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Section IV – Other Items of Interest

Corporate Areas

Corporate Management and Comptrollership (CM&C)

Given the internal environment in 2007-2008, CM&C has created a vision for the medium- to longer-term. This vision will be driven by the RCMP’s strategic goal of providing safe homes and safe communities across Canada and its associated strategic priorities and outcomes into 2008-2009 and beyond. The vision identifies four groups of opportunities, which have the greatest potential for improving operational and service delivery, and accountability. In general, the opportunities can be described as:

Governance, defined as an organization’s strategic management regime(s) and structures, will focus on strengthening senior executive decision making and the development of major program proposals involving resource allocation and reallocation decisions.

Service Delivery opportunities will be directed towards achieving the greatest possible flexibility in our structure and processes to help ensure that the RCMP can be well positioned in meeting its unique operational requirements and delivering its policing mandate.

Accountability opportunities, defined as the obligation to demonstrate and take responsibility for performance in light of agreed to expectations, will strive for greater active monitoring and reporting of compliance with legislation, policy and procedures to help ensure the integrity of managerial decision-making associated with the use of financial and assets resources.

Opportunities related to People means that CM&C hires and retains staff with the right skill sets to meet the diverse financial and administrative needs of the RCMP.

These four opportunities have the potential to achieve greater operational and service delivery flexibility; to further optimize and leverage available resources; and to help reinforce accountability across the organization. They also complement many Government-wide priorities such as accountability and the integrity of government administration.

Within the RCMP, there are ongoing pressures for CM&C to meet operational and other needs and challenges through the provision of sound finance, asset and facility management, procurement and contracting policies, systems, services and support. Functional specialists in finance, assets and procurement will be at the center of the RCMP’s responses to these challenges. 

One of the most critical realities, however, is that the RCMP has increasingly less and less financial flexibility; the margin between expenditures and available budgets is extremely limited.

Therefore, as the RCMP’s functional authority for financial resources and assets, CM&C’s ongoing challenges include: 

• Providing timely, relevant functional direction, guidance and control to contribute to the sound stewardship of a $4B annual budget; $1.3B in revenues; and more than $2.3B in assets (replacement value)
• Providing integrated policy and directional frameworks and policy interpretation and guidance to 26,000 clients/employees at National Headquarters, in four Regions, 15 Divisions and 750 Detachments. Such frameworks include financial management; accounting and control; contracting and procurement; more than 40 categories and sub-categories of assets including land, buildings and vehicle fleets; environmental; and other issues
• Ensuring that the RCMP meets its government legislative and policy requirements in more than 50 different areas such as the Financial Administration Act, Accounting Policies and Standards, Management of Major Crown Assets, Real Property (Isolated Posts and Government Housing) and Contracting Policy and Regulations
• Ensuring CM&C contributes to the achievement of the RCMP’s mandate, mission and strategic priorities
• Ensuring the efficiency, timeliness and high quality of thousands of accounting, contracting and procurement and other transactions totalling in the hundreds of millions of dollars annually across the Force
• Ensuring the continued integrity of the RCMP’s crucial Parliamentary and Central Agency accountability and reporting such as the Report on Plans and Priorities (RPP) and Departmental Performance Report (DPR), key accountability documents for the Commissioner and the RCMP; the Management Accountability Framework (MAF); the Annual Reference Level Update; the Public Accounts; the Main and Supplementary Estimates; and others
• Providing a positive and productive working environment with an emphasis on ethics and values, communications and sound human resource management and development consistent with RCMP workplace priorities
• Representing the best interests of the RCMP at all times and ensuring productive working relationships with Central Agencies including the Treasury Board Secretariat, the Office of the Auditor General, the Office of the Comptroller General and Public Works and Government Services Canada

Ultimately, CM&C remains committed to its three strategic outcomes in support of the RCMP:

(1) the sound and rigorous stewardship of RCMP resources; (2) the best financially and administratively managed organization in Government; and (3) quality service to clients.

Internal Audit, Evaluation and Review 

A key element of the governance structure of the RCMP includes the provision of strategic, high quality and professional internal audit, program evaluation and review services. The development/implementation of policies, standards, tools and procedures – as well as annual/long-term risk-based audit/evaluation plans – also serve to support government-wide and Force priorities.

Internal Audit – We have an effective internal audit function that has been cited as “Notable” by the Treasury Board Secretariat (TBS) in its annual Management Accountability Framework Assessment of the RCMP. In 2007-2008, Internal Audit will continue to provide assurance services on risk management, control and governance processes consistent with the International Standards for the Practice of Internal Audit. 

