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Section II: Analysis of Program Activities by Strategic Outcomes
Performance Status Legend
Exceeded: More than 100 percent of the expected level of performance (as evidenced by the indicator and target or planned activities and outputs) for the expected result identified in the corresponding RPP was achieved during the fiscal year.
Met All: 100 percent of the expected level of performance (as evidenced by the indicator and target or planned activities and expected outputs) for the expected result identified in the corresponding RPP was achieved during the fiscal year.
Mostly Met: 80 to 99 percent of the expected level of performance (as evidenced by the indicator and target or planned activities and expected outputs) for the expected result identified in the corresponding RPP was achieved during the fiscal year.
Somewhat Met: 60 to 79 percent of the expected level of performance (as evidenced by the indicator and target or planned activities and outputs) for the expected result identified in the corresponding RPP was achieved during the fiscal year.
Not Met: Less than 60 percent of the expected level of performance (as evidenced by the indicator and target or planned activities and outputs) for the expected result identified in the corresponding RPP was achieved during the fiscal year.
Strategic Outcome #1 - Quality Federal Policing
Program Activity 1: Federal and International Operations
Program Activity Description
Provides policing, law enforcement, investigative and protective services to the federal government, its departments and agencies, and to Canadians.
| Planned Spending | Total Authorities | Actual Spending |
|---|---|---|
| 728.4 | 756.0 | 646.2 |
| Planned | Actual | Difference |
|---|---|---|
| 5,100 | 4,275 | -825 |
| Expected Results |
Performance Indicators |
Targets | Performance Status |
|---|---|---|---|
| Improve the security of the Canadian economy and protect Canadians and their government from financial crime | Percentage of Canadians who agree that the RCMP plays a valuable role in reducing the impact of economic crime such as credit card counterfeits and identity fraud | 85% | Mostly met: 77% |
| Reduce the threat and impact of serious and organized crime | Number of disruptions through law enforcement actions to the ability of group(s) or individual(s) to carry out organized criminal activity 26 |
n/a 27 |
Met: Organized crime groups disrupted: 56 |
| Percentage of Canadians who agree that the RCMP plays a valuable role / fulfills its strategic priority of reducing the threat and impact of organized crime 28 | 92% | Mostly met: 83% | |
| Reduce the threat of terrorist criminal activity in Canada and abroad | Percentage of policing partners who agree that the RCMP makes a valuable contribution to reducing the threat of terrorist criminal activity in Canada and abroad |
92% | Somewhat met: 69% 29 |
| Percentage of Canadians who agree that the RCMP plays a valuable role in reducing the threat of terrorist criminal activity in Canada | 89% | Mostly met: 87% | |
| Number of disruptions 30 through law enforcement actions to the ability of a group(s) or individual(s) to carry out terrorist criminal activity, or other criminal activity that may pose a threat to national security in Canada or abroad | 6 |
Exceeded: 26 First quarter = 0 Second quarter = 6 Third quarter = 12 Fourth quarter = 8 |
|
| Number of violent 31 national security-related incidents in Canada | 0 | Met all: 0 |
Performance Summary and Analysis of Program Activity
The RCMP’s Federal and International Operations program activity contributes to protecting public safety and ensuring the economic and national security of Canada. The sovereignty and stability of Canada are protected through the prevention, investigation, disruption and prosecution of terrorist criminal activity and other national security threats such as espionage and security offences. By striking at the roots of organized crime and targeting all forms of financial crime, the RCMP reduces both short- and long-term social and economic harm to Canadians, thereby maintaining consumer and investor confidence in the Canadian economy. International peace and security are promoted through the provision of police-related expertise in weak, failed or fragile states. There were several notable operational successes in 2010-11 with respect to reducing the threat of terrorism, reducing the impact of organized crime, protecting economic integrity and providing Canadians with a safe and secure society.
The RCMP’s National Security Criminal Investigations is focused on building partnerships with critical infrastructure stakeholders in the private sector for the exchange of information and intelligence. The Suspicious Incident Reporting System was created for private sector partners to input data online. These reports are circulated to various partners and across Canadian and US government departments including the Federal Bureau of Investigation, Transportation Security Administration, Department of Homeland Security, New York City Police Department and other agencies.
Significant progress has been made with key partners in Canada and the United States in developing a common approach to countering violent extremism. This continued work will result in a coordinated strategy for community outreach and the engagement of diverse communities. It is also enhancing the education of front-line police officers and their understanding of radicalization to violence. Overall, this common approach is leading to a better understanding of threats, the use of a common lexicon in communications, and has maximized interoperability of investigations between the RCMP and its North American partners.
The RCMP is the co-chair of the Counter Terrorism and National Security Committee of the Canadian Association of Chiefs of Police, which is mandated to harmonize the work of Canadian law enforcement in the areas of criminal activities related to terrorism and national security threats. The RCMP-led “O” Division (Ontario) Integrated National Security Enforcement Team and the Canadian Security Intelligence Service were the first to be awarded, outside of the US, the International Association of Chiefs of Police and Booz Allen Hamilton Outstanding Achievement in the Prevention of Terrorism Award for Project OSAGE 32, a national security criminal investigation that resulted in the conviction of several individuals for participation in a terrorist group whose intent was to bomb symbolic Canadian institutions. The RCMP’s National Security Criminal Investigations is also actively engaged on the international sphere and participates at international conferences to enhance the understanding of violent extremism, coordinate strategies and learn from best practices.
The RCMP’s National Security Criminal Investigations was an active participant in disseminating information to partners and the public, both in written reports and at speaking engagements. National Security Criminal Investigations also delivered three courses, which trained 84 participants on subjects including: the Anti-Terrorism Act ; information sharing with domestic and foreign partners and within the RCMP; policy and procedures; anti-terrorist financing; cultural diversity, privacy and human rights; and national security criminal investigative techniques. Security awareness workshops were offered to partner agencies – such as Correctional Service of Canada and Communications Security Establishment Canada – and had 75 participants in attendance.
The RCMP has undertaken extensive community outreach initiatives across Canada and processes have been put in place to ensure complementary delivery of outreach initiatives across the country. Participation has taken the form of cross-cultural roundtables, community advisory committees, cultural awareness training and family fun days. Such outreach ensures that the community is active in and knowledgeable of the RCMP’s activities to ensure a safe and secure Canada.
Between April 2010 and March 2011, the RCMP was successful at disrupting 33 a total of 56 organized crime groups identified as Divisional Enforcement Priorities. These are organized crime groups identified by Criminal Intelligence Service Canada to represent the greatest criminal threats at the provincial level throughout Canada. At a minimum, these disruptions entailed arrests of organized crime targets and the seizure or restraint of proceeds of crime from the criminal organization. In a limited number of cases, the level of disruption involved the total dismantlement of the organized crime groups. The RCMP also successfully disrupted one National Enforcement Priority organized crime group. Three additional investigations involving National Enforcement Priority groups are ongoing, one of which is proceeding as a Divisional Enforcement Priority file. In addition, one other investigation has been concluded. It should be noted that National Enforcement Priority files, unlike Divisional Enforcement Priority files which are priority organized crime groups identified by the provinces, entail long-term, high-level investigative strategies which often take several years to complete.
