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The original version was signed by
The Honourable Peter Van Loan, PC, MP
Minister of Public Safety
Management Representation Statement
SECTION II: ANALYSIS OF PROGRAM ACTIVITIES BY STRATEGIC OUTCOMES AND STRATEGIC PRIORITIES
SECTION III: SUPPLEMENTARY INFORMATION
SECTION IV: OTHER ITEMS OF INTEREST
SECTION V: SPECIAL CHAPTER – CANADA FIREARMS CENTRE
As Canada’s Minister of Public Safety, I am pleased to present to Parliament the Departmental Performance Report for the Royal Canadian Mounted Police for the period ending March 31, 2008.
The Government of Canada recognizes that it has a fundamental responsibility to provide for the safety and security of Canada and Canadians. Our commitment in meeting this responsibility is evidenced by our comprehensive crime and safety agenda and the central role that the Public Safety portfolio plays in protecting our citizens and our country.
Government has turned policy into action as demonstrated by the enactment of Bill C-2, the Tackling Violent Crime Act in February of 2008, and the introduction of the National Anti-Drug Strategy and the announcement of the new Police Officers Recruitment Fund. Significantly increasing the number of frontline Royal Canadian Mounted Police officers, coupled with a focused approach to tackling crime in the areas of prevention, treatment and enforcement, will bolster efforts to effectively strengthen security for all Canadians. These recruiting efforts are further supported by the Governments’ decision to provide training pay for Royal Canadian Mounted Police Cadets.
The Royal Canadian Mounted Police’s strategic priorities of combating organized crime, reducing the threat of terrorist activity, preventing/reducing youth involvement in crime, enhancing Canada’s economic integrity and contributing to safer/healthier Aboriginal communities aligns with the priorities of the Public Safety Portfolio. The Government is strongly supportive of the Royal Canadian Mounted Police’s efforts to focus on key strategic policing priorities. This is being accomplished both through significant new investments as well as by reallocating spending from areas of lesser priority where savings can be realized without compromising public and community safety. Collectively, we are leveraging our efforts to respond to the changing face of criminality and to promote the safety and security of Canadians.
Following receipt of the report from the Task Force on Governance and Cultural Change in the RCMP, the Royal Canadian Mounted Police has begun implementation of a significant transformational change initiative that will result in a stronger, more responsive and accountable police organization. The Royal Canadian Mounted Police will continue to provide effective policing services, building on the considerable accomplishments described in this Departmental Performance Report. This Government remains committed to supporting the Royal Canadian Mounted Police in meeting its responsibilities and in supporting its employees across Canada who daily give of their time and talents in meeting the needs of Canadians.
The Honourable Peter Van Loan, PC, MP
Minister of Public Safety
The Royal Canadian Mounted Police’s Departmental Performance Report (DPR) for the fiscal year ending March 31, 2008, highlights our progress during 2007-2008 in achieving our strategic goal of Safe Homes and Safe Communities. As a primary instrument of public accountability to the Government of Canada and Canadians, the DPR provides the Royal Canadian Mounted Police (RCMP) with an opportunity to clearly link resources and results that relate to performance commitments made in the Report on Plans and Priorities.
This report accounts for our performance through three Strategic Outcomes: quality federal policing; quality contract policing; and quality policing support. The ongoing operations and programs of the RCMP are aligned to and reported according to our five Strategic Priorities: Organized Crime, Terrorism, Youth, Aboriginal Communities and Economic Integrity. These priorities ensure that we remain strategically focused on achieving our commitment to Safe Homes and Safe Communities.
I am pleased with our overall progress in this reporting period, especially given the context of a very dynamic operating environment characterized by global impacts on local policing, the influence of new and emerging technologies, and demographic shifts that challenge us to sustain our resourcing levels. We remain committed to the pursuit of excellence in terms of leadership and with respect to the service we provide to Canadians.
The RCMP is also embarking upon an unprecedented transformation agenda as called for by the Task Force on Governance and Cultural Change in the RCMP. We recognize that the implementation of Task Force recommendations is an important step in a broader and bolder commitment to organizational transformation. Our vision for change is to be an adaptive, accountable, trusted organization of fully engaged employees demonstrating outstanding leadership, and providing world-class police services.
Our contribution to communities across Canada is only possible through the dedication and professionalism of our employees. It is through their day-to-day efforts that we earn the trust and respect of Canadians.
William J. S. Elliott
Commissioner
Departmental Performance Report 2007-2008
I submit for tabling in Parliament, the 2007-2008 Departmental Performance Report for the Royal Canadian Mounted Police.
This document has been prepared based on the reporting principles contained in the Guide for the Preparation of Part III of the 2007-2008 Estimates: Reports on Plans and Priorities and Departmental Performance Reports:
As Canada’s national police service, the Royal Canadian Mounted Police (RCMP) is an agency of the Public Safety portfolio, entrusted with ensuring Safe Homes and Safe Communities for Canadians.
Our mandate, drawn from the authority and responsibility assigned under section 18 of the Royal Canadian Mounted Police Act, consists of:
The RCMP’s vision is to be recognized throughout the world as an “organization of excellence”. In this regard, we are committed to:
In fulfilling our mandate and striving to reach our vision, we are guided by the core values of integrity, honesty, professionalism, compassion, respect and accountability.
For more detailed information on the RCMP’s mission, vision and values, please visit:
www.rcmp-grc.gc.ca/about/mission_e.htm
Summary of Performance Against 2007-2008 RPP Commitments
The RCMP’s achievements, along with any shortfalls, are detailed in Section II of this Performance Report.
Financial Resources ($ millions)
|
||
Planned Spending
|
Total Authorities
|
Actual Spending
|
$4,077.1
|
$4,253.6
|
$3,912.9 |
Human Resources (FTE utilization)
|
||
Planned
|
Actual
|
Difference
|
27,669 | 26,299 |
1,370 |
Priority
|
Performance Status
|
1. Quality Federal Policing Ensuring the safety and security of Canadians and their institutions, both domestically and globally, as well as Internationally Protected Persons (IPPs) and other foreign dignitaries, through intelligence-based prevention, detection, investigation and enforcement of laws against terrorism, organized crime and other criminal activity |
Ongoing
|
2. Quality Contract Policing Healthier and safer Canadian communities through effective crime prevention, education, intervention, law enforcement and investigation |
Ongoing
|
3. Quality Policing Support Services Support to Canadian policing investigations and enforcement organizations through critical intelligence, equipment, tools, systems, technology and education to optimize the delivery of proactive, intelligence-based policing services and programs |
Ongoing
|
Program Activities by Strategic Outcome
Strategic Outcome
|
Supporting Program or Activity |
Expected Results |
Performance Status
|
2007-2008 |
|
Planned Spending |
Actual Spending
|
||||
Priority No.1: Quality Federal Policing |
Federal and International Operations |
|
The RCMP has essentially met its targets towards the achievements of Quality Federal Policing as set forth in our 2007-2008 Report on Plans and Priorities. Specific performance statuses are detailed in Section II of this report. |
796.5 | 659.5 |
Protective Policing Services
|
129.0 | 140.1 | |||
Priority No.2: Quality Contract Policing |
Community, Contract and Aboriginal Policing |
|
The RCMP has essentially met its target towards the achievements of Quality Contract Policing as set forth in our 2007-2008 Report on Plans and Priorities. Specific performance statuses are detailed in Section II of this report. |
2,378.7 | 2,289.0 |
Priority No.3: Quality Policing Support Services |
Criminal Intelligence Operations
|
|
The RCMP did not meet all of the desired targets towards the achievement of Quality Policing Support Services as set forth in our 2007-2008 Report on Plans and Priorities. Details are presented in Section II of this Performance Report. |
91.5 |
90.8 |
Technical Support Services
|
198.8 | 212.5 | |||
Policing Support Services
|
72.1 | 91.4 | |||
National Police Services
|
158.0 | 178.0 |
For additional narrative relating to these Strategic Outcomes, please refer to Section II.
Link Between Program Activity Architecture (PAA) and the RCMP’s Strategic Framework (including Performance Management) The Treasury Board of Canada Secretariat’s (TBS) Management, Resources and Results Structure (MRRS) policy – which includes the requirement for a PAA – came into effect on April 1, 2005. Almost five years earlier, the RCMP had adopted a strategic planning and performance management framework based on the Balanced Scorecard (BSC) methodology, which it adapted to the public sector in general and to the RCMP in particular. The methodology has been refined year over year, such that the RCMP is able to make decisions on strategies, priorities, program design, management, resourcing and performance to better achieve expected results. This planning and performance management regime has received national and international recognition as a best practice. Its feedback loop has contributed to the ongoing review of strategic priorities, which are captured in annually updated strategic frameworks, strategy maps, indicators, initiatives/activities and resource allocations. Alignment now extends to the detachment/unit level, with the implementation of Annual Performance Plans (APP) during 2006-2007. The associated business planning process provides the substance required to prepare for our Report on Plans and Priorities (RPP). The plans and priorities are the subject of dynamic monitoring throughout the year (e.g., using BSC, senior program managers report on a 90-day cycle to the Senior Executive Committee on progress achieved). Consequently, corrective action, changes of course, reallocation of resources, dealing with unfunded pressures, etc., are managed on a timely basis. Notwithstanding the effectiveness of the RCMP’s performance management regime, there remains significant opportunity to align the Balanced Scorecard process with the MRSS. To this end, during the past year, the RCMP has updated the PAA measures in the Expenditure Management Information System (EMIS) and is continuing to create opportunities to further harmonize with the MRRS policy. We expect 2008-2009 to be a milestone year in terms of this harmonization process. (It should be noted that this could be influenced by any new strategic direction, corporate governance or other guidance emanating from the Task Force on Governance and Cultural Change in the RCMP.) For more information see: www.publicsafety.gc.ca/rcmp-grc/rcmp-tfr-en.asp |
RCMP Program Activity Architecture (PAA)
RCMP Program Activity Architecture (PAA)
Our PAA, shown in the above graphic, lists three Strategic Outcomesthat contribute to our overarching strategic goal of Safe Homes and Safe Communities for all Canadians:
The ten supporting Program Activities are:
1– Federal and International Operations: works to ensure the safety and security of Canadians and their institutions, domestically and globally, through intelligence-based prevention, detection, investigation and law enforcement measures taken against terrorists, organized criminals and other criminal activity.
2 – Protective Policing Services: directs the planning, implementation, administration and monitoring of the RCMP National Protective Security Program for: the Governor General, her family and residences; the Prime Minister, his family and residences; federal Cabinet Ministers, Supreme and Federal Court Judges, Members of Parliament, Senators and their residences; visiting Heads of State and foreign diplomats in Canada and their residences; Internationally Protected Persons (IPPs); persons designated by the Minister of Public Safety as requiring security; and selected domestic and international flights by Canadian air carriers.
3 – Community, Contract and Aboriginal Policing Services: provides services to provinces, territories and municipalities under contract arrangements with the Government of Canada including:
4 – Criminal Intelligence Operations: provides timely and relevant criminal information and intelligence, which is the single greatest asset law enforcement has, in order to detect, prevent and combat crime.
5 – Technical Policing Operations: provides specialized technical support services, physical and information technology security services, explosives research and development (R&D) and criminal behaviour investigative analysis and undertakes the R&D of technical investigation tools.
6 – Policing Support Services: is a compilation of distinct activities, services and systems that impact various areas of the Force’s policy direction, day-to-day operations and visibility. Some sub-activities include: centralized technologically advanced reporting facilities, operational information management systems, high level strategic vision and functional direction in support of operations.
7 – National Police Services: provides forensic analysis of criminal evidence, criminal records information, identification services, technological support, enhanced learning opportunities and coordination of criminal information and intelligence.
8 – Corporate Infrastructure/Internal Services: includes internal services such as Strategic Direction, Ethics, Legal Services, Human Resources, Corporate Management & Comptrollership and Audit & Evaluation.
9 – Registration, Licensing and Supporting Infrastructure: supported through firearms training and licensing, provided by the Canada Firearms Centre, with the view of enhancing public safety by reducing death, injury and threat from firearms through responsible ownership.
10 – Policy, Regulatory, Communication and Portfolio Integration: activities to support the Commissioner as Deputy Head of the department; activities related to policy, outreach, support to law enforcement and the justice system and other support activities for the Firearms Program. Human Resources Management services of the department including compliance with Central Agencies requirements; and Finance and Administration activities of the department including compliance with Central Agencies on financial and administrative issues.
These ten Program Activities are further broken down into 52 sub-activities.
The RCMP Strategic Framework guides the work of all employees to achieve our goal of Safe Homes and Safe Communities. We strive to achieve this goal by contributing to public safety. Ultimately, all of our organizational activities enhance the safety, security and well-being of Canadians. Our Strategic Framework’s components illustrate philosophies and activities that enable us to be successful in meeting this goal. These components are described below.
For more information on the RCMP Strategic Framework, visit: www.rcmp.ca/about/strategic_framework_e.htm
The RCMP’s Strategic Priorities are carefully selected after rigorous scanning and analysis of the external environment and are reassessed on an annual basis. Each Strategic Priority has its own strategy and balanced scorecard which articulates: the desired outcome, the objectives which must be achieved in order to reach the desired outcome, the performance indicators that enable the Force to measure and monitor results, and the identification of specific initiatives/activities/projects that contribute directly to achievement of the objectives.
