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Supplementary Information (Tables)
Program Activity: Statutory Payment
Name of Transfer Payment Program: Pensions under the Pension Continuation Act (PCA)
Start date: 1959
End date: Ongoing as long as there are remaining plan members and survivors.
Description: The PCA is a defined benefit pension plan, the purpose of which is to provide a lifetime benefit for RCMP members and their survivors. It provides for the payment of pensions to Officers, Non-Commissioned officers and Constables engaged prior to March 1, 1949, except those who elected to come under the RCMP Superannuation Act. The PCA is predecessor to the RCMP Superannuation Act.
Expected results: To provide a pension benefit for life to eligible RCMP pensioners and survivors.
Forecast Spending 2008-2009 |
Planned Spending 2009-2010 |
Planned Spending 2010-2011 |
Planned Spending 2011-2012 |
|
---|---|---|---|---|
Total grants
|
||||
Total contributions
|
||||
Total other types of transfer payments
|
23.0
|
23.0
|
23.0
|
23.0
|
Total Transfer payments
|
23.0
|
23.0
|
23.0
|
23.0
|
Planned evaluations:
Funding requirements for this program were reviewed as a part of the comprehensive Strategic Review conducted by the RCMP in 2008. Any resulting adjustment to the planned spending levels will be reflected in future estimates.
Strategic Outcome: Minimized Risks to Public Safety from Firearms
Program Activity: Canadian Firearms Centre
Name of Transfer Payment Program: Firearms Licensing and Support Infrastructure
Start date: 1995-1996
End date: Ongoing
Description: Annual funding to participating provinces and/or territories for the reimbursement of costs incurred in the administration of the Firearms Program within their jurisdiction.
Expected results:
Forecast Spending 2008-2009 |
Planned Spending 2009-2010 |
Planned Spending 2010-2011 |
Planned Spending 2011-2012 |
|
---|---|---|---|---|
Total grants
|
||||
Total contributions
|
15.8
|
15.8
|
15.8
|
15.8
|
Total other types of transfer payments
|
||||
Total Transfer payments
|
15.8
|
15.8
|
15.8
|
15.8
|
Planned evaluations:
As a condition of renewal of the Terms and Conditions for this Contribution, an evaluation is planned for 2009.
The RCMP will meet the Policy through increasing the integration of Green Procurement into RCMP’s way of doing business. Green Procurement forms part of the RCMP’s Sustainable Development Strategy including specific initiatives around training, use of existing tools and creating internal governance structures.
Has your department established green procurement targets?
Yes |
Describe the green procurement targets that have been set by your department and indicate the associated benefits anticipated.
Completion of CSPS online Green Procurement Course by 100% of material managers and procurement personnel by March 31, 2009. This training will provide the working level with the necessary understanding of the basic concepts of green procurement in the federal government environment.
Increasing the degree of utilization of PWGSC Standing offer agreements (SOA) respecting Green Procurement, using already assessed “green” procurement tool.
Increasing the purchase of alternative fuels and widening the use of hybrid vehicles in RCMP fleet in order to reduce the RCMP's overall emission of greenhouse gases.
Increasing compliance and effective use of the corporate tracking system for green procurement activities in order to gain a better measure of green procurement activities.
Establishment of a RCMP Green Procurement Working Group whose mandate will include developing green procurement strategies, the development and implementation of National Green Procurement guidelines, providing advice, help in setting targets, and monitoring and reporting. This working group will be essential in coordinating and advancing green procurement in the RCMP.
RCMP’s Sustainable Development Strategy (SDS) was tabled in Parliament on December 20, 2006 on a voluntary basis. This fourth strategy is directly linked with the mandate of the RCMP to enforce law, prevent crime and maintain peace, order and security for all Canadians.
The strategy has a two-pronged approach: it focuses on outcomes of policing programs (community partnership, Aboriginal communities and youth) while developing policies, procedures, programs for better reducing the environmental influence associated with day-to-day operations and activities. Over the course of the Strategy, key departmental priorities are:
It is expected that realized social-economic and operational efficiencies and RCMP continuous commitment to ensuring healthier and safer communities will allow the RCMP to further focus on the impacts and opportunities of our asset portfolio, fleet operations and the environmental footprint of our policing programs.
Safe Homes Sustainable Communities (2007-2009)
Royal Canadian Mounted Police 4th Sustainable Development Strategy
Sustainable Development is achievable through making well-planned decisions in the present that will enable communities to flourish over the long term. Characteristics that define Sustainable Communities include a healthy natural environment, stable and supportive social fabric, and economic integrity. In this regard, Sustainable Development is inherent in the very nature of RCMP operations, where for over 135 years, the organization’s relationship with Canadians has focused on supporting and nurturing the long-term health, wellness and public safety of the communities it serves.
Through traditional and non-traditional policing roles, the RCMP ensures both short and long-term outcomes for communities and individuals including the safeguarding of personal rights and freedoms; reduction of crime and the fear of crime; crime prevention; economic security and integrity; and social development. The corporate framework that supports the operational mandate further enables these outcomes through best practices and strategies that aim to protect environmental systems while reflecting community needs and values. With performance plans established under three key priorities of Sustainable Communities, Corporate Governance and Environmental Stewardship, the RCMP’s fourth sustainable development strategy, entitled Safe Homes – Sustainable Communities (2007-2009), continues to focus on enhancing policing operations and corporate management practices with sustainability in mind. This will add a new dimension to the immeasurable value that RCMP officers bring to the lives of individuals and families every day.
