ARCHIVED - Royal Canadian Mounted Police

• Previous Page
• Table of Contents
• Next Page

This page has been archived.

Minister's Message

As Canada’s Minister of Public Safety, I am pleased to present to Parliament the Departmental Performance Report for the Royal Canadian Mounted Police for the period ending March 31, 2008.

The Government of Canada recognizes that it has a fundamental responsibility to provide for the safety and security of Canada and Canadians. Our commitment in meeting this responsibility is evidenced by our comprehensive crime and safety agenda and the central role that the Public Safety portfolio plays in protecting our citizens and our country.

Government has turned policy into action as demonstrated by the enactment of Bill C-2, the Tackling Violent Crime Act in February of 2008, and the introduction of the National Anti-Drug Strategy and the announcement of the new Police Officers Recruitment Fund. Significantly increasing the number of frontline Royal Canadian Mounted Police officers, coupled with a focused approach to tackling crime in the areas of prevention, treatment and enforcement, will bolster efforts to effectively strengthen security for all Canadians. These recruiting efforts are further supported by the Governments’ decision to provide training pay for Royal Canadian Mounted Police Cadets.

The Royal Canadian Mounted Police’s strategic priorities of combating organized crime, reducing the threat of terrorist activity, preventing/reducing youth involvement in crime, enhancing Canada’s economic integrity and contributing to safer/healthier Aboriginal communities aligns with the priorities of the Public Safety Portfolio. The Government is strongly supportive of the Royal Canadian Mounted Police’s efforts to focus on key strategic policing priorities. This is being accomplished both through significant new investments as well as by reallocating spending from areas of lesser priority where savings can be realized without compromising public and community safety. Collectively, we are leveraging our efforts to respond to the changing face of criminality and to promote the safety and security of Canadians.

Following receipt of the report from the Task Force on Governance and Cultural Change in the RCMP, the Royal Canadian Mounted Police has begun implementation of a significant transformational change initiative that will result in a stronger, more responsive and accountable police organization. The Royal Canadian Mounted Police will continue to provide effective policing services, building on the considerable accomplishments described in this Departmental Performance Report. This Government remains committed to supporting the Royal Canadian Mounted Police in meeting its responsibilities and in supporting its employees across Canada who daily give of their time and talents in meeting the needs of Canadians.

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

Commissioner's Message

The Royal Canadian Mounted Police’s Departmental Performance Report (DPR) for the fiscal year ending March 31, 2008, highlights our progress during 2007-2008 in achieving our strategic goal of Safe Homes and Safe Communities. As a primary instrument of public accountability to the Government of Canada and Canadians, the DPR provides the Royal Canadian Mounted Police (RCMP) with an opportunity to clearly link resources and results that relate to performance commitments made in the Report on Plans and Priorities.

This report accounts for our performance through three Strategic Outcomes: quality federal policing; quality contract policing; and quality policing support. The ongoing operations and programs of the RCMP are aligned to and reported according to our five Strategic Priorities: Organized Crime, Terrorism, Youth, Aboriginal Communities and Economic Integrity. These priorities ensure that we remain strategically focused on achieving our commitment to Safe Homes and Safe Communities.

I am pleased with our overall progress in this reporting period, especially given the context of a very dynamic operating environment characterized by global impacts on local policing, the influence of new and emerging technologies, and demographic shifts that challenge us to sustain our resourcing levels. We remain committed to the pursuit of excellence in terms of leadership and with respect to the service we provide to Canadians.

The RCMP is also embarking upon an unprecedented transformation agenda as called for by the Task Force on Governance and Cultural Change in the RCMP. We recognize that the implementation of Task Force recommendations is an important step in a broader and bolder commitment to organizational transformation. Our vision for change is to be an adaptive, accountable, trusted organization of fully engaged employees demonstrating outstanding leadership, and providing world-class police services.