Each Strategic Priority is championed by a Deputy Commissioner who leads a Strategic Priority Working Group (SPWG) focused on ensuring the success of the strategy. In addition to senior level cross-functional RCMP representation on each SPWG, there is also external representation from other departments or agencies who share a common interest in the priority. To date, key partners on the various priorities include representatives from Public Safety Canada, Correctional Service of Canada, Public Prosecution Service of Canada and the National Crime Prevention Centre.
In Fiscal Year 2007-2008, our five Strategic Priorities include:
For more information on the RCMP’s five Strategic Priorities, visit: www.rcmp.gc.ca/priorities/index_e.htm
RCMP plans and priorities are developed after careful consideration of the Force’s strategic and operational context. During 2007-2008, the following events and trends were identified as being of significance.
a) Budget 2007 1
The Government tabled Budget 2007: A Stronger, Safer, Better Canada in the House of Commons on March 19, 2007. Chapter 6, entitled A Safer Canada: Building a Stronger Canada in a Modern World, introduced new initiatives that directly impacted the RCMP. These include:
1 These additional resource announcements from Budget 2007 are incremental to all planned spending as reflected in Table 1: Departmental Planned Spending and Full Time Equivalents.
b) Speech from the Throne
On October 16, 2007, during the Speech from the Throne, the Government committed to reintroducing the Tackling Violent Crime Bill C-2 to protect Canadians and their communities from violent crime and predators. This Bill received Royal Assent in February 2008, providing the RCMP with additional means to safeguard Canadians against those who commit serious and violent crimes.
For more information on the Speech from the Throne, visit: www.sft-ddt.gc.ca/eng/index.asp
c) The Environmental Scan
The RCMP conducts robust environmental scanning to identify emerging issues and trends at local, national and global levels. This information supports our senior managers in identifying key risks, challenges and opportunities as part of our priority setting and business planning. For 2007-2008, the key environmental scanning dimensions continue to be:
A detailed national Environmental Scan is completed every three years. Periodically, a feature focus highlighting an emerging issue is produced. The most recent scan was completed in February of 2007.
For more information on the Environmental Scan, visit: www.rcmp-grc.gc.ca/enviro/2007/index_e.htm
d) Upcoming Major Events
With increased frequency, the RCMP is tasked with providing heightened levels of security for major national and international events taking place in Canada.
Past Major Events included:
Upcoming Major Events that have an impact on our resource utilization for 2008-2010 include:
In December 2007, the Task Force on Governance and Cultural Change in the RCMP completed its review and provided a number of recommendations that will have substantial implications for Human Resources (HR) management in the RCMP. A Change Management Team (CMT) has since been established to lead and coordinate the RCMP’s response to these recommendations. The HR Sector continues to play a prominent role in addressing identified concerns in the areas of leadership development, staffing and promotion processes, employee performance management and discipline. In 2007-2008, progress was achieved in several key areas. These include:
Recruiting
Training
RCMP Leadership Continuum
The RCMP is focused on ensuring that ethical principles are an integral part of all aspects of our commitments to our employees and in our service delivery. To this end, the RCMP has provided leadership in the area of values and ethics through the successful development and implementation of an ethics education component at various supervisory and managerial levels. The RCMP has also made significant progress to develop the policies and processes required to implement the Public Servants Disclosure Protection Act. The Office of the Ethics Advisor is working in partnership with the (CMT) in response to the recommendations set forth in the Task Force on Governance and Cultural Change in the RCMP. Through these measures and commitments, the RCMP is ensuring that it operates with the highest standards of ethics and values.
In September 2006, the RCMP instituted Detachment Performance Plans (DPPs) nationwide as an essential part of the RCMP’s overall performance management framework. This is intended to enhance the capacity of individual detachments to plan, evaluate and manage their activities. Improvements to the DPP have evolved to a process entitled the Annual Performance Plan (APP). This new web-based planning and reporting tool is utilized by detachments, federal, provincial and administrative units across the organization.
Alignment of RCMP Outcomes to Government of Canada Outcomes
The RCMP is one of 21 federal organizations contributing to the Government of Canada’s Safe and Secure Communities outcome. The RCMP’s contribution is demonstrated through our strategic outcomes, program activities and objectives, as demonstrated below.
Alignment to Canada’s Performance
|
Strategic Outcomes |
Program Activities |
Objectives
|
Safe and Secure Communities |
Priority #1: Quality Federal Policing |
|
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, investigation and enforcement of the laws against terrorists, organized criminals and other criminal activity |
Priority #2: Quality Contract Policing |
|
Healthier and safer Canadian communities through effective crime prevention, education, law enforcement and investigation |
|
Priority #3: Quality Policing Support Services |
|
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 |
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.
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)*
|
|
2007: 84% 2008: 84% |
1 – Federal and International Operations 2 – Protective Policing Services |
|
2007: 89% 2008: 89% |
|
|
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)*
|
|
2007: 80% 2008: 80% |
3 – Community, Contract and Aboriginal Policing |
|
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:
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:
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)*
|
|
2007: 90% 2008: 75% |
4 – Criminal Intelligence Operations 5 – Technical Policing Operations 6 – Policing Support Services 7 – National Police Services |
|
2007: 63% 2008: 65% |
|
|
2007: 69% 2008: 59% |
|
|
2007: accuracy: 61% comprehensive: 66% 2008: accuracy: 65% comprehensive: 68% |
|
|
2007: 82% 2008: 78% |
|
|
2007: 50% 2008: 51% |
|
|
2007: 50% 2008: 51% |
|
|
2007: 47% 2008: 44% |
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
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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:
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:
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.
Reduce the threat and impact of organized crime
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 |
||
|
||
Key Performance Goals
|
Performance
|
Supporting Program
Actitvities (PAA)* |
|
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 |
|
Partners: 2007 – 92% 2008 – 84% Stakeholders: 2007 – 93% 2008 – 90% |
|
|
Stakeholders: 2006 to 2007: +1% 2007 to 2008: -4% |
|
|
3 external partners: - Public Prosecution Service of Canada - Public Safety Canada - Correctional Service of Canada |
|
|
Stakeholders: 2007 – 75% 2008 – 93% |
|
|
13 Divisions | |
|
7 Divisions | |
|
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
In 2007, 45,000 students attended the DARE program across Canada. The program received positive feedback from students, parents, teachers, principals and law enforcement officials.
The Aboriginal Shield Program
The Aboriginal Shield Program is a culturally specific substance abuse prevention program designed to help Aboriginal youth make educated choices regarding alcohol, drugs and positive alternatives. To date, the following progress has been made:
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
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.
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.
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
Key Priority
8. Build new and strengthen existing partnerships, both within Canada and internationally.
Progress made
Key Priority
9. Contribute to public policy at earliest stage of development.
Progress made
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
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
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
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
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
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
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 |
||
|
||
Key Performance Goals
|
Performance
|
Supporting Program
Actitvities (PAA)* |
|
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 |
|
Target: 5 Achieved: 0 |
|
|
Achieved: 100% | |
|
Partners: 2007 – 84% 2008 – 92% Stakeholders: 2007 – 80% 2008 – 84% |
|
|
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
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
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
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
Key Priority
5. Take part, with partners in an all-hazards risk assessment.
Progress made
Key Priority
6. Develop effective Emergency Preparedness Plans and Business Continuity Plans through critical infrastructure research and awareness.
Progress made
Key Priority
7. Modernize the National Operations Centre to ensure effective support of criminal investigations of terrorist activity in Canada and abroad.
Progress made
Key Priority
8. Support National Security Criminal Investigations through effective Incident Director training and support at the National Operations Centre.
Progress made
Key Priority
9. Ensure border integrity – work with partners to create “smart borders”; prevent entry of those who pose a terrorist threat.
Progress made
Key Priority
10. Implement national program activity in order to successfully detect, prevent/disrupt and investigate terrorist activity.
Progress made
Key Priority
11. Build new and strengthen existing, partnerships, nationally and internationally.
Progress made
Key Priority
12. Contribute to public policy and enhance RCMP participation in public policy at earliest stage of development.
Progress made
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
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)* |
|
Stakeholders: 2007 – 52% 2008 – 46% |
1 – Federal and International
Operations 3 – Community, Contract and Aboriginal Policing 5 – Technical Policing Operations 7 – National Police Services |
|
Stakeholders: 2007 – 59% 2008 – 56% |
|
|
Clients: 2007 – 61% 2008 – 62% Partners: 2007 – 81% 2008 – 93% Stakeholders: 2007 – 83% 2008 – 85% |
|
|
2 partners |
|
|
Stakeholders: 2007 – 70% 2008 – 68% |
|
|
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.
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
Key Priority
3. Optimize responses to youth who offend with an emphasis on early intervention, meaningful consequences, restorative approaches and community involvement.
Progress made
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
Key Priority
5. Enhance the protection of children on the Internet and the pursuit of those who use technology to exploit them
Progress made
Key Priority
6. Contribute valued public policy advice.
Key Priority
7. Prevent crime in Canada’s youth by providing appropriate courses and other learning opportunities to police officers.
Progress made
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
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 |
||
|
||
Key Performance Goals
|
Performance
|
Supporting Program
Actitvities (PAA)* |
|
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 |
|
2007 – 62% 2008 – 64% |
|
|
2007 – 12% 2008 – 20% |
|
|
2007 – 39.4% 2008 – 36.9% |
|
|
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
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
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 |
||
|
||
Key Performance Goals
|
Performance
|
Supporting Program
Actitvities (PAA)* |
|
Clients: 2007 – 79% 2008 – 76% |
1 – Federal and International Operations
3 – Community, Contract and Aboriginal Policing 7 – National Police Services |
|
Clients: 2007 – 63% 2008 – 58% |
|
|
Clients: 2007 – 60% 2008 – 57% |
|
|
Partners: 2007 – 61% 2008 – 55% Stakeholders: 2007 – 54% 2008 – 56% |
|
|
Stakeholders: 2007 – 60% 2008 – 62% |
|
|
Partners: 2007 – 94% 2008 – 82% Stakeholders: 2007 – 72% 2008 – 81% |
|
|
Target: 1 Result: 0 |
|
|
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
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
Key Priority
4. Contribute to public policy and ensure sound policy development.
Progress made
Key Priority
5. Build new and strengthen existing partnerships
Progress made
Key Priority
6. Communicate effectively to internal/external partners and stakeholders.
Progress made
Key Priority
7. Build capacity in terms of expertise and resources, while supporting employees.
Progress made
Financial Tables –Summary of Departmental Strategic Outcomes as per Program Activity Architecture
Table 1: Comparison of Planned to Actual Spending (including FTEs)
Program Activity ($ millions) |
Actual 2005-2006 |
Actual 2006-2007 |
2007-2008 | |||
Main Estimates | Planned Spending | Total Authorities | Actual | |||
Federal and International Operations | 579.7 | 626.0 | 685.5 | 796.5 | 834.4 | 659.5 |
Protective Policing Services | 125.7 | 108.9 | 112.3 | 129.0 | 149.5 | 140.1 |
Community, Contract and Aboriginal Policing | 1,991.8 | 2,140.7 | 2,335.1 | 2,378.7 | 2,543.9 | 2,289.0 |
Criminal Intelligence Operations | 71.6 | 81.8 | 85.5 | 91.5 | 91.7 | 90.8 |
Technical Policing Operations | 168.8 | 190.8 | 187.2 | 198.8 | 217.0 | 212.5 |
Policing Support Services | 67.3 | 84.0 | 70.7 | 72.1 | 81.5 | 91.4 |
National Police Services | 161.9 | 170.9 | 144.1 | 158.0 | 174.1 | 178.0 |
Registration, Licensing and Supporting Infrastructure |
68.5 | 74.2 | 66.5 | 66.5 | 70.3 | 49.9 |
Policy, Regulatory, Communications and Portfolio Integration |
2.4 |
3.9 | 3.9 | 4.5 | 12.4 | |
Pensions under the RCMP Contribution Act |
23.6 | 20.4 | 23.0 | 23.0 | 19.6 | 19.6 |
To compensate members of the RCMP for injuries received in the performance of duty |
39.1 | 55.1 | 55.8 | 55.8 | 65.0 | 62.0 |
Payments in nature of Workers’ Compensation, to survivors of members of the Force |
1.4 | 2.0 | 1.5 | 1.5 | 2.1 | 2.1 |
Pensions to families of members of the RCMP who have lost their lives while on duty |
0.1 | 0.1 | 0.1 | 0.1 | 0.1 | 0.1 |
Total | 3,299.5 |
3,557.3 | 3,771.2 | 3,975.4 | 4,253.6 | 3,807.4 |
Less: Non-Respendable Revenue | 107.2 | 99.3 | N/A | 107.5 | N/A | 109.5 |
Plus: Cost of services received without charge |
201.9 | 221.5 | N/A | 209.2 | N/A | 215.0 |
Net Cost of Department | 3,394.2 | 3,679.5 | 3,771.2 | 4,077.1 | 4,253.6 | 3,912.9 |
Full Time Equivalents | 23,578.8 | 24,786.4 | N/A | 27,669.0 | N/A | 26,299.0 |
Total Gross Expenditures ($ millions)
Table 2: Voted and Statutory Items
Financial Requirements by Authority ($ millions) | ||||
Vote |
2007-2008 | |||
Main Estimates
|
Planned Spending
|
Total Authorities
|
Actual
|
|
Royal Canadian Mounted Police Law Enforcement Program
|
||||
45 Operating expenditures
|
1,259.0 | 1,313.0 | 1,990.2 | 1,769.9 |
50 Capital expenditures
|
197.9 | 217.0 | 328.5 | 233.7 |
55 Grants and Contributions
|
43.7 | 43.7 | 82.0 | 77.5 |
(S) Pensions and other employee benefits – Members of the Force
|
288.6 | 288.6 | 283.2 | 283.2 |
(S) Contributions to employee benefit plans
|
51.1 | 51.1 | 63.3 | 63.3 |
(S) Pensions under the Royal Canadian Mounted Police Pension Continuation Act
|
23.0 | 23.0 | 19.6 | 19.6 |
Total Department | 1,863.3 | 1,936.4 | 2,766.8 | 2,447.2 |
Note: Total authorities are main estimates plus supplementary estimates plus other authorities. Due to rounding, figures may not add to totals shown. In addition, $11.9 million was available from proceeds of disposal of surplus Crown Assets, of which $7.9 million was spent. The balance will be available as spending authority in 2008-2009. Numbers listed above do not include refunds of amounts credited to revenues in previous years ($662,092). |
Table 13: Financial Statements
Financial Statements
(Unaudited)
of
ROYAL CANADIAN MOUNTED POLICE
For the year ended
March 31, 2008
STATEMENT OF MANAGEMENT RESPONSIBILITY
Responsibility for the integrity and objectivity of the accompanying financial statements for the year ended March 31, 2008 and all information contained in these statements rests with the management of the Royal Canadian Mounted Police (RCMP). These financial statements have been prepared by management in accordance with Treasury Board of Canada Secretariat (TBS) accounting policies which are consistent with Canadian generally accepted accounting principles for the public sector.
