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SECTION II: ANALYSIS OF PROGRAM ACTIVITIES BY STRATEGIC OUTCOMES AND STRATEGIC PRIORITIES

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Safe Homes and Safe Communities are reflected through our Strategic Outcomes set out in the PAA. By focusing on Quality Federal Policing, Quality Contract Policing and Quality Policing Support, our five Strategic Priorities relating to Organized Crime, Terrorism, Youth, Economic Integrity and Aboriginal Communities assist the organization in achieving its strategic goals.

The following section provides a summary of our performance against the commitments set forth in our 2007-2008 Report on Plans and Priorities.

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Strategic Outcome: Quality Federal Policing

Summary of Departmental Strategic Outcomes as per Program Activity Architecture ¹

Strategic Outcome:
Quality Federal Policing
Outcome Statement:
Ensuring the safety and security of Canadians and their institutions, domestically and globally, as well as Internationally Protected Persons (IPPs) and other foreign dignitaries, through intelligence-based prevention, detection, investigations and enforcement of the laws against terrorism, organized crime and other criminal activity
Key Performance Goals	Performance	Supporting Program Actitvities (PAA)*
Maintain 84% agreement amongst Canadians that the RCMP plays a valuable role/fulfills its Strategic Priority of reducing the threat of terrorism	2007: 84% 2008: 84%	1 – Federal and International Operations 2 – Protective Policing Services
Maintain 89% agreement amongst Canadians that the RCMP plays a valuable role/fulfills its Strategic Priority of reducing the threat and impact of organized crime	2007: 89% 2008: 89%
Achieve 86% agreement amongst Canadians that the RCMP plays a valuable role/fulfills its Strategic Priority of contributing to the confidence in economic integrity	2007: 86% 2008: 84%

¹ The Survey of Canadians’ View of RCMP Policing Services was launched in mid-February 2007. A random sample of 7,000 Canadians from all provinces and territories were surveyed.

Progress towards meeting the key expected results for Quality Federal Policing:

1. Reduced Impact of Organized Crime

For specific performance information relating to Organized Crime, please refer to the Organized Crime Strategic Priority.

2. Reduced Threat of Terrorists

For specific performance information relating to Terrorists, please refer to the Terrorism Strategic Priority.

3. Safe and Secure Society and Economy

Protective Policing Services contributes to a safe and secure society for Canadians by ensuring the safety of high profile individuals and sites. National security interests, Canadian government executives, the foreign diplomatic community serving within Canada, and the general public are all safeguarded by RCMP Protective Policing.

An integrated team consisting of representatives from the RCMP, House of Commons Security Services and the Senate Protective Service are conducting a review of the security measures and technologies to ensure that a seamless approach is taken to augment the safety and security of Parliament Hill and Parliamentarians, as well as the significant number of visitors who visit this national site. This approach has received support from Parliamentarians and senior officials and progress is being made toward enhancing security measures.

For more information on Protective Policing Services, visit: www.rcmp-grc.gc.ca/prot_ops/index_e.htm.

Strategic Outcome: Quality Contract Policing

Summary of Departmental Strategic Outcomes as per Program Activity Architecture ²

Strategic Outcome:
Quality Contract Policing
Outcome Statement:
Healthier and safer Canadian communities through effective crime prevention, education, law enforcement and investigation
Key Performance Goals	Performance	Supporting Program Actitvities (PAA)*
Achieve 80% agreement amongst Canadians that the RCMP plays a valuable role/fulfills its Strategic Priority of contributing to safe and healthier Aboriginal communities	2007: 80% 2008: 80%	3 – Community, Contract and Aboriginal Policing
Achieve 84% agreement amongst Canadians that the RCMP plays a valuable role/fulfills its Strategic Priority of preventing and reducing youth involvement in crime as victims and offenders	2007: 83% 2008: 82%

² The Survey of Canadians’ View of RCMP Policing Services was launched in mid-February 2007. A random sample of 7,000 Canadians from all provinces and territories were surveyed.

Progress towards meeting the key expected results for Quality Contract Policing

1. Highest Quality Police Services/Programs

In 2007-2008, Contract Policing delivered contract policing services to eight provinces, three territories, approximately 200 municipalities and over 635 Aboriginal (First Nations, Métis and Inuit) communities. In fulfilling the RCMP’s mandate to prevent and investigate crime, enforce the law, protect life and property, the Force responded to approximately three million calls for service.

The RCMP, by virtue of its contract policing model, is able to provide effective services across this broad spectrum by responding to the unique circumstances of diverse communities. The RCMP continues to share information with the Canadian police and law enforcement community through its Operational Records Management Systems. This system ensures that intelligence is accessible and available in a timely manner.

During 2007, the RCMP strategically worked with Provincial Victim Services Units to:

• Increase their awareness concerning legislative requirements relating to victims
• Provide training to frontline members
• Increase provincial victim services referral rates and awareness

The School Action for Emergencies (SAFE) Plan was delivered nationally in September 2007. This operational support tool provides frontline members with crucial information when responding to emergencies at a school environment. Currently 1500 SAFE Plans are either complete or under development.

In December 2007, the Crime Prevention and Awareness Resource Library was launched. It provides frontline officers with easy to use resources which include: presentations, publications, lesson plans and website resources.

The 2007 Pipeline/Convoy/Jetway Annual Report ³ reported that:

• 1,463 law enforcement officers received Pipeline/Convoy training within Canada. Training was held in all provinces and territories, except the Yukon and Nunavut
• More than $270M worth of drugs and contraband, and over $6.9M in cash were seized as a result of this interdiction program

RCMP resources traveled internationally and provided advice, guidance and support in areas relating to Crime Stoppers, crisis negotiation, community education and awareness. These resources included the deployment of members overseas who shared RCMP expertise relating to rebuilding countries and their infrastructure.

³ Pipeline/Convoy/Jetway Program – a policing approach to detect and intercept traveling criminals/terrorists and impede the movement of contraband.

2. Prevention and Reduction of Youth Involvement in Crime as Victims and Offenders:

The RCMP Youth Strategic Priority focuses on the positive development of youth with community partners to provide age specific education and crime prevention programs. Through the RCMP’s National Youth Strategy, restorative justice practices are encouraged to provide a positive learning environment which is committed to empowering youth decision making.

National Youth Services

National Youth Services (NYS) continues to provide frontline members with the tools and resources required to work with youth.

Our youth engagement tool, deal.org website, provides a forum for expression, promotes leadership and encourages youths to take a stand and get involved in their schools and communities. This website receives over 1.4 million hits per month.

For further information on deal.org, please visit: www.deal.org

Through its internal website, the Youth Officer Resource Center (YORC), the RCMP provides its members with monthly crime prevention education lesson plans. These include topics relating to gangs, counterfeiting, and national security and bullying. NYS actively participates in the Youth Criminal Justice Act review and provides recommendations relating to amendments.

3. Safer and Healthier Aboriginal Communities

For specific performance information regarding Aboriginal Communities, please refer to the Aboriginal Strategic Priority.

Strategic Outcome: Quality Policing Support Services

Summary of Departmental Strategic Outcomes as per Program Activity Architecture ⁴

Strategic Outcome:
Quality Policing Support Services
Outcome Statement:
Support Canadian policing investigations and enforcement organizations with critical intelligence, equipment, tools, systems, technology and education to optimize the delivery of proactive, intelligence-based policing services
Key Performance Goals	Performance	Supporting Program Actitvities (PAA)*
Achieve 75% partners satisfaction with RCMP contributions and collaboration	2007: 90% 2008: 75%	4 – Criminal Intelligence Operations 5 – Technical Policing Operations 6 – Policing Support Services 7 – National Police Services
Achieve 75% stakeholder satisfaction with the timeliness and quality of RCMP responses	2007: 63% 2008: 65%
Achieve 75% partners satisfaction that the RCMP provides appropriate protocols to ensure an integrated and rapid response in evolving situations	2007: 69% 2008: 59%
Achieve 75% stakeholder satisfaction of the accuracy and comprehensiveness of RCMP information and intelligence	2007: accuracy: 61% comprehensive: 66% 2008: accuracy: 65% comprehensive: 68%
Achieve 75% partners satisfaction of the effectiveness of RCMP technology and investigative techniques	2007: 82% 2008: 78%
Achieve 75% stakeholder satisfaction that the RCMP provides valuable support and services to the IM/IT client community	2007: 50% 2008: 51%
Achieve 75% stakeholder satisfaction that the RCMP provides valuable support and services to the IM/IT client community	2007: 50% 2008: 51%
Achieve 75% stakeholder satisfaction that the RCMP is a valued leader in the development of IM/IT solutions for interoperability	2007: 47% 2008: 44%

⁴ A total of 1,131 partners and stakeholders were surveyed in February 2008, with a response rate of 25%.

