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Minister’s Message

As the Minister of Public Safety, I am pleased to present to Parliament the RCMP’s Report on Plans and Priorities that outlines objectives for 2009-2010.

The RCMP’s mandate enables it to tackle crime at municipal, provincial/territorial, federal and international levels, provide integrated approaches to safety and security and ensure a federal presence and role from coast to coast to coast. This is clearly aligned with the mandate of the Government of Canada for there is no more fundamental role for a government than the protection of its citizens.

The Government remains committed to enhancing public safety and security including through ongoing efforts to amend legislation and to support efforts to recruit more officers and reduce crime.

RCMP activities are carried out to achieve its operational strategic outcomes in the areas of Federal Policing, Contract Policing, and Policing Support Services. Federal Policing includes federal enforcement investigations, support to Government departments and agencies, activities in support of national security and border integrity, the protection of Canadian and foreign officials in Canada and abroad and international operations and liaison services, including peacekeeping, peace support and capacity building.

The RCMP delivers policing services under agreements to eight provinces and the three territories, approximately 200 municipalities, and many Aboriginal communities. Public Safety Canada is currently leading negotiations to extend the RCMP’s contract policing arrangements until at least 2032.

Through Policing Support Services, the RCMP provides services and operates systems that directly support not only the RCMP but also the broader Canadian policing community.

I have received positive feedback from the RCMP Reform Implementation Council about progress being made by the Force to respond to recommendations made by the Task Force on Governance and Cultural Change in the RCMP and to realize the vision for the RCMP to be “an adaptive, accountable, trusted organization of fully engaged employees demonstrating outstanding leadership, and providing world-class police services”.

The RCMP is comprised of women and men who are unwavering in their efforts to work in support of the safety and security of Canadians. Their devotion to duty often requires great personal sacrifice and risk. I salute all of the employees of Canada’s national police force.

The Honourable Peter Van Loan, PC, MP
Minister of Public Safety

Commissioner’s Message

As Canada’s national police force, the Royal Canadian Mounted Police has a mandate to enforce laws, prevent crime and promote peace, order and security.

The reality of policing in the 21st century is one of increasing complexity and constant change. The scope, nature and impact of crime is evolving at an ever-increasing speed.

The mandate and activities of the RCMP facilitate cost-effective service delivery, integrated policing and high quality policing services across the country. The RCMP has the capacity to tackle crime comprehensively across Canada, implement major pan-Canadian public safety initiatives and rapidly deploy resources to meet planned or unforeseen circumstances.

Recognizing the need to adapt and to realize our vision for change for the RCMP to be “an adaptive, accountable, trusted organization of fully engaged employees demonstrating outstanding leadership, and providing world-class police services”, the RCMP has embarked on a multi-year transformation initiative.

Our first and foremost priority continues to be to provide the best possible policing services to Canada and to Canadians. We also remain committed to our strategic operational priorities of reducing the threat and impact of organized crime and terrorism, preventing and reducing youth involvement in crime, contributing to safer and healthier Aboriginal communities, and contributing to Canada’s economic integrity.

The approximately 30,000 employees of today’s RCMP remain committed to serving our country in a wide variety of roles and enhancing the safety and security of Canada and Canadians. I am confident that the measures we are taking to build on our proud history and to realize our vision for change will better enable the RCMP and our employees to successfully carry out this important work.

William J. S. Elliott
Commissioner

Section I: Overview

Raison d’être

As Canada’s national police force, the Royal Canadian Mounted Police (RCMP) is a critical support to the Government of Canada’s commitment to ensuring the safety and security of Canadians. By tackling crime at the municipal, provincial/territorial, federal and international levels, the RCMP provides integrated approaches to safety and security issues, and ensures a consistent federal role and presence from coast to coast to coast. The RCMP enforces federal laws across the country, and provincial/territorial laws in all provinces (except Ontario and Quebec), Nunavut, Yukon, and the Northwest Territories, as well as 197 municipalities under the terms of policing agreements with those jurisdictions.