Management is responsible for the integrity and objectivity of the information in these financial statements. Some of the information in the financial statements is based on management’s best estimates and judgment and gives due consideration to materiality. To fulfill its accounting and reporting responsibilities, management maintains a set of accounts that provides a centralized record of the RCMP’s financial transactions. Financial information submitted to the Public Accounts of Canada and included in the RCMP’s Departmental Performance Report is consistent with these financial statements.
Management maintains a system of financial management and internal control designed to provide reasonable assurance that financial information is reliable, that assets are safeguarded and that transactions are in accordance with the Financial Administration Act, are executed in accordance with prescribed regulations, within Parliamentary authorities and are properly recorded to maintain accountability of Government funds. Management also seeks to ensure the objectivity and integrity of data in its financial statements by careful selection, training and development of qualified staff, by organizational arrangements that provide appropriate divisions of responsibility and by communication programs aimed at ensuring that regulations, policies, standards and managerial authorities are understood throughout the RCMP.
The financial statements of the RCMP have not been audited.
William J.S. Elliott, Commissioner | Alain P. Séguin, Chief Financial and Administrative Officer |
Ottawa, Canada
August 5, 2008
Statement of Operations (unaudited)
For the year ended March 31, 2008
(in thousands of dollars)
2008 | 2007 | |
EXPENSES (note 4) | ||
Community, Contract and Aboriginal Policing | 2,386,135 | 2,245,564 |
Federal and International Policing | 691,887 | 648,497 |
Technical Policing Operations | 220,629 | 204,446 |
National Police Services | 197,752 | 183,421 |
Protective Policing Services | 146,484 | 116,024 |
Criminal Intelligence Operations | 94,573 | 85,920 |
Policing Support Services | 89,259 | 85,742 |
Registration, Licensing and Supporting Infrastructure – Firearms | 49,135 | 84,192 |
Policy, Regulatory, Communication and Portfolio Integration – Firearms | 13,009 | 2,604 |
Other Activities | 83,821 | 77,627 |
Total expenses | 3,972,684 | 3,734,037 |
REVENUES (note 5) | ||
Community, Contract and Aboriginal Policing |
1,386,391
|
1,347,642
|
National Police Services |
14,688
|
15,545
|
Other Activities |
42,266
|
34,569
|
Total revenues |
1,443,345
|
1,397,756
|
NET COST OF OPERATIONS |
2,529,339
|
2,336,281
|
The accompanying notes form an integral part of these financial statements. |
Statement of Financial Position (unaudited)
For the year ended March 31, 2008
(in thousands of dollars)
2008 | 2007 | |
ASSETS | ||
Financial assets | ||
Accounts receivables and advances (Note 6) | 570,860 | 364,510 |
Total financial assets
|
570,860 | 364,510 |
Non-financial assets | ||
Inventory | 44,133 | 36,917 |
Tangible capital assets (Note 7) | 1,160,654 | 1,103,518 |
Total non-financial assets
|
1,204,787 | 1,140,435 |
Total | 1,775,647 | 1,504,945 |
Liabilities and Equity of Canada | ||
LIABILITIES | ||
Accounts payable and accrued liabilities (Note 8) | 364,199 | 307,983 |
Vacation pay and compensatory leave | 191,138 | 185,431 |
RCMP Pension Accounts (Note 9) | 12,052,621 | 11,703,416 |
Deferred revenue (Note 10) | 110,350 | 103,753 |
Employee severance benefits (Note 11) | 461,683 | 439,453 |
Other liabilities (Note 12) | 9,242 | 8,419 |
Total liabilities
|
13,189,233 | 12,748,455 |
Equity of Canada | (11,413,586) | (11,243,510) |
Total | 1,775,647 | 1,504,945 |
Contingent liabilities (Note 13) | ||
Contractual obligations (Note 14) | ||
The accompanying notes form an integral part of these financial statements. |
Statement of Equity (unaudited)
For the year ended March 31, 2008
(in thousands of dollars)
2008 | 2007 | |
Equity of Canada, beginning of year | 11,243,510 | 10,693,793 |
Net cost of operations | 2,529,339 | 2,336,281 |
Current year appropriations used (Note 3) | (2,455,813) | (2,297,710) |
Revenue not available for spending | 96,719 | 124,488 |
Refund of prior year expenditures | 8,531 | 7,737 |
Change in net position in the Consolidated Revenue Fund (Note 3) | 206,315 | 600,376 |
Services received without charged from Other government departments (Note 15) | (215,015) | (221,455) |
Equity of Canada, end of year | 11,413,586 | 11,243,510 |
The accompanying notes form an integral part of these financial statements. |
Statement of Cash Flow (unaudited)
For the year ended March 31, 2008
(in thousands of dollars)
2008 | 2007 | |
OPERATING ACTIVITIES | ||
Net Cost of Operations | 2,529,339 | 2,336,281 |
Non-cash items | ||
Amortization of tangible capital assets
|
(136,892) | (125,580) |
Loss on disposal, write-off and adjustments in tangible capital assets
|
(8,593) | (15,976) |
Services received without charge from other government departments
|
(215,015) | (221,455) |
Variations in Financial Position | ||
Increase (decrease) in financial assets
|
206,350 | (148,315) |
Increase (decrease) in inventory
|
7,216 | (1,010) |
Decrease in prepaid expenses
|
– | (831) |
Increase in liabilities
|
(440,778) | (465,100) |
Cash used by operating activities | 1,941,627 | 1,358,014 |
CAPITAL INVESTMENT ACTIVITIES | ||
Acquisitions of tangible capital assets
|
206,853 | 211,174 |
Proceeds from disposal or transfer of tangible capital assets
|
(4,232) | (4,079) |
Cash used by capital investment activities | 202,621 | 207,095 |
FINANCING ACTIVITIES | ||
Net Cash provided by Government of Canada | (2,144,248) | (1,565,109) |
The accompanying notes form an integral part of these financial statements. |
ROYAL CANADIAN MOUNTED POLICE
Notes for Financial Statements (Unaudited)
For the year ended March 31, 2008
1. Authority and Mandate
The Royal Canadian Mounted Police (RCMP) is Canada’s national police service and an agency of Public Safety Canada.
The RCMP mandate is based on the authority and responsibility assigned under section 18 of the Royal Canadian Mounted Police Act. The mandate of the RCMP is to enforce laws, prevent crime and maintain peace, order and security. Ten program activities highlight our Program Activity Architecture (PAA). These include:
Contributes to Safe Homes and Safe Communities by providing police services to diverse communities in eight provinces (with the exception of Ontario and Quebec) and three territories through cost-shared policing service agreements with federal, provincial, territorial, municipal and Aboriginal governments.
Provides policing, law enforcement, investigative and protective services to the federal government, its departments and agencies and to Canadians.
Provides policy, advice and management to predict, research, develop and ensure the availability of technical tools and expertise to enable front line members and partners to prevent and investigate crime and enforce the law, protect against terrorism and operate in a safe and secure environment.
Contributes to Safe Homes and Safe Communities for Canadians through the acquisition, analysis, dissemination and warehousing of law enforcement-specific applications of science and technology to all accredited Canadian law enforcement agencies.
Directs the planning, implementation, administration and monitoring of the RCMP National Protective Security Program. This includes the protection of dignitaries, the security of major events and special initiatives including Prime Minister-led summits of an international nature.
A national program for the management of criminal information and intelligence in the detection and prevention of crime of an organized, serious or national security nature in Canada or internationally as it affects Canada.
Providing services in support of the RCMP’s role as a police organization.
Delivery of licencing activities through federal Chief Firearms Officers (CFO) operations, arrangements with other federal government departments and the management of provincial CFO roles and relationships; registration of firearms in the Canadian Firearms Registry (CFR) and support to Public Agencies through licencing and registration activities; operation of the Central Processing Site and the 1-800 call centre; maintenance and analysis of program performance data and management of the Program's information technology infrastructure and its interface with other databases.
Activities to support the Commissioner as deputy head of the department; Chief Operating Officer activities to support federal Chief Firearms Officers (CFO), licencing, registration and public agencies and in the management of federal-provincial/CFO roles and relationships. Human Resources Management services of the department including compliance with Central Agencies requirements; and Finance and Administration activities of the department including compliance with Central Agencies on financial and administrative issues.
Includes the vital administrative services required for an organization to operate effectively. The costs associated with this activity are distributed among the remaining program activities.
2. Summary of Significant Accounting Policies
The financial statements have been prepared in accordance with TBS accounting policies which are consistent with Canadian generally accepted accounting principles for the public sector.
(a) The RCMP is primarily financed by the Government of Canada through Parliamentary appropriations. Appropriations provided to the department do not parallel financial reporting according to generally accepted accounting principles since appropriations are primarily based on cash flow requirements. Consequently, items recognized in the statement of operations and in the statement of financial position are not necessarily the same as those provided through appropriations from Parliament. Note 3 provides a high-level reconciliation between the bases of reporting.
(b) The department operates within the Consolidated Revenue Fund (CRF), which is administered by the Receiver General for Canada. All cash received by the RCMP is deposited to the CRF and all cash disbursements made by the RCMP are paid from the CRF. The net cash provided by Government is the difference between all cash receipts and all cash disbursements including transactions between departments of the federal government.
(c) Change in net position in the Consolidated Revenue Fund is the difference between the net cash provided by Government and appropriations used in a year, excluding the amount of non respendable revenue recorded by the department. It results from timing differences between when a transaction affects appropriations and when it is processed through the CRF.
(d) Revenues are accounted for in the period in which the underlying transactions or events occurred that gave rise to the revenues. Revenues that have been received but not yet earned or not spent in accordance with any external restrictions are recorded as deferred revenues.
(e) Expenses are recorded when the underlying transaction or expense occurred subject to the following:
(f) Employee future benefits:
(g) Receivables from external parties are stated at amounts expected to be ultimately realized; a provision is made for external receivables where recovery is considered uncertain.
(h) Contingent liabilities – Contingent liabilities are potential liabilities which may become actual liabilities when one or more future events occur or fail to occur. To the extent that the future event is likely to occur or fail to occur and a reasonable estimate of the loss can be made, an estimated liability is accrued and an expense recorded. If the likelihood is not determinable or an amount cannot be reasonably estimated, the contingency is disclosed in the notes to the financial statements.
(i) Environmental liabilities – Environmental liabilities reflect the estimated costs related to the management and remediation of environmentally contaminated sites. Based on management’s best estimates, a liability is accrued and an expense recorded when the contamination occurs or when the department becomes aware of the contamination and is obligated, or is likely to be obligated to incur such costs. If the likelihood of the department’s obligation to incur these costs is not determinable, or if an amount cannot be reasonably estimated, the costs are disclosed as contingent liabilities in the notes to the financial statements.
(j) Inventories – Inventories consist of parts, material and supplies held for future program delivery and not intended for re-sale. They are valued at cost. If they no longer have service potential, they are valued at the lower of cost or net realizable value.
(k) Foreign currency transactions – Transactions involving foreign currencies are translated into Canadian dollar equivalents using rates of exchange in effect at the time of those transactions. Monetary assets and liabilities denominated in foreign currencies are translated using exchange rates in effect on March 31st. Gains resulting from foreign currency transactions are included under “Other revenues” in note 5. Losses are included under “Other operating expenses” in note 4.
(l) Tangible capital assets – All tangible capital assets and leasehold improvements having an initial cost of $10,000 or more are recorded at their acquisition cost. Capital assets do not include intangibles, works of art and historical treasures that have cultural, aesthetic or historical value, assets located on Indian Reserves and museum collections.