Progress towards meeting the key expected results for Quality Policing Support Services

1. Leading-Edge Policing and Security Technology

National Police Services (NPS) pursues leading-edge initiatives on behalf of the Canadian and international law enforcement community.The increasingly violent nature of child sexual exploitation images, the targeting of younger victims and the intense abuse they suffer, demand not only that perpetrators be brought to justice, but that victims be identified and removed from further exploitation. As of March 2008, approximately 231 Canadian and numerous international child victims of Internet facilitated sexual exploitation were identified by Canadian law enforcement agencies, often in collaboration with the National Child Exploitation Coordination Centre (NCECC).

The NCECC is continuing its public/private partnership with Microsoft Canada by integrating a victim identification database into the Child Exploitation Tracking System (CETS) version 2.1. The use of CETS was further expanded in 2007-2008 and as of March 31, 2008 has been utilized in over 5,000 Canadian investigations. Thirty-nine participating police agencies can now search and share intelligence regarding online child sexual abuse regardless of jurisdiction in a timely and secure manner. The NCECC has also partnered with G8 countries and Interpol in the development of the International Child Sexual Exploitation Database.

The Violent Crime Linkage Analysis System (ViCLAS) is an RCMP developed system that creates associations between criminal patterns in sexual crimes, assaults, homicides, missing persons, non-parental abductions, child luring and child sexual exploitation, in attempts to identify suspects. The ViCLAS eBooklet, which allows the direct entry of data into the system, has been implemented Force-wide. A strategy/action plan is being formulated to embed the ViCLAS eBooklet into the electronic Police Reporting and Occurrence System (PROS) to reduce duplication while ensuring data quality.

The National Sex Offender Registry (NSOR), which is mandated through the Sex Offender Information Registration Act (SOIRA), is a national database developed and maintained by the RCMP. Approximately 300 queries were requested over the past year supporting investigations across the country.

During 2007-2008, 3,500 pre-employment polygraph tests were conducted to screen RCMP applicants, resulting in approximately 1,500 applicants concluding their involvement in the application process. In addition to conducting pre-employment tests, the RCMP also conducted 1,600 polygraph tests on potential suspects and witnesses in serious criminal investigations.

The RCMP, in partnership with the Ontario Provincial Police (OPP) and several Canadian police services, formed the National Technology Crime Advisory Committee (NTCAC) which will work closely with the Canadian Association of Chiefs of Police (CACP) eCrime Committee. This working group will develop a questionnaire to address Botnets 5. Efforts will continue into 2008-2009 with the development of a questionnaire regarding Botnets to be distributed to 50 countries internationally through the G8 High Tech Crime Sub-group. The anticipated results are expected to provide an assessment of the Botnet situation worldwide with a view to developing a statement of recommended practices.

2. Comprehensive, Real-Time Intelligence and Threat Assessments

Demands are increasing for products and services that assist law enforcement and government leaders in making intelligence-led decisions. In 2007-2008, Criminal Intelligence Service Canada (CISC), which shares intelligence with approximately 380 Canadian law enforcement agencies to support their response to the threat of organized and serious crime, completed several initiatives to address these increasing demands.

The National Threat Assessment on Organized and Other Serious Crime was produced along with numerous intelligence assessments for municipal, provincial and federal law enforcement leaders and government officials. Progress was made towards the development of the Canadian Criminal Intelligence Model (CCIM), a business process for integrating all elements of the criminal intelligence process within law enforcement in Canada. During 2007-2008, CISC delivered 21 intelligence assessments to municipal, provincial and federal law enforcement leaders and government officials to enable them to make informed decisions when developing policies and strategies to address this type of criminal activity.

CISC established the Automated Criminal Intelligence Information System (ACIIS) Governance Committee to facilitate intelligence and information sharing and to ensure ACIIS continues to meet the needs of Canada’s law enforcement agencies. The committee is the platform for a stronger integrated effort for policy development, identification of user needs and development of the necessary technology to meet these needs.

For more information on CISC and ACIIS, visit: www.cisc.gc.ca/aciis/aciis_e.html

The Criminal Intelligence (CI) Program supports the RCMP’s efforts, and those of other law enforcement bodies, to detect and prosecute individuals involved in organized crime activities. The CI Program gathers and analyses intelligence in anticipation of determining future crime patterns and counter illicit trends. This process enables the RCMP and its federal and provincial partners to develop proactive strategies to reduce and control criminal activities in Canada.

Among the numerous threat assessments produced, intelligence and threat assessments are also provided through the Behavioural Sciences Program in which criminal profilers prepare comprehensive assessments of threats against organizations, persons or property (e.g., threats concerning terrorism, stalkers, school and workplace violence). In 2007-2008, criminal profilers conducted or contributed to 53 threat assessments, an increase of 60 percent from the previous year. In addition, the Behavioural Science Program provided 26 lectures and training to other police and professional groups on assessing risks and threats.

The RCMP has also developed the Threat Evaluation and Management (TEAM) understudy program which formalizes training needs and establishes standards for RCMP threat assessment specialists who are responsible for conducting assessments in high risk and volatile cases. Other police departments, including the Calgary and Edmonton Police Services, have recognized the value of the TEAM program and have enrolled their personnel as understudies under the mentorship of RCMP TEAM specialists.

3. Increased Efficiency and Effectiveness of Policing

National Police Services (NPS) continuously monitors, evaluates and enhances its services in response to client and stakeholder needs. In 2007-2008, the RCMP optimized its model for delivery of forensic laboratory services through the numerous initiatives described below.

A new case management system was introduced which includes the establishment of a National Case Manager and the implementation of a Priority Rating of Operational Files (PROOF) system. PROOF categorizes routine cases by placing priority on the most serious, violent crimes against persons. By January 2008, PROOF was fully implemented nationally. All urgent DNA crime scene cases were completed within the 15-day goal established by the RCMP, with an average turnaround time of 13 days In addition, the National DNA Data Bank (NDDB) provided a greater proportion of investigative leads to break and enter cases and to other crimes associated with an offender than in previous years.

Other efficiencies gained in 2007-2008 include the enhancement of the NDDB DNA case linkage through use of the Combined DNA Index System (CODIS), the international exchange of DNA profiles for searching purposes and enhancements to the NDDB Sample Tracking and Control System (StaCS).

During 2007-2008, NPS continued its efforts to address the backlogs in fingerprints and criminal records in preparation for the full implementation of the Real Time Identification (RTID) project. Turnaround times relating to fingerprint processes will be reduced from weeks and months to hours and days.

⁵ Botnet: (roBOT NETwork) Also called a “zombie army”, a botnet is a large number of compromised computers that are used to create and send spam or viruses or flood a network with messages as a denial of service attack. The computer is compromised via a Trojan that often works by opening an Internet Relay Chat (IRC) channel that waits for commands from the person in control of the botnet. There is a thriving botnet business selling lists of compromised computers to hackers and spammers. http://encyclopedia2.thefreedictionary.com

The Central Repository of Criminal Records holds 4 million records, supported by an additional 36 million documents Approximately 500,000 criminal fingerprint submissions are received annually, of which 112,000 are new records Approximately 248,000 civil transaction requests are received annually

As of March 31, 2008, the fingerprint/criminal records backlog was approximately 283,000 records. The increase in the backlog is due to transition issues related to RTID Phase I and a significant increase in the volume of transactions.

Program achievements within the RTID initiative in 2007-2008 include:

• Ongoing implementation of RTID Phase I for the upgrade of the Automated Fingerprint Identification System (AFIS)
• Ongoing re-engineering of civil fingerprint clearance work flows
• Initiation of RTID Phase II
• Developed plans for linking AFIS results to criminal records (RTID Phase II)
• Provided end-user training for RTID
• Increased capacity within the fingerprints criminal records backlogs project
• Enhanced interoperability through the development of the NPS-NIST (National Institute of Standards and Technology) server which converts paper-based fingerprint submissions to digital format
• Launched the Cogent Automated Fingerprint Identification System (CAFIS™) on-line and achieved stability via software and systems upgrades. For more information relating to CAFIS™, visit: www.rcmp.ca/factsheets/fact_ccrtis_e.htm

Urgent latent prints were processed immediately, while routine latent prints were completed in less than one week, an improvement from last year’s two weeks As of March 31, 2008, Canadian Integrated Ballistic Identification Network (CIBIN) accumulated a total of 723 “hits” since its inception, all connecting firearms to crimes or linking crime scenes. There are now over 26,300 individual bullets and cartridges entered into the system Office of the Auditor General of Canada, Management of Forensic Laboratory Services, Chapter 7 (May 2007)

During 2007-2008, FLS created an action plan to address the concerns outlined by the Report of the Auditor General of Canada. As of March 31, 2008, 23 of the 46 action items identified in response to the Report have been completed with the remainder of the action items currently being addressed.

