ARCHIVED - Royal Canadian Mounted Police - Supplementary Tables

User Fee: Business Licences

Fee Type: Regulatory

Fee-setting Authority: Firearms Fees Regulations

Date Last Modified: April 10, 2005

Performance Standards: 55 days

Performance Results: 88.4% of properly completed business licence applications were completed within 55 days

2010-11 ($ thousands)			Planning Years ($ thousands)
Forecast Revenue	Actual Revenue	Full Cost	Fiscal Year	Forecast Revenue	Estimated Full Cost
150.0	158.0	Section C Other Information See note (1)	2011-12	300.0	Section C Other Information See note (1)
			2012-13	210.0	Section C Other Information See note (1)
			2013-14	100.0	Section C Other Information See note (1)

Other Information:

User Fee: Individual Licences (see Section B for more information)

Fee Type: Regulatory

Fee-setting Authority: Firearms Fees Regulations

Date Last Modified: December 1, 1988

Performance Standards: 45 days

Performance Results: 98.5% of properly completed individual licence applications were completed within 45 days

2010-11 ($ thousands)			Planning Years ($ thousands)
Forecast Revenue	Actual Revenue	Full Cost	Fiscal Year	Forecast Revenue	Estimated Full Cost
8,850.3	5,221.0	Section C Other Information See note (1)	2011-12	18,733.7	Section C Other Information See note (1)
			2012-13	17,948.2	Section C Other Information See note (1)
			2013-14	17,118.3	Section C Other Information See note (1)

Other Information:

User Fee: Authorizations

Fee Type: Regulatory

Fee-setting Authority: Firearms Fees Regulations

Date Last Modified: December 1, 1998

Performance Standards: 30 days

Performance Results: 97.6% of properly completed Authorizations to Carry (ATC) applications were completed within 30 days

2010-11 ($ thousands)			Planning Years ($ thousands)
Forecast Revenue	Actual Revenue	Full Cost	Fiscal Year	Forecast Revenue	Estimated Full Cost
335.0	230.8	Section C Other Information See note (1)	2011-12	314.5	Section C Other Information See note (1)
			2012-13	102.7	Section C Other Information See note (1)
			2013-14	160.0	Section C Other Information See note (1)

Other Information:

User Fee: Non-resident permits

Fee Type: Regulatory

Fee-setting Authority: Firearms Fees Regulations

Date Last Modified: April 10, 2005

Performance Standards: Section C – Other Information – See note (2)

Performance Results: Section C – Other Information – See note (2)

2010-11 ($ thousands)			Planning Years ($ thousands)
Forecast Revenue	Actual Revenue	Full Cost	Fiscal Year	Forecast Revenue	Estimated Full Cost
1,900.0	1,356.3	Section C Other Information See note (1)	2011-12	1,900.0	Section C Other Information See note (1)
			2012-13	1,900.0	Section C Other Information See note (1)
			2013-14	1,900.0	Section C Other Information See note (1)

Other Information:

User Fee: Services for replacement of documents

Fee Type: Regulatory

Fee-setting Authority: Firearms Fees Regulations

Date Last Modified: April 10, 2005

Performance Standards: 25 days

Performance Results: Section C – Other Information – See note (3)

2010-11 ($ thousands)			Planning Years ($ thousands)
Forecast Revenue	Actual Revenue	Full Cost	Fiscal Year	Forecast Revenue	Estimated Full Cost
98.5	124.9	Section C Other Information See note (1)	2011-12	113.0	Section C Other Information See note (1)
			2012-13	113.0	Section C Other Information See note (1)
			2013-14	113.0	Section C Other Information See note (1)

Other Information:

User Fee: RCMP – Access to Information and Privacy Branch

Fee Type: Regulatory

Fee-setting Authority: Access to Information Act and Regulations

Date Last Modified: 1982

Performance Standards: Government institutions must respond to all formal Access to Information Act requests within the legislated time frame as defined under the Act.

Performance Results: In the last fiscal year, the RCMP processed 89.3% of all Access to Information Act requests received within the legislated time frame.

2010-11 ($ thousands)			Planning Years ($ thousands)
Forecast Revenue	Actual Revenue	Full Cost	Fiscal Year	Forecast Revenue	Estimated Full Cost
10	7.6	4,315	2011-12	7.5	5,000
			2012-13	7.5	5,000
			2013-14	7.5	5,000

Other Information:

Name of Transfer Payment Program: Pensions under the RCMP Pension Continuation Act (PCA)

Start Date: 1959

End Date: Ongoing as long as there are remaining plan members and survivors.

Description: The PCA is a defined benefit pension plan the purpose of which is to provide a lifetime benefit for RCMP members and their survivors. It provides for the payment of pensions to Officers, Non-Commissioned Officers and Constables engaged prior to March 1, 1949, except those who elected to come under the RCMP Superannuation Act. The PCA is a predecessor to the RCMP Superannuation Act.

Strategic Outcome: N/A

Results Achieved: Pension benefits have been provided to eligible RCMP pensioners and survivors.

Program Activity: Statutory Payment
($ millions)

	2008-09 Actual Spending	2009-10 Actual Spending	2010-11 Planned Spending	2010-11 Total Authorities	2010-11 Actual Spending	Variance(s)
Total Grants
Total Contributions
Total Other Types of Transfer Payments	18.9	17.9	17.0	16.5	16.5	0.5
Total Program Activity(ies)	18.9	17.9	17.0	16.5	16.5	0.5

Comment(s) on Variance(s): These pension payments are decreasing as the number of remaining pensioners and survivors decrease. All new members contribute under the RCMP Superannuation Act.