During the 2010-11 fiscal year, the RCMP’s National Port Enforcement Teams more than doubled the number of stolen vehicles recovered, in comparison to their results from the previous year. The recoveries were mainly in relation to stolen vehicles exported from the Ports of Montreal and Halifax. A number of individuals linked to organized crime groups have been charged as a result of the seizures. During the same time period, the National Port Enforcement Teams seized a total of 668 kilograms of cocaine and 27 metric tons of hashish. In March 2011, the RCMP and Canada Post worked jointly to disrupt a criminal network involved in counterfeited postage stamps. Forty thousand stamps were seized, a potential value of over $2.6 million.
In August 2010, the RCMP and Cape Breton Regional Police charged 16 people in the traffic of cocaine, ecstasy and marihuana, at the end of a nine-month investigation that involved upwards of 50 officers from both partners. In September 2010, Chilliwack RCMP seized 63.5 kilograms of MDMA tablets (ecstasy pills). This seizure, which is the equivalent of 200,000 individual doses, underscores British Columbia’s role as a predominant regional market for the production and distribution of dangerous synthetic drugs.
In June 2010, the RCMP created a new unit in Montreal to monitor the Internet for the illegal sale of pharmaceutical drugs in Canada. Since its inception, this unit has identified a few hundred websites and classified ads on the Internet, which has led to a number of criminal investigations. In several instances, information was also appropriately shared with foreign police agencies that subsequently investigated and assisted the RCMP in its investigations.
Approximately 11 organized crime groups involved in the illicit contraband tobacco market were disrupted during the 2010-11 fiscal year. The RCMP seized approximately 782,000 cartons or unmarked bags of contraband cigarettes, 43,000 kilograms of fine-cut tobacco and approximately 5,300 kilograms of raw leaf tobacco. This represents a decrease in the amount of cartons of contraband cigarettes seized in 2010 when compared to 2009 figures. In parallel, legitimate sales of cigarettes are reported to have increased. When addressing the rise of legal sales in 2010, Phillip Morris International attributed these figures to government enforcement measures that have reduced contraband sales since 2009 34.
The RCMP’s Integrated Proceeds of Crime and Anti-Money Laundering teams concluded 35 major projects in 2010, most of which targeted organized crime groups. During the year, 37 targets were charged with multiple Proceeds of Crime and Money Laundering Offences, resulting in 42 convictions and the forfeiture of assets valued in excess of $19 million. In addition, information with an estimated file value totalling over $525 million was provided to numerous departments including Canada Revenue Agency, Provincial Civil Forfeiture Units and other law enforcement agencies.
While the large urban centres are typically “target rich” environments, a Saskatchewan case demonstrated the extent of organized crime’s reach throughout Canada and the positive impact of the Proceeds of Crime program. The Regina Integrated Proceeds of Crime Unit investigated an Asian organized crime group operating in Saskatchewan and other parts of the country. This complex investigation resulted in the seizure and eventual forfeiture of several properties used to grow marihuana, a number of businesses used to launder their criminal proceeds, as well as some vehicles, a firearm and a bulletproof vest. The forfeited property was valued in excess of $3 million. In this case, seven people were charged and were either convicted or pled guilty.
Working in collaboration with several external partners, the Canadian Anti-Fraud Centre, through various strategies, has prevented the commission of thousands of frauds and saved millions of dollars in 2010-11. Disruption strategies included shutting down 55,000 e-mail accounts used to facilitate fraud, as well as closing other services used to facilitate fraud such as 4,500 telephone accounts, 1,066 online classified ad accounts, 84 websites, and 182 credit card merchant accounts. Many of the strategies developed by the Canadian Anti-Fraud Centre have been adopted by several nations around the world.
The RCMP has promoted international peace and security by helping to strengthen the abilities of law enforcement organizations in the Americas and the Caribbean to effectively combat threats of organized crime, terrorism, and regional instability. The RCMP has provided both operational and executive development training to members of the Mexican Federal Police. The RCMP has also deployed senior officers to work within the Royal Turks and Caicos Island Police Force to help develop its law enforcement capabilities. In addition, the RCMP has assisted the Police Reform Commission in Guatemala in its efforts to reform and develop its policing organization.
Extensive interdepartmental consultations led to the renewal until 2016 of the Canadian Police Arrangement, which formalizes partnerships between the Department of Foreign Affairs and International Trade, the Canadian International Development Agency, Public Safety Canada and the RCMP. The goal of the Canadian Police Arrangement is to support the Government of Canada’s commitment to build a more secure world through Canadian participation in international police peacekeeping and peace operations.
Two new Peace Operation missions were undertaken in 2010-11, namely the Special Tribunal for Lebanon in The Hague and the United Nations Stabilization Mission in the Democratic Republic of the Congo. The RCMP deployed 50 additional civilian police officers to the Haiti Reconstruction Team to assist with post-earthquake efforts. The RCMP’s International Peace Operations Branch is also continuing its work in renewing 24 Memoranda of Understanding and the negotiation of two new agreements with provincial, regional and municipal police partners from across Canada. These Memoranda of Understanding afford the RCMP an opportunity to ensure a diverse representation of municipal, regional and provincial police services in peace operation missions.
The RCMP is committed to protecting Canadians from border-related criminality while allowing for the secure and effective international movement of people and goods. In August 2010, the RCMP worked in partnership with Canada Border Services Agency and the Canadian Forces to intercept the MV Sun Sea, a cargo ship carrying 492 migrants from Sri Lanka organized by contracted smugglers. The RCMP has since temporarily deployed Liaison Officers to Southeast Asia as a means to prevent future human smuggling vessels destined for Canada. The RCMP is also leading a whole-of-government National Joint Intelligence Group to collate and analyze information in relation to the prevention of organized human smuggling. In addition, the RCMP has continued to advance the use of technology in the border environment. The RCMP’s Integrated Border Enforcement Teams played a lead role in the establishment of a bi-national radio-interoperability system between Canadian and US border enforcement personnel. Once in place, the system will permit law enforcement agencies to coordinate timely responses and investigations of border incidents while improving both officer and public safety.
Lessons Learned
The RCMP’s National Security Criminal Investigations continues to be the subject of public scrutiny. As a result, the Legislative Affairs Branch within National Security Criminal Investigations is providing a centrally coordinated response to issues arising from public inquiries and civil litigation. In addition, the RCMP has provided interdepartmental consultations on a number of new legislative documents and amendments to existing legislation including efforts to enhance the Commission for Public Complaints Against the RCMP and inter-agency review. National Security Criminal Investigations has provided regular updates on both Canadian and international legal decisions that may potentially affect RCMP policies or operational conduct.