Originating as the North West Mounted Police (NWMP) in 1873, the RCMP was formally created upon merging with the Dominion Police in 1919. Building on its strong legacy, the RCMP has grown to an organization of nearly 30,000 employees, delivering leading edge policing to all Canadians.

The RCMP is arguably the most complex policing service in the world, charged with a mandate to enforce laws, prevent crime and maintain peace, order and security. The RCMP is challenged to respond to the scope, nature and impact of crime, and to adapt to a changing law enforcement environment. Meeting the challenges of the operating environment requires a continual re-evaluation and adjustment of strategies, and responsive and adaptable governance and management strategies.

As such, the RCMP is committed to being a progressive organization which promotes safe communities and demonstrates leadership in the pursuit of excellence. The organization is guided by a standard set of core values which frame the behaviour of its employees and the direction of its operations and management. The RCMP Mission, Vision and Values can be found at:

www.rcmp-grc.gc.ca/about-ausujet/mission-eng.htm

The employees of the RCMP are committed to the communities they serve through:

• Unbiased and respectful treatment of all people
• Accountability
• Mutual problem solving
• Cultural sensitivity
• Enhancement of public safety
• Partnerships and consultation
• Open and honest communication
• Effective and efficient use of resources
• Quality and timely service

Responsibilities

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

Overall Goal

The RCMP’s overarching goal is to contribute to safe homes and safe communities.

Management Structure

In accordance with the RCMP Act, the Commissioner, under the direction of the Minister of Public Safety Canada, is responsible for control and management of the Force. Key components of the RCMP management structure include:

• Commissioner
• Senior Deputy Commissioner
• Deputy Commissioners of Atlantic, Central, North West, and Pacific regions, who oversee their respective regions
• Deputy Commissioner Federal Policing, who oversees the Force’s federal policing mandate which includes Federal and International Operations (FIO) and Protective Policing Services (PPS)
• Deputy Commissioner Contract Policing, who oversees the Force’s contract policing obligations which include Provincial, Territorial, Municipal and Aboriginal policing
• Deputy Commissioner Policing Support Services, who oversees the provision of policing support services – such as science, technology, intelligence and education – to Canadian law enforcement organizations
• Deputy Commissioner Human Resources, who is responsible for developing Human Resource management strategies that maximize human performance and drive organizational success, ensuring that Human Resource policies and processes enable operational readiness, and building and sustaining a workforce that is committed to excellence in service delivery
• Chief Financial Administrative Officer, who is responsible for ensuring that the organization continues to meet standards of accountability, stewardship, results and value-based management, increased transparency and responsiveness, renewed control systems and sustainable development

Additionally, the Head of the Change Management Team, the Ethics and Integrity Advisor, Director General Strategic Policy and Planning, the Senior General Counsel of Legal Services, the Executive Director Public Affairs, the Commanding Officer of National Headquarters, the Corps Sergeant Major, and the Chief Audit Executive complete the Senior Executive Team.

Operating Environment

Location

The RCMP is unique in the world as a national, federal, provincial, territorial and municipal policing body. As a result, the men and women of the RCMP can be found all across Canada.

The RCMP is organized into four regions, 14 divisions, National Headquarters in Ottawa, and the RCMP’s training facility, Depot, in Regina.

Each division is alphabetically designated and is managed by a Commanding Officer.

Divisional boundaries roughly approximate provincial boundaries, with Division headquarters located in respective provincial or territorial capitals (except “A” in Ottawa; “C” in Montreal, “E” in Vancouver; and “O” in London).

Operating from more than 750 detachments, the RCMP provides daily policing to over 200 municipalities, provincial/territorial policing services everywhere but Ontario and Quebec, policing services to over 600 Aboriginal communities. Regular and protective policing services are also provided to three international airports (Vancouver, Edmonton, Halifax), plus regular policing services to numerous international and domestic airports.