Audit Completed or Planned: Funding requirements for this program were reviewed as part of the comprehensive strategic review conducted by the RCMP in 2008. Resulting adjustments to the planned spending will be reflected in future estimates.

Evaluation Completed or Planned: N/A

Name of Transfer Payment Program: Grant to compensate members of the RCMP for injuries received in the performance of their duties

Start Date: 1959

End Date: Ongoing

Description: This program significantly contributes to the higher level of expected results of the organization’s mandate in that it protects members of the organization in a real way in the event they become disabled as a result of carrying out the duties and activities associated with endeavouring to provide for a safe and secure Canada. This program provides financial assistance to members of the RCMP who die or suffer a permanent work-related illness or injury, leading to a loss of quality of life. The program’s financial assistance extends to the members’ survivors.

Strategic Outcome: Applicable to all strategic outcomes.

Results Achieved: Eligible clients are appropriately compensated for the non-economic effects of a service-related illness/injury and/or death.

Program Activity: Applicable to all program activities
($ millions)

	2008-09 Actual Spending	2009-10 Actual Spending	2010-11 Planned Spending	2010-11 Total Authorities	2010-11 Actual Spending	Variance(s)
Total Grants	73.4	83.0	82.8	96.7	93.3	-10.5
Total Contributions
Total Other Types of Transfer Payments
Total Program Activity(ies)	73.4	83.0	82.8	96.7	93.3	-10.5

Comment(s) on Variance(s): Increases in the costs of this program are related to increases in the number of benefit recipients, as well as the indexation of benefits.

Audit Completed or Planned:

Evaluation Completed or Planned: The next evaluation is tentatively scheduled for fiscal year 2014-15.

Name of Transfer Payment Program: Firearms Funding Program for Opt-in Provinces and/or Territorial Governments – Aboriginal and/or other communities and organizations

Start Date: 1995-1996

End Date: Ongoing

Description: Annual funding to participating provinces and/or territories for the reimbursement of costs incurred in the administration of the firearms program within their jurisdiction.

Strategic Outcome: Quality firearms program and support – the risks to public safety from firearms in Canada and international communities are minimized.

Results Achieved: Reduced access to firearms for those who pose a threat to public safety, useful information made available for policing and law enforcement purposes, safe use and storage of firearms, and increased understanding and knowledge of program requirements by clients, community organizations and Canadians.

Program Activity: Firearms Registration and Firearms Licensing and Supporting Infrastructure
($ millions)

	2008-09 Actual Spending	2009-10 Actual Spending	2010-11 Planned Spending	2010-11 Total Authorities	2010-11 Actual Spending	Variance(s)
Firearms Registration
Contributions	0.2	0	1.3	1.3	0	1.3
Firearms Licensing and Supporting Infrastructure
Contributions	13.4	13.8	14.5	14.5	14.5	0
Total Contributions	13.6	13.8	15.8	15.8	14.5	1.3

Comment(s) on Variance(s):

Audit Completed or Planned:

Evaluation Completed or Planned: The RCMP has conducted a program evaluation. The report was published in 2010 and is now available on the RCMP’s website at:

http://www.rcmp-grc.gc.ca/pubs/fire-feu-eval/index-eng.htm.

Name of Horizontal Initiative: Games Security and Public Safety (GS&PS) for the Vancouver 2010 Olympic and Paralympics Games

Name of Lead Department(s): The Royal Canadian Mounted Police leads a multi-organizational, Integrated Security Unit (ISU) known as the Vancouver 2010 Integrated Security Unit (V2010ISU). The Departments and Agencies that form the V2010 ISU are: Canada Border Services Agency (CBSA), Canadian Security Intelligence Service (CSIS), Citizenship and Immigration Canada (CIC), Department of National Defence (DND), Health Canada (HC), Industry Canada (IC), Privy Council Office (PCO), Public Health Agency of Canada (PHAC), Public Safety Canada (PS), and Transport Canada (TC).

Lead Department Program Activity: Protective Policing Services

Start Date: 2004-2005

End Date: 2010-2011

Total Federal Funding Allocation (from start date to end date): Approximately $900 million

Description of the Horizontal Initiative (including funding agreement):

As the lead agency responsible for the development and delivery of the 2010 Winter Games security, the Royal Canadian Mounted Police (RCMP) leads a multi-organizational, Integrated Security Group known as the Vancouver 2010 Integrated Security Unit (V2010 ISU) which has had the overall responsibility for coordinating and providing security for the 2010 Winter Olympic Games.

The participating Departments and Agencies worked closely together, using a four-phased approach to major event planning: design and planning; a robust exercise and testing stage leading to a declaration of operational readiness; Games operation; and demobilization/debrief.

The overall goal of the V2010 ISU was to provide a “safe and secure game” for the athletes, officials and visitors. This was accomplished through an integrated security model and in close collaboration with partners including all levels of government, the Vancouver 2010 Organizing Committee (VANOC) and private corporations.

The total budget for the 2010 Olympic and Paralympic Games is estimated at $900 million, in which the Province of British Columbia cost-shares a portion through a 2010 Olympic Games and Paralympic Games Security Cost Sharing Memorandum of Agreement.