Forensic Laboratory Services (FLS) – Service Requests (2004-2005 to 2007-2008)

The Office of the Auditor General of Canada, Chapter 7 – Management of Forensic Laboratory Services (May 2007) recommended that the RCMP ensure that Parliamentarians receive information on the performance of all activities related to FLS.

Performance information relating to turnaround times for various disciplines are provided on the “Forensic Laboratories Services (FLS) – Service Requests (2004-2005 to 2007-2008) ” at:

www.oag-bvg.gc.ca/internet/english/aud_ch_ oag_200705_7_e_17482.html

Notes:

* Diary Date (DD) – A file completion date longer than 30 days which meets the requirements of the investigator.

** Decrease in B&E DNA Processing figures due to closure of unit in mid 2007-2008. Biology Services now handles these requests.

*** Decrease in counterfeits partly due to implementation of the National Counterfeit Enforcement Strategy and better security features on banknotes.

**** Comprehensive data collection began August 2006.

***** Higher figures due to accumulation of cases not completed over time.

4. Timely and High Quality Scientific Tools, Techniques and Information Management Technology

Many of the previously described NPS initiatives and services, such as NDDB, CETS and NSOR, also constitute timely and high quality scientific tools, techniques and information management technology.

The RCMP and the Department of Justice have raised awareness amongst the judiciary and crown counsel regarding the opportunity to increase the collection of convicted offender DNA samples for the NDDB. The number of Crime Scene Index profiles continues to increase, with submissions to the Crime Scene Index totaling nearly 41,000.

In 2007-2008, DNA information was successfully transferred electronically using the International DNA Search Network and Interpol I-24/7 ⁶ between Canada, US and the UK.

Progress was also demonstrated in 2007-2008 in the area of counterfeit document examination. The Bureau for Counterfeits and Documents Examinations (BCDE) examines suspicious travel documents in order to classify them as authentic, altered or counterfeit. Program achievements include:

• Networked with other Canadian and international agencies concerned with the production or enhancement of travel documents
• Cultivated international contacts and increased the exchange of expertise on document security through attendance at conferences and participation on working groups
• Trained government officers, investigators and trainers to detect fraudulent travel and identification documents

National Police Services demonstrated progress in information management technology initiatives designed to enhance interoperability and information sharing among law enforcement agencies through initiatives such as the National Integrated Interagency Information (N-III) Project. In 2007-2008, all targeted federal agencies committed to the use of the Integrated Query Tool (IQT) ⁷ . NPS also obtained the commitment of 99.5 percent of Canadian police agencies to implement another N-III technical solution, the Police Information Portal (PIP). This allows police agencies to query each other’s occurrence data.

5. High Quality Learning and Training Opportunities and Support

As Canada’s national police college, the Canadian Police College (CPC) supports integrated policing through the development of police leadership and management competencies. This is achieved by providing advanced and specialized training to 3,700 law enforcement officers and senior officials annually from across Canada and around the world. In 2007-2008, 93 international police officers from 20 countries attended courses at the CPC. In addition, the CPC has advanced training through the delivery of seven courses in 11 different countries. The College continues to provide a forum where informal networks between police officers are advanced to share common investigative practices and processes.

For more information on the CPC, visit: www.cpc.gc.ca/home_e.htm

⁶ Interpol I-24/7 – global police communications system that connects law enforcement agencies with a means to share crucial information. For further information on Interpol I-24/7, visit: www.interpol.int/Public/NCB/I247/default.asp

⁷ IQT is the RCMP solution to deliver an integrated and synchronized query tool where primary information is provided from the IQT data repository and detailed information is available from the respective RCMP source systems. IQT is not a duplication of the PIRS and PROS databases; rather, it is a system where key information on a person, vehicle, property, business and organization is consolidated for querying.

Strategic Priority: Organized Crime

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Reduce the threat and impact of organized crime

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Overview

Organized crime poses a serious long-term threat to Canada’s institutions, society, economy and quality of life. The RCMP’s Organized Crime Strategic Priority focuses on “reducing the threat and impact of organized crime”. Improved coordination, sharing and use of criminal intelligence is critical to countering the growth of these groups and dismantling or disrupting their structures and subgroups. This intelligence is used in support of integrated policing, law enforcement plans, strategies and initiatives designed to communicate the impact and scope of organized crime.

RCMP operations have provided leadership and capacity in developing and implementing intelligence-led tactical operational plans. This will be achieved through partnerships with other police and law enforcement agencies to meet the strategic outcome of reducing the threat and impact of organized crime. The Criminal Intelligence (CI) Program is advancing intelligence-led policing by providing criminal intelligence that guides operations and enhances the RCMP’s ability to protect Canadians from current and emerging criminal activities.

Strategic Priority: Organized Crime – Overview of Performance Towards Strategic Outcome ⁸

Strategic Outcome
Reduce the threat and impact of organized crime
Strategic Objectives
Communicate effectively Conduct effective prosecution Expand collection, sharing of information and intelligence Impact crime through awareness education Conduct effective enforcement Contribute valued public policy advice Enable new and strengthened partnerships Sound and rigorous stewardship of resources Build research and analytical capacity in support of operations Attract, develop retain and support our employees Optimize enabling science and technology
Key Performance Goals	Performance	Supporting Program Actitvities (PAA)*
Increase by 10% the percentage of partners and stakeholders who agree the RCMP effectively communicates what it is doing and why it is doing it	Partners: 2006 to 2007: +24% 2007 to 2008: -14% Stakeholders: 2006 to 2007: +4% 2007 to 2008: -3%	1 – Federal and International Operations 3 – Community, Contract and Aboriginal Policing 4 – Criminal Intelligence Operations 5 – Technical Policing Operations 7 – National Police Services
Maintain agreement amongst partners (86%) and stakeholders (91%) that the RCMP is a valuable partner in reducing the threat and impact of organized crime	Partners: 2007 – 92% 2008 – 84% Stakeholders: 2007 – 93% 2008 – 90%
Increase by 10% the percentage of stakeholders who agree the RCMP provides accurate and complete information about its programs and services	Stakeholders: 2006 to 2007: +1% 2007 to 2008: -4%
Triple the number of external partners participating on the Strategic Priority Working Group	3 external partners: - Public Prosecution Service of Canada - Public Safety Canada - Correctional Service of Canada
Achieve 85% agreement amongst stakeholders who agree that the RCMP provides valuable input into the development of public policy on organized crime	Stakeholders: 2007 – 75% 2008 – 93%
The number of established Provincial steering committees to operationalize the Integrated Provincial Threat Assessments	13 Divisions
The number of Divisions in which the Probe Team 9 concept has been integrated	7 Divisions
The percentage of criminal intelligence gathering units at which ACIIS is implemented across the country within the RCMP	2008 – 77%

⁸ A total of 2470 clients, partners and stakeholders were surveyed and the average response rate was 30%. The results are based on the response of clients, partners and stakeholders directly involved in fighting organized crime

⁹ Teams responsible for conducting intelligence probes into significant organized crime targets

Progress towards achieving key priorities listed in the 2007-2008 RPP in relation to the RCMP’s efforts towards reducing the threat and impact of organized crime in Canada

Key Priorities

1. Reduce the supply of and demand for, illicit drugs in Canada.

2. Create an environment of reduced drug supply where demand-reduction efforts have a greater likelihood of success.

Progress made

• The RCMP Drug Enforcement and Organized Crime Branch has increased their operational effectiveness by strategically targeting Regional, National, and Internationally Organized Crime Groups (OCGs) who import/export, traffic, and manufacture illicit drugs as the principal funding mechanism to advance their activities. The RCMP has reduced the supply of illicit drugs and harmful substances by enhancing teams funded through the National Anti Drug Strategy (NADS) which has resulted in increased investigations. Additionally, the RCMP continues to form key partnerships, establish coordinated enforcement teams, work with legislators, streamline and effectively report activities, and provide training sessions at home and abroad. As a result of these coordinated efforts, the overall seizures of illicit substances have increased which advance our efforts at bringing those responsible before the courts. For more information concerning the RCMP Drug Enforcement Branch, visit: www.rcmp-grc.gc.ca/drugenf/drugs_e.htm

• The RCMP’s Drugs and Organized Crime Awareness Service (DOCAS) continued its activities focused on the prevention priority of Canada’s Drug Strategy (CDS) and NADS. To increase capacity of prevention program delivery, as well as community sustainability, DOCAS committed to ensuring that programs are not strictly police based. These include:

For more information on the Aboriginal Shield program, visit: www.rcmp.gc.ca/factsheets/fact_aboriginal_shield_e.htm

Key Priority

3. Conduct effective investigations – enhance our capability and capacity to effectively conduct organized crime investigations.

