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2007-08
Departmental Performance Report

Royal Canadian Mounted Police

Supplementary Information (Tables)

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Table of Contents

• Sources of Respendable and Non-respendable Revenue
• User Fees/External Fees
• Details on Project Spending
• Status Report on Major Crown Projects
• Details on Transfer Payments Programs
• Horizontal Initiatives
• Sustainable Development Strategy
• Response to Parliamentary Committees and External Audits
• Internal Audits and Evaluations
• Travel Policies

Table 3: Sources of Respendable and Non-Respendable Revenue

Revenues by Business Line ($ millions)
Respendable Revenues*			2006-2007
Program Activity	Actual 2005-2006	Actual 2006-2007	Main Estimates	Planned Revenue	Total Authorities	Actual
Federal and International Operations	6.8	7.7	0.6	0.6	10.8	8.5
Protective Policing Services	1.5	5.4	0.1	0.1	10.4	7.9
Community, Contract and Aboriginal Policing	1,167.1	1,252.1	1,397.0	1,397.0	1,439.0	1,323.0
Criminal Intelligence Operations	0.8	0.9	0.1	0.1	1.2	0.9
Technical Policing Operations	1.9	2.1	0.2	0.2	4.2	2.4
Policing Support Services	0.8	0.9	0.1	0.1	1.2	0.9
National Policing Services	6.8	7.8	4.7	4.7	7.5	8.1
Total Respendable Revenues	1,185.7	1,276.9	1,402.8	1,402.8	1,474.3	1,351.7
Non-Respendable Revenues			2006-2007
Program Activity	Actual 2005-2006	Actual 2006-2007	Main Estimates	Planned Revenue	Total Authorities	Actual
Privileges, Licences and permits	29.1	17.5	13.2	13.2	13.2	17.6
Refund of Prior Years' Expenditures	3.9	5.4	4.5	4.5	4.5	6.7
Return On Investments	0.0	0.0	0.1	0.1	0.1	0.0
Miscellaneous	7.3	4.3	4.5	4.5	4.5	3.4
EBP – Recoveries Not Respendable ***	61.0	66.6	79.0	79.0	79.0	72.6
Proceeds for Sales	1.4	0.9	1.7	1.7	1.7	5.0
Proceeds from Asset Disposal	4.5	4.6	4.5	4.5	4.5	4.2
Total Non-Respendable Revenues	107.2	99.3	107.5	107.5	107.5	109.5
Total Revenues	1,292.9	1,376.2	1,510.3	1,581.6	1,581.8	1,416.2
Note: Respendable revenues are primarily generated by the provision of policing services under contract to provinces, territories and municipalities. Other revenues related to payment for courses and accommodation at the Canadian Police College and for technological services including access to police data bases * Formerly "Revenues Credited to the Vote" ** Unplanned revenue represents credits from the disposal of surplus Crown assets. *** Employee Benefit Plan

Canada Firearms Centre

Table 3: Source of Non-Respendable Revenue

			2007-2008 ($ millions)
($ millions)	Actual 2005-2006	Actual 2006-2007	Main Estimates	Planned Revenue	Total Authorities	Actual
Registration, Licensing and Supporting Infrastructure
Licence Applications/ Renewal activities	18.2	5.8	N/A	2.0	N/A	5.2
Non-Resident Declarations	1.9	2.0	N/A	1.9	N/A	1.9
Miscellaneous (as per Public Accounts)	1.8	0.0	N/A	0.4	N/A	0.0
Total Non-Respendable Revenue	21.9	7.8	N/A	4.3	N/A	7.1

Canada Firearms Centre

Table 4-A: User Fees

A. User Fee	Fee Type	Fee Setting Authority	Date Last Modified	2007-2008					Planning Years
				Forecast Revenue ($ millions)	Actual Revenue ($ millions)	Full Cost ($ millions)	Performance Standard	Performance Results	Fiscal Year	Forecast Revenue ($ millions)	Estimated Full Cost ($ millions)
Business Licences	Regulatory	Firearms Fees Regulations	April 10th, 2005	0.1	0.1	Section C Other information See note (1)	Section C Other information See note (2)	Section C Other information See note (3)	2008-09 2009-10 2010-11	0.6 0.6 0.6	Section C Other information See note (1)
Individual Licences	Regulatory	Firearms Fees Regulations	December 1st, 1998	1.9	5.7	Section C Other information See note (1)	45 days	76% of properly completed individual licence applications were completed within 45 days	2008-09 2009-10 2010-11	1.9 21.7 21.7	Section C Other information See note (1)
Registration Certificates	Regulatory	Firearms Fees Regulations	Registration fees repealed as of May 20th, 2004	0.0	0.0	Section C Other information See note (1)	30 days	63% of properly completed registration applications were completed within 30 days	2008-09 2009-10 2010-11	0.0 0.0 0.0	Section C Other information See note (1)
Authorizations	Regulatory	Firearms Fees Regulations	December 1st, 1998	0.3	0.0	Section C Other information See note (1)	Section C Other information See note (2)	Section C Other information See note (3)	2008-09 2009-10 2010-11	0.3 0.3 0.3	Section C Other information See note (1)
Non-resident permits	Regulatory	Firearms Fees Regulations	April 10th, 2005	1.9	1.9	Section C Other information See note (1)	Section C Other information See note (2)	Section C Other information See note (3)	2008-09 2009-10 2010-11	1.9 1.9 1.9	Section C Other information See note (1)
Services for replacement of documents	Regulatory	Firearms Fees Regulations	April 10th, 2005	0.1	0.0	Section C Other information See note (1)	Section C Other information See note (2)	Section C Other information See note (3)	2008-09 2009-10 2010-11	0.1 0.1 0.1	Section C Other information See note (1)
Fees charged for the processing of access requests filed under the Access to Information Act	Other Products and Services	Access to Information Act	1992	0.0	0.0	0.2	Framework developed by TBS. See: http://www.tbs-sct.gc.ca/gos-sog/atip-aiprp/in-ai/in-ai2006/2006-06_e.asp	83% of requests under the Access to Information Act were completed within 60 days; 97% of requests under the Privacy Act were completed within 60 days	2008-09 2009-10 2010-11	0.0 0.0 0.0	0.2 0.2
				Total: 4.3	Total: 7.1	Total: 0.2			2008-09 2009-10 2010-11	Total: 4.8 Total: 24.6 Total: 24.6
B. Date Last Modified: Forecast Revenues: On 17 May 2006, the Government announced individuals no longer have to pay the fee for the renewal of their possession-only licence (POL) or their possession and acquisition licence (PAL). The fee waiver also applies to: individuals who are modifying their licence to upgrade from a POL to a PAL; individuals who are adding new privileges to their licence; individuals whose licence expired and are obtaining a new licence; and minors who renew their minors’ possession licence. The fee waiver is currently valid until May 2009. Fees for registration of firearms were repealed on May 20th, 2004. Forecast and actual revenue for fees charged for the processing of access requests filed under the Access to Information Act is approximately $2,000 per year as per the Annual Report to Parliament (2004-2005) – Access to Information Act and Privacy Act. For more information, refer to the website.
C. Other Information: Original fee costing studies were conducted in 1995; the studies were to be revisited following implementation of the Canadian Firearms Information System (CFIS) II. As implementation of CFIS II did not occur in December 2005 as planned; the original fee studies is currently being revisited following a decision on the way forward of the new system since business processes were significantly impacted by this decision. Revised performance standards were developed; user consultation scheduled for February 2006 did not proceed as a result of the change in direction for the Firearms program emanating from the incoming new government. Monitoring mechanisms will be established in concert with the development of performance standards and direction from the new government. For Access to information requests, the policy of the Canada Firearms Centre is to waive reproduction fees whenever less than 200 pages are disclosed. However, when more than 200 pages are disclosed, fees may be calculated for the total number of pages. For extensive or complex requests, search and preparation fees are charged as determined on a case-by-case basis.

