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Minister's Message

The Honourable Vic Toews, P.C., Q.C., M.P.As Minister of Public Safety, I am pleased to present to Parliament the Royal Canadian Mounted Police's Report on Plans and Priorities for the 2010-2011 fiscal year.

There is no responsibility more fundamental for a government than its duty to protect its citizens. The RCMP contributes significantly to fulfilling that duty by working at the local, provincial/territorial, federal and international levels to help ensure the safety of all Canadians.

The RCMP delivers policing services under agreements to eight provinces, the three territories, approximately 200 municipalities and many Aboriginal communities. Their federal policing mandate includes combating organized crime, terrorism, drug trafficking and economic crime, working to keep our borders secure and protecting Canadian and foreign officials in Canada.

Protective policing will be a key priority in 2010 as Canada welcomes dignitaries from around the world for the meetings of the G-8 and G-20 groups in Huntsville and Toronto, Ontario. And the RCMP continues to play an important role in Canada's contribution to rebuilding Afghanistan. In fact, the RCMP is engaged in international operations and liaison services, including peacekeeping, peace support and capacity-building around the world, most notably in Haiti and Afghanistan.

The Government of Canada is highly supportive of the RCMP's transformation agenda, the goal of which is an adaptive, accountable, and trusted organization demonstrating outstanding leadership, and providing world-class police services. The RCMP has made significant progress and we continue to be supportive of efforts to reform and strengthen our national police force.

Policing is an often dangerous and unpredictable calling. As Canadians, we can take pride in the commitment of the women and men of the RCMP who have dedicated themselves to keeping our homes, communities and country safe and secure.

 

The Honourable Vic Toews, P.C., Q.C., M.P.
Minister of Public Safety


Section I – Overview

Summary Information

Raison d'être and Responsabilities

The RCMP's mandate, as outlined in section 18 of the Royal Canadian Mounted Police Act, is multi-faceted.

It includes preventing and investigating crime; maintaining peace and order; enforcing laws; contributing to national security; ensuring the safety of state officials, visiting dignitaries and foreign missions; and providing vital operational support services to other police and law enforcement agencies within Canada and abroad.

As Canada's national police force, the RCMP is a critical element of the Government of Canada's commitment to providing for the safety and security of Canadians. By tackling crime at the municipal, provincial/territorial, federal and international levels, the RCMP provides integrated approaches to safety and security and a consistent federal role and presence from coast to coast to coast. The RCMP enforces federal laws across the country, and provincial/territorial laws in all provinces except Ontario and Quebec, and in Nunavut, the Yukon, and the Northwest Territories, as well as approximately 200 municipalities under the terms of policing agreements with those jurisdictions.

Originating as the North West Mounted Police in 1873, the RCMP was formally created upon merging with the Dominion Police in 1919. Building on its strong legacy, the RCMP has grown to an organization of some 30,000 employees, delivering leading-edge policing across Canada and around the world.

The RCMP is arguably the most complex policing service in the world, charged with a mandate to enforce laws, prevent crime and maintain peace, order and security at multiple levels. The RCMP must respond to the scope, nature and impact of crime and adapt to a rapidly changing law enforcement environment. Meeting the challenges of this operating environment requires a continual re-evaluation and adjustment of strategies as well as responsive and adaptable governance and management strategies. As such, the RCMP is committed to being a progressive organization that promotes safe communities and demonstrates leadership in the pursuit of excellence. The employees of the RCMP are committed to the communities they serve through:

  • unbiased and respectful treatment of all people;
  • accountability;
  • mutual problem solving;
  • cultural sensitivity;
  • enhancement of public safety;
  • partnerships and consultation;
  • open and honest communication;
  • effective and efficient use of resources; and
  • quality and timely service.

Strategic Outcomes and Program Activity Architecture (PAA)

The RCMP's primary contribution is to the Social Affairs spending area, under the government-wide outcome of a safe and secure Canada. The organization's activities help to provide a safe and just society and protect Canada's national security interests.

Royal Canadian Mounted Police's Program Activity Architecture

[D]

The RCMP is committed to providing police services tailored to the needs of communities across Canada as well as to partners in Canada and around the world. The core activities of:

  • prevention and education,
  • intelligence,
  • investigation,
  • enforcement, and
  • protection

are the operational activities that make up the essence of police work. For more information on these, and the core management strategies that enable the organization to deliver on its commitments, please refer to the RCMP Strategic Framework 1.