Strategic Outcomes and Program Activity Architecture (PAA)

The RCMP contributes to the overall goal of safe home and safe communities for Canadians through its strategic outcomes of quality federal policing, quality contract policing, quality policing support and minimized risk of firearms.

The RCMP is committed to providing excellence in service to communities across Canada as well as to partners in Canada and around the world. By engaging in operational activities, employing select management strategies, and focusing on strategic priorities, the organization is positioned to deliver on its commitments.

Contribution of Priorities to Strategic Outcomes

RCMP Strategic Framework

The RCMP Strategic Framework communicates the organization’s direction and guides work which leads to achieving the goal of safe homes and safe communities. The strategic priorities, operating philosophies and core activities illustrated in the Framework enable the entire organization to successfully contribute to enhancing the safety, security and well-being of Canadians.

The RCMP contributes to an increase in public safety by striving to achieve an outcome of Safe Homes and Safe Communities for Canadians. The Framework articulates the principles and activities that enable the RCMP to be successful in meeting this outcome.

Further information on the foundational pillars of Intelligence, Accountability, Values and Bridge-building upon which the Framework is built, and the guiding principles of Integrated policing and Community policing can be found at:

www.rcmp-grc.gc.ca/about-ausujet/strat-eng.htm

Operational priorities

For the RCMP, key operational priorities are further defined under Strategic Priorities and Strategic Objectives, as illustrated in the Strategic Framework of the RCMP shown in the above diagram.

The RCMP strategic priorities are carefully selected after scanning and analysis of the external environment. They allow the organization to focus operations in a strategic manner in order to enhance public safety. Each priority has objectives and outcomes, which are developed and evaluated by a working group led by a Deputy Commissioner. Every employee is asked to contribute to advancing these priorities through their work.

The strategic priorities of Aboriginal Communities, Economic Integrity, Organized Crime, Terrorism and Youth will continue to be the RCMP focus for the fiscal year 2009-2010.

Each strategic priority has a desired end state:

• Organized Crime: Reduced threat and impact of organized crime
• Terrorism: Reduced threat of terrorist activity in Canada and abroad
• Youth: Reduced youth involvement in crime as victims and offenders
• Economic Integrity: Contribution to the Confidence in Canada’s economic integrity
• Aboriginal Communities: Contribution to safer and healthier Aboriginal communities

For more detailed information on the RCMP Strategic Priorities, please visit:

www.rcmp-grc.gc.ca/prior/index-eng.htm

The essence of operational police work in the RCMP is found in strategic objectives centered on Prevention & Education, Intelligence, Investigation, Enforcement and Protection. These are commonly referred to as core policing activities. Crime prevention is comprised of direct and indirect approaches in communities. The gathering and analysis of information produces intelligence upon which operational and administrative decisions are made. Investigations uncover facts which can help determine the most appropriate action to take. Enforcement refers to a continuum of actions from applying alternative measures to laying charges. Finally, both general and specific security protection is provided to help keep Canadians, their institutions, and their communities safe and secure.

Management Priorities

The six RCMP management strategies in the Strategic Framework support the organization in meeting its priorities. They also guide the effective management of resources and the integration of efforts. As a result of the ongoing efforts in operations and operational support, the RCMP continues to evolve and improve as a police organization of excellence.

While all six management strategies remain essential to a well managed organization, three key areas of human resources renewal, performance management and stewardship will be the focus for further improvement in fiscal year 2009-2010.