Progress made

• A Divisional Human Source Management (HSM) course was rolled out in 2007-2008. In addition, the Human Source Initiative Unit rolled out a “train the trainers” course.
• Drugs and Organized Crime Branch assisted the CPC Professional Development Centre for Aboriginal Policing in the delivery of a full HSM course to be integrated within the Organized Crime (OC) course for Aboriginal law enforcement officers.
• Criminal Intelligence Service Canada (CISC) produced its 2007 National Criminal Intelligence Requirements to increase its knowledge base relating to organized crime groups and criminal markets.

For more information concerning National Criminal Intelligence Requirements, visit: www.cisc.gc.ca/about_cisc/service_lines/service_lines_e.html

Key Priority

4. Impact crime through awareness and education.

Progress made

CISC delivered its 2007 Annual Report on Organized Crime, which provides an overview of significant issues and trends.

For more information about the Annual Report, visit: www.cisc.gc.ca/products_services/products_services_e.html

The CPC taught the national standard Major Case Management Team Commander Course to approximately 200 senior police officers.

On May 14, 2007, Public Safety Canada (PS) in partnership with the RCMP and Canadian Association of Chiefs of Police (CACP) launched www.organizedcrime.ca/index_e.asp. This public website provides public awareness of how organized crime impacts the lives of Canadians.

Key Priority

5. Be intelligence-led – effective, intelligence-based priority setting and decision making.

Progress made

The objective of the Criminal Intelligence (CI) Program is to enable organizational intelligence-led policing to support tactical and strategic decision making by providing criminal intelligence, guiding operations and enhancing the RCMP’s ability to protect Canadians from current and emerging criminal threats. The Force provided immediate cross-jurisdictional police services at the municipal, provincial, federal and international levels allowing for greater interaction, the sharing of resources and intelligence.

• CISC delivered 21 intelligence assessments to law enforcement leaders and government officials at the municipal, provincial and federal levels including the:
  • Integrated Provincial Threat Assessments
  • 2007 National Threat Assessment on Organized and Other Serious Crime
  • 2007 National Criminal Intelligence Estimate on Organized and Serious Crime in Canada
  • 2007 Annual Report on Organized Crime in Canada
  • 2007 National Strategic Firearms Assessment
  • Sentinel Strategic Early Warning Assessments and Watchlists
  • Strategic Intelligence Briefs

Intelligence assessments inform, raise awareness and warn of possible future threats relating to organized and other serious crime affecting Canada. This enables the recipients to make informed decisions when developing policies and strategies for dealing with potential threats. The average level of partner and stakeholder satisfaction with these assessments is 80 percent.

• CISC assists Canada’s law enforcement community to further operationalize criminal intelligence via the integrated Provincial and National Threat Assessments. These assessments support the new CACP Canadian Law Enforcement Strategy to Combat Organized Crime. In 2007, the CACP organized crime strategy, under the banner of the Council on Public Safety (CoPS), developed enforcement priorities based on intelligence through the integrated Provincial and National Enforcement Coordinating Committees.
• Three Combined Force Special Enforcement Unit (CFSEU) reviews were planned in 2007, to ensure investigations are aligned to National Tactical Priorities (or to the highest divisional threat). The purpose of the reviews was to assess and identify operational and administrative best practices and mandate compliance.
  • Two reviews conducted by the RCMP National Headquarters Drugs and Organized Crime Branch were completed in 2007. The overall goal was to review the monitoring, coordination, use and overall effectiveness of the Integrated Response to Organized Crime Units (IROC). Additionally, the review team examined the effectiveness of integrated policing from partner perspectives.

Key Priority

6. Conduct in cooperation with partners, an All Hazards Threat and Risk Assessment.

Progress made

During 2007-2008, the RCMP and Department of National Defence (DND) initiated an All Hazards Risk Assessment (AHRA) for the federal government. This initiative was coordinated by the Centre for Security Science (CSS) of Defence Research Development Canada (DRDC). The RCMP contributed to these initiatives and provided examples of current intelligence, information and risk analysis processes for consideration in developing a wider AHRA methodology.

Key Priority

7. Expand the collection and sharing of information and intelligence; facilitate greater contribution; develop new sources of information; and collect data on new and emerging subject areas and exchange ballistics information on firearms between Canada and the United States

Progress made

• Criminal Intelligence (CI) continues to strategically deploy resources across the country to assist the Investments to Combat the Criminal Use of Firearms (ICCUF) initiative in the collection, development and sharing of firearms related information and intelligence.
• Criminal Intelligence Service Canada (CISC) published its 2007 National Strategic Firearms Threat Assessment.
• To reduce gun crime in Canada, the RCMP’s National Weapons Enforcement Support Team (NWEST) provided the Canadian law enforcement community with enforcement support regarding the criminal use of firearms (e.g., tracing, identification and training). For more information on NWEST, visit: www.rcmp.gc.ca/nwest/nwest_e.htm.
• The Canadian National Firearms Tracing Centre (NFTC) provides an extensive firearms tracing service for all Canadian police services. The Centre uses a web based connection called E-Trace, which allows tracing requests to be sent directly to the US Bureau of Alcohol, Tobacco, Firearms and Explosives (ATF). In 2007-2008, approximately 2,800 traces were conducted using this system.
• The Canadian Integrated Ballistic Identification Network (CIBIN) enhanced Canada’s capacity to link firearms crimes through a Memorandum of Understanding with the United States by allowing the electronic exchange of ballistic information. As of March 31, 2008, CIBIN had accumulated a total of 723 “hits” since its inception, linking firearms to criminal investigations. There are now over 26,300 individual bullets and cartridges entered into the system.
• The Tactical Analysis Unit provided “actionable” intelligence to law enforcement units across Canada to assist them in investigating and prosecuting those involved in the movement of illicit firearms. The Unit also provided information to CISC for strategic intelligence purposes and the development of the 2007 National Strategic Firearms Threat.
• Employees within the CI Program actively share relevant criminal assessments with internal and external partners. Additionally, the Cross Border Crime Forum ¹⁰, completed a Canada/US Threat Assessment on Transnational Organized Crime. This threat assessment identified priority organized crime groups for joint investigations.

Key Priority

8. Build new and strengthen existing partnerships, both within Canada and internationally.

Progress made

• In support of the organization’s commitment to foster a spirit of partnership and ensure relevancy and leading edge course offerings, the Canadian Police College (CPC) hosts one secondment from the RCMP’s Criminal Intelligence program to develop and deliver the Strategic Intelligence Analysis Course. Furthermore, the CPC’s Tactical Intelligence Analysis Course was delivered in Indonesia and the Philippines, thereby contributing to building new partnerships, sharing knowledge and coordinating the fight against transnational organized crime.
• The RCMP is an active participant in the Five Eyes Cyber Crime Work Group (Australia, United Kingdom, United States, Canada, New Zealand), which has been renamed the Strategic Alliance Cyber Crime Work Group. The RCMP developed a First Responder Guide derived from the international partner’s best practices. The guide was shared with the Canadian Association of Chiefs of Police (CACP) E-Crime Committee for their benefit.
• The CI Program produced several reports on drugs and crime and contributed to the United Nations Office on Drugs and Crime (UNODC) annual report: www.unodc.org/unodc/en/about-unodc/annual-report.html. UNODC works closely with governments, international organizations and civil society to strengthen cooperation to counter the pervasive influence of organized crime and drug trafficking.

Key Priority

9. Contribute to public policy at earliest stage of development.

Progress made

• A member of the RCMP was nominated to an international expert group tasked to further explore the illicit trade in tobacco products obligations set out in Article 15 of the World Health Organization (WHO) Framework Convention on Tobacco Control (FCTC).
• The RCMP is actively participating on an interdepartmental working group comprised of RCMP, Public Safety Canada (PS), Canada Border Service Agency (CBSA), Department of Justice Canada (DOJ) and other departments, to address legislative reforms and resource issues for the goal of creating an effective national intellectual property crime enforcement program.

Key Priority

10. Support Canadian law enforcement agencies and the courts in the fight against organized crime by providing the most timely criminal history information while respecting privacy and legal considerations.

Progress made

• The RCMP and the DOJ have held consultations regarding the lack of a national policy relating to disclosure. Consequently, the RCMP has drafted a national policy on disclosure, for tabling at the Joint RCMP/FPS (Federal Policing Section) Disclosure Working Group.
• The Canadian Criminal Real Time Identification Services (CCRTIS) contributed to the Organized Crime initiative through its management of criminal record and fingerprint files and through the exchange of information with Canadian and international law enforcement agencies. The CCRTIS database is the only legislated database that provides support to police and government agencies throughout Canada to combat the transient nature of organized crime.
• The CPC received recognition from the International Association of Law Enforcement Intelligence Analysts (IALEIA) – the largest professional organization in the world representing law enforcement analysts – which led to the setting of standards for intelligence analysts. As a direct result of the CPC’s unique intelligence analysis program and specialized courses, IALEIA is now able to promote standards of excellence in law enforcement analysis in support of intelligence-led policing.

