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Section II: Program Activities by Strategic Outcomes

Summary of Strategic Plans and Priorities

Safe Homes and Safe Communities remains our overall goal. In presenting our plans and priorities for 2008-2009, we have drawn from both the Strategic Outcomes set out in our Program Activity Architecture (Quality Federal Policing; Quality Contract Policing; Quality Policing Support; Grants & Contributions; and Minimized Risks to Public Safety from Firearms) and from our five Strategic Priorities (Organized Crime; Terrorism; Economic Integrity; Youth; and Aboriginal Communities).

The following strategy map and summary table capture the cross-over between our PAA framework and our Balanced Scorecard approach:

Summary of Departmental Strategic Goal
Strategic Goal:  Safe Homes, Safe Communities	Outcome Statement:  To work towards providing safe homes and safe communities by addressing our strategic priorities in an intelligence-led, disciplined, accountable fashion, guided by clear values, in collaboration with others.
Supporting Strategic Priorities Organized Crime Terrorism Economic Integrity Youth Aboriginal Communities	Key Performance Goals: Maintain 97% agreement amongst Canadians that the RCMP’s contribution to ensuring safe homes and safe communities is important Maintain 87% satisfaction amongst Canadians with the RCMP’s contribution to ensuring safe homes and safe communities  Maintain 98% agreement amongst Canadians that the RCMP’s services are important for Canada Maintain 90% agreement amongst Canadians that the RCMP places emphasis on providing good service  Maintain 89% agreement amongst Canadians that the RCMP plays a valuable role in reducing the impact of organized crime in Canada Maintain 84% agreement amongst Canadians that the RCMP plays a valuable role in reducing the threat of terrorist activity in Canada Maintain 80% agreement amongst Canadians that the RCMP plays a valuable role in contributing to safer and healthier Aboriginal communities Maintain 84% agreement amongst Canadians that the RCMP plays a valuable role in preventing and reducing youth involvement in crime Maintain 86% agreement amongst Canadians that the RCMP plays a valuable role in reducing the impact of economic crime in Canada
Supporting Strategic Outcomes Quality Federal Policing Quality Contract Policing Quality Policing Support  Grants and Contributions Minimized Risks to Public Safety from Firearms

Our Strategic Priorities

Strategic Priority: Organized Crime

Reduce the threat and impact of organized crime

What Makes This A Priority In 2007, the Canadian criminal intelligence community identified approximately 950 organized crime groups, which were found to operate in all types of communities Organized crime is increasingly transnational in nature increasing the need for Canada’s police services to address the international connections of crime beyond our national boundaries Many groups are involved in a variety of criminal activities, for example, there are approximately 105 various organized crime groups currently known to be involved in the illicit tobacco trade; 69% are also involved in drug trafficking, mainly in marihuana and cocaine, and/or weapons trafficking Available data suggests current annual global revenues from illicit criminal activities include:  $100 to 300B from drug trafficking $10 to 12B toxic and other hazardous waste dumping $9B from automobile theft in the US and Europe $7B from human smuggling Global trade in pirated goods are estimated at US$450B $40 to $50B annually due to the illicit tobacco trade Marine ports are the primary point of entry for the smuggling of illicit drugs, tobacco, alcohol and firearms In 2006, the RCMP seized some 500,000 cartons of contraband cigarettes, which is a 16-fold increase from 2001, with 22% of smokers nationally consuming illegal tobacco products Estimated revenue loss to federal and provincial governments from contraband tobacco is worth 100s of millions of dollars In Canada alone, the International Monetary Fund estimated that between $22 and $55 billion is laundered annually Drug trafficking continues to be the principal source of revenue for most organized crime groups. In 2007, approximately 80% of all crime groups in Canada were involved in the illicit drug market. Some of the profit derived from drug sales may eventually find its way to terrorist and other insurgent groups who are also involved directly/indirectly in the drug trade The detrimental consequences of drug abuse include physical, emotional, economic and social harm to both individual Canadians and Canadian society The ripple effects of organized crime: drug abuse costs OECD countries more than $120B per year in enforcement, prosecutions, prisons, prevention, treatment, health care and financial losses 800,000 to 4,000,000 people are trafficked across international borders Organized crime is heavily involved in small arms trade and there is an increasing risk that they will traffic in Chemical, Biological, Radiological and Nuclear weapons There are 600 million small arms and light weapons in circulation worldwide The Canadian Government announced that it will implement a new National Anti-Drug Strategy that will give law enforcement agencies new powers to take on those who produce and distribute drugs in Canada (Sources: RCMP Environmental Scan 2004; CISC 2004 Annual Report on Organized Crime in Canada; CISC 2005 Annual Report on Organized Crime in Canada; CISC 2007 Annual Report on Organized Crime in Canada; RCMP policy centres; October 2007 Speech from the Throne; Framework Convention on Tobacco Control (FCTC); 2006 provincial threat assessments (TAs), and July 2007EKOs Research survey)

Overview

Organized crime poses a serious long-term threat to Canada’s institutions, society, economy and to our quality of life. The vast majority of organized crime groups use or exploit the legitimate economy to some degree by insulating their activities, laundering proceeds of crime, and committing financial crimes via a legitimate front. It exploits opportunities around the globe and creates a sophisticated transnational network to facilitate criminal activities and challenge law enforcement efforts. Domestic policing efforts increasingly require the development of strategies and programs that address the international components of organized crime. The RCMP organized crime strategic priority focuses on “Reducing the threat and impact of organized crime”. In countering the growth of organized crime groups and dismantling their structures and sub-groups, a critical component is the improved coordination, sharing and use of criminal intelligence. This intelligence is used in support of integrated policing, law enforcement plans and strategies, as well as initiatives designed to communicate the impact and scope of organized crime. 

Utilizing the intelligence base established by the RCMP, operations will provide leadership in developing and implementing intelligence-led tactical operational plans in partnership with other police and law enforcement agencies. These plans will help meet the strategic outcome of reducing the threat and impact of organized crime. In addition, the RCMP is embarking on an aggressive program of proactively seeking out actionable intelligence in direct support of enforcement actions. The RCMP is deploying “Probe Teams” alongside existing enforcement resources, which will increase successful operations because of their ability to identify organized crime vulnerabilities and enforcement opportunities to be used by enforcement units when conducting criminal investigations and prosecutions. This initiative will give practical structure to the term “intelligence-led policing” and has demonstrated success against organized crime in trials thus far.

Plans and Priorities

The following plans and priorities have been established to guide the RCMP’s efforts towards reducing the threat and impact of organized crime in Canada.

The key plans and priorities for the coming year are to:

• Reduce the supply of and demand for illicit drugs in Canada
• Conduct effective investigations to enhance our capability and capacity to effectively conduct organized crime investigations
• Impact crime through awareness and education
• Be intelligence-led in order to establish effective intelligence-based priority setting and decision making capabilities
• Expand the collection and sharing of information and intelligence to: facilitate greater contribution; develop new sources of information; collect data on new and emerging subject areas; and exchange ballistics information on firearms between Canada and the United States
• Build new and strengthen existing partnerships, both within Canada and internationally 
• Contribute to public policy at the earliest stage of development
• Support Canadian law enforcement agencies and the courts in the fight against organized crime by providing the most timely criminal history information while respecting privacy and legal considerations
• Support Canadian law enforcement agencies with organized crime investigations by providing state-of-the-art technological tools, procedures, and continued research and development (R&D) to enable effective lawful interception of communications as well as electronic and physical surveillance
• Contribute to the fight against organized crime by offering advanced courses, specialized seminars and other learning opportunities to the RCMP, Canadian and international police and partner agencies
• Conduct applied and theoretical research; contribute to environmental analyses; provide policy analysis, development and advice; and conduct program design, policy and program monitoring and evaluation
• Strengthen Canada’s criminal intelligence community by supporting Criminal Intelligence Service Canada’s Automated Criminal Intelligence Information System (ACIIS), the database for sharing criminal intelligence on organized and other serious crime affecting Canada 
• Support Canada’s law enforcement community by participating in Criminal Intelligence Service Canada’s Integrated National Collection Plan and contributing to the production of the National Threat Assessment on Organized and Other Serious Crime affecting Canada 
• Reduce nationally the availability of and decrease the demand for contraband tobacco as detailed in the RCMP’s National Contraband Tobacco Enforcement Strategy
• Conduct, in cooperation with partners, an all-hazards threat and risk assessment

Strategic Priority: Organized Crime – Ongoing

Strategic Objectives: * Attract, develop, retain and support our employees Communicate effectively Ensure sound and rigorous stewardship of resources Be intelligence led Expand collection and sharing of information and intelligence Build new and strengthen existing partnerships Contribute valued public policy advice Ensure data quality and integrity Improve planning and performance management Conduct effective investigations Impact crime through awareness and education Build research, policy analytical and operational capacity Optimize enabling science and technology Note: * The numbering does not denote the level of importance placed on each objective.

Key Performance Goals: Increase by 10% the percentage of stakeholders and partners who agree that the RCMP effectively communicates what it is doing and why it is doing it (supports Objectives 2, 5 and 6) Maintain agreement amongst stakeholders (91%) and partners (86%) that the RCMP is a valuable partner in reducing the threat and impact of organized crime (supports Objectives 3, 6 and 10) Increase by 10% the percentage of stakeholders who agree that the RCMP provides accurate and complete information about its programs and services (supports Objectives 2, 5 and 11) Achieve 85% agreement amongst stakeholders and partners that the RCMP is a valuable partner in reducing the threat and impact of organized crime (supports Objectives 3, 6, 9 and 10) Triple the number of external partners participating on the Strategic Priority Working Group (supports Objectives 3, 4, 5 and 6) Achieve 85% agreement amongst stakeholders that the RCMP provides valuable input into the development of public policy on organized crime (supports Objectives 2, 5 and 7) The number of established Provincial steering committees to operationalize the Integrated Provincial Threat Assessments (supports Objectives 3, 4, 5, 6, 11 and 12) Increase the number of Divisions in which the Probe Team concept has been integrated (supports Objectives 3, 4, 5 and 12) The percentage of clients, partners and stakeholders satisfied that the RCMP is a valuable partner in preventing and reducing crime (supports Objectives 1, 3, 6, 9 and 10) Enhance the use of ACIIS within the criminal intelligence program (supports Objectives 2, 4, 5, 8, 11 and 13)

Strategic Priority: Organized Crime – Ongoing
Supporting Program Activities (PAA)*	Planned Spending (millions)*
	2008-2009	2009-2010	2010-2011
1 – Federal and International Operations	$802.6	$824.4	$828.2
3 – Community, Contract and Aboriginal Policing	$1,045.2	$998.3	$986.1
4 – Criminal Intelligence Operations	$74.9	$75.0	$77.7
5 – Technical Policing Operations	$216.2	$217.1	$212.3
7 – National Police Services	$159.3	$156.8	$149.3
Supporting Program Activities (PAA)*	Planned FTEs
	2008-2009	2009-2010	2010-2011
1 – Federal and International Operations	5,570	5,643	5,774
3 – Community, Contract and Aboriginal Policing	17,902	17,800	17,816
4 – Criminal Intelligence Operations	631	633	645
5 – Technical Policing Operations	1,515	1,521	1,540
7 – National Police Services	1,477	1,406	1,407

Note: * Areas primarily responsible for delivery against the Strategic Priority, as per the PAA. Descriptions of the Program Activities can be found in Section I.
** Figures reflect allocations as per Program Activity, not Strategic Priority. The figures are taken directly from the Planned Spending contained in the Main Estimates (see Section III – Table 1). Planned Spending for the Corporate Infrastructure Program Activity has been allocated across all Program Activities in accordance with TBS guidelines for the preparation of the Main Estimates.