Shared Outcomes:

The shared outcomes of partners for common key results are:

a. Safe and Secure Games

• When a safety or security issue did occur, it did not result in a disruption to the Games.

b. Effective Policing in Games Security area and Urban Domain

• RCMP: Access control were successful in prohibiting the ability for unauthorized vehicles, material and people from entering a designated area.
• RCMP: The athletes, officials and other accredited individuals were transported successfully between athlete’s village and all venues in accordance with the plan.
• RCMP: Traffic patterns and traffic flows in the area on an approach were managed.
• RCMP: Flow rates were met without compromising security procedures.

c. Effective Land Security

• DND: Land interdiction operations were successful.
• TC: Level of compliance with policy, regulatory and/or voluntary requirements.

d. Effective Air Security

• DND: Air interdiction operations s were successful.
• RCMP: Systems and forces provided effective early warning and detection of aircraft in the Olympic Control Area (OCA) being breached.
• TC: Level of compliance with policy, regulatory and/or voluntary requirements.

e. Effective Marine Security

• DND: Maritime interdiction operations were successful.
• RCMP: Breaches of unauthorized vessels in the exclusion zone (EZ) were dealt with successfully.
• TC: Level of compliance with policy, regulatory and/or voluntary requirements.

f. Effective Intelligence

• CSIS: Effective and efficient disclosure of information and intelligence to the Joint Intelligence Group (JIG).
• DND: Appropriate information/intelligence shared in a timely manner.
• RCMP: Intelligence shared was accurate as possible.
• TC: Effective information flows between JIG and Transport Canada (TC).

g. Effective Border Integrity

• CBSA: Successfully delivered integrated border services.
• CBSA: Was able to provide an assessment of increased volumes and heightened security in a pre/during/post Olympic Games operational environment to senior management which will help in decision making for future major events.
• RCMP: Detection and interdiction of illegal entry into Canada between ports of entry were dealt with successfully.
• RCMP: Response to reports of international or organized crime human trafficking were dealt in an effective and timely manner.

h. Effective Operational Support

• CSIS: Respected the Service Level Agreement (SLA) that was established with the RCMP in regards to the accreditation program.
• CSIS: Participated fully in the Exercise program; this validated the flow of information and intelligence, and the roles and responsibilities of CSIS officers who were deployed for the Games.
• DND: Personnel deployed in a timely manner.
• DND: Accommodations and/or transportation for the key Canadian Forces (CF) security delivery assets were available and needs were met.
• IC: Number of security agencies requesting the use of the radio frequency spectrum provided fair access to the radio frequency spectrum; where and when appropriate, provided alternatives to requests that could not be accommodated.
• IC: Confirmation of advanced planning by demonstrating that each radio frequency assigned to a user was disruption-free or highly unlikely to encounter disruption as a result of a detailed analysis of the proposed system and knowledge of radio frequency environment.
• IC: Number of incidents of disruption to radio communications systems investigated and resolved in a timely manner
• IC: Assignment of highest priority of service granted to security system service requests.
• PS: All required stakeholders at regional, federal and municipal levels were engaged to support Situational Awareness and response activities.
• PS: Effective communications between PS, PREOC and the GOC: vertically between the GOC and the FERP Governance, and horizontally between the GOC and federal/ provincial partners in the activation of an emergency response.
• RCMP: Background checks were conducted efficiently with the tools available.
• RCMP: Control measures were in place to ensure compliance to recommendations given by the Accreditation Screening and Verification Team (ASVT).
• TC: RCMP requirements for staffing Operations Centres were met.
• TC: Provision of timely and accurate information to ISU and TC Senior Management.

i. Effective Information Technology

• CSIS: Installed telecommunication technologies to ensure those CSIS Officers who were deployed for the Games, could efficiently and effectively communicate with other CSIS colleagues and colleagues from other departments and agencies.
• DND: The uninterrupted provision of accurate and relevant information to decision makers.
• RCMP: Attempts of intrusion at the venues were detected by the Perimeter Intrusion Detection System (PIDS) successfully.
• TC: Effective resolution of service calls taken by TC IT support.
  

Governance Structure(s):

The Games Security and Public Safety group has completed a security Results-based Accountability Framework (RMAF) as required by Treasury Board Secretariat. The RMAF formalizes the federal commitment of the RCMP and its federal partners to be accountable for the implementation of this initiative.

The RMAF describes the roles and responsibilities of Key Federal Departments and Agencies participating in this horizontal initiative, as well as its goals and objectives, its related components, and expected results, and a coordinated performance measurement and evaluation plan.

The Commissioner of the RCMP reports to the Minister of Public Safety Canada. The participating departments/agencies have a working relationship with the RCMP and report to their respective Ministers.

The Deputy Ministers Working Group is chaired by the Coordinator for 2010 Olympics and G8 and G20 Security. This working group is comprised of the respective Security Departments and Agencies participating as members in order to facilitate an integrated federal approach to security.

Performance Highlights:

Federal Partners	Federal Partner Program Activity	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	2010-11 ($ millions)
				Planned Spending	Actual Spending	Expected Results	Results Achieved
CBSA	PA1	Risk Assessment	$5.311			a. Safe and Secure and Games: Finalize/Implement plans, processes and policies Deliver training and perform accreditation screening.Operational readiness	a. CBSA successfully delivered integrated border services that fully supported a “Safe and Secure Games”. CBSA successfully finalized/implemented plans, processes and policies. CBSA successfully delivered training and performed accreditation screening. CBSA successfully declared itself “operationally ready” well in advance of the Games CBSA successfully delivered integrated border services.
						g. Effective Border Integrity
	PA2	Enforcement	$1.095
	PA3	Facilitated Border	$3.780	$0.3
	PA4	Conventional Border	$2.134		$0.113
	PA5	Trade	$0.184		$0.099
	PA6	Recourse	$3.296		$0.237
	PA7	Internal Services		$0.1
		Total	$15.800	$0.4	$0.449
CIC	PA1	a) Selection and processing of temporary residents	$5.1 Incremental funding $2.1 Foregone revenue 1	$0	$0	a. Safe and Secure Games;	a. CIC successfully implemented amended regulations, policies, processes and operational tools and products. CIC successfully delivered training to internal processing staff. CIC successfully performed screening and visa/work permit/temporary resident permit assessments. 2009-2010 Results for “Safe and Secure Games” and “Effective Border Integrity” are as follows: Number Applications processed (all LOB) = 41,522 Number Refusals for OFM/PFM and WKF = 105
						g. Effective Border Integrity;
CSIS	PA1	a) Intelligence Program	$7,710,900	$93,620	$21,453	a. Safe and Secure and Games	a. Post Game After Action Report completed.
						f. Effective Intelligence	f. CSIS derived information and intelligence was disclosed to the Joint Intelligence Group in an efficient and effective manner.
						h. Effective Operational Support	h. CSIS was an active member of the RCMP-led Olympic Accreditation Working Group (OAWG). CSIS contributed to the successful deployment of the RCMP’s Secure Accreditation Management System (SAMS). CSIS respected the Service Level Agreement (SLA) that was established with the RCMP in regards to the accreditation program. CSIS developed new, and honed existing, Business Continuity Plans; more so, they were subjected to formal Exercises to confirm their robustness and validity. CSIS participated fully in the Exercise program; this validated the flow of information and intelligence, and the roles and responsibilities of CSIS officers who were deployed for the Games. The planning and coordination of CSIS operational support requirements were conducted so as to keep actual expenditures within the allocated budget.
						i. Effective Information Technology	i. CSIS installed telecommunication technologies to ensure those CSIS Officers who were deployed for the Games, could efficiently and effectively communicate with other CSIS colleagues, and colleagues from other departments and agencies. CSIS confirmed the robustness and validity of its telecommunication and other information technologies via formal Exercises.
	PA2	b) Security Screening Program	$3,237,500
DND	PA1	a) Conduct Operations	$231.1 ($212 + $19.1: frozen contingency – was not used).	$13.5	$9.5	a. Safe and Secure and Games	a. DND/CF provided support to the RCMP to ensure the safety and security of the Games. There were no disruptions to the Games.
						c. Effective Land Security	c. Land interdiction operations successful: There were several encounters within the Olympic Controlled Access Zone by CF land forces, in company with RCMP officers. All personnel encountered in the OCAZ were escorted out of the OCAZ as quickly as possible. There were no incidents to report and all encounters were in support of the RCMP.
						d. Effective Air security	d. Air interdiction operations successful: There were several Targets of Interest (TOIs) designated during the Games. All incidents were successfully resolved. All air patrols were conducted in support of the RCMP
						e. Effective Marine Security	e. Maritime interdiction operations successful: There were no incursions into the maritime Controlled Access Zones. All maritime patrols were conducted in support of the RCMP.
						f. Effective Intelligence	f. Appropriate information/intelligence shared in a timely manner: Information and intelligence was shared amongst all security partners in a timely manner. f. Appropriate information/intelligence shared in a timely manner: Information and intelligence was shared amongst all security partners in a timely manner.
						h. Effective Operational Support	h. Personnel deployed in a timely fashion: Deployment took place in accordance with deployment orders, including reception, staging and onward movement (RSOM) and all CF operational needs were met. h. Accommodations and transportation for the key CF security delivery assets were available and needs were met: Inter-departmental and task-tailored accommodations and transportation arrangements were made through contracts, lease arrangements with the RCMP, BC Ministry of Forestry and Rangers, and DND resources. All operational needs were met with economy of effort and cost savings realized to keep CF expenditures within allocated funding.
						i. Effective Information Technology	i. The uninterrupted provision of accurate and relevant information to decision makers: Daily sitreps were provided to the GOC and the NOC. Liaison officers and inter-departmental communications provided timely information to security partners. Internal communications provided timely briefings to the CDS to maintain situational awareness.
Health Canada	PA1	Sustainable Environmental Health	$1.196	$0	$0	a. Safe and Secure and Games	a. No activities.
						b. Effective policing in games security area and Urban Domain
						h. Effective Operational Support	h. Effective Operational Support: HC led multi-departmental team providing RN support to RCMP and to EHOs; provided instrumentation, on-site advice and analysis (lab); RN surveillance informed security activities through real-time detection of radioactive material and rapid distinction between natural, medical, and malicious alarms
Industry Canada	PA1	Provide access to the radio frequency spectrum	$9.8	$0	$0	a. Safe and Secure and Games	a. No activities
						h. Effective Operational Support	h. PA1: 2,800 frequencies were authorized for the 2010 Winter Games; all radio frequency requirements of security and public safety organizations were met; PA2: 84 investigations into reports of radio interference were carried out within accepted service standards; no security and public safety activities at the 2010 Winter Games were jeopardized due to interference to the respective organizations radio communication systems.
	PA2	Minimize the impact of interference to radio communications systems				i. Effective Information Technology
Public Health Agency of Canada	PA1	Emergency Preparedness and Response	$0.9	$0.100	$0.019	a. Safe and Secure and Games	a. Microbiological Emergency Response Team (MERT): As part of the National CBRN team, MERT provided on-site rapid diagnostic assessment capacity for any bio-threat agents and/or exhibits collected by RCMP/DND and were ready to provide reference service support to BCCDC during the Games.
						f. Effective Intelligence	f. National Emergency Stockpile System (NESS): The NESS pre-positioned supplies in both Vancouver and Whistler. Pre-positioned equipment included CBRN supplies.
						h. Effective Operational Support	h. Surveillance: PHAC participated in 2010 Inter-Regional Surveillance Teleconference calls, provided local and provincial health partners with GPHIN and GIS products and mobilized epidemiological support staff to Vancouver and Whistler.
						i. Effective Information Technology	i. Training: Training on Emergency Operations Centre Response Structure and Emergency Preparedness and Response was provided to nearly 400 portfolio personnel in the regions and in Ottawa.
Public Safety Canada	PA1	Emergency Management and National Security	$1.2		$0.141 186	a. Safe and Secure and Games	a. After Action Reporting, Lessons Learned and re-deployment of staff from the BC region took place during the 2010-2011 fiscal year: 1) Public Safety Canada participated in the RCMP and DRDC evaluation and lessons learned processes post Olympic Games. 2) The lessons learned and best practices identified within these initiatives will be applied to future major events as appropriate through the Capability Improvement Process which supports whole-of-government emergency management response improvement.
						h. Effective Operational Support	h. Coordinated federal family through ADM-EMC V2010 Sub-Committee meetings, convened daily throughout duration of Games. Linkages across all levels of government maintained to ensure timely information flow through daily ADM-EMC meetings as well as Regional Operations Liaison Officer presence in the Government Operations Centre, the Integrated Security Unit, the PREOC and the TCC throughout the Games.
		Communications					Led communications coordination on safety and security of the 2010 Winter Games through the 2010 Government Partners Public Affairs Group Security and Public Safety (GPPAG). The GPPAG provided unprecedented coordination of partners from federal, provincial, municipal governments as well as crown corporations and private industry with a primary or supporting role in security and public safety. Facilitated coordination, PS Canada Communications set up the 2010 Government Partners Public Affairs Centre (GPPAC) in Vancouver during the Games. Public affairs partners from the Province of B.C., Integrated Security Unit, Canada Border Services Agency, DND, Canadian Heritage, Department of Foreign Affairs and the Vancouver Organizing Committee for the 2010 Olympic and Paralympic Winter Games (VANOC) were co-located with PS Canada staff.