Table 4-B: Policy on Service Standards for External Fees

A. External Fee	Service Standard	Performance Result	Stakeholder Consultation
Business Licences	Section B Other information See note (1)	Section B Other information See note (2)	Section B Other information See note (2)
Individual Licences	45 days	96% of properly completed individual licence applications were process within the 45 day period	Section B Other information See note (2)
Registration Certificates*	30 days	90% of properly completed registration applications were processed within 30 days	Section B Other information See note (2)
Authorizations	Section B Other information See note (1)	Section B Other information See note (2)	Section B Other information See note (2)
Non-resident permits	Section B Other information See note (1)	Section B Other information See note (2)	Section B Other information See note (2)
Services for replacement of documents	Section B Other information See note (1)	Section B Other information See note (2)	Section B Other information See note (2)
Fees charged for the processing of access requests filed under the Access to Information Act. (see note 3)	Framework developed by TBS. See: http://www.tbs-sct.gc.ca/gos-sog/atip-aiprp/in-ai/in-ai2006/2006-06_e.asp	61% of requests under the Access to Information Act were completed under 30 days; 21% under 60 days; 7% under 121 days; and 11% over 121 days. 92% of requests under the Privacy Act were completed under 30 days; 6% under 60 days; and 2% over 121 days.	The service standard is established by the Access to Information Act and the Access to Information Regulations. Consultations with stakeholders were undertaken for amendments done in 1986 and 1992.
B. Other Information: Confirmation of performance standards delayed to allow for full integration of the Canada Firearms Centre to the RCMP. Stakeholder consultations did not occur following election of new government; RCMP will need to decide on optimal timing of consultations approach in light of proposed legislative changes. The policy of the Canada Firearms Centre is to waive reproduction fees whenever less than 200 pages are disclosed. However, when more than 200 pages are disclosed, fees may be calculated for the total number of pages. For extensive or complex requests, search and preparation fees are charged as determined on a case-by-case basis.
* Fees for registration certificates repealed as of May 20th, 2004

Table 5: Details on Project Spending

Projects by Program Activity ($ millions)	Project	Current Estimated Total Cost	Actual 2004-2005	Actual 2005-2006	2006-2007 ($ millions)
					Main Estimates	Planned Spending	Total Authorities	Actual
A. Federal and International Operations	1 Ontario – Windsor-Sarnia IBET (DA) (project cancelled)	7.0	0.0	0.0	0.0	0.0	0.0	0.0
B. Community, Contract and Aboriginal Policing	1 Saskatchewan - Modernization Telecom System (EPA)	47.3	13.3	11.4	3.0	1.5	4.3	3.3
	2 Newfoundland and Labrador - Modernization Telecom System (DA) (seeking PPA & EPA)	33.4	1.4	1.5	9.4	8.2	9.8	0.3
	3 CIIDS Implementation (EPA)	18.0	0.2	0.3	0.3	0.4	0.3	0.2
C. National Police Services	1 Real Time Identification (RTID)	136.5	14.6	30.6	25.1	31.8	25.1	17.9
D. Corporate Infrastructure	1 North West Territories - Behchoko Detachment (Pre-PPA)	9.1	0.0	0.0	0.7	0.7	0.7	0.0
	2 Nunavut - Iqaluit - "V" Division HQ and Detachment (EPA)	31.6	1.5	1.2	8.6	8.6	8.6	5.6
	3 British Columbia - "E" Division Headquarters (PPA)	153.1	0.8	0.4	7.4	7.4	7.4	0.7
	4 British Columbia - Golden Detachment (Pre-PPA)	9.8	0.1	0.3	3.5	3.5	3.5	0.2
	6 British Columbia - 100 Mile House Detachment (Pre-PPA)	10.1	0.2	0.1	0.1	0.1	0.1	0.0
	7 Alberta - High Level Detachment (PPA)	11.7	0.0	0.0	1.4	1.4	1.4	0.0
	8 Alberta - Grande Cache Detachment (PPA)	7.1	0.0	0.0	3.0	3.0	3.0	0.0
	9 Alberta - Fort McLeod Detachment (Pre-PPA)	4.5	0.0	0.0	0.7	0.7	0.7	0.0
	10 Alberta - Evansburg Detachment (PPA)	4.7	0.0	0.0	0.5	0.5	0.5	0.1
	11 Saskatchewan - Regina, Depot, New Mess (PPA)	18.0	0.1	0.1	9.0	9.0	9.0	3.8
	12 Saskatchewan - Regina , Deport, Electrical Distribution Network (Seeking PPA & EPA)	20.4	0.0	0.1	6.1	6.1	6.1	0.8
	14 Saskatchewan - Regina, Depot, 25 metre Firing Range (Seeking PPA)	5.3	0.0	2.2	3.6	3.6	3.6	2.8
	15 Saskatchewan - Regina, Depot, Dorms (Seeking PPA)	89.8	0.0	0.1	1.3	1.3	1.3	0.6
	20 Saskatchewan - Regina, Depot, C-Block (Pre-PPA)	10.4	0.0	0.0	0.0	0.0	0.0	0.0
	22 Saskatchewan - Regina, Depot, Heritage Centre (EPA)	5.0	0.0	2.5	2.5	2.5	2.5	2.5
	23 Ontario -Toronto West Detachment (Pre-PPA)	5.3	0.0	0.0	0.2	0.2	0.2	0.7
	30 Ontario - Ottawa, TPOF Relocation (Pre-PPA)	6.2	0.0	0.0	0.0	0.4	0.4	0.0
	31 Ontario - Ottawa, NCA, Nicholson HQ (Seeking PPA)	104.5	0.6	0.8	18.5	18.5	18.5	2.5
	32 Ontario - Ottawa, New Administration Building (PPA)	7.3	0.0	0.2	6.1	6.1	6.1	1.4
	33 Ontario - Ottawa, Outdoor Training Area (Seeking-PPA)	5.3	0.0	0.0	0.0	0.0	0.0	0.0
	34 Ontario - Ottawa, TPOF Armory Expansion (Seeking-PPA)	5.1	0.0	0.0	0.6	0.6	0.6	0.2
	35 New Brunswick - Grand Falls, District Office (PPA)	10.0	0.0	0.0	0.3	0.3	0.3	0.0
	36 Nova Scotia - "H" Division Headquarters (PPA)	50.8	0.3	0.0	10.3	10.3	10.3	0.0
	37 National Criminal Justice Index (NCJI) / N-III Project	18.2	2.1	6.6	6.7	6.7	6.7	3.6
Since the 07/08 RPP there have been revised estimates for the following projects which drop them below the $3 M reporting level.
D. Corporate Infrastructure	5 British Columbia - Chilliwack Detchment (Pre-PPA)	0.0	0.0	0.0	2.1	2.1	2.1	0.0
	13 Saskatchewan - Regina, Depot, Security and Access Centre (Seeking PPA)	0.0	0.0	0.0	2.0	2.0	2.0	0.0
	16 Saskatchewan - Regina, Depot, Central Cooling Plant (PPA)	0.2	0.0	0.2	1.8	1.8	1.8	0.2
	17 Saskatchewan - Regina, Depot, Site Drainage (PPA)	2.9	0.0	0.2	1.8	1.8	1.8	0.9
	18 Saskatchewan - Regina, Depot, Centralized Training (Pre-PPA)	0.0	0.0	0.0	1.0	1.0	1.0	0.0
	19 Saskatchewan - Regina, Depot, Post Garage (Pre-PPA)	0.0	0.0	0.0	0.0	0.0	0.0	0.0
	21 Saskatchewan - Regina, Depot, Civil Works Renewal (Pre-PPA)	2.0	0.0	0.8	1.0	1.0	1.0	0.2
	24 Ontario - Ottawa, CPC Building D (Pre-PPA)	0.0	0.0	0.0	0.0	0.0	0.0	0.0
	25 Ontario - Ottawa, CPC Executive Training Centre (Pre-PPA)	0.0	0.0	0.0	0.0	0.0	0.0	0.0
	26 Ontario - Ottawa, CPC Site Visitor Interpretation Centre (Pre-PPA)	0.0	0.0	0.0	0.0	0.0	0.0	0.0
	27 Ontario - Ottawa, CPC New Residence (Pre-PPA)	0.0	0.0	0.0	0.0	0.0	0.0	0.0
	28 Ontario - Ottawa, CPC Scenario Training Facility (Pre-PPA)	0.0	0.0	0.0	0.0	0.0	0.0	0.0
	29 Ontario - Ottawa, CPC Building C Annex (Pre-PPA)	0.0	0.0	0.0	0.5	0.5	0.5	0.0
Notes: * PPA - prelimimary project approval * EPA - effective project approval

Table 6: Status Report on Major Crown Projects

Real Time Identification (RTID)

1. Overview

Real Time Identification (RTID) is a re-engineering of systems and processes used for fingerprint identification, civil clearances and criminal records maintenance. It will transform the current paper-based workflow to an electronic workflow, thus enabling the “real time” identification of fingerprints submitted electronically.

Fingerprints are submitted by police agencies to support the creation of a criminal record, or to search the criminal record repository during a criminal investigation or civil security screening. RTID will streamline these services, facilitate information sharing internationally and permit an improved tracking of criminals by condensing identification turnaround times from weeks and months to hours and days.

Funding for the RTID Project was announced on April 20, 2004 under the National Security Policy. Between 2001 and 2004 significant work had been undertaken by a small project team within the RCMP to define RTID requirements and prepare statements of work in anticipation of this announcement.

