ARCHIVED - Royal Canadian Mounted Police

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Minister's Message

As Canada’s Minister of Public Safety, I am pleased to present the Departmental Performance Report of the Royal Canadian Mounted Police for the period ending March 31, 2009.

The RCMP is an integral part of Canada’s public safety portfolio, which includes the Department of Public Safety, the Canada Border Services Agency, the Canadian Security Intelligence Service, the Correctional Service of Canada, the National Parole Board and three review bodies.

Together, these organizations are responsible for protecting Canada and Canadians by enforcing laws, managing emergencies, securing our borders, maintaining national security and providing correctional services. The RCMP delivers a range of policing and support duties at the local, provincial/territorial, national and international levels. Its broad mandate and operational capability make it a valued partner in Canadian law enforcement as well as one of the most unique and distinguished police agencies in the world.

Over the past fiscal year, the RCMP has achieved a number of successes in pursuit of its goal to provide Canadians with safe homes and safe communities. For example, the RCMP disrupted the criminal activities of key organized crime groups and terrorists. To better protect Canada’s economic integrity, it took steps to combat financial crime and increase public awareness of financial fraud.

The RCMP also focused on early intervention and community partnerships to advance its national youth priority. This helps Canada’s young people avoid crime as victims and offenders. Additionally, the RCMP promoted safer and healthier Aboriginal communities and prevented crime through culturally sensitive collaboration and social development.

It attracted and trained recruits in record numbers, resulting in more police
officers on our streets and in our communities, while also introducing community officer programs to augment public safety and assist police functions. The RCMP met or exceeded the majority of its objectives this year in reducing risks associated with firearms.

Fulfilling its international responsibilities, the RCMP continued to coordinate the participation of Canadian police officers in peacekeeping missions and strengthened its links with international law enforcement and security partners.

At the same time, the RCMP moved forward on its transformational strategy to address the recommendations of the Task Force on Governance and Cultural Change in the RCMP and other opportunities for renewal. The strategy is aimed at establishing a culture of continuous improvement that supports the RCMP’s vision of being an “adaptive, accountable, trusted organization of fully engaged employees demonstrating outstanding leadership and providing world-class police services.” Two progress reports from the independent body overseeing reform in the RCMP have commented positively on the results to date, while real and measurable change continues.

The Government of Canada is committed to reducing crime and enhancing public safety, and the RCMP plays an invaluable role in contributing to the security and well-being of Canadians. I invite you to learn more by exploring this report.

 

Section I – Departmental Overview

Raison d’être

Responsibilities

The RCMP’s mandate, as outlined in Section 18 of the RCMP Act, is multi-faceted. It includes preventing and investigating crime; maintaining peace and order; enforcing laws; contributing to national security; ensuring the safety of state officials, visiting dignitaries and foreign missions; and providing vital operational support services to other police and law enforcement agencies within Canada and abroad.

Strategic Outcomes and Program Activity Architecture (PAA)

Program Activity Architecture

Summary of Performance

2008-09 Financial Resources ($ millions)

	Planned Spending	Total Authorities	Actual Spending
Total Spending	$4,226.5	$4,637.3	$4,324.8
Total Spending Net of Respendable Revenues	$2,742.8	$3,073.9	$2,895.6

2008-09 Human Resources (FTEs)

Planned	Actual	Difference
29,161	27,532	–1,629

Strategic Outcome 1: Quality Federal Policing

Performance Indicators	Targets	2008-09 Performance
Number of incidents compromising the safety of RCMP protectees and the security of Canadian interests	Zero incidents	Met all: 100% of protectees and interests were free from incidents that compromised safety and security

($ millions)

Program Activity	2007-08 Actual Spending	2008-09				Alignment to Government of Canada Outcomes
		Main Estimates	Planned Spending	Total Authorities	Actual Spending
Federal and International Operations	$651.0	$768.4	$802.6	$833.5	$777.5	Primary: Safe and secure Canada Secondary: Strong economic growth Clean and healthy environment Fair and secure marketplace Healthy Canadians Diverse society that promotes linguistic duality and social inclusion Vibrant Canadian culture and heritage Safe and secure world through international cooperation Strong and mutually beneficial North American partnership
Protective Policing Services	$132.2	$177.0	$204.3	$230.4	$213.2
Total	$783.2	$945.4	$1,006.9	$1,063.9	$990.7

Strategic Outcome 2: Quality Contract Policing

Performance Indicators	Targets	2008-09 Performance
Percentage of Canadians who agree that the RCMP contributes to safe and healthy Aboriginal communities	80%	Mostly met; 74%
Percentage of Canadians who agree that the RCMP prevents and reduces youth involvement in crime (as victims or offenders)	84%	Mostly met; 81%
Percentage of partners satisfied that the RCMP provides appropriate protocols for rapid response	75%	Mostly met; 70%