		Law Enforcement and Policing				h. Effective Operational Support	h. Policy support and advice to the RCMP on security-related issues resulting from the implementation of the security operational plan Research project examining the impact of the 2010 Olympic and Paralympic Vancouver Games on the prevalence of human trafficking in Canada, particularly in the lower mainland of British Columbia. Co-lead with the Province of British Columbia the disposal of assets procured for the Games by the RCMP-led Integrated Security Unit.
RCMP	PA1	Protective Policing Services	$558	$12.12	$10.957	a. Safe and Secure and Games	a. After the close of a safe and secure Games, the fiscal year 2010-11 was a year of wind-down for ISU. This was the year of completing the deployment processes, asset disposal, and archiving of records.
						b. Effective policing in games security area and Urban Domain	b. The ISU developed and executed policing in Games Security Area and Urban Domain successfully in the following: Vehicle Access and Parking Permits (VAPP) allowed approved vehicles to access to Olympic venues; Master Delivery Schedule permitted scheduled deliveries to be made to venues within a specified period of time; Remote Vehicle Screening Sites (RVSS), located away from Olympic facilities, where “dirty” vehicles, goods, and materials were screened and confirmed “clean”; Material Transfer Areas (MTA) screened all materials intended for entry into secure areas, focusing on goods and materials and not on the delivery vehicle or driver; Vehicle Screening Areas (VSA) were located at venues and used to screen vehicles, their occupants, and cargo; Pedestrian Screening Areas (PSA) were used to screen people and personal articles for prohibited and illegal or dangerous material; The Vendor Certification Program (VCP) was an Olympic program whereby sponsors and official suppliers were certified to self-inspect, screen and seal goods prior to delivery at an Olympic venue; and The Perimeter Intrusion Detection System (PIDS) was designed to supply temporary electronic security detection for the perimeters of venues. The “In-Transit” Security Plan provided safe and secure transportation for Olympic athletes, team officials and other designated personnel travelling on the VANOC – Transport Athlete (TA) system.
						d. Effective Air security	d. The air security was successful in the following: Established the Federal Aviation Steering Committee (FASC) to provide senior stakeholder oversight and guidance to the Federal Aviation Technical Working Group (FATWG); Established the FATWG which was responsible for the development of aviation safety and security plans to address airspace design, air management, and air traffic enhancement for the Olympic and Paralympic Games; Established a Registration and Flight Authorization (R&FA) program to perform security checks on flight crew and authorized flight access to the Olympic Controlled Airspace (OCA); and Established the concept and operations for an Air Services Operations Coordination Centre (ASOCC), a Games time interagency-staffed organization which enhanced the effectiveness of both air security and overall security operations in the Olympic Theatre. In summary: 43 days of airspace control measures. 90,000+ aircraft movements recorded. 17,795 aircraft authorized/ released by ISU 7,495 aircraft screened through temporary facilities 6 Air incursions (minor violations of the restrictions)
						e. Effective Marine Security	e. The Marine Security was successful in the following: Established the Federal Marine Working Technical Group (FMTWG) to develop and assist in the creation of an overall marine and surface safety and security plan for 2010; Established the concept and operations for an Olympic Marine Operations Centre which was a Games time interagency-staffed organization whose coordinated actions enhanced the effectiveness of Marine security; Established the Marine Exercise Working Group (MEWG) that focused on planning exercise requirements for specific Olympic venue security including regional, national, international, and multi-jurisdictional considerations in the development of a comprehensive marine exercise plan; and The employment of a Community Relations Group team member to work with marine stakeholders on an ongoing basis along with regular marine updates to the public and some interest groups via briefings and public notices clearly ensured our security requirements were well communicated and accepted. During the operational period there were 23 boats (multiple agencies) on the water and 400 vessels were stopped and/or checked.
						f. Effective Intelligence	f. The JIG was successful in developing reliable and useful intelligence in a timely manner to keep all areas of the ISU and other partner agencies informed of all events and threats relating to the security of the Games. The Financial Intelligence Investigative Team (FIIT) was established to monitor venue contracting and construction. This was well publicized which is believed to be one of the factors contributing to the lack of evidence of organized crime pertaining to venue construction Creation of the Liaison Management Team to cultivate and maintain relationships with domestic and international agencies was able to provide timely and accurate intelligence. Integration of both the CF and CSIS LO’s and utilization of the Sensitive Information Handling Unit (SIHU) within the JIG was paramount to the timely exchange of intelligence.
						g. Effective Border Integrity	g. The overarching priority for Border Integrity during the Olympic period (2010-02-07 to 2010-03-24) was successful in augmenting Olympic Security by focusing on areas of high risk within the Border Integrity areas of responsibility – especially the border. There were no reports or intelligence that indicated any instances of human trafficking and although there were reports of Border incursions specific to border jumpers there was no information that suggested an Olympic nexus. The actual numbers although up slightly were consistent with the previous year while the apprehension rate increased.
						h. Effective Operational Support	h. The operational support was successful in the following: The Accreditation, Screening and Validation Team (ASVT) successfully met the challenges of providing Security Background Checks (SBC) for more than 200,000 people. The establishment of the Olympic Accreditation Working Group (OAWG) encouraged and facilitated discussions between Canadian Security Intelligence Service (CSIS), Canadian Border Services Agency (CBSA), Citizenship and Immigration Canada (CIC), and Heritage Canada. The development of the Secure Accreditation Management System (SAMS) provided a secure means of conducting an SBC and provided a legacy capability for the RCMP in future major events. By the end of the Games, ASVT had conducted approximately 205,000 SBC on volunteers, security services, work force and Olympic Family using SAMS. The provision of effective operational support throughout the Games period is tied directly to the extensive exercise program that was developed. This allowed for the clear definition of the roles and responsibilities of all the staff in the various command and operations centres located throughout the theatre of operations.
						i. Effective Information Technology	i. The RCMP/ISU delivered effective information technology support through the development of systems by the CIO, most notably EMS and SAMS, by Technical Operations in the form of the SAP, and through the acquisition of off the shelf products (Common Operating Picture) and the service contract for PIDS. All systems performed exceptionally well; however, the ISU did have a well defined Service Level Agreement and a back up site if the main command centre failed.
Transport Canada	PA1	A safe transportation system	$8.3M NAV Canada additional ask of 24.7M for contribution: 2008-09 6.6M 2009-10 17.9M 2010-11 250K *numbers were re-profiled as per TB decision record 834526	$0.548 (does not include EBP and accommodation) NAV Canada $0.25	$0.311 (does not include EBP and accommodation) NAV Canada	a. Safe and Secure and Games	a. Transport Canada worked closely with other federal departments and agencies involved in safety and security during the Olympic games. TC contributed to a Safe and Secure Games by exercising leadership and its legislative/regulatory powers relating to the transportation system.
						c. Effective Land Security d. Effective Air security e. Effective Marine Security	c, d, e. A very high level of compliance in all modes was experienced during the games. Any non-compliance was minor and easily resolved with no impact on the security or safety of the games: 113 TDG companies registered 706 DG vehicles licensed 780 DG drivers licensed -215 rail site visits 2,443 km of rail track inspected 7,500 aircraft screened/searched 68 vessels inspected 316 marine facilities inspected 43 days restricted airspace with only three minor alleged incursions
						f. Effective Intelligence	f. No issues reported effecting the flow of information between JIG and TC
						h. Effective Operational Support	h. Operations and Coordination Centres were staffed with embedded personnel as required. Timely and accurate information flowed between TC and ISU
	PA2	A secure transportation system				i. Effective Information Technology	i. IT service calls resolved in a timely manner
Total			$844.4444	$27.01162	$21.411 639	$21.411 639