Key Priority

11. Contribute to the fight against organized crime by offering advanced courses, specialized seminars and other learning opportunities to RCMP, Canadian and international police and partner agencies.

Progress made

• The Canadian Police College (CPC) delivered several sessions of the Financial Crime course for police investigators. Of those attending, approximately 37% were RCMP members, 54% were from other provincial/municipal police agencies and 9% were from international police agencies.
• The CPC continues to use several investigative communities of practice to update other courses that target Organized Crime. These include the Tactical Intelligence Analysis and Strategic Intelligence Analysis courses.
• The CPC provides to the RCMP and other Canadian police services, techniques to interdict and apprehend organizations engaged in identity theft on the Internet.

Key Priority

12. Conduct applied and theoretical research, contribute to environmental analysis, provide policy analysis development and advice; and conduct program design, policy and program monitoring and evaluation.

Progress made

• A research paper on “Organized Crime Legislation in Canada: An Assessment of Implementation and Guideline for the Future” was completed in fulfillment of the CPC’s Scholarship Program. This paper sheds light on the utilization of section 467.1 of the Criminal Code by summarizing its use, exploring the reasons behind the apparent under-utilization of the statute and providing a sound operational model to facilitate its use.
• In today’s environment developing new tools and processes to strengthen and enhance the production of criminal intelligence must be a priority. RCMP threat assessment model, SLEIPNIR11, a CI Program creation, is being revised in order to enhance the assessment of organized crime activity and its impact on Canada.

Key Priority

13. Strengthen Canada’s criminal intelligence community by supporting Criminal Intelligence Service Canada’s Automated Criminal Intelligence Information System (ACIIS), the database for sharing criminal intelligence on organized and other serious crime affecting Canada.

Progress made

• Following the approval of a new Automated Criminal Intelligence Information System (ACIIS) policy by the Criminal Intelligence Service Canada (CISC) Executive Committee, CI has enhanced ACIIS use across the four levels of policing (municipal, provincial, national and international) in order to expand and consolidate the current knowledge base amongst law enforcement.

Key Priority

14. Support Canada’s law enforcement community by participating in Criminal Intelligence Service Canada’s Integrated National Collection Plan and contributing to the production of the National Threat Assessment on Organized and Other Serious Crime affecting Canada.

Progress made

• The CISC’s Integrated National Collection Plan was enhanced by adopting a new software which allows CISC member agencies and the National Threat Assessment to report significantly more detailed accounts on criminal markets in Canada.
• The CoPs, as part of the CACP Canadian Law Enforcement Strategy to Combat Organized Crime, took steps to use CISC’s Integrated Provincial and National Threat Assessments on Organized Crime to establish intelligence-led enforcement priorities.
• The CI Program contributed and produced Provincial Threat Assessments and the annual National Criminal Threat Assessment. This assessment is a scan of the criminal environment which is used to facilitate the setting of RCMP strategic priorities and subsequent decision making processes to allocate resources.

¹⁰ Cross Border Crime Forum consists of the RCMP Criminal Intelligence Program, the Federal Bureau of Investigation (FBI) and the Drug Enforcement Administration (DEA)

¹¹ SLEIPNIR is an analytical technique for determining the relative levels of threat posed by organized crime groups

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Strategic Priority: Terrorism

Reduce the threat of criminal terrorist activity in Canada and abroad

Overview

The global scope of terrorist groups emphasizes the importance of an integrated policing approach where criminal intelligence is shared among countries around the world.

The RCMP is committed to working in partnership with both domestic and foreign agencies to enhance prevention measures against the threat of terrorism in North America and globally.

Using an intelligence-led, integrated approach, the RCMP focuses its activities on achieving this goal. Our participation in international and interdepartmental national security committees and working groups aimed at the enhancement of transport security, border integrity, intelligence and information sharing are examples of this approach. Internationally, best practices and enhanced information sharing have been pursued through our active participation in the G8 Roma Lyon Anti-Crime and Terrorism (ACT) Group.

Strategic Priority: Terrorism – Overview of Performance Towards Strategic Outcome ¹²

Strategic Outcome
Reduce the threat of criminal terrorist activity in Canada and abroad
Strategic Objectives
Communicate effectively Contribute valued public policy advice Build new and strengthen existing partnerships Expand collection and sharing of information and intelligence Deliver quality criminal intelligence Ensure border integrity Successfully detect, prevent/disrupt and investigate terrorist activity Strategic allocation of resources Sound and rigorous stewardship of resources Enhance centrally coordinated National Security Program management Attract, develop, retain and support our employees Optimize enabling science and technology
Key Performance Goals	Performance	Supporting Program Actitvities (PAA)*
Successfully disrupt the planned number of significant terrorist targets in 2007-2008	Disruptions recorded: - Divisions: 7 - National: 6	1 – Federal and International Operations 2 – Protective Policing Services 3 – Community, Contract and Aboriginal Policing 4 – Criminal Intelligence Operations 5 – Technical Policing Operations 6 – Policing Support Services 7 – National Police Services
Achieve 5 new partner groups or agencies with whom information is shared	Target: 5 Achieved: 0
Achieve 100% successful completion of projects/investigations related to key terrorist targets	Achieved: 100%
Maintain percentage of partners and stakeholders who agree the RCMP is a valuable partner in reducing the threat and impact of terrorism	Partners: 2007 – 84% 2008 – 92% Stakeholders: 2007 – 80% 2008 – 84%
Increase to 80% the percentage of stakeholders who agree that the RCMP provides valuable input into the development of public policy pertaining to terrorism	Stakeholders: 2007 – 72% 2008 – 90%

¹² A total of 2,470 clients, partners and stakeholders were surveyed and the average response rate was 30%. The results are based on the response of clients, partners and stakeholders directly involved in fighting terrorism.

Progress towards achieving key priorities listed in the 2007-2008 RPP in relation to the RCMP’s efforts towards reducing the threat of terrorist activity by preventing terrorist groups from operating in Canada and abroad.

Key Priority

1. Centrally control national security criminal investigations:

The goal of central control is to create a governance structure for national security criminal investigations that fits with the realities of the current environment. To paraphrase Justice O’Connor’s Part I Report on the Commission of Inquiry into the Actions of Canadian Officials in Relation to Maher Arar, centralization will be valuable in supporting the effectiveness and propriety of national security criminal investigations. Centralization will ensure that relevant information is shared internally, assist in discerning trends and facilitate briefing the Minister of Public Safety, when necessary. Additionally, it will ensure that personnel involved in national security criminal investigations adhere to the RCMP’s mandate, follow Ministerial Directives and policy, respect individual liberties and share information appropriately

Progress made

• Fifty-seven employees were reallocated to National Security Criminal Investigations to achieve central control of national security criminal investigations.
• A tripartite meeting of Ministers from Canada, Mexico and the US was held in Ottawa on February 23, 2007 to review the progress of the Security and Prosperity Partnership (SPP). Key law enforcement initiatives included: development of a counter-terrorism enforcement strategy; additional RCMP liaison officers in the US and Mexico; Canada/US radio interoperability for border enforcement; and the development of a reciprocal policy and legal framework to govern integrated Canada/US law enforcement operations.
• The level of protection afforded to all of our protectees continued to be intelligence driven. The RCMP led an integrated approach by inviting provincial and municipal police Forces and/or national partner agencies to work together as one team to provide a superior level of protection during visits by our protectees (e.g., security was provided jointly by the RCMP and the Department of National Defence for visits with the military troops in Afghanistan by the Prime Minister and other Ministers).

Key Priority

2. Improve national security training to ensure compliance with the investigative standards model (Major Case Management) for the National Security Program and meet the needs of Justice O’Connor’s Part I Report, Commission of Inquiry into the Actions of Canadian Officials in Relation to Maher Arar.

Progress made

• The National Security Criminal Investigators course was updated to meet the needs of Justice O’Connor’s findings on the Commission of Inquiry into the Actions of Canadian Officials in Relation to Maher Arar.
• The National Office of Investigative Standards and Practices (OISP) hired the required resources to implement the independent file review mechanism for the Major Case Management (MCM) and investigative standards.

Key Priority

3. Continue to implement and enhance the National Security Outreach Program and enhance divisional relationships with the Cross-Cultural Roundtable on Security.

Progress made

• National Security Criminal Investigations (NSCI) has established a Community Outreach Program to promote and increase community awareness relating to national security. Integrated National Security Enforcement Teams (INSETs) and National Security Enforcement Sections (NSES) jointly participate at meetings in their communities with their local Cross-Cultural Roundtable on Security (CCRS) members.
• Various provinces have implemented customized Community Outreach Programs in their divisions and communities. For more information on these programs, visit: www.rcmp.gc.ca//nationalsecurity/ community_e.htm.

