of a Code of Conduct reporting procedures; and the development of policy.

Challenges for the Coming Year(s) – The greatest challenge the OEA faces in the coming year is that of capacity, both human and financial. The OEA was mandated with the Commissioner’s Outreach Initiative, the implementation of the PSDPA, working on the Task Force on Governance and Cultural Change in the RCMP, developing and implementing Ethics education. Additionally, the OEA addresses ethical issues on a daily basis. With this work and the increased sensitivity to ethical concerns, there is a need to have employees with the competencies to deliver on the mandate of the OEA. The lack of resources, both human and financial, has been and, continues to be, a challenge. This poses the greatest risk on our ability to deliver on legislated requirements (PSDPA) and the commitment that former Commissioner Busson (Ret) made as it pertains to the Commissioner’s Outreach Program.

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