Our contribution to communities across Canada is only possible through the dedication and professionalism of our employees. It is through their day-to-day efforts that we earn the trust and respect of Canadians.

William J. S. Elliott
Commissioner

Management Representation Statement

Departmental Performance Report 2007-2008

I submit for tabling in Parliament, the 2007-2008 Departmental Performance Report for the Royal Canadian Mounted Police.

This document has been prepared based on the reporting principles contained in the Guide for the Preparation of Part III of the 2007-2008 Estimates: Reports on Plans and Priorities and Departmental Performance Reports:

• It adheres to the specific reporting requirements outlined in the Treasury Board of Canada Secretariat guidance;
• It is based on the department’s Strategic Outcome(s) and Program Activity Architecture that were approved by the Treasury Board of Canada Secretariat;
• It presents consistent, comprehensive, balanced and reliable information;
• It provides a basis of accountability for the results achieved with the resources and authorities entrusted to it; and
• It reports finances based on approved numbers from the Estimates and the Public Accounts of Canada.

Section I: Overview

Raison d’être

As Canada’s national police service, the Royal Canadian Mounted Police (RCMP) is an agency of the Public Safety portfolio, entrusted with ensuring Safe Homes and Safe Communities for Canadians.

Our mandate, drawn from the authority and responsibility assigned under section 18 of the Royal Canadian Mounted Police Act, consists of:

• Preventing and investigating crime and maintaining order
• Enforcing laws on matters as diverse as health and the protection of government revenues
• Contributing to national security
• Ensuring the safety of state officials (in Canada and abroad), visiting dignitaries and foreign missions
• Providing vital operational support services to other police and law enforcement agencies

The RCMP’s vision is to be recognized throughout the world as an “organization of excellence”. In this regard, we are committed to:

• Being a progressive, proactive and innovative organization
• Providing the highest quality service through dynamic leadership, education and technology in partnership with the diverse communities we serve
• Being accountable and efficient through shared decision making
• Ensuring a healthy work environment that encourages team building, open communication and mutual respect
• Promoting safe and sustainable communities
• Demonstrating leadership in the pursuit of excellence

In fulfilling our mandate and striving to reach our vision, we are guided by the core values of integrity, honesty, professionalism, compassion, respect and accountability.

For more detailed information on the RCMP’s mission, vision and values, please visit:
www.rcmp-grc.gc.ca/about/mission_e.htm

Summary of Performance Against 2007-2008 RPP Commitments

The RCMP’s achievements, along with any shortfalls, are detailed in Section II of this Performance Report.

Strategic Outcomes

Program Activities by Strategic Outcome

For additional narrative relating to these Strategic Outcomes, please refer to Section II.

Link Between Program Activity Architecture (PAA) and the RCMP’s Strategic Framework (including Performance Management) The Treasury Board of Canada Secretariat’s (TBS) Management, Resources and Results Structure (MRRS) policy – which includes the requirement for a PAA – came into effect on April 1, 2005. Almost five years earlier, the RCMP had adopted a strategic planning and performance management framework based on the Balanced Scorecard (BSC) methodology, which it adapted to the public sector in general and to the RCMP in particular. The methodology has been refined year over year, such that the RCMP is able to make decisions on strategies, priorities, program design, management, resourcing and performance to better achieve expected results. This planning and performance management regime has received national and international recognition as a best practice. Its feedback loop has contributed to the ongoing review of strategic priorities, which are captured in annually updated strategic frameworks, strategy maps, indicators, initiatives/activities and resource allocations. Alignment now extends to the detachment/unit level, with the implementation of Annual Performance Plans (APP) during 2006-2007. The associated business planning process provides the substance required to prepare for our Report on Plans and Priorities (RPP). The plans and priorities are the subject of dynamic monitoring throughout the year (e.g., using BSC, senior program managers report on a 90-day cycle to the Senior Executive Committee on progress achieved). Consequently, corrective action, changes of course, reallocation of resources, dealing with unfunded pressures, etc., are managed on a timely basis. Notwithstanding the effectiveness of the RCMP’s performance management regime, there remains significant opportunity to align the Balanced Scorecard process with the MRSS. To this end, during the past year, the RCMP has updated the PAA measures in the Expenditure Management Information System (EMIS) and is continuing to create opportunities to further harmonize with the MRRS policy. We expect 2008-2009 to be a milestone year in terms of this harmonization process. (It should be noted that this could be influenced by any new strategic direction, corporate governance or other guidance emanating from the Task Force on Governance and Cultural Change in the RCMP.) For more information see: www.publicsafety.gc.ca/rcmp-grc/rcmp-tfr-en.asp