Comments on Variances:

DND/CF was able to provide a wide range of unique military capabilities in support of the RCMP to ensure the safety and security of the Games. DND/CF provided support without using any initially identified contingency funding. The Department was able to achieve significant cost reductions and savings due mainly to a review of its concept of support, active contract management and the establishment of financial controls.

CSIS: Actual expenditures were lower than projected resource requirements for the following primary reasons: the number of accreditation requests were substantially lower than projected (i.e. salaries)and travel and accommodation costs were lower than projected and the costs associated with required upgrades to critical facilities were lower than projected

IC: Expenditures were lower than projected for the following reasons: travel and accommodation costs were considerably lower than projected; there were savings in network systems support and professional services; and a contingency reserve of $1.7 million in capital was not required.

RCMP: The security budget for the RCMP of $492.5M was supplemented by the Olympic Federal Contingency in the amount of $65.5M for a total security budget of $558M.

TC: Actual costs at Nav Canada were higher and/or lower than planned resulting in a variance. There was also a reduction in the level of some services provided (determined as not required) resulting in lower labour costs.

Results to be achieved by non-federal partners (if applicable): N/A

Contact information:

Inspector Jane MacLatchy,
Federal Security Coordinator, Vancouver 2010,
Protective Policing, Major Events,
Royal Canadian Mounted Police,
(613)-949-2120

Name of Horizontal Initiative: Investments to Combat the Criminal Use of Firearms (ICCUF)

Name of Lead Department: Royal Canadian Mounted Police

Lead Department Program Activity: Canadian Firearms Program

Start Date: May 2004

End Date: Ongoing

Total Federal Funding Allocation (from start date to end date): Originally $49.9 million over five years; now extended indefinitely.