A new Treasury Board (TB) Policy on Internal Audit came into effect on April 1, 2006 and is required to be fully implemented by April 1, 2009. The implementation of this policy was a multi-year initiative requiring additional resources, a carefully planned transition and monitoring of results. Remaining elements of the TB Policy requiring implementation in the RCMP include the following:

• An independent audit committee with members drawn from outside the federal government
• An increased role for the audit committee
• The provision of an annual holistic opinion on the adequacy and effectiveness of risk management, control and governance processes

As part of the Internal Audit, Evaluation and Review’s Balanced Scorecard, measures have been developed to track Internal Audit performance. These measures include, but are not limited to, the level of compliance with International Standards for the Practice of Internal Audit, the percentage of Audit plans completed and satisfaction levels of employees external stakeholders.

Evaluation – In June 2007, the Chief Audit Executive presented a risk-based evaluation plan that focused the Evaluation Directorate’s limited resources on addressing mandatory evaluations, as per TB funding decisions. The plan was approved by the RCMP’s Audit and Evaluation Committee and in accordance with TB policy, a copy of the plan was forwarded to Treasury Board.

The Evaluation Directorate provides independent, critical and objective analysis on program activities to facilitate decision making on the RCMP’s strategic priorities. Such analysis highlights best practices, challenges and resource issues. Major program evaluations are now being performed internally by Evaluation Directorate personnel, a significant change from previous years during which evaluations were contracted out to external service providers. In addition, the Evaluation Directorate continues to provide advice and guidance on horizontal initiatives such as marine security, First Nations organized crime and war crimes.

The Evaluation Directorate is preparing to implement the proposed new TB policy on Program Evaluation, which will require evaluation coverage of all of the RCMP’s direct spending over a five-year cycle. Funding has been received from the Treasury Board to fulfill the new evaluation requirements stemming from the Federal Accountability Act. In this regard, the Evaluation Directorate is preparing for a future role of providing greater input and guidance on the use of performance measurement in the Force.

The Evaluation Directorate is a relatively new program area for the RCMP and it continues to mature with the addition of qualified program evaluators. Performance of the Evaluation Directorate is measured through ongoing monitoring of evaluation project completions, client satisfaction and input from Treasury Board. As the Evaluation Directorate develops sufficiently, baseline information is being collected to allow for the setting of future performance benchmarks.

The greatest challenge facing the Evaluation Directorate in the near future is the fact that planned evaluation activity greatly exceeds current capacity. This pressure is being addressed through current staffing initiatives and is expected to result in future growth. An additional challenge is created by the existence of a very limited pool of qualified and experienced evaluators throughout the private and public sectors. Demand amongst all levels of government and private industry for these resources is expected to remain high, furthering the pressure in this competitive market.

Management Review (MR)/Unit Level Quality Assurance (ULQA) – To ensure responsible programs and services, an effective operations-oriented review program is in place. Management Review / Unit Level Quality Assurance programs and tools, including risk management principles and regional review service groups, serve to promote effective program implementation.

Performance is measured by the percentage of management action plans implemented in response to MRs. An enterprise web-based reporting system that effectively tracks and reports on the recommendations and effectiveness of the MR, at all levels and across the RCMP’s business lines, is being developed.

The Unit Level Quality Assurance (ULQA) process is partially incorporated into the Annual Performance Plan (APP). ULQA and APPs share some common processes and their integration ensures that Detachment and Unit Commanders have only one master document to manage when considering their planning and monitoring activities. Approximately 1,000 units now have a ULQA/APP in place, and therefore trends will be identifiable.

Information Management/Information Technology (IM/IT)

As has been the case over the last few years, several key factors will continue to impact on the IM/IT community:

• Technology’s expense – Although many IM/IT programs have merit, funds are limited
• Evergreening – Given technology’s expense, there is a need to keep systems and equipment operational for as long as possible
• Research and development – The rapid evolution of technology presents challenges for law enforcement to keep pace
• Challenges of international policing – Such as the requirement of partnerships and relationship building, as well as issues of compatibility and interoperability goals versus privacy concerns

In 2008-2009, the Chief Information Officer (CIO) Sector will continue to address these issues and is committed to further strengthening the management of its IM/IT resources in support of the RCMP’s strategic goal of providing safe homes and safe communities for Canadians.