Following the announcement, a Project Charter was developed and a formal Project Office established under the sponsorship of Information and Identification Services of National Police Services (NPS). The Chief Information Officer (CIO) was appointed Project Leader, responsible for achieving the technology improvements associated with the project.

The project will be completed in two major Phases. Phase 1 which was delivered in 2007, modernized the civil clearance process, by replacing the Automated Fingerprint Identification System (AFIS) and implementing a new transaction manager. The NPS National Institute of Standards and Technology (NIST) Server permits agencies to submit their fingerprint information electronically.

The release of Phase 2 is anticipated in the Spring of 2009, which will replace the antiquated system and modernize the processes related to the management and update of criminal records.

2. Lead and Participating Departments

The RCMP is the lead department on RTID. Various levels of governance will ensure the Project is successful and meets the needs of all stakeholders:

The RCMP Senior Project Advisory Committee, Public Safety Canada (PS) and Central Agency officials provide direction to the Project Leader on all aspects of the project as it relates to government-wide policies, strategic direction and procurement. This includes the review of the scope through the definition procurement strategy.

An RTID Project Steering Committee provides ongoing direction to the project which includes representatives of key Federal Government departments and Central Agencies. Oversight of RTID is also linked to the PS Portfolio Interoperability Committee, thus ensuring the project’s horizontal interests and planned contribution to overall public safety are fully realized.

RTID is a major interoperability initiative of interest to all agencies within the PS portfolio. Its progress and success in contributing to long term interoperability will be monitored by the Heads of Agency Steering Committee through the PS Portfolio Interoperability Committee.

RTID will be used across Canada and in all jurisdictional levels. Stakeholder involvement is required to ensure that the system is functional and fully compliant with regulations. This involvement is ensured through the NPS Advisory Council and Technical Consultative working groups.

3. Prime Contractors / Major Sub-Contractors

The RCMP is using several procurement vehicles for the RTID Project:

• Automated Fingerprint Identification System (AFIS) Vendor: RTID involves the replacement of the existing AFIS with modern AFIS technology. The AFIS vendor, COGENT Systems, selected via a competitive process, is responsible for the delivery, configuration and implementation of a modern AFIS Commercial Off The Shelf (COTS) product.
• Development work that aligns with the RCMP corporate technical architecture is being carried out in-house. The NPS NIST Server, the heart of RTID, is being developed by a team of RCMP resources and contractors. To supplement the skills of internal resources, or to backfill resources seconded to the project, RTID uses internal standing offer vehicles to meet any outstanding demands for project management support. The major contractors are:
  • Veritaaq
  • Fujitsu
  • TPG
• Systems Integration Company: a component of Phase 2 will be contracted out on a fixed price basis to ensure the successful delivery of the multiple components of the phase. Subsequent to the issuance of a Request for Proposal (RFP), a contract was awarded in January 2008 to Fujitsu Consulting (Canada).

4. Major Milestones

Accomplishments

• Funding for RTID was announced on April 20, 2004 under the National Security Policy.
• The current procurement approach was approved by the Senior Project Advisory Committee in November of 2004.
• On December 13, 2004, the RCMP received Treasury Board of Canada Secretariat (TBS) approval of its RTID procurement strategy and Preliminary Project Approval at an indicative estimate of $129.8 million to complete development of RTID over 5 years. The source of funds was identified as follows: $99.8 million from Canada’s National Security Policy and $30 million from RCMP funding.
• A Request for Proposal for the AFIS Vendor was issued in January 2005. A contract was awarded to COGENT Systems on October 13, 2005 and work started November 1, 2005.
• On October 3rd, 2005, Effective Project Approval for Phase 1 was awarded by TBS to the RTID project.
• In November 2006, the RTID Project successfully implemented its first release (R0.5) to bring on two civil contributors.
• In March 2007, the RTID Project successfully implemented a subsequent release (R1.0) providing more functionality to the civil fingerprint process.
• On June 14, 2007, Effective Project Approval for Phase 2 was awarded by TBS to the RTID project.
• Request for Proposals (RFP) for Phase 2 were published in June 2007.
• A contract for Phase 2 was awarded in January 2008.
• Latent functionality was completed in March 2008.

To be delivered

• Criminal and Refugee workflow to be delivered by Summer 2008.
• The decommission of the old AFIS is planned for Fall 2008.
• The delivery of Phase 2 is planned for 2009 and 2010.
• The project closure is planned for May 2010.

5. Progress Report and Explanation of Variances

Phase 1 work has been split into multiple releases to ensure that the implementation of functionality is successful. The multiple release schedules are anticipated for complete delivery by Summer 2008. The RFP for Phase II was published in June 2007, with a contract awarded in January 2008.

The variance in the schedule is attributable to a delay in awarding the contract for Phase 2.

6. Industrial Benefits

There is no industrial benefits program for the Real Time Identification Project.

Canada Firearms Centre

Table 5: Status Report on Major Crown Projects

Canadian Firearms Information System II

The RCMP assumed responsibility for the Canadian Firearms Information System II (CFIS II) following the government decision in May 2006 to transfer to the RCMP the day to day operations of the Canada Firearms Centre and responsibility and administration of the Canadian Firearms Program. By that time, CFIS II had already been subject to a stop-work order issued by PWGSC. In 2007-2008, TBS approved the RCMP’s final project evaluation report that formally ended the Major Crown Project for the replacement of CFIS.

Description

The Canadian Firearms Information System (CFIS I) is a national system designed to support the administration of the Firearms Act and is supported by EDS Canada Inc. based on a maintenance contract. The current system was put into production on December 1, 1998 and is the single repository for licence and registration information for the Firearms Program. Since December 1, 1998, approximately two million licences have been issued and seven million firearms have been registered. CFIS links all elements of the Canadian Firearms Program including the Central Processing Site in Miramichi, New Brunswick. The system interfaces with the Canada Firearms Registry On-line (CFRO), the Firearms Reference Table (FRT) and the Canadian Police Information Centre (CPIC). CFIS II is a new technical solution involving the development and implementation of a software application to replace CFIS I. It was designated as a Major Crown Project by Treasury Board of Canada Secretariat in November 2003.

Project Phase

PWGSC issued a notice of default on March 31, 2006. In late April 2006, PWGSC issued a stop work order against CFIS II application development and implementation testing.

Leading and Participating Departments and Agencies
Lead Department:	Royal Canadian Mounted Police – Canada Firearms Centre
Contracting Authority:	Public Works and Government Services Canada
Participating Departments and Agencies:	Canada Border Services Agency Department of International Trade

Prime and Major Sub-Contractors
Prime Contractor:	CGI Information Systems and Management Consultants Inc.
Major Sub-Contractors:	Bell; NexInnovations; Aliant; HP

Major Milestones
Major Milestones	Date
Effective Project Approval for a redefined Canadian Firearms Information System Redesign granted by TBS	February 2005
Contract amendment signed with the service provider	March 2005
Phased deployment of IT infrastructure	Started December 2005
Certification and implementation of CFIS II	Halted
Project formally ended	June 2007

Progress Report and Explanations of Variances

The existing CFIS I remains stable and is expected to be operational for up to 5 years within present operating conditions. Upgrades have been implemented to its infrastructure and its functionality. The system is interfacing with all of the other systems required to carry out the operations for CAFC and the Firearms Program. A plan has been developed that will see the transition of CFIS components to employee-based operations by the end of two-year period.

Industrial Benefits

Not applicable

Table 7: Details on Transfer Payments Programs (TPPs)

Program Activity ($ millions)		Actual Spending 2005-2006	Actual Spending 2006-2007	Planned Spending 2007-2008	Total Authorities 2007-2008	Actual Spending 2007-2008	Variance
Grants	Royal Canadian Mounted Police Veterans Association	0.0	0.0	0.0	0.0	0.0	0.0
	International Association of Chiefs of Police	0.0	0.0	0.0	0.0	0.0	0.0
	Survivors of members killed on duty	1.5	2.0	1.5	2.1	2.1	-0.6
	To compensate members of the RCMP for injuries received in the performance of their duties	40.3	55.1	55.8	65.0	62.0	-6.2
	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	0.0
	National Police Services
	Grant to promote law enforcement through crime prevention, training and public relations	0.4	0.4	0.4	0.6	0.5	-0.1
	Community, Contract and Aboriginal Policing
	Grant to promote law enforcement through crime prevention, training and public relations	0.0	0.0	0.0	0.1	0.1	-0.1
Total Grants		42.2	57.5	57.8	67.9	64.8	-6.9
Statutory	Pensions under the RCMP Pension Continuation Act	22.5	20.4	23.0	19.6	19.6	3.4
Total Statutory		22.5	20.4	23.0	19.6	19.6	3.4
Total Grants		64.7	77.9	80.8	87.5	84.4	-3.6
Contributions	Registration, Licensing and Support Infrastructure
	Firearms Funding Program for Opt-in Provinces and/or Territorial Governments - Payments to Provinces and/or Territories	11.2	11.1	12.5	13.9	12.5	0.0
	Policy, Regulatory, Communication and Portfolio Integration
	Firearms Funding Program for Opt-in Provinces and/or Territorial Governments - Aboriginal and/or Other Communities and Organizations	0.3	0.2	0.3	0.3	0.2	0.1
Total Contributions		11.5	11.3	12.7	14.1	12.7	0.0
Total Transfer Payments		76.3	89.3	93.6	101.6	97.2	-3.5

Due to rounding, figures may not add to totals shown.