Key Priority

4. Contribute collectively to national security by protecting Canadians from terrorism, organized crime and other border-related criminality, while allowing for the secure and effective international movement of people and goods.

Progress made

• The RCMP ensures that it can respond to Chemical Biological Radiological Nuclear (CBRN) threats and incidents through education, tools and training. For more information on the CBRN, visit: www.rcmp.gc.ca//firs/cbrn_e.htm
• The Suspicious Incident Reporting (SIR) Framework has been launched in support of a common counter-terrorism threat overview by the National Security Criminal Investigations Critical Infrastructure Criminal Intelligence (CICI) section.

Key Priority

5. Take part, with partners in an all-hazards risk assessment.

Progress made

• During 2007-2008, the RCMP and Department of National Defence (DND) initiated an All Hazards Risk Assessment (AHRA) for the federal government. This initiative was coordinated by the Centre for Security Science (CSS) of Defence Research Development Canada (DRDC). The development of a wider AHRA methodology was pursued by using examples of current intelligence and information for conducting research regarding the methodology, writing proposals, and meeting and consulting with partners. The methodology is currently in the developmental stage.

Key Priority

6. Develop effective Emergency Preparedness Plans and Business Continuity Plans through critical infrastructure research and awareness.

Progress made

• Twelve RCMP divisions have completed their division level emergency operations plans. These plans consider the risks inherent to the division including the presence of specific targets and critical infrastructure vulnerabilities. In most divisions, over 60% of district and detachment level emergency operations plans have also been completed. Business Continuity Plans (BCP) have been completed at the division level and are now in maintenance mode.

Key Priority

7. Modernize the National Operations Centre to ensure effective support of criminal investigations of terrorist activity in Canada and abroad.

Progress made

• The modernization of the National Operations Centre (NOC) is being completed in conjunction with the move to 3000 Merivale Road in Ottawa, Ontario

Key Priority

8. Support National Security Criminal Investigations through effective Incident Director training and support at the National Operations Centre.

Progress made

• Incident Director training has not yet been adequately addressed due to competing priorities for course design in the RCMP’s Learning and Development Branch.

Key Priority

9. Ensure border integrity – work with partners to create “smart borders”; prevent entry of those who pose a terrorist threat.

Progress made

• Following extensive discussions in 2007 with the United States Customs and Border Protection (CBP) and the United States Coast Guard (USCG), agreements were reached for the development of an integrated seamless, multi-layered approach incorporating shared strategic priorities and devoting resources towards achieving common goals.
• The RCMP and USCG participated in joint Shiprider 13 pilots in August and September 2007. The Shiprider pilots identified integrated cross-border law enforcement challenges and impediments. Following the evaluation of the 2007 pilots, government officials will assess the findings to determine the viability of developing a longer term Canada-US joint maritime law enforcement program.
• In 2007, Border Integrity Branches successfully implemented a national initiative to increase recognition of suspicious activities at the border. This initiative included national distribution of awareness materials to divisional units, expanding existing programs at border communities and delivery of training, workshops and presentations to internal and external stakeholders. For more information, visit: www.rcmp-grc.gc.ca/fio/border_integrity_e.htm#dg.
• Border Integrity Branch implemented an outreach program to improve the integration of RCMP Integrated Border Enforcement Teams’ (IBETs) partners and stakeholders, both internally and externally.

Key Priority

10. Implement national program activity in order to successfully detect, prevent/disrupt and investigate terrorist activity.

Progress made

• The Criminal Investigation Analysis Section (CIAS) provided a number of investigative, interviewing and interrogative strategies to operational sections whose primary mandate is national security. This initiative has assisted on a number of investigations conducted by National Security Investigation Section (NSIS) units in Canada and abroad. The CIAS is currently developing a business case for a full time threat assessment specialist to become proactive in all cases of threat assessment, including terrorism.
• The Canadian Police College (CPC) provided advanced and specialized courses to the RCMP and all Canadian police services directly supporting investigation and interdiction of terrorist activities. These courses included Post-Blast Investigations (explosive disposals), Tactical and Strategic Intelligence, Polygraph Examiner, Computer Forensic Examiner and Major Case Management: Team Commander.

Key Priority

11. Build new and strengthen existing, partnerships, nationally and internationally.

Progress made

• The Trace Evidence (TE) Explosives facility provided scientific intelligence to Canada’s criminal justice and security agencies forming partnerships nationally and internationally to exchange information, align and where possible, integrate system capabilities.
• Building on new partnerships, the Canadian Police College (CPC) entered into a licensing agreement with a private sector (E-learning company) to develop and deliver courseware for the CPC. This courseware is used as pre-course material for the CPC Explosives Technicians Course. Products and services offered through this licence agreement are also available to other police and military organizations.
• The CPC engaged with international police services and maintained partnerships by providing training to senior police officers from a range of European, Asian and Caribbean nations. Approximately 93 international police officers attended the CPC, representing more than 20 countries.
• The CPC delivered a Post-Blast Workshop at the Asia Pacific Economic Cooperation (APEC) meeting held in Thailand, focusing on anti-terrorist investigations in public transit areas.
• The Protective Policing Program forged a strong partnership, through the project INTERSECT (Integrated Response Model to National Security Threat) with local emergency services, all levels of government and the private sector. This partnership will ensure collective assets and resources are leveraged in efforts to provide a cohesive and seamless response to potential threats which may jeopardize both our clients and critical infrastructure.
• The RCMP continued with the development of Marine Security Operations Centres (MSOC) and is seeking feedback from the Department of National Defence (DND). MSOCs contribute to Canada’s national security by being a focal point where marine security information related to the MSOC region is analyzed and ultimately shared by the mandated federal, provincial and municipal marine departments and agencies. For more information on the MSOC, visit: www.rcmp.gc.ca/fio/marine_ports_e.htm.
• In 2007-2008 the Border Integrity Branch updated three Memoranda of Understanding (MOUs) related to import and export issues and developed a new agreement with PWGSC Controlled Goods Directorate (CGD) concerning the enforcement of the Defence Production Act.

Key Priority

12. Contribute to public policy and enhance RCMP participation in public policy at earliest stage of development.

Progress made

• Exchange of personnel between Border Integrity and key external partners’ initiative in 2007 promoted an increased understanding of interagency responsibilities leading to enhanced bilateral coordination.
• One of the public policy issues in which the RCMP Protective Policing contributed to is: Canada’s policy for hosting major sporting events and protocols for the entry of in-flight Security Officers into Canada. Protective Policing in partnership with Department of Foreign Affairs and International Trade Canada (DFAIT), Public Safety Canada, Transport Canada are seeking remedies through legislation relating to foreign in-flight security officers in anticipation of the 2010 Olympics.

¹³ Shiprider: Pilot joint initiative involving the RCMP and US Coast Guard where officers from these law enforcement agencies are fully empowered to enforce Canadian and American laws as they work side by side

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Strategic Priority: Youth

Prevent and reduce youth involvement in crime as victims and offenders

Overview

Shaping RCMP service delivery to reflect our knowledge of social development, root causes, community wellness and problem solving will provide the cornerstones to successfully address youth crime and victimization. Evolving factors associated with crime require the RCMP to reshape its service delivery through non-traditional policing methods.

Strategic Priority: Youth – Overview of Performance Towards Strategic Outcome ¹⁴

Strategic Outcome
Prevent and reduce youth involvement in crime as victims and offenders
Strategic Objectives
Communicate effectively Contribute valued public policy advice Build new and strengthen existing partnerships Focus on early intervention, root causes and police interventions with youth Develop community capacity to prevent crime through social development Optimize support and response to youth victims Sound and rigorous stewardship of resources Attract, develop, retain and support our employees Optimize enabling science and technology
Key Performance Goals	Performance	Supporting Program Actitvities (PAA)*
Achieve 59% of stakeholders who agree the RCMP effectively communicates what it is doing and why it is doing it	Stakeholders: 2007 – 52% 2008 – 46%	1 – Federal and International Operations 3 – Community, Contract and Aboriginal Policing 5 – Technical Policing Operations 7 – National Police Services
Achieve 72% of stakeholders who agree the RCMP provides accurate and complete information about its programs and services	Stakeholders: 2007 – 59% 2008 – 56%
Achieve 60% of clients, 67% of partners and 85% of stakeholders who agree the RCMP is a valuable partner in preventing and reducing youth involvement in crime as victims and offenders	Clients: 2007 – 61% 2008 – 62% Partners: 2007 – 81% 2008 – 93% Stakeholders: 2007 – 83% 2008 – 85%
Increase to four the number of external partners participating in Strategic Priority Working Groups	2 partners
Increase to 80% the percentage of stakeholders who agree that the RCMP provides valuable input into the development of public policy pertaining to youth issues	Stakeholders: 2007 – 70% 2008 – 68%
Number of youth seriously injured/fatalities in motor vehicle collisions. Target 6% reduction from 1996-2001 baseline	Data not available*

¹⁴ A total of 2470 clients, partners and stakeholders were surveyed and the average response rate was 30%. The results are based on the response of clients, partners and stakeholders directly involved with youth

* The RCMP at this point is unable to retrieve this type of data from the existing data collection tools.