Planning Summary


Financial Resources ($ millions)
2010-11 2011-12 2012-13
3,067.5 2,801.5 2,628.7


Human Resources (FTEs)
2010-11 2011-12 2012-13
29,840 29,951 28,697


Strategic Outcome 1: Quality Federal Policing
Performance Indicator Targets
Percentage of Canadians who agree that the RCMP plays a valuable role/fulfills its Federal Strategic Priorities 2 90%
Federal Statute Crime Rate per capita (RCMP data) To be determined 3
Crime Severity Index (Statistics Canada data) To be determined 3
Program Activity
($ millions)
Forecast Spending
2009-10
Planned Spending Alignment to Government of Canada Outcomes
2010-11 2012-12 2012-13
PA1: Federal and International Operations (FIO) 656 728.4
709.6 703.2
Social Affairs – Safe and Secure Canada 4
PA2: Protective Policing Services (PPS) 732 347.1 123.9 123.9
Total Planned Spending 1,075.5 833.5 827.1 5  


Strategic Outcome 2: Quality Contract Policing
Performance Indicator Targets
Percentage of clients (provincial/territorial/municipal) who are satisfied that the RCMP provides high quality service
80%
Percentage of Canadians who are satisfied with RCMP contribution to safe homes and safe communities for Canadians 85%
Percentage of Aboriginal community leaders who agree that “overall, the RCMP provides high quality service” 80% 6
Program Activity Forecast Spending
2009-10
Planned Spending Alignment to Government of Canada Outcomes
2010-11 2012-12 2012-13
PA3: Community, Contract and Aboriginal Policing (CCAPS) 668 599.7 616.6 520.7 Social Affairs –
Safe and Secure Canada 7
Total Planned Spending 599.7 616.6 520.7 8  


Strategic Outcome 3: Quality Policing Support Services
Performance Indicator Targets 9
Percentage of partners who are satisfied with RCMP contributions and collaboration
90%
Percentage stakeholders who are satisfied with the timeliness and quality of RCMP responses 85%
Percentage of partners who are satisfied with the effectiveness of RCMP technology and investigative techniques 90%
Percentage of partners who are satisfied with the accuracy of RCMP information and intelligence 80%
Percentage of partners who are satisfied with the comprehensiveness of RCMP information and intelligence 80%
Percentage of partners who are satisfied with RCMP information management and information technology (IM/IT) support and services 80%
Percentage of partners who are satisfied with RCMP leadership in development of IM/IT interoperability solutions 75% 10
Program Activity Forecast Spending
2009-10
Planned Spending Alignment to Government of Canada Outcomes
2010-11 2012-12 2012-13
PA4:Criminal Intelligence Operations (CI) 60 59.8 61.3 60.9 Social Affairs – Safe and Secure Canada 11
PA5: Technical Policing Operations 198 191.8 196.3 195.6
PA6: Policing Support Services (PSS) 12 85 78.8 78.8 78.8
PA7: National Police Services (NPS) 13 132 125.3 115.1 111.5
Total Planned Spending 455.7 451.5 446.8  


Strategic Outcome 4: Minimized Risk of Firearms
Performance Indicator Targets
Number of known at-risk individuals who obtain a firearms licence 0 14
Number of queries to the firearms database used by front-line police (Canadian Firearms Registry Online queries) 10% increase in queries from previous year
Number of participants in safety courses 100% consistent participation from year to year
Compliance rates for licence renewals 100% of individuals in possession of firearms renew their licences
Program Activity Forecast Spending
2009-10
Planned Spending Alignment to Government of Canada Outcomes
2010-11 2012-12 2012-13
PA8: Canadian Firearms Centre
68 7 1.4
69.3 69.3 Social Affairs – Safe and Secure Canada 15
Total Planned Spending 1.4
69.3 69.3  

 

Internal Program Services Activity
Program Activity Forecast Spending 2009-10 Planned Spending
2010-11 2012-12 2012-13
Internal Services 810 760.8 720.8 655.5
Total Planned Spending 760.8 720.8 655.5

Contribution of Priorities to Strategic Outcomes

The Senior Executive Committee establishes the national strategic priorities for the RCMP. The current priorities are either re-validated or modified annually to effect the best contribution towards the goal of providing for safe homes and safe communities. In order to determine the priorities, national and global trends are considered in concert with input from the operational front-lines.