SDS Departmental Goals:
|
Departmental Driver: | ||
---|---|---|---|
Sustainable Communities – Healthier and Safer Communities |
The need for long-term health, wellness and security of communities | ||
Corporate Governance – Sustainable Development is a way of doing business for organizations of excellence | The need for organizations to be responsible for their decisions & actions | ||
Environmental Stewardship – RCMP physical operations support long-term conservation, protection and restoration of our natural resource systems | The need to effectively conserve, protect and restore our natural resource systems | ||
RCMP SDS Target
|
Federal SD goal, including GGO goals
|
Performance measurement from current SDS
|
Department’s expected results for 2008–2009
|
SUSTAINABLE COMMUNITIES | |||
1A. Community Partnerships |
Federal Goal V: Sustainable Communities |
RCMP Volunteerism Total volunteers/annum (#), Total volunteer hours/annum (hrs) |
1.1.1 Effective partnerships with communities supporting sustainable development are increasing annually |
1B. Aboriginal Communities |
Federal Goal V: Sustainable Communities |
Degree of Aboriginal Perceptions Training among regular members Total members (#), Total members completed aboriginal perceptions training (#) |
1.1.2 Capacity to provide culturally sensitive police services is increasing annually |
1C. Youth |
Federal Goal V: Sustainable Communities |
RCMP members designated as Youth Officers Total RCMP Youth officers (#) |
1.1.3 Capacity to provide specialized policing services focused on Youth is increasing annually |
CORPORATE GOVERNANCE | |||
2A. Environmental Management Systems |
Federal Goal VI: Governance for Sustainable Development |
Availability and completeness of environmental information to help guide and support sound decisions Total SD programs requiring risk based mitigation strategies (#); total programs with data requirements identified (#) |
2.1.1 Management Systems to effectively address environmental regulatory obligations, government policy requirements and public expectations are in-place by 2010 |
2B. Sustainable Business Practices |
Federal Goal VI: Governance for Sustainable Development |
Degree of integration with RCMP business planning Total integrations annually under Environmental Scan, Directional Statement, Balanced Scorecard, Asset Mgmt Plan, Project Delivery System, Treasury Board submissions, RPP, DPR (#) |
2.1.2 Integration of Sustainable Development Principles into RCMP Business Practices is increasing annually |
2C. Green Procurement |
Federal Goal VI: Governance for Sustainable Development and Greening Government Operations Goal: |
Materiel managers and procurement personnel with green procurement training Total material managers and procurement personnel (#); total material managers and procurement personnel with green procurement training (#) |
2.1.3 Integration of Green Procurement into RCMP's way of doing business is increasing annually |
Degree of utilization of PWGSC Standing offer agreements (SOA) respecting Green Procurement Total PWGSC SOA’s respecting green procurement in-place for RCMP use (#); Total call-ups against SOA’s (count) |
|||
Ethanol blended fuel purchased for RCMP fleet Total E10 fuel purchased (L); Total vehicle fuel purchased (L) |
|||
2D. Capacity Building |
Federal Goal VI: Governance for Sustainable Development |
Sustainable Development oriented training courses developed and delivered to RCMP employees Total SD courses/training sessions developed (#); total course/training sessions delivered by type (#); total participants by type (#) |
2.1.4 Integration of sustainable development into training and development for RCMP employees is increasing annually |
Active participation in interdepartmental initiatives Total active participations including Sub-Committee for Canadian School of Public Service SD Training initiative and other cross-departmental projects (#) |
2.1.5 Increased support and participation for interdepartmental initiatives and programs for sustainable development | ||
2E. Communications |
Federal Goal VI: Governance for Sustainable Development |
Sustainable Development communications initiatives developed and delivered to RCMP employees Total communications initiatives developed (#); Total initiatives delivered (#) |
2.1.6 Communications for RCMP sustainable development program are improving |
ENVIRONMENTAL STEWARDSHIP | |||
3A. Green Building Design & Energy |
Federal SD Goal III: Reduce Greenhouse Gas Emissions and Greening Government Operations Goal: |
Buildings constructed with green considerations Total new buildings constructed (#); Total new buildings constructed with green considerations or objectives (#) |
3.1.1 Through awareness, education and policy integration, environmental and energy design ratings of RCMP portfolio are improving |
GHG emissions per annum Measures as per existing GHG calculations |
3.1.2 GHG emissions per facility square meter is decreasing annually | ||
3B. Contaminated Sites |
Federal SD Goals I & IV: Clean Water & Sustainable Use of Natural Resources |
Financial liability of RCMP portfolio within Treasury Board Federal Contaminated Sites Action Plan (FCSAP) Program Financial liability of RCMP portfolio within TB FCSAP program ($) |
3.1.3 Financial liability (as defined by TB) of known contaminated sites and unknown risk of RCMP portfolio reduced annually |
Sites with completed Step 1 and/or Step 2 assessments Total sites with step 1 and/or step 2 assessments completed (#); total sites within RCMP portfolio (#) |
|||
Degree of sites with completed storage tank inventories for reportable and non-reportable tanks sub-target 1: 100% Reportable tanks by 2007 Total reportable tanks (#); Total non-reportable tanks; total sites with inventories completed for a) reportable tanks and b) non-reportable tanks (#) |
|||
3C. Potable Water |
Federal SD Goal I: Clean Water |
