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Section II: Analysis of Program Activities by Strategic Outcome

In order to achieve success for the overall goal of safe homes and safe communities, the RCMP Program Activity Architecture (PAA) is comprised of four key strategic outcomes: to provide quality federal policing services, to provide quality contract policing services, to provide quality policing support services, and to minimize the risks of firearms.

2.1 Strategic Outcome: Quality Federal Policing

Key results: reduced impact of organized crime; reduced threat of terrorism; safe and secure society and economy.

The RCMP’s Federal Policing Services support the safety and security of Canadians and their institutions, domestically and globally, and internationally protected persons and other foreign dignitaries, through intelligence-based prevention, detection, investigation, and enforcement of the laws against terrorism, organized crime and other criminal activity.

2.1.1 Program Activity Name: Protective Policing Services

Financial Resources ($ millions)

2009-2010	2010-2011	2011-2012
$308.8	$139.9	$133.8

Human Resources (FTEs)

2009-2010	2010-2011	2011-2012
1,046	1,015	1,015

 

Program Activity description:

Protective Policing Services (PPS) directs the planning, implementation, administration and monitoring of the RCMP’s national protective security program for: the Governor General, her family and residences; the Prime Minister, his family and residences; Federal Cabinet ministers, Supreme and Federal Court judges, members of Parliament, Senators, and their residences; visiting heads of state and foreign diplomats in Canada and their residences; internationally protected persons (IPPs); persons designated by the Minister of Public Safety as requiring security; major events and intergovernmental conferences held in Canada; and selected domestic and international flights by Canadian air carriers.

Expected results:

The RCMP will achieve 100% success in ensuring the safety of its protectees and the security of Canadian interests.

Performance indicators are the targeted zero incidents which threaten the safety of the people, events, sites and flights under RCMP protection, and levels of satisfaction by clients and partners with the level of service provided by Protective Policing.

Planning highlights:

Protective Policing Services will improve program performance by: maximizing the program’s intelligence process to improve preventative and defensive measures against terrorists and criminals who target RCMP protectees; improving its existing partnerships and seeking new relationships to ensure an effective integrated approach for the provision of protective services; and, benchmarking the program against comparable services provided by similar organizations worldwide.

Benefit for Canadians:

This program is central to the RCMP strategic objective of Protection, and supports the RCMP strategic priorities of Terrorism and Organized crime. From the security of the Canadian Governor General and Prime Minister, to the protection of attendees at an intergovernmental conference like the G8, or the safety of the public at major events such as the 2010 Olympics or while travelling on Canadian flights, Protective Policing contributes to a safe and secure Canada.

2.1.2 Program Activity Name: Federal and International Operations

Financial Resources ($ millions)

2009-2010	2010-2011	2011-2012
$673.2	$727.1	$717.5

Human Resources (FTEs)

2009-2010	2010-2011	2011-2012
4,941	5,043	5,184

Program Activity description:

Federal and International Operations (FIO) supports the safety and security of Canadians and their institutions, domestically and globally, through intelligence-based prevention, detection, investigation, and law enforcement measures taken against terrorists, organized crime and other criminal activity.

Expected results:

Increased efficiency and effectiveness of service delivery; promotion of strategic partnerships relative to economic crime reduction; an integrated, layered border management approach; enhanced national and international partnerships to maximize domestic security; rigorous stewardship of resources; elimination of Canada as a source country for synthetic drugs; ensure effective use of technology; ensure the effective use of science and technology to meet law enforcement requirements.

Planning highlights:

Federal and International Operations will:

• Develop and implement an enhanced National Mass Marketing Fraud Enforcement Strategy (NMMFS) for Canada
• Develop a joint Canada/United States Cross Border Security Strategy
• Determine and address implementation gaps by reviewing the FIO Accountability Framework
• Develop and implement a national strategy to combat Methamphetamine and Ecstasy in Canada
• Implement technological interoperability between Interpol’s MIND/FIND and CPIC Interface
• Implement a Border Integrity Technology Strategy
• Performance indicators for the program are:
• Level of implementation of a refocused National Mass Marketing Fraud Enforcement Strategy
• Percentage of time expended on program mandated activities vs support to other RCMP programs
• Percentage of employees satisfied that they possess the technological tools to meet their program’s mandate

Benefit for Canadians:

The Financial Crime Program contributes to the security of the Canadian economy by protecting Canadians and their governments from financial crimes perpetrated by organized crime and others. The Program reduces controls and prevents business-related or white-collar crime including fraud, false pretences, offences against the Government of Canada, corruption of public officials, insolvency process, counterfeiting and others. Additionally, the Program oversees the RCMP's contribution to the Integrated Proceeds of Crime (IPOC) partnerships against money laundering.