Progress towards achieving key priorities listed in the 2007-2008 RPP in relation to the RCMP’s efforts towards preventing and reducing youth involvement in crime as victims and offenders

Key Priority

1. Prevent youth crime by addressing the underlying causes and respond to needs of young persons, especially those in situations of risk.

• Progress made
• Through the work of the Framework for Action for Northern Youth (FANY) Partnership Board and the Northern Community Partnership Initiative (NCPI) a pilot project was implemented in Pangnirtung, Nunavut in 2007. The pilot project was a community-led, police supported initiative that was based on principles of crime prevention through social development. The project strives to:
  • Improve the quality of life for children, youth and their families
  • Prevent and reduce victimization and crime
  • Build community capacity

Key Priority

2. Support the Youth Strategic Priority through the design of generic exercises under the School Action for Emergency Plan (SAFE) that will be distributed across Canada.

Progress made

• The School Action for Emergencies (SAFE) Plan, has been adopted by 1500 schools Canada wide. This Plan provides proactive measures in responding to potentially tragic situations in school environments across Canada. Provincial and municipal police agencies are adopting the RCMP’s SAFE Plan. For more information on the SAFE Plan, visit: www.rcmp.ca/factsheets/fact_safe_e.htm

Key Priority

3. Optimize responses to youth who offend with an emphasis on early intervention, meaningful consequences, restorative approaches and community involvement.

Progress made

• As part of the National Anti-Drug Strategy’s (NADS) Treatment Action Plan, the National Crime Prevention Services Branch is developing and implementing a National Youth Intervention and Diversion Program (NYIDP) over the next five years. This broadly based service delivery approach is designed to build police and community partnerships and assist frontline RCMP officers by challenging youths with substance abuse problems into the assessment and treatment process. This proactive assistance will ultimately contribute to the reintegration of youth with substance abuse problems into the community.

Key Priority

4. Build on community capacity to prevent crime and use restorative processes by seeking input from communities, especially youth and youth serving organizations and by providing expertise and leadership in facilitating community problem solving; prevention and intervention strategies.

Progress made

• The RCMP deal.org program recently completed consultations with youth in communities across Canada. These consultations were created to initiate a dialogue with youth concerning gaps between police and youth and how to address them.

Key Priority

5. Enhance the protection of children on the Internet and the pursuit of those who use technology to exploit them

Progress made

• The RCMP deal.org program publishes the quarterly Youth Trends Report aimed at assisting the National Child Exploitation Coordination Center (NCECC) and investigators of child exploitation on the Internet.
• The NCECC attained an 80 percent compliance rate relative to the forwarding of files and information to police agencies within seven days of receiving a complaint. All priority files where a child is at imminent risk were forwarded to the appropriate police agency within the same business day.
• The Victim Identification Unit within the NCECC was established to develop effective methods of identifying and locating victims of Internet facilitated child sexual exploitation. Canadian investigators, often in collaboration with the NCECC, have identified approximately 231 Canadian children and numerous international children who were victims of Internet facilitated child sexual exploitation.
• The CPC delivered its first course on Internet Evidence Analysis. This new course provides junior computer forensic investigators with a strong foundation in the ability to locate, examine and interpret Internet artifacts created by clients most commonly observed in the course of computer forensic analysis.
• The CPC delivered the Canadian Internet Child Exploitation Course (CICEC) and the Advanced Internet Child Exploitation Course providing investigators with the tools to pursue those who exploit young children via the Internet.

Key Priority

6. Contribute valued public policy advice.

• Progress made
• National Crime Prevention Services has participated in the interdepartmental working group for youth justice, NADS subcommittees, the Coordinating Committee on Senior Officials for Youth Justice (CCSO), as well as teleconferences relating to pre-trial detention
• National Crime Prevention Services has also represented the RCMP at a funding discussion for a Centre of Excellence – Children’s Well Being with youth engagement as a key component to the discussion
• National Youth Services participated on the CCSO, providing input on the Youth Criminal Justice Act (YCJA). Engagement at the national level with Health Canada, Department of Justice and other partners has provided the momentum necessary to advance a holistic approach to youth concerns

Key Priority

7. Prevent crime in Canada’s youth by providing appropriate courses and other learning opportunities to police officers.

Progress made

• The Youth Officer Resource Centre (YORC) is an internal website that provides frontline members with tools, tips and lesson plans on topics of interest to youth. Currently, YORC offers a total of 70 bilingual presentations. On average, this site is accessed by members over 1000 times per month.
• The YORC is presently working in partnership with the CPC in an attempt to provide the YORC website to outside police agencies.
• The National Youth Officer Program has completed a policy relating to the role of police in schools.
• National Youth Services facilitated the creation and delivery of a training package for police officers working with youth. The first pilot project was delivered in New Brunswick, November 2007. The feedback and recommended changes were incorporated into the training package before the delivery of the second pilot in Newfoundland and Labrador in February 2008.

Key Priority

8. Disseminate information, internally and externally, on good policing practices with youth and the benefits of crime prevention through social development.

Progress made

• The deal.org website, a “by youth, for youth” initiative, continues to grow as a means of reaching youth with information on issues that matter to them. It provides necessary tools to make healthy life choices and overcome obstacles in personal, family and community life. Deal.org has had a very successful year with over 1.4 million hits per month. This is an increase of nearly 500,000 hits over the previous year. Hits on the website continue to increase steadily. For more information about the deal.org program, visit: www.deal.org

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Strategic Priority: Economic Integrity

Contribute to Canada’s economic integrity through crime reduction

Overview

Economic Integrity refers to consumer and investor confidence in Canada’s financial, currency and equity market systems. A safe and secure economy provides confidence for consumers and investors in conducting business, investing and saving. The RCMP contributes to Canada’s economic integrity through crime reduction, with an aim of supporting the economic and social well being of all Canadians.

Concerns extend beyond financial crime, touching many areas: counterfeit goods and currency; corporate fraud; theft of intellectual property and identity fraud. These challenges can impact the overall Canadian economy through loss of confidence in our country’s institutions and markets both nationally and internationally.

Strategic Priority: Economic Integrity – Overview of Performance Towards Strategic Outcome ¹⁵

Strategic Outcome
Contribute to the confidence in Canada’s economic integrity through crime reduction
Strategic Objectives
Communicate effectively Contribute valued public policy advice Build new and strengthen existing partnerships Focus on early intervention, root causes and police interventions with youth Develop community capacity to prevent crime through social development Optimize support and response to youth victims Sound and rigorous stewardship of resources Attract, develop, retain and support our employees Optimize enabling science and technology
Key Performance Goals	Performance	Supporting Program Actitvities (PAA)*
Achieve 85% of the individuals, who have received information, are prepared to modify or have modified their behaviour	2007 – 74% 2008 – 70%	1 – Federal and International Operations 3 – Community, Contract and Aboriginal Policing 4 – Criminal Intelligence Operations 5 – Technical Policing Operations 7 – National Police Services
Achieve 85% of the companies (public or private) that have received information, are prepared to modify or have modified their policies	2007 – 62% 2008 – 64%
Achieve 15% of seized counterfeit currency	2007 – 12% 2008 – 20%
Improve clearance rates for fraud related offences (baselines to be established)	2007 – 39.4% 2008 – 36.9%
Increase the number of charges laid through Integrated Market Enforcement Team (IMET) investigations	2008 – 0

¹⁵ The results are based on the response of clients, partners and stakeholders directly involved in economic integrity activities

Progress towards achieving key priorities listed in the 2007-2008 RPP in relation to the RCMP’s efforts towards economic integrity

Key Priority

1. Prevent, detect and deter criminal activity that affects the Canadian economy.

Progress made

• A new CPC workshop entitled Capital Market Investigators was piloted in 2007-2008. It was designed to provide crown counsel and police investigators with the tools required to investigate and prosecute white collar criminals.
• The CPC also delivered several sessions on the Financial Investigations Course in Canada and abroad. For more information on the course, visit: www.cpc.gc.ca/courses/descript/financ_e.htm.
• The National Anti-Counterfeiting Bureau (NACB) continued to develop strategies to prevent further counterfeiting of travel documents and Canadian currency. These included participating in working groups for the study and selection of security standards, conducting adversarial analyses of various security products and assisting government agencies in designing and delivering appropriate training programs.
• A nationally coordinated Intake/Referral System was designed by Integrated Market Enforcement Team (IMET) members. This ensures that the Securities Fraud Information Centre (SFIC) and the Joint Securities Intelligence Unit (JSIU) work in harmony with our partners in appropriately addressing the complaints and inquiries from corporations and individuals pertaining to market offences. These inquiries include money laundering in capital markets, securities law violations and Criminal Code violations.
• The Commercial Crime Branch began implementation of two regional Anti-Corruption Teams mandated to investigate domestic and international corruption of public officials in support of the United Nations Convention Against Corruption.
• In 2007, the Government of Canada appointed a senior advisor to review and develop the IMET program. This review includes concrete steps to attract and retain the best qualified personnel and additional expert resources, strengthen the coordination of the program on a national basis and enhance collaboration with provincial authorities. For more information on the plan, visit: www.rcmp.gc.ca/imets/report_lepan2007_e.htm
• IMET, in conjunction with the Learning and Development Branch, developed an Advanced Market Integrity Computer Analysis course.