Potable water systems managed in accordance with RCMP standard operating procedures for Potable water systems Total potable water systems (#); Total potable water systems operating in accordance with SOP requirements (#) |
3.1.4 Potable Water systems managed in accordance with RCMP policy is increasing |
3D. Hazardous Materials |
Federal SD Goal II: Clean Air |
Management/abatement plans in-place for buildings with confirmed hazardous materials Total plans developed (#); Total buildings with confirmed hazardous materials (#) |
3.1.5 Capacity to manage hazardous building materials and hazardous waste is increasing annually |
Facilities with confirmed halocarbon inventories Total RCMP sites (#); Total sites with confirmed inventories (#) |
|||
3E. Fleet Management |
Federal SD Goals II & III: Clean Air & Reduce Greenhouse Gas Emissions and Greening Government Operations Goals: |
Ethanol blended fuel purchased for RCMP fleet Total E10 fuel purchased (L); Total vehicle fuel purchased (L) |
3.1.6 Operational strategies for mitigating environmental impacts of RCMP fleet improved by 2010 |
GHG emissions per vehicle kilometre. Total GHG emissions for RCMP fleet (CO2-eq); Total fleet kilometres (km) |
3.1.7 Reduce GHG emissions per vehicle kilometre from RMCP fleet by 2010 | ||
3F. Policing Operations |
Federal SD Goal IV: Sustainable Use of Natural Resources |
Degree of response to operational calls for service Total calls for service (#); total SD responses or follow-up action (#) |
3.2.1 Capacity for providing on-going support to operations to integrate environmental considerations into policing initiatives is improving |
Integrated Border Enforcement Teams (IBETs)
Name of lead department(s):
Royal Canadian Mounted Police (RCMP)
Lead department program activity:
Federal and International Operations (FIO)
Start date of the Horizontal Initiative:
April 1, 2008
End date of the Horizontal Initiative:
March 31, 2009
Total federal funding allocation (start to end date):
$25.9 Million
Description of the Horizontal Initiative (including funding agreement):
The mandate of Integrated Border Enforcement Teams (IBETs) is to enhance the integrity of the border between Canada and the United States by identifying, investigating, and interdicting persons and organizations that pose a threat to national security or are engaged in other criminal activity.
Shared outcome(s):
Enhanced border security and improved international relationships along the shared border by improving information-sharing between Canadian and US law enforcement agencies and conducting intelligence-led investigations. Border-related investigations will be more effective as a result of integrated intelligence collected and shared by all IBET partners. Law enforcement interoperability will improve by linking multiple agencies through the development of a communications technology system. This system will facilitate joint operations, while addressing health & safety concerns for law enforcement officers along the Canada-US border .
Governance structure(s):
Providing program oversight and direction, the International Joint Management Team (IJMT) is composed of senior officials from the five core agencies: RCMP, CBSA, Department of Homeland Security (US Customs Border Protection/Border Patrol, US Immigration and Customs Enforcement, US Coast Guard). Regional Joint Management Teams (JMT) for each of the 15 IBET regions provide joint decision making and direction to the IBET program at a local level. The National Coordination Team (NCT) is comprised of representatives of the five core partners at the Headquarters level and provides policy direction for the participating agencies and the program as well as facilitating the objectives of the Smart Border Accord and the IBET mandate.
Federal Partners | Federal Partner Program Activity (PA) | Names of Programs for Federal Partners | Total Allocation (from Start to End Date) | Planned Spending for 2009-2010 |
Expected Results for 2009-2010 |
---|---|---|---|---|---|
RCMP | Federal and International Operations (FIO) | Integrated Border Enforcement Team program. |
$ 25.9
|
$ 25.9
|
|
CBSA |
$0
|
$0
|
|
||
Total |
$ 25.9
|
$ 25.9
|
Results to be achieved by non-federal partners (if applicable):
The IBET core partners include US Customs Border Protection/Border Patrol, US Immigration and Customs Enforcement, and the US Coast Guard, all part of the Department of Homeland Security. The IBET program contributes significantly to their objective to enhance border integrity between Canada and the United States by identifying, investigating, and interdicting persons and organizations that pose a threat to national security or are engaged in other organized criminal activity. These agencies are committed to the IBET program to achieve the Smart Border Accord Plan goal to ensure the: 1. secure flow of people; 2. the secure flow of goods; 3. secure infrastructure; and 4. the coordination and information sharing in the enforcement of these objectives.
Contact information:
Supt. Warren Coons, Director, IBET
Name of Horizontal Initiative:
Investments to Combat the Criminal Use of Firearms (ICCUF)
Name of lead department(s):
Royal Canadian Mounted Police (RCMP)
Lead department program activity:
Canadian Firearms Program
Start date of the Horizontal Initiative:
May 2004
End date of the Horizontal Initiative:
Ongoing
Total federal funding allocation (start to end date):
$49.9 million over 5 years
Description of the Horizontal Initiative (including funding agreement):
The overall aim of the ICCUF is to improve the national collection, analysis and sharing of firearms-related intelligence and information. Funding is distributed within the RCMP to the National Weapons Enforcement Support Teams (NWEST), Forensic Science and Identification Services (FSIS), Criminal Intelligence (CI), and the Criminal Intelligence Service Canada (CISC). The initiative also provides funds to Canada Border Services Agency (CBSA) and Public Safety Canada (PSC).