RCMP Program Activity Architecture (PAA)

RCMP Program Activity Architecture (PAA)

Our PAA, shown in the above graphic, lists three Strategic Outcomesthat contribute to our overarching strategic goal of Safe Homes and Safe Communities for all Canadians:

• Quality Federal Policing
• Quality Contract Policing
• Quality Policing Support Services

The ten supporting Program Activities are:

1– Federal and International Operations: works to ensure 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 criminals and other criminal activity.

2 – Protective Policing Services: directs the planning, implementation, administration and monitoring of the RCMP 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; and selected domestic and international flights by Canadian air carriers.

3 – Community, Contract and Aboriginal Policing Services: provides services to provinces, territories and municipalities under contract arrangements with the Government of Canada including:

• Investigation, detection and prevention of crime
• Enforcement of laws
• Maintenance of peace and order
• Protection of life and property and security

4 – Criminal Intelligence Operations: provides timely and relevant criminal information and intelligence, which is the single greatest asset law enforcement has, in order to detect, prevent and combat crime.

5 – Technical Policing Operations: provides specialized technical support services, physical and information technology security services, explosives research and development (R&D) and criminal behaviour investigative analysis and undertakes the R&D of technical investigation tools.

6 – Policing Support Services: is a compilation of distinct activities, services and systems that impact various areas of the Force’s policy direction, day-to-day operations and visibility. Some sub-activities include: centralized technologically advanced reporting facilities, operational information management systems, high level strategic vision and functional direction in support of operations.

7 – National Police Services: provides forensic analysis of criminal evidence, criminal records information, identification services, technological support, enhanced learning opportunities and coordination of criminal information and intelligence.

8 – Corporate Infrastructure/Internal Services: includes internal services such as Strategic Direction, Ethics, Legal Services, Human Resources, Corporate Management & Comptrollership and Audit & Evaluation.

9 – Registration, Licensing and Supporting Infrastructure: supported through firearms training and licensing, provided by the Canada Firearms Centre, with the view of enhancing public safety by reducing death, injury and threat from firearms through responsible ownership.

10 – Policy, Regulatory, Communication and Portfolio Integration: activities to support the Commissioner as Deputy Head of the department; activities related to policy, outreach, support to law enforcement and the justice system and other support activities for the Firearms Program. Human Resources Management services of the department including compliance with Central Agencies requirements; and Finance and Administration activities of the department including compliance with Central Agencies on financial and administrative issues.

These ten Program Activities are further broken down into 52 sub-activities.

RCMP Strategic Framework

The RCMP Strategic Framework guides the work of all employees to achieve our goal of Safe Homes and Safe Communities. We strive to achieve this goal by contributing to public safety. Ultimately, all of our organizational activities enhance the safety, security and well-being of Canadians. Our Strategic Framework’s components illustrate philosophies and activities that enable us to be successful in meeting this goal. These components are described below.

For more information on the RCMP Strategic Framework, visit: www.rcmp.ca/about/strategic_framework_e.htm

Strategic Priorities

The RCMP’s Strategic Priorities are carefully selected after rigorous scanning and analysis of the external environment and are reassessed on an annual basis. Each Strategic Priority has its own strategy and balanced scorecard which articulates: the desired outcome, the objectives which must be achieved in order to reach the desired outcome, the performance indicators that enable the Force to measure and monitor results, and the identification of specific initiatives/activities/projects that contribute directly to achievement of the objectives.