Key Priorities:

2. Build awareness around crimes that affect the Canadian economy.

3. Educate Canadians on the different forms of economic crime and the measures they can take to protect themselves from becoming victims.

Progress made

• The RCMP produced and distributed a video outlining the Integrated Market Enforcement Team to promote a better understanding of economic integrity issues and manage expectations of public and strategic partners.
• The Criminal Intelligence (CI) Program provided intelligence to the federal government indicating that multiple criminal groups in Canada remain involved in smuggling/manufacturing of counterfeit medication in Canada. This intervention has resulted in the strengthening of food and product safety legislation.
• In order to prevent the occurrence of elder abuse, fraud and scams with the receipt of the Common Experience Payments (CEP), the RCMP has developed an awareness package entitled Ageless Wisdom which provides safety and security tips for older adults. This program has been adopted nationally and has been specifically tailored to meet the needs of the First Nations, Métis and Inuit people.
• A joint RCMP/Crime Stoppers mail insert was created to inform Indian Residential School (IRS) survivors of possible illegal scams. The mail insert was distributed with the CEP cheques and to over 80,000 survivors and Aboriginal agencies.

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Strategic Priority: Aboriginal Communities

Contributing to the long-term wellness and safety of Aboriginal communities through a holistic and culturally competent approach

Overview

In our ongoing effort to contribute to the Aboriginal Strategic Priority of safer and healthier Aboriginal communities, the RCMP continues to positively enhance existing and establish new relationships with Aboriginal communities across the country. One way of achieving this goal is by delivering programs that are culturally appropriate.\

The organization currently provides core and policing services to over 635 Aboriginal communities across Canada. The breadth and scope of issues related to policing Aboriginal people and communities crosses all internal business lines, Divisions and police jurisdictions.

Strategic Priority: Aboriginal Communities – Overview of Performance Towards Strategic Outcome ¹⁶

Strategic Outcome
Contribute to safer and healthier Aboriginal communities
Strategic Objectives
Communicate effectively Contribute to public policy and ensure sound policy development Build new and strengthen existing partnerships Develop community capacity to prevent crime through social development Provide a culturally sensitive police service Expand collection and sharing of information and intelligence Sound and rigorous stewardship of resources Attract, develop, retain and support our employees Optimize enabling science and technology
Key Performance Goals	Performance	Supporting Program Actitvities (PAA)*
Achieve 82% of clients of Contract Policing who are satisfied their organization/community has a good working relationship with the RCMP.	Clients: 2007 – 79% 2008 – 76%	1 – Federal and International Operations 3 – Community, Contract and Aboriginal Policing 7 – National Police Services
Achieve 75% of clients of Contract Policing who are satisfied that the RCMP makes a valuable contribution to the sustainability of their community.	Clients: 2007 – 63% 2008 – 58%
Achieve 55% of clients of Contract Policing who are satisfied that the RCMP successfully addresses local policing priorities.	Clients: 2007 – 60% 2008 – 57%
Achieve 59% of partners and 66% of stakeholders who agree the RCMP effectively communicates what it is doing and why it is doing it.	Partners: 2007 – 61% 2008 – 55% Stakeholders: 2007 – 54% 2008 – 56%
Achieve 72% of stakeholders who agree the RCMP provides accurate and complete information about its programs and services.	Stakeholders: 2007 – 60% 2008 – 62%
Achieve 80% of partners/stakeholders who agree the RCMP is a valuable partner in contributing to safer and healthier Aboriginal communities.	Partners: 2007 – 94% 2008 – 82% Stakeholders: 2007 – 72% 2008 – 81%
Achieve an increase in the number of external partners participating in Strategic Priority Working Groups.	Target: 1 Result: 0
Achieve 80% stakeholders who agree that the RCMP provides valuable input into the development of public policy pertaining to Aboriginal-community issues.	Stakeholders: 2007 – 63% 2008 – 65%

¹⁶ A total of 2470 clients, partners and stakeholders were surveyed and the average response rate was 30%. The results are based on the response of clients, partners and stakeholders directly involved in aboriginal communities.

Progress towards achieving key priorities listed in the 2007-2008 RPP in relation to the RCMP’s efforts towards contributing to safer and healthier Aboriginal communities

Key Priorities:

1. Provide a culturally sensitive policing service.

2. Develop community capacity to prevent crime through social development.

Progress made

• The issue of Indian Residential Schools remains a priority for the RCMP in terms of prevention, enforcement and reconciliation. Specific programs and initiatives were developed to reduce potential victimization that may arise from the Common Experience Payments that were mailed out to survivors in November 2007.
• The RCMP continued to work with independent Aboriginal consultants to develop and deliver Aboriginal Perceptions Training and Métis Perceptions Training to employees across Canada. In conjunction, an analysis was conducted to determine whether the current training programs should be modified or to utilize existing training programs such as those offered by the Canada School of Public Service.
• Community programs were developed to enhance capacity, provide opportunities for youth role models and address socio-economic issues (e.g., substance abuse and suicide) prevalent in Aboriginal communities. These include:
  • National Youth Role Models Program
  • Elder Speak
  • Aboriginal Shield Program
  • White Stone

Key Priority

3. Develop a resilience plan, as a complement to the pandemic plan, to ensure police officers are in a position to meet their policing commitments in the context of a pandemic (Operational Readiness and Response Coordination Centre).

Progress made

• RCMP Occupational Health and Safety Branch (OHSB), was identified as the area that will oversee the development of a Pandemic and All Hazards team which will be responsible for providing the core services envisioned in the Workforce Resilience Program. OHSB completed a Business Case which outlined the Pandemic Plan and the requisite requirements for Personal Protective Equipment, anti-viral medication to be used for members, treatment for family members (acting as a provider of last resort) and roll-out options. The proposal was approved in principle and is currently being considered for funding approval.

Key Priority

4. Contribute to public policy and ensure sound policy development.

Progress made

• National Aboriginal Policing Services (NAPS) is working with Indian and Northern Affairs Canada (INAC) and Public Safety Canada (PS) on securing resources to address issues on Matrimonial Real Property (MRP), and the legislature amendment surrounding MRP.

Key Priority

5. Build new and strengthen existing partnerships

Progress made

• Plans to modernize the current Band Constable Program are ongoing with Public Safety Canada’s Aboriginal Policing Directorate.
• NAPS has partnered with the Ontario Provincial Police and the Sûreté du Québec to develop a cohesive response to policing challenges encountered while responding to historical and recent Aboriginal issues. The renewal of the Assembly of First Nations Public Safety Protocol with the RCMP has further strengthened and solidified the relationship with Aboriginal communities.
• NAPS has collaborated with PS and INAC on the issues surrounding MRP. In doing so, five-year funding has been secured to develop and deliver related training upon approval of the MRP legislation.

Key Priority

6. Communicate effectively to internal/external partners and stakeholders.

Progress made

• NAPS has contributed Aboriginal specific information for inclusion on the Domestic Violence in Aboriginal Communities Course offered at the CPC. Representatives from National Police Services (NPS) have also presented material relating to Indian Residential Schools and MRP during this course.
• A communications strategist has been assigned to work on the Aboriginal Priority and has been integral in communicating internally and externally on various Aboriginal initiatives.

Key Priority

7. Build capacity in terms of expertise and resources, while supporting employees.

Progress made

• The completion of a national and divisional risk assessment on Aboriginal policing identified a series of key risk areas that are being mitigated to ensure that the Branch has the capacity and expertise to support the objective of the Aboriginal priority.
• The CI Program provided threat assessments that were instrumental in the successful conclusion of the Aboriginal National Day of Action.
• The CPC’s Professional Development Centre for Aboriginal Policing (PDCAP) gained momentum in 2007-2008, providing four courses/workshops. Those included the Organized Crime Disruption in Aboriginal Communities course and the Integrated Approach to Domestic Violence in the Aboriginal Community course. For more information on the PDCAP and its courses, visit: www.cpc.gc.ca/courses/alphac_e.htm#o.

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