Canada Firearms Centre

Table 7: Details in Transfer Payments Programs (TPPs)

Name of Transfer Payment Program: The Firearms Funding Program for Opt-in Provinces and/or Territorial Governments.
Start Date: 1995-1996	End Date: On-going		Total Funding: $215.2M to the end of 2007-2008
Description of Transfer Payment Program: Annual funding to participating provinces and/or territories for the reimbursement of costs incurred in the administration of the Firearms Program within their jurisdiction.
Objective(s), expected result(s) and outcomes: Ensure responsible ownership, use and storage of firearms thereby enhancing public safety and help reduce death, injury and threat from firearms.
Achieved results or progress made: Refer to section II – Analysis of performance by strategic outcome.
Program Activity ($ millions)	Actual Spending 2005-2006	Actual Spending 2006-2007	Planned Spending 2007-2008	Total Authorities 2007-2008	Actual Spending 2007-2008	Variance Planned vs Actual
Registration, Licensing and Supporting Infrastructure
Total Payments to Provinces and/or Territories	11.2	11.1	12.5	13.8	12.5	0.0
Policy, Regulatory, Communication and Portfolio Integration
Total Aboriginal and/or Other Communities and Organizations	0.3	0.2	0.2	0.3	0.2	0.0
Total	11.5	11.3	12.7	14.1	12.7	0.0
Comments on Variances:
Significant Evaluation Findings and URL to last evaluation: See: http://www.cfc-cafc.gc.ca

Table 8: Horizontal Initiatives

Integrated Border Enforcement Teams (IBETs)

Description: The RCMP has developed a border security strategy that is predicated on maximizing the use of intelligence, technology and human resources to target individuals and organizations exploiting gaps in the border environment.

Shared Outcome(s): Integrated Border Enforcement Teams (IBET) are recognized nationally and internationally as the most effective and efficient means of coordinating local, national and international law enforcement efforts to protect citizens of Canada and the United States from potential threats of terrorism and organized crime.

Governance Structure(s): The International Joint Management Team (IJMT) consists of one representative from Canada Services Agency, the RCMP, US Immigration and Customs Enforcement, US Customs and Border Protection/ Office of the Border Patrol, and the US Coast Guard.

The IJMT is responsible for the following:

• providing overall direction to the IBET program
• identifying common concerns, issues, challenges, and best practices within IBET regions
• providing guidance and direction to local Joint Management Teams
• ensuring overall program coordination and development of communications, standardized reporting, training, intelligence and boarder awareness
• IJMT meets every six weeks or more frequently as required

Federal Partners: IBET is an integrated multi-agency law enforcement initiative that facilitates intelligence sharing and enhanced cooperative efforts among core partners: RCMP, CBSA, US Customs and Border Protection/Office of Border Patrol, US Immigration and Customs Enforcement and US Coast Guard.

IBET also encourages the involvement of municipal, provincial, state, federal and First Nations law enforcement agencies, stakeholder agencies and related government departments.

Unprecedented integration has been established and critical intelligence is developed and shared on targeted cross border criminality. IBETs are multidisciplinary in nature (e.g. weapon, drug and dangerous goods trafficking, human trafficking/smuggling), enabling them to combat any type of criminality crossing the border.

Start/End Date of Initiative: This initiative began in Fiscal Year 2002/2003. Permanent funding was awarded in 2007 as part of the Public Security and Anti Terrorism initiative.

Integrated Market Enforcement Team (IMET)

Description: Integrated teams of Capital markets specialists focusing on the enforcement of related Criminal Code offences of National or International significance.

Shared Outcome(s): Contribute to the confidence of Canada's Capital markets through effective oversight and enhanced coordination among partners, Prosperous Future for Canadians and Security of Canadians.

Governance Structure(s): Executive Council RCMP

Federal Partners: RCMP, Department of Justice and Public Safety Canada

Start/End Date of Initiative: This initiative began in during the Fiscal Year 2003, and there are no end date prescribed at this time.

Integrated National Security Enforcement Teams (INSET)

Description: Located in Ontario, Quebec, British Columbia and the National Capital Region, INSET operates in a coordinated effort to detect, prevent, disrupt and investigate terrorist criminal activity. INSET strives to ultimately bring terrorists to justice prior to serious, violent, criminal acts being perpetrated in Canada and/or abroad.

Shared Outcome: Enhanced focus on criminal investigations combined with the sharing of information and cooperation with other domestic and foreign law enforcement agencies contribute to the successful disruption of terrorist activities. I n support of this outcome, joint training between the RCMP and the other security agencies permit the effective training of personnel dedicated to this area.

Governance Structure: The National Security Criminal Investigations Governance Framework for Increased Effectiveness provides all national security (NS) investigators with a clear and concise framework governing NS criminal investigations. This includes central control and monitoring of NS criminal investigations at National Headquarters as directed by the Ministerial Direction on National Security Responsibility and Accountability for all aspects of the National Security (NS) program. National Security Criminal Investigations (NSCI) at National Headquarters monitors, guides, supervises and directs the INSETs on NS criminal investigations. These investigations including NS related threat assessments are managed by the INSET which falls under the central control of NSCI. Several municipal, provincial and federal agencies, other police services and security agencies participate in INSET. While s. 6(1) of the Security Offences Act mandates the RCMP's primary role in investigating criminal offences in relation to national security matters, the program is subject to an array of accountability and review structures with respect to national security such as the Commission for Public Complaints and the External Review Committee.

Federal Partners: Canada Boarder Services Agency, Canadian Security Intelligence Service and Canada Revenue Agency

Start/End Date of Initiative: This initiative began in Fiscal Year 2001/2002. Permanent funding was awarded in 2007 as part of the Public Security and Anti Terrorism initiative.

Canada Firearms Centre

Table 6: Horizontal Initiatives

The RCMP as the lead department, or as a partner, is engaged in an array of multi-jurisdictional and interdepartmental horizontal initiatives which serve to leverage RCMP capacity through partnerships, shared objectives and common goals to maximize results for Canadians.

The RCMP is the lead department on the following major horizontal initiatives:

• Canadian Firearms Program

For more information on horizontal initiatives, visit:

www.tbs-sct.gc.gc/rma/dpr1/07-08/index_e.asp

Table 9: Sustainable Development Strategy

Safe Homes Sustainable Communities (2007-2009)

Royal Canadian Mounted Police 4th Sustainable Development Strategy

Through the strengths of our mandate and the manner in which we deliver it, the RCMP contributes to sustainable development in Canada in support of a healthy, stable and prosperous future for all Canadians. Sustainable Development (SD) is achievable through well planned decisions in the present that will enable communities to flourish over the long term. Characteristics that define Sustainable Communities include a healthy natural environment, stable and supportive social fabric and economic integrity. In this regard, SD is inherent in the very nature of RCMP operations, where for over 130 years, our relationship with Canadians has focused on supporting and nurturing the long-term health, wellness and public safety of the communities we serve.

Through traditional and non-traditional policing roles, the RCMP ensures both immediate and long-term outcomes for communities and individuals including the safeguarding of personal rights and freedoms; reduction of crime and the fear of crime; crime prevention; economic security and integrity; and social development. These contribute as critical socio-economic components required supporting communities and advancing them into the future. The corporate framework that supports our operational mandate further enables these outcomes through best practices and strategies that aim to protect environmental systems while reflecting community needs and values.

With performance plans established under three key Departmental Goals of Sustainable Communities, Corporate Governance and Environmental Stewardship, RCMP’s 4th sustainable development strategy, Safe Homes – Sustainable Communities (2007-2009) continues to focus on enhancing our policing operations and corporate management practices with sustainability in mind, to add a new dimension to the immeasurable value that our officers bring to the lives of individuals and families every day. Safe Homes – Sustainable Communities (2007-2009) embodies a commitment to ongoing improvements in our organization’s contribution to sustainability in Canada and 2007-2008 witnessed a successful establishment of our baseline for performance indicators identified in this first year of our renewed SD Strategy. Subsequent years will gauge our continued progress in achieving improvements beyond the successes of our 2007-2008 baseline, as targeted in our established commitment areas.