Description of the Horizontal Initiative (including funding agreement):

The overall aim of the ICCUF is to improve the national collection, analysis and sharing of firearms-related intelligence and information. Funding is distributed within the RCMP to the Canadian Firearms Program (CFP), Criminal Intelligence (CI) and the Criminal Intelligence Service Canada (CISC). The initiative also provides funds to Canada Border Services Agency (CBSA) and Public Safety Canada (PSC).

The ICCUF directly supports the Government's objective to tackle violent crime (especially firearms-related offences in relation to organized crime and street gangs).

Shared Outcomes: Enhanced RCMP and CBSA capacity to gather, analyze and share criminal intelligence in order to improve individual investigations, and to increase knowledge of the extent and patterns of smuggling and trafficking of firearms used in crime. These contribute to Canada’s intelligence-led national enforcement strategy.

Governance Structures: A Joint Management Team (JMT) coordinates ICCUF efforts. All partners participate in JMT meetings.

Performance Highlights:

Federal Partners	Federal Partner Program Activity	Names of Programs for Federal Partners	Total Allocation (from Start to End Date)	2010-11 ($ millions)
				Planned Spending	Actual Spending	Expected Results	Results Achieved
Public Safety Canada	Policing and Law Enforcement	ICCUF	Ongoing	$ .275	$ .275	Independent policy advice to the Minister of Public Safety on firearms and gun crime and research on gun crime issues.	Provided ongoing policy advice to the Minister. Contributed to the summative evaluation of the initiative. Initiated process mapping project for the initiative. Examined illicit firearms market acquisition patterns.
Royal Canadian Mounted Police	Canadian Firearms Program	ICCUF	Ongoing	$8.215	$10.345	Reduce the impact of organized crime through continued support to law enforcement agencies by providing specialized assistance to effectively investigate, gather evidence and share criminal intelligence leading to the successful prosecution of individuals involved in the illegal movement and criminal use of firearms.	Enhancement of the Centralized Firearms Occurrence and Trace Reporting System has allowed the Canadian Firearms Program’s Firearms Investigation and Enforcement Services Directorate (FIESD) to refine the collection, collation, reporting and analysis of firearms data. In 2010, 9,568 firearms were reported to FIESD, with 20% of those firearms submitted for tracing. Implementation of a national Firearms Occurrence Reporting and Trace Request Form has facilitated RCMP members across the country submitting firearms occurrence directly to the CFP. Enhancements to Firearms Tracing Deliverables, such as the creation of the Firearms Trace Report, has allowed for a more comprehensive and accurate depiction of firearms trace results, and facilitates the dissemination and sharing of firearms trace information. Alignment of the Ontario Provincial Tracing Program and the Canadian National Firearms Tracing Centre has contributed to an enhanced relationship between both the provincial and national centres. The RCMP’s Firearms Reference Table (FRT) remains the data dictionary for the purposes of consistent firearms data collection for the National Firearms Collection Framework. Continued dissemination of the FRT to Law enforcement agencies (7,524 DVD copies of the Canadian version, 1,214 copies of the International version). A web version is now also available online to RCMP personnel, as well as through the Canadian Firearms Program’s secure web services portal for public agents and firearms businesses respectively. The FRT network capable DVD has also been placed on the Canada Revenue Agency national IT system for use by CBSA agents. INTERPOL was provided updated 2010 FRT content for the INTERPOL Firearms Reference Table. INTERPOL was supplied the Firearms Identification for Public Agents course content for use on the INTERPOL firearms web portal. Active participations in the following conferences: Member of the official Canadian delegation to the United Nations Fourth Biennial Meeting of States on the Program of Action on Small Arms and Light Weapons (New York, June 2010). Presented at the Organization of American States on Interdiction and Regional Security of Small Arms and Light Weapons, (Buenos Aires, Argentina, August 2010), and Firearms Marking (San Jose, Costa Rica, December 2010). Development of electronic training programs for law enforcement to be delivered via the Canadian Police Knowledge Network in 2010-11: Firearms Identification for Police Agencies training (208 registrants) and Canadian Firearms Registry On-line training (58 registrants). Provision of 173 training sessions conducted with a total of 4,410 law enforcement persons trained in various firearm-related issues.
	Criminal Intelligence Directorate	ICCUF	Ongoing	$1.12	$ .951		Criminal intelligence has played an important role in supporting frontline policing by providing actionable intelligence. Their efforts have identified and led to the arrest of suspects involved in firearms crimes.
Canada Border Services Agency	Intelligence and Targeting Operations Directorate	ICCUF	Ongoing	$1.33	$1.48	Valuable criminal intelligence was shared in support of firearms crime investigations	Seizure of non-restricted, restricted and prohibited firearms at various ports of entry across Canada. Development of intelligence on individuals and businesses suspected of being involved in the cross-border movement of illicit firearms. Provision of intelligence support to Canadian law enforcement agencies in matters relating to the trafficking of firearms.
Total				$10.94	$13.051

Comments on Variances: The variance in planned and actual spending for 2010-11 is due to the purchase of two Integrated Ballistics Identification System TRAX instruments by the RCMP.