Amortization of capital assets is done on a straight-line basis over the estimated useful life of the capital asset as follows:
Asset Class | Sub-asset Class | Amortization Period |
Buildings | 20 to 30 years | |
Works and Infrastructures | 20 years | |
Machinery and Equipment | Machinery and Equipment | 5 to 15 years |
Informatics – Hardware | 4 to 7 years | |
Informatics – Software | 3 to 7 years | |
Vehicles | Marine Transportation | 10 to 15 years |
Air Transportation | 10 years | |
Land Transportation (non-military) | 3 to 5 years | |
Land Transportation (military) | 10 years | |
Leasehold Improvements | Term of lease |
In the normal course of business, the RCMP constructs buildings and other assets as well as develops software. The associated costs are accumulated in Assets under Construction (AUC) until the asset is in use. No amortization is taken until the asset is put in use.
(m) Intellectual property such as licences, patents and copyrights are expensed in the period in which they are incurred.
(n) Measurement uncertainty – The preparation of these financial statements in accordance with TBS accounting policies which are consistent with Canadian generally accepted accounting principles for the public sector requires management to make estimates and assumptions that affect the reported amounts of assets, liabilities, revenues and expenses reported in the financial
statements. At the time of preparation of these statements, management believes the estimates and assumptions to be reasonable. The most significant items where estimates are used are contingent liabilities, environmental liabilities, the liability for employee severance benefits and the useful life of tangible capital assets. Actual results could significantly differ from those
estimated. Management’s estimates are reviewed periodically and, as adjustments become necessary, they are recorded in the financial statements in the year they become known.
3. Parliamentary Appropriations
The RCMP receives most of its funding through annual Parliamentary appropriations. Items recognized in the Statement of Operations and the Statement of Financial Position in one year may be funded through Parliamentary appropriations in prior, current or future years. Accordingly, the RCMP has different net results of operations for the year on a government funding basis than on an accrual accounting basis. The differences are reconciled in the following tables:
(a) Reconciliation of net cost of operations to current year appropriations used
|
2008 | 2007 |
(in thousands of dollars) |
||
NET COST OF OPERATIONS | 2,529,339 | 2,336,281 |
Adjustments for items affecting net cost of operations but not affecting appropriations | ||
Add (Less): | ||
Services received without charge from other government departments
|
(215,015) | (221,455) |
Revenue not available for spending
|
96,719 | 124,488 |
Amortization of tangible capital assets
|
(136,892) | (125,580) |
Refunds of prior year expenditures
|
8,531 | 7,737 |
Increase in liability for severance benefits
|
(22,230) | (14,709) |
Transfer cost to assets under construction
|
122,808 | 128,072 |
Increase in liability for vacation pay and compensatory leave
|
(9,916) | (2,043) |
Increase in liability for contaminated sites
|
(524) | (1,203) |
Net loss and write-off on disposal of tangible capital assets
|
(12,249) | (15,921) |
Other
|
(7,627) | (1,282) |
2,352,944 | 2,214,385 | |
Adjustments for items not affecting net cost of operations but affecting Appropriations | ||
Add (Less): |
||
Acquisitions of tangible capital assets
|
86,764 | 78,207 |
Accountable advances
|
(8) | 173 |
Inventory purchased
|
16,113 | 5,776 |
Prepaid expenses
|
– | (831) |
Current year Appropriations Used | 2,455,813 | 2,297,710 |
(b) Appropriations provided and used
Appropriations Provided |
||
|
2008 | 2007 |
(in thousands of dollars) |
||
Operating expenditures | 1,990,204 | 1,721,843 |
Capital expenditures | 328,460 | 292,555 |
Grants and Contributions | 81,956 | 74,846 |
Statutory amounts | 378,782 | 374,004 |
Less: | ||
Appropriations available for future years | (4,060) | (3,543) |
Lapsed appropriations – Operating | (319,529) | (161,995) |
Current year appropriation used | 2,455,813 | 2,297,710 |
(c) Reconciliation of net cash provided by Government to current year appropriations used
|
2008 | 2007 |
(in thousands of dollars) |
||
Net cash provided by Government |
2,144,248
|
1,565,109 |
Revenue not available for spending |
96,719
|
124,488 |
Refund of prior year expenditures | 8,531 | 7,737 |
2,249,498 | 1,697,334 | |
Change in net position in the Consolidated Revenue Fund | ||
Variation in accounts receivable and advances
|
(206,350) | 148,315 |
Variation in inventory
|
(7,216) | 1,010 |
Variation in accounts payable and accrued liabilities
|
56,216 | 37,681 |
Variation in prepaid expenses
|
– | 831 |
Variation in pension liabilities
|
349,205 | 380,602 |
Variation in deferred revenue
|
6,597 | 28,225 |
Variation in liabilities
|
823 | 1,840 |
Other adjustments
|
7,040 | 1,872 |
206,315 | 600,376 | |
Current year appropriations used | 2,455,813 | 2,297,710 |
4. Expenses
The following table presents details of expenses by category:
|
2008 | 2007 | |
(in thousands of dollars) |
|||
Operating expenses: | Salaries and employee benefits | 2,609,985 | 2,471,754 |
Professional & special services | 326,604 | 305,489 | |
Travel & relocation | 167,412 | 152,530 | |
Amortization | 136,892 | 125,580 | |
Accommodation | 118,695 | 108,893 | |
Utilities, material & supplies | 115,521 | 105,260 | |
Purchased repairs & maintenance | 99,639 | 88,732 | |
Telecommunications | 46,926 | 44,457 | |
Rentals | 27,028 | 26,013 | |
Provision for severance benefits | 22,230 | 14,708 | |
Loss on disposal and write-off | 12,779 | 16,157 | |
Information | 5,558 | 3,958 | |
Other operating expenses |
191,452 | 186,605 | |
Subtotal | 3,880,721 | 3,650,136 | |
Transfer payments: | Compensatory grants to individuals | 78,696 | 72,261 |
Transfers to other levels of Governments | 12,470 | 11,076 | |
Payments to or on behalf of First Nations | 198 | 178 | |
Other | 599 | 386 | |
Subtotal | 91,963 | 83,901 | |
TOTAL EXPENSES | 3,972,684 | 3,734,037 |
5. Revenues
The following table presents details of revenues by category:
|
2008 | 2007 |
(in thousands of dollars) |
||
Policing services | 1,428,039 | 1,381,340 |
Firearms registration fees | 7,742 | 6,245 |
Other revenues | 7,564 | 10,171 |
TOTAL REVENUES | 1,443,345 | 1,397,756 |
6. Accounts Receivables and Advances
|
2008 | 2007 |
(in thousands of dollars) |
||
Receivables from other departments and agencies | 228,326 | 23,280 |
Receivables from external parties | 332,259 | 331,168 |
560,585 | 354,448 | |
Less: Allowance for doubtful accounts on external receivables | (293) | (293) |
Net receivables | 560,292 | 354,155 |
Temporary advances | 8,062 | 7,815 |
Standing advances | 2,506 | 2,540 |
Total Advances | 10,568 | 10,355 |
Total accounts receivable and advances | 570,860 | 364,510 |
7. Tangible Capital Assets
Cost |
||||
Opening Balance |
Acquisitions and adjustments | Disposal and Write-offs | Closing Balance | |
Land | 42,537 | 1,696 | 45 | 44,188 |
Buildings | 763,950 | 30,773 | 1,783 | 792,940 |
Works & Infrastructure | 13,247 | 23,280 | – | 36,527 |
Machinery & Equipment | 524,861 | 20,968 | 466 | 545,363 |
Vehicles | 461,272 | 66,955 | 41,675 | 486,552 |
Leasehold Improvements | 12,254 | 5,915 | – | 18,169 |
Assets Under Construction | 185,029 | 57,266 | 3,740 | 238,555 |
Total | 2,003,150 | 206,853 | 47,709 | 2,162,294 |
Accumulated Amortization |
||||
Opening Balance |
Amortization and Adjustments | Disposal and Write-offs | Closing Balance | |
Land | ||||
Buildings | 352,842 | 32,029 | 1,407 | 383,464 |
Works & Infrastructure | 1,330 | 1,574 | – | 2,904 |
Machinery & Equipment | 309,510 | 50,108 | 452 | 359,166 |
Vehicles | 232,863 | 51,270 | 33,025 | 251,108 |
Leasehold Improvements | 3,087 | 1,911 | – | 4,998 |
Assets Under Construction | – | – | – | – |
Total | 899,632 | 136,892 | 34,884 | 1,001,640 |
Amortization expense for the year ended March 31, 2008 is $ 136,892 (2007 – $ 125,580)
Net book value |
||
2008
|
2007
|
|
Land |
44,188
|
42,537
|
Buildings |
409,476
|
411,108
|
Works and Infrastructure |
33,623
|
11,917
|
Machinery and Equipment |
186,197
|
215,351
|
Vehicles |
235,444
|
228,409
|
Leasehold Improvements |
13,171
|
9,167
|
Assets under Construction |
238,555
|
185,029
|
Total |
1,160,654
|
1,103,518
|
8. Accounts Payable and Accrued Liabilities
The following table presents the accounts payable and other accrued liabilities:
|
2008 | 2007 |
(in thousands of dollars) |
||
Payables to other government departments | 29,241 | 21,769 |
Payables to external parties | 272,561 | 243,984 |
Accrued salaries and wages | 27,893 | 20,444 |
Other | 34,504 | 21,786 |
Total accounts payable and accrued liabilities | 364,199 | 307,983 |
9. RCMP Pension Accounts
The department maintains accounts to record the transactions pertaining to the RCMP Pension Plan, which comprises the RCMP Superannuation Account, the RCMP Pension Fund Account, the Retirement Compensation Arrangement Account and the Dependents Pension Fund Account. These accounts record transactions such as contributions, benefit payments, interest credits, refundable taxes and actuarial debit and credit funding adjustments resulting from triennial reviews and transfers to the Public Sector Investment Board.
The value of the liabilities reported in these financial statements for the RCMP Pension Plan accounts do not reflect the actuarial value of these liabilities determined by the Chief Actuary of the Office of the Superintendent of Financial Institutions nor the investments that are held by the Public Sector Investment Board.
The following table provides details of the RCMP Pension Plan Pension Accounts:
2008 | 2007 | |
(in thousands of dollars) |
||
RCMP Superannuation Account | 11,989,180 | 11,640,609 |
RCMP Pension Fund Account | 11,187 | 11,140 |
Retirement Compensation Arrangement Account * | 23,717 | 22,258 |
Dependents Pension Fund Account | 28,537 | 29,409 |
Total |
12,052,621
|
11,703,416
|
* The Retirement Compensation Arrangement (RCA) account records transactions for pension benefits that are provided in excess of those permitted under the Income Tax Act. The RCA is registered with Canada Revenue Agency (CRA) and a transfer is made annually between the RCA Account and CRA to either remit a 50-percent refundable tax in respect of the net contributions and interest credits or to be credited a reimbursement based on the net benefit payments. As at March 31, 2008 the total refundable tax transferred (RCMP only) amounts to $23 million ($22 million in 2007).
10. Deferred Revenue
Deferred revenue – contract policing arrangements on tangible capital assets
|
||
2008 | 2007 | |
(in thousands of dollars) |
||
Beginning of the year | 103,184 | 75,084 |
Increase in net book value of contract policing capital assets | 6,275 | 28,100 |
Revenue recognized | – | – |
Deferred revenue – end of year | 109,459 | 103,184 |
Donation and bequest
|
||
2008 | 2007 | |
(in thousands of dollars) |
||
Beginning of the year | 417 | 444 |
Contributions received | 396 | 128 |
Revenue recognized | (74) | (155) |
Deferred revenue – end of year | 739 | 417 |
Registration fees
|
||
2008 | 2007 | |
(in thousands of dollars) |
||
Beginning of the year | 152 | – |
Registration fees received on application request | – | 152 |
Revenue recognized | – | – |
Deferred revenue – end of year | 152 | 152 |
Total deferred revenue | 110,350 | 103,753 |
Deferred revenue consists of three categories: deferred revenue for contract policing arrangements on tangible capital assets, deferred revenue for donation and bequest accounts and deferred revenue for registration fees. Deferred revenue for contract policing arrangements on tangible capital assets represents the balance of revenue received at the time of acquisition of tangible capital assets owned by RCMP and dedicated for usage to meet contractual obligations over the life of the asset. The deferred revenue is earned on the same basis as the amortization of the corresponding capital asset. Deferred revenue for donation and bequest accounts represents the balance of contributions received for various purposes. They are recognized as revenue when the funds are expended for the specified purposes. Deferred revenue for registration fees represents the application fee received from clients where the application processing has not reached a sufficient stage to warrant recognizing revenue. They are recognized as revenue when the eligibility checks point of application is processed.
11. Employee benefits
(a) Pension benefits (Public Service employees): The department’s public service employees participate in the Public Service Pension Plan, which is sponsored and administered by the Government of Canada. Pension benefits accrue up to a maximum period of 35 years at a rate of 2 percent per year of pensionable service, times the average of the best five consecutive years of earnings. The benefits are integrated with Canada/Québec Pension Plans benefits and they are indexed to inflation.
Both the employees and the department contribute to the cost of the Plan. The 2007-2008 expense amounts to $46 millions ($44 million in 2006-07), which represents approximately 2.1 (2.2 in 2006-07) times the contributions by employees. The department’s responsibility with regard to the Plan is limited to its contributions. Actuarial surpluses or deficiencies are recognized in the financial statements of the Government of Canada, as the Plan’s sponsor.
(b) Pension benefits (RCMP members): The department’s regular and civilian members participate in the RCMP Pension Plan, which is sponsored by the Government of Canada and is administered by the RCMP. Pension benefits accrue up to a maximum period of 35 years at a rate of 2 percent per year of pensionable service, times the average of the best five consecutive years of earnings. The benefits are integrated with Canada/Québec Pension Plans benefits and they are indexed to inflation.