• Stewardship: All resources that have been entrusted to the organization will be effectively and efficiently managed. Parliament and taxpayers have the right to expect RCMP programs and services to be delivered in an ethical, open and accountable manner. As a leader of policing and management excellence, the RCMP must continue to make sound stewardship a part of its culture. In this vein, the RCMP Transformation Plan identifies accountability and world-class police services as two of the six guiding elements for transformational change. The RCMP commits to delivering a world-class policing service by matching performance with reasonable expectations, modelling systems of open communications and accountability, and establishing constructive and collaborative relationships with partner agencies and stakeholder groups. Implicit in this statement is effective stewardship of its resources.
• Human Resources Renewal: In order to attract, develop and retain the best people to ensure the organization’s operational readiness, human resources will be effectively managed. The federal government has supported Provinces and Territories in creating thousands of new policing positions for the RCMP and other Canadian law enforcement agencies. These reflect the recognition of the need to support effective policing services through increased resources. The RCMP is addressing the increased demand for its services, concurrent with rising retirement rates and tougher competition for qualified candidates, through an aggressive recruitment initiative.
• Performance Management: To clarify and achieve organizational goals, the Force will establish priorities, develop strategies, set targets, track performance and align work activities and processes. A redesigned business planning cycle will streamline the internal business planning process to ensure that it is better aligned internally, and with other government partners and stakeholders. Additionally, the RCMP intends to rebuild its Program Activity Architecture (PAA) and Performance Management Framework (PMF) as mandated by Treasury Board Secretariat. This will provide a more robust response to statutory reporting requirements, such as Report on Plans and Priorities, Departmental Performance Report and Management Accountability Framework.

Contribution of Priorities to Strategic Outcome(s)

Operational Priorities	Type	Links to Strategic Outcome(s)	Description
Safer and healthier Aboriginal communities	Previously committed to	Quality contract policing Quality federal policing	Key social indicators, such as mental and physical health, education, employment and lone-parenting, for Aboriginal communities continue to rank lower than the rest of the Canadian population. Aboriginal people are disproportionately represented in the criminal justice system. Healthier Aboriginal communities will support both the contract and federal policing outcomes of the RCMP. The RCMP will focus on enhancing its relationships with Aboriginal people, building cultural competency, reducing Aboriginal victimization and criminal involvement, and contribute to development of sound public policies that address the safety needs of Aboriginal communities.
Contribution to Canada’s economic integrity through crime reduction	Previously committed to	Quality contract policing Quality federal policing	Economic issues have emerged as a major global concern. A safe and secure Canadian economy provides confidence to consumers and investors in conducting business and investing in Canada. Canadians need to be assured that their savings, credit, identities and intellectual property are safe from criminals. The RCMP will focus on preventing, detecting and deterring criminal activity that affects the Canadian economy; building awareness around crimes that affect the economy; and educating Canadians on how to protect themselves from becoming victims of economic crime.
Reduced threat and impact of organized crime	Previously committed to	Quality contract policing Quality federal policing Quality policing support services	The detrimental effects of organized criminal activities – such as drug trafficking, money laundering, human smuggling and arms trading – pose a serious long-term threat to Canadians’ quality of life by undermining the country’s institutions, society, and economy, as well as the physical and emotional well-being of individuals. The RCMP will reduce the impact of organized crime through effective enforcement, awareness and education, and expanded collection and sharing of criminal intelligence and information.
Reduced threat of terrorist activity in Canada and abroad	Previously committed to	Quality contract policing Quality federal policing Quality policing support services	National security remains a top priority for Canadians and has a strong effect on the Canadian economy. The threat of terrorism has introduced impediments to the Canadian quality of life by hindering freedom to engage fully in work, family life, religious observance and leisure activities. The RCMP will focus on reducing the threat of terrorism within Canada and abroad by detecting, preventing and disrupting criminal terrorist activities, ensuring border integrity, and enhancing national security criminal investigations. The RCMP will develop a unified Canadian law enforcement and security community approach to preventing radicalization and will ensure that significant terrorist targets are disrupted.
Reduced youth involvement in crime as victims and offenders	Previously committed to	Quality contract policing Quality federal policing	Child well-being in Canada has been ranked 17th out of 23 countries by a UNICEF report on child poverty. The effects of poverty and limited positive experiences can contribute to increased emotional problems, aggressive behaviours and involvement in criminal activity. To address youth involvement in crime and prevent and reduce victimization, police must continue to increase their involvement in non-traditional policing roles. The RCMP will focus on early intervention, help communities build capacity to prevent crime, and enhance the protection of children from exploitation.
Crime Prevention and Education	Ongoing	Quality contract policing Quality federal policing Minimized risk of firearms	From school talks to youth initiatives to community plans, the goal of crime prevention programs is to target the root cause of criminal and antisocial behaviours. The RCMP will continue its involvement with programs designed to prevent crime in communities through both indirect and direct intervention including the reduction of the fear of crime.
Criminal Intelligence	Ongoing	Quality policing support services Quality federal policing Quality contract policing	Information is gathered and analyzed to produce criminal intelligence; this intelligence then serves as the basis for operational and administrative decisions. This approach is the essence of the Ops Model decision-making tool used throughout the organization.
Criminal Investigation	Ongoing	Quality federal policing Quality contract policing	Investigations uncover important facts which can help the police determine the most appropriate action to be taken.
Law Enforcement	Ongoing	Quality federal policing Quality contract policing Minimized risk of firearms	Enforcement refers to a continuum of actions designed to ensure public safety including, where applicable, laying charges or applying alternative measures.
Protection	Ongoing	Quality federal policing	The RCMP provides general protection in cooperation with its partners to help keep Canadians and their communities safe and secure. Specific protection is also provided to Internationally Protected Persons, designated Canadians (such as the Prime Minister, Governor General of Canada, etc.), foreign missions in Canada (embassies/consulates), major events and intergovernmental conferences, and Canadian air carriers.