CIO Sector activities will be influenced by three key challenges:

• IM/IT Infrastructure Capacity – Enhancing the IM/IT infrastructure to meet the demands of an ever changing and expanding environment
• IM/IT Service Delivery – Improving the quality, performance and delivery of IT services that support the Canadian police community. Improvements to the organizational infrastructure would benefit all applications accessed by RCMP partners, including the public and law enforcement agencies
• Interoperability – Interoperable systems and applications provide police officers with the means to gather, share and disseminate information with the law enforcement community. Many systems and applications that are utilized by the law enforcement community are developed, enhanced and maintained by the RCMP. With policing becoming more technology-dependant, it is important that the full operational potential of technology investments is realized

Performance will be measured by the successful implementation and completion of planned activities that are in support of the key challenges. These activities include:

• Further developing information systems and technology to facilitate the gathering and management of information, the creation of intelligence, and the cooperative and coordinated exchange between partners. These systems and technology include integrated operational mechanisms such as the Police Reporting and Occurrence System (PROS), the Police Records Information Management Environment of British Columbia (PRIME BC), and the CIO Sector’s contribution to the National Integrated Interagency Information (N-III) System (gathering records management systems information published from police services across Canada)
• Continuing work on the Real Time Identification (RTID) project that will re-engineer systems and processes used for fingerprint identification, civil clearances and criminal records maintenance, and the transfer from the current paper-based workflow to an electronic workflow
• Implementing end-to-end performance monitoring and testing IT management tools, which will provide the ability to gather metrics, as well as predict and isolate problems within the RCMP’s enterprise common services
• Providing a secure, robust, highly available, scalable and supported web hosting environment to meet the RCMP’s growing demand to host web applications and web content
• Updating the secure classified environment infrastructure, which includes the deployment and support of secure applications required to meet the mandate of National Security Criminal Investigations
• Continuing to work on radio replacement/modernization projects underway or planned to address operational and safety concerns
• Strengthening Canada’s criminal intelligence community by providing the expertise and support required to share criminal intelligence among Criminal Intelligence Service Canada (CISC) member agencies using the Automated Criminal Intelligence Information System and by participating in ensuring state-of-the-art technology for the future
• Implementing network upgrades to meet the demands of an expanding IM/IT environment

As a key member of the federal justice community, the CIO Sector has important responsibilities in working to ensure that existing and planned IM/IT systems are compatible and consistent with one another, as well as part of the vital support systems within the larger criminal justice system. The CIO Sector’s goal is to optimize the use of compatible systems by the Canadian law enforcement community to ensure that information and intelligence is accessible and available to those who need it in a timely manner.

By leveraging common IM/IT investments, there are potential benefits for all partners:

• Integrated information and intelligence
• Interoperability and compatibility with existing and planned systems
• Effective and responsible resource management
• Enhanced support of the criminal justice system in sustaining a coordinated public safety effort

Strategic Policy and Planning

The RCMP has a structured planning cycle. Using the latest environmental scan as a starting point, priorities are chosen resulting in the development of strategies. Using the Balanced Scorecard (BSC) methodology, strategies are developed and aligned across the organization. Business plans are prepared at the division level and aggregated into program activity plans. All business plans capture: an environmental scan, an identification of risks and mitigation strategies; an identification of unfunded pressures; initiatives aligned with critical objectives emanating from the strategic priorities; and an articulation of initiatives in support of a division or program activity strategy, as well as a breakdown of all activities according to the Program Activity Architecture. In addition, funding for initiatives that are no longer strategic priorities are assessed for reallocation to higher priority initiatives once the balance of risks has been completed. 

The Strategic Policy and Planning Directorate (SPPD) reviews the divisional and business line plans in order to ensure the corporate planning is aligned to operational priorities. Plans presented, which do not support the organizational strategy, are challenged and refined as necessary. 

All identified unfunded pressures are supported by a comprehensive business case, approved at the Deputy Commissioner level. The collective pressures are then analyzed and prioritized using an RCMP developed prioritization tool. This tool weighs the pressure against factors such as: public safety; alignment with government priorities; alignment with RCMP priorities; and value for investment. This close examination results in a prioritized list of unfunded pressures for budgetary consideration. 

SPPD tracks and analyzes key Government of Canada initiatives and the impact on the organization. In addition, it plays a coordination function to ensure that the RCMP is knowledgeable of and involved in the development and implementation of Government-wide policy processes/initiatives (e.g., Memorandum to Cabinet). The Directorate is also responsible for the ongoing monitoring of the external environment to ensure that the organization is prepared to meet challenges and take advantage of opportunities in its operating environment.  

Strategic Planning and Performance Management – Strategic planning is imperative to a well-functioning organization. It guides decision making, facilitates effective use of resources and provides critical feedback. Our planning cycle is based on a continuously integrated approach and is augmented by strategic activities meant to enhance and support informed decision making. 

Our planning cycle is highlighted by three significant periods of review.