($ millions)

Program Activity	2007-08 Actual Spending	2008-09				Alignment to Government of Canada Outcomes
		Main Estimates	Planned Spending	Total Authorities	Actual Spending
Community, Contract and Aboriginal Policing	$966.0	$1,043.3	$1,045.2	$1,218.2	$1,120.2	Primary: Safe and secure Canada Secondary: Clean and healthy environment Healthy Canadians Diverse society that promotes linguistic duality and social inclusion Vibrant Canadian culture and heritage
Total	$966.0	$1,043.3	$1,045.2	$1,218.2	$1,120.2

Strategic Outcome 3: Quality Policing Support Services

Performance Indicators Percentage of satisfaction of:	Targets	2008-09 Performance
Partners satisfied with RCMP contributions and collaboration	75%	Exceeded; 87%
Stakeholders satisfied with the timeliness and quality of RCMP responses	75%	Mostly met; 64%
Partners satisfied with effectiveness of RCMP technology and investigative techniques	75%	Exceeded; 85%
Partners satisfied with accuracy and comprehensiveness of RCMP information and intelligence	75%	Mostly met; 72%
Partner satisfaction with RCMP IM/IT support and services	75%	Somewhat met; 64%
Partner satisfaction with RCMP leadership in development of IM/IT interoperability solutions	75%	Not met; 39%

($ millions)

Program Activity	2007-08 Actual Spending	2008-09				Alignment to Government of Canada Outcomes
		Main Estimates	Planned Spending	Total Authorities	Actual Spending
Criminal Intelligence Operations	$89.8	$74.9	$74.9	$99.7	$77.4	Primary: Safe and secure Canada Secondary: Safe and secure world through international cooperation
Technical Policing Operations	$210.1	$216.0	$216.2	$254.1	$249.7
Policing Support Services	$90.5	$69.3	$69.3	$82.4	$114.4
National Police Services	$169.9	$146.2	$159.3	$174.9	$183.1
Total	$560.3	$506.4	$519.7	$611.1	$624.6

Strategic Outcome 4: Grants and Contributions: Payments applicable to all activities

Performance Indicators	Targets	2008-09 Performance
Statutory programs not requiring performance indicators	n/a	n/a

($ millions)

Program Activity	2007-08 Actual Spending	2008-09				Alignment to Government of Canada Outcomes
		Main Estimates	Planned Spending	Total Authorities	Actual Spending
Pension Under the RCMP Pension Contribution Act	$19.6	$23.0	$23.0	$18.9	$18.9	Primary: Income security and employment for Canadians Secondary: Safe and secure Canada
Grant to compensate members of the RCMP for injuries received in the performance of duties	$62.0	$69.3	$69.3	$73.4	$73.4
Survivor Income Plans	$2.2	$2.2	$2.2	$2.1	$2.0
Total	$83.8	$94.5	$94.5	$94.4	$94.3

Strategic Outcome 5: Minimized Risks to Public Safety from Firearms

Performance Indicators 2	Targets	2008-09 Performance 3
Number of known “at-risk” individuals whose licence for firearms possession is revoked or who are prohibited from possessing a firearm	No individuals subject to prohibition orders or licence revocations retains possession or acquisition privileges	Met all
Number of queries to the firearms database used by frontline police (Canadian Firearms Registry Online (CFRO) queries)	10% increase in CFRO queries from previous year	Exceeded
Number of participants in safety courses	Consistent number of participants from year to year	Exceeded
Compliance rates for licence renewals	Individuals in possession of firearms renew their licences	Mostly met

($ millions)

Program Activity	2007-08 Actual Spending	2008-09				Alignment to Government of Canada Outcomes
		Main Estimates	Planned Spending	Total Authorities	Actual Spending
Firearm Registration	$62.3	$23.6	$13.6	$23.8	$8.4	Primary: Safe and secure Canada
Firearms Licensing and Supporting Infrastructure		$62.9	$62.9	$62.5	$57.4
Total	$62.3	$86.5	$76.5	$86.3	$65.8

Contribution of Priorities to Strategic Outcomes

The RCMP’s plans and priorities for 2008-2009 were developed after consideration of several elements including a high level environmental scan, a review of results from the previous year, the Budget 2007, the Speech from the Throne, external factors and major events. By taking these elements into consideration throughout the planning cycle, the organization was able to identify Strategic and Management Priorities that focused directly on enhancing public safety, and better assuring effective and efficient operations of the organization.