Management Priorities	Type	Links to Strategic Outcome(s)	Description
Stewardship	Previously committed to	Internal Services Quality federal policing Quality contract policing Quality policing support services Minimized risk of firearms	Quality policing services can only be delivered through an organization focused on effective internal programs which support policing operations. The RCMP’s attention to the internal issues of leadership and capacity will result in more effective stewardship and deployment of resources in support of a safe and secure Canada. The RCMP Change Management Team (CMT) will coordinate and execute the transformation plan to address important issues identified in the report by the Task Force on Governance and Cultural Change in the RCMP.
Performance management	Previously committed to	Internal Services Quality federal policing Quality contract policing Quality policing support services Minimized risk of firearms	Performance management facilitates proactive planning that focuses all programs and services on achieving overall organizational goals. The RCMP will establish its priorities and develop its strategies in order to align work activities and processes with overall organizational goals. Performance will be actively tracked by monitoring progress against set targets. Additionally, a more robust framework will be implemented for statutory reporting requirements.
Human resources renewal	Previously committed to	Internal Services Quality federal policing Quality contract policing Quality policing support services Minimized risk of firearms	The RCMP faces considerable challenges to ensuring it has the workforce that it needs to fulfill its mandate. This is due to a number of simultaneously occurring factors including higher number of retirements, growing demand for services, and a tighter labour market. The RCMP will promote the organization as a career choice.

Risk Analysis

Environmental Scan

The RCMP’s Environmental Scan provides an overview of the macro-level trends, both domestic and international, shaping and impacting the organization’s operating environment. Trends outlined in the Scan represent a synthesis of information obtained from a wide-range of publicly available, RCMP and third party materials organized across seven thematic dimensions – demographics, society, economy, politics and government, science and technology, environment, and public safety and security.

Environmental scanning processes have been adopted by all levels of the RCMP, from detachments across Canada to business and service lines at national headquarters in Ottawa. There is widespread recognition that scanning provides the RCMP with a solid understanding of external conditions; a context for decision making; and, ultimately a launching pad for strategic planning and priority setting exercises. Scanning products support the RCMP’s objective of being a strategically-focused and intelligence-led organization.

The Strategic Policy and Planning Directorate (SPPD) has been producing e-scans since 2000. A full e-scan is now completed every three years; with the most recent prepared in 2007. Periodically, SPPD produces a Feature Focus highlighting an emerging issue of interest to senior management of the RCMP and relevant to a broader audience.