The ICCUF directly supports Government’s objective to tackle violent crime (especially firearms-related offences in relation to organized crime and street gangs), as outlined in the 2008 Speech from the Throne.
Shared outcome(s):
Enhanced RCMP and CBSA capacity to gather, analyze, and share criminal intelligence in order to improve individual investigations, and to increase knowledge of the extent and patterns of smuggling and trafficking of firearms used in crime. These will support the development of an intelligence-led national enforcement strategy.
Governance structure(s):
A Joint Management Team (JMT) coordinates ICCUF efforts. Partners will be heavily involved in JMT meetings. Public Safety Canada will maintain observer status, attending as required and participating in national data collection to the extent required by its research role.
Federal Partners | Federal Partner Program Activity (PA) | Names of Programs for Federal Partners | Total Allocation (from Start to End Date) | Planned Spending for 2009-2010 |
Expected Results for 2009-2010 |
---|---|---|---|---|---|
PSC | Policing and Law Enforcement | ICCUF | Ongoing |
$ .244
|
|
RCMP | Canadian Firearms Program | ICCUF |
Ongoing
|
$8.42
|
Valuable criminal intelligence shared in support of firearms crime investigations |
CBSA | ICCUF |
Ongoing
|
$1.23
|
Valuable criminal intelligence shared in support of firearms crime investigations | |
Total |
|
$9.89
|
Results to be achieved by non-federal partners (if applicable):
N/A
Contact information:
Supt. Geoffrey Francis, Director, Firearm Support Services Directorate
RCMP Canadian Firearms Program
1450 Meyerside Drive, Suite 415
Mississauga, Ontario L5T 2N5
Office: 905-795-5205
Name of Horizontal Initiative:
National Weapons Enforcement Support Teams (NWEST)
Name of lead department(s):
Royal Canadian Mounted Police (RCMP)
Lead department program activity:
Canadian Firearms Program
Start date of the Horizontal Initiative:
May 2004
End date of the Horizontal Initiative:
Ongoing
Total federal funding allocation (start to end date):
$22.5 million over 5 years
Description of the Horizontal Initiative (including funding agreement):
NWEST is a partnership with Canadian municipal and provincial police services. It supports law enforcement efforts to counter the illegal movement of firearms into and within Canada and their subsequent violent criminal use. NWEST plays an integral role in the fight against organized crime and terrorism in Canada.
The RCMP provides funding for the secondment of police officers from partner police services as well as funds for vehicles and other support equipment; office space is provided by municipal and provincial police services in some areas.
Shared outcome(s):
Governance structure(s):
MOU’s are entered into with other police services for the secondment of officers to the NWEST. The NWEST Advisory Board is made up of senior police officers and other stakeholders.
Federal Partners | Federal Partner Program Activity (PA) | Names of Programs for Federal Partners | Total Allocation (from Start to End Date) | Planned Spending for 2009-2010 |
Expected Results for 2009-2010 |
---|---|---|---|---|---|
RCMP | Canadian Firearms Program | NWEST |
Ongoing
|
$5
|
Operational information to police; enhanced safety for all communities |
Total |
|
$5
|
Results to be achieved by non-federal partners (if applicable):
Police services across the country collect intelligence and other information in support of firearms investigations.
Contact information:
Supt. Geoffrey Francis
Director, Firearm Support Services Directorate
RCMP Canadian Firearms Program
1450 Meyerside Drive, Suite 415
Mississauga, Ontario L5T 2N5
Office: 905-795-5205
Name of Internal Audit | Internal Audit Type | Status | Expected Completion Date | Electronic Link to Report |
---|---|---|---|---|
Operational Communications Centres | Operational - Assurance Engagement | Completed | June 2008 | Note 1 |
Canadian Air Carrier Protection Program | Financial - Assurance Engagement | In Progress | Feb 2009 | Note 2 |
Staff Relations Representative Program | Operational -Assurance Engagement | In Progress | Mar 2009 | N/A |
Real Time Identification (RTID) | IT Project - Assurance Engagement | In Progress | Feb 2009 | N/A |
National Recruiting Program | Operational-Assurance Engagement | In Progress | Feb 2008 | N/A |
Directed Audit of the Sensitive Expenditures | Financial - Assurance Engagement | In Progress | Feb 2008 | N/A |
Canada Firearm Centre – Management Control Framework | Operational -Assurance Engagement | In Progress | Mar 2009 | N/A |
Protection of Information MOU between the RCMP and CRA | Operational -Assurance Engagement | In Progress | Mar 2009 | N/A |
International Peace Operations | Operational - Assurance Engagement | In Progress | June 2009 | N/A |
Capital Assets | Operational -Assurance Engagement | In Progress | Sept 2009 | N/A |
Communication | Operational - Assurance Engagement | In Progress | Sept 2009 | N/A |
Pension Plan Financial Statements F/Y 2007-2008 | Financial - Assurance Engagement | Planned | 2009-2010 | N/A |
Follow-up on National Security Operations Management Control Framework | Operational - Assurance Engagement | Postponed | Note 3 | N/A |
Operational Governance | Operational - Assurance Engagement | Deferral | Note 4 | N/A |
Major Events |
Operational - Assurance Engagement | Deferral | Note 4 | N/A |
Electronic Link to Internal Audit and Evaluation Plan:
The Plan is not available on the RCMP public web site.