Operational Priorities

For 2008-2009, the RCMP assessed and reconfirmed the following Strategic Priorities:

• Organized Crime: Reduce the threat and impact of organized crime
• Terrorism: Reduce the threat of terrorist criminal activity in Canada and abroad
• Economic Integrity: Contribute to Canada’s economic integrity through crime reduction
• Youth: Prevent and reduce youth involvement in crime as victims and offenders
• Aboriginal Communities: Contribute to safer and healthier Aboriginal communities

Management Priorities

Issues identified in the RCMP employee survey, the Task Force on Governance and Cultural Change in the RCMP, and other reviews of Human Resources management and workplace issues had a major impact on the RCMP’s Management Priorities. Ensuring effective ongoing management of the workforce in order to achieve high levels of employee satisfaction, retention, engagement and performance is a necessary prerequisite to achieving the RCMP’s strategic objectives. Human resources renewal remains a significant management priority for the RCMP; it is apparent that any weaknesses in our Human Resources management practices prevent the organization from fully achieving its goals and can also lead to higher levels of risk and reduced confidence in the organization.

Operational Priorities 4	Type	Status 5	Links to Strategic Outcome(s)
Organized Crime: Reduce the threat and impact of organized crime	Ongoing	Exceeded	Quality contract policing Quality federal policing Quality policing support services
Terrorism: Reduce the threat of terrorist criminal activity in Canada and abroad	Ongoing	Exceeded	Quality contract policing Quality federal policing Quality policing support services
Economic Integrity: Contribute to confidence in Canada’s economic integrity through crime reduction	Ongoing	Met all	Quality contract policing Quality federal policing Quality policing support services
Youth: Prevent and reduce youth involvement in crime as victims and offenders	Ongoing	Mostly met	Quality contract policing Quality federal policing Quality policing support services
Aboriginal Communities: Contribute to safer and healthier Aboriginal communities	Ongoing	Mostly met	Quality contract policing Quality federal policing Quality policing support services

Management Priorities	Type	Status 6	Links to Strategic Outcome(s)
Human Resources Renewal: One of the six priority management strategies that are contained in the RCMP’s Strategic Framework. 7	Ongoing	Somewhat met	All
Accountability: One of the six priority management strategies that are contained in the RCMP’s Strategic Framework. 7	Ongoing	Met all	All
Performance Management: One of the six priority management strategies that are contained in the RCMP’s Strategic Framework. 7	Ongoing	Met all	All

Risk Analysis

As a police organization, the RCMP must continually manage risk. A key element for the RCMP, in partnership with other police agencies and the security and intelligence community, is the proactive identification of new or emerging risks to public safety before they materialize as criminal plans or attacks on society and its institutions. The benefits of being a risk-savvy organization include better informed decision making at all levels, enhanced due diligence, increased accountability and rational resource allocation to support the achievement of objectives and priorities.

The RCMP has developed policy and guidelines to formalize integrated risk management processes within the Force for employees at all levels. At each level the key risks are reviewed, trends are identified and are then escalated to the next management level if warranted. As a result, business plans are able to present a carefully refined view of the corporate level risk profile and risk treatment strategies that exist or will be implemented.

Expenditure Profile

The 2008-2009 actual spending for the RCMP increased $440 million over the previous year.

Spending increases relate to the costs of meeting increased policing service requirements of provinces, municipalities and First Nations communities, the additional resources required to focus on law enforcement priorities such as drugs, corruption and border security, planning and operations activities related to policing and security of the 2010 Olympic and Paralympic Winter Games and the security requirements for the 12th Summit of la Francophonie held in Quebec in the fall of 2008. The increase also reflects the impact of compensation adjustments for RCMP members, civilian members and public service employees.

Voted and Statutory Items ⁸
($ millions)

Vote # or Statutory Item (S)	Truncated Vote or Statutory Wording	2006-07 Actual Spending	2007-08 Actual Spending	2008-09 Main Estimates	2008-09 Actual Spending
50	Operating expenditures	$1,632.8	$1,769.9	$1,840.8	$2,101.7
55	Capital expenditures	$225.4	$233.7	$329.0	$289.2
60	Grants and Contributions	$68.8	$77.5	$88.3	$89.6
(S)	Pensions and other employee benefits – Members of the Force	$270.5	$283.2	$333.5	$311.0
(S)	Contribution to employee benefit plans	$58.5	$63.3	$61.6	$73.4
(S)	Pensions under the Royal Canadian Mounted Police Pension Continuation Act	$20.4	$19.6	$23.0	$18.9
Total		$2,276.4	$2,447.2	$2,676.2	$2,883.8

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