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Minister's Message

As Canada’s Minister of Public Safety, I am pleased to present to Parliament the Royal Canadian Mounted Police’s Report on Plans and Priorities for the 2011-2012 fiscal year.

Charged with a multi-faceted mandate, the RCMP tackles crime at municipal, provincial/territorial, federal and international levels, provides integrated approaches to safety and security, and ensures a federal presence from coast to coast to coast. The RCMP is, without question, a critical element of the Government of Canada’s commitment to ensure a safe and secure Canada.

The Government of Canada’s law enforcement and national security priorities include protecting the health and safety of Canadians and their families. The Government has committed to focus on the further protection of children, women and victims of white-collar crime. The RCMP’s strategic priorities for 2011-2012 – serious and organized crime, national security, economic integrity, healthy Aboriginal communities, and youth – are aligned with these goals. The RCMP has also established management priorities in support of delivering quality service and ensuring operational effectiveness. The RCMP’s management priorities are to achieve a high level of public trust and confidence in the RCMP, to provide world-class police services and to tailor police services to meet identified needs. To this end, the Government fully supports the RCMP in delivering on its mandate and strategic priorities.

In August 2010, the RCMP completed a renewal of its Program Activity Architecture and Performance Measurement Framework. The new version will take effect in the coming year and will be reported on in Estimates and Public Accounts. The Government believes that the new RCMP format better reflects the organization’s linkages to overall public safety outcomes and better represents the types of programs and services the RCMP provides.

The 2011-2012 fiscal year will continue to bring about positive change and new challenges for the RCMP. As the organization remains focussed on and committed to its Vision for Change to be an “adaptive, accountable, trusted organization of fully engaged employees demonstrating outstanding leadership, and providing world-class police services”, it will carry on with the implementation of change initiatives to build on the considerable accomplishments it has achieved to date. The Government is committed to supporting and enabling the RCMP to evolve into a more modern, stronger, more effective organization to meet the complex policing demands of the 21st century.

In closing, I wish to thank all the men and women in uniform and all employees of the RCMP for their ongoing commitment and dedication to safeguarding Canada and Canadians.

 

Section I: Departmental Overview

Raison d'être and Responsabilities

Strategic Outcomes and Program Activity Architecture (PAA)

PAA Crosswalk

As noted in the RCMP’s 2009-2010 Departmental Performance Report, the RCMP undertook a complete renewal of its Program Activity Architecture (PAA) and Performance Measurement Framework (PMF). The revamped PAA and PMF were approved by the President of the Treasury Board in August 2010, to take effect for fiscal year 2011-2012 for reporting in Estimates and Public Accounts. The new PAA better reflects the organization’s linkages to overall government outcomes and better represents an inventory of the types of programs and services delivered by the RCMP ².

Planning Summary

Financial Resources ($ millions)

2011–12	2012–13	2013–14
3,026.0	2,794.1	2,746.5

Human Resources (FTEs)

2011–12	2012–13	2013–14
30,525	28,746	28,734

Strategic Outcome: Criminal activity affecting Canadians is reduced

Performance Indicator	Targets
Percentage of Canadians who are satisfied with the RCMP’s contribution to a safe and secure Canada	85%
Weighted crime severity index (in RCMP jurisdictions)	105 3

Program Activity ($ millions)	Forecast Spending 2010–11	Planned Spending			Alignment to Government of Canada Outcomes
		2011–12	2012–13	2013–14
Police Operations	2,032.3 4	1,737.2	1,581.2 5	1,568.5	A safe and secure Canada
Canadian Law Enforcement Services	274.1	270.3	262.5	262.5	A safe and secure Canada
Total Planned Spending		2,007.5	1,843.7	1,831.0

Strategic Outcome: Canada’s police provide international collaboration and assistance while maintaining a rich police heritage nationally

Performance Indicator	Targets
Percentage of respondents who agree that the RCMP provides effective support of international operations	Policing partners 6: 74% Other stakeholders 6: 85%
Percentage of respondents worldwide who can correctly identify a uniformed member in Red Serge and a horse and rider from the Musical Ride as originating from Canada	Red Serge: 63% Musical Ride: 55%

Program Activity ($ millions)	Forecast Spending 2010–11	Planned Spending			Alignment to Government of Canada Outcomes
		2011–12	2012–13	2013–14
International Operations 7	78.0	58.8	58.8	58.8	A secure world through international cooperation
Canadian Police Culture and Heritage	11.3	11.3	11.3	11.3	A vibrant Canadian culture and heritage
Total Planned Spending		70.1	70.1	70.1

Program Activity ($ millions)	Forecast Spending 2010–11	Planned Spending			Alignment to Government of Canada Outcomes
		2011–12	2012–13	2013–14
Statutory Payments 8	118.3	121.1	129.3	138.3	Income security and employment for Canadians
Total Planned Spending		121.1	129.3	138.3

Internal Services Program Activity

Program Activity ($ millions)	Forecast Spending 2010–11	Planned Spending
		2011–12	2012–13	2013–14
Internal Services	824.8	827.3	751.0 9	707.1 10
Total Planned Spending		827.3	751.0	707.1

Contribution of Priorities to Strategic Outcomes

The five strategic priorities of the RCMP are selected based on scanning and analysis of the external environment, crime trends and the national threat assessment. Identifying these issues as priorities across the entire organization allows employees in Divisions and programs to focus operations in a more strategic manner in order to enhance public safety. Each strategic priority has outcomes and objectives which are developed and evaluated by a working group led by a Deputy Commissioner. The detailed plans and performance indicators for each strategic priority are articulated to employees and external partners on a balanced scorecard. Detailed information on the five strategic priorities of the RCMP is available on the RCMP website ¹¹.