The Organized Crime Program Activities are supported by the following Sub-Activities:

PAA Sub-Activities

1.1 Financial Crime – Contributes to the security of the Canadian economy and seeks to protect Canadians and their governments from financial crimes perpetrated by organized crime and others. Activities such as Commercial Crime, Proceeds of Crime, Money Laundering and Integrated Market Enforcement are good examples of how the RCMP is focused on addressing organized crime involvement in financial crime. Program performance will be monitored by the following key indicators:

• The RCMP Core Surveys of Canadians and of policing partners:
  • Percentage of participants who are of the view that the RCMP plays a valuable role in reducing the impact of economic crime (such as credit cards, counterfeit or identity theft)
  • Percentage of participants who are of the view that the RCMP is a valuable partner in reducing the impact of economic crime by promoting awareness and education

1.2 Drugs and Organized Crime – Focuses on combating organized crime including drug-related social and economic harm to Canadians; contributes to the reduction in supply of, and demand for illicit drugs through disruption of criminal organizations responsible for importation, production and supply of illicit drugs in Canada; disrupts supply routes and prevents illicit drug production and distribution; reduces demand for drugs and drug abuse through prevention, public education and support of alternative forms of justice. Activities such as Organized Crime strategy, Source Witness Protection, Integrated Organized Crime Investigation Units, Drug Awareness, and Drug Enforcement are good examples. Program performance will be monitored by the following key indicators:

• The Disruption Attributes Tool (DAT) is a new tool to identify the impact of the RCMP’s efforts to disrupt organized crime groups in our communities. The DAT enables us to measure the effectiveness of the disruptions, relative to each organized crime group, based on three attributes of organized crime groups. These three attributes – Core Business, Financial and Personnel – are each given a status of High, Medium, Low, Nil, N/A (not applicable), or Unknown based on the level of disruption
• The RCMP Core Surveys of Canadians and of policing partners:
  • Percentage of participants who are of the view that the RCMP plays a valuable role in reducing organized crime
  • Percentage of participants who are of the view that the RCMP plays a valuable role in reducing the threat and impact of organized crime
  • Percentage of participants who are of the view that the RCMP provides valuable input in to the development of public policy pertaining to organized crime
  • Percentage of participants who are of the view that the RCMP shares its research related to organized crime with “my” organization

1.3 Border Integrity – In partnership with international and domestic government agencies and stakeholders, as well as the community at large, the RCMP contributes to the national security of Canada by protecting Canadians and their institutions from terrorism, organized crime and other border-related criminal activity. In addition to utilizing a multi-layered enforcement model which considers domestic and international threats to the security of Canadians and our borders, education and prevention initiatives are also undertaken to proactively mitigate these threats. Activities such as Federal Enforcement, Immigration and Passport, Customs and Excise, Integrated Border Enforcement, Marine Security, and Airport/Coastal Watch are good examples. For instance, an illegal tobacco manufacturing and distributing operation evading all federal and provincial duties and taxes can sell their product for as little as $6 for 200 cigarettes (i.e., equal to one carton), while legitimate tobacco products are sold for $75-90 per carton. While extremely difficult to methodically estimate, losses to the federal and provincial governments could be in the order of $100s of millions annually as a result of the contraband tobacco market. Program performance will be monitored by the following key indicators:

• The RCMP Core Surveys of Canadians and of policing partners:
  • Percentage of participants who are of the view that the RCMP is a valuable partner in protecting Canada’s border
  • Percentage of participants who are of the view that the RCMP is a valuable partner in protecting Canada’s sovereignty

1.4 International Policing – Enhances international cooperation at strategic and tactical levels between the RCMP and foreign police and law enforcement agencies to prevent or reduce the impact of internationally influenced organized crime on Canada. Program performance will be monitored by the following key indicators:

• The RCMP Core Surveys of policing partners and stakeholders:
  • Percentage of participants who are of the view that the RCMP makes a valued contribution to the development of public policy with respect to international issues
  • Percentage of participants who are knowledgeable about the scope of the RCMP’s international policing services
  • Percentage of participants who are of the view that FIO personnel provide timely response to international requests
  • Percentage of participants who are of the view that the RCMP provides effective support of international operations

3.1 Provincial/Territorial Policing – Provides policing services to eight provinces and three territories through cost-shared police service agreements. Program performance will be monitored by the building and maintenance of an effective Records Management System to ensure the timely sharing of criminal intelligence. Another performance measure will be the monitoring of Crime Prevention & Awareness presentations in regards to organized crime through the creation of awareness tools that are culturally competent and age specific

3.2 Municipal Policing – Provides policing services to diverse municipalities in seven provinces through cost-shared police service agreements. Program performance will be monitored again by the building and maintenance of an effective Records Management System to ensure the timely sharing of criminal intelligence. Another performance measure will be the monitoring of Crime Prevention & Awareness presentations in regards to organized crime through the creation of awareness tool(s) that are culturally competent and age specific

4.1 Organized Criminal Intelligence – Responsible for assessment, monitoring and coordination of all organized crime or other serious criminal activity

5.1 Air Services – Provides a safe, effective and cost efficient air service to the RCMP in support of its mandate to maintain peace and security for the nation by applying the highest principles of aviation safety, providing a professional and well-trained group of pilots and technicians, and ensuring the cost-effective use of available resources. Program performance will be monitored by the following key indicators:

• Education provided to and/or undertaken by employees (e.g, aviation regulatory violations, certification to Transport Canada standards, annual currency training and bi-annual check rides)
• Tracking of rotor wing hours dedicated to organized crime investigations
• Progress on the implementation of a new Flight Data Management System

5.3 Protective Technology – Researches, develops, designs, evaluates, provides and implements electronic and mechanical physical security systems required to protect IPPs, VIPs and RCMP personnel and assets at permanent locations and temporary operational sites: to serve as the RCMP’s national policy centre on electronic and mechanical security by providing expertise, and by originating standards and best practices for the Protective Technical Services Branch (PTSB) and the Protective Technical Services Section (PTSS) and field sections; to provide security consultations of federal and VIP sites; to develop and conduct the armoured vehicle program; and to support the RCMP’s role of lead agency in security matters. Key performance indicators include:

• New access control/intrusion detection hardware deployed to existing security infrastructure
• Technical specifications developed for perimeter intrusion detection for the 2010 Olympics
• The number of armoured vehicles produced
• The number of hours in support of mechanical security systems for RCMP/VIP facilities
• The number of sites protected and maintained with video surveillance

5.4 Technical Investigation – Provides capacity and support for criminal investigations related to organized crime with state-of-the-art technological tools and procedures to operational sections in the RCMP and other law enforcement agencies, including covert electronic surveillance and interception of communications technologies, covert physical surveillance technologies, covert intrusion capacity, and effective lawful access provisions. Program performance will be monitored by the following key indicator:

• The number of hours provided in specialized technical investigative services, such as lawful/covert technologies, as well as R&D projects

5.6 Technological Crime – Investigates pure computer crimes such as unauthorized access and mischief to data which have been identified as areas of operation for organized criminal activity. Acts as a policy centre for the provision of computer search, seizure and forensic analytical support to RCMP personnel. This includes the activities of:

• Technological Crime Technical Investigative Services which conducts search, seizure and analysis of electronic evidence in support of criminal investigations
• Technological Crime Investigative Services which investigates pure computer crimes such as unauthorized access and mischief to data, and which conducts open source data mining in support of these investigations

Program performance will be monitored by the following key indicators: 

• The number of hours provided in specialized investigative services such as the search, seizure and analysis of electronic evidence on behalf of other investigational areas
• The number of hours spent in the investigation of pure computer crime

5.7 Departmental Security – Establishes and directs a security program that ensures coordination of all policy functions and implementation of policy requirements as outlined under the Government Security Policy. These functions include general administration, access limitations, security screening, physical security, protection of employees, information technology security, security in emergency and increased threat situations, security in contracting and security incident investigations

Key performance indicators include:

• The number of hours provided in security-related functions
• The number of security breaches reported
• The number of RCMP Reliability Status denied, suspended, revoked

7.1 Forensic Laboratory Services – Conducts scientific analysis of evidence from crime scenes, presents forensic evidence in courts, and researches and develops new and advanced forensic methodology and techniques. Examples of activities linked to reducing the threat and impact of organized crime include: playing a leadership role in the National Anti-Counterfeiting Bureau (NACB), which focuses on strategies to develop partnerships with key agencies involved in the security, production and distribution of currency and identity documents; and the Canadian Integrated Ballistic Information Network (CIBIN), which provides a link with the United States government and police agencies in an effort to reduce opportunities for cross-border crime and distribution of firearms. Program performance will be monitored by the following key indicators:

• The number of new services delivered by March 31, 2009 as proposed in the NACB Business Plan
• The number of activities completed in order to allow for the electronic exchange of CIBIN data by March 31, 2009

7.2 Information and Identification Services – Contributes, through a national information exchange system with Canadian and international law enforcement agencies, on matters such as criminal records and fingerprints. This includes the National Weapons Enforcement Support Team (NWEST), which supports frontline police agencies throughout Canada and internationally in gathering evidence to assist the agencies in successfully prosecuting persons involved in the illegal movement and criminal use of firearms. Program performance will be monitored by the following key indicator:

• Increasing the number of Tactical Analysis Units, which provide assistance to police agencies nationally in providing tactical intelligence, resulting in the investigation of criminal groups involved in firearms-related offences

7.3 Canadian Police College – Provides advanced and specialized training in police management and the investigation of organized crime to police services. Program performance will be monitored by the following key indicators:

• The number of courses provided, reviewed or updated
• The level of client satisfaction based on survey results

7.5 Criminal Intelligence Service Canada – Unites Canada’s criminal intelligence community to assess the threat of organized and other serious crime; provides assessments of the capabilities, intentions and limitations of individual criminals and criminal organizations; and focuses on their vulnerabilities in order for law enforcement to penetrate and neutralize organized crime at the earliest stages possible. Program performance will be monitored by the following key indicators:

• The percentage increase in the number of operational transactions on ACIIS
• The percentage of improvement in the collective knowledge of criminal markets as identified through the National Threat Assessment (NTA) and the National Criminal Intelligence Requirements (NCIR) process
• The number of Intelligence Assessments produced and shared

Key Partners

Public Safety Canada (PSC); Department of Justice (DOJ); Transport Canada (TC); Canada Border Services Agency (CBSA); Canada Revenue Agency (CRA); Canadian Air Transport Security Authority (CATSA); Department of Finance Canada; Health Canada; Bank of Canada; Industry Canada (IC); Canadian Heritage; Correctional Service of Canada (CSC); Citizenship and Immigration Canada (CIC); Department of Foreign Affairs and International Trade Canada (DFAIT); Department of National Defence (DND); Organization of American States (OAS); Passport Canada; Inter-American Drug Abuse Control Commission (CICAD); First Nations Communities; United Nations Civilian Police (CIVPOL); United States Immigration and Naturalization Services (INS); Financial Transaction and Report Analysis Centre of Canada (FINTRAC); Forensic Accounting Management Directorate (FAMD); Seized Property Management Directorate (SPMD); Canadian Security Intelligence Service (CSIS); law enforcement agencies from Australia, New Zealand, United Kingdom and the United States of America; private industry (e.g., Canadian Bankers Association; international airlines); Canadian Association of Chiefs of Police (CACP) – Organized Crime Committee; International Association of Chiefs of Police (IACP); Canadian and foreign law enforcement agencies; and municipal, provincial and territorial agencies responsible for health, education and corrections

Strategic Priority: Terrorism

Reduce the threat of terrorist activity in Canada and abroad

What Makes This A Priority Threat of terrorism is still prominent – Voice of the People Gallup poll As many as 50 terrorist organizations are present in some capacity in Canada, involved in a range of activities that include fundraising (with money sent abroad to finance terrorist efforts), weapons procurement, and human and commodity trafficking Threat of terrorism involves actions waged by state and non-state actors who take lives, wreak havoc on economic infrastructures and create an environment of public fear. These actions include suicide bombings, Weapons Proliferation and Weapons of Mass Destruction (WMD), and Chemical, Biological, Radiological and Nuclear threats Threats that cross borders and threaten the integrity of nations and/or health of Canadians remain the key security challenges – transnational character to many threats; threats increasingly generated from diffuse sources; difficult to define; increasingly international in composition  National Security Criminal Investigations is aware of the radicalization phenomenon which often involves children and youth of immigrants, as well as religious coverts who become radicalized and then cross into terrorist criminal activities Work to disrupt terrorist groups is progressing, but networks are still active. Experts estimate that there are 30-40 terrorist groups worldwide affiliated with al-Qaeda, with presence in 60 countries; there are approximately 18,000 “graduates” from training camps that are still operational CSIS has concluded that a terrorist attack on Canadian soil is “now probable” and, if successful, would have serious economic, social and political consequences Economic impacts would be significant given that: Approximately 85% of Canada’s trade is with the United States; more than 300,000 people cross the border every day 3,700 large cargo and passenger ships dock in Canadian ports and nearly 3.5M containers pass through ports annually; many Canadian ports receive some form of international shipping that are all potentially vulnerable (Sources: Canada’s Performance, 2004; October 2004 and October 2007 Speeches from the Throne; RCMP policy centres; Voice of the People international poll; and RCMP Environmental Scan 2007)

Overview

National security is an essential requirement in any democracy. It provides for the well-being of Canadians, enabling people to engage fully in work, family life, religious observance and leisure without the constraints of fear and intimidation. Terrorism substantially weakens this foundation. Current domestic threats come largely from small groups of ideologically motivated terrorists, often identifying or loosely affiliated with internationally organized terrorist groups like al-Qaeda.

Terrorists are increasingly making use of information technologies, including the Internet, for propaganda, recruiting, financing, training, intelligence collection, operational planning, education and communication. Terrorists no longer need to meet physically; instead they anonymously recruit supporters and plan attacks through online meetings in Internet chat rooms. This is, in turn, a key vulnerability. Electronic communication and the use of the Internet is an essential feature of investigating threats to national security. Because of this, the law enforcement community, led by the RCMP, must work together to stay current on leading-edge technology.

The global nature of terrorism means that national security-related criminal investigations are almost always international in scope. The RCMP, primarily the National Security Criminal Investigations (NSCI) directorate at National Headquarters, collaborates internationally with partners on major terrorist criminal investigations based on the principle of central control.

The Canadian Association of the Chiefs of Police (CACP) adopted the Common Framework on National Security as a foundational document to guide Canadian Law Enforcement’s fight against Terrorism. The RCMP also launched the new National Security Criminal Investigations Governance Framework for Increased Effectiveness and the new policy on national security criminal investigations in 2007. These documents provide all RCMP members with a clear and concise framework governing National Security (NS) criminal investigations, including how NS criminal investigations will be centrally controlled and monitored at National Headquarters.

The RCMP continues to work towards implementing every recommendation from Justice O’Connor’s Part I report. These include: stronger central control and oversight of national security criminal investigations; better training that more accurately reflects the current threat environment; improved outreach to communities; and clearer protocols on information sharing.

The RCMP continues to focus its activities based on intelligence-led and integrated approaches. Our participation in Canada-US and domestic interdepartmental national security committees and working groups aimed at the enhancement of transport security, border integrity, intelligence and information sharing are examples of this approach. Internationally, the seeking of best practices and enhanced information sharing has been pursued through our active participation in the G8 Roma-Lyon Anti-Crime and Terrorism (ACT) Group.

Plans and Priorities

The following plans and priorities have been established to guide the RCMP’s efforts towards reducing the threat of terrorist activity by preventing terrorist groups from operating in Canada and abroad. The key plans and priorities for the coming year are to:

• Contribute collectively to national security by protecting Canadians from terrorism, organized crime and other border-related criminality, while allowing for the secure and effective international movement of people and goods
• Ensure border integrity by working with partners to create “smart borders” in order to prevent entry of those who pose a terrorist threat
• Continuously improve cutting edge border enforcement technology
• Implement national program activity in order to successfully detect, prevent/disrupt and investigate terrorist activity
• Provide state-of-the-art technological tools, procedures and associated research and development (R&D) to enable effective lawful interception of communications as well as electronic and physical surveillance in complex major investigations
• Expand the collection and sharing of information and criminal intelligence with internal and external audiences
• Produce robust criminal intelligence in order to provide a real-time, comprehensive map of terrorism in Canada
• Build new and strengthen existing partnerships, nationally and internationally
• Contribute to public policy – enhance RCMP participation in public policy at earliest stage of development 
• Increase the RCMP’s involvement in multilateral counter-proliferation initiatives such as the Missile Technology Control Regime (MTCR) and Proliferation Security Initiative (PSI)
• Continue to centrally control national security criminal investigations; share relevant information internally and appropriately; assist in discerning trends; facilitate the briefing of the Minister of Public Safety; ensure persons involved in national security criminal investigations adhere to the RCMP’s mandate; follow Ministerial Directives and policy; and continue to respect individual liberties
• Improve national security training to ensure compliance with the investigative standards model (Major Case Management) for the national security program, as well as achieve the recommendations of Justice O’Connor’s Part I report, and meet the needs of our employees and the RCMP
• Continue to implement and enhance the National Security Outreach Program and enhance divisional relationships with the Cross-Cultural Roundtable on Security
• Support National Security Criminal Investigations through effective Incident Director training, Incident Command System training, and support at the National Operations Centre
• Conduct, in cooperation with partners, an all-hazards threat and risk assessment
• Continue to develop and validate risk-based emergency management plans at all levels of the organization
• Continue to lead specialized investigations in relation to Chemical, Biological, Radiological, Nuclear and Explosives (CBRNE) events
• Provide ongoing training to first responders in relation to CBRNE across all municipal, provincial and federal agencies
• Participate with partner government departments in the organization of major counter-terrorism (CBRNE) exercises
• Develop academic partnerships for post-secondary training and recruitment programs in emergency management
• Complete a functional review of the National Operations Centre, in advance of the planned move to 3000 Merivale Road, to ensure a modern facility for centralized communication/coordination during critical incident management
• Continue to develop/refine the RCMP exercise program as resources permit; participate in PSC-led national exercises; assist the Integrated Security Unit (ISU) in developing an exercise program in preparation for the 2010 Olympics; develop a lessons learned capacity; exercise RCMP emergency management plans across the organization as resources permit

Strategic Priority: Terrorism – Ongoing

Strategic Objectives: * Communicate effectively Ensure sound and rigorous stewardship of RCMP resources Enhance and expand the integrated response to national security criminal investigations Ensure border integrity Successfully detect, prevent/disrupt and investigate terrorist criminal activity Build new and strengthen existing partnerships Contribute valued public policy advice Enhance centrally controlled national security criminal investigations Attract, develop, retain and support our employees Optimize enabling science and technology Integrate Community Outreach Note: * The numbering does not denote the level of importance placed on each objective.

Key Performance Goals: Successfully disrupt the planned number of significant terrorist targets in 2008-2009 (supports Objectives 1, 4 and 5) Increase by 10% the percentage of stakeholders who agree the RCMP effectively communicates what it is doing and why it is doing it (supports Objective 1) Increase the number of new partner groups or agencies with whom information is shared by 5 (supports Objectives 1, 3 and 6) Increase the number of new or expanded information sources/techniques that advance specific National Security initiatives by 10 (supports Objectives 1, 2, 6, 8 and 10) Achieve 100% successful completion of projects/investigations related to key terrorist targets (supports Objective 2 and 5) Increase the percentage of stakeholders who agree the RCMP is a valuable partner in reducing the threat and impact of terrorism to 84% (supports Objectives 3, 6 and 9) Increase the percentage of stakeholders who agree that the RCMP provides valuable input into the development of public policy pertaining to terrorism to 80% (supports Objectives 1, 6 and 7) Achieve 100% compliance for investigations which are centrally coordinated in accordance with the National Security Policy (supports Objectives 1, 3, 6 and 8) Development of culturally competent awareness/intervention material (supports Objectives 1, 9 and 11)

Strategic Priority: Terrorism – Ongoing
Supporting Program Activities (PAA)*	Planned Spending (millions)*
	2008-2009	2009-2010	2010-2011
1 – Federal and International Operations	$802.6	$824.4	$828.2
2 – Protective Policing Services	$204.3	$190.5	$153.0
3 – Community, Contract and Aboriginal Policing	$1,045.2	$998.3	$986.1
4 – Criminal Intelligence Operations	$74.9	$75.0	$77.7
5 – Technical Policing Operations	$216.2	$217.1	$212.3
6 – Policing Support Services	$69.3	$68.8	$69.2
7 – National Police Services	$159.3	$156.8	$149.3
Supporting Program Activities (PAA)*	Planned FTEs
	2008-2009	2009-2010	2010-2011
1 – Federal and International Operations	5,570	5,643	5,774
2 – Protective Policing Services	1,224	1,187	1,188
3 – Community, Contract and Aboriginal Policing	17,902	17,800	17,816
4 – Criminal Intelligence Operations	631	633	645
5 – Technical Policing Operations	1,515	1,521	1,540
6 – Policing Support Services	414	411	411
7 – National Police Services	1,477	1,406	1,407

Note: * Areas primarily responsible for delivery against the Strategic Priority, as per the PAA. Descriptions of the Program Activities can be found in Section I.
** Figures reflect allocations as per Program Activity, not Strategic Priority. The figures are taken directly from the Planned Spending contained in the Main Estimates (see Section III – Table 1). Planned Spending for the Corporate Infrastructure Program Activity has been allocated across all Program Activities in accordance with TBS guidelines for the preparation of the Main Estimates.