Both the members and the department contribute to the cost of the Plan. The 2007-2008 expense amounts to $224 million ($213 million in 2006-07), which represents approximately 2.4 times the contributions by members (2.5 in 2006-07). The RCMP is responsible for the administration of the Plan including determining eligibility for benefits, calculating and paying benefits, developing legislation and related policies and providing information to Plan members. The actuarial liability and actuarial surpluses or deficiencies are recognized in the financial statements of the Government of Canada, as the Plan’s sponsor.
(c) Severance benefits: The department provides severance benefits to its employees and RCMP members based on eligibility, years of service and final salary. These severance benefits are not pre-funded. Benefits will be paid from future appropriations. Information about the severance benefits, measured as at March 31, is as follows:
2008 | 2007 | |
(in thousands of dollars) | ||
Accrued benefit obligation, beginning of year | 439,453 | 424,744 |
Expense for the year | 55,679 | 46,952 |
Benefits paid during the year | (33,449) | (32,243) |
Accrued benefit obligation, end of year | 461,683 | 439,453 |
12. Other liabilities
2008 | 2007 | |
(in thousands of dollars) |
||
Benefit Trust Fund | 2,401 | 2,312 |
Contractor Securities | 406 | – |
Environmental Liabilities | 4,276 | 3,752 |
Other | 2,159 | 2,355 |
Total | 9,242 | 8,419 |
Benefit Trust Fund: This account was established by section 23 of the Royal Canadian Mounted Police Act, to record moneys received by personnel of the Royal Canadian Mounted Police, in connection with the performance of duties, over and above their pay and allowances. Receipts of $178,240 ($219,719 in 2007) were received in the year and payments of $88,880 ($136,650 in 2007) were issued. The fund is use for (i) the benefit of members, former members and their dependants; (ii) as a reward, grant or compensation to any person who assists the RCMP in the performance of its duties in any case where the Minister is of the opinion that such person is deserving of recognition for the services rendered; (iii) as a reward to any person appointed or employed under the authority of the RCMP Act for good conduct or meritorious service and (iv) for such other purposes that would benefit the RCMP as the Minister may direct.
13. Contingent Liabilities
(a) Contaminated sites: Liabilities are accrued to record the estimated costs related to the management and remediation of contaminated sites where the department is obligated or likely to be obligated to incur such costs. The department has identified approximately 21 sites (17 sites in 2007) where such action is possible and for which a liability of $4,275,715 ($3,752,007 in 2007) has been recorded. The department’s ongoing efforts to assess contaminated sites may result in additional environmental liabilities related to newly identified sites, or changes in the assessments or intended use of existing sites. These liabilities will be accrued by the department in the year in which they become known.
(b) Claims and litigation: Claims have been made against the department in the normal course of operations. Legal proceedings for claims totaling approximately $74 million ($84 millions in 2007) were still pending at March 31, 2008. Some of these potential liabilities may become actual liabilities when one or more future events occur or fail to occur. To the extent that the future event is likely to occur or fail to occur and a reasonable estimate of the loss can be made, an estimated liability is accrued and an expense recorded in the financial statements.
(c) Pension litigation: The Public Sector Pension Investment Board Act, which received Royal Assent in September 1999, amended the RCMPSA to enable the Federal government to deal with excess amounts in the RCMP Superannuation Account and the RCMP Pension Fund. The legal validity of these provisions has been challenged in the courts. On November 20, 2007, the court has rendered its decision and has dismissed all the claims of the plaintiffs. The plaintiffs are currently appealing this decision to the Ontario Court of Appeal.
14. Contractual Obligations
The nature of the RCMP’s activities can result in some large multi-year contracts and obligation whereby the RCMP will be obligated to make future payments when the services/goods are received. Significant contractual obligations that can be reasonably estimated are summarized as follows:
(in thousands of dollars) |
2009 | 2010 | 2011 | 2012 | 2013 and thereafter | Total |
Services agreement | 64,000 | 41,000 | 9,000 | – | – | 114,000 |
Total | 64,000 | 41,000 | 9,000 | – | – | 114,000 |
15. Related Party Transactions
The RCMP is related as a result of common ownership to all Government of Canada departments, agencies and Crown corporations. The RCMP enters into transactions with these entities in the normal course of business and on normal trade terms. Also, during the year the RCMP received without charge from other departments, accommodation, the employer’s contribution to the health and dental insurance plans, worker’s compensation and legal services. These services without charge have been recognized in the department’s Statement of Operations as follows:
Services received without charge from other government departments |
2008 | 2007 |
(in thousands of dollars) |
||
Accommodation provided by Public Works and Government Services | 64,210 | 60,579 |
Contributions covering employer`s share of employees` Insurance premiums and expenditures by TBS | 147,525 | 158,070 |
Workers’ compensation cost provided by Human Resources Canada | 378 | 381 |
Legal services provided by Department of Justice | 2,902 | 2,425 |
Total | 215,015 | 221,455 |
The Government has structured some of its administrative activities for efficiency and cost-effectiveness purposes so that one department performs these on behalf of all without charge. The costs of these services, which include payroll and cheque issuance services provided by Public Works and Government Services Canada, are not included as an expense in the department’s Statement of Operations.
16. Comparative information
Comparative figures have been reclassified to conform to the current year’s presentation.
Corporate Management and Comptrollership (CM&C)
As the RCMP’s functional authority for finance, assets and procurements, CM&C provides a framework of policies, procedures, systems and services to help ensure accountability for financial and asset resources entrusted to managers across the RCMP.
In 2007-2008, there was a continued emphasis across the RCMP on ethics, values and on transparency, openness, accountability and sound stewardship of resources.
Expenditure Control Framework
The management reallocation model was developed, in consultation with the Senior Executive Committee (SEC) Finance Sub-committee, to provide the RCMP with a strategy based reallocation program, rather than reliance on carry-forward funds to address internal pressures. In addition, the process for Treasury Board of Canada (TBS) submissions was further strengthened and work was also carried out to reinforce robust account verification through the development of a standardized account verification process, escalation procedures for non-compliance cases and identification of systems requirements in support of account verification. Further work in this area will continue in 2008-2009.
Live within the Rules
Within the Contract Quality Assurance Program, 45 pre-contract reviews and 350 post-contract reviews were conducted. Reviews of regional procurement units, including Contract Quality Assurance functions, were carried out in the Pacific, Northwest, Atlantic and Central Regions. The terms of reference of the Contract Review Committee were refined and membership expanded to include regional and operational representation. Further development of the Asset Quality Management Framework and associated policy were undertaken and a review of financial and contract management activities for identified Chief Information Officer units was also carried out.
Major Crown Projects
We continue to provide leadership in the management and progressive implementation of major crown projects across the Force in full collaboration with Public Works and Government Services Canada (PWGSC). Significant progress in 2007-2008 included:
Major Crown Projects include:
Completed capital construction and upgrades to “Depot” Division’s training facilities during 2007-2008 included:
For 2008-2009, planned projects at “Depot” Division include:
Program Activity Architecture
The RCMP’s Program Activity Architecture was streamlined through the elimination of certain lower level elements and the remapping of others to more appropriate higher level activities. In addition, in collaboration with the Strategic Policy and Planning Directorate (SPPD), work has begun to redefine the RCMP’s strategic outcomes and to describe a structure that better reflects the program outcomes of the organization for use in describing and collecting performance information, effective fiscal year 2010-2011.
Corporate Systems Integration
The Corporate Systems Integration (CSI) Project successfully completed Phase I during 2007-2008. The four areas of work underway to integrate resource management and support police service delivery are:
Contaminated Sites
A national plan to address contaminated sites was initiated in 2007-2008 and will be completed by 2010-2011. In 2007-2008, the RCMP received $5M in Federal Contaminated Sites funding. To date, more than 350 site assessments were completed along with complex remediation work at nine sites.
Internal Audit, Evaluation and National Review Services (NRS)
A key element of the governance structure of the RCMP includes the provision of strategic, high quality and professional internal audit; program evaluation; national review services; the development/implementation of policies, standards, tools and procedures; and annual and long-term risk-based audit/evaluation plans serve to support government-wide and Force priorities.
Progress made
Internal Audit
Internal Audit continued to provide assurance services on risk management, control and governance processes, consistent with the International Standards for the Practice of Internal Audit and Treasury Board Policy.
Our ability to deliver on our risk-based plan is contingent on the availability of sufficient numbers of qualified, experienced internal audit staff. We have experienced numerous challenges in this area as we compete with other government departments for a dwindling pool of candidates.
A new Treasury Board Policy on Internal Audit came into effect on April 1, 2006. The implementation of this new policy is a multi-year initiative requiring additional resources, a carefully planned transition and monitoring of results. In 2007-2008, the following elements of the policy have been addressed:
Evaluation
In June 2007, an updated Risk-Based Evaluation Plan, for the period April 2007 – March 2009, was approved by the RCMP Audit and Evaluation Committee and focused on those evaluations required to fulfill TBS funding decisions.
Throughout 2007-2008, the Evaluation Directorate has focused on increasing internal evaluation capacity and implementing the Evaluation Plan. As of March 31, 2008, 39% of the evaluation projects included in the Risk-Based Evaluation Plan were on budget and on plan. A shortage of experienced evaluators has had a negative impact on meeting the plan’s expectations.
With a new Treasury Board Policy of Evaluation expected to come into effect in 2008-2009, the volume of evaluation services to be provided to the RCMP by the Directorate is anticipated to increase significantly over the next three years. To address this pressure, during 2007-2008 the Evaluation Directorate continued to increase staffing levels and has reached a current complement of eight evaluation personnel. Additionally, the Evaluation Directorate applied internally to the RCMP Senior Executive Committee (SEC) Finance Sub-Committee for a 2008-2009 funding allocation to meet increased demand. Re-allocation approval for $450,000 has been received for fiscal year 2008-2009, which will be used to further supplement staffing levels.
In 2007-2008, the Evaluation Directorate initiated and completed evaluations on the Balanced Scorecard and Forensic Imaging Services. Numerous other evaluations began in 2006-2007, are currently in the final stage of completion and should be ready for submission to the RCMP Audit and Evaluation Committee on June 12, 2008 including: the Integrated National Security Enforcement Teams (INSET): Source Development Units (SDU), the Full Potential Program; and Shiprider II. Several other evaluations began in 2007-2008 and are ongoing in 2008-2009 including the Canadian Firearms Program, the RCMP Reserve Program and the Critical Infrastructure Protection Program. The Evaluation Directorate will continue to provide independent and objective evaluation services to the RCMP that are consistent with TB’s Standards on Evaluation.
National Review Services (NRS)
National Review Services (formerly known as Management Review and Quality Assurance) is working to ensure that accountability and professionalism exists at all levels of the RCMP. To accomplish this goal, NRS serves as a policy centre and is responsible for two RCMP quality assurance programs: Management Review (MR) and Unit Level Quality Assurance (ULQA).
Integrated Risk Management (IRM) has been included and is functioning in the ULQA portion of the Annual Performance Plan System (APPS). IRM is included on the Management Review (MR) course. Additionally, IRM will be integrated into the MR report tracking system.
ULQA, as part of the APPS, is now in its second year and has improved functionality and reliability and is providing additional data for trend analysis. Unit managers, nationally, are able to use this system for all phases of ULQA.
NRS involvement is ongoing at National Headquarters (NHQ) in relation to ULQA and MR implementation.
Strategic Policy and Planning Directorate (SPPD)
Strategic Policy
The Strategic Policy Unit is responsible for a range of activities including:
Strategic Planning and Performance Management
The RCMP continues to consider strategic planning as essential. As such, we continue to work within a structured planning cycle. Our planning cycle continues to have three significant periods. The first review in late Spring re-affirmed our five current national strategic priorities, ensuring the organization continued to focus on them. The second review provides the organization an opportunity to gauge progress and make adjustments as required. The third review in late winter allows the organization to ensure both operational and strategic directions are appropriate.
Performance Management System
In the Fall of 2006, the RCMP implemented Annual Performance Plans (APP, formerly known as Detachment/Unit Performance Plans (DPP/UPP)) across the organization, at the detachment and operational unit level, to ensure consistent application of performance management principles throughout the organization. Over the last year, 1,192 plans were created to address issues that were considered a priority to the communities we police and to our detachments and units across the country. During 2007-2008, the Performance Management Unit of SPPD focused efforts on training and improving the APP electronic application. During the past year, the focus has been on training middle managers and senior managers at the divisional level, in addition to the ongoing support provided to users in the divisions. The functional improvements of the application resulted in a higher level of satisfaction among users in the field and improved data input. It has contributed to an increased ability to assess key risks impacting detachments and units across the Force, which will increase our capacity in the business planning process.
In 2008-2009, we will continue to enhance our training and the development of the electronic application in the area of performance management. We will work toward integrating the Annual Performance Plan process into the Management Development Program to ensure long-term sustainability and understanding of the process for new managers.
Integrated Risk Management
Integrated Risk Management continues to be in the forefront of the RCMP’s Performance Management philosophy. The RCMP now utilizes integrated risk assessment principles when conducting unit level quality assurance processes as part of the Annual Performance Plan methodology.