Sustainable Development Strategy - Departmental Goals:	Departmental Driver:
1. Sustainable Communities – Healthier and Safer Communities	The need for long term health, wellness and security of communities
2. Corporate Governance – Sustainable Development is a way of doing business for organizations of excellence	The need for organizations to be responsible for their decisions & actions
3. Environmental Stewardship – RCMP physical operations support long term conservation, protection and restoration of our natural resource systems	The need to effectively conserve, protect and restore our natural resource systems
4. All Federal SD Goals, including Greening Government Operations Goals have been addressed in RCMP 2007-2008 targets and work plans, as follows

Sustainable Development Priority 1 – Sustainable Communities

RCMP SDS1 Target	Federal SD2 Goal, including GGO3 goals	Supporting Performance Measure from current SDS	RCMP Expected Results for 2007-2008 Establish Baseline	RCMP 2007-2008 Achieved Results	RCMP 2007-2008 Supporting Example
1. SUSTAINABLE COMMUNITIES
1A. Community Partnerships	Federal Goal V: Sustainable Communities	RCMP Volunteerism Total volunteers/annum (#), Total volunteer hours/annum (hrs) 4	1.1.1 Effective partnerships with communities supporting sustainable development are increasing annually	75,000 volunteers in 2007-2008	RCMP is developing a volunteer policy to enhance understanding and recognition of the invaluable role that volunteers play within our organization. Our volunteers exemplify the strong relationships and mutual commitment that we build and rely upon within the communities we serve.
1B. Aboriginal Communities	Federal Goal V: Sustainable Communities	Degree of Aboriginal Perceptions Training among regular members Total members (#), Total members completed aboriginal perceptions training (#)	1.1.2 Capacity to provide culturally sensitive police services is increasing annually	9% of Regular Members have completed Aboriginal Perceptions Training 1578 regular members trained, 17645 total regular members	Aboriginal cross-cultural, awareness and partnership programs are implemented nation-wide in support of our communities. Successes are numerous and are highlighted through meaningful partnerships, youth camps, canoe journeys and mentorship programs. For example, “M” Division participates in interagency Residential Schools Crime Prevention community consultations in support of Residential Schools reparations; “D” Division developed a pilot Indigenous Police Preparation Diploma program in partnership with the University of Winnipeg, Manitoba Metis Federation, local government and subject experts.
1C. Youth	Federal Goal V: Sustainable Communities	RCMP members designated as Youth Officers Total RCMP Youth officers (#)	1.1.3 Capacity to provide specialized policing services focused on Youth is increasing annually	1200 designated Youth Officers, plus multiple non-designated members participating in Youth-related crime prevention programs	School liaison officers play a critical role as mentors, role models and confidants for today’s youth, enabling a strong foundation for the leaders of tomorrow.

¹ SDS: Sustainable Development Strategy
² SD: Sustainable Development
³ GGO: Greening Government Operations
⁴ Volunteer service is currently not tracked at the hourly level, therefore this performance indicator is repealed

Sustainable Development Priority 2 – Corporate Governance

RCMP SDS Target	Federal SD Goal, including GGO goals	Supporting Performance Measure from current SDS	RCMP Expected Results for 2007-2008 Establish Baseline	RCMP 2007-2008 Achieved Results	RCMP 2007-2008 Supporting Example
2. CORPORATE GOVERNANCE
2A. Environmental Management Systems	Federal Goal VI: Governance for Sustainable Development	Availability and completeness of environmental information to help guide and support sound decisions Total SD programs requiring risk based mitigation strategies (#); total programs with data requirements identified (#)	2.1.1 Management Systems to effectively address environmental regulatory obligations, government policy requirements and public expectations are in place by 2010	29% of sustainable development programs requiring risk-based management strategies have complete, accessible information to help guide and support sound decisions.	Programs requiring risk-based management approaches include Contaminated Sites; Potable Water Systems; Septic/Waste Water Systems; Hazardous Building Materials; Halocarbon containing Systems, Fuel Storage Tanks (Reportable); and Fuel Storage Tanks (Non-reportable). Two have data requirements completed, with data collection underway for remaining programs.
2B. Sustainable Business Practices	Federal Goal VI: Governance for Sustainable Development	Degree of integration with RCMP business planning Total integrations annually under Environmental Scan, Directional Statement, Balanced Scorecard, Asset Mgmt Plan, Project Delivery System, TBS submissions, RPP, DPR (#)	2.1.2 Integration of Sustainable Development Principles into RCMP Business Practices is increasing annually	13 Total Integrations: 9 at National level; 4 at Regional Level National: Environmental Scan, Directional Statement, Balanced Scorecard CM&C Internal Initiatives, Project Delivery System, TBS Submissions inclusive of Strategic Environmental Assessments, RPP and DPR, Contaminated Sites Management Plan. Regional: SD and environmental integration into 15 Pacific Region Assets & Procurement Business Process Maps and Project Management Process for Major Projects; Northwest Region Building Management Plans; and Central Region’s Quick Reference Guide for Asset Management (planning phase).	The Commissioner’s 2007-2008 Directional Statement reinforced the strategic priorities of Organized Crime, Terrorism, Youth, Aboriginal Communities and Economic Integrity, which shape the RCMP's programs in support of crime prevention, social development and enforcement. The RCMP mandate of supporting Safe Homes and Safe Communities into the future is the foundation for RCMP commitments to sustainable development in Canada
2C. Green Procurement	Federal Goal VI: Governance for Sustainable Development and Greening Government Operations Goal: Green Procurement	Materiel managers and procurement personnel with green procurement training Total materiel managers and procurement personnel (#); total materiel managers and procurement personnel with green procurement training (#)	2.1.3 Integration of Green Procurement into RCMP's way of doing business is increasing annually	29% of procurement personnel have completed Green Procurement Training. 23 Procurement officers with completed green procurement training out of 126 total Procurement (78) and Materiel Management (48) Personnel.	In September, 2007, the RCMP requested all regional procurement offices that all procurement Officers take the Canada School of Public Service ‘Green Procurement Course’ (C215 through Campus direct). In the 6 months that followed, 23 of 78 RCMP procurement officers successfully completed the training, with additional training planned for the remaining procurement staff and all materiel management staff in future years.
		Degree of utilization of PWGSC Standing offer agreements (SOA ) respecting Green Procurement Total PWGSC SOA’s respecting green procurement in place for RCMP use (#); Total call ups against SOA’s (count)	2.1.3 Integration of Green Procurement into RCMP's way of doing business is increasing annually	168 call-ups against 107 Green-designated PWGSC SOA's and Supply Arrangements Measurement does not include 'green' choices made on non-green-designated SOA's or green procurement not associated with SOA’s.	In addition to supporting green-designated SOA’s, the RCMP supports life cycle considerations for Procurement & Disposal decisions. One successful application is evident through a Soft Body Armour (SBA) Recycling effort that sees kevlar processed into new, unrelated commodities. This program will see 25,000 lbs of kevlar from 5000 SBA units recycled throughout the initial 3 years of the agreement.
		Ethanol blended fuel purchased for RCMP fleet Total E10 fuel purchased (L); Total vehicle fuel purchased (L)	2.1.3 Integration of Green Procurement into RCMP's way of doing business is increasing annually	2% of all fuel purchased in 07-08 was E10 blended 540,775 L of E10; 31,639,974 L regular/other gasoline	The RCMP supports approaches to reduce the emissions associated with Fleet, including the purchase of 1065 Flex Fuel (E85) vehicles and 75 Hybrid-electric vehicles with improved fuel efficiency.
2D. Capacity Building	Federal Goal VI: Governance for Sustainable Development	Sustainable Development oriented training courses developed and delivered to RCMP employees Total SD courses/training sessions developed (#); total course/training sessions delivered by type (#); total participants by type (#)	2.1.4 Integration of sustainable development into training and development for RCMP employees is increasing annually	23 sustainable development oriented courses developed and 28 delivered; 533 participants 25 courses covered SD / environmental legislation, risk and process requirements (491 participants); 3 focused on green building/energy efficiency opportunities (42 participants)	Training provided to RCMP staff on environmental risk management, legislative requirements and SD opportunities. National Headquarters delivered a session for Major Capital Project Managers and Real Property staff on BOMA Go Green and LEED Construction to demonstrate opportunities, constraints and strategies for consideration in the RCMP asset portfolio.
		Active participation in interdepartmental initiatives Total active participations including Sub-Committee for Canada School of Public Service SD Training initiative and other cross departmental projects (#)	2.1.5 Increased support and participation for interdepartmental initiatives and programs for sustainable development	22 active cross departmental partnerships involving RCMP Sustainable Development interests Various Interdepartmental Regional & National working groups on contaminated sites, SD, storage tanks and environmental assessment (16); Interdepartmental Working Group on Drinking Water & Training Sub-Committee; Pacific Federal Council SD Initiatives; Montebello Summit SD Planning Committee; Vancouver 2010 Olympics Sustainability Committee; International Policing Network for Sustainability.	An international network to explore, communicate, share best practices and expand the role that policing agencies play in supporting sustainability of their organizations and client communities was initiated in 2008 in partnership with the Netherlands Police Force and North Wales Police and is currently expanding to the UK policing community.
2E. Communications	Federal Goal VI: Governance for Sustainable Development	Sustainable Development communications initiatives developed and delivered to RCMP employees Total communications initiatives developed (#); Total initiatives delivered (#)	2.1.6 Communications for RCMP sustainable development program are improving.	6 National and 8 Regional SD communications initiatives developed and delivered. National: Earth Day; Environment Week; SD Strategy Communications (2); Environment, Health & Safety Bulletins; Earth Hour. Regional: International Volunteer Day, Recycling Program Promotion, Regional SD Programs (3), Contaminated Sites Programs and Halocarbon/Storage Tank Management Communication.	RCMP Environment, Health & Safety Protection Bulletins, covering 15 topics, have been created and made available to all building occupants to enhance awareness in order to identify potential environmental or health and safety concerns associated with facilities’ conditions, identify activities that may increase the potential risk for environmental issues to arise, identify risk mitigation approaches and communicate procedural requirements for responding to and managing these incidents.