National Security Criminal Investigations continues to work with other RCMP units, as well as partner agencies, to ensure a strong, integrated law enforcement response to terrorist-related criminal activity and domestic radicalization. This approach reinforces Canada’s reputation as a trusted and reliable international counterterrorism partner. “Project Severe” is a recent example of this approach. This investigation took place over the course of six months and resulted in terrorist-related criminal charges against a Canadian citizen. The subject’s suspicious behaviour was originally reported through the Suspicious Incident Reporting System and subsequently turned over to the “O” Division (Ontario) Integrated National Security Enforcement Team for further investigation. “Project Severe” is aimed at the roots of the problems leading from radicalization to violence. The subject, a Canadian citizen, attempted to leave Canada to join with Al Shabaab, an Islamist insurgency group in Somalia. Al Shabaab is linked to al Qaeda and is extremely effective at recruiting young, diaspora Somalis. Other Canadian citizens are believed to have already left Canada to join this group.
RCMP National Security Criminal Investigations is a member of the Government of Canada’s Counter Violent Extremism Working Group, to discuss matters of mutual concern to develop a whole-of-government response to the issue of radicalization and violent extremism. Further discussion on potential counter-radicalization strategies will continue with this group to identify a way forward on counter-radicalization.
In September 2010, a strategic report titled Human Trafficking in Canada: A Threat Assessment was published by the RCMP. This report resulted from extensive consultations with over 40 law enforcement agencies and government organizations including US Immigration and Customs Enforcement. It provided insights on the involvement of organized crime, source countries and current trends, as well as the challenges currently faced by law enforcement as they relate nationally to the trafficking of persons. As a result, the RCMP created a working group composed of Canadian and US law enforcement and other relevant federal government agencies, which has led to significant improvements in cross-border operations between Canada and the US.
In response to the evolving tactics and methods of transnational criminal groups to exploit the border, the RCMP has initiated new and innovative approaches to strengthen border security. This includes the pursuit of integrated cross-border law enforcement models and the deployment of an intelligence-led uniformed policing pilot project between the ports of entry in the Lacolle region of Quebec. The new approaches have proven successful in deterring, disrupting and dismantling criminal activity along the border. An example of the positive results is the number of illegal entry apprehensions in adjacent regions, which has increased by 120 percent since the project was implemented.
Despite increased RCMP efforts to combat synthetic drugs in Canada (especially regarding the import of precursor chemicals), the United Nations World Drug Report 2011 singled out Canada as having lax control over the import and domestic trade of precursor chemicals and being a leading exporter of methamphetamine and ecstasy to the United States, the Philippines, Malaysia, Mexico and Jamaica. In order to address this situation, the RCMP and the Canada Border Services Agency has instituted an initiative targeting precursors and essential chemicals at major Canadian ports of entry. It is expected that recently enacted federal legislation making it illegal to possess chemicals and equipment to produce synthetic drugs will also provide the RCMP with a means to effectively deal with large-scale labs.
The distribution of anti-money laundering resources was modified in 2010 to better allow the RCMP to effectively deliver on its mandate. Five Anti-Money Laundering Teams have been created in Ottawa, Montreal, Toronto, Calgary and Vancouver. There was a renewed commitment by the Office of the Superintendent of Bankruptcy and the RCMP last year to engage in cooperative efforts to maintain the integrity of the insolvency system in Canada. This resulted in the establishment of two new Special Investigation Units integrated into the Toronto and Vancouver RCMP Commercial Crime Sections. These newly integrated units have dramatically increased the number and range of bankruptcy cases which can be dealt with through criminal investigation and prosecution.
Issues have been raised regarding the RCMP’s Federal Witness Protection Program. Both the report from the House of Commons Standing Committee on Public Safety and National Security and the Air India Commission of Inquiry made recommendations to advance and introduce enhancements to the program’s accessibility, effectiveness and transparency. These bodies recommended that the program be more protectee-focused. In response, the RCMP and Public Safety Canada have developed a multi-faceted plan to improve and strengthen the Witness Protection Program.
Program Activity 1.2: Protective Policing Services
Program Activity Description
Directs the planning, implementation, administration and monitoring of the RCMP’s National Protective Security Program including the protection of dignitaries; the security of major events and intergovernmental conferences (Prime Minister-led summits such as the 2010 G8 and G20 Summits) held in Canada, and the protection of selected domestic and international flights by Canadian air carriers.
| Planned Spending | Total Authorities | Actual Spending |
|---|---|---|
| 347.1 | 483.4 | 377.1 |
| Planned | Actual | Difference |
|---|---|---|
| 1,015 | 843 | -172 |
| Expected Results |
Performance Indicators |
Targets | Performance Status |
|---|---|---|---|
| Provide for the safety of protectees and the security of Canadian interests | Number of incidents that compromised the safety of RCMP protectees and the security of Canadian interests | 0 | Met all: zero incidents |
| Provide for the safety and security of government-led summits and other high profile events and visits | Number of incidents that compromised the safety and security of a protectee or Canadian interests at a major event | 0 | Met all: zero incidents |
Performance Summary and Analysis of Program Activity
Within the 2010-11 fiscal year, the RCMP achieved a 100 percent success rate in providing for the safety of its protectees and the security of Canadian interests, as well as the safety and security of government-led summits and high profile events and visits. Protective Policing Services is committed to maximizing its intelligence process to improve preventative and defensive measures against terrorists and criminals who target RCMP protectees.
Protective Policing Services continues to focus on delivering professional and innovative services to meet the diverse needs of its clients, partners and stakeholders. To ensure an effective integrated approach for the provision of protective policing services, the RCMP strives to improve its existing partnerships while continually seeking out new relationships. An example of this is the
success of securing the G8 and G20 Summits. Multiple organizations worked collaboratively to provide a safe and secure summit where new working relationships were formed or enhanced for future events. Through the integration of operations, Protective Policing Services has achieved more effective use of resources and has increased operational proficiency.
Lessons Learned
Protective Policing Services consistently reviews its security measures and business practices to ensure that its clients are provided with appropriate and effective services.
Protective Policing Services, together with other security partners, continues to work towards establishing and maintaining an overarching framework for the planning of security operations at major events. This framework will provide:
- a whole-of-government template which will guide collaborative planning and facilitate the implementation of security measures;
- a responsive Integrated Risk Management 35 process;
- a knowledge-management system that captures and updates best practices and lessons learned from major events, and which includes value-added tools, templates, guides and manuals; and
- governance, with the authority to link policy, legislation and mandate with functions, tasks and expertise, within the business planning cycle.
Based on findings from previous lessons learned, such as from the Vancouver 2010 Olympic and Paralympic Games, these considerations will be applied to all major events in order to ensure seamless delivery. Protective Policing Services continues to strengthen its relationships with participating partners to ensure that a transparent and fully integrated approach is taken when a major event is held within Canada.
