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Section III: Supplementary Information

3.1 Financial Highlights

The future oriented financial highlights presented in this subsection are intended to serve as a general overview of the RCMP’s financial position and operating costs. These future oriented financial highlights are prepared on an accrual basis to strengthen accountability and improve transparency and financial management. The RCMP is one of 10 departments participating in this Treasury Board Secretariat-led pilot initiative.

For the Year (Ended March 31, 2010)
($ millions)

Condensed Statement of Operations	Future-oriented 2009-2010
Expenses	$4,628
Revenues	$1,840
Net Cost of Operations	$2,788

The full Future Oriented Statement of Operations and associated financial notes are published on-line at www.tbs-sct.gc.ca/rpp/st-ts-eng.asp along with other tables as listed in Section 3.2 below.

3.2 List of Tables

The following tables are located on the Treasury Board Secretariat website at:

www.tbs-sct.gc.ca/rpp/st-ts-eng.asp

• Details of Transfer Payment Programs (TPPs)
• Green Procurement
• Sustainable Development Strategy
• Horizontal Initiatives
• Internal Audits
• Evaluations
• Sources of Respendable and Non-Respendable Revenue
• Status Report on Major Crown Projects
• Summary of Capital Spending by Program Activity

3.3 Governance and Cultural Change

The RCMP, with its broad mandate, is a critical and lead organization for the Federal government in achieving its safety and security objectives. For over 135 years, the RCMP has supported peace and order in Canada and will continue to do so in the future.

The RCMP’s four levels of policing (international, federal, provincial/territorial and municipal) enable the organization to tackle crime at all levels, provide integrated approaches to safety and security issues, and ensure a federal presence from coast to coast to coast.

The RCMP, however, faces significant challenges that require immediate attention and concrete action. In late 2007, the Government-appointed Task Force on Governance and Cultural Change in the RCMP produced a report which outlined 49 recommendations relating to structure, oversight, accountability, leadership, workload, employee wellness, and governance and management. While the RCMP had already completed a number of internal studies related to human resources management, specifically leadership development, recruitment and training, the Task Force report served as a catalyst for action, providing the RCMP the opportunity to undertake meaningful change on a much broader scale.

In response to the Task Force and other external reports, the RCMP established an internal Change Management Team with the mandate to develop, coordinate and execute a transformation plan to address such important issues. This plan provides an aggressive multi-year, organization-wide transformation agenda focusing on three priority areas: governance, leadership and capacity. In moving forward on this transformation agenda, the RCMP Senior Executive and the Change Management Team are guided and supported by the Government-appointed Reform Implementation Council. The Council is mandated to provide advice and guidance to the Minister and to the Commissioner of the RCMP in making real and sustainable reform, and to report to Government on the RCMP’s progress.

Vision for Change

Driving the RCMP transformation is a vision for change, as articulated by the senior leadership team in May of 2008:

“an adaptive, accountable, trusted organization of fully engaged employees demonstrating outstanding leadership and providing world-class police services.”

This vision and the six elements contained within it – adaptability, accountability, trust, engaged employees, outstanding leadership and world-class police services – gives clear direction to the reform process and provides a framework for selecting, prioritizing and evaluating specific changes.

Adaptability: The RCMP will utilize lessons learned and best practices, foster and encourage innovation at all levels, and demonstrate commitment to continuous improvement to ensure that it is positioned to meet current and future policing demands.

Accountability: The RCMP will establish realistic and measurable outcomes for actions, will openly communicate results – ensuring that performance matches realistic expectations – and will be accountable for decisions taken in executing the authorities bestowed upon the organization.

Trust: Trust means faith and confidence in the reliability and strength of leadership throughout the organization, and in the RCMP’s ability to provide the highest quality of service delivered in an effective, competent and consistent manner.

Employee Engagement: The RCMP will ensure the highest employee engagement possible throughout the organization by consistently demonstrating fairness, open communications, empathy, empowerment, collaboration, and professional development.

Outstanding Leadership: Leadership in the RCMP is a matter of behaviour rather than position. Leaders put their teams first and strive to earn their respect and trust. They communicate effectively, adapt to the challenges of policing, and ensure that employees have the resources and competencies they need.

World-Class Police Services: The RCMP will strive to deliver world-class policing services by matching performance with reasonable expectations, modeling systems of open communications and accountability, and establishing constructive and collaborative relationships with partner agencies and stakeholder groups.

Implementation Phases

Phase One of the transformation process includes an aggressive focus on the implementation of key initiatives to address the three priority areas of governance, leadership and capacity. These include substantive action with respect to recruitment, leadership development, workload, and contract partner and employee engagement coupled with further research and analysis in the areas of structural reform, employee health and wellness, human resource management, and operational efficiencies. Additionally, Phase One includes the development of an effective evaluation framework by which transformation will be assessed.

In 2009-2010, the RCMP will enter Phase Two of the transformation process. This phase will shift progressively to developing and implementing strategies that evolve from the research, analysis and consultations undertaken in Phase One, the implementation of additional Task Force recommendations not identified for action in Phase One, and the continued implementation of Phase One activities.

It is important to note that the RCMP transformation is an iterative process in that, as progress is evaluated and additional gaps are identified, subsequent phases of transformation will evolve.

Realizing the RCMP Vision for Change will be a continuous journey of improvement requiring strong leadership from within, the involvement and support of contract partners, and support from government. Progress will be monitored on a timely basis through the RCMP Balanced Scorecard.

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