The RCMP implemented the Risk Register application in July 2007. It is intended to assist managers in understanding, documenting and monitoring the most critical risks impacting their area of responsibility and the objectives they set out to achieve. The Risk Register brings consistency to the consideration of corporate risk and will help the organization better collect, analyze and apply risk related information.
Business Planning
In 2007-2008, the planning unit drafted policy for business planning and performance management in the RCMP. To complement the policy, the unit produced a Planning and Performance Management Guide which has been published on the internal website. The guide offers planning units across the organization a tool to enable standardization of the planning function.
Core Surveys
Core Surveys of Canadians, clients, partners and stakeholders were conducted in February 2008 supplying the survey metrics used by managers to assess progress against their objectives. The results were also used to determine areas that may require improvement and were made available on both the external and internal websites. For more information on Surveys visit:
www.rcmp-grc.gc.ca/surveys/index-main_e.htm
Integrated Operations Support
Following the recommendations made in the report on the Task Force on Governance and Cultural Change in the RCMP, the SPPD commissioned the Institute On Governance (IOG) to “provide strategic advice to the Commissioner and the Senior Executive Committee (SEC)” regarding governance. The subsequent report focused on the roles and responsibilities of SEC and its secretariat. Recommendations were made to increase the effectiveness of SEC by including the Integrated Operations Support (IOS) unit in the future role of the SEC Secretariat. It is expected that this amalgamation will streamline the business process and increase effectiveness of the secretariat. IOS has engaged in discussions with Executive Services and Ministerial Liaison (ES&ML) to amalgamate.
Public Security and Anti-Terrorism
The Public Security and Anti Terrorism initiative is now referred to as the Public Security Initiatives as a result of a decision by TBS in 2007-2008.
During 2007-2008, the RCMP received approximately $151M in Public Security funding that is managed by a Public Security National Coordinator. Twenty-two RCMP initiatives are funded either solely or partly through this source of funding. A reallocation process was held for the in-year transfer of identified surplus funding to initiatives encountering pressures, namely the INSET initiative. The reallocation process enabled the RCMP to ensure a minimal lapse of this fenced funding for this reporting cycle. The mandated Public Security Annual Report was completed and submitted to TBS on time.
The results of a survey of Public Security program managers supported a need to align the quarterly Public Security reporting requirements with the current APP process. A business case to link Public Security reporting to the current web-based reporting system of the APP was approved in 2007-2008. A record of decision was obtained in early April 2008, recommending the functionality be added to the Performance Management Toolkit during the upgrade scheduled for 2008-2009.
Information Management/Information Technology (IM/IT)
The IT Program is a critical enabler of the RCMP’s integrated policing approach. Many of the IM/IT networks and systems provided and maintained by the Chief Information Officer (CIO) Sector are used by the broader Canadian law enforcement community:
In December 2007, the Task Force on Governance and Cultural Change in the RCMP, completed its review and prepared a number of recommendations that have substantial Human Resources (HR) implications. A Change Management Team (CMT) has since been established to lead and coordinate the RCMP’s response to the recommendations. In the interim, the HR Sector will continue to play a prominent role in addressing identified concerns in the areas of leadership development, workload levels, staffing and promotions processes, employee performance management and the discipline system. In 2007-2008, it was able to achieve progress in several key areas, despite the challenging and ambiguous environment.
Recruiting Strategy
The demand for trained RCMP members is a product of legislative, contractual, program and policy obligations through which the Force meets its commitment to Canadians for Safe Homes and Safe Communities. Significant progress has been made in support of the efforts of the Regional Recruiting Offices’ ability to attract more applicants from more diverse cultural groups and to improve timeliness and responsiveness of the selection process. While results from investments and proactive recruiting efforts in previous years are evident today, they will only be fully realized over the next two to four years. Significant achievements included:
Succession Planning
The HR Sector recognizes the importance of continually improving its leadership development programs and its succession planning processes in order to ensure continuous and effective leadership in the face of high numbers of new members and increased retirement levels. While some progress has been achieved, significant improvements will still be required. Effective succession planning is dependent on a number of other factors, including integrated information systems and processes to collect and share the right information, as well as workforce planning processes that require all line managers to identify their future workforce needs. Existing weaknesses in these areas are being addressed. Within this context, some concrete improvements were made in 2007-2008:
Support and Engagement of RCMP Employees
The HR Sector has recognized the importance of workforce engagement and its link to productivity and has taken a number of steps to develop a deeper understanding of the value of investing in wellness. Some specific achievements for 2007-2008 in the areas of employee wellness and engagement include:
Occupational Health and Safety
A key component of the Human Resources Sector is ensuring a healthy workforce and that Regular Members and Special Constables are “fit for duty”. Occupational Health and Safety has advanced a number of initiatives that will have a direct impact on the workforce including:
The Canada Firearms Centre (CAFC) is an operational service line within the National Police Services (NPS) of the RCMP. Under the RCMP, the CAFC has placed additional emphasis on providing direct support to all Canadian law enforcement agencies and international organizations by furnishing information and expertise relevant to firearms registration and licensing of individuals and businesses. As Canada’s national police Force, the RCMP will continue to uphold the Firearms Act and Part III of the Criminal Code.
The 2007-2008 reporting period continued to be a time of change and adaptation for the CAFC. Since being transferred to the RCMP in 2006, the CAFC underwent a significant number of organizational and operational changes. Although these changes positioned the program to benefit from synergies, they also presented challenges throughout the year.
In addition to the challenges related to the transition of the CAFC to the RCMP, the CAFC also relocated its headquarters staff. Throughout these changes, the CAFC continued to provide quality service, with minimal disruption to clients. The CAFC has completed 76 of its original 84 initiatives identified in its Transition Plan and is on target for the remaining eight.
For more information on the Canada Firearms Centre, visit: www.cfc-cafc.gc.ca/default_e.asp
During 2007-2008, the Director General of the CAFC reported to the Deputy Commissioner, National Police Services. CAFC Headquarters and the Canadian Firearms Registry are located in the National Capital Region. Regionally, Chief Firearms Officers’ (CFOs) operations are located within each province, with five administered by federally appointed CFOs and five administered by provincially appointed CFOs.
Planned Spending
(in millions) |
Total Authorities
|
Actual Spending
|
$70.4
|
$74.7
|
$62.3* |
Planned
|
Actual
|
Difference
|
318 | 284 |
34 |
Note: *Does not include $0.7M for “Refunds of amounts credited to revenues in previous years” shown in the 2006-2007 Public Accounts for CAFC as an adjustment to the Main Estimates authority of $74.7M and to total expenditures.
Results and Performance Framework
Strategic Goal | |
The risks to public safety from firearms in Canada and international communities are minimized. | |
Expected Results and Indicators | |
Expected Results
|
Performance Indicators
|
Reduced access to firearms for those who pose a threat to public safety | Licence revocations and refusals (for individuals and businesses) and associated reasons |
Useful information made available for policing and law enforcement purposes | Queries to Canadian Firearms Registry On-line; affidavits produced |
Safe use and storage of firearms | Participants in safety courses |
Increased understanding and knowledge of program requirements by clients, community and Canadians | Renewal rate for licences; new clients; individual to individual firearms transfers |
Activities and Outputs | |
Registration, Licensing and Supporting Infrastructure: Administering efficient and effective registration, licensing and other non-registration activities | Policy, Regulatory, Communication and Portfolio Integration: An effective legislative, regulatory and policy framework in support of the Firearms Program |
Activities | Outputs | Activities | Outputs |
The Act is administered |
|
Program compliance is supported by effective public awareness activities |
|
Efficient, client centered services and streamlined processes are in place |
|
Policies and programs are improved through more effective and informed policy development processes |
|
Border control of firearms is supported by effective monitoring mechanisms
|
|
Firearms Program forms an integral part of the national approach to secure Safe Homes and Safe Communities |
|
For the purposes of this reporting exercise and for compliance with the PAA, the CAFC’s strategic goal – The risks to public safety from firearms in Canadian communities and internationally are minimized – should be considered as its strategic outcome. The CAFC’s program activities are:
The expected results are listed at the organizational level instead of the program activity level, but will be reported on at the program activity level. Activities listed under each program activity should be considered to be the sub-activities.
Recommendations of the Auditor General
Action has been taken and, where applicable, initiatives put in place for each of the 12 recommendations made in the office of the Auditor General of Canada’s May 2006 report. Four of these recommendations have now been completed and the CAFC is tracking the progress of the outstanding items on a quarterly basis.
For more information, visit: www.oag-bvg.gc.ca/internet/English/parl_oag_200605_04_e_14961.html
Optimized the Public Safety Benefits
The CAFC contributed to public safety by administering the licensing of firearm users and owners and the registration of firearms. Public safety was optimized by requiring the completion of safety training for all new applicants for a firearms licence and by refusing and revoking licences to individuals who were considered a threat to public safety.
Continued Support for Legal Compliance
The CAFC promoted compliance with the law by providing useful information for policing and law enforcement purposes, by encouraging the renewal of firearm licences and by providing information about the requirements of the Firearms Act to public agencies, firearm owners and users and the general public.
Engaged the Public, Partners and Other Communities
In 2007-2008, the Director General of the CAFC led a strategic engagement initiative, personally delivering presentations to government and police officials. The CAFC also monitored its partners’ perceptions through the RCMP’s core survey. Finally, the CAFC administered an outreach program to Aboriginal communities.
Improved Service Delivery and Client Service
The CAFC conducted an efficiency review in 2007-2008 to address client service issues, such as registration backlog. Performance information for licensing and registration applications can be found in the “User Fees” table. For further information on the above-mentioned programs please visit: www.tbs-sct.gc.ca/est-pre/estime.asp
Increased Effectiveness of Internal Operations
The CAFC’s integration with the RCMP provided opportunities for cost savings in the medium to long term through the integration of corporate activities such as Finance, Human Resources, Communications and Information Technology systems. Most of the possible efficiency gains for the program have already been realized during the integration of the CAFC within the RCMP. The CAFC budget has been reduced by $13 million since 2006.
Reporting to Parliament and the Public/Management Accountability Framework
The CAFC’s reporting was fully integrated within the RCMP’s parliamentary reports such as Departmental Performance Reports, Reports on Plans and Priorities and Main Estimates.
Registration, Licensing and Supporting Infrastructure: Administering efficient and effective registration, licensing and other non-registration activities
Financial Resources
Planned Spending
(in millions) |
Total Authorities
|
Actual Spending
|
$66.5
|
$70.3
|
$49.9* |
Planned
|
Actual
|
Difference
|
297.4 | 227 |
70.4 |
Note: * Does not include $0.7M for “Refunds of amounts credited to revenues in previous years” shown in the 2006-2007 Public Accounts for CAFC as an adjustment to the Main Estimates authority of $74.7M and to total expenditures.
In order to possess and/or acquire firearms and ammunition in Canada, individuals older than 18 years of age must possess a valid Possession and Acquisition Licence (PAL). There are two other licences available to individuals within Canada:
As of March 31, 2008, there were 1,863,356 valid individual firearm licences.
Chart 1: Valid Licences as of March 31, 2008
Province/Territory
|
POL
|
PAL
|
Minor
|
Total
|
Alberta |
98,579
|
111,966
|
779
|
211,324
|
British Columbia |
111,179
|
99,855
|
187
|
211,221
|
Manitoba |
43,104
|
39,404
|
214
|
82,722
|
New Brunswick |
57,519
|
21,975
|
97
|
79,591
|
Newfoundland and Labrador |
36,083
|
34,222
|
148
|
70,453
|
Nova Scotia |
56,272
|
23,427
|
1,091
|
80,790
|
Northwest Territories |
1,303
|
3,856
|
31
|
5,190
|
Nunavut |
161
|
2,536
|
1
|
2,698
|
Ontario |
264,239
|
250,413
|
4,010
|
518,662
|
Prince Edward Island |
4,933
|
2,285
|
2
|
7,220
|
Quebec |
238,471
|
255,543
|
37
|
494,051
|
Saskatchewan |
49,007
|
44,593
|
114
|
93,714
|
Yukon |
1,852
|
3,817
|
51
|
5,720
|
Total |
962,702
|
893,892
|
6,762
|
1,863,356
|
Data source: CFIS
Chart 2: Number of Firearms Licences Issued in 2007-2008
Licence Type
|
Total Issued in 2007-2008
|
Possession and Acquisition Licence
|
247,231
|
Possession Licence
|
139,609
|
Minor’s Licence
|
3,348
|
Total licences issued to individuals
|
390,188
|
Total licences issued to businesses
|
402
|
Total licences issued in 2007-2008
|
390,590
|
In 2007-2008, the CAFC issued 390,188 firearms licences to individuals and 402 licences to businesses, as summarized in Chart 2, for a total of 390,590 licences.
Business Licences and Inspections
All businesses and organizations that produce, sell, possess, handle, display or store firearms or ammunition require a valid Firearms Business Licence. All employees of these businesses who are required to handle firearms on the job must have a valid firearms licence. All firearms in a business inventory must be authenticated by an approved verifier and be registered. Businesses must submit to periodic inspections by a Firearms Officer to confirm that they are storing firearms and conducting business in a safe and lawful manner.
The Firearms Act and regulations set out the safety standards for shooting clubs and ranges, ensuring the safety of patrons and the general public. These clubs and ranges are subject to inspections by Firearms Officers.
Expected Result: Safe Use and Storage of Firearms
Firearm Safety training ensures that firearm users and firearm owners learn to use, handle and store firearms in a safe manner. Since all licence holders are required to have successfully completed a firearm safety course, the CAFC considers that the expected result of safe use and storage of firearms is met.