Results to be achieved by non-federal partners (if applicable): N/A

Contact information:

C/Supt. Geoffrey Francis
Director, Firearms Investigative and Enforcement Services Directorate
RCMP Canadian Firearms Program
73 Leikin Drive
Ottawa, Ontario K1A OR2
Email: Geoffrey.Francis@rcmp-grc.gc.ca

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Notes

¹ Foregone revenue funds are not allocated to CIC reference levels. Purpose is to obtain a source of funds for the fiscal framework for fees waived and therefore not deposited in the consolidated revenue fund (CRF).

Name of Horizontal Initiative: Security and Public Safety for the 2010 G8 and G20 Summits

Name of Lead Department: Royal Mounted Canadian Police (RCMP)

Lead Department Program Activity: Protective Policing Services ¹

Start Date: 2008-09

End Date: 2010-11

Total Departmental Funding Allocation (from start date to end date): $507.4M

Description of the Horizontal Initiative (including funding agreement):

The Royal Canadian Mounted Police is the sole agency with federal policing jurisdiction and has the primary responsibility to ensure the security for any intergovernmental conferences held in Canada.

The RCMP led a multi-organizational, integrated security group known as the 2010 G8-G20 Summits Integrated Security Unit (ISU). The ISU had overall responsibility for coordinating and providing security for both the 2010 Muskoka G8 and the Toronto G20 Summits. A phased approach was used to successfully plan and secure this major event: design, planning and operational readiness activities; Summit operations; and demobilization/debrief.

The overall goal of the ISU was to provide "safe and secure Summits" to the attending Canadian public and visiting Heads of States. This was achieved through an integrated security model and in close collaboration with partners.

Expenditures incurred over three fiscal years for planning and securing the 2010 Muskoka G8 and Toronto G20 Summits totaled approximately $304.3M.

Shared Outcome: Safe and secure Summits

Governance Structure(s):

A Performance Measurement and Evaluation Strategy (PMES) for the 2010 Muskoka G8 and Toronto G20 Summits horizontal initiative was completed as required by Treasury Board Secretariat. The PMES formalized the federal commitment of the RCMP and its federal partners to be accountable for the implementation of this initiative.

The 2010 G8-G20 ISU was comprised of members from the RCMP, the Canadian Forces (CF), the Ontario Provincial Police, the Toronto Police Service and the Peel Regional Police Service. The Division Operations Commander, an RCMP Chief Superintendent, reported to the O Division Commanding Officer, who in turn reported to the Deputy Commissioner of Federal Policing and Central Region, who reported directly to the Commissioner of the RCMP and who, in turn, reported directly to the Minister of Public Safety Canada.

A Federal Security Coordinator (FSC) at the Superintendent level was appointed by the Assistant Commissioner of Protective Policing of the RCMP to assist in guiding the federal aspects of the security planning and operational phases and to act as a liaison to the 2010 G8-G20 ISU and Protective Policing.

The Privy Council Office established the Office of the Coordinator for the G8 and G20 Security to assist in inter-departmental coordination at the strategic level. The Coordinator chaired a horizontal Deputy Ministers Working Group to discuss and make decisions on horizontal issues. The Coordinator reported to the National Security Advisor to the Prime Minister, who in turn reported directly to the Prime Minister.

The participating departments worked with the RCMP while maintaining their own reporting structures to their respective Ministers.

Performance Highlights:

The Mission Aim “Ensure the Safety and Security of the General Public and Heads of State Attending the G8 and G20 Summits in Canada” of the 2010 G8-G20 Summits Integrated Security Unit (ISU) was achieved.

Utilizing the Treasury Board Risk Management Framework and the RCMP Integrated Risk Management as guidance, the ISU created an Integrated Risk Management Plan and Risk Registry that assisted in identifying risks and mitigation strategies, which in turn led to the success of the G8 and G20 Summits. Significant risks – such as mobilizing RCMP and municipal police agency personnel, accrediting private security and providing bus availability for security personnel – were averted as a result.

Royal Canadian Mounted Police
Program Activity PA1

Department Program Activity	Total Allocation (from Start to End Date)	2010-11 ($ millions)
		Planned Spending 2	Actual Spending 3	Expected Results	Results Achieved
Protective Policing Services	$507,459,000	$436,542,000 4	$239,900,000	a. When a safety or security issue did occur, it did not result in a disruption to the Summits	Safety and Security did occur; plans were successfully implemented, no incidents disrupted the Summits, Internationally Protected Persons (IPP) met and moved as required.
Total	$507,459,000	$436,542,000	$239,900,000

Comments on Variances:

The Summits ended with a significant surplus of $205 million (including Employee Benefits and Pension (EBP)). This was due to several factors. The RCMP held a government-wide contingency for the two Summits of $60 million. The Operational Plans used for the budgetary process indicated that we required at peak deployment 7,041 personnel. The actual deployment was 5,575 individuals from within the RCMP and 653 from Other Police Departments (OPDs). Deployed resources provided the bulk of the cost drivers for pay, overtime, meals, accommodation, equipment and transportation. Hotel costs anticipated in Toronto were reduced by the competitive process by approximately $26 million. The cost of radios were also reduced through the competitive process by over $20 million.

Results Achieved by Non-Federal Partners (if applicable): N/A

Contact information:

Superintendent Tim Head
Federal Security Coordinator, G8/G20
Protective Policing, Major Events
Royal Canadian Mounted Police

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Notes

• ¹ The new RCMP Program Activity Architecture (PAA) was approved by the President of Treasury Board in August 2010; this initiative falls under sub-sub activity 1.1.2.7 Major Events on the new structure.
• ² The amount for planned spending includes both the G8 and G20 Summits.
• ³ The amount for actual spending includes both the G8 and G20 Summits.
• ⁴ From period one forecast with full contingency.