First review (late spring):

• Focus on trends and issues identified in the environmental scan as well as from criminal intelligence and field input 
• Identification of national and international trends that may impact on our operations supplemented with knowledge gained from use of annual core surveys. The surveys are designed to measure perceptions and satisfaction levels of Canadian citizens, policing partners, clients, stakeholders and employees on our plans, priorities, programs and services\
• Annual findings of the Criminal Intelligence Services Canada report of integrated provincial and national threat assessment of organized and serious crime

The outcome of this review either confirms or refocuses our priorities to better reflect the needs of Canadians within a three- to five-year horizon. With the issuing of the Commissioner’s Directional Statement, all levels of the RCMP begin to focus on their respective responsibilities and what plans could enhance the delivery of our services to Canadians. 

Second review (fall): 

• Mid-year check on progress against strategic priorities, commitments and objectives
• Adjustments as required to ensure continued results and value to Canadians
• Program directions and priority activities determined for the coming fiscal year
• Initiation of business planning process in operations

Once complete, corporate-level business plans are then developed. The lag ensures these plans reflect the priorities and needs of operations.

Third review (late winter): 

• Program Activity and corporate plans are reviewed in order to determine appropriateness of support for operational priorities
• Financial support for strategic objectives are determined

Although each area of review has a specific focus, they also offer opportunities for ongoing review and forecasting. They are critical to determining our effectiveness or if adjustments are required. In order to support more immediate requirements for informed decision making, a quarterly performance reporting cycle is also in place, allowing for the continuous tracking of initiatives and expected outcomes.

National Business Plans – The Planning and Performance Management Unit is responsible for providing the necessary leadership and direction to ensure robust business planning in the RCMP. 

Divisional Business Plans – As is the case with their Headquarters counterparts, business plans at the division level are required. Not only do they reflect a clear understanding of our national strategic priorities and the “fit” with their activities, there is a comprehensive understanding of local issues and priorities.

Environmental Scanning – Every three years, SPPD produces a comprehensive environmental scan (e-scan) which highlights the macro-level trends, both international and domestic, shaping the RCMP’s operating environment. The RCMP’s 2007 Environmental Scan can be found by visiting: www.rcmp.ca/enviro/2007/index_e.htm.The e-scan is divided along seven dimensions: Demographics; Society; Economy; Politics and Government; Science and Technology; Environment; and Public Safety and Security.

In each of the two intervening years, a more focused scan on an emerging/emergent issue(s) of importance to the organization and our partners is produced. For example, in 2006, a Feature Focus on Youth Gangs and Guns was produced and has subsequently become a reference document for law enforcement organizations both in Canada and the US. This document can be also be located on our website (www.rcmp.ca/focus/youth_gun/toc_e.htm).

Core Surveys – Surveys are conducted on an annual basis in an effort to capture baseline opinion data regarding our performance. Questions predominantly focus on levels of satisfaction. For example: our role in safe homes and safe communities; quality of service; professionalism; sensitivity; community involvement; visibility; value of partnerships; and communication. Populations canvassed include: the general Canadian population; clients of Contract Policing; policing partners; employees; and stakeholders. 

The survey results are used as metrics to inform managers on the progress of their objectives and as reference material for the further development of their plans and priorities.

When combined, common messages emerge from the various core survey results. The RCMP’s contribution to ensuring the safety of our homes, communities and country is perceived as important. Our organization is viewed as professional, with integrity and honesty valued. However, the sharing of communication regarding the nature of and rationale behind our activities continues to be an area for improvement.

Consultation and Engagement – The Directorate is actively developing a consultation and engagement strategy aimed at our partners and stakeholders in the Government of Canada. The focus will be on the implementation of this strategy in the coming months. The objectives of the strategy are as follows:

• To gain a better understanding of the priorities and challenges facing other organizations
• To determine how the RCMP can align priorities and plans with those of our partners
• How to address common challenges

The Balanced Scorecard – Our Performance Management System: The Balanced Scorecard (BSC) was adopted by the RCMP as its tool for furthering strategy-focused, performance-managed business planning. It allows us to manage and measure our performance against our strategic priorities and objectives. In addition, it facilitates proactive planning, which is essential for clarifying objectives and actions, for identifying areas where resources could be used more efficiently to improve the delivery of RCMP programs and services. 

In essence, the BSC guides us in gauging critical intangibles such as people, data and environment and assists all levels of management in identifying what key factors will enable business “success” or goal achievement. It also gives us the ability to tell the RCMP story by demonstrating “what we do and why” and to gain recognition for the critical role we play in providing safe homes and safe communities for Canadians. 

Other benefits of the Balanced Scorecard include: determination of managerial accountability in achieving performance results; communication of strategic priorities across an organization; clarity and transparency around the allocation of resources; and consistent reporting on results. With the alignment of operations and objectives, this ensures resources deliver value and are used in the best possible way.