Strategic Outcome #2 - Quality Contract Policing
Program Activity 2.1: Community, Contract and Aboriginal Policing
Program Activity Description
Contributes to safe homes and safe communities by providing police services to diverse communities in eight provinces (excluding Ontario and Quebec) and three territories through cost-shared policing service agreements with federal, provincial, territorial, municipal and Aboriginal governments.
| Planned Spending | Total Authorities | Actual Spending |
|---|---|---|
| 599.7 | 715.5 | 703.1 |
| Planned | Actual | Difference |
|---|---|---|
| 15,327 | 15,401 | 74 |
| Expected Results |
Performance Indicators |
Targets | Performance Status |
|---|---|---|---|
| Prevent and reduce youth involvement in crime as victims and offenders | Percentage of clients, partners and stakeholders who agree that the RCMP is fulfilling its strategic priority of preventing and reducing youth involvement in crime as victims and offenders |
Clients: 70% 36 Partners: 70% 37 Stakeholders: 90% |
Clients: Mostly met: 65% Partners: Somewhat met: 46% 38 Stakeholders: Somewhat met: 61% 39 |
| Contribute to safer and healthier Aboriginal communities | Percentage of Canadians (Aboriginal and non-Aboriginal respondents) who are satisfied that the RCMP is fulfilling its strategic priority of contributing to healthier and safer Aboriginal communities |
Aboriginal Canadians: 85% Non-Aboriginal Canadians: 85% |
Aboriginal Canadians: Non-Aboriginal Canadians: Mostly met: 69% |
| Reduce the threat and impact of serious and organized crime | Percentage of Canadians who agree that the RCMP plays a valuable role/fulfills its strategic priority of reducing the threat and impact of organized crime 40 | 92% | Mostly met: 83% |
Performance Summary and Analysis of Program Activity
Contract and Aboriginal Policing is responsible for managing the Contract Policing business line including Provincial, Territorial, Municipal and Aboriginal policing. This accounts for 70 percent of the RCMP’s operational capability and 58 percent of its financial resources or approximately $2 billion. Through contract policing agreements, the RCMP provides policing services in eight provinces (excluding Ontario and Quebec), the three territories, to over 180 municipalities via Municipal Policing Service Agreements and over 635 First Nations communities under 118 Community Tripartite Agreements. Contract policing agreements cover 75 percent of the geography of Canada. This includes much of rural Canada, all of the Canadian North, and many towns and large urban areas in contract provinces.
In 2010-11, the RCMP continued to advance alternative policing models to improve community safety. These enhanced service delivery models assist in balancing the proactive, preventative and reactive demands placed on core policing resources. For instance, the Community Program Officer program provides communities with civilian, unarmed, non-peace officers who focus exclusively on crime prevention, community engagement/mobilization and crime reduction. The “J” Division (New Brunswick) Community Program Officer program was well received by all of the communities. To date, Community Program Officers have trained approximately 60 percent of the front-line members in “J” Division – as well as numerous community partners – in topics such as youth intervention and diversion, risk and protective factors, and the use of a pre-charge youth screening tool. Two additional workshops held at the division level trained over 100 community partners, 70 RCMP members and six First Nation Band Constables. At present, over 250 youth have undergone pre-charge screening in New Brunswick. The program will be going before the RCMP Senior Executive Committee for consideration of national implementation.
Another alternative policing model, the Aboriginal Community Constable pilot project, focused on the recruitment, selection and training of Aboriginal members to provide enhanced policing services for Aboriginal communities. Following recruiting efforts in Manitoba, Alberta, Nunavut and the Northwest Territories, the first Aboriginal Community Constable pilot troop began training at the RCMP Depot Training Academy in November 2010. During the remainder of the 2010-11 fiscal year, Aboriginal Community Constable cadets completed their training, with seven Aboriginal Community Constables graduating on April 12, 2011.
The RCMP remained committed to delivering effective police services to all Canadians, focussing on local community priorities tailored specifically to meet identified needs. To that end, in a special partnership with Canada Post, the RCMP’s “V” Division (Nunavut) interrupted a lucrative and ongoing drug transportation network in the North. “V” Division members monitored and gathered intelligence in an effort to stem the flow of drugs into northern communities, as packages containing significant amounts of narcotics were shipped by mail from southern communities. The Division will continue its work with Canada Post to conduct periodic inspections of mail being delivered to Nunavut through the postal sorting station in Montreal.
In “B” Division (Newfoundland and Labrador), RCMP members took a proactive role in 2010-11 and responded to the concerns of First Nation Elders, community leaders and members regarding drug issues. The RCMP educated the communities through a series of presentations on the effects of drug use, identifying drug trafficking and demonstrating methods of reporting drug issues to the RCMP. A Drug Committee has been created by the Elders, leaders and community members of the First Nation Community of Sheshatshiu utilizing the RCMP as a partner. The Sheshatshiu Drug Committee has been gaining provincial recognition for its fight against drugs in their community and has been seen as a positive example for other First Nation communities and non-First Nation communities throughout the province.
The “E” Division (British Columbia) Integrated Gang Task Force was specifically created to investigate, prosecute, disrupt and dismantle crime groups. In their applied efforts to the province, the task force prevented numerous shootings and attempted murders, estimated at over 20 specific gang targets, which may have occurred in public areas, posing a very serious and direct threat to the general public. British Columbia also instituted an Integrated Homicide Investigation Team to investigate homicides, police-involved shootings and in-custody deaths that occur within the Lower Mainland area, and are policed by the RCMP and the Abbotsford and New Westminster police departments. This team brings together highly trained investigators to focus exclusively on homicides and benefits the community through maximized sharing of serious crime resources, intelligence gathering and maximized police coverage across the district. The team investigated 38 homicides, 15 of which were solved, and during the 2010-11 fiscal year, solved an additional five homicides committed in previous years.
The RCMP delivered effective contract policing, as evidenced by the reduction in organized crime. The RCMP in “G” Division (Northwest Territories) implemented a drug strategy focused on interdiction at the borders. Through the addition of a Police Dog Service in Hay River and by working with federal/territorial interdiction units, the division made substantial seizures and multiple arrests of top level members in organized crime groups. The Drug Program in “H” Division (Nova Scotia) resulted in the disruption of a number of criminal groups who traffic in illegal drugs and has significantly reduced the supply of marihuana, cocaine and other drugs within the province. The Drugs and Organized Crime Awareness Section is the RCMP lead for drug prevention and awareness programs throughout the province, and they conducted a number of initiatives including Pursuit of Awareness, Drug Abuse Resistance Education and the National Youth Video.
In “D” Division (Manitoba), the Integrated Gang Intelligence Unit has tailored its approach to reduce the threat of crime in the province by visiting detachments and providing expertise and guidance on source handling and street gangs. After training members at God’s Lake, the detachment was able to effectively counter rising gang activity through the arrest of several targets and the seizure of drugs and firearms. The educational outreach performed by the unit has proven very successful and resulted in the additional cultivation of sources, identification of targets in communities, arrests and increased confidence in source-handling abilities.
In furtherance of the RCMP’s support of victim services and its commitment to victims of crime, a new national policy for Assistance to Victims of Crime was prepared. This policy outlines how information will be shared with local victim services agencies or departments in accordance with the applicable legislation. In addition, the RCMP worked with a number of provinces to develop Memoranda of Understanding to permit the sharing of information in certain circumstances. The RCMP worked with the Office of the Privacy Commissioner to address any privacy concerns raised as a result of sharing victim information with provincial victim services agencies in accordance with provincial legislation.