For 2011-2012, the strategic priorities of the RCMP are:

• serious and organized crime
• national security
• economic integrity
• healthy Aboriginal communities
• youth

Key performance indicators for the strategic priorities are available on the RCMP website ¹².

Strategic Priorities	Type	Links to Strategic Outcomes	Description
Serious and Organized Crime	Ongoing	SO1: Criminal activity affecting Canadians is reduced SO2: Canada’s police provide international collaboration and assistance while maintaining a rich police heritage nationally	Through enforcement, awareness and education, the RCMP will reduce the detrimental effects of criminal activities which have a significant impact on the social and economic well-being of Canadians and the communities in which they live. The RCMP will reduce the impact of organized crime through awareness and education, and expanded collection and sharing of criminal intelligence and information. RCMP enforcement efforts will be focussed towards ensuring successful prosecutions of those who are involved in serious and organized crime. The Force will work with international partners to ensure a global approach to combating organized crime, and to prevent crime from flourishing in distressed areas and affecting Canada.
National Security	Ongoing	SO1: Criminal activity affecting Canadians is reduced SO2: Canada’s police provide international collaboration and assistance while maintaining a rich police heritage nationally	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 absence of a threat. Anything that negatively impacts the fabric of Canadian society could be considered a threat to national security. The RCMP will effectively respond to threats to Canada’s security by detecting, preventing, disrupting and investigating national security criminality 13. Through effective enforcement, the RCMP will contribute to successful prosecutions.
Economic Integrity	Ongoing	SO1: Criminal activity affecting Canadians is reduced SO2: Canada’s police provide international collaboration and assistance while maintaining a rich police heritage nationally	A safe and secure Canadian economy provides confidence to consumers and investors in conducting business and investing in Canada. Canadians need to be assured that their savings, credit, identities, and intellectual property are safe from criminals. The RCMP will focus on enforcement and successful prosecutions, as well as preventing, detecting and deterring criminal activity that affects the Canadian economy; building awareness of crimes that affect the economy; and educating Canadians on how to protect themselves from becoming victims of economic crime.
Healthy Aboriginal Communities	Ongoing	SO1: Criminal activity affecting Canadians is reduced SO2: Canada’s police provide international collaboration and assistance while maintaining a rich police heritage nationally	The RCMP has a long and productive history of service to First Nations, Inuit and Métis communities across Canada, and has worked to build relationships with more than 630 Aboriginal communities. The RCMP will continue to provide a culturally competent police service by recruiting, developing and retaining employees with the skills and knowledge to recognize and respect Aboriginal values and traditions. The RCMP will respond to community needs through a balanced approach of prevention and enforcement activities determined through research, intelligence and risk assessment, aimed at reducing criminal involvement and victimization.
Youth	Ongoing	SO1: Criminal activity affecting Canadians is reduced SO2: Canada’s police provide international collaboration and assistance while maintaining a rich police heritage nationally	In its efforts to contribute to community capacity to reduce youth victimization and involvement in crime, the RCMP will employ and promote collaborative techniques and practices to prevent and address crime, for both victims and offenders. The RCMP will invest in the long-term wellness of children, youth and families by focusing on early intervention strategies, root or underlying causes of crime or victimization, and responding to the needs of young persons, especially those in situations of risk.

In addition to the strategic priorities which help to focus operations, the RCMP has three management priorities that are important to the continuous improvement of RCMP service delivery and organizational effectiveness. Key performance indicators for the management priorities are available on the RCMP website ¹⁴.

Management Priorities	Type	Links to Strategic Outcomes	Description
Achieve a high level of trust and confidence in the RCMP	Previously committed to	SO1: Criminal activity affecting Canadians is reduced SO2: Canada’s police provide international collaboration and assistance while maintaining a rich police heritage nationally	Trust means having faith and confidence in the reliability and strength of leadership throughout the organization, and in the RCMP’s ability to provide the highest quality of service delivered in an effective, competent and consistent manner. The RCMP will build trust and confidence in the organization and in the reliability and strength of leadership throughout the RCMP.
Provide world-class police services	Previously committed to	SO1: Criminal activity affecting Canadians is reduced SO2: Canada’s police provide international collaboration and assistance while maintaining a rich police heritage nationally	The RCMP will strive to deliver a world-class police service by matching performance with reasonable expectations, modelling systems of open communications and accountability, and establishing constructive and collaborative relationships with partner agencies and stakeholder groups. The RCMP will place emphasis on providing good service and ensuring that survey respondents 15 are satisfied with the RCMP’s contribution to a safe and secure Canada.
Tailor police services to meet identified needs	New	SO1: Criminal activity affecting Canadians is reduced SO2: Canada’s police provide international collaboration and assistance while maintaining a rich police heritage nationally	The RCMP will place emphasis on identifying and understanding policing needs and tailoring its services to meet those needs. RCMP personnel will be responsive to the needs of the communities where they provide policing services. The RCMP will ensure that annual performance plans at the unit and detachment levels include, where appropriate, linkages to the five strategic priorities.