Performance reporting to our Senior Executive Committee (SEC), chaired by the Commissioner, has followed a rigorous and demanding schedule so that a culture of performance management is maintained within our organization. The use of the BSC is now firmly entrenched as an integral part of our daily business practices and is a contributing factor towards the advancement of our strategic priorities. 

For more information on the BSC, please go to: www.bscol.com

For more information on performance management in the RCMP, please see: www.rcmp-grc.gc.ca

Annual Performance Plans – The Annual Performance Plan (APP) is a tool which allows Detachment and Unit Commanders to strategically address national, divisional and local priorities.

The APP:

• Includes the common elements of some established initiatives (Bridging the Gap, risk assessment, community consultation, etc.) 
• Aligns with our integrated planning cycle
• Allows information to be aggregated and moved up to senior levels
• Contains a mechanism to report to communities (recommendation of the Office of the Auditor General)

Performance plans capture key information for all levels of the organization that:

• Outline areas of risk associated with the objectives of the strategy and strategies to address those risks
• Capture performance relative to desired targets
• Provide tangible and quantifiable feedback to clients, partners, stakeholders and personnel
• Assist in identifying and responding to competency gaps

Performance plans also:

• Help our employees focus energies towards priorities
• Ensure alignment throughout the organization
• Establishes clear accountabilities within Detachments/Units
• Communicates the value of individual contribution to organization’s goals thus fostering commitment

The APP responds to issues identified or recommendations made in an OAG November 2005 report. Specifically, it was recommended that,

In accordance with the recommendations, the APP includes consultation with the community and measures success against the established objectives of the plan. The APP is signed off with communities and feedback on the progress of the plan is provided regularly. In the fall of 2006, approximately 750 Detachments completed their Performance Plan. The APP is expected to make a significant impact on the way business is conducted.

Human Resources

In 2006/2007, the HR Sector completed a comprehensive review of its operating environment and developed a new strategic framework and supporting initiatives for 2007/2008. These were multi-year initiatives that continue to be relevant for 08/09. We are currently developing more specific activities that will be undertaken as part of these broader initiatives. It has been challenging for us to do this at an earlier stage in the planning cycle for 2008/2009 due to an atmosphere of considerable change and uncertainty. The Task Force on Governance and Cultural Change in the RCMP has recently completed its review of cultural and governance issues in the RCMP, and have provided a number of significant recommendations with substantial HR implications. The HR Sector will play a very prominent role in addressing the identified concerns in the areas of leadership development, workload levels, staffing and promotions processes, employee performance management and the discipline system.

The HR Sector has, in fact, already made substantial efforts to identify improvements in a variety of HR functions that would address weakness in these areas. We recognize that such efforts are essential in order to help the RCMP recruit new employees, and retain and fully engage existing employees. However, the HR Sector needs to increase its efforts to work with both internal and external partners on determining how the transformational changes that will be required can be fully implemented throughout all levels of the RCMP. It is the actual execution of new strategies for HR management that has proven to be the most challenging in the past. The following sections on key HR functions address the improvements we plan to focus on in 2008/2009.

Recruiting – It is crucial that the RCMP maintains the National Recruiting Program strategy in meeting operational recruiting requirements. Recruitment of Regular and Civilian members in support of all policing priorities, including the RCMP Strategic Priorities, is a significant undertaking for the HR Sector and, as such, is incorporated in the Senior Executive Committee’s Strategic priority map under L.3 “Attract, develop, retain and support our employees.” It is an organizational priority because:

• Changing organizational demographics and increasing expectations for service present ongoing human resource challenges
• The RCMP is committed to fulfilling its policing obligations
• Attracting the next generation of talent will be critical to ensuring the ongoing effectiveness of police services

There is a continuing need for a proactive approach to recruiting due to a number of environmental factors including: increasing demands for service at the International, Federal, Provincial and Municipal levels; increasing retirements within the RCMP; low unemployment rates; a shrinking demographic market (youth) who have expressed an interest in a policing career; and competition from not only other policing agencies, but also other work sectors across Canada who require similar skill sets.

In 2008/2009, the National Recruiting Program will continue to improve its intelligence-led recruiting efforts and processes for Regular and Civilian Members. The key RCMP recruiting plans and priorities for the coming year are to:

• Make necessary improvements to make the application process more efficient through the implementation of a quality control process
• Establish a Civilian Member Recruiting Policy Unit to develop new strategies and methods for recruiting Civilian Members in a more proactive, coordinated and nationally standardized approach
• Implement “Bridging the Gap” recommendations in all Regional Recruiting offices to ensure that all recruiting personnel have the competencies they need to be effective in their jobs
• Advance the design of an “e-applicant” tool for Regular and Civilian Member recruiting
• Research to evaluate the feasibility of computerizing the assessment components of the Regular Member recruiting process