For 2010-2011, two of the strategic priorities of the RCMP have evolved:

  • The former strategic priority of “Organized Crime” has become “Serious and Organized Crime”; the focus has been broadened to capture crime that does not fit the traditional “organized crime” definition, yet has a significant impact on Canada and Canadians.
  • The former strategic priority “Terrorism” has evolved into “National Security”. This priority captures all the aspects of the former priority and also includes broader issues impacting Canadian sovereignty and border security.

Operational Priorities Type Links to Strategic Outcome(s) Description 16
Contribute to safer and healthier Aboriginal communities Ongoing Quality Contract Policing

Quality Policing Support Services

Minimized Risk of Firearms

In demonstrating adaptability, the RCMP will effectively contribute to the long-term wellness and safety of Aboriginal communities. This will be achieved through an inclusive, community-based and culturally competent approach, tailoring services to meet local needs.

Why is this a priority?

The RCMP has had a long and productive history of service to First Nations, Inuit and Métis communities across this country, and has worked to build relationships with more than 600 Aboriginal communities. The RCMP is committed to working collaboratively with the communities, partners, stakeholders and Aboriginal organizations in order to build stronger Aboriginal communities and contribute to their health and safety.

Plans for meeting the priority:

The RCMP will continue to develop and implement enhanced service delivery options. Demonstrating adaptability, the RCMP will effectively contribute to the long-term wellness and safety of Aboriginal communities. This will be achieved through an inclusive, community based and culturally competent approach, tailoring services to meet local needs.

Prevent and reduce youth involvement in crime as victims and offenders Ongoing Quality Contract Policing

Quality Federal Policing

Quality Policing Support Services

Minimized Risk of Firearms

The RCMP will implement an effective comprehensive, sustainable long-term response to youth crime and victimization. It will target and support efforts towards early prevention and intervention to respond to the needs of young persons.

Why is this a priority?

The RCMP works closely with local organizations and social services so that young people who come into contact with the police, as either offenders or victims, receive the help they need to overcome challenges in their lives.

Plans for meeting the priority:

To continue to prevent and reduce youth involvement in crime as victims and offenders, the RCMP will develop and implement an effective, comprehensive and sustainable long-term response to youth crime and victimization. This National Youth Intervention Program will be designed to respond specifically to the needs of young persons.

Contribute to confidence in Canada's economic integrity Ongoing Quality Federal Policing

Quality Contract Policing

Quality Policing Support Services

The RCMP will contribute to confidence in Canada's economic integrity through awareness, prevention and enforcement related to economic crime.

Why is this a priority?

A safe and secure Canadian economy provides consumers and investors with confidence to conduct business and invest in Canada. Canadians need to be assured that their savings, credit, identities and intellectual property are safe from criminal activity.

Plans for meeting the priority:

The RCMP will continue to focus on preventing, detecting and deterring criminal activity that affects the Canadian economy; building awareness around crimes that affect the economy; and educating Canadians on how to protect themselves from becoming victims of economic crime.

Reduce the threat and impact of serious and organized crime New Quality Federal Policing

Quality Contract Policing

Quality Policing Support Services

Minimized Risk of Firearms

Through enforcement, awareness and education, the RCMP will reduce the detrimental effects of serious and organized criminal activity.

Why is this a priority?

The detrimental effects of criminal activities have a significant impact on the social and economic well-being of Canadians and the communities in which they live.

Plans for meeting the priority:

The RCMP will reduce the impact of serious and organized crime through effective enforcement, awareness and education, and expanded collection and sharing of criminal intelligence and information.

Effectively respond to threats to the security of Canada New Quality Federal Policing

Quality Contract Policing

Quality Policing Support Services

Minimized Risk of Firearms

The RCMP will effectively respond to threats to Canada's security by detecting, preventing, disrupting and investigating national security criminality. 17

Why is this a priority?

National security remains a top priority for Canadians; the safety of the public and protection of government infrastructure has a significant effect on the well-being of our citizens as well as the Canadian economy. The continuing integrity of Canada's basic national security should not be taken as an absence of a threat. As in the pre-9/11 world, complacency and a lack of a strategic view can have deadly consequences. Anything that negatively impacts the fabric of Canadian society could be considered a threat to national security.

Plans for meeting the priority:

The RCMP will focus national security efforts on espionage and sabotage against Canada; foreign-influenced criminal activities that are detrimental to the interests of Canada; activities directed toward or in support of the threat or use of serious violence against Canadians for political, religious or ideological objectives; and activities aimed at overthrowing, by violence, the Government of Canada.