In 2010-11, the RCMP continued its efforts to prevent and reduce the involvement of youth in crime as both victims and offenders, with a focus on early intervention and solid community partnerships. In support of this, National Youth Intervention and Diversion workshops were provided to Arviat Detachment in Nunavut and Prince George Detachment in British Columbia. The workshops included sessions on risk and protective factors, police obligations under the Youth Criminal Justice Act to consider alternatives to charging, and the use of a pre-charge youth screening tool to assess the risk of youth offenders reoffending. Workshops were extended to community agencies as well as to local RCMP detachment officers. To complement the workshops, a total of 11 National Youth Officer training sessions were delivered across Canada. Five of these were delivered in partnership with the Department of Justice. The training focused on intervention and diversion and introduced risk and protective factors to officers working with youth. An implementation review was completed and results indicated that these workshops provided a valuable opportunity for RCMP officers to increase their awareness of community-based, youth-serving agencies and referral options.
The RCMP also continued to assist in building community capacity to prevent crime by directly engaging Canadian youth. In March 2011, in partnership with the Department of Justice Canada, the RCMP hosted the first National Youth Leadership and Project Development Workshop in Regina, Saskatchewan. A number of police officers and youth leaders in the communities were identified and assembled to assess the key issues in their respective areas. This resulted in community action plans aimed at addressing identified issues. Over the next year, the RCMP will monitor and support the implementation of these community action plans.
The RCMP’s “V” Division (Nunavut) initiated a youth program in partnership with the Department of National Defence’s Cadet Program. This program offers leadership, self esteem and self development training for youth in northern communities, in an area of the country that is distinctly lacking in such programs. Every detachment in “V” Division that has a Cadet or Junior Ranger program now has regular interaction with the community youth, and a number of RCMP members have gained from training opportunities offered through the Canadian Forces and the Cadet Instructor Program.
A key strategy in working with at-risk youth – including prevention, intervention and suppression with at-risk, gang involved youth and those wishing to leave the criminal lifestyle – was put in place in the RCMP’s “K” Division (Alberta) under the Turn Around Program. Some of its successes have included youth who have returned to school, turned to sobriety, and found gainful employment. RCMP members in Alberta have also successfully run the PARTY Program, for Preventing Alcohol and Risk-related Trauma in Youth. This program, offered to Grade nine students, showed the steps required to avoid high-risk behaviour, through simulations and classroom exercises. RCMP members were also afforded the opportunity to interact with school-aged children in a mock police investigation in Alberta. In searching for “stolen” cookies in the school, the children had an opportunity to explore real-life techniques of police work, while also learning more about law enforcement and crime prevention.
In the RCMP’s “E” Division (British Columbia) a Mobile Youth Service Team, active since 2001, designed and delivered educational presentations to the youth and larger community on sexual exploitation and drug awareness. This program worked closely with the Youth Empowerment Society, the Boys and Girls Club, educators, outreach workers and many other youth organizations to
offer a sustainable and efficient prevention program.
Lessons Learned
The RCMP has continued to assume a leadership role in developing and implementing new policies and procedures that enhance transparency and accountability to Canadians. To this end, the Force adopted a new External Investigation or Review Policy to ensure fair, effective, thorough and impartial investigations of RCMP employees through a combination of independent external investigations, observation and review. The policy was developed in consultation with federal, provincial and territorial partners, and addresses recommendations from the Commission for Public Complaints against the RCMP.
In 2006, the RCMP recognized the need for a process to track and record the use of its intervention options relative to a subject’s behaviour and began conducting research into this important area of policing. Subsequently, the RCMP developed a Subject Behaviour Officer Response reporting database to capture all use-of-force incidents. The database resulted from both the organization’s need to provide accountability and its requirement for a report that captures a complete and accurate picture of use-of-force incidents. This standardized format for use-of-force reporting captures a subject’s behaviour and the officer’s response during use-of-force encounters and provides an accurate record of the event. This database assists police officers in articulating their actions and will allow for consistent reporting across the organization on use-of-force incidents. The data from this tool also demonstrate the relatively low proportion of use-of-force incidents compared to the number of calls for service attended to by RCMP members. The application was launched nationally in early 2010, with an enhanced version expected to be released during the summer of 2011. Policy has been developed in consultation with divisional representatives to support the Subject Behaviour Officer Response reporting application.
The RCMP has also recognized the need to enhance its Conducted Energy Weapon Training Program. In 2010-11, the RCMP, through extensive internal and external consultation, re-designed its Conducted Energy Weapon training with a renewed focus on communication and scenario-based training. Partner agencies were included in the development process, resulting in a comprehensive and effective training program. Revisions were made to the Conducted Energy Weapon re-certification course, the Conducted Energy Weapon User course and the Conducted Energy Weapon Instructor course.
Furthermore, the Force adopted a new “Responsibility to Report” policy, which compels RCMP members to fulfill their obligation to report promptly and diligently in the course of a major police incident. Such incidents comprise those in which an RCMP member is involved and an individual is seriously injured or killed, or it appears that an RCMP member may have contravened a portion of the Criminal Code or other statute, and the matter is of a serious or sensitive nature.
The RCMP will continue to strive to be as open and transparent as possible and to be fully accountable for the actions of its employees.
Strategic Outcome #3 - Quality Policing Support Services
Program Activity 3.1: Criminal Intelligence Operations
Program Activity Description
A national program for the management of criminal information and intelligence in the detection and prevention of serious and organized crime in Canada, or internationally as it affects Canada.
| Planned Spending | Total Authorities | Actual Spending |
|---|---|---|
| 59.8 | 62.4 | 61.3 |
| Planned | Actual | Difference |
|---|---|---|
| 569 | 506 | -63 |
| Expected Results |
Performance Indicators |
Targets | Performance Status |
|---|---|---|---|
| Enabling sustainable, intelligence-led policing | Percentage of partners who agree that RCMP Criminal Intelligence Operations makes an important contribution to intelligence-led policing in Canada | 80% | Mostly met: 76% 41 |
| Providing comprehensive, real-time intelligence and threat assessments | Percentage of client satisfaction with Criminal Intelligence Service Canada’s criminal intelligence products | 80% | Not met: As CISC is undergoing a review process, no client satisfaction survey was conducted. |
| Delivering quality criminal intelligence | Percentage of partners who agree that RCMP Criminal Intelligence Operations provides intelligence products and services that meet their needs | 80% | Mostly met: 65% 42 |
Performance Summary and Analysis of Program Activity
Criminal Intelligence is an integral part of law enforcement operations and is focused on the provision of comprehensive, timely assessments of criminal organizations and their activities. The overarching goal is to provide actionable intelligence aimed at more effectively controlling, reducing and preventing serious and organized crime, in all communities across Canada and internationally as it affects Canadian interests.
Criminal Intelligence supports the RCMP’s strategic priorities and directly supports the federal and contract policing strategic outcomes as well as the strategic and operational priorities of the Canadian law enforcement community. Criminal intelligence analysts and intelligence officers provide strategic and tactical intelligence and work with investigators in specific program areas. In 2010-11, senior executives within Criminal Intelligence worked with government agencies and international partners to promote strategies that will expand the identification and sharing of information on transnational organized crime and other criminal groups to enhance public safety.