Note 1: All RCMP Internal Audit Committee Approved Reports can be retrieved through the following link: http://www.rcmp-grc.gc.ca/cm-gg/audit-eng.htm
Note 2: This report is classified and will not appear on the RCMP public web site.
Note 3: The audit engagement approved in June 2008 is postponed for further consideration in FY 2009/10
Note 4: The audit engagement approved in June 2008 is deferred pending the outcome of project/review recently undertaken by the program.
Name of Evaluation | Evaluation Type | Status | Expected Completion Date |
---|---|---|---|
Change Management Team | Strategic | Planning | March 2010 |
Canadian Firearms Program | Strategic | Ongoing | March 2009 |
Community Program Officer Program | Formative | Ongoing | March 2010 |
Export Vehicle Verification Probe | Formative | Ongoing | September 2009 |
Critical Infrastructure Protection Program | Formative | Ongoing | June 2009 |
Marine Security Enforcement Teams (MSET) | Formative | Ongoing | June 2009 |
Aboriginal Shield | Formative | Ongoing | March 2010 |
Marine Security Operations Centres – Coastal | Formative | Ongoing | March 2012 |
Marine Security Operations Centre – Great Lakes | Formative | Ongoing | March 2013 |
First Nations Organised Crime | Formative | Ongoing | March 2009 |
National Anti-Drug Strategy | Formative | Ongoing | March 2011 |
National Youth Services | Formative | Ongoing | Ongoing |
Race Against Drugs | Formative | Ongoing | Ongoing |
Global Peace and Security Fund | Summative | Planning | Sept 2009 |
Peacekeeping/Peace Operations | Formative | Planning | June 2010 |
Regionalisation | Strategic | Planning | March 2010 |
Harassment Policy | Strategic | Planning | March 2010 |
Recruitment/National Ad Campaign | Summative | Planning | June 2010 |
International Anti-Corruption Teams | Formative | Planning | March 2010 |
Integrated Counterfeit Enforcement Teams (ICET) | Formative | Planning | March 2010 |
Witness Protection | Strategic | Planning | Dec 2010 |
Field Coaching Program | Formative | Planning | January 2010 |
Security & Prosperity Partnership | Formative | Planning | To be determined |
Aboriginal Policing North | Formative | Planning | To be determined |
Electronic link to evaluation plan:
There are no external links to Evaluation Plans.
Respendable revenue | Forecast Revenue 2008-2009 |
Planned Revenue 2009-2010 |
Planned Revenue 2010-2011 |
Planned Revenue 2011-2012 |
---|---|---|---|---|
Services |
|
|||
Federal and International Operations |
0.0
|
0.0
|
0.0
|
0.0
|
Protective Policing Services |
17.3
|
33.8
|
0.4
|
0.0
|
Community, Contract and Aboriginal Policing |
1,508.3
|
1,521.1
|
1,524.2
|
1,524.2
|
Criminal Intelligence Operations |
0.0
|
0.0
|
0.0
|
0.0
|
Technical Policing Operations |
0.0
|
0.0
|
0.0
|
0.0
|
Policing Support Services |
0.0
|
0.0
|
0.0
|
0.0
|
National Police Services |
4.5
|
4.5
|
4.5
|
4.5
|
Internal Services |
20.3
|
3.5
|
3.5
|
3.5
|
1,550.5
|
1,562.8
|
1,532.6
|
1,532.1
|
|
Service Fees |
|
|||
Federal and International Operations |
0.0
|
0.0
|
0.0
|
0.0
|
Protective Policing Services |
0.0
|
0.0
|
0.0
|
0.0
|
Community, Contract and Aboriginal Policing |
0.0
|
0.0
|
0.0
|
0.0
|
Criminal Intelligence Operations |
0.0
|
0.0
|
0.0
|
0.0
|
Technical Policing Operations |
0.0
|
0.0
|
0.0
|
0.0
|
Policing Support Services |
0.0
|
0.0
|
0.0
|
0.0
|
National Police Services |
0.0
|
0.0
|
0.0
|
0.0
|
0.0
|
0.0
|
0.0
|
0.0
|
|
Total Respendable Revenue
|
1,550.5
|
1,562.8
|
1,532.6
|
1,532.1
|
Non-respendable revenue | Forecast Revenue 2008-2009 |
Planned Revenue 2009-2010 |
Planned Revenue 2010-2011 |
Planned Revenue 2011-2012 |
---|---|---|---|---|
Privileges, Licences and Permits |
18.2
|
17.8
|
18.4
|
18.4
|
Refunds of Prior Years' Expenditures |
6.9
|
6.3
|
6.3
|
6.3
|
Miscellaneous
|
4.0
|
3.9
|
3.9
|
3.9
|
EBP - Recoveries not respendable |
72.8
|
78.0
|
78.0
|
78.0
|
Proceeds from Sales |
1.6
|
2.4
|
2.4
|
2.4
|
Proceeds from Asset Disposal |
4.1
|
4.5
|
4.5
|
4.5
|
Total Non-respendable Revenue
|
107.6
|
112.9
|
113.5
|
113.5
|
Total Respendable and Non-respendable Revenue
|
1,658.0
|
1,675.7
|
1,646.0
|
1,645.6
|
Real Time Identification (RTID)
Description
Real Time Identification (RTID) is a re-engineering of systems and processes used for fingerprint identification, civil clearances and criminal records maintenance. It will transform the current paper-based workflow to an electronic workflow, enabling the “real time” identification of fingerprints submitted electronically.