The RCMP performance management system is based on the Balanced Scorecard methodology, which ensures consistent reporting on results. For 2010-2011, the Senior Executive Committee of the RCMP has decided to roll out four mandatory objectives aimed at improving management practices and corporate culture. These management priorities will embedded into the strategies of all divisions and business lines across the organization. Each mandatory objective will be owned by a member of the senior executive, will appear on every Balanced Scorecard within the RCMP, and will be reported on throughout the year.

Management Priorities Type Links to Strategic Outcomes Description 18
Live the RCMP Core Values New Quality Federal Policing

Quality Contract Policing

Quality Policing Support Services

Minimized Risk of Firearms

Internal Services

In order to provide for a safe and just society, the RCMP must base all decisions and actions on a robust ethical foundation. The quality of service provided by the RCMP will be strengthened by underpinning all operational and administrative functions with the RCMP core values. The core values of the RCMP are: honesty, integrity, professionalism, compassion, accountability and respect. With these as a solid ethical foundation, the RCMP will be well placed to maintain the trust of communities and employees.

Why is this a priority?

It is essential that the RCMP live its core values to be successful on its transformation journey. Infusing all functions with its values and ethics will enable all employees to continue to provide excellent police services and will reinforce public confidence in the RCMP. The manner in which the RCMP achieves its strategic priorities is as important to public perception as the achievement of those priorities.

Plans for meeting the priority:

The newly created Office of Professional Integrity reports directly to the RCMP Commissioner and unites the former offices of the Ethics Advisor, Employee and Management Relations, and Adjudications Services. This new professional integrity regime will cover all aspects of employee behaviour. Recognizing employees who demonstrate the RCMP core values will encourage all to use these values in their daily interactions and service delivery. The ripple effect of a healthy work environment will follow. In addition, the organization is sending a strong message that the quality of service provided is paramount in maintaining the public's trust and confidence.

Attract, develop, retain, and support employees New Quality Federal Policing

Quality Contract Policing

Quality Policing Support Services

Minimized Risk of Firearms

Internal Services

The RCMP will attract the right people with the appropriate skills, experience and best fit; will invest appropriately and in a timely manner in employees to assist them in realizing their full potential; and will use an improved integrated planning process to provide a healthy and supportive workplace.

Why is this a priority?

The RCMP strives to ensure employees obtain the appropriate skills at the right time and have the necessary experience to properly perform their duties.

Plans for meeting the priority:

Human resource planning will be integrated into business planning which will improve the RCMP's capacity to provide a healthy and supportive workplace. The RCMP will continue to invest in its employees to assist them in realizing their full potential. Learning plans, developed by employees in collaboration with their supervisors, ensure that performance gaps are addressed from the perspective of organizational needs as well as personal development.

Communicate effectively New Quality Federal Policing

Quality Contract Policing

Quality Policing Support Services

Minimized Risk of Firearms

Internal Services

Communication is everyone's responsibility. At all levels of the organization, the RCMP will create a culture of open communications. In order to foster greater understanding of the RCMP, accurate, relevant and timely information will be provided, and the views of internal and external audiences will be taken into account, reflecting transparency, accountability and integrity.

Why is this a priority?

Good lines of communication are essential to the proper functioning of any organization and perhaps more so for a policing organization. Effective communication internally across the organization, with partners, stakeholders and clients and with the public the RCMP serves, is vital to fostering greater understanding of and confidence in the professionalism, competence and impartiality of the RCMP and its work.

Plans for meeting the priority:

The RCMP will regularly and clearly convey expectations, important information and decisions to its employees and will act on their feedback appropriately to create a culture of open communications. The RCMP will look for ways to proactively provide clients, partners, stakeholders and the public with more information about its services, programs and policies, in the interest of being transparent, open and accountable.

Be accountable New Quality Federal Policing

Quality Contract Policing

Quality Policing Support Services

Minimized Risk of Firearms

Internal Services

The RCMP at all levels will follow through on the commitments it makes, will be transparent, will openly communicate the outcomes of performance and will accept the consequences of decisions made and actions taken.

Why is this a priority?

Accountability is one of the core values of the RCMP. To maintain trust, it is essential that the RCMP demonstrate to its clients, partners, stakeholders, employees and the public that the organization is being held accountable for its performance. Managers at all levels must be held accountable and must take responsibility for their actions.

Plans for meeting the priority

The RCMP will make commitments after proper consideration of the realistic capacity to fulfill them, and will communicate the measurable outcomes of this performance. The RCMP will apply consistent consequences at all levels of authority.