The RCMP uses an intelligence-based approach to operations to assist in the development and implementation of effective public policy, crime reduction and prevention strategies. The Chief Criminal Intelligence Executive Sector strengthens criminal intelligence by administratively aligning RCMP Criminal Intelligence with Criminal Intelligence Service Canada (CISC), which represents the wider law enforcement community 43. The Sector enables sustainable, intelligence-led policing by delivering quality criminal intelligence; expanding and sharing the criminal intelligence knowledge base; building and strengthening new and existing partnerships; and envisioning, developing and enabling the use of technology and information management.
Information management/information technology is one of the most significant enablers of an intelligence-led policing program. The RCMP is developing an information management/information technology strategy to examine how criminal intelligence is collected to support the expansion and sharing of the current knowledge base. It is also exploring tools such as geospatial mapping and data mining, developing new analytical tools and revising the assessment of criminal activity and its impact on Canada. Finally, the RCMP is developing a criminal intelligence foundation course and a human resource strategy, and is establishing a centre for criminal intelligence research and innovation.
Although not part of the Chief Criminal Intelligence Executive Sector organizational structure, National Security Criminal Investigations has three distinct intelligence units that work closely with analysts in RCMP criminal intelligence and the security and intelligence communities:
- Strategic Assessment: conducts analysis of the strategic environment in order to provide an in-depth understanding of issues that may affect the RCMP. The focus of the Strategic Assessment is the global political, economic and social context from which threats to the national security of Canada emerge (e.g., radicalization to violence).
- Critical Infrastructure Criminal Intelligence Team: works with national and international partners in acquiring and sharing intelligence to prevent, detect, deter and respond to potential criminal threats to Canada. It produces criminal threat, risk and intelligence assessments, as well as indications and warnings related to physical and cyber threats to critical infrastructure through comprehensive analysis, research and evaluation of information from a variety of classified and open sources. The team also participates in joint threat, vulnerability and risk assessments with public and private sector partners. Criminal intelligence products include Operational Series, Situational Intelligence Briefs, Criminal Intelligence Briefs, Criminal Intelligence Bulletins and Criminal Intelligence Assessments.
- Counter Terrorism Information Officer: an initiative designed to provide individuals (including first responders such as fire, police officers and emergency medical services personnel) with terrorism awareness training that draws upon the expertise of various areas within the RCMP. With this knowledge, the Counter Terrorism Information Officer is able to inform and educate others within his or her workplace, thereby enhancing awareness and operational preparedness relating to terrorism. The goal of the initiative is to increase national security awareness in first responders across the country so they can identify national security threats at the earliest possible stage. Early detection is vital to the prevention of terrorism. There were seven Counter Terrorism Information Officer training sessions during the reporting period, with 200 people receiving training.
Lessons Learned
In recent years, policing in Canada and abroad has undergone significant changes reflecting the transformations taking place in society through such factors as advancements in technology and communications, demographic shifts, and the evolution of transnational criminal and terrorist criminal networks. In order to narrow the gap between its current and desired state of operations, the Chief Criminal Intelligence Executive Sector counts on its strength of providing innovation and on its ability to address multiple requirements from its partners and stakeholders. More robust methodologies are also being implemented for budget forecasting and tracking resource demand by activity. These measures will improve the decision-making process and will foster the development of future projects.
Program Activity 3.2: Technical Policing Operations
Program Activity Description
Technical Policing Operations provides specialized investigative and protective services and state-of-the-art technological tools and procedures to operational sectors in the RCMP and other law enforcement and government agencies on criminal activity. It also provides: physical and information technology; investigative and security services and associated research and development activities; chemical, biological, radiological, nuclear and explosives response; research and development; investigative analysis of criminal behaviour; operational Air Services; and policy development and application of departmental security.
| Planned Spending | Total Authorities | Actual Spending |
|---|---|---|
| 191.8 | 184.9 | 207 44 |
| Planned | Actual | Difference |
|---|---|---|
| 1,245 | 1,284 | 39 |
| Expected Results |
Performance Indicators |
Targets | Performance Status |
|---|---|---|---|
|
Develop and deploy the RCMP’s technical capability and scientific policing methodologies and provide specialized investigative expertise and direction needed to protect the Canadian public from criminal activities |
Percentage of RCMP partners who are satisfied with the services provided by Technical Policing Operations |
60% |
Exceeded: 73% 45 |
|
Percentage of partners who are satisfied with Technical Policing Operations tools and techniques provided to law enforcement agencies for:
|
80% |
Exceeded: 46
|
|
| Timely and high quality scientific tools, techniques and information management technology | Number of consultations / requests received for forensic tests, polygraph tests and statement analyses | Maintain the capacity to meet the demand for Forensic, Polygraph and Criminal Investigative Analysis services 47 |
Not met: 2,348 consultations/requests were received for 2010-11:
|
| Number of tactical queries conducted on the National Sex Offender Registry to assist law enforcement in the event of sexual offences | Increase of 10% over previous year’s performance 48 | Exceeded: 271 tactical queries were conducted in 2010-11 on the National Sex Offender Registry |
Performance Summary and Analysis of Program Activity
In June 2010, the RCMP demonstrated outstanding leadership and world-class technical capability during the G8 and G20 Leaders Summits. Nearly 20,000 RCMP and partner security personnel were directly involved in both summits, the largest deployment of security personnel in Canadian history. The electronic security systems implemented and managed by Technical Policing Operations contributed to the provision of a safe, secure and peaceful environment for the world leaders, delegates and the citizens of Canada while minimizing the impact of police security operations on the Summits.
In 2010-11, there was a significant drop in the number of consultations/requests for forensic tests, polygraph tests and statement analyses. Several factors caused this decrease, most notable among them being the reassignment of examiners to assist at the Vancouver 2010 Olympic and Paralympic Winter Games and the G8 and G20 Leaders Summits, as well as a reduction in troop requirements at the RCMP Depot Training Academy. In 2009-10, there were approximately 57 troops, while 20 troops went through Depot in 2010-11. As a result, Technical Policing Operations reduced the number of examiners by transferring six resources to provincial positions in 2011-12.
Lessons Learned
RCMP Technical Policing Operations is committed to and aligned with the strategic priorities of the RCMP. Its strengths are rooted in innovation and in its ability to address the multiple complex requirements of its clients and stakeholders. This includes partnerships forged with the law enforcement community, both on a national and international level. As with many areas within the RCMP, Technical Policing Operations was greatly affected by the G8 and G20 Leaders Summits in 2010-11; several Technical Policing Operations initiatives were heavily impacted due to the number of resources deployed to provide assistance.
As part of ongoing efforts to enhance operational efficiencies, in April 2010 the Canadian Police Centre for Missing and Exploited Children was realigned and now reports to Technical Policing Operations. Due to the operational nature of its work and the need for physical proximity to Technical Policing Operations, the decision was made not to physically relocate the Canadian Police Centre for Missing and Exploited Children to the new National Headquarters. Technical Policing Operations also realigned the Technological Crime Branch under the Technical Investigation Services Branch. The new Director General of the Technical Investigations Services Branch now has a similar role as a Criminal Operations officer in the field, and has line management and financial authority for the bulk of technical operational support programs.