Sustainable Development Priority 3 – Environmental Stewardship

RCMP SDS Target	Federal SD Goal, including GGO goals	Supporting Performance Measure from current SDS	RCMP Expected Results for 2007-2008 Establish Baseline	RCMP 2007-2008 Achieved Results	RCMP 2007-2008 Supporting Example
3. ENVIRONMENTAL STEWARDSHIP
3A. Green Building Design & Energy	Federal SD Goal III: Reduce Greenhouse Gas Emissions and Greening Government Operations Goal: Building Energy	Buildings constructed with green considerations Total new buildings constructed (#); Total new buildings constructed with green considerations or objectives (#)	3.1.1 Through awareness, education and policy integration, environmental and energy design ratings of RCMP portfolio are improving	31% of buildings constructed by RCMP in 2007-2008 included green considerations or objectives 11 out of 36 construction projects; 2 LEED6 Gold, R2000 Standard houses in Northwest Region, 1 house with heat pump system and 3 with high-efficiency insulation in Pacific.	RCMP is focused on integrating efficiency improving retrofits to the existing asset portfolio. Energy audits, lighting & window upgrades were completed in Pacific Region and Central Region implemented a ‘green renovation’ in Stoney Creek, Ontario which included zero emission ceiling tiles, recycling of project waste, timers/sensors for lighting in low use areas (i.e. washrooms), reuse of existing materials, recyclable carpet & panel fabric, high-efficiency lighting and layout design to maximize natural light.
		GHG emissions per annum Measures as per existing GHG calculations	3.1.2 GHG emissions per facility square meter is decreasing annually	0.15 tonnes CO2 equivalent per gross square meter Total CO2 equivalent emissions = 89,000 tonnes; Total facility square meter (owned, non-residential) = 585,470 square meters (gross).	RCMP is incorporating innovative strategies into new buildings to improve operations, reduce costs and drive efficient use of energy and resources. For example, duplex style housing designs are considered where appropriate and sustainable design principles are being explored and adopted within RCMP plans.
3B. Contaminated Sites	Federal SD Goals I & IV: Clean Water & Sustainable Use of Natural Resources	Financial liability of RCMP portfolio within TBS Federal Contaminated Sites Action Plan (FCSAP) Financial liability of RCMP portfolio within TB FCSAP program ($)	3.1.3 Financial liability (as defined by TBS) of known contaminated sites and unknown risk of RCMP portfolio reduced annually	Total confirmed/estimated liability associated with RCMP contaminated sites = $4,275,715	The RCMP is committed to the proper management of contaminated sites in a transparent and systematic manner that recognizes the principles of risk management and conforms to the following principles: Reduction of human health and/or ecological risk; Reduction of financial liabilities; Compliance with federal environmental legislation and policies; and, cost effectiveness, efficiency and accountability. The RCMP Contaminated Sites Management Plan ensures that departmental resources are spent on priority areas in a transparent and accountable manner to all Canadians.
		Sites with completed Step 1 and/or Step 2 assessments Total sites with step 1 and/or step 2 assessments completed (#); total sites within RCMP portfolio (#)	3.1.3 Financial liability (as defined by TBS) of known contaminated sites and unknown risk of RCMP portfolio reduced annually	66% of RCMP properties have completed Step 1 and/or Step 2 Assessments, under the RCMP Contaminated Sites Management Plan. 2263 sites completed out of 3450 total sites	Through the RCMP Contaminated Sites Management Plan, an action plan is in place to complete 100% of all required Step 1 and 2 assessments by the end of FY 2009-2010. This process serves to identify and prioritize potential environmental risks and establish follow-up plans to address them.
		Degree of sites with completed storage tank inventories for reportable and non-reportable tanks * Sub-target 1: 100% Reportable tanks by 2007 * Sub-target 2: 100% of non-reportable tanks by 2009 Total reportable tanks (#); Total non-reportable tanks; total sites with inventories completed for a) reportable tanks and b) non-reportable tanks (#)	3.1.3 Financial liability (as defined by TBS) of known contaminated sites and unknown risk of RCMP portfolio reduced annually	Reportable Tanks: 100% with completed inventories * Sub-target 1 achieved. 102 tanks comprising 65 tank-systems. Non-reportable Tanks: 23% with completed inventories * Sub-target 2 in progress. 1307 tanks total; 305 with completed inventories.	Historically, old and leaking heating oil tanks have proved to be a common source of contamination on properties throughout Canada. With a focus on prevention, the RCMP has taken action to understand the risks posed by our fuel storage tanks, with initial focus on our underground and large aboveground tanks (i.e., reportable) which could pose the highest risk levels. Emergency spill response programs have also been launched nationally to ensure rapid response in the event of a possible leak, thus enhancing protection of human and environmental health.
3C. Potable Water	Federal SD Goal I: Clean Water	Potable water systems managed in accordance with RCMP standard operating procedures for Potable water systems Total potable water systems (#); Total potable water systems operating in accordance with SOP requirements (#)	3.1.4 Potable Water systems managed in accordance with RCMP policy is increasing	97% of RCMP owned potable water well systems are managed in accordance with non-standardized interim operating procedures 173 owned potable water well systems managed under interim operating procedures, out of 179 total confirmed owned systems	The RCMP participates in the Interdepartmental Working Group on Drinking Water Quality, charged with identifying and standardizing an improved federal approach for managing and verifying potable water quality that is provided for employees. An RCMP Guidance Document to standardize a comprehensive improved approach is under development for launch in FY08-099
3D. Hazardous Materials	Federal SD Goal II: Clean Air	Management/ abatement plans in-place for buildings with confirmed hazardous materials Total plans developed (#); Total buildings with confirmed hazardous materials (#)	3.1.5 Capacity to manage hazardous building materials and hazardous waste is increasing annually	357 buildings have confirmed some degree of hazardous building material presence (lead paint, asbestos, etc.). 37 of these (10%) have active management or abatement plans in place, depending on risk level.	The potential for presence of hazardous building materials can be gauged based on the age of the building. Suspected buildings are assessed for the potential presence of hazardous building materials and site-specific strategies are developed as solutions for each confirmed incidence.
		Facilities with confirmed halocarbon inventories Total RCMP sites (#); Total sites with confirmed inventories (#)	3.1.5 Capacity to manage hazardous building materials and hazardous waste is increasing annually	26% of RCMP owned/leased buildings have completed halocarbon inventories 660 buildings out of 2527 total have halocarbon inventories	Northwest Region has piloted a Halocarbon Management Program to enhance employee awareness of responsibilities and encourage action to maintain compliance with the Federal Halocarbon Regulations. Pilot will be expanded to other regions in FY08-09.
3E. Fleet Management	Federal SD Goals II & III: Clean Air & Reduce Greenhouse Gas Emissions and Greening Government Operations Goals: Vehicle Fleets & Green Procurement	Ethanol blended fuel purchased for RCMP fleet Total E10 fuel purchased (L); Total vehicle fuel purchased (L)	3.1.6 Operational strategies for mitigating environmental impacts of RCMP fleet improved by 2010	2% of all fuel purchased in 07-08 was E10 blended 540,775 L of E10; 31,639,974 L regular/other gasoline	The RCMP supports approaches to reduce the emissions associated with Fleet, including the purchase of 1065 Flex Fuel (E85) vehicles and 75 Hybrid-electric vehicles with improved fuel efficiency.
		GHG emissions per vehicle kilometre. Total GHG emissions for RCMP fleet (CO2-eq); Total fleet kilometres (km)	3.1.7 Reduce GHG emissions per vehicle kilometre from RMCP fleet by 2010	350 g carbon-dioxide equivalent Greenhouse Gas emissions, per vehicle kilometre travelled. 32,180,749 L fuel consumed, generating 75,946,567 kg of emissions; 211,068,731 km travelled in 07-08	The RCMP encourages green-driving principles, including idling reduction, as a measure to assist our fleet related emissions. Efforts to integrate efficient vehicles and cleaner burning fuels, including ethanol-blended gasoline, further support this goal
3F. Policing Operations	Federal SD Goal IV: Sustainable Use of Natural Resources	Degree of response to operational calls for service Total calls for service (#); total SD responses or follow-up action (#)	3.2.1 Capacity for providing on-going support to operations to integrate environmental considerations into policing initiatives is improving	100% of operational requests for service from SD/Environmental staff led to implementation of follow-up projects or programs 21 calls for service; 21 SD responses and follow-up action	Vancouver 2010 Integrated Security Unit requested assistance to identify environmental requirements for cruise-ship accommodations being commissioned in support of the Olympics. This has expanded to identify other opportunities for SD integration into planning and delivery of security services for major events.