Fingerprints are submitted by police agencies to support the creation of a criminal record, or to search the criminal record repository during a criminal investigation or civil security screening. RTID will streamline these services, facilitate information sharing internationally, and permit an improved tracking of criminals by condensing identification turnaround times from weeks and months to hours and days.
Funding for the RTID Project was announced on April 20, 2004, under the National Security Policy. Between 2001 and 2004, significant work had already been undertaken by a small project team within the RCMP to define RTID requirements and prepare statements of work in anticipation of this announcement.
The Project was established under the sponsorship of National Police Services. The Chief Information Officer was appointed Project Leader, responsible for achieving the technology improvements associated with the project. The Project Director reports to the Chief Information Officer.
Project Phase
The Project is being delivered in two major Phases. Phase 1 modernized the civil clearance process by replacing the Automated Fingerprint Identification System (AFIS) and implementing a new transaction manager permitting agencies to submit their fingerprint information electronically. Phase 1 closed in September 2008.
Phase 2 will modernize the processes related to the management and update of the criminal records. Phase 2 is a large re-engineering effort and the replacement of antiquated legacy systems in support of the re-engineering effort. Phase 2 is planned to be delivered in 2010.
Lead Department
|
RCMP |
---|---|
Contracting Authority
|
|
Participating Departments
|
Prime Contractor
|
Fujitsu Consulting (Canada) Inc., 600-360 Albert Street, Ottawa ON K1R 7x7 |
---|---|
Major Subcontractor(s)
|
Major Milestone | Date |
---|---|
Automated Fingerprint Identification System and infrastructure to permit electronic fingerprint processing in production |
March 2007 |
Electronic fingerprint processes for civil purposes implemented | March 2007 |
Electronic processing of latent (crime scene) fingerprints implemented | March 2008 |
Contract for Criminal Record Workflow Component of RTID System (Phase 2) awarded | February 2008 |
Criminal Record Workflow Component Implemented | 2010 |
Project Closed | 2010 |
Progress Report and Explanation of Variances
Phase 1 closed in September 2008. The development work for Phase 2 systems is underway and expected to be delivered in 2010.
Industrial Benefits
There are no industrial benefits of the Real Time Identification Project.
Program Activity | Forecast Spending 2008-2009 |
Planned Spending 2009-2010 |
Planned Spending 2010-2011 |
Planned Spending 2011-2012 |
---|---|---|---|---|
Law Enforcement | ||||
Federal & International Operations |
32.2
|
24.9
|
22.2
|
15.8
|
Protective Policing Services |
7.5
|
0.7
|
0.7
|
0.7
|
Community, Contract and Aboriginal Policing |
87.8
|
104.7
|
99.0
|
99.0
|
Criminal Intelligence Operations |
1.3
|
0.9
|
1.0
|
0.7
|
Technical Policing Operations |
14.3
|
7.4
|
4.6
|
4.3
|
Policing Support Services |
2.5
|
0.0
|
0.0
|
0.0
|
National Police Services |
2.4
|
3.3
|
3.6
|
2.5
|
Internal Services |
139.1
|
175.1
|
165.7
|
123.0
|
Firearm Registration |
0.8
|
0.0
|
0.0
|
0.0
|
Firearms Licensing and Support Infrastructure |
4.4
|
0.0
|
0.0
|
0.0
|
Total |
292.2
|
317.0
|
296.8
|
246.0
|
Future-Oriented Financial Statements
(Unaudited)
of
ROYAL CANADIAN MOUNTED POLICE
For the year ended
March 31, 2010
Statement of Management Responsibility
Responsibility for the compilation, content, and presentation of the accompanying future-oriented financial information for the year ended March 31, 2010 rests with the management of the Royal Canadian Mounted Police (RCMP). The future-oriented financial information has been prepared by management in accordance with Treasury Board accounting policies which are consistent with Canadian generally accepted accounting principles for the public sector. The future-oriented financial information is submitted for Part III of Estimates (Report on Plans and Priorities), and will be used in the department's Departmental Performance Report to compare with actual results.
Management is responsible for the integrity and objectivity of the information contained in future-oriented financial information and for the process of developing assumptions. Assumptions and estimates are based upon information available and known to management at the time of development, reflect current business and economic conditions, and assume a continuation of current governmental priorities and consistency in departmental mandate and strategic objectives. Much of the future-oriented financial information is based on these assumptions, best estimates, and judgment and gives due consideration to materiality. At the time of preparation of these statements, management believes the estimates and assumptions to be reasonable. However, as with all such assumptions, there is a measure of uncertainty surrounding them. This uncertainty increases as the forecast horizon extends.
The actual results achieved for the fiscal years covered in the accompanying future-oriented financial information will vary from the information presented and the variations may be material. The department is preparing these statements as part of a two year pilot project and readers should be cautioned that this is the first year of the pilot. The future-oriented financial
statements of the RCMP have not been audited.