Internal challenges

The RCMP is focused on addressing the gaps identified in the Task Force on Governance and Cultural Change in the RCMP and through other reports. Driving its transformation agenda is a vision for change, articulated by the senior leadership team in May of 2008 as: “an adaptive, accountable, trusted organization of fully engaged employees demonstrating outstanding leadership and providing world-class police services”. The first phase of the RCMP transformation plan focuses on internal issues under the themes of governance, leadership and capacity. The RCMP faces considerable challenges to ensuring it has enough qualified employees. This is due to a number of simultaneously occurring factors including increasing retirements, growing demand for services, and a tighter labour market. While the current Regular Member recruiting emphasis is on entry level police officers, Human Resources is also improving recruitment efforts to attract those with specialized skill sets including the transfer of desirable candidates from other police organizations. Under the theme of leadership, the organization will focus on activities to build leadership capacity.

External Challenges

The reality of policing and security in the 21st century is one of increasing complexity and constant change. The challenge for the justice system as a whole is to keep pace with the changing environment. Developments in communications, technology and transportation, as well as social, demographic, economic and political change are creating a more interconnected world presenting both tremendous opportunities and serious risks to human development and prosperity. These same developments also facilitate significant changes to the criminal environment and the emergence of new threats to human and national security.

New technology is a key factor facilitating the growth of new forms and methods of crime. Technological advancements have been particularly critical in the dramatic growth of identity theft, child sexual exploitation and telemarketing fraud, and have also facilitated other illegal activities including money laundering, counterfeiting and intellectual property crime.

Organized crime is a pervasive and growing threat, with groups worldwide acquiring an estimated USD$1 trillion net profit per year. While the illegal drug trade continues to be the largest source of revenue for organized crime groups, they are increasingly involved in a variety of other criminal activities including the trafficking of firearms, economic crime, vehicle theft, illegal migrant smuggling and human trafficking. The structures of organized crime groups are also transforming.

Increasing numbers of major events – such as the 2010 Winter Olympic Games, North American Leaders’ Summit and G8 Conference – are being hosted in Canada; and the complexity of security requirements for such events continues to increase. Current economic pressures pose an additional challenge to providing security for such events. In addition, increased awareness of the environmental effects of crime and security measures, and the effects of the environment on crime and security measures, demand a modernized approach to policing which is sensitive to environmental issues.

Planning Context

RCMP business plans are developed using a number of approaches and tools. A scan of global trends affecting policing and internal and external factors affecting the organization provide current context. Specific risks faced by the organization are analyzed and potential opportunities are identified. These are brought together within the context of current Canadian priorities as articulated in the Budget speech, Speech from the Throne, other significant announcements by the Government of Canada, as well as Provincial and Territorial priorities from across the country.

Keeping Canadians Safe

The Government of Canada has affirmed its assertion that, in times of uncertainty, Canadians need to be assured that they are safe in their homes and communities. The government has pledged to take tough action against crime and work with partners to improve the administration of justice. Legal provisions will be strengthened in key areas such as youth crime, organized crime and gang violence. These amendments are designed to ensure young offenders who commit serious crimes are held accountable to victims and their communities.

Responsible Spending

The Government has identified an ongoing savings of millions of dollars through Strategic Reviews of 21 departments and agencies, including the RCMP. The RCMP will continue to improve fiscal accountability throughout the organization.

Strengthening Public Safety

In the 2009 Budget, the Government has outlined a re-investment of $93.3 million over three years in order to strengthen public safety. This commitment will assist the RCMP in executing its mandate regarding aviation security, border integrity and safe waterways.

Expenditure Profile

For the fiscal year 2009-2010, the RCMP plans to utilize $4,210M to deliver its programs, and will recover $1,563M of these expenditures for a net funding requirement of $2,647M. Overall, the RCMP Main Estimates reflect a small year-over-year net funding decrease of $29M.

Significant funding is being requested for the 2010 Olympic and Paralympic Games, and to provide compensation adjustments for uniformed officers and certain groups of civilian members. Resources are also being requested to strengthen the Force’s ability to combat the sexual exploitation and trafficking of children, for the establishment of a Great Lakes / St. Lawrence Seaway Marine security operations center, and to further initiatives related to the National Anti-Drug Strategy.

These increases are being offset by restraint measures that will be implemented for 2010 in order to support the Government’s economic stimulus priorities. In addition, in 2008 the RCMP completed an extensive review of the funding, relevance and performance of all its programs and spending to ensure results and value for money from programs that are a priority for Canadians. The results of this Strategic Review were submitted to Treasury Board last Fall, for subsequent review by Cabinet. The results of this Review will be reflected in future reporting to Parliament. 

Voted and Statutory Items displayed in the Main Estimates
($ millions)

Voted or Statutory Item	Truncated Vote or Statutory Wording	2008-2009 Main Estimates	2009-2010 Main Estimates
50	Operating expenditures	1,840.8	1,814.6
55	Capital Expenditures	329.0	316.5
60	Grants and Contributions	88.3	97.1
(S)	Pensions and other employee benefits – Members of the Force	333.5	344.1
(S)	Contributions to employee benefit plans	61.6	51.9
(S)	Pensions under the Royal Canadian Mounted Police Pension Continuation Act	23.0	23.0
Total		2,676.2	2,647.2

Table 1: Departmental Planned Spending Table and Full Time Equivalents

Summary Information

Financial Resources (Total Planned Spending in millions, net of respendable revenues)

2009-2010	2010-2011	2011-2012
$2,854.1	$2,769.4	$2,700.7

Human Resources (FTEs)

2009-2010	2010-2011	2011-2012
29,400	29,259	29,493

Departmental Priorities

Name	Type
Aboriginal Communities	Previously committed to
Economic Integrity	Previously committed to
Organized Crime	Previously committed to
Terrorism	Previously committed to
Youth	Previously committed to
Prevention and Education	Ongoing
Intelligence	Ongoing
Investigation	Ongoing
Enforcement	Ongoing
Protection	Ongoing
Stewardship	Previously committed to
Performance management	Previously committed to
Human resources renewal	Previously committed to

Program Activities by Strategic Outcome

($ millions, net of respendable revenues)	Expected Results	Planned Spending			Contributes to the following priorities:
		2009-2010	2010-2011	2011-2012
Strategic Outcome:	Quality Federal Policing				Economic Integrity Organized Crime Terrorism Investigation Enforcement Protection
Federal and International Operations	Reduced impact of organized crime Reduced threat of terrorism Safe and secure society	673.2	727.1	717.5
Protective Policing Services		308.8	139.9	133.8

($ millions, net of respendable revenues)	Expected Results	Planned Spending			Contributes to the following priorities:
		2009-2010	2010-2011	2011-2012
Strategic Outcome:	Quality Contract Policing				Aboriginal Communities Youth Prevention & Education Enforcement Investigation
Community Contract and Aboriginal Policing	Safer and healthier Aboriginal communities Prevention/reduction of youth involvement in crime (as victims and offenders)	564.4	595.4	595.3

($ millions, net of respendable revenues)	Expected Results	Planned Spending			Contributes to the following priorities:
		2009-2010	2010-2011	2011-2012
Strategic Outcome:	Quality Policing Support Services				Aboriginal Communities Economic Integrity Organized Crime Terrorism Youth Investigation Intelligence Protection
Criminal Intelligence Operations	Comprehensive, real-time intelligence and threat assessments Leading-edge policing and security technology Increased efficiency and effectiveness of policing Timely and high quality scientific tools, techniques and information management technology	56.0	58.6	60.0
Technical Policing Operations		187.6	188.3	188.1
Policing Support Services		60.0	60.5	60.6
National Police Services		122.4	117.7	115.8

($ millions, net of respendable revenues)	Expected Results	Planned Spending			Contributes to the following priorities:
		2009-2010	2010-2011	2011-2012
Strategic Outcome:	Minimized risk of firearms				Aboriginal Communities Organized Crime Terrorism Youth Prevention & Education
Canadian Firearms Centre	Useful information made available for policing and law enforcement purposes	78.3	76.4	76.5

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