Firearm education is a fundamental element of the CAFC which ensures that a firearm user received basic firearm safety training. To obtain a firearms licence, an applicant must have satisfied the requirements of the Canadian Firearms Safety Course (CFSC) or have been alternatively certified. The course ensures that all those who use a firearm are fully aware of their responsibility for the safe handling, transport and storage of firearms. During 2007-2008, 84,918 individuals took either the CFSC (70,293) or the Canadian Restricted Firearms Safety Course (CRFSC) (14,625). Note: the CFSC is a prerequisite for the CRFSC. Chart 3 summarizes the number of persons who completed the courses over the past six years.
Chart 3: Number of Individuals Who Have Completed Safety Training
Note: The data is based on a calendar year and the graph does not include Quebec except for 2007.
Expected Result: Increased Understanding and Knowledge of Program Requirements by Clients, Community and Canadians
Compliance with the Firearms Act means that those in possession of firearms must have valid firearms licences and registration certificates, which supports frontline law enforcement and firearms safety efforts. The CAFC considers that the expected result of increased understanding and knowledge of program requirements by clients, community and Canadians has been mostly met.
A firearms licence for an individual is valid for five years, at which point the individual must apply to renew in order to retain one’s firearms. The CAFC has taken steps to streamline the renewal process. To promote compliance, a pre-populated renewal application is mailed to the client for completion 90 days prior to expiry. In 2007-2008, a total of 386,270 licences for individuals (POL and PAL) required renewal. The renewal rate averaged 71% in 2007-2008. Reasons for non-renewal included: no longer in possession, death, undeliverable renewal notice and non-compliance.
Expected Result: Reduced Access to Firearms for Those Who Pose a Threat to Public Safety
The CAFC reduces access to firearms for those who pose a threat to public safety by revoking and refusing licences. The CAFC considers that the expected result of reduced access to firearms for those who pose a threat to public safety was met.
Chart 4: Number of Licences Renewed by Individuals in 2007-2008
Data source: CFIS
Licence Refusals and Revocations
Licensing of an individual to possess firearms requires a variety of background checks. Applicants are screened to detect potential risks to public safety based on the initial application. Continuous eligibility screening is conducted through the life of the licence to identify any public safety risks that may arise over time.
During 2007-2008, 465 licence applications were refused and 1,756 licences were revoked.
Chart 5: Number of Licence Refusals and Revocations
Fiscal Year
|
Number of Refused Applications | Number of Licences Revoked |
2004-2005
|
435
|
2299
|
2005-2006
|
365
|
2197
|
2006-2007
|
432
|
1978
|
2007-2008
|
465
|
1756
|
Data source: CFIS
A Chief Firearms Officer (CFO) has the authority under the Firearms Act to refuse an application for a licence or revoke an issued firearms licence.
The most frequent reasons for refusing or revoking a licence are court-ordered prohibition/probation, risk to others and risk to self.
The Firearms Act requires the courts to notify the CFO of all firearms prohibition orders. Anyone applying for a firearms licence is screened/compared against prohibition and probation orders and, if an applicant is linked to any of these orders, they are refused a firearms licence. Individuals are then issued a notice with the particulars of the court order. If an individual is in possession of a firearms licence, they are instructed to turn in their licence and dispose of any of their registered firearms. As well, upon notification from the courts, the CFO will administratively revoke the individual’s licence. In addition, the Registrar of Firearms will revoke registration certificates of registered firearms and provide instructions to the individual on how to dispose of firearms and refuse any application in process to register firearms. Firearm prohibition and probation orders are captured in the Canadian Police Information Centre (CPIC) database and form part of the background and continuous eligibility checks. In 2007, approximately 208,581 individuals were prohibited from possessing firearms.
The CAFC also relies on information from municipal, provincial and federal courts in determining whether an individual is a potential threat to public safety. These court orders are typically civil in nature. A match against these court orders may result in the Firearms Officer conducting an investigation that may lead to a revocation or a change in licence conditions.
Chart 6: Persons Prohibited From Possessing a Firearm
Note: Statistics available by calendar year only; commencing with 2006, the source of statistics for the number of persons prohibited from possessing a firearm is the CPIC system. In previous years, the source for statistical data was CFIS. The variance between the two source databases is that CPIC reflects mandatory court ordered prohibitions whereas CFIS reflects the number of individuals as entered into CFIS by CFOs. The increase is also attributable to prohibition being mandatory for certain drug offence charges and convictions.
The registration of a firearm provides links between firearms and their licenced owners, thereby enhancing owners’ accountability for safe storage and use of firearms. Recording firearm information helps police and other public safety officials carry out investigations efficiently and effectively by quickly tracing a firearm to its last lawful owner. This facilitates the recovery and return of lost or stolen firearms to their rightful owner.
As of March 31, 2008, a total of 7,235,699 firearms were registered to individuals and businesses throughout Canada (Chart 7).
Chart 7: Number of Firearms Registered By Class
As of Date
|
Non-restricted firearms | Restricted firearms | Prohibited firearms | Total |
March 31, 2006 | 6,454,316 | 406,319 | 225,038 | 7,085,673 |
March 31, 2007 | 6,499,428 | 430,610 | 226,540 | 7,156,578 |
March 31, 2008 | 6,549,670 | 457,414 | 228,615 | 7,235,699 |
Data source: CFIS
Chart 8: No. of Firearms Registered by Class and Province/Territory as of March 31, 2008
Province/Territory
|
Non-restricted firearms | Restricted firearms | Prohibited firearms | Total |
Alberta
|
780,027
|
74,390
|
24,717
|
879,134
|
British Columbia
|
752,661
|
80,872
|
30,985
|
864,518
|
Manitoba
|
315,298
|
15,574
|
6,602
|
337,474
|
New Brunswick
|
261,427
|
11,123
|
5,706
|
278,256
|
Newfoundland and Labrador
|
180,048
|
3,971
|
1,618
|
185,637
|
Nova Scotia
|
283,567
|
15,006
|
7,808
|
306,381
|
Northwest Territories
|
17,478
|
1,064
|
352
|
18,894
|
Nunavut
|
9,460
|
153
|
40
|
9,653
|
Ontario
|
1,992,725
|
171,558
|
90,328
|
2,254,611
|
Prince Edward Island
|
21,396
|
1,538
|
806
|
23,740
|
Quebec
|
1,527,316
|
58,112
|
49,944
|
1,635,372
|
Saskatchewan
|
365,599
|
22,222
|
9,162
|
396,983
|
Yukon
|
20,046
|
1,447
|
431
|
21,924
|
Other
|
22,622
|
384
|
116
|
23,122
|
Total
|
6,549,670
|
457,414
|
228,615
|
7,235,699
|
Data source: CFIS
One of the main policy objectives of Canada’s firearms legislation is to combat illicit trafficking and smuggling of firearms. Greater legislative controls over the importation and exportation of firearms are included in the Firearms Act. Separate offences for smuggling and trafficking are included in the Criminal Code. The CAFC has supported a number of international initiatives dealing with import, export and transit controls of firearms consistent with Canada’s legislative objectives.
The CAFC works closely with the Canada Border Services Agency (CBSA) to ensure compliance with the Firearms Act. The CBSA is committed to a responsible enforcement program while maintaining the quality of its border services. Non-residents are allowed to import firearms through a firearms declaration that is valid for up to 60 days. These are confirmed by customs officers at border crossings. As well, the CBSA seizes undeclared firearms at border crossings. Chart 9 identifies, by class, the number of firearms seized in 2007.
Chart 9: Firearms seized by CBSA in 2007 (by class)
Firearm Class
|
Number of firearms seized
|
Non-restricted
|
148
|
Restricted
|
180
|
Prohibited
|
334
|
Total firearms seized at the border
|
662
|
Note: CBSA statistics are only available by calendar year
Policy, Regulatory, Communication and Portfolio Integration: An Effective Legislative, Regulatory and Policy Framework in Support of the Firearms Program
Planned Spending
(in millions) |
Total Authorities
|
Actual Spending
|
$3.9
|
$4.4
|
$12.4* |
Planned
|
Actual
|
Difference
|
20.6 | 57.0 |
(36.4) |
Note: * Does not include $0.7M for “Refunds of amounts credited to revenues in previous years” shown in the 2006-2007 Public Accounts for CAFC as an adjustment to the Main Estimates authority of $74.7M and to total expenditures.
Strategic engagement of law enforcement and continuous improvement of data quality in the Canadian Firearms Information System (CFIS) are the first steps in supporting compliance with the law. Strategic engagement was led by the Director General of the CAFC, who personally delivered over 20 presentations to Government and Police officials across the country, resulting in a widespread recognition of the CAFC and a 50% increase in the use of the CFRO tool since January 2007. Communication initiatives were initiated throughout the year to keep clients and the public aware of not only the law, but also the program. Along with the strategic engagement initiative, communication initiatives including pamphlets, mailouts and manuals, were a key contributor to meeting this priority.
In addition to the strategic engagement of partners, the CAFC also included its own section in the RCMP Core Surveys sent to partners and stakeholders, promoting further engagement as well as increasing the visibility of the program. The results from the surveys will be analyzed to support further initiatives for the upcoming year.
Expected Result: Useful Information Made Available for Policing and Law Enforcement Purposes
The CAFC provides information in support of policing and law enforcement in two ways: first, through access to the Canadian Firearms Registry On-line (CFRO) for police agencies; and second, through the preparation of affidavits for the policing community and Crown prosecutors. The CAFC considers that the expected result of useful information made available for policing and law enforcement purposes was met.
Justice System Support
The CFRO is a subset of the Canadian Firearms Information System (CFIS). The system is available to Canadian police agencies via the CPIC system to assist them when responding to calls and conducting investigations. As a searchable application, police officers may query firearm related information such as the serial number or registration certificate number of a firearm, or the name, address and firearms licence number of an individual. The CFRO provides police with immediate access to the information they require in their investigational and operational activities. Ongoing support is provided to law enforcement agencies on a case-by-case basis. Chart 10 shows how the use of the CFRO tool continues to increase.
Chart 10: Canadian Firearms Registry On-line queries
Data source: CFIS
Affidavit Requests
The CAFC assists the policing community and Crown Prosecutors by preparing affidavits that certify licensing or registration information related to individuals or firearms. Typically, affidavit requests are required to determine which firearms an individual has registered to them, or to determine if a given firearm is registered. This certification is based on data maintained and controlled by both the Chief Firearms Officer and the Registrar. In 2007, 3,557 affidavits were prepared. As shown in Chart 11, the number of affidavits produced for legal proceedings has continued to increase for the past five years.
The CAFC also operated a toll-free 1-800 Police Support telephone help line to assist the law enforcement community with firearm and licence related questions. In addition, the Centre also provides statistical and legislative information, on an ad-hoc basis, to law enforcement agencies across the country on both legal and illegal firearms.
Chart 11: Number of Affidavits Produced (by Canadian Firearms Registry only)
Note: Data only available by calendar year
Data source: Canadian Firearms Registry
Aboriginal Outreach
The Government of Canada is contributing directly to the safety of Aboriginal communities through firearms safety courses. These courses are culturally sensitive, lending local conditions and circumstances, yet maintaining national content and standards for the Canadian Firearms Safety course instruction and testing.
The following tables represent financial information for the Canada Firearms Centre.
Table 1: Comparison of Planned to Actual Spending
Program Activity ($ millions) |
Actual 2005-2006 |
Actual 2006-2007 |
2007-2008 | |||
Main Estimates | Planned Spending | Total Authorities | Actual | |||
Registration, Licensing and Supporting Infrastructure |
-
|
-
|
66.5
|
66.5
|
68.9
|
49.9
|
Policy, Regulatory, Communication and Portfolio Integration |
-
|
-
|
3.9
|
3.9
|
5.8
|
12.4
|
Total |
68.5
|
76.6
|
70.4
|
70.4
|
74.7
|
62.3
|
Less: Non-respendable revenue |
(21.9)
|
(7.8)
|
N/A
|
(4.3)
|
N/A
|
(7.1)
|
Plus: Cost of services received without charge |
3.6
|
4.2
|
N/A
|
4.2
|
N/A
|
3.4
|
Total Departmental Spending |
46.6
|
73.0
|
70.4
|
70.3
|
70.3
|
58.6
|
Full-time Equivalents |
371
|
357
|
342
|
318
|
361
|
284
|
Note:* Does not include $0.7M for “Refunds of amounts credited to revenues in previous years” shown in the 2006-2007 Public Accounts for CAFC as an adjustment to the Main Estimates authority of $74.7M and to total expenditures.
Table 2: CAFC Items included within RCMP’s Votes and Main Estimate
Vote or Statutory Item |
Vote or Statutory Wording
|
2007-2008 ($ millions) | |||
Main Estimates
|
Planned Spending
|
Total Authorities
|
Actual
|
||
45 | Operating expenditures – Non-Registration activities | 43.1 | 43.1 | 45.8 | 36.4 |
45 | Operating expenditures – Registration activities | 10.7 | 10.7 | 10.7 | 9.1 |
50 | Capital | 0.0 | 0.0 | 0.0 | 0.7 |
55 | Contributions | 12.7 | 12.7 | 14.1 | 12.7 |
(S) | Contributions to employee benefit plans | 3.9 | 3.9 | 4.1 | 3.4 |
(S) | Refunds of amounts credited to revenues in previous years | 0.0 | 0.0 | 0.7 | 0.7 |
Total | 70.4 | 70.4 | 75.4 | 63.0 |
For more details on program plans and priorities, please go to our website at: www.rcmp-grc.gc.ca
In addition to the number of options available for searching purposes, related links will expand your referencing and search capability.