William J.S. Elliott, Commissioner | Alain P. Séguin, Chief Financial and Administrative Officer |
Future-Oriented Statement of Operations (Unaudited)
For the year ended March 31, 2010
(in thousands of dollars)
2010 | |
Expenses (Note 6) | |
Community, Contract and Aboriginal Policing | 2,215,661 |
Federal and International Operations | 710,206 |
Internal Services | 626,750 |
Protective Policing Services | 505,371 |
Technical Policing Operations | 207,459 |
National Police Services | 147,107 |
Other Activities | 104,337 |
Policing Support Services | 67,214 |
Criminal Intelligence Operations | 62,446 |
Firearms Licensing and Support Infrastructure | 56,173 |
Firearms Registration | 24,810 |
Total expenses | 4,727,534 |
Revenues | |
Community, Contract and Aboriginal Policing |
1,601,846
|
Protective Policing Services | 185,796 |
Internal Services | 17,483 |
National Police Services | 4,500 |
Firearms Registration | 8,000 |
Other Activities | 26,865 |
1,844,490 | |
Net Cost of Operations | 2,883,044 |
The accompanying notes form an integral part of these future-oriented statements. |
ROYAL CANADIAN MOUNTED POLICE
Notes to the Future-Oriented Financial Statements (Unaudited)
For the year ended March 31, 2010
1. Authority and Mandate
The Royal Canadian Mounted Police (RCMP) is Canada’s national police service and an agency of the Department of Public Safety and Emergency Preparedness.
The RCMP mandate is based on the authority and responsibility assigned under section 18 of the Royal Canadian Mounted Police Act. The mandate of the RCMP is to enforce laws, prevent crime, and maintain peace, order and security.
Ten program activities highlight our Program Activity Architecture (PAA). These include:
Community, Contract and Aboriginal Policing
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.
Federal and International Operations
Provides policing, law enforcement, investigative, and protective services to the federal government, its departments and agencies and to Canadians.
Technical Policing Operations
Provides policy, advice and management to predict, research, develop and ensure the availability of technical tools and expertise to enable front line members and partners to prevent and investigate crime and enforce the law, protect against terrorism, and operate in a safe and secure environment.
National Police Services
Contributes to safe homes and safe communities for Canadians through the acquisition, analysis, dissemination and warehousing of law enforcement-specific applications of science and technology to all accredited Canadian law enforcement agencies.
Protective Policing Services
Directs the planning, implementation, administration and monitoring of the RCMP National Protective Security Program including the protection of dignitaries, the security of major events and Special Initiatives including Prime Minister-led summits of an international nature.
Criminal Intelligence Operations
A national program for the management of criminal information and intelligence in the detection and prevention of crime of an organized, serious or national security nature in Canada or internationally as it affects Canada.
Policing Support Services
Support services provided in support of the RCMP’s role as a police organization.
Firearms Licensing and Support Infrastructure
Delivery of licensing activities through federal Chief Firearms Officers (CFO) operations, arrangements with other federal government departments, and the management of provincial CFO roles and relationships; operations of the Central Processing Site, the 1-800 call centre; maintenance and analysis of program performance data, management of the Program's information technology infrastructure and its interface with other databases; and support to public agencies and to law enforcement.
Firearms Registration
All activities related to the processing of all firearms registration and transfer applications, including registration on import; support to public agencies and to law enforcement.
Internal Services
Internal Services are groups of related activities and resources that are administered to support the needs of programs and other corporate obligations of an organization. These groups are: Management and Oversight Services; Communications Services; Legal Services; Human Resources Management Services; Financial Management Services; Information Management Services; Information Technology Services; Real Property Services; Materiel Services; Acquisition Services; and Travel and Other Administrative Services. Internal Services include only those activities and resources that apply across an organization and not to those provided specifically to a program.
2. Underlying Assumptions
These future-oriented financial statements have been prepared as at February 9, 2009 on the basis of government policies, government priorities and external environment at the time the future-oriented financial information was finalized. The future-oriented financial information has been prepared in accordance with Treasury Board accounting policies which are consistent with Canadian generally accepted accounting principles for the public sector. The future-oriented financial information was prepared on the basis that the resources provided will enable the Royal Canadian Mounted Police to deliver the expected results specified in the Report on Plans and Priorities.
3. Variations and Changes to the Forecast Financial Information
The actual results achieved for the fiscal year covered in these future-oriented financial statements will vary from the information presented and the variations may be material. While every attempt has been made to accurately forecast final results for 2009/10, actual results achieved are likely to vary from the forecast information presented, and this variation could be material. Once the Report on Plans and Priorities (RPP) is presented, RCMP will not be updating the forecasts for any changes to appropriations or forecast financial information made in ensuing supplementary estimates. Variances will be explained in the Departmental Performance Report.
4. Summary of Significant Accounting Policies
(a) The RCMP is primarily financed by the Government of Canada through Parliamentary appropriations. Appropriations provided to the department do not parallel financial reporting according to generally accepted accounting principles since appropriations are primarily based on cash flow requirements. Consequently, items recognized in the statement of operations are not necessarily the same as those provided through appropriations from Parliament. Note 5 provides a high-level reconciliation between the bases of reporting.
(b) The department operates within the Consolidated Revenue Fund (CRF), which is administered by the Receiver General for Canada. All cash received by the RCMP is deposited to the CRF and all cash disbursements made by the RCMP are paid from the CRF. The net cash provided by Government is the difference between all cash receipts and all cash disbursements including transactions between departments of the federal government.