Each Strategic Priority is championed by a Deputy Commissioner who leads a Strategic Priority Working Group (SPWG) focused on ensuring the success of the strategy. In addition to senior level cross-functional RCMP representation on each SPWG, there is also external representation from other departments or agencies who share a common interest in the priority. To date, key partners on the various priorities include representatives from Public Safety Canada, Correctional Service of Canada, Public Prosecution Service of Canada and the National Crime Prevention Centre.

In Fiscal Year 2007-2008, our five Strategic Priorities include:

• Organized Crime: Reduce the threat and impact of organized crime
• Terrorism: Reduce the threat of terrorist activity in Canada and abroad
• Economic Integrity: Contribute to Canada’s economic integrity through crime reduction
• Youth: Prevent and reduce youth involvement in crime as victims and offenders
• Aboriginal Communities: Contribute to the long-term wellness and safety of Aboriginal communities through a holistic and culturally competent approach

For more information on the RCMP’s five Strategic Priorities, visit: www.rcmp.gc.ca/priorities/index_e.htm

Our Operating Environment – Context for Planning

RCMP plans and priorities are developed after careful consideration of the Force’s strategic and operational context. During 2007-2008, the following events and trends were identified as being of significance.

a) Budget 2007 ¹

The Government tabled Budget 2007: A Stronger, Safer, Better Canada in the House of Commons on March 19, 2007. Chapter 6, entitled A Safer Canada: Building a Stronger Canada in a Modern World, introduced new initiatives that directly impacted the RCMP. These include:

• A new National Anti-Drug Strategy, with funding of $64 million over two years to crack down on gangs, combat illicit drug production such as grow-ops and methamphetamine labs, prevent illicit drug use and to treat illicit drug dependency
• An additional $6 million per year to the RCMP to protect children from sexual exploitation and trafficking
• Action to crack down on white collar crime by appointing a senior expert advisor to the RCMP to help develop and guide the implementation of a plan to improve the effectiveness of the Integrated Market Enforcement Teams (IMETs)
• Improved front-end screening of individuals making their first application for a firearms licence, funded at $14 million over two years

¹ These additional resource announcements from Budget 2007 are incremental to all planned spending as reflected in Table 1: Departmental Planned Spending and Full Time Equivalents.

b) Speech from the Throne

On October 16, 2007, during the Speech from the Throne, the Government committed to reintroducing the Tackling Violent Crime Bill C-2 to protect Canadians and their communities from violent crime and predators. This Bill received Royal Assent in February 2008, providing the RCMP with additional means to safeguard Canadians against those who commit serious and violent crimes.

For more information on the Speech from the Throne, visit: www.sft-ddt.gc.ca/eng/index.asp

c) The Environmental Scan

The RCMP conducts robust environmental scanning to identify emerging issues and trends at local, national and global levels. This information supports our senior managers in identifying key risks, challenges and opportunities as part of our priority setting and business planning. For 2007-2008, the key environmental scanning dimensions continue to be:

• Demographics
• Society
• Economy
• Politics and Government
• Science and Technology
• Environment
• Public Safety and Security

A detailed national Environmental Scan is completed every three years. Periodically, a feature focus highlighting an emerging issue is produced. The most recent scan was completed in February of 2007.

For more information on the Environmental Scan, visit: www.rcmp-grc.gc.ca/enviro/2007/index_e.htm

d) Upcoming Major Events

With increased frequency, the RCMP is tasked with providing heightened levels of security for major national and international events taking place in Canada.