The Terrorism priority is supported by the following Sub-Activities:

PAA Sub-Activities

1.1 Financial Crime – Contributes to the security of the Canadian economy and seeks to protect Canadians and their governments from financial crimes perpetrated by organized crime and others. An activity such as Proceeds of Crime is an example of how the RCMP is working to minimize the impact of financial crime. Program performance will be monitored by the following key indicators:

• The RCMP Core Surveys of Canadians and of policing partners:
  • Percentage of participants who are of the view that the RCMP plays a valuable role in reducing the impact of economic crime (such as credit cards, counterfeit, or identity theft)
  • Percentage of participants who are of the view that the RCMP is a valuable partner in reducing the impact of economic crime by promoting awareness and education

1.2 Drugs and Organized Crime – Focuses on combating organized crime including drug-related social and economic harm to Canadians; contributes to the reduction in supply of, and demand for illicit drugs through disruption of criminal organizations responsible for importation, production and supply of illicit drugs in Canada; disrupts supply routes and prevents illicit drug production and distribution; reduces demand for drugs and drug abuse through prevention, public education and support of alternative forms of justice. Program performance will be monitored by the following key indicators:

• The Disruption Attributes Tool (DAT) is a new tool to identify the impact of the RCMP’s efforts to disrupt organized crime groups in our communities. The DAT enables us to measure the effectiveness of the disruptions, relative to each organized crime group, based on three attributes of organized crime groups. These three attributes – Core Business, Financial and Personnel – are each given a status of High, Medium, Low, Nil, N/A (not applicable), or Unknown based on the level of disruption
• The RCMP Core Surveys of Canadians and of policing partners:
  • Percentage of participants who are of the view that the RCMP plays a valuable role in reducing the threat and impact of organized crime
  • Percentage of participants who are of the view that the RCMP plays a valuable role in reducing organized crime

1.3 Border Integrity – In partnership with international and domestic government agencies and stakeholders, as well as the community at large, the RCMP contributes to the national security of Canada by protecting Canadians and their institutions from terrorism, organized crime and other border-related criminal activity. In addition to utilizing a multi-layered enforcement model, education and prevention initiatives are also undertaken to proactively mitigate these threats. Activities such as Immigration and Passport, Integrated Border Enforcement, Marine Security and Customs and Excise are some examples. Program performance will be monitored by the following key indicators:

• The RCMP Core Surveys of Canadians and of policing partners:
  • Percentage of participants who are of the view that the RCMP is a valuable partner in protecting Canada’s border
  • Percentage of participants who are of the view that the RCMP is a valuable partner in protecting Canada’s sovereignty
  • Percentage of participants who are of the view that the RCMP plays a valuable role in reducing the threat of terrorist activity in Canada

1.4 International Policing – Enhances international cooperation at strategic and tactical levels between the RCMP and foreign police and law enforcement agencies to reduce the impact of international crime on Canada. Activities such as International Operations and Interpol are some example. Program performance will be monitored by the following key indicators:

• The RCMP Core Surveys of policing partners and stakeholders:
  • Percentage of participants who are knowledgeable about the scope of the RCMP’s international policing services
  • Percentage of participants who are of the view that FIO personnel provide timely response to international requests
  • Percentage of participants who are of the view that the RCMP provides effective support of international operations

1.5 National Security Criminal Investigations – Responsible for criminal operational activities relating to the RCMP’s mandate for security-related criminal offences under the Security Offences Act. Program performance will be monitored by the following key indicators:

• The RCMP Core Surveys of policing partners and stakeholders:
  • Percentage of participants who are of the view that the RCMP makes a valuable contribution to reducing the threat of terrorist activity in Canada and abroad
  • Percentage of participants who are of the view that the RCMP supports the integration of policing services/law enforcement services
  • Percentage of participants who are of the view that the RCMP is sensitive to the unique needs of its partners/stakeholders
  • Percentage of participants who are of the view that the RCMP information and intelligence are relevant

2.1 Protective Duties – Protection of foreign dignitaries visiting or residing in Canada, Canadian executives and persons designated by the Minister of Public Safety, and designated sites such as embassies, consulates and Parliament Hill. Among the Canadian executives afforded Protection are the Prime Minister, the Governor General, their respective families and official residences. Program performance will be monitored by the following key indicators: number of incidents that compromised the safety of protectees and the security of Canadian interests (target is zero incidents)

2.2 Major Events – Security and policing services for special events including high profile VIP/IPP visits, international conferences and sporting events hosted by Canada. Program performance will be monitored by the following key indicators: number of incidents that compromised the safety of protectees and the security of Canadian interests (target is zero incidents)

3.1 Provincial/Territorial Policing – Provides policing services to eight provinces and three territories through cost-shared police service agreements. Program performance will be monitored by the following key indicator: the creation of awareness tool(s) that are culturally competent and age specific

4.2 Criminal Analysis – Provides strategic and tactical analysis at national headquarters and division levels. Provides national strategic analytical support to Criminal Intelligence Service Canada (CISC). Supports the continuous planning, establishment and assessment of RCMP National Operational priorities. The Alternative Analysis unit conducts “over the horizon” analysis of the larger strategic environment to provide a clear understanding and foreknowledge of global issues that may impact the RCMP, and the environment in which new criminal and national security (NS) threats emerge. The Intelligence Research and Development unit updates and modifies criminal intelligence processes, methodologies and techniques to assist and enhance the intelligence gathering and analysis process. Projects include adapting and updating intelligence tools such as SLEIPNIR, and adapting tools such as the Disruption Attributes Tool and the Priority Ranking of Operation Files system to NS criminal investigations.

Program performance will be monitored by the following key indicator:

• The Disruption Attributes Tool (DAT) is a new tool to identify the impact of our disruptions against organized crime groups in our communities. The DAT enables us to measure the effectiveness of the disruptions, relative to each organized crime group, based on three attributes of organized crime groups. These three attributes – Core Business, Financial and Personnel – are each given a status of High, Medium, Low, Nil, N/A (not applicable), or Unknown based on the level of disruption

4.3 National Security Criminal Investigations – Responsible for assessment, coordination, oversight, direction, support and monitoring of all national security criminal investigations and intelligence, both nationally and internationally. National Security Legislative Affairs (NSLA) provides centrally coordinated responses to issues arising from public inquiries, as well as civil litigation matters. It also analyzes events in the public realm that have implications for the RCMP’s NS-related activities, and provides advice to senior managers on issues with legislative and legal implications for the RCMP

Program performance will be monitored by the following key indicators:

• Successful disruption of the planned number of significant terrorist targets in 2008-2009
• Increase by 10 the percentage of stakeholders/partners who agree the RCMP effectively communicates what it is doing and why it is doing it
• Increase by 5 the number of new partner groups or agencies with whom information is shared
• Increase by 10 the number of new or expanded information sources/techniques that advance specific National Security initiatives

4.5 National Security Criminal Investigations (NSCI) – Responsible for assessment, conduct, coordination and monitoring of all national security criminal investigations, both nationally and internationally. Strategic Integration and Program Support (SIPS) provides strategic direction to NSCI by developing directives, programs and processes to ensure that NSCI meets its obligations to internal partners, RCMP divisions, senior government and international bodies. The National Office of Investigative Standards and Practices (OISP) is a newly created branch that will heighten operational oversight, raise accountability and manage civilian oversight for national security criminal investigations across the RCMP. OISP’s responsibilities includes ensuring field compliance with the principles of Major Case Management (MCM)

5.2 Behavioural Sciences – Provides specialized investigative support services including criminal investigative analysis, geographic profiling, polygraph examinations, statement analysis, threat assessment, violent crime linkage, and tactical searches of the National Sex Offender Registry (NSOR) to assist the Canadian and international law enforcement community investigate violent and/or serial crime. Acting as a policy centre for the Truth Verification Unit, the NSOR and the Violent Crime Linkage Analysis System (ViCLAS), the Behavioural Sciences Branch (BSB) is responsible for policy development and maintenance, strategic program planning, quality assurance reviews, technical system development (in the case of ViCLAS and NSOR), and the provision of training. To ensure the continued advancement of knowledge within behavioural sciences and quality service delivery, the BSB also conducts empirical research

Program performance will be monitored by the following key indicators:

• The number of investigative, interview and interrogation strategies provided to operational sections whose primary mandate is national security by the Criminal Investigative Analysis Section (CIAS)
• The number of polygraph examinations performed, and the assistance provided by polygraph examiners with the interrogation of suspects believed to be involved in terrorist activities

5.4 Technical Investigation – Provides capacity and support for criminal investigations related to terrorism with state-of-the-art technological tools and procedures to operational national security sections in the RCMP, including covert electronic and physical surveillance technologies, covert intrusion capacity, and effective lawful access provisions; developing, maintaining and providing explosives disposal technology expertise, with a special emphasis on chemical, biological, radiological, nuclear and explosives (CBRNE) elements. Program performance will be monitored by the following key indicator:

• The number of hours provided in specialized technical investigative services, such as lawful/covert technologies and CBRNE activities, as well as R&D projects

5.6 Technological Crime – Acts as a policy centre for the provision of computer search, seizure and forensic analytical support to RCMP personnel, including Internet-based investigations, necessary research and development of computer forensic utilities, and computer forensic assistance to other domestic and international accredited agencies and police services. Technological Crime Investigative Services, which conducts search, seizure and analysis of electronic evidence in support of criminal investigations, is one activity contributing to combating the threat of terrorism. Program performance will be measured by the following key indicator: 

• The number of hours provided in specialized investigative services such as the search, seizure and analysis of electronic evidence on behalf of other investigational areas

6.1 National Operations Centre (NOC) – Provides a communications focal point for the RCMP which includes a fully integrated and computerized multimedia environment that facilitates centralized coordination during critical incident management. NOC also incorporates a technologically advanced reporting facility to support the senior management of the RCMP, as well as protective and criminal operations from coast to coast. Program performance will be monitored by the following key indicator:

• The number of video-conferences per year

7.1 Forensic Laboratory Services – Conducts scientific analysis of evidence from crime scenes, presents forensic evidence in courts, and researches and develops new and advanced forensic methodology and techniques. Examples of activities linked to reducing the threat of terrorist activity include: the National Anti-Counterfeiting Bureau (NACB), which focuses on strategies to develop partnerships with key agencies involved in the security, production and distribution of currency and identity documents; and the Trace Evidence Explosives program which cooperates with international agencies in order to remain current on explosive techniques and materials used by various terrorist groups. Program performance will be monitored by the following key indicators:

• The number of new services delivered by March 31, 2009 as proposed in the NACB Business Plan
• Changes to the scientific and technical investigative support capacity and capability of the Trace Evidence Explosives program (e.g., state of preparedness, response times to clients, and number and quality of partnerships)

7.2 Information and Identification Services – Contributes through a national information exchange system with Canadian and international law enforcement agencies on matters such as criminal records and fingerprints. Real Time Identification (RTID) provides real-time identification of individuals identified as possible terrorists. Program performance will be monitored by the following key indicator:

• The percentage of objectives completed for the requirements of Phase II of the Real Time Identification (RTID) project

7.3 Canadian Police College – Provides advanced and specialized training to police services in police management and the investigation of terrorism-related activities such as the Organized Crime Course and the Post Blast Scene Technician Course. The Canadian Police College’s Academic Services delivers executive workshops and enables sharing of best practices, both nationally and internationally. Program performance will be monitored by the following key indicators:

• Number of courses provided, reviewed or updated
• Number of candidates trained (both national and international)
• Level of client satisfaction, based on survey results

Key Partners

Public Safety Canada (PSC); Privy Council Office (PCO); Department of Justice (DOJ); Canadian Security Intelligence Service (CSIS); Communications Security Establishment (CSE); Citizenship and Immigration Canada (CIC); Canada Border Services Agency (CBSA); Canada Revenue Agency (CRA); Transport Canada (TC); Canadian Air Transport Security Authority (CATSA); Canadian Association of Chiefs of Police (CACP); Department of National Defence (DND); Department of Foreign Affairs and International Trade Canada (DFAIT); Passport Canada; Public Works and Government Services Canada (PWGSC); Controlled Goods Directorate (CGD); Department of Fisheries and Oceans (DFO); Canadian Coast Guard (CCG); US Coast Guard; US Customs and Border Protection (US CBP); Office of Border Patrol (BP); US Immigration and Customs Enforcement (ICE); US Department of Justice (Bureau of Alcohol, Tobacco, Firearms and Explosives (ATF); US Drug Enforcement Administration (DEA); Interpol; Europol; P8 Senior Experts Groups on Transnational Organized Crime; OAS Inter-American Committee Against Terrorism (CICTE); and International Association of Chiefs of Police (IACP) and counterpart agencies in the US, United Kingdom and Australia; G8 Law Enforcement Working Group on Terrorism

Strategic Priority: Economic Integrity

Contribute to Canada’s economic integrity through crime reduction

What Makes This A Priority Economic crime (counterfeit currency, fraud money laundering, and cultural and intellectual rights) is a growing trend, impacting both the Canadian and global economies 55% of Canadian companies were victims of an economic crime between 2003 and 2005; this represents a 9% increase from 2003 80% of counterfeit goods in Canada originate from the Asia-Pacific region, primarily from China 37% of multinational firms have experienced significant economic fraud Although there has been significant recent progress under the National Counterfeit Enforcement Strategy, counterfeit currency remains a problem. Despite a decrease from 474 in 2004 to 221 in 2006, Canada continues to lead the G10 countries in the number of counterfeit notes per million genuine notes in circulation 80% of Canadian adults consider identity theft a serious problem and 17% say that someone they know has been a victim of identity theft Credit card fraud has been rising steadily since 1990 in Canada; in 2006, losses from credit card fraud amounted to $292M The Governor of the Bank of Canada has stated publicly on several occasions that Canada needed to crack down harder on white collar crime if it wanted to shake its international reputation for being a “Wild West” of financial markets The fight against capital market fraud and white collar crime is a stated priority for the Government of Canada. In Budget 2007, the Government of Canada noted that: “Investor protection will be enhanced by pursuing the highest standards of governance and by enforcing our laws more vigorously. Enforcement will be bolstered with better resources to tackle cases of capital markets fraud and stronger collaboration with provincial authorities” Debit card fraud has also been rising steadily; in 2006, losses amounted to $94M In Canada, money laundering is a multi-billion dollar problem According to the International Monetary Fund (IMF), global estimates of money laundering could be as high as $2.4 trillion US The direct cost of intellectual property crime to Canada is estimated in the multi-billion dollar range The Government of Canada is committed to improving the protection of cultural and intellectual property rights in Canada, and will introduce new laws to tackle property crime Increasingly vulnerable, Canadians over the age of 65 are expected to represent more than 25% of the Canadian population. It is estimated that this demographic will be the beneficiaries of nearly a Trillion dollars in inheritance by 2020 (Sources: PricewaterhouseCoopers Global Economic Crime Survey; February 2005 Ipsos-Reid; RCMP Environmental Scan, 2007; Feature Focus: Economic Crime; CISC 2004 Annual Report on Organized Crime in Canada; CISC 2005 Annual Report on Organized Crime in Canada; RCMP Policy Centres; October 2007 Speech from the Throne; and Budget 2007)

Overview

Economic integrity refers to consumer and investor confidence in Canada’s financial, currency and equity market systems. A safe and secure economy provides confidence for consumers and investors in conducting business, investing and saving. The RCMP continues to contribute to Canada’s economic integrity by targeting domestic crime and its international linkages through crime reduction, with an aim of supporting the economic and social well-being of all Canadians.

Concerns extend beyond financial crime, touching many areas such as: contraband tobacco products; counterfeit goods (e.g., pharmaceuticals, electrical products) and currency; corporate fraud; theft of intellectual property; and identity fraud. These problems can impact the overall Canadian economy through a loss of confidence, nationally and internationally, in our country’s institutions and markets.

Plans and Priorities

The following plans and priorities have been established to guide the RCMP’s efforts towards contributing to Canada’s economic integrity through crime reduction. 

The key plans and priorities for the coming year are to:

• Prevent, detect and deter criminal activity that affects the Canadian economy
• Build awareness around crimes that affect the Canadian economy
• Educate Canadians on the different forms of economic crime and the measures they can take to protect themselves from becoming victims

Strategic Priority: Economic Integrity – Ongoing

Strategic Objectives: * Communicate effectively Ensure sound and rigorous stewardship of resources Conduct effective enforcement Build new and strengthen existing partnerships Contribute to public policy and ensure sound policy development Impact crime through awareness, prevention and education Be intelligence led Attract, develop, retain and support our employees Provide enabling equipment, technology and infrastructure Note: * The numbering does not denote the level of importance placed on each objective.

Key Performance Goals: Ensure that by 2008, 85% of the individuals who have received information are prepared to modify or have modified their behaviour (supports Objective 1, 4, 6 and 8) Ensure that by 2008, 85% of the companies (public or private) that have received information are prepared to modify or have modified their policies (supports Objectives 1, 4, 6 and 8) Create awareness tools that are culturally competent and age specific (supports Objectives 2 and 9)

Strategic Priority: Economic Integrity – Ongoing
Supporting Program Activities (PAA)*	Planned Spending (millions)*
	2008-2009	2009-2010	2010-2011
1 – Federal and International Operations	$802.6	$824.4	$828.2
3 – Community, Contract and Aboriginal Policing	$1,045.2	$998.3	$986.1
4 – Criminal Intelligence Operations	$74.9	$75.0	$77.7
5 – Technical Policing Operations	$216.2	$217.1	$212.3
7 – National Police Services	$159.3	$156.8	$149.3
Supporting Program Activities (PAA)*	Planned FTEs
	2008-2009	2009-2010	2010-2011
1 – Federal and International Operations	5,570	5,643	5,774
3 – Community, Contract and Aboriginal Policing	17,902	17,800	17,816
4 – Criminal Intelligence Operations	631	633	645
5 – Technical Policing Operations	1,515	1,521	1,540
7 – National Police Services	1,477	1,406	1,407

Note: * Areas primarily responsible for delivery against the Strategic Priority, as per the PAA. Descriptions of the Program Activities can be found in Section I.
** Figures reflect allocations as per Program Activity, not Strategic Priority. The figures are taken directly from the Planned Spending contained in the Main Estimates (see Section III – Table 1). Planned Spending for the Corporate Infrastructure Program Activity has been allocated across all Program Activities in accordance with TBS guidelines for the preparation of the Main Estimates.

The Economic Integrity Program Activities are supported by the following Sub-Activities:

PAA Sub-Activities

1.1 Financial Crime – Contributes to the security of the Canadian economy and seeks to protect Canadians and their governments from financial crimes perpetrated by organized crime and others. Activities such as Commercial Crime, Proceeds of Crime, Money Laundering, and Integrated Market Enforcement are some examples of how the RCMP is working to minimize the impact of financial crime. Program performance will be monitored by the following key indicators:

• The RCMP Core Surveys of Canadians and of policing partners:
  • Percentage of participants who are of the view that the RCMP plays a valuable role in reducing the impact of economic crime (such as credit cards, counterfeit or identity theft)
  • Percentage of participants who are of the view that the RCMP is a valuable partner in reducing the impact of economic crime by promoting awareness and education

1.2 Drugs and Organized Crime – Focuses on combating organized crime including drug-related social and economic harm to Canadians; contributes to the reduction in supply of, and demand for illicit drugs through disruption of criminal organizations responsible for importation, production and supply of illicit drugs in Canada; disrupts supply routes and prevents illicit drug production and distribution; reduces demand for drugs and drug abuse through prevention, public education and support of alternative forms of justice. Activities such as Organized Crime strategy, Integrated Organized Crime Investigation Units, and Drug Enforcement are some examples. Such programs include Integrated Organized Crime Investigation Units (IOCIU) with representation from RCMP, other government agencies including the Department of Justice, the Canada Border Services Agency, Canada Revenue Agency, provincial and municipal law enforcement organizations. By virtue of their integrated multi- disciplinary structure, IOCIUs are capable of investigating all organized crime groups, regardless of discipline (for instance, importation or manufacturing of illicit drugs, production and distribution of counterfeit currency, Proceeds of Crime and money laundering, and illegal gambling). Program performance will be monitored by the following key indicators:

• The Disruption Attributes Tool (DAT) is a new tool to identify the impact of the RCMP’s efforts to disrupt organized crime groups in our communities. The DAT enables us to measure the effectiveness of the disruptions, relative to each organized crime group, based on three attributes of organized crime groups. These three attributes – Core Business, Financial and Personnel – are each given a status of High, Medium, Low, Nil, N/A (not applicable), or Unknown based on the level of disruption
• The RCMP Core Surveys of Canadians and of policing partners:
  • Percentage of participants who are of the view that the RCMP plays a valuable role in reducing organized crime
  • Percentage of participants who are of the view that the RCMP plays a valuable role in reducing the threat and impact of organized crime