Risk Analysis

The RCMP Corporate Risk Profile provides a snapshot of the internal and external risks facing the organization and identifies the interrelations that indicate those high-level risks requiring a horizontal view and solution. It allows the RCMP to take stock of the organization's operating environment and its capacity to deal with key high-level risks. In addition, the Corporate Risk Profile acts as an instrument for management oversight with a clear link to the RCMP strategic planning tools and the achievement of objectives and priorities.

The 2009-2010 Corporate Risk Profile was developed with consideration given to the organization's entire operating environment and took into account information gleaned from the 2007 Environmental Scan; 2009 client and employee surveys; legislative requirements; various inquiries and reports; the Report from the Office of the Auditor General; feedback from the Horizontal Audits performed by the Office of the Comptroller General and the Office of the Auditor General; communications; as well as risk information derived from the divisions through the 2009-2010 Business Plans.

The Corporate Risk Profile is developed and updated annually and more often if required. Once the key corporate risks have been validated by the Senior Executive Committee, the Corporate Risk Profile is linked in meaningful ways to corporate priority setting and resource allocation. The 2009-2010 Corporate Risk Profile includes two different categories of risks: short-term/imminent/near-term risks; and medium- to long-term/strategic risks 19. These risks are found to have a relationship with the Program Activity Architecture 20.

Expenditure Profile

The Royal Canadian Mounted Police is seeking federal appropriations of $2,814 million in its 2010-2011 Main Estimates. This represents a $166.7 million increase (or 6.3%) from the federal appropriations requested in last year's Main Estimates. The most significant initiatives comprising the increased authorities relate to the restoration of funding that had been reallocated within the federal government to support the Economic Action Plan, funding to meet incremental resources requirements of the RCMP's contract policing partners, and funding to improve the effectiveness of the Integrated Market Enforcement Teams (IMET).

In addition, the RCMP is modernizing its compensation regime to respond to recommendations of the Task Force on Governance and Cultural Change in the RCMP. These changes are to ensure it has the required operational response capacity in line with the Task Force recommendations, and to ensure that members are fairly compensated, including for duties that infringe on their time off. Additionally, the RCMP is making enhancements to its compensation package to increase retention amongst its experienced police officers.

Resources are also being requested to strengthen the Force's ability to enhance law enforcement capacity to combat child exploitation on the Internet, to support operations related to the imposition of new visa requirements, and to strengthen the RCMP's ability to populate the National DNA Data Bank. These Estimates do not include the full amounts that will be sought in 2010-2011 for security-related costs for the G8/G20 Summit meetings as plans for the events were still being finalized at the time of the Estimates preparation.

Figure 1: Actual and Planned Spending ($ millions)Expenditure Profile - Spending Trend Graph

Figure 1 above illustrates the RCMP's actual and planned spending trend from 2006-2007 to 2012-2013.

The peak in spending depicted in 2009-2010 and 2010-2011 is due in part to the impact of the security costs for the 2010 Olympic and Paralympic Games, as well as the G8/G20 meeting to be held in Ontario in June 2010. In addition, there is a significant difference between the planned spending figures and planned spending figures if sunsetting funds are renewed. This difference relates primarily to funding that will sunset in 2011-2012 for the provision of policing services to the RCMP's contract policing partners under the Provincial Police Services Agreements. Any incremental funding for these services requested since 2008-2009 has only been approved through 2011-2012, pending the renegotiation of the agreements beyond their March 2012 expiration date.

Canada's Economic Action Plan

As part of the federal government's Economic Action Plan, the RCMP is requesting funds under the Modernizing Federal Laboratories Program to upgrade its forensic laboratories and to implement the Accelerated Federal Contaminated Sites Action Plan. A combined total of $9.5 million has been provided with respect to these projects in 2009-2010, with an additional $12.4 million to be funded in 2010-2011, for a total two-year investment of $21.9 million.

Voted and Statutory Items displayed in the Main Estimates

The table below provides the summary of funding that is being requested through the 2010-2011 Main Estimates.

($ millions)
Vote # or Statutory Item (S) Truncated Vote or Statutory Wording 2009-10
Main Estimates
2010-11
Main Estimates
50 Operating expenditures
1,814.6 1,982.9
55 Capital Expenditures 316.5 287.7
60 Grants and Contributions 97.1 102.2
(S) Pensions and other employee benefits - Members of the Force 344.1 341.9
(S) Contributions to employee benefit plans 51.9 80.2
(S) Pensions under the Royal Canadian Mounted Police Pension Continuation Act 23.0 19.0
Total 2,647.2 2,813.9