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Supplementary Information (Tables)
Program Activity | 2008-09 Actual ($ millions) |
2009-10 Actual ($ millions) |
2010-11 ($ millions) | |||
---|---|---|---|---|---|---|
Main Estimates |
Planned Revenue |
Total Authorities |
Actual | |||
Federal and International Operations |
1.1 |
0.0 | 0.0 | 0.0 | 0.0 | 0.0 |
Protective Policing Services |
25.9 |
0.0 | 0.0 | 0.0 | 0.0 | 0.0 |
Community, Contract and Aboriginal Policing |
1,395.2 |
1,492.3 | 1,605.1 | 1,605.1 | 1,607.3 | 1,569.1 |
Criminal Intelligence Operations |
0.1 |
0.0 | 0.0 | 0.0 | 0.0 | 0.0 |
Technical Policing Operations |
0.3 |
0.0 | 0.0 | 0.0 | 0.0 | 0.0 |
Policing Support Services |
0.2 |
0.1 | 0.0 | 0.0 | 0.0 | 0.3 |
National Policing Services |
6.4 |
5.8 | 4.5 | 4.5 | 4.5 | 6.7 |
Internal Services | 8.8 | 28.4 | 28.4 | 28.4 | 14.7 | |
Total Respendable Revenue | 1,429.2 | 1,507.0 | 1,638.0 | 1,638.0 | 1,640.2 | 1,590.8 |
Respendable revenues are primarily generated by the provision of policing services under contract to provinces, territories and municipalities ($1492.3M). The balance is generated from courses and accommodation at the Canadian Police College, pension administration costs and technological services including access to police data bases.
Program Activity | 2008-09 Actual ($ millions) |
2009-10 Actual ($ millions) |
2010-11 ($ millions) | |
---|---|---|---|---|
Planned Revenue |
Actual | |||
EBP – Recoveries |
75.8 |
80.4 |
84.3 |
83.5 |
Olympics Deferred Revenue | 0.0 | 45.6 | 0.0 | 0.0 |
Privileges, Licences and Permits | 18.8 | 20.2 | 19.6 | 20.9 |
Miscellaneous | 10.1 | 5.1 | 1.4 | 3.7 |
Proceeds from Sales | 12.6 | 6.8 | 6.2 | 10.6 |
Refund of Prior Years’ Expenditures | 7.5 | 14.7 | 7.7 | 14.9 |
Total Non-Respendable Revenue | 124.8 | 172.8 | 119.2 | 133.6 |
User Fee: Business Licences
Fee Type: Regulatory
Fee-setting Authority: Firearms Fees Regulations
Date Last Modified: April 10, 2005
Performance Standards: 55 days
Performance Results: 88.4% of properly completed business licence applications were completed within 55 days
2010-11 ($ thousands) | Planning Years ($ thousands) | ||||
---|---|---|---|---|---|
Forecast Revenue | Actual Revenue | Full Cost | Fiscal Year | Forecast Revenue | Estimated Full Cost |
150.0 |
158.0 |
Section C See note (1) |
2011-12 | 300.0 |
Section C See note (1) |
2012-13 | 210.0 |
Section C See note (1) |
|||
2013-14 | 100.0 |
Section C See note (1) |
Other Information:
User Fee: Individual Licences (see Section B for more information)
Fee Type: Regulatory
Fee-setting Authority: Firearms Fees Regulations
Date Last Modified: December 1, 1988
Performance Standards: 45 days
Performance Results: 98.5% of properly completed individual licence applications were completed within 45 days
2010-11 ($ thousands) | Planning Years ($ thousands) | ||||
---|---|---|---|---|---|
Forecast Revenue | Actual Revenue | Full Cost | Fiscal Year | Forecast Revenue | Estimated Full Cost |
8,850.3 | 5,221.0 |
Section C See note (1) |
2011-12 | 18,733.7 |
Section C See note (1) |
2012-13 | 17,948.2 |
Section C See note (1) |
|||
2013-14 | 17,118.3 |
Section C See note (1) |
Other Information:
User Fee: Authorizations
Fee Type: Regulatory
Fee-setting Authority: Firearms Fees Regulations
Date Last Modified: December 1, 1998
Performance Standards: 30 days
Performance Results: 97.6% of properly completed Authorizations to Carry (ATC) applications were completed within 30 days
2010-11 ($ thousands) | Planning Years ($ thousands) | ||||
---|---|---|---|---|---|
Forecast Revenue | Actual Revenue | Full Cost | Fiscal Year | Forecast Revenue | Estimated Full Cost |
335.0 | 230.8 |
Section C See note (1