Table 10: Response to Parliamentary Committees and External Audits FYI 2007-2008

Response to Parliamentary Committees

N/A

Response to the Auditor General (including to the Commissioner of the Environment and Sustainable Development)

2007 October Report of the Auditor General of Canada Chapter 1— Safeguarding Government Information and Assets in Contracting The Government of Canada uses a wide range of classified and protected information and assets to help govern the country. The audit examined how the federal government ensures the security of sensitive information and assets that it makes available to industry in the course of contracting. The Government Security Policy and its related operational and technical standards prescribe safeguards to help make the contracting process and internal government operations more secure. These safeguards are designed to preserve the confidentiality, integrity, availability and value of information and assets and to assure the continued delivery of services. For more information, visit: http://www.oag-bvg.gc.ca/internet/English/aud_ch_oag_2007_1_e_23825.html Chapter 7—Management of Forensic Laboratory Services—Royal Canadian Mounted Police The Forensic Laboratory Services (FLS) of the Royal Canadian Mounted Police provides forensic analysis services for criminal cases to Canada's law enforcement community, which includes Canadian police agencies, Crown Counsel and other federal, provincial and municipal agencies. It operates laboratories in six cities across Canada. In 2005, the House of Commons Standing Committee on Justice and Human Rights, Public Safety and Emergency Preparedness heard conflicting testimony on the performance of the Forensic Laboratory Services. The Committee subsequently asked the Auditor General of Canada to audit the performance of the FLS and the status of DNA cases and service requests. Examined were the timeliness of service delivery by the FLS, the quality management system, consultation with clients and performance reporting to Parliament. We did not audit the quality of the forensic science and offer no opinion, positive or negative, on the validity of scientific analysis used. For more information, visit: http://www.oag-bvg.gc.ca/internet/English/aud_ch_oag_200705_7_e_17482.html#ch7hd3a be

External Audits (Note: These refer to other external audits conducted by the Public Service Commission of Canada or the Office of the Commissioner of Official Languages)

RCMP Pension and Insurance Plan Investigation The investigation provided a comprehensive review of the allegations made relating to reports of mismanagement or irregularities in the administration of the RCMP's pension and insurance plans. For more information, visit: http://publicsafety.gc.ca/rcmppension-retraitegrc/iircmp-grc-en.asp#rp

Canada Firearms Centre

Table 9-B – Response to Parliamentary Committees and External Audits FYI 2007-2008

Below is a list of responses to parliamentary committee reports, reports of the Auditor General of Canada and external audits that pertain to the department's work for FY 2007-2008, along with a link or reference to more information.

Response to Parliamentary Committees

N/A

Response to the Auditor General (including to the Commissioner of the Environment and Sustainable Development)

N/A

Table 10: Canadian Firearms Program: Federal Government Costs and Anticipated Planned Spending Requirements

In response to Recommendation 4.27 of the May 2006 Auditor General Report on the Canadian Firearms Program, direct and indirect costs are defined as follows:

• Direct Costs: represent those reimbursed by CAFC to its partners for services/activities provided in support of the Program and agreed upon through a Memorandum of Agreement.
• Indirect Costs: certain costs of the Canadian Firearms Program incurred by federal partners that are not reimbursed by CAFC (see Auditor General Report – Definitions). Indirect costs can be sub-divided into two categories: those costs incurred and not reimbursed by the Centre. An example would be collective bargaining salary increases that are passed on to departments by TBS or, overhead costs for ministerial or infrastructure support. Secondly, indirect costs can be those that are received without charge such as accommodation and employee benefits to, for example, the Public Service Dental Plan.

Organization ($ millions)	Past Expenditure (1995-1996 to 2006-2007)	2007-2008 Expenditures
Direct Costs:
Canada Firearms Centre	726.1	46.7
Royal Canadian Mounted Police 2	117.2	0.0
Other Federal Government Departments (costs reimbursed by CAFC):
Canada Border Services Agency	22.3	1.7
Department of Justice	2.0	1.2
Public Works and Government Services Canada	1.8	0.0
Human Resources Development Canada3	32.7	0.0
Transfer payments to Provinces	202.0	12.5
Contribution payments to Aboriginal Communities, Other Communities	2.0	0.2
Total Direct Costs:	1106.1	62.3
Indirect Costs not reimbursed by Canada Firearms Centre:
Public Safety & Emergency Preparedness Canada	1.5	0.2
Royal Canadian Mounted Police	4.3	0.0
Royal Canadian Mounted Police – NWEST	8.5	0.0
Canada Border Services Agency	7.4	0.0
Correctional Service Canada	45.5	9.4
National Parole Board	6.0	0.9
Department of Justice	11.1	0.0
Department of Foreign Affairs & International Trade Canada	0.4	0.0
Public Works & Government Services Canada	16.9	1.9
Other	11.0	1.7
Total Indirect Costs:	112.6	14.1
Total Program Costs	1,218.7	76.4
Net Revenues (1)	(128.4)	(7.1)
Net Program Costs	1,090.3	69.3
Notes: 2 Reflects direct costs reimbursed by DOJ/CAFC prior to May 17, 2006 to the RCMP. Starting with 2006-2007, direct and indirect costs incurred by the RCMP in support of the Firearms Program will be included within CAFC’s direct operating costs. 3 HRDC no longer provides support services to CAFC for the Central Processing Site in Miramichi, N.B.
1. Revenues are credited to the Consolidated Revenue Fund and are not available as offsets to operating expenditures. Note: Please refer to Table on Horizontal Initiatives for explanations of expected results, planned spending and indirect costs not reimbursed by CAFC as reported by the Centre's federal partners to substantiate estimated planned spending requirements related to the delivery of their portion of the Firearms Program. Expenditures are rounded to the nearest one hundred thousand, e.g. $75,000 is rounded up to $0.1 million and $45,000 is rounded down to $0.0 million.

Table 11-A: Internal Audits (current reporting period)

Name of Internal Audit	Audit Type	Status	Completion Date	Electronic link to Report
IT Security Framework (Changed from: Technical Departmental Security)	IT Security – Assurance Engagement	Completed	May 2007	See Note 1
Pension Plan Financial Statements FY 2005-06	Financial – Assurance Engagement	Completed	June 2007	See Note 1
National Security Operations – Criminal Intelligence Management Framework	Operational – Assurance Engagement	Completed	July 2007	See Note 1
Real Time Identification (RTID)	IT Project – Assurance Engagement	In Progress	Dec. 2008	N/A
Canadian Air Carrier Protection Program	Operational – Assurance Engagement	Completed	June 2008	N/A
Recruiting	Operational – Assurance Engagement	In Progress	Dec 2008	N/A
PRIME BC	IT Project – Assurance Engagement	Completed	Feb. 2008	See Note 1
TEAM	IT Operational – Assurance Engagement	Completed	Jan. 2008	See Note 1
Operational Communications Centres Audit	Operational –Assurance Engagement	Completed	June 2008	N/A
Staff Relations Representative Program	Operational –Assurance Engagement	In Progress	Dec. 2008	N/A
Health Benefit Program	Human Resources – Assurance Engagement	Completed	Jan. 2008	See Note 1
Canada Firearm Centre – Financial Statements FY 2006-07	Financial – Assurance Engagement	Completed	Jan. 2008	See Note 2
Canada Firearm Centre – Management Control Framework	Operational – Assurance Engagement	In Progress	Dec. 2008	N/A

Note 1: All RCMP Internal Audit Committee Approved Reports can be retrieved through the following link: http://www.rcmp.ca/corpman/audit_e.htm

Note 2: This report is classified and does not appear on the RCMP public web site.