Succession Planning – The RCMP faces increasing pressures to proactively identify and develop leadership successors due to several factors. Its workforce has a “shrinking middle” in terms of age distribution, meaning there are many older employees plus many relatively new employees, with fewer in the mid-range years of service to draw from to replace those departing from more senior positions. Additionally, the number of retirements has increased, a high proportion of those departing are at the higher ranks and are experienced specialists, and the average age of retirement is relatively low. In recognition of the importance of ensuring effective and continuous leadership, the HR Sector is undertaking a number of initiatives to address this challenge. In 2008/2009, this will include:

• Improved methods of identifying potential successors based on skills, performance and experience in order to meet managerial as well as organizational needs (such as employment equity considerations)
• Identification of critical/strategic roles at the officer levels, the specialized skills that they require, and current gaps in these skills
• Continuous improvement and broader application of Regular Member leadership development programs, including the Full Potential Program and Officer Candidate Development Program (for NCOs) and the Senior Executive Development Program (for Officers)
• Targeted succession planning that is focused on developing “ready replacements” for priority positions including the use of development plans
• Development of methods to facilitate the transfer and retention of corporate knowledge held by senior departing employees including the promotion of mentoring and coaching

Support and Engagement of RCMP Employees – The HR Sector recognizes that the support of employees and their satisfaction with their careers in the RCMP are critical to ensuring productivity and organizational success. The HR Sector’s direct relationship with employees is a significant factor in their engagement levels, but it is the actions of all RCMP supervisors and managers that are most important. The HR Sector must lead and support all managers in their efforts to provide a safe, healthy, supportive, enabling and flexible work environment. In 2008/2009, the HR Sector will continue its effort to identify, communicate and target the enablers of employee engagement and satisfaction. This will include:

• Follow-up research guided by the most recent Duxbury Report on workplace issues in the RCMP, which will include evaluating leadership training on employee wellness
• A review and integration of existing HR analysis on the drivers of employee engagement
• Further analysis of the RCMP 2007 employee survey (segmentation of employees according to type of work, years of service, etc.)
• Integration and improved communication of supervisors/manager responsibilities
• Research and documentation of existing initiatives and efforts throughout the RCMP aimed at improving engagement and satisfaction
• Development of a comprehensive plan for ensuring that gaps are addressed

Staffing and Promotions – Accelerated growth and change in the RCMP coupled with an increased need for specialized knowledge have resulted in greater pressures on many HR functions. Staffing and promotions processes must provide more flexible and timely methods of deploying employees and retaining them where their skills can fully contribute to the success of the organization. To achieve this, the HR Sector will develop a comprehensive strategy to apply as appropriate a number of new approaches and methods that will improve the efficiency and effectiveness of staffing and promotions. This will include the following:

• Research of options for future promotions systems including an international survey of practices in various police forces and an ongoing client satisfaction survey on the promotions process for non-commissioned officers
• A comprehensive analysis of each critical stage of staffing processes for all categories of employees in order to re-engineer and streamline those processes
• A review and formalization of how the RCMP delegates staffing authorities, as encouraged by the new Public Service Employment Act (PSEA), and the development of tools to clarify roles and responsibilities
• Development of a comprehensive staffing services delivery model that responds to identified client needs. The model will be aimed at facilitating career development as well as promotions and retention within a given area of expertise

Organization and Classification – The RCMP organization and classification program provides the foundation for organizing and classifying work for all categories of positions. This provides the basis for compensation determination and sound and effective organizational structure/hierarchy in support of program delivery. In 2008/2009, Organization and Classification will continue to focus efforts on marketing, streamlining and improving organization and classification services and service delivery in the department. This will be achieved through the following key initiatives:

• Promoting the use of generic/role work descriptions
• Improving the turnaround time for classification requests/services for line managers
• Increasing delegation of classification decision-making to some Region/Divisions, coupled with a more active monitoring program
• Increasing training for managers to engage them in the classification decision-making process

Development and Maintenance of Specialized Skills – Policing is growing in complexity and requires more specialized knowledge for a number of reasons: greater demands for specialized socio-cultural knowledge and language abilities; increased efforts to target sophisticated economic and/or technology-related crimes; more integration with other enforcement agencies and associated cross-jurisdictional and information sharing complexities; and growing legal complexities and demands for investigative expertise and comprehensive disclosure. The RCMP has a reputation as a highly competent and skilled police agency and the HR Sector must provide the necessary supports to maintain this distinction. This means developing improved methods of providing training and development opportunities within specialized knowledge areas in order to ensure that such skills are maintained and continually upgraded, to facilitate the acquisition and retention of employees who possess specialized skills, and to encourage the development of greater depths of expertise. In 2008/2009, the HR Sector will:

• Identify the roles with the most critical competency and training deficiencies or gaps in order to inform the development of future learning and development initiatives – including a focus on competencies related to the RCMP’s strategic objectives: Organized Crime, Terrorism, Economic Integrity, Youth and Aboriginal Communities
• Improve planning and management of training expenditures
• Develop new, more efficient methods of delivering training
• Ensure greater use of applied training and self-learning that is integrated into daily work through active supervision, mentoring, teamwork and special projects

Employee Supervision and Performance Management – The HR Sector is responsible for a number of different methods of identifying, preventing and mitigating the risk and liability associated with the work and the conduct of the RCMP’s employees, as well as ensuring high levels of employee productivity. There is a need to better formalize and integrate the methods of communicating employee and manager accountabilities in these areas. A key way that the HR Sector can do this is through improvements to employee performance management processes. In 2008/2009, the HR Sector will facilitate improved employee supervision and performance management by seeking to better integrate all HR efforts focused on ensuring that employees meet training standards, are motivated to make full use of their capabilities, and contribute to the RCMP’s strategic objectives. This will require integration, broader application and/or improvements in the following:

• The Supervisory Development Program and Manager Development Program, which will be delivered to all categories of employees in a manner that is more aligned with the RCMP’s leadership continuum
• Bridging the Gap (BTG), a performance improvement process that ensures employees have the capacity to support their unit’s operational objectives. BTG will be better integrated into employee training planning processes
• Promotion and support of mentoring and coaching, for example through the Field Coaching Program. This program will be supplemented with a new Federal Field Coaching Program to be provided to new Regular Members who are posted directly to the Central Region
• Promotion and support of the development of learning plans for all employees
• Methods of holding supervisors accountable for ensuring that employees contribute to the RCMP’s strategic objectives and comply with Operational Skills Maintenance (OSM) requirements
• Efforts to increase awareness and use of employee recognition programs, and new methods of recognizing employees
• Promotion and support of the new employee assessment tool and process

Disciplinary Process – The HR Sector must ensure organizational integrity and compliance with legislation and policy such as the RCMP Act, Employment Equity Act, Official Languages Act, the Canadian Human Rights Act and the Public Service Labour Relations Act. Parallel to improvements in supervision and performance management, there is a need to ensure that methods of enforcing the accountabilities under these acts are effective and well understood. A key component of this is the disciplinary process for Regular and Civilian Members that are provided for under the RCMP Act. In 2008/2009, the HR Sector will improve this process by:

• The centralization of all relevant programs to ensure a more effective and accountable formal disciplinary and grievance system. The Members’ Representative Unit, the Appropriate Officers’ Representatives, the Adjudications Directorate, and Level I and II Grievance Adjudicators will all be incorporated under a single Directorate reporting to the Director General of Discipline and Adjudications
• Reviewing the RCMP’s suspension policy to increase its consistent application throughout the RCMP, and implementing new regulations for Suspension Without Pay and Allowances (SWOP)
• Initiate a pilot project introducing an Early Intervention System, which is a data-based management tool capable of identifying members exhibiting specific performance issues which could be indicators of larger behavioural or conduct problems. Timely recognition subsequently enables appropriate intervention strategies to be implemented before the behaviour or misconduct escalates to the point of jeopardizing a member’s career or damaging the reputation of the RCMP

Integrated HR Information and Business Processes – The HR Sector recognizes the need to improve the quality of HR data, information systems and business processes in order to improve HR service delivery, knowledge management, and to support more comprehensive workforce analysis and workforce planning. Efforts will be increased in 08/09 to more formally establish methods and networks for integrating and sharing HR information and knowledge, and to prepare for longer term improvements to information systems.

This will include:

• Identification of HR Sector business requirements in support of the Corporate Systems Integration Project, which will be implementing new systems that integrate HR, financial and asset information to enable more effective program planning and governance
• Re-engineering and standardization of HR business processes in order to integrate and streamline all HR activities and to ensure alignment with the Human Resources Management Information System (HRMIS)/PeopleSoft V8.9 Project
• Implementation of business process solutions to meet critical needs in the short term including the Transfer and Change Online Project (TACO), Position Management Information Reengineering (PMIR), Position Personnel Security Grid Project (PPSG) and the National Administrative Records Management System (NARMS)
• Development and monitoring of key measures on workforce success and on the progress of the HR strategy (including the use of surveys)
• Analysis of workforce demographics, internal movements, retirement rates and attrition rates

Integrated HR Planning – The HR Sector is challenged to ensure that it integrates its planning at the strategic and workforce planning levels, both throughout the HR Sector and between the HR Sector and the rest of the RCMP. Additionally, these efforts need to better address how strategies for HR management are fully implemented throughout the organization. A number of initiatives will be aimed at improving the effectiveness and coordination of HR planning and strategy execution including:

• Development of an HR Service Delivery Model that differentiates key HR Sector client groups, that articulates the variety of roles that are fulfilled by the HR Sector, and that provides a high level model for providing all services to each client group in an integrated and efficient manner
• Development of an “HR Management Accountability Framework” (HRMAF) with supporting definitions that articulates the various roles and responsibilities throughout the RCMP in the management of human resources
• Improved methods and tools for communicating HR management responsibilities throughout the RCMP, for example appropriate inclusion in training materials
• Improved methods and networks for monitoring and reporting on the progress in implementing HR strategies

The Office of the Ethics Advisor (OEA)

In order for the RCMP to deliver on its Strategic Priorities, it must have the confidence and trust of the public. Maintaining, or perhaps regaining, the confidence and trust of the community served requires that the RCMP be concerned with – and is seen to be concerned with – the ethical behaviour of its employees and the organization. Ethical behaviour is: the foundation on which the confidence in the RCMP is built. It enhances our reputation, improves our relations with the public, and keeps energy and attention on the work to be done.

Through ethical behaviour, the RCMP will deliver on the goal of living the core values that make us a trusted partner, and as a result will be well positioned to deliver on the Strategic Priorities.

The Office of the Ethics Advisor will focus on ensuring that RCMP employees and the RCMP, as an organization, functions in an ethical manner and in alignment with the core values of the organization – honesty, integrity, compassion, respect, accountability and professionalism – the Mission of the RCMP, and the commitments the RCMP has made to its communities and its employees.

Over the next year, we will focus on the following initiatives:

The OEA will continue to manage the Commissioner’s Outreach Initiative, which is a vehicle for both existing and former employees to bring concerns they may have regarding allegations of cover up and punitive treatment involving the senior ranks of the RCMP. The OEA will conduct independent reviews and provide advice to Commanding Officers and/or Senior Officers. Performance measures will include a client satisfaction questionnaire, which will identify trends and gaps in policies and/or processes.

The OEA will continue to develop and update the Ethics Education component as it provides a “continuum” of learning throughout the course of an employee’s service. Ethics education is designed to ensure that employees are aware of the importance of establishing and maintaining an ethical work environment. Short-term performance measures include: the number of employees who receive ethics education; the number of courses that have ethical considerations weaved throughout; and the number of presentations provided. Long-term performance measures include: the reduction in complaints of employee conduct; and Ethics Counsellors in each Division.

In the upcoming year, the OEA plans on revitalizing an Ethics Committee that will have an important role in the governance of the RCMP’s organization. Performance measures will include a fully functional Ethics Committee that includes national representation from all ranks and classifications, and academia.

The OEA will continue meeting with and engaging policy centres to ensure: ethical considerations are assessed during the drafting of policy; specific ethical components are included in new policy; ethical issues are considered when making changes to existing policy; and an ethical framework is incorporated in MOUs, MCs, partnership/sponsorship agreements etc. Performance measures include: the number of policy centres who engage the OEA when reviewing, creating or abolishing policies; and the number of MOUs, MCs, partnerships/sponsorship agreements, etc. that include an ethical framework based on the RCMP Core Values.

In the upcoming year, the OEA plans on becoming engaged in ethical considerations in intelligence gathering and national security. Intelligence ethics is an emerging field, without established guidelines for resolving the ethical issue confronting the intelligence community. It is a field in which the RCMP must take a lead role. Performance measures include the acknowledgement of and direction from the Ethics Committee to become fully engaged in this area.

The OEA has a lead role and will continue to implement the legislated requirements resulting from the Public Servants Disclosure Protection Act (PSDPA). This includes developing: a Code of Conduct; policy and processes; awareness training; a communication strategy; a process to collect statistics; and an appropriate reporting structure. Performance measures include: benchmarking current employee awareness of the PSDPA the number of disclosures received; the implementation of a Code of Conduct reporting procedures; and the development of policy.

Challenges for the Coming Year(s) – The greatest challenge the OEA faces in the coming year is that of capacity, both human and financial. The OEA was mandated with the Commissioner’s Outreach Initiative, the implementation of the PSDPA, working on the Task Force on Governance and Cultural Change in the RCMP, developing and implementing Ethics education. Additionally, the OEA addresses ethical issues on a daily basis. With this work and the increased sensitivity to ethical concerns, there is a need to have employees with the competencies to deliver on the mandate of the OEA. The lack of resources, both human and financial, has been and, continues to be, a challenge. This poses the greatest risk on our ability to deliver on legislated requirements (PSDPA) and the commitment that former Commissioner Busson (Ret) made as it pertains to the Commissioner’s Outreach Program.

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