The Drugs and Organized Crime Program combats organized crime as well as drug-related social and economic harm to Canadians. The branch reduces the supply of and demand for illicit drugs through an integrated approach involving prevention, education, enforcement, counselling, treatment and rehabilitation.

The Border Integrity Program is responsible for the enforcement of more than 250 various federal statutes and for enforcement issues related to Canada's borders. It ensures the effective administration and enforcement of immigration and citizenship laws and programs in Canada, and builds partnerships with stakeholders throughout all segments of Canadian society. It investigates criminal offences, assists federal government departments, informs and seeks input from the general public, and implements problem-oriented policing to provide the best response(s) to policing concerns.

The International Policing Program enhances international strategic and tactical cooperation between the RCMP and foreign police and law enforcement agencies. Its Liaison Officers provide support and assistance to Canadian law enforcement agencies in the prevention and detection of offences to Canadian federal laws, liaise with foreign police agencies and related institutions, and coordinate activities related to Interpol. In accordance with the Government of Canada's foreign policy, the Program also selects, trains and deploys Canadian police personnel on United Nations Civilian Police missions and provides personnel and their families with logistical support.

2.2 Strategic Outcome: Quality Contract Policing

Key results: highest quality police services/programs; prevented and reduced youth involvement in crime as victims or offenders; safer and healthier Aboriginal communities.

Provision of quality contract policing services will contribute to healthier and safer Canadian communities through effective crime prevention, education, law enforcement and investigation.

2.2.1 Program Activity Name: Community, Contract and Aboriginal Policing Services

Financial Resources ($ millions)

2009-2010	2010-2011	2011-2012
$564.4	$595.4	$595.3

Note: *Net of revenues from Contract Partners. Incremental resources that will be requested by contract partners for 2009-2010 and ongoing are not reflected in these figures as the TB Submission was being drafted at the time of RPP preparation.

Human Resources (FTEs)

2009-2010	2010-2011	2011-2012
15,138	15,138	15,138

Program Activity description:

Community, Contract and Aboriginal Policing Directorate (CCAPS) 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, and standards for critical incidents and policies related to youth.

Expected results:

CCAPS will continue to deliver the highest quality police services and programs and, through its efforts, will prevent and reduce youth involvement in crime as victims and offenders, as well as working towards safer and healthier Aboriginal communities.

Planning highlights:

In order to prevent and reduce youth involvement in crime as victims and offenders, CCAPS will:

• Address the underlying causes of youth crime 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 the pursuit of those who use technology to exploit them
• Contribute valued public policy advice
• Prevent crime by Canada's youth by providing appropriate courses and other learning opportunities to police officers
• Disseminate information, internally and externally, on good policing practices with youth and the benefits of crime prevention through social development

In contributing to safer and healthier Aboriginal communities, CCAPS will continue 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

Program performance will be monitored by the following key indicators:

• The creation of awareness tool(s) that are culturally competent and age specific (examples: www.deal.org, National Youth Officer Program)
• Completion and evaluation of National Youth Intervention & Diversion Program pilots and initiation of national rollout
• Implementation and evaluation of alternative policing model pilots (Community Officer, Community Safety Officer and Community Program Officer)
• Monitoring achievement of strategic goals through statistical information from RCMP surveys and Statistics Canada

Benefit for Canadians:

CCAPS contributes to safe homes and safe communities by providing police services to diverse communities in eight provinces (with the exception of Ontario and Quebec) and three territories through cost-shared policing service agreements with federal, provincial, territorial, municipal and Aboriginal governments.

The program activity supports the RCMP Strategic Priorities of Youth and Aboriginal Communities.

2.3 Strategic Outcome: Quality Policing Support

Key results: leading edge policing and security technology; comprehensive, real-time intelligence and threat assessments; increased efficiency and effectiveness of policing; timely and high quality scientific tools, techniques and information management technology; high quality learning and training opportunities and support.

The RCMP’s Policing Support Services will assist Canadian law enforcement organizations by providing critical intelligence, equipment, tools, systems, technology, and education to optimize the delivery of proactive, intelligence-based policing services and programs.