Risk Analysis

The RCMP’s Environmental Scan serves to detect key trends and issues in the external operating environment through a synthesis of relevant national and global macro-level information. The Environmental Scan provides a launching pad for strategic planning and a context for decision-making at all levels of the organization.

Recent scans have identified a number of key trends, including globalization, advances in information and communications technology, open and accessible international travel and integrated global financial systems, all of which have also been exploited for criminal gain. The increasingly transnational nature of crime poses significant challenges to law enforcement organizations. Global criminal investigations are complex, resource-, information- and intelligence-intensive, long in duration and multi-jurisdictional in nature. The traditional approach of law enforcement agencies, which tends to operate within precisely defined jurisdictional boundaries and legislative environments, is challenged by the fluid and diffuse nature of contemporary criminal activity.

In addition to this evolving threat environment, the RCMP is facing a period of intense resource pressure, as the effects of the economic downturn have caused the Government of Canada to closely review spending and resource allocations. The RCMP also must be aware of other key factors in the operating environment including threats to Canada’s national security from criminal and other sources such as natural disasters, climate change and pandemics.

A Corporate Risk Profile helps to establish a direction for managing corporate risks. It is influenced by and linked to the organization’s operating environment and state of readiness. When developing the RCMP Corporate Risk Profile, risk information from both the corporate and operational levels was analyzed to understand the key characteristics and broad range of internal and external risks facing the organization. The Corporate Risk Profile plays a significant role in the RCMP’s strategic planning process.

The RCMP Corporate Risk Profile takes into account the organization’s entire operating environment. Externally, information is gleaned from the RCMP Environmental Scan, client and employee surveys, legislative requirements, various inquiries and reports, Reports from the Office of the Auditor General of Canada and feedback from the Horizontal Audits performed by the Office of the Comptroller General of Canada. Internally, consideration is given to information emanating from the Strategic Priority Working Groups, Communications Services, as well as risk information identified by Divisions through the business planning process and interviews with Senior Management.

Assessment and ranking of key risk information from the business plans was based on the Force’s corporate objectives and its capacity to manage risk and its risk tolerance. The risk assessment exercise identified 118 risks which were grouped into 15 risk trends:

• economic/demographic disparity
• supporting major events
• information sharing
• legislated and regulatory
• sustainable funding
• unique community issues
• balancing expectations
• loss of corporate knowledge and experience
• governance and leadership
• alignment of planning activities
• learning and development
• managing partnerships
• recruiting, retention and succession planning
• technology and systems
• building infrastructure

These risks were then plotted onto the corporate risk map based on likelihood and impact ¹⁶. The Corporate Risk Profile is dynamic as it is based on the RCMP’s evolving operating environment.

Key corporate risks are validated by the Senior Executive Committee and the Corporate Risk Profile is linked in a meaningful way to corporate priority setting and resource allocation exercises.

Expenditure Profile

The Royal Canadian Mounted Police is seeking federal appropriations of $2,883 million in its 2011-2012 Main Estimates. This represents a $69 million increase, or 2.5%, from the federal appropriations requested in last year’s Main Estimates. This increase is driven primarily by an increase to meet incremental resource requirements of the RCMP’s contract policing partners in provinces, territories, municipalities and First Nations communities, as well as increased costs of disability payments to members injured on duty and employee benefit programs.

As depicted in Figure 1 below, RCMP expenditures during the past two fiscal years have been significantly impacted by the 2010 Olympics as well as the G8 and G20 Summits. These two events combined account for approximately 15% of 2009-2010 expenditures and 8% of 2010-2011 expenditures. The significant difference between the planned spending figures, and planned spending figures if sunsetting funds are renewed, relates 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.

[D]

Canada’s Economic Action Plan

As part of the Government’s Economic Action Plan, the RCMP received funding 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 was provided with respect to these projects in 2009-2010, with an additional $12.4 million in 2010-2011, for a total two-year investment of $21.9 million. Work on both of these initiatives is to be completed on schedule, therefore there is no Economic Action Plan funding reflected in the figures for 2011-2012 or beyond.

Estimates by Vote

For information on RCMP organizational votes and statutory expenditures, please see the 2011-2012 Main Estimates publication.

An electronic version of the Main Estimates is available at: http://www.tbs-sct.gc.ca/est-pre/2011-2012/me-bpd/info/info-eng.asp

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