For publications referred to in this report, please contact National Communications Services by telephone (613) 993-1088, or by facsimile at (613) 993-0953.
For general enquiries about the RCMP, please contact: (613) 993-7267 or by email:
www.rcmp-grc.gc.ca./contact/index_e.htm or
www.rcmp-grc.gc.ca/contact/index_f.htm.
For further information on this report, please contact:
Assistant Commissioner R. Graham Muir
Director General of Strategic Policy & Planning
Royal Canadian Mounted Police
1200 Vanier Parkway, Ottawa, ON K1A 0R2
Telephone: (613) 993.1294
Facsimile: (613) 993.4453
ACIIS | Automated Criminal Intelligence Information System |
ACT | Anti-Crime and Terrorism Group |
AFIS | Automated Fingerprint Identification System |
AFN | Assembly of First Nations |
AG | Auditor General |
AHRA | All Hazards Risk Assessment |
APCO | Association of Public Safety Communications Officials |
APEC | Asia Pacific Economic Cooperation |
APO | Aircraft Protection Officers |
APP | Annual Performance Plan |
APS | Aboriginal Policing Service |
ATC | Authorization to Carry |
ARLU | Annual Reference Level Update |
ATF | Bureau of Alcohol, Tobacco, Firearms and Explosives (US) |
ATT | Authorization to Transport |
AUC | Assets Under Construction |
BC | Bureau for Counterfeits and Documents Examinations |
BSC | Balanced Scorecard |
BTG | Bridging the Gap |
CAC | Community Advisory Committee |
CACP | Canadian Association of Chiefs of Police |
CACPP | Canadian Air Carrier Protective Program |
CAFC | Canada Firearms Centre |
CAFIS™ | Cogent Automated Fingerprint Identification System |
CAP | Congress of Aboriginal Peoples |
CATSA | Canadian Air Transport Security Authority |
CBP | US Customs and Border Protection |
CRBRN | Chemical, Biological, Radiological and Nuclear Response |
CBSA | Canada Border Security Agency |
CCAPS | Community, Contract and Aboriginal Policing Services |
CCG | Canadian Coast Guard |
CCIM | Canadian Criminal Intelligence Model |
CCRS | Cross-Cultural Roundtable on Security |
CCRTIS | Canadian Criminal Real Time Identification Services |
CCSO | Coordinating Committee of Senior Officials |
CDG | Controlled Goods Directorate |
CDS | Canada’s Drug Strategy |
CDSA | Controlled Drugs and Substances Act |
CEP | Criminal Extremist Priority |
CETS | Child Exploitation Tracking System |
CFIS | Canadian Firearms Information System |
CFO | Chief Firearms Officers |
CFP | Canadian Firearms Program |
CFR | Canadian Firearms Registry |
CFRO | Canada Firearms Registry On-line |
CFSEU | Combined Force Special Enforcement Unit |
CGD | Controlled Goods Directorate |
CIA | Central Intelligence Agency (US) |
CIBIN | Canadian Integrated Ballistics Identification Network |
CICEC | Canadian Internet Child Exploitation Course |
CICI | Critical Infrastructure Criminal Intelligence Section |
CID | Criminal Intelligence Directorate |
CIDA | Canadian International Development Agency |
CIDBEC | Canadian Image Database of Exploited Children |
CIO | Criminal Intelligence Operations |
CIO | Chief Information Officer |
CIP | National Strategy for Critical Infrastructure Protection |
CISC | Criminal Intelligence Service Canada |
CLC | Canada Labor Code |
CLEAR | Clandestine Laboratory and Response |
CM | Civilian Member of the RCMP |
CMT | Change Management Team |
CM&C | Corporate Management and Comptrollership |
CODIS | Combined DNA Index System |
CoPS | Council on Public Safety |
COTS | Commercial Off The Shelf |
CPC | Canadian Police College |
CPDTF | Commonwealth Police Development Task Force |
CPIC | Canadian Police Information Centre |
CPS | Central Processing Site |
CPSD | Crime Prevention through Social Development |
CPSIC | Canadian Police Services Information Centre |
CRFSC | Canadian Restricted Firearms Safety Course |
CRA | Canada Revenue Agency |
CRTI | CBRN Research and Technology Initiative |
CRU | Case Receipt Unit |
CSI | Corporate Systems Integration |
CSIS | Canadian Security Intelligence Service |
CSS | Centre for Security Science |
CTNS | Counter-terrorism and National Security Committee |
CTP | Cadet Training Program |
D&OC | Drugs and Organized Crime |
DARE | Drug Abuse Resistance Education |
DAT | Disruption Attributes Tool |
DEA | Drug Enforcement Administration (US) |
DFAIT | Department of Foreign Affairs and International Trade |
DFO | Department of Fisheries and Oceans |
DIAND | Department of Indian Affairs and Northern Development |
DITC | Drug Investigative Techniques Course |
DNA | Deoxyribonucleic Acid |
DND | Department of National Defence |
DOCAS | Drugs and Organized Crime Awareness Service |
DOJ | Department of Justice |
DPP | Detachment Performance Plans |
DPR | Departmental Performance Report |
DRDC | Defence Research and Development Canada |
EAP | Expert Advisory Panel |
EBP | Employee Benefits Plan |
EDP | Executive Development in Policing |
EMIS | Expenditure Management Information System |
EMS | Event Management Tool |
EPA | Expected Project Approval |
ES&ML | Executive Services and Ministerial Liaison |
FANY | Framework for Action for Northern Youth |
FBI | Federal Bureau of Investigation |
FCP | Field Coaching Program |
FCTC | Framework Convention on Tobacco Control |
FINANC | Financial Investigators Course |
FIO | Federal and International Operations |
FLS | Forensic Laboratory Services |
FNCAP | First Nations’ Chiefs of Police Association |
FNPP | First Nations Policing Program |
FPS | Federal Policing Section |
FPT | Federal Provincial Territorial Working Groups |
FRT | Firearms Reference Table |
FSSD | Firearms Support Services Directorate |
FS&IS | Forensic Science and Identification Services |
FTE | Full Time Equivalents |
FY | Fiscal Year |
G&C | Grants and Contributions |
GDP | Gross Domestic Product |
GGO | Greening Government Operations |
GHG | Greenhouse Gas Emissions |
HC | Health Canada |
HQ | Headquarters |
HR | Human Resources |
HRDC | Human Resources and Social Development Canada |
HRMIS | Human Resources Information System |
HSM | Human Source Management Course |
IALEIA | International Association of Law Enforcement Intelligence Analysts |
IBET | Integrated Border Enforcement Team |
I&A | Identification and Authentication |
IBIS | Integrated Ballistic Identification System |
ICCUF | Investments to Combat the Criminal Use of Firearms |
ICE | United States Immigration and Customs Enforcement |
ICD | Interface Control Document |
ICET | Integrated Counterfeit Enforcement Team |
ICCUF | Investments to Combat the Criminal Use of Firearms |
IFSO | In-Flight Security Officers |
IIFSOC | International In-Flight Security Officer Committee |
IIPCAG | Interpol Intellectual Property Crime Action Group |
IJMT | International Joint Management Team |
IMET | Integrated Market Enforcement Team |
IM/IT | Information Management/Information Technology |
INSET | Integrated National Security Enforcement Teams |
INTERPOL | International Criminal Police Organization |
INTERSECT | Integrated Response Model to National Security Threat |
IOCIU | Integrated Organized Crime Investigative Unit |
IOG | Institute on Governance |
IOS | Integrated Operational Support |
IPP(s) | Internationally Protected Person(s) |
IROC | Integrated Response to Organized Crime Units |
IRS | Indian Residential School |
IQT | Integrated Query Tool |
IRM | Integrated Risk Management |
ISP | Internet Service Provider |
ITIL | Information Technology Infrastructure Library |
ITK | Inuit Tapiriit Kanatami |
JSIU | Joint Securities Intelligence Unit |
LIMB | Learning Investment Management Board |
MAF | Management Accountability Framework |
MC | Memorandum to Cabinet |
MCM | Major Case Management |
MDP | Management Development Program |
MESP | Major Events Services Project |
MICA | Market Integrity by Computer Analysis |
Mi2 | Market Integrity Index |
MNC | Métis National Council |
MOU | Memorandum of Understanding |
MR | Management Review |
MRP | Matrimonial Real Property |
MRSS | Management Resources and Results Structure |
MSOC | Marine Security Operations Centres |
NACB | National Anti-Counterfeiting Bureau |
NADS | National Anti-Drug Strategy |
NAPS | National Aboriginal Policing Services |
NCECC | National Child Exploitation Coordination Centre |
NCR | National Capital Region |
NCIRs | National Criminal Intelligence Requirements |
NCPI | Northern Community Partnership Initiative |
NDDB | National DNA Data Bank |
NFTC | Canadian National Firearms Tracing Centre |
NHQ | National Headquarters |
NIBIN | US National Integrated Ballistic Identification Network |
NIR | National Intelligence Requirements |
NIST | National Institute for Standards and Technology |
NOC | National Operations Centre |
NPS | National Police Services |
NRP | National Recruiting Program |
NS | National Security |
NSCI | National Security Criminal Investigations |
NSES | National Security Enforcement Sections |
NSIS | National Security Investigations Section |
NSOR | National Sex Offender Registry |
NSCOP | National Security Community Outreach Program |
NTCAC | National Technology Crime Advisory Committee |
NWAC | Native Women’s Association of Canada |
NWEST | National Weapons Enforcement Support Team |
NYIDP | National Youth Intervention and Diversion Program |
NYS | National Youth Services |
N-III | National Integrated Interagency Information System |
OC | Organized Crime |
OCOSU | Organized Crime Operational Support Unit |
OECD | Organizations for Economic Co-operation and Development |
OEG | Operational Experts Group |
OFI | Office of the Federal Interlocutor |
OHSB | Occupational Health and Safety Branch |
OISP | National Office of Investigative Standards and Practices |
OL | Official Languages |
OPP | Ontario Provincial Police |
ORRCC | Operational Readiness and Response Coordination Centre |
OTRU | Ontario Tobacco Research Unit |
PAA | Program Activity Architecture |
PAL | Possession and Acquisition License |
PDCAP | Professional Development Centre for Aboriginal Policing |
PEP | Pre-Employment Polygraph |
PHAC | Public Health Agency Canada |
PIP | Police Information Portal |
PIRS | Police Information Retrieval System |
PMPD | Prime Minister’s Protection Detail |
POL | Possession Only License |
PPA | Preliminary Project Approval |
PRIME BC | Police Records Information Management Environment of BC |
PROOF | Priority Rating of Operational Files |
PROS | Police Reporting and Occurrence System |
PS | Public Safety Canada |
PSE | Public Service Employee |
PSAT | Public Safety and Anti-terrorism |
PSI | Proliferation Security Initiative |
PWEU | Provincial Weapons Enforcement Unit |
PWGSC | Public Works and Government Services Canada |
QA | Quality Assurance |
RCA | Retirement Compensation Arrangement |
RCMP | Royal Canadian Mounted Police |
RCMPSA | Royal Canadian Mounted Police Superannuation Account |
RECOL | Reporting of Economic Crime Outline |
RF | Radio Frequency |
RFP | Request for Proposal |
RM | Regular Member of the RCMP |
RMAF | Results Based Management and Accountability Framework |
RMS | Report Management System |
RPP | Reports on Plans and Priorities |
RTID | Real Time Identification |
R&D | Research and Development |
SAFE | School Action for Emergencies |
SAMS | Security Accreditation Management System |
SD | Sustainable Development |
SDP | Supervisors Development Program |
SDS | Sustainable Development Strategy |
SDU | Source Development Unit |
SEC | Senior Executive Committee |
SEDP | Senior Executive Development Program |
SFIC | Securities Fraud Information Centre |
SOA | Standing Offer Agreement |
SOIRA | Sex Offender Information Registration Act |
SIR | Suspicious Incident Reporting |
SMT | Senior Management Team |
SPAC | Senior Police Administration Course |
SPP | Security and Prosperity Partnership |
SPPD | Strategic Policy and Planning Directorate |
SPWG | Strategic Priority Working Group |
StaCS | Sample Tracking andControl System |
SQ | Sûreté du Quebec |
TB | Treasury Board |
TBS | Treasury Board Secretariat |
TE | Trace Evidence |
TPP | Transfer Payments Programs |
TRA | Threat and Risk Assessments |
TTB | Alcohol and Tobacco Tax and Trade Bureau |
TEAM | Threat Evaluation and Management Understudy Program |
TEAM | Total Expenditure Asset Management |
ULQA | Unit Level Quality Assurance |
UNDOC | United Nations Office on Drugs and Crime |
UNICEF | United Nations Children’s Fund |
UPP | Unit Performance Plans |
USCG | United States Coast Guard |
ViCLAS | Violent Crime Linkage Analysis System |
V2010-ISU | Vancouver 2010 Olympics and Paralympics’ Games Integrated Security Unit |
WHMIS | Workplace Hazardous Materials Information System |
WHO | World Health Organization |
WMD | Weapons of Mass Destruction |
WRM | Workplace Relations Management |
YCJA | Youth Criminal Justice Act |
YORC | Youth Officer Resource Centre |