1.3 Border Integrity – In partnership with international and domestic government agencies and stakeholders, as well as the community at large, the RCMP contributes to the national security of Canada by protecting Canadians and their institutions from terrorism, organized crime and other border-related criminal activity. In addition to utilizing a multi-layered enforcement model which considers domestic and international threats to the security of Canadians and our borders, education and prevention initiatives are also undertaken to proactively mitigate these threats. Activities such as Federal Enforcement, and Customs and Excise are some examples. For instance, the Financial Loss to the Federal Government sub-program aims at combating the financial loss to federal government revenues and funds through criminal conspiracies, frauds, forgeries and/or misappropriation of funds. Program performance will be monitored by the following key indicators:

• The RCMP Core Surveys of Canadians and of policing partners:
  • Percentage of participants who are of the view that the RCMP is a valuable partner in protecting Canada’s border
  • Percentage of participants who are of the view that the RCMP supports the integration of policing services/law enforcement services
  • Percentage of participants who are of the view that the RCMP is sensitive to the unique needs of its partners/stakeholders

3.1 Community, Contract and Aboriginal Policing – Provincial/Territorial responsibilities provides policing services to eight provinces and three territories through cost-shared police service agreements. Program performance will be monitored by the following key indicator:

• Whether the annual service agreements undertaken with our clients have been satisfied, for example, by the percentage of Canadians who agree that the RCMP plays a valuable role in reducing the impact of economic crime

3.2 Municipal Policing – Provides policing services to diverse municipalities in seven provinces through cost-shared police service agreements.  Program performance will be monitored by:

• Whether the annual service agreements undertaken with our clients have been satisfied, for example, by the percentage of Canadians who agree that the RCMP plays a valuable role in reducing the impact of economic crime

4.1 Organized Criminal Intelligence – Responsible for assessment, monitoring and coordination of all organized crime or other serious criminal activity. Includes the coordination support and assistance to Canadian and foreign law enforcement and intelligence agencies in relation to transnational criminal investigations. Criminal information and intelligence, with respect to economic crimes, is collected, evaluated, reported and disseminated

5.4 Technical Investigation – Provides capacity and support for criminal investigations related to economic integrity with state-of-the-art technological tools and procedures to operational sections in the RCMP and other law enforcement agencies, including covert electronic surveillance and interception of communications technologies, covert physical surveillance technologies, covert intrusion capacity, and effective lawful access provisions

Program performance will be monitored by the following key indicator:

• The number of hours provided in specialized technical investigative services, such as lawful/covert technologies, as well as R&D projects

5.5 Technical Security – Acts as a federal policy centre for the provision of government security policy and standards for information technology and physical security. With the emerging focus on the economic impact of cybercrime threats, there is a recognized need to facilitate standards and security awareness to the financial sector and other critical infrastructure owners/operators. These administrative measures to research cybercrime trends (e.g., identity theft/ data corruption) and prevent crime through the development of guides, policies and standards for logical or physical access controls will result in improved integrity of business systems and consumer confidence. The following key indicators will monitor program performance:

• Improved interdepartmental governance via security committee decisions
• Coordinated communications and website messaging to the public
• Strategic collaboration on Public Safety Canada projects to protect critical infrastructure

5.6 Technological Crime – Acts as a policy centre for the provision of computer search, seizure and forensic analytical support to RCMP personnel, including Internet-based investigations, necessary research and development of computer forensic utilities, as well as computer forensic assistance to other domestic, international accredited agencies and police services. The Technological Crime Investigative Services conducts the search, seizure and analysis of electronic evidence in support of criminal investigations, and also conducts open source data mining in support of criminal investigations undertaken by RCMP federal investigative units. Program performance will be measured by the following key indicator: 

• The number of hours provided in specialized investigative services such as the search, seizure and analysis of electronic evidence on behalf of other investigational areas

7.1 Forensic Laboratory Services – Conducts scientific analysis of evidence from crime scenes, presents forensic evidence in courts, as well as researches and develops new and advanced forensic methodology and techniques. The National Anti-Counterfeiting Bureau (NACB) focuses on strategies to develop partnerships with key agencies involved in the security production and distribution of currency and identity documents. It plays a leadership role on committees overseeing the security, integrity and stability of these documents. The following key indicator will be used to monitor program performance:

• The number of new services delivered by March 31, 2009 as proposed in the NACB Business Plan

7.3 Canadian Police College – Provides advanced and specialized training to police services in the investigation of various financial offences, such as the Financial Investigations Course and the Drug Investigative Techniques Course. Examples of key performance indicators include: 

• The number of courses provided, reviewed or updated
• The level of client satisfaction based on survey results

Key Partners

Public Safety Canada (PSC); Canadian Border Services Agency (CBSA); Transport Canada (TC); Canada Revenue Agency (CRA); Department of Finance Canada; Health Canada; Bank of Canada; Industry Canada (IC); Canadian Heritage; Citizenship and Immigration Canada (CIC); Department of Foreign Affairs and International Trade Canada (DFAIT); US Immigration and Naturalization Services (USINS); Financial Transaction & Report Analysis Centre of Canada (FINTRAC); Forensic Accounting Management Directorate (FAMD); Seized Property Management Directorate (SPMD); Canadian Security Intelligence Service (CSIS); private industry (e.g., the Canadian Bankers Association); municipal, provincial and territorial agencies responsible for health, education and corrections; and Canadian and foreign law enforcement agencies from the US, United Kingdom, New Zealand and Australia

Strategic Priority: Youth

Prevent and reduce youth involvement in crime as victims and offenders

What Makes This A Priority 17% of children are living in poverty representing a population ratio of 1:6 It is estimated that 42% of food bank users are children Poverty can have a critical effect on the development and well-being of children. Effects may include limited positive experiences and overall success at school, an increased likelihood of emotional problems (e.g., anxiety, aggressive behaviours, hyperactivity) and becoming involved in illegal activities A UNICEF report on child poverty ranks Canada 17th out of 23 developed countries on child well-being It is estimated that 30% to 35% of youth smokers, 15 to 19 years, in Ontario and Quebec high schools smoke illegal cigarettes. It is estimated that within Aboriginal communities, 50% of the youth under 18 years smoke due to the availability and access to low cost tobacco Significant youth drug and alcohol use: 45% of youth aged 15 to 17 report using alcohol 1 to 3 times per month; 29% of youth aged 15 to 17 and 47% of youth aged 18 to 19 report using cannabis in the past year Technological advances continue to facilitate access to, ability to distribute, and production of child pornography in Canada and internationally On-line criminal networks participate in the exchange of child sexual abuse images, share techniques to avoid detection, and provide support for adult-child sexual interests A 2005 survey indicates that 94% of Canadian children in Grades 4 – 11 are connected to the Internet; 12% of students in Grades 7-11 reported being sexually harassed with 70% of these incidents occurring over the Internet From July 2004 to July 2007, the National Child Exploitation Coordination Centre (NCECC) opened approximately 4,500 files, of which 80% involved multi-jurisdictional and trans-border investigations From 2004 to 2006, there was a threefold increase in cases reported to Cybertip.ca (80% of the Cybertip.ca caseload is forwarded to the NCECC) As of June 2007, 216 Canadian children have been identified through the efforts of Canadian law enforcement The Government of Canada indicated, in the October 2007 Speech from the Throne, its willingness to strengthen the Youth Criminal Justice Act to ensure young offenders are held accountable to victims and their communities The proposed National-Anti-Drug Strategy will help families and local communities in steering vulnerable youth away from drugs and crime (Sources: RCMP Environmental Scan 2007; October 2007 Speech from the Throne; Statistics Canada, Income Trends in Canada 2003; 2004 Canadian Addiction Survey; Oh Canada! Too Many Children in Poverty for Too Long, 2006 Report Card on Child & Family Poverty in Canada; The Progress of Canada’s Children and Youth 2006; Media Awareness Network. 2005; Young Canadians in a Wired World. Phase II; RCMP National Youth Strategy; National Child Exploitation Coordination Centre; CISC 2004 Annual Report on Organized Crime in Canada; CISC 2005 Annual Report on Organized Crime in Canada; Canada’s Performance 2004; Arcus Group September-October 2007; Nations Centre 2002/2003 Regional Health Survey)

Overview

Both nationally and internationally, it is recognized that economic disparity may increase the potential for criminality. In Canada, almost 20% of children live in low-income households. These children are twice as likely to live with violence and are more than three times as likely to live with a depressed parent.

To successfully address youth crime and victimization, police must continue to increase their involvement in non-traditional policing roles. This means taking what we have learned about crime prevention and factors associated with crime and shaping RCMP service delivery to reflect this knowledge. When considering the Youth strategic priority, risk factors, protective factors, root causes, community wellness and problem-solving provide the cornerstones of our work. 

Plans and Priorities

The RCMP Youth strategic priority continues to focus on preventing and reducing youth involvement in crime as victims and offenders by implementing a continuum of responses that are consistent with the Youth Criminal Justice Act and that address root causes and enhance community capacity. 

This approach incorporates identifying and making early interventions in the lives of youth at risk by: targeted educational and preventive programs; using diversion and restorative justice strategies where appropriate; and implementing broad-based community crime prevention, school-based liaison and drug awareness programs.

Working to implement the changes in the Youth Criminal Justice Act with our partners in the provinces and territories will challenge us to be flexible in our approach, while using the legislative tools to achieve our goals.  In addition, we need to continue to consult with and engage youth, themselves, in order to develop more successful preventive policies and programs.

The following plans and priorities have been established to guide the RCMP’s efforts towards preventing and reducing youth involvement in crime as victims and offenders. 

The key plans and priorities for the coming year are to:

• Prevent youth crime by addressing the underlying causes and respond to the needs of young persons, especially those in situations of risk
• Optimize responses to youth who offend, with an emphasis on early intervention, meaningful consequences, restorative approaches and community involvement
• Build on community capacity to prevent crime and use restorative processes by seeking input from communities, especially youth and youth-serving organizations, by providing expertise and leadership in facilitating community problem-solving, and by implementing prevention and intervention strategies
• Enhance the protection of children on the Internet and pursuit of those who use technology to exploit them
• Contribute valued public policy advice
• Prevent youth crime in Canada by providing appropriate courses and other learning opportunities to police officers
• Disseminate information, both internally and externally, on good policing practices with youth and the benefits of crime prevention through social development

Strategic Priority: Youth – Ongoing

Strategic Objectives: * Communicate effectively Ensure sound and rigorous stewardship of resources Develop community capacity to prevent crime Build new and strengthen existing partnerships Contribute to public policy and ensure sound policy development Optimize support and response to youth victims Focus on early intervention, root causes and police interventions with youth Attract, develop, retain and support our employees Optimize enabling science and technology Note: * The numbering does not denote the level of importance placed on each objective.