Program Activity 3.3: Policing Support Services
Program Activity Description
Provides services in support of the RCMP’s role as a police organization. The Sub-Activities included under the Policing Support Services Program Activity all report organizationally to other areas of the RCMP; as such, their performance indicators and planning highlights are included in those sections where appropriate:
- The Sub-Activities of the National Operations Centre and Policing Data Systems report to Community, Contract and Aboriginal Policing (see Program Activity 2.1). These areas are operationally reactive in nature, therefore their performance indicators are not of sufficient strategic importance to highlight.
- The Sub-Activity of Force-Specific Programs includes the Sub-Sub-Activities of the RCMP Depot and the Musical Ride, which fall under the Internal Services Program Activity reporting respectively to Human Resources and Public Affairs.
The RCMP has undertaken a complete review of its Program Activity Architecture, which was approved by the President of Treasury Board in August 2010 for implementation starting with the 2011-12 Report on Plans and Priorities.
| Planned Spending | Total Authorities | Actual Spending |
|---|---|---|
| 78.8 | 76.8 | 71.3 |
| Planned | Actual | Difference |
|---|---|---|
| 325 | 398 | 73 |
Program Activity 3.4: National Police Services
Program Activity Description
Contributes to safe homes and safe communities for Canadians by providing essential specialized investigational support services to law enforcement and criminal justice agencies through the provision of forensic analyses of criminal evidence, criminal records information, identification services, technological support, enhanced learning opportunities and collection and analysis of criminal information and intelligence.
| Planned Spending | Total Authorities | Actual Spending |
|---|---|---|
| 125.3 | 129.1 | 136.6 49 |
| Planned | Actual | Difference |
|---|---|---|
| 1,270 | 1,097 | -173 |
| Expected Results |
Performance Indicators |
Targets | Performance Status |
|---|---|---|---|
| Leading-edge policing and security technology | Percentage of partners who are satisfied with the effectiveness of RCMP technology and investigative techniques | 80% | Exceeded: 81% 50 |
| Increased efficiency and effectiveness of policing | Percentage of targets met for the forensic laboratory system | 80% | Mostly met (met with the exception of routine trace service requests) 51 |
| Timely and high quality scientific tools, techniques and information management technology | Number of files in the criminal records backlog | Elimination of the criminal records backlog in 2013, following completion of the Real Time Identification Project | Still in progress 52 |
| Percentage of partners who are satisfied that the RCMP provides valuable support and service to the IM/IT community | 80% | Mostly met: 71% 53 | |
| Percentage of partners who are satisfied that the RCMP is a valued leader in the development of IM/IT solutions for interoperability | 75% | Mostly met: 68% 54 | |
| Number of jurisdictions from around the world utilizing the Child Exploitation Tracking System (CETS) |
5% increase in users (baseline for 2009 = 41) Target: 43 |
Exceeded: 45 jurisdictions now utilizing the CETS. | |
| High quality learning and training opportunities and support | Percentage of clients who indicate that they are satisfied on the Canadian Police College’s client follow-up questionnaire | 85% | Mostly met: 72% of respondents indicated strongly that the courses at the CPC were a good investment for their organization. A further 36% of respondents indicated strongly that they have observed positive changes in their work environment as a result of taking a course. |
Performance Summary and Analysis of Program Activity
In 2010-11, the RCMP National Police Services continued to focus its attention on improving delivery of forensic laboratory services. Forensic Science and Identification Services embarked on a transformation process including implementing a new forensic investigation process. This transformation incorporates a systems-based approach to forensic investigations, which provides more timely results and has improved the ability of Forensic Science and Identification Services to manage client demands. Initiated in the Atlantic Region in September 2009, the new Forensic Investigation Process was expanded in January 2010 to include Manitoba and Nunavut, and in June 2010 to include Alberta, Saskatchewan and the Northwest Territories. The results to date have been very promising: under the new process, the diary date for a routine DNA analysis has been set at 40 days. To date, the average turnaround times for a routine DNA analysis have met expectations with an average of 36 days in 2010-11. The challenge will be to sustain the model as the pilot expands to the final regions of British Columbia and Yukon in June 2011.
Performance indicators for all activities related to the RCMP’s forensic laboratory system for 2010-11 can be found under “Other Items of Interest” on the RCMP’s website. This information is provided in response to the recommendation contained in the Report of the Auditor General of Canada, Chapter 7 – Management of Forensic Laboratory Services (May 2007) regarding the provision of performance information to parliamentarians. With the full implementation of the new Forensic Investigation Process expected by summer 2011, this will be the last year that performance for Forensic Science and Identification Services will be reported under two systems.
The RCMP demonstrated progress in information management technology initiatives designed to enhance interoperability and information-sharing among law enforcement agencies and public safety partners through large scale initiatives such as the Real Time Identification and the Temporary Residents Biometrics Projects. The Temporary Residents Biometrics Project, led by Citizenship and Immigration Canada, achieved Effective Project Approval in March 2011.
As of March 31, 2011, the National DNA Data Bank held 279,293 samples within the Convicted Offender Index and 64,504 samples within the Crime Scene Index. This has resulted in 18,539 Offender to Crime Scene Index hits and 2,467 Convicted Offender Index to Crime Scene Index hits. From its inception until March 31, 2011, the Canadian Integrated Ballistic Identification Network has accumulated a total of 2,334 hits, connecting firearms to crimes or linking crime scenes.
The Canadian Criminal Real Time Identification Services national repository of fingerprint and criminal record information holds approximately 4.4 million criminal records. In July 2010, Canadian Criminal Real Time Identification Services introduced necessary changes to the Canadian Police Information Centre system to ensure stricter standards for Vulnerable Sector checks and eliminated the potential for pardoned sex offenders to evade their criminal past by legally changing their name. These new requirements increased fingerprint submissions by approximately 5,800 percent.
In order to meet the increasing demand, the RCMP made enhancements to the Real Time Identification system in October 2010 to support the electronic submission of fingerprints for Vulnerable Sector checks. Police services that are authorized to obtain electronic responses receive a confirmation to the fingerprint submission in approximately two minutes when there is no match to a fingerprint holding as is the case in approximately 96 percent of checks. As of March 31, 2011, 24 police jurisdictions were authorized to electronically submit Vulnerable Sector checks to the Real Time Identification system (approximately 25 percent of all submissions). Going forward, the RCMP will continue to encourage major paper-based police contributors to acquire electronic fingerprint capture devices (Livescans) to access the Real Time Identification system and benefit from improved processing times.
Criminal Intelligence Service Canada shares criminal intelligence with Canadian law enforcement agencies to support their response to the threat of serious and organized crime. Criminal Intelligence Service Canada also produces many reports including the National Threat Assessment, the National Criminal Intelligence Estimate, the Sentinel Watch List and the Report on Organized Crime. In 2010-11, over 240 user agencies and 2,600 users were actively engaged with the use of the Automated Criminal Intelligence Information System, the national repository on serious and organized crime. For the same period, there were over three million transactions on the Automated Criminal Intelligence Information System, an increase of five percent from the previous year. In addition, there were almost 88,000 entries in the Automated Criminal Intelligence Information System, also representing an increase of five percent from 2009-10.