Past Major Events included:

• 2007 Canada Winter Games in Whitehorse, Yukon
• 2007 North America Leaders Summit in Montebello, Québec

Upcoming Major Events that have an impact on our resource utilization for 2008-2010 include:

• 2008 Sommet de la Francophonie in Québec City, Québec
• 2010 Olympic and Paralympic Games in Vancouver/Whistler, British Columbia
• 2010 G8 Summit in Huntsville, Ontario

Management Priorities

Human Resources Renewal

In December 2007, the Task Force on Governance and Cultural Change in the RCMP completed its review and provided a number of recommendations that will have substantial implications for Human Resources (HR) management in the RCMP. A Change Management Team (CMT) has since been established to lead and coordinate the RCMP’s response to these recommendations. The HR Sector continues to play a prominent role in addressing identified concerns in the areas of leadership development, staffing and promotion processes, employee performance management and discipline. In 2007-2008, progress was achieved in several key areas. These include:

Recruiting

• 13,648 applicants wrote the RCMP’s entrance exams

Training

• 1,417 cadets and 47 lateral entry members were enrolled at the RCMP Academy at “Depot” Division, Regina, Saskatchewan
• New specialized courses were developed and/or piloted including: National Criminal Security Investigations, Incident Command/Critical Incident Preparedness, Immediate Action Rapid Deployment and Shiprider

RCMP Leadership Continuum

• Field Coaching Program (FCP): supporting newly engaged members at their first detachment, was revised and is used nationally. 948 new field coaches were trained
• Supervisor Development Program (SDP): course training standard was approved in July 2007. Approximately 400 employees have participated nationally
• Management Development Program (MDP): five pilots of the new program were held across Canada, involving approximately 115 employees

Accountability

The RCMP is focused on ensuring that ethical principles are an integral part of all aspects of our commitments to our employees and in our service delivery. To this end, the RCMP has provided leadership in the area of values and ethics through the successful development and implementation of an ethics education component at various supervisory and managerial levels. The RCMP has also made significant progress to develop the policies and processes required to implement the Public Servants Disclosure Protection Act. The Office of the Ethics Advisor is working in partnership with the (CMT) in response to the recommendations set forth in the Task Force on Governance and Cultural Change in the RCMP. Through these measures and commitments, the RCMP is ensuring that it operates with the highest standards of ethics and values.

Performance Management

In September 2006, the RCMP instituted Detachment Performance Plans (DPPs) nationwide as an essential part of the RCMP’s overall performance management framework. This is intended to enhance the capacity of individual detachments to plan, evaluate and manage their activities. Improvements to the DPP have evolved to a process entitled the Annual Performance Plan (APP). This new web-based planning and reporting tool is utilized by detachments, federal, provincial and administrative units across the organization.

Alignment of RCMP Outcomes to Government of Canada Outcomes

The RCMP is one of 21 federal organizations contributing to the Government of Canada’s Safe and Secure Communities outcome. The RCMP’s contribution is demonstrated through our strategic outcomes, program activities and objectives, as demonstrated below.

Alignment to Canada’s Performance	Strategic Outcomes	Program Activities	Objectives
Safe and Secure Communities	Priority #1: Quality Federal Policing	Federal and International Operations Protective Policing Services	Ensuring the safety and security of Canadians and their institutions, domestically and globally, as well as Internationally Protected Persons (IPPs) and other foreign dignitaries through intelligence-based prevention, detection, investigation and enforcement of the laws against terrorists, organized criminals and other criminal activity
	Priority #2: Quality Contract Policing	Community, Contract and Aboriginal Policing	Healthier and safer Canadian communities through effective crime prevention, education, law enforcement and investigation
	Priority #3: Quality Policing Support Services	Criminal Intelligence Operations Technical Policing Operations Policing Support Services National Police Services Corporate Infrastructure	Support Canadian policing investigations and enforcement organizations with critical intelligence, equipment, tools systems, technology and education to optimize the delivery of proactive, intelligence-based policing services

• Previous Page
• Table of Contents
• Next Page