Key Performance Goals: Reduce by 3% the percentage of youth charged nationally (supports Objectives 1, 3 and 7) Increase by 3% the number of chargeable youth dealt with outside the formal court system (supports Objectives 2 and 4) Increase by 10% the percentage of stakeholders who agree the RCMP effectively communicates what it is doing and why it is doing it (supports Objectives 1 and 8) Increase by 10% the percentage of stakeholders who agree the RCMP provides accurate and complete information about its programs and services (supports Objectives 1, 8 and 9) Increase to 84% the percentage of stakeholders who agree the RCMP is a valuable partner in preventing and reducing youth involvement in crime as victims and offenders (supports Objectives 3, 5, 6, 7 and 8) Double the number of external partners participating in Strategic Priority Working Groups (supports Objectives 1 and 4) Increase to 80% the percentage of stakeholders who agree that the RCMP provides valuable input into the development of public policy pertaining to youth issues (supports Objectives 1, 5, 6 and 7) Ensure culturally competent material is developed with a focus on youth radicalization and Hate Crime (supports Objectives 1, 4 and 8)

Strategic Priority: Youth – Ongoing
Supporting Program Activities (PAA)*	Planned Spending (millions)*
	2008-2009	2009-2010	2010-2011
1 – Federal and International Operations	$802.6	$824.4	$828.2
3 – Community, Contract and Aboriginal Policing	$1,045.2	$998.3	$986.1
5 – Technical Policing Operations	$216.2	$217.1	$212.3
7 – National Police Services	$159.3	$156.8	$149.3
Supporting Program Activities (PAA)*	Planned FTEs
	2008-2009	2009-2010	2010-2011
1 – Federal and International Operations	5,570	5,643	5,774
3 – Community, Contract and Aboriginal Policing	17,902	17,800	17,816
5 – Technical Policing Operations	1,515	1,521	1,540
7 – National Police Services	1,477	1,406	1,407

Note: * Areas primarily responsible for delivery against the Strategic Priority, as per the PAA. Descriptions of the Program Activities can be found in Section I.
** Figures reflect allocations as per Program Activity, not Strategic Priority. The figures are taken directly from the Planned Spending contained in the Main Estimates (see Section III – Table 1). Planned Spending for the Corporate Infrastructure Program Activity has been allocated across all Program Activities in accordance with TBS guidelines for the preparation of the Main Estimates.

The Youth Program Activities are supported by the following Sub-Activities:

PAA Sub-Activities

1.2 Drugs and Organized Crime – Focuses on combating organized crime including drug-related social and economic harm to Canadians; contributes to the reduction in supply of, and demand for illicit drugs through disruption of criminal organizations responsible for importation, production and supply of illicit drugs in Canada; disrupts supply routes and prevents illicit drug production and distribution; reduces demand for drugs and drug abuse through prevention, public education and support of alternative forms of justice. Activites such as Organized Crime strategy, Integrated Organized Crime Investigation Units (IOCIU), and Drug Enforcement are some examples. One key program managed by the Drugs and Organized Crime Awareness Service (DOCAS) is the Drug Abuse Resistance Education (DARE) which is a comprehensive prevention education program designed to equip school children with skills to recognize and resist social pressures to experiment with tobacco, alcohol, other drugs and violence. Program performance will be monitored by the following key indicators:

• The Disruption Attributes Tool (DAT) is a new tool to identify the impact of the RCMP’s efforts to disrupt organized crime groups in our communities. The DAT enables us to measure the effectiveness of the disruptions, relative to each organized crime group, based on three attributes of organized crime groups. These three attributes – Core Business, Financial and Personnel – are each given a status of High, Medium, Low, Nil, N/A (not applicable), or Unknown based on the level of disruption
• The RCMP Core Surveys of Canadians and of policing partners:
  • Percentage of participants who are of the view that the RCMP plays a valuable role in preventing and reducing youth involvement in crime

1.3 Border Integrity – In partnership with international and domestic government agencies and stakeholders, as well as the community at large, the RCMP contributes to the national security of Canada by protecting Canadians and their institutions from terrorism, organized crime and other border-related criminal activity. In addition to utilizing a multi-layered enforcement model which considers domestic and international threats to the security of Canadians and our borders, education and prevention initiatives are undertaken to proactively mitigate these threats. Specifically, the Immigration and Passport program manages the Human Trafficking National Coordination Centre. For instance, through the Customs and Excise program activities it has become evident that youth, predominately Aboriginal, are known to have been lured into contraband tobacco activities by the appeal of easy money and little fear of getting caught. Local police have seen the results of youth involved in organized crime, namely increase in violent behaviour and general disrespect of their community as well as others. A number of youth, predominantly in Ontario and Quebec, are being exploited by organized crime via the contraband tobacco trade, which can be a gateway to their involvement in other criminal activity. Program performance will be monitored by the following key indicators:

• The RCMP Core Surveys of Canadians and of policing partners:
• Percentage of clients, partners and stakeholders satisfied with RCMP is a valuable partner in preventing and reducing youth involvement in crime as victims and offenders

3.5 Community, Contract and Aboriginal Policing Directorate – Develops and implements policies, strategies and models for community, contract and Aboriginal policing activities, and is responsible for; policies concerning crime prevention and victim services, issues pertaining to police service agreements; research and development; roadway safety; standards for critical incidents and policies related to youth. Program performance will be monitored by the following key indicators:

• The creation of awareness tool(s) that are culturally competent and age specific (examples: deal.org, National Youth Officer Program)
• Capturing strategic goals through statistical information gathered from RCMP statistical information and that of Statistics Canada

5.2 Behavioural Sciences – Provides specialized investigative support services including criminal investigative analysis, geographic profiling, polygraph examinations, statement analysis, threat assessment, violent crime linkage, and tactical searches of the National Sex Offender Registry (NSOR) to assist the Canadian and international law enforcement community investigate violent and/or serial crime. Acting as a policy centre for the Truth Verification Unit, the NSOR and the Violent Crime Linkage Analysis System (ViCLAS), the Behavioural Sciences Branch (BSB) is responsible for policy development and maintenance, strategic program planning, quality assurance reviews, technical system development (in the case of ViCLAS and NSOR), and the provision of training. To ensure the continued advancement of knowledge within behavioural sciences and quality service delivery, the BSB also conducts empirical research. Program performance will be monitored by the following key indicators:

• The number of tactical queries conducted on the NSOR database to assist the National Child Exploitation Coordination Centre (NCECC) with investigations of children who are victims of sexual exploitation
• The number of exploratory studies contributed to or conducted by the Research and Development Unit regarding youth issues

7.3 Canadian Police College – Provides investigative and management training focused on the particular needs of police activities. The Canadian Police College’s Academic Services trains police officers to investigate/interdict Internet and computer-related child exploitation. Program performance will be monitored by the following key indicators:

• Number of courses provided, reviewed or updated
• Level of client satisfaction based on survey results

7.4 National Child Exploitation Coordination Centre – Verifies, triages, and disseminates national and international complaints; responds immediately to a child at risk in Canada or internationally; manages multi-suspect and multi-jurisdictional cases; strengthens law enforcement nationally and internationally through the development and sharing of best practices, training, and technologies; and conducts operationally-based research to further investigations of Internet-facilitated child sexual exploitation. Program performance will be monitored by the following key indicators:

• Percentage completed of the Victims of Internet Child Exploitation (VOICE) system
• Level of success with the Law Enforcement Requests (LER) to Internet service providers for the names and addresses of customers

Key Partners

Department of Justice (DOJ); Public Safety Canada (PSC); National Crime Prevention Centre (NCPC); Health Canada; Human Resources Development Canada (Department of Social Development) (HRDC [DSD]); Indian and Northern Affairs Canada (INAC); Canadian Heritage; Canada Border Services Agency (CBSA); Citizenship and Immigration Canada (CIC); Industry Canada (IC); Department of Foreign Affairs and International Trade Canada (DFAIT); provincial agencies; communities; national and international organizations with mandates for children and youth; Interpol; victims services organizations; other police agencies; and the education sector

Strategic Priority: Service to Aboriginal Communities

Contribute to safer & healthier Aboriginal communities

What Makes This A Priority The RCMP provides policing services to all Aboriginal people through its federal policing responsibilities. Through provincial and municipal contracts, the RCMP also provides services to eight provinces, three territories, and locally to over 600 Aboriginal communities Aboriginal communities continue to rank closer to poor countries than the rest of the Canadian population on key social indicators (i.e., mental and physical health, education, employment, lone-parenting) The negative intergenerational impacts of Indian Residential Schools are apparent in every Division; reconciliation with Aboriginal people by the RCMP is imperative through the Truth and Reconciliation Commission during the next five years Demographic Information: although the Aboriginal population represents a small proportion of the Canadian population, it constitutes a significant proportion in some provinces and territories (e.g., Inuit represent approximately 85% of Nunavut’s population and 14% for each of Manitoba and Saskatchewan’s populations); children under 14 represent one-third of the Aboriginal population, which is far higher than 19% for the Canadian population Aboriginal people are disproportionately impacted by the criminal justice system. In terms of incarceration, Aboriginal people account for 18% of those federally incarcerated, yet represent only 3.3% of the Canadian population Aboriginal baby boom – Many Aboriginal youth are being recruited by organized crime groups and Aboriginal-based gangs. This has a profound effect on gang activity and incarceration rates, as well as other important social implications It is estimated that within Aboriginal communities 50% of youth under 18 years of age and 59% of all Aboriginals smoke due to the availability of and access to low cost tobacco The RCMP provides policing services to all Aboriginal people through its federal policing responsibilities. Through provincial and municipal contracts, the RCMP also provides services to eight provinces, three territories, and locally to over 600 Aboriginal communities Aboriginal communities continue to rank closer to poor countries than the rest of the Canadian population on key social indicators (i.e., mental and physical health, education, employment, lone-parenting) The negative intergenerational impacts of Indian Residential Schools are apparent in every Division; reconciliation with Aboriginal people by the RCMP is imperative through the Truth and Reconciliation Commission during the next five years Demographic Information: although the Aboriginal population represents a small proportion of the Canadian population, it constitutes a significant proportion in some provinces and territories (e.g., Inuit represent approximately 85% of Nunavut’s population and 14% for each of Manitoba and Saskatchewan’s populations); children under 14 represent one-third of the Aboriginal population, which is far higher than 19% for the Canadian population Aboriginal people are disproportionately impacted by the criminal justice system. In terms of incarceration, Aboriginal people account for 18% of those federally incarcerated, yet represent only 3.3% of the Canadian population Aboriginal baby boom – Many Aboriginal youth are being recruited by organized crime groups and Aboriginal-based gangs. This has a profound effect on gang activity and incarceration rates, as well as other important social implications It is estimated that within Aboriginal communities 50% of youth under 18 years of age and 59% of all Aboriginals smoke due to the availability of and access to low cost tobacco (Sources: RCMP Environmental Scan, 2007; Canada’s Performance, 2006; CISC 2007 Annual Report on Organized Crime in Canada; CISC 2005 Annual Report on Organized Crime in Canada; October 2007 Speech from the Throne; RCMP policy centres; Nations Centre 2002/2003 Regional Health Survey)

Overview

The RCMP has had a long and productive history servicing Aboriginal people and communities across Canada, which has resulted, for the most part, in the building of good relationships. The RCMP was founded in 1873 and our members survived and navigated the Canadian terrain, due in large part to the goodwill of Aboriginal people. In many parts of Canada, Aboriginal people look to the Red Coats (the RCMP) as representing the government and the Queen, and are entrusted to uphold their rights as declared in the Royal Proclamation. 