The Canadian Police Centre for Missing and Exploited Children, through the National Child Exploitation Coordination Centre, combats Internet-facilitated child sexual exploitation through the Child Exploitation Tracking System. It is used in 45 jurisdictions around the world and remains the primary cross-jurisdiction information-sharing tool used by child exploitation investigators in Canada. The Canadian Police Centre for Missing and Exploited Children is preparing approximately 20 Child Exploitation Tracking System “hash” servers for delivery to field Integrated Child Exploitation units to support forensic units in the pre-categorization of images. “Hash” servers contain unique alphanumeric codes (known as “hash” values) associated with digital files, including child pornography images. The use of Child Exploitation Tracking System “hash” servers helps investigators identify new images, reduces the time required to review and categorize seized images, and expedites child sexual exploitation investigations. The Canadian Police Centre for Missing and Exploited Children continues to support existing and new units with hardware upgrades to facilitate the transition into the new functions within the Child Exploitation Tracking System.
The Canadian Police College contributes to police capacity to address increasingly complex and emerging criminal trends, particularly in the areas of organized crime, cyber-crime, explosives, Internet-luring, identity fraud, economic crime and Aboriginal policing, and provides executive and leadership development to better prepare tomorrow’s leaders. In 2010-11, the training needs of the law enforcement community were met by the College through the provision of 187 sessions of more than 61 advanced and specialized police training courses and workshops to over 4,000 police officers and officials, domestically and internationally.
Lessons Learned
National Police Services provides a wide range of information and specialized services which support the broader law enforcement community and contribute to public safety. The efficiency and effectiveness of many aspects of law enforcement rely on the timeliness, accessibility and quality of these services, with National Police Services often the sole provider of these specialized services. While the RCMP continues to take steps to appropriately manage finite resources, expectations and demand for services from both law enforcement and the public sector are growing significantly and exceeding resourcing levels. The National Police Services Renewal and Sustainability Initiative, undertaken in 2009-10, is designed to enable the development of a comprehensive strategy for the future.
The National Police Services Strategic Discussion Paper, completed in March 2011, reviews the origins of National Police Services and the evolution of its specialized services. It describes the sustainability challenges that National Police Services faces, in particular around governance and funding. It recommends the establishment of a National Police Services National Advisory Committee which would provide strategic leadership of National Police Services and ensures that the services are able to meet the current and future needs of the law enforcement and criminal justice communities. This paper is currently being discussed by senior policy makers within the provinces and territories. Key stakeholder groups, including the Assistant Deputy Ministers Policing Issues Committee, the Canadian Association of Chiefs of Police, and the National Police Services Advisory Council, have been engaged and will continue to actively participate in the development of the strategic road map towards National Police Services Renewal and Sustainability. Preliminary discussions between Public Safety Canada and the RCMP have begun around the establishment of a new governance framework for National Police Services and details are being finalized in terms of the roles and responsibilities for this new committee.
Strategic Outcome #4 - Minimized Risk of Firearms
Program Activity 4.1: Canadian Firearms Centre
Program Activity Description
Responsible for the delivery of licensing activities through federal Chief Firearms Officers operations, arrangements with other federal government departments, and the management of provincial Chief Firearms Officers roles and relationships; the operation of the Central Processing Site, the 1-800 call centre; maintenance and analysis of program performance data; management of the Program’s information technology infrastructure and its interface with other databases; and overall support to public agencies and to law enforcement.
| Planned Spending | Total Authorities | Actual Spending |
|---|---|---|
| 71.4 | 79.0 | 58.0 |
| Planned | Actual | Difference |
|---|---|---|
| 420 | 357 | -63 |
| Expected Results |
Performance Indicators |
Targets | Performance Status |
|---|---|---|---|
| Promote public safety through the continuous screening of firearms owners | Number of known at-risk individuals who obtain a firearms licence | 0 |
Met all |
| Promote public safety through support to front-line law enforcement organizations | Number of queries to the firearms database used by police services (Canadian Firearms Registry Online) | 10% increase in queries from the previous year | Exceeded: Queries to the Canadian Firearms Registry Online by police services increased from the previous year totals by over 22% 55 |
| Promote public safety through firearms safety training | Number of participants in safety courses | 100% consistent participation from year to year | Met all: The number of Canadians who participated in firearms safety courses remained consistent in 2010-11 (87,512 when compared to 2009-10 [86,552] 56) |
| Promote client awareness of Program requirements | Compliance rates for licence renewals | 100% of individuals in possession of firearms renew their licences | Mostly met: Compliance rates were 83.9% for licence renewals by individuals in possession of firearms |
Performance Summary and Analysis of Program Activity
The 2010-11 Report on Plans and Priorities indicated that the Canadian Firearms Centre, now operating as the RCMP Canadian Firearms Program, would focus on directly supporting firearms crime investigations and maintaining strong partnerships with police agencies in the prevention of firearms-related crime. The Canadian Firearms Program met or exceeded target levels, with the exception of the compliance rates for licence renewals, which were mostly met.
The Canadian Firearms Registry Online provides police agencies with real-time access to a searchable subset of the Canadian Firearms Information System, via the Canadian Police Information Centre system. It assists front-line police when responding to calls and conducting investigations, as it is searchable by name, address or firearms licence number of an individual, or the serial number or registration certificate number of a firearm. Law enforcement queries to the Canadian Firearms Registry Online database increased by 22 percent in 2010-11 from the previous fiscal year, to over 5.34 million.
The Canadian Firearms Program screens and monitors individuals and businesses that possess firearms through firearms licensing. This is operationalized by the activities of Chief Firearms Officers across the country. Effectiveness of preventing access to firearms for those who are known to pose a risk to public safety is measured against the number of firearms licence revocations and prohibition orders. A firearms licence issued by the Canadian Firearms Program is required to acquire or possess firearms.
The Canadian Firearms Program met public safety goals of ensuring that no individual retained their possession or acquisition privileges after their licence had been revoked or refused for public safety reasons, or after they had been prohibited from possessing firearms.
Another valuable public safety metric is the participation in firearms safety training. The number of Canadians who attended the firearms safety courses in 2010-11 remained consistent with 2009-10 totals. The Canadian Firearms Program continues to deliver firearms safety courses to Aboriginal communities through Aboriginal partners, to encourage the safe use and storage of firearms and to support overall safety within these communities. The Canadian Firearms Program continues to receive support from the law enforcement community, as demonstrated by positive feedback received in the RCMP’s 2010 policing partner survey.
Lessons Learned
Outreach efforts with clear and consistent messaging to improve public awareness through the Canadian Firearms Program’s website, pamphlet mail-outs and other communications vehicles are still required to describe the legal requirements of the Firearms Act, and to promote the safe use and secure storage of firearms by clients and stakeholders. Canadian Firearms Program clients may, in some cases, be unclear as to their obligations under the Firearms Act to renew expired licences, report stolen or lost firearms, or to advise the Canadian Firearms Program of a change of address, and to ensure firearm transfers are being completed when a firearm changes owner. These remain challenges which the Canadian Firearms Program will address.
Several initiatives have been undertaken by the Government to improve compliance rates, while the Canadian Firearms Program has promoted firearms safety and the services available to support law enforcement partners.