Table 11-B: Evaluations (current reporting period)

1. Name of Evaluation	2. Program Activity	3. Evaluation Type	4. Status	5. Completion Date	6. Electronic link to Report
Balanced Score Card	SPPD Impact	Evaluation	Completed	Feb. 2008	N/A
Forensic Imaging Services Review	Policing Support Services	Program Review	Completed	Feb.2008	N/A
Integrated National Security Enforcement Teams (INSET)	Federal Policing	Summative Evaluation	Completed	June 2008	N/A
Source Development Units (SDU)	Policing Support Services / Federal Policing	Summative Evaluation	Completed	June 2008	N/A
Full Potential Program	Human Resources	Formative Evaluation	Completed	June 2008	N/A
Shiprider II	Federal Policing	Summative Evaluation	Completed	June 2008	N/A
National Anti-Drug Strategy	Federal Policing	(Advisory) RMAF14 Development – Led by Department of Justice	In Progress	May 2008	N/A
2010 Olympics	Federal Policing	(Advisory) RMAF Development – Led by Heritage Canada	Completed	May 2008	N/A
Customs & Excise (C&E) Program	Federal Policing	(Advisory) Formative Evaluation – Advisory to Customs and Excise Program	In Progress	TBD	N/A
Marine Security Operations Center – Coastal	Federal Policing	(Advisory) RMAF Development – Led by DND	In Progress	Sept. 2008	N/A
National Child Exploitation on the Internet	Policing Support Services	(Advisory) Summative Evaluation – Led by Public Safety Canada	In Progress	July 2008	N/A
Horizontal Performance Framework for Marine Security	Federal Policing	(Advisory) Horizontal Evaluation led by Transport Canada	In Progress	2009/2010	N/A
Marine Security Enforcement Teams (MSET)	Federal Policing	Implementation Evaluation	In Progress	Dec. 2008	N/A
Canada Firearms Program	Policing Support Services	Formative Evaluation	In Progress	Oct. 2008	N/A
RCMP Reserve Program	Contract Policing	Summative Evaluation	In Progress	Oct.2008	N/A
Critical Infrastructure Protection (CIP)	Program Policing Support Services	Summative Evaluation	In Progress	Oct. 2008	N/A
Aboriginal Policing Services – Contract Divisions	Contract Policing	Formative Evaluation	On-hold	TBD	N/A
Peacekeeping Re-Entry Program	Federal Policing	Advisory	Withdrawn from Evaluation Plan	N/A	N/A
Public Safety and Anti-Terrorism Initiatives	Federal Policing	Strategic Evaluation	Planned	TBD	N/A
Citizenship Inventory	Federal Policing	Formative Evaluation	Risked-out of Evaluation Plan	N/A	N/A
Recruitment and National Advertising Campaign	Human Resources	Formative Evaluation	Planned	March 2010	N/A
Aboriginal Policing Services – Federal Divisions and the North	Contract Policing	Formative Evaluation	Planned	2010	N/A
Community Safety Officer Pilot	Contract Policing	Formative Evaluation	Planned	June 2009	N/A
National Counterfeit Enforcement Strategy (NCES)	Federal Policing	Formative Evaluation	Planned	March 2009	N/A
7. Electronic Link to Evaluation Plan: Evaluation Plan is not available on the RCMP web site.
Notes: 10The evaluation is in final stage of completion and will be forwarded to the Treasury Board Secretariat once approved by the Audit and Evaluation Committee in June 2008. 11Ibid 12Ibid 13Ibid 14RMAF: Results based Management &Accountability Framework 15May 2008- RMAF has been submitted to TBS by the Department of Justice 16May 2008 RMAF input provided to Heritage Canada to update previous 2006 RMAF 17TBD – Pending availability of C&E Program Personnel 18Advice on framework design has been provided to Transport Canada, with horizontal evaluation anticipated in 2009/2010 19To Be Determined: Writing of this evaluation is currently on hold due to other competing priorities. 20Evaluation agreed to provide consultative services on conducting a survey for the Peacekeeping Re-Entry Program, as a management request. However, the Program determined that the information sought would not be required as initially planned, resulting in the request being withdrawn.

The table below lists significant findings from the above completed evaluations and a synopsis of lessons learned or actions that are being taken as a result:

Finding Lessons	Learned or Corrective Action being taken	Evaluation Report from Table 15-B
In 2007, the Internal Audit, Evaluation and Review Directorate, at the request of the Senior Executive Committee (SEC), conducted an Evaluation of the Balanced Scorecard (BSC). The overwhelming consensus of the Senior Managers interviewed led to the primary recommendation “that the BSC be maintained as the RCMP’s strategic performance management tool.” In total, the BSC Evaluation put forward nine recommendations, which were approved by the Audit and Evaluation Sub-Committee of SEC on February 11, 2008.	RCMP Commissioner Elliott endorsed the recommendation that the RCMP continue to use the BSC as its performance management tool at a meeting of the Senior Management Team (SMT) on February 20, 2008. In 2008-2009, the RCMP’s Strategic Policy and Planning Directorate (SPPD) will continue to work to address the remaining recommendations, all of which provide support to the continued use of the BSC.	Balanced Score Card
In 2007, the Internal Audit, Evaluation and Review Directorate, at the request of the Forensic Laboratory Services, provided guidance in conducting a review of the Forensic Science and Identifications Services. The review was in response to a recommendation contained in the May 7, 2007 Report by the Office of the Auditor General of Canada. The review found that the Laboratories provide excellent service to their clients in a cost-efficient manner and that Forensic Imaging Services be included in the long term vision for Forensic Identification Services Review, remaining under the umbrella of Forensic Identification Service, Forensic Science and Identifications Services.	That a national study be undertaken on the use of Digital photography within the RCMP. The study will evaluate the risks to the organization resulting from Untrained members taking, storing and archiving photographs contrary to policy Printing on a local printer and using these photographs for court purposes Use of digital photography only and eliminating the use of 35mm cameras. Not using colour correction in developing photographs for official purposes The non-maintenance of legacy equipment	Forensic Imaging Services Review

Canada Firearms Centre

Table 8: Internal Audits and Evaluations

Background

The CAFC administers two Contributions Program Funds, the Firearms Funding Program (for Opt-in Provinces) and the Aboriginal and/or Other Communities and Organizations Program (not-for-profit). Terms and Conditions for both of these programs were renewed by TBS in April 2005 for a five year period.

As per the TBS Guidelines, CAFC is required to provide detailed information on transfer payments programs that exceed $5 million for the reporting year. Only the Firearms Funding Program (for Opt-in Provinces) meets this criterion.

Expected Results

The CAFC is committed to providing funding to provinces that choose to administer the Firearms Program on their own. CAFC has developed service delivery models with the provinces for delivery of the Program activities within their jurisdiction. Funding priorities and activities focus on the delivery and administration of the Firearms Act and the associated Canadian Firearms Program. The delivery of the Program includes, but is not limited to, the following activities:

• Issuance, renewal and revocation of firearms licences
• Approval of certain transfers of firearms
• Issuance of authorization to transport (ATT) and authorization to carry (ATC)
• Inspection of firearms related businesses
• Approval of shooting ranges
• Safety education and training.

Table 9-A: Internal Audits (current reporting period)

 

Name of Internal Audit	Audit Type	Status	Completion Date	Electronic link to Report
Canada Firearm Centre – Financial Statements FY 2006-07	Financial – Assurance Engagement	Completed	Jan 2008	See Note 1
Canada Firearm Centre – Management Control Framework	Operational – Assurance Engagement	In Progress	Dec 2008	N/A

Note 2: This report is classified and does not appear on the RCMP public web site.

Table 9-C: Evaluations (current reporting period)

1. Name of Evaluation	2. Program Activity	3. Evaluation Type	4. Status	5. Completion Date	6. Electronic link to Report
Canada Firearms Program	Policing Support Services	Formative Evaluation	In Progress	Oct 2008	N/A

Table 12: Travel Policies

The RCMP follows and uses the Treasury Board of Canada Secretariat's travel policy parameters. The RCMP members also follow Treasury Board Authority #704761 effective on June 1, 1971 and Treasury Board Authority #710531 effective March 1, 1972 to address specific organizational needs.