The RCMP is committed to bringing a greater focus to this area of policing by dealing with the various challenges in both the breadth and scope of issues that Aboriginal people face. For the RCMP, the challenges cross all business lines in all divisions and with other police services, with respect to research, policy, strategy and communications, and significant operational and administrative responses – both enforcement and prevention-oriented. The responses have been developed based on four key goals: relationship-building; cultural competency; reducing Aboriginal criminal involvement and victimization; and accountability.

Plans and Priorities

The following plans and priorities have been established to guide the RCMP’s efforts towards contributing to safer and healthier Aboriginal communities.

The key plans and priorities for the coming year are to:

• Increase cultural awareness skills throughout the policing service
• Reduce criminal involvement and victimization
• Contribute to public policy and ensure sound policy development
• Build new and strengthen existing partnerships 
• Communicate effectively to internal/external partners and stakeholders
• Build capacity in terms of expertise and resources

Strategic Priority: Aboriginal Communities – Ongoing

Strategic Objectives: * Communicate effectively Ensure sound and rigorous stewardship of resources Reduce criminal involvement and victimization Build new and strengthen existing partnerships Contribute to public policy and ensure sound policy development Provide a culturally competent police service Expand the collection and sharing of information and intelligence Attract, develop, retain and support our employees Optimize enabling science and technology Note: * The numbering does not denote the level of importance placed on each objective.

Key Performance Goals: Increase the percentage, of clients of Contract Policing, satisfied that the RCMP makes a valuable contribution to the sustainability of their community to 76% (supports Objectives 2, 3, 4 and 6) Increase the percentage of stakeholders/partners who agree the RCMP is a valuable partner in contributing to safer and healthier Aboriginal communities to 80% (supports Objectives 1, 3, 5, 7 and 9) Double the number of external partners participating in Strategic Priority Working Groups (supports Objectives 1 and 4) Increase the percentage of stakeholders who agree that the RCMP provides valuable input into the development of public policy pertaining to Aboriginal communities’ issues to 80% (supports Objectives 1, 5, 6 and 7) Increase the percentage of Aboriginal clients who agree the RCMP is fulfilling its strategic priority of contributing to safer and healthier Aboriginal communities to 80% (supports Objective 1) Increase the percentage of Aboriginal clients who agree their organization/community has a good working relationship with the RCMP to 85% (supports Objective 8)

Strategic Priority: Aboriginal Communities – Ongoing
Supporting Program Activities (PAA)*	Planned Spending (millions)*
	2008-2009	2009-2010	2010-2011
1 – Federal and International Operations	$802.6	$824.4	$828.2
3 – Community, Contract and Aboriginal Policing	$1,045.2	$998.3	$986.1
5 – Technical Policing Operations	$216.2	$217.1	$212.3
7 – National Police Services	$159.3	$156.8	$149.3
Supporting Program Activities (PAA)*	Planned FTEs
	2008-2009	2009-2010	2010-2011
1 – Federal and International Operations	5,570	5,643	5,774
3 – Community, Contract and Aboriginal Policing	17,902	17,800	17,816
5 – Technical Policing Operations	1,515	1,521	1,540
7 – National Police Services	1,477	1,406	1,407

Note: * Areas primarily responsible for delivery against the Strategic Priority, as per the PAA. Descriptions of the Program Activities can be found in Section I.
** Figures reflect allocations as per Program Activity, not Strategic Priority. The figures are taken directly from the Planned Spending contained in the Main Estimates (see Section III – Table 1). Planned Spending for the Corporate Infrastructure Program Activity has been allocated across all Program Activities in accordance with TBS guidelines for the preparation of the Main Estimates.

The Aboriginal Communities Program Activities are supported by the following Sub-Activities:

PAA Sub-activities

1.2 Drugs and Organized Crime – Focuses on combating organized crime including drug-related social and economic harm to Canadians; contributes to the reduction in supply of and demand for illicit drugs through the disruption of criminal organizations responsible for importation, production and supply of illicit drugs in Canada; disrupts the supply routes and prevents illicit drug production and distribution; and reduces the demand for drugs and drug abuse through prevention, public education and support of alternative forms of justice. Activities such as Organized Crime strategy and Drug Awareness are some examples. One key initiative is the Aboriginal Shield Program. Drugs & Organized Crime Awareness Service has recently held seminars with members of the Canadian Aboriginal community to update the curriculum of the Aboriginal Shield Program. In 2008-2009, the revised program will be piloted in selected communities, and training will be provided to the community facilitators who will deliver the program. Program performance will be monitored by the following key indicators:

• The RCMP Core Surveys of Canadians and of policing partners:
  • Percentage of participants who are of the view that the RCMP plays a valuable role in reducing organized crime
  • Percentage of participants who are of the view that the RCMP plays a valuable role in reducing the threat and impact of organized crime
  • Percentage of participants who are of the view that the RCMP plays a valuable role in preventing and reducing Aboriginal youth involvement in crime

1.3 Border Integrity – In partnership with international and domestic government agencies and stakeholders, as well as the community at large, the RCMP contributes to the national security of Canada by protecting Canadians and their institutions from terrorism, organized crime and other border-related criminal activity. In addition to utilizing a multi-layered enforcement model, which considers domestic and international threats to the security of Canadians and our borders, education and prevention initiatives are also undertaken to proactively mitigate these threats. An activity such as Customs and Excise is an example. A key activity is the development of a renewed national tobacco strategy in consultation with relevant stakeholders. Efforts will also be undertaken to develop innovative operational responses to stop the flow of contraband tobacco entering Canada in the Central St Lawrence Valley corridor, including those Aboriginal communities being exploited by the criminal element. From a broader law enforcement perspective, several communities have formalized working relationships with the RCMP and other partners through initiatives such as the Aboriginal Combined Forces Special Enforcement Unit in Quebec and the Akwesasne Mohawk Police Joint Investigative Team. The focus of these groups is to combat organized crime in and around their communities. The key component to the success of these partnerships is the unique approach taken in operations depending on the community in which it is being carried-out. Efforts are underway to engage in ongoing consultations with leaders (i.e., Council) and local police in key communities (where the RCMP felt there was the highest level of interest in discussing the issue of tobacco), and with the Assembly of First Nations to better understand and develop a constructive way forward. Program performance will be monitored by the following key indicators:

• The RCMP Core Surveys of Canadians and of policing partners:
  • Percentage of participants who are of the view that the RCMP is a valuable partner in protecting Canada’s border
  • Percentage of participants who are of the view that the RCMP is a valuable partner in contributing to safer and healthier Aboriginal communities
  • Percentage of participants who are of the view that the RCMP provides valuable input in to the development of public policy pertaining to Aboriginal communities’ issues

3.3 Aboriginal Policing – Provides policing services to all Aboriginal people through its contract policing responsibilities and Community Tripartite Agreements (CTAs). Through provincial and municipal contracts, the RCMP also provides services to eight provinces, three territories, and locally to over 600 Aboriginal communities. Like any police agency serving a community, each RCMP detachment is responsible for carrying out a variety of programs aimed at improving public safety (e.g., prevention and education). Program performance will be monitored by determining whether the performance agreements undertaken annually with our contract partners are being met and by survey responses from our contract partnering communities

3.5 Community, Contract and Aboriginal Policing Directorate – For both provinces and territories, develops and implements policies, strategies and models for community, contract and Aboriginal policing activities, and is responsible for; policies concerning crime prevention and victim services; police service agreements including services provided to Aboriginal communities; research and development of policing models, tools and technologies; roadway safety; critical incident standards; and, youth policies. Program performance will be monitored by survey responses from our contract partnering communities

5.1 Air Services – Provides a safe, effective and cost efficient air service to the RCMP in support of its mandate to maintain peace and security for the nation by applying the highest principles of aviation safety, providing a professional and well-trained group of pilots and technicians, and ensuring the cost-effective use of available resources. Potential performance indicators include:

• Education provided to and/or undertaken by employees (e.g aviation regulatory violations, certification to Transport Canada standards, annual currency training and bi-annual check rides)
• Tracking of rotor wing hours dedicated to Aboriginal communities and persons
• Progress on the implementation of a new Flight Data Management System

7.3 Canadian Police College – Provides investigative and management training to police services focused on the particular needs of policing in Aboriginal communities, such as the Integrated Domestic Violence Course and the Organize Crime Disruption Course. Program performance will be monitored by the following key indicators:

• The number of courses provided, reviewed or updated
• The level of client satisfaction based on survey results

Key Partners

Aboriginal communities and leaders; national Aboriginal organizations; Indian and Northern Affairs Canada (INAC); Department of Justice (DOJ); Correctional Service of Canada (CSC); Office of the Federal Interlocutor for Métis and Non-status Indians; Department of Fisheries and Oceans (DFO); Citizenship and Immigration Canada (CIC); Health Canada; the Office of the Federal Interlocutor (OFI); Indian Residential Schools Reconciliation Canada (IRSRC); Service Canada; Canadian Wildlife Service; Parks Canada; Commission for Public Complaints against the RCMP; Status of Women Canada; First Nations Inuit Health Branch; Department of National Defence (DND); Statistics Canada and the Canadian Centre for Justice Statistics; Senate of Canada; Canadian Heritage; Human Resources Development of Canada (Department of Social Development) (HRDC) (DSD); provincial Attorneys General; provincial/territorial health officials; Major NGOs: Assembly of First Nations (AFN) and provincial bodies; Native Women’s Association of Canada (NWAC); Inuit Tapiriit Kanatami; Métis National Council (MNC) and its provincial affiliates; Métis Settlements General Council and Métis Settlements; Canadian Association of Friendship Centres; Centre for Suicide Prevention; CrimeStoppers; Canadian Association of Chiefs of Police (CACP) and its provincial affiliates; Canadian Centre on Substance Abuse; Canadian Mental Health Commission; Canadian Education Association; Public Health Agency of Canada; Canadian Heritage; and Public Safety Canada (PS)

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