Program Activities:

• Criminal Intelligence Operations
• Technical Policing Operations
• National Police Services

Key Performance indicators for Quality Policing Support Services:

• Partner/stakeholder satisfaction with RCMP contributions and collaboration
• Partner/stakeholder satisfaction with the timeliness and quality of RCMP responses
• Partner/stakeholder satisfaction that the RCMP provides appropriate protocols to ensure an integrated and rapid response in evolving situations
• Partner/stakeholder satisfaction on the effectiveness of RCMP technology and investigative techniques
• Partner/stakeholder satisfaction on the accuracy and comprehensiveness of RCMP information and intelligence
• Partner/stakeholder satisfaction that the RCMP provides valuable support and services to the information management / information technology (IM/IT) client community
• Partner/stakeholder satisfaction that the RCMP is a valued leader in the development of IM/IT solutions for interoperability

2.3.1 Program Activity Name: Criminal Intelligence Operations

Financial Resources ($ millions)

2009-2010	2010-2011	2011-2012
$56.0	$58.6	$60.0

Human Resources (FTEs)

2009-2010	2010-2011	2011-2012
542	547	598

Program Activity description:

The RCMP’s Criminal Intelligence Program (CIP) manages the gathering, assessment and dissemination of criminal information and intelligence on a national basis to enable the RCMP to detect, prevent and investigate crime in Canada, or internationally, as it affects Canadian interests. The program is valuable to the RCMP’s municipal, provincial, federal and international policing responsibilities through the production of intelligence products which support strategic and tactical decision making. The Program’s vision is to be a proactive and progressive leader in developing criminal intelligence capabilities that contribute to the RCMP being a world-class intelligence-led police organization.

Expected results:

The CIP enables sustainable, intelligence-led policing through the delivery of quality criminal intelligence; expanding and sharing the criminal intelligence knowledge base; building and strengthening new and existing partnerships; envisioning, developing and enabling the use of technology and information management; and developing and supporting its employees. The Program will continue to provide criminal intelligence to meet client and stakeholder satisfaction while building a sustainable and productive work environment for its employees.

Planning highlights:

Criminal intelligence supports both tactical and strategic decision making for the RCMP and informed input and advice on public policy. Information management and technology (IM/IT) is one of the most significant enablers of an intelligence-led policing program. In 2009-2010, CIP will develop an IM/IT strategy to examine how criminal intelligence is collected to support the expansion and sharing of the current knowledge base. It is also exploring tools such as geo-spatial mapping and data mining, developing new analytical tools, and revising the assessment of criminal activity and its impact on Canada. The CIP is also developing a CIP foundation course, a human resource strategy, and is establishing a centre for CIP research and innovation.

Benefit for Canadians:

The CIP supports the RCMP strategic priorities of Organized Crime, Youth, Economic Integrity and Aboriginal communities. It directly supports the RCMP Federal and Contract policing strategic outcomes. CIP analysts and intelligence officers provide strategic and tactical intelligence and work with investigators in specific program areas. Senior executives within the CIP represent the RCMP at meetings with government, agencies and international partners while promoting strategies to expand the identification and sharing of information on trans-national organized crime groups to enhance public safety.

2.3.2 Program Activity Name: National Police Services

Financial Resources ($ millions)

2009-2010	2010-2011	2011-2012
$122.4	$117.7	$115.8

Human Resources (FTEs)

2009-2010	2010-2011	2011-2012
1,286	1,216	1,215

Program Activity description:

National Police Services (NPS) is the largest and often sole provider of essential specialized investigational support services to law enforcement and criminal justice agencies across Canada. NPS provides forensic analyses of criminal evidence, criminal records information, identification services, technological support, enhanced learning opportunities and collection and analysis of criminal information and intelligence.

Expected results:

National Police Services facilitates operational effectiveness through learning, intelligence, science and technology. This is accomplished through activities such as enhancing client/partner relationships, delivering timely and quality products and services, and attracting, developing and retaining employees with the appropriate competencies.