(c) Revenues are accounted for in the period in which the underlying transactions or events occurred that gave rise to the revenues. Revenues that have been received but not yet earned or not spent in accordance with any external restrictions are recorded as deferred revenues.
(d) Expenses are recorded when the underlying transaction or expense occurred subject to the following:
(e) Employee future benefits
(f) Tangible capital assets – All tangible capital assets and leasehold improvements having an initial cost of $10,000 or more are recorded at their acquisition cost. Capital assets do not include intangibles, works of art and historical treasures that have cultural, aesthetic or historical value, assets located on Indian Reserves and museum collections.
Amortization of capital assets is done on a straight-line basis over the estimated useful life of the capital asset as follows:
Asset Class | Sub-asset Class | Amortization Period |
Buildings | 20 to 30 years | |
Works and Infrastructures | 20 years | |
Machinery and Equipment | Machinery and Equipment | 5 to 15 years |
Informatics – Hardware | 4 to 7 years | |
Informatics – Software | 3 to 7 years | |
Vehicles | Marine Transportation | 10 to 15 years |
Air Transportation | 10 years | |
Land Transportation (non-military) | 3 to 5 years | |
Land Transportation (military) | 10 years | |
Leasehold Improvements | Term of lease |
In the normal course of business, the RCMP constructs buildings and other assets as well as develops software. The associated costs are accumulated in Assets under Construction (AUC) until the asset is in use. No amortization is taken until the asset is put in use.
(g) Intellectual property such as licences, patents and copyrights are expensed in the period in which they are incurred.
(h) Measurement uncertainty – The preparation of these financial statements in accordance with Treasury Board accounting policies which are consistent with Canadian generally accepted accounting principles for the public sector requires management to make estimates and assumptions that affect the reported amounts of assets, liabilities, revenues and expenses reported in the financial statements. At the time of preparation of these statements, management believes the estimates and assumptions to be reasonable. Actual results could significantly differ from those estimated. Management’s estimates are reviewed periodically and, as adjustments become necessary, they are recorded in the financial statements in the year they become known.
5. Parliamentary Appropriations
The RCMP receives most of its funding through annual Parliamentary appropriations. Items
recognized in the Statement of Operations in one year may be funded through Parliamentary appropriations in prior, current or future years. Accordingly, the RCMP has different net results of operations for the year on a government funding basis than on an accrual accounting basis. The differences are reconciled in the following tables:
(a) Reconciliation of net cost of operations to current year appropriations:
|
Forecast
(in thousands of dollars) |
2010 |
|
Net cost of operations |
2,883,044 |
Items affecting net cost of operations but not affecting appropriations | |
Revenue not available for spending | 112,865 |
Amortization | (159,860) |
Services provided without charge from OGDs | (280,000) |
Provision for severance benefits | (29,799) |
Items affecting appropriations but not affecting net cost of operations | |
Acquisition of tangible assets | 327,845 |
Appropriations available for use | 2,854,095 |
(b) Appropriations available for use
Forecast |
|
|
2010
|
Appropriations available for use |
|
Operating Authority | 1,998,577 |
Capital Authority | 327,845 |
Grants and Contributions Authority | 118,824 |
Statutory amounts | 408,849 |
Total Appropriations available for use | 2,854,095 |
6. Forecast Expenses
The following table presents details of expenses by category:
|
Forecast
(in thousands of dollars) |
|
2010 |
||
Operating expenses: | Salaries and employee benefits | 3,029,912 |
Professional & special services | 412,605 | |
Travel & relocation | 208,459 | |
Amortization | 159,860 | |
Accommodation | 146,500 | |
Utilities, material & supplies | 145,251 | |
Purchased repairs & maintenance | 122,251 | |
Telecommunications | 60,059 | |
Rentals | 37,044 | |
Provision for severance benefits | 29,799 | |
Information | 5,700 | |
Other operating expenses |
251,270 | |
Subtotal | 4,608,710 | |
Transfer payments: | Compensatory grants to individuals | 103,337 |
Transfers to other levels of government | 14,487 | |
Other transfer payments | 1,000 | |
Subtotal | 118,824 | |
Total Expenses | 4,727,534 |
7. Related Party Transactions
The RCMP is related as a result of common ownership to all Government of Canada departments, agencies, and Crown corporations. The RCMP enters into transactions with these entities in the normal course of business and on normal trade terms. Also, during the year the RCMP received without charge from other departments, accommodation, the employer’s contribution to the health and dental insurance plans, worker’s compensation and legal services. These services without charge have been recognized in the department’s Statement of Operations as follows:
Services provided without charge from other government departments:
Forecast Spending
(in thousands of dollars) |
|
2010 |
|
Contributions covering employer's share of employees insurance premiums and expenditures by Treasury Board Secretariat | 198,000 |
Accommodation provided by Public Works and Government Services | 79,100 |
Legal services provided by Department of Justice | 2,600 |
Workers' compensation cost provided by Human Resources Canada | 300 |
Total | 280,000 |
The Government has structured some of its administrative activities for efficiency and cost-effectiveness purposes so that one department performs these on behalf of all without charge. The costs of these services, which include payroll and cheque issuance services provided by Public Works and Government Services Canada, are not included as an expense in the department’s Statement of Operations.