Planning highlights:

Effective criminal investigations continually demand new and more complex investigative techniques. Growing expectations from both the law enforcement and public sectors, coupled with increased demands for services, have underscored the increasing requirement for continuous improvement within NPS programs. In 2009-2010, NPS will concentrate on:

• Improving infrastructure capacity (especially with respect to information management/information technology and human resources) and efficiency within all program areas
• Improving client satisfaction: meeting client needs and enhancing relationships
• Enhancing criminal intelligence and information sharing
• Addressing the sexual exploitation of children

The following priorities will guide NPS efforts toward the provision of Quality Policing Support Services in 2009-2010:

Forensic Science & Identification Services (FS&IS) will improve the operational support provided to criminal investigations by adopting an integrated, holistic and intelligence-led approach in conducting forensic investigations. The Real Time Identification (RTID) Project will continue to improve the delivery of fingerprint identification and criminal records services to Canadian law enforcement, criminal justice and public security communities. By replacing outdated paper processes and legacy systems with re-engineered workflows and automation, RTID will optimize the speed and search accuracy of fingerprint identification and criminal record services.

FS&IS will continue to pursue and report on progress relative to the recommendations in the Report of the Auditor General of Canada, Chapter 7 – Management of Forensic Laboratory Services (May 2007). In recognition of the unique skills required of its employees, FS&IS will expand the focus of its strategic learning unit to provide essential training to its employees while working with external educational partners on the development of focused training programs directed at candidates for entry level employment.

The Victim Identification Unit of the Canadian Police Centre for Missing and Exploited Children (CPCMEC) will continue to work in collaboration with numerous international agencies to develop victim identification techniques. CPCMEC will continue to enhance its ability to identify victims and offenders depicted in child sexual abuse images through the ongoing implementation of the Child Exploitation Tracking System (CETS) image database.

Criminal Intelligence Service Canada (CISC) will address the increasing operation of organized crime groups in multiple jurisdictions by focusing on enhancements to three priority areas in 2009-2010: the Automated Criminal Intelligence Information System (ACIIS), as an essential component for sharing information and intelligence among law enforcement agencies; the Integrated Threat Assessment (ITA) process, which supports ongoing improvement to the delivery of intelligence products; and the Canadian Criminal Intelligence Model (CCIM), which fully integrates all elements of the intelligence cycle in all law enforcement agencies.

In 2009-2010, the Chief Information Office (CIO) Sector will continue to improve IM/IT infrastructure capacity to meet an ever-changing environment. It will concentrate on the replacement and maintenance of secure systems – including the enhancements to the national fingerprint and criminal record repository being delivered by the RTID Project – and on continued support of the National Integrated Interagency Information (N-III) project, which enables law enforcement to share information. The CIO Sector will provide IM/IT leadership in partnership with the CIP to ensure technology tools and applications support intelligence-led policing.

The Canadian Police College (CPC) will continue to support integrated policing through the ongoing development of police leadership and management competencies and the provision of advanced and specialized training to the law enforcement community.

Benefit for Canadians:

NPS programs work together to support all five of the RCMP’s strategic priorities. Police are supported in the investigation of illicit firearms-related activities by organized crime and terrorist groups through the integrated efforts of the Canadian Firearms Program, including the National Weapons Enforcement Support Team (NWEST), the Canadian National Firearms Tracing Centre, the Firearms Tactical Analysis Unit, the Firearms Reference Table (FRT), FS&IS firearms examiners and the Canadian Integrated Ballistic Identification Network (CIBIN). These efforts are further supported by CISC, which gathers, analyzes and produces intelligence related to the use of firearms in organized and serious crime. Together, and in close collaboration with other partners and stakeholders, NPS enables a comprehensive approach to mitigating the negative impact of firearms-related violence in Canada.

The CPC contributes to police capacity to address increasingly complex and emerging criminal trends, particularly in the areas of organized crime, cyber-crime, explosives, internet-luring, identity theft, economic crime and Aboriginal policing.

2.3.3 Program Activity Name: Technical Policing Operations

Financial Resources ($ millions)

2009-2010	2010-2011	2011-2012
$187.6	$188.3	$188.1

Human Resources (FTEs)

2009-2010	2010-2011	2011-2012
1,207	1,224	1,242

Program Activity description:

Technical Policing Operations provides specialized technical investigative and protective services, and state-of-the-art technological tools and procedures, to operational sectors in the RCMP and other law enforcement and government agencies investigating criminal activity. It also provides physical and information technology investigative and security services and associated research and development (R&D) activities; Chemical, Biological, Radiological, Nuclear and Explosives (CBRNE) response and Research and Development; investigative analysis of criminal behaviour; operational Air Services; and policy development and application of Departmental Security.

Expected results:

Technical Policing Operations delivers leading-edge investigational and security services, security and protection technologies, and technical investigative solutions to RCMP operations and strategic partners, by developing and providing timely, effective scientific and technical solutions; building and strengthening effective partnerships; and attracting and developing employees with appropriate knowledge, skills and abilities.

Planning highlights:

In 2009-2010, Technical Policing Operations will address the security requirements of the 2010 Winter Olympics, which will be the largest electronic security deployment in Canadian history. The Chief Information Officer (CIO) Sector will deliver the 2010 IT Project to provide the technology necessary to support security operations at major events in 2010, including the Winter Olympics. Technical Operations continually identifies and assesses changes in technology, especially in the areas of interception, data recovery and decryption.

Benefit for Canadians:

By providing direct, specialized investigative and operational services to frontline police officers, in covert and overt environments, and advice on government/corporate security, Technical Policing Operations contributes to all of the RCMP’s strategic priorities. It supports both organized crime and terrorism investigations by providing state-of-the-art technological tools, procedures and Research and Development to enable the effective, lawful interception of communications as well as electronic and physical surveillance. By leading specialized investigations in relation to Chemical, Biological, Radiological, Nuclear and Explosives (CBRNE) events, Technical Policing Operations contributes to reducing the threat of criminal terrorist activity.

2.4 Strategic Outcome: Minimized risks of firearms

Key results: Increased support of firearm crime investigations and intelligence analyses conducted by police and police intelligence services through accurate and comprehensive data. Canadian communities will be safer as a result of a reduced risk of death or injury from firearms. Firearm owners will receive excellent service from the Canadian Firearms Program.

Through the activities of firearms training, screening and licensing, the RCMP will minimize risks to public safety associated with firearms in Canada. International communities and police will receive operational support in the investigation of all firearm crimes.

2.4.1 Program Activity Name: Canadian Firearms Centre

Financial Resources ($ millions)

2009-2010	2010-2011	2011-2012
$78.3	$76.4	$76.5

Human Resources (FTEs)

2009-2010	2010-2011	2011-2012
402	402	402

Program Activity description:

The Canada Firearms Centre, which operates under the RCMP as the Canadian Firearms Program (CFP), provides a wide range of support services to police and police intelligence services in their efforts to investigate and interdict firearms-related crime. It also contributes to safer communities in Canada through firearms safety training, screening, and licensing of individuals and businesses. The CFP database of registered firearms in Canada is a vital tool for police in the prevention and investigation of firearm crimes and firearm misuse.

Expected results:

The CFP will be recognized as a critical contributor to law enforcement through effective direct support to firearm investigations and by building strong partnerships with police agencies. It will continue to promote public safety through firearms safety training, continuously screening firearms owners, and reinforcing Canada’s culture of responsible firearms ownership. Firearms licence holders will be screened via the Canadian Police Information Centre (CPIC) system and the Canadian Firearms Information System (CFIS) to prevent those who are known to pose a threat to public safety from possessing firearms.

Planning highlights:

Law enforcement will be supported in the investigation and prevention of firearms related crimes. The CFP will undertake a public awareness initiative to promote the safe use and secure storage of firearms and to increase the understanding and knowledge of program requirements by clients and stakeholders.

Benefit for Canadians:

The Canadian Firearms Program (CFP) supports four of the RCMP’s national strategic priorities:

Organized Crime: Through the National Weapons Enforcement Support Team (NWEST), the CFP assists with efforts to reduce illicit trafficking of firearms supported by organized crime.

Terrorism: The CFP is an active player in firearms related cross border issues, including the Cross Border Crime Forum. It supports Canada’s efforts at the United Nations and works with Interpol to combat the illicit trafficking in small arms. Canada is recognized globally for its firearm controls and the Canadian Firearms Program.

Youth: Although people younger than 18 cannot own firearms, they may obtain a licence that will allow them to borrow non-restricted firearms for purposes such as hunting and target shooting. The CFP promotes the safe storage and handling of firearms for all gun owners and users. Firearms outreach and education initiatives will have a special emphasis on youth.

Aboriginal Communities: The CFP engages and supports Aboriginal people to improve individual and community safety by providing safety training, firearms verification and licence and registration assistance to Aboriginal communities. The CFP continues to identify valued initiatives in Aboriginal communities and strengthen existing and new partnerships, and is currently leading four initiatives to provide firearms education and outreach programs.

2.5 Internal Services

Financial Resources ($ millions)

2009-2010	2010-2011	2011-2012
$699.3	$696.0	$637.0

Note: Internal Services includes a significant proportion of the Force’s capital vote funding.

Human Resources (FTEs)

2009-2010	2010-2011	2011-2012
4,513	4,349	4,374

Program Activity description:

Internal Services provided to the organization under this program activity include management and oversight services, human resources management, financial management, information management and information technology, legal services, public affairs, and evaluation and audit.

Expected results:

Each program identifies service delivery standards and expected results as well as performance indicators to monitor progress and determine if the expected results are being achieved.

The six management strategies articulated in the RCMP Strategic Framework are central to the RCMP’s internal services. Horizontal Management refers to a cross-functional approach to ensure effective and efficient resource management. Interoperability ensures that the appropriate information is exchanged between the right people at the right time, with the proper levels of security and safeguards. International Cooperation allows the RCMP to support Canada’s foreign policy goals and promote national and international safety and security by maintaining strong global connections and international policing capacity.

Human Resources renewal is the effective management of human resources in order to attract, develop and retain the best people to ensure operational readiness. Performance Management is establishing priorities, developing strategies, setting targets, tracking performance and aligning work activities and processes to achieve organizational goals. Stewardship is the effective and efficient management of all resources that are entrusted to the organization.

Although all six management strategies are essential to a well-managed organization, activities in fiscal year 2009-2010 will focus on human resources renewal, performance management and stewardship.

Planning highlights:

Human Resources Employment Equity Section will continue to ensure that the workforce of the RCMP is reflective of Canada’s population. This year, emphasis is being placed on building capacity within the Employment Equity Program Section and the implementation of advice provided by internal National Advisory Committees for Visible Minorities, Women and Persons with Disabilities. The Official Languages Act will be respected based on the organization’s mandate and location of its offices, as the linguistic composition of the RCMP workforce reflects the public it serves.

Human Resource planning is becoming more fully engrained into operations and progress will continue towards creating a fully integrated Human Resource and Business Plan for the organization.

Internal policy has been amended to reflect the requirement for all employees to have Individual Learning Plans to clearly identify steps of progression towards achieving professional and personal goals in line with organizational priorities. Initiatives that will help sustain an effective civilian workforce include standardization of the civilian recruiting application and selection process and a civilian (referring to both Civilian Members and Public Service Employees) presence on the RCMP website to attract the next generation of employees.

The effective management of human resources is required to be able to attract, develop and retain the best people. It is these quality employees who ensure the organization’s operational readiness. Supported by the Government of Canada, the RCMP has embarked on an aggressive recruiting initiative to respond to increased demands for services, rising retirement rates and tougher competition for qualified candidates. The RCMP will continue to refine its application process, as well as offering an Accelerated Application Process to applicants as an alternate service delivery option. This option will dramatically reduce the time needed to process an application file from almost a year to an average of four months. Lessons learned from the Accelerated Application Process are being applied to the general applicant stream and have begun to produce new efficiencies in processing applicant files.

In response to the report from the Task Force on Governance and Cultural Change in the RCMP, an internal Change Management Team (CMT) has been established, with the mandate to develop, coordinate and execute a transformation plan to address important issues identified in the report. This plan, which also has roots in the recommendations of previous key reports (Standing Committee on Public Accounts, Duxbury Report), provides an aggressive multi-year, organization-wide transformation agenda. In 2009-2010, the CMT will coordinate the initiatives that were identified in Phase I of the Transformation Plan. For more information on the recommendations of this report and the initiatives that the CMT is undertaking, please refer to the special chapter in Section 3.3 of this report.

Performance management facilitates proactive planning that focuses all programs and services on achieving overall organizational goals. The RCMP will continue to use the Balanced Scorecard as its performance management tool of choice for strategic planning, and will continue the implementation of Annual Performance Plans in detachments and units all across the country. A redesigned business planning cycle is being proposed that will streamline the internal planning process and ensure alignment of the organization’s business planning processes with organizational priorities and operational needs, as well as priorities and processes of federal and provincial/territorial government partners and stakeholders. The RCMP is also planning to rebuild its Program Activity Architecture (PAA) and Performance Management Framework (PMF) as mandated by Treasury Board Secretariat. These will improve RCMP responses to statutory reporting requirements such as Report and Plans and Priorities, Departmental Performance Report and Management Accountability Framework. The new PAA structure will be implemented for the 2010-2011 fiscal year.

Benefit for Canadians:

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 highest quality police will be recruited to work in Canadian communities from coast to coast to coast, committed to preventing, detecting and reducing the impact of crime. RCMP employees will be supported by relevant and supportive programs and services that free them to use their skills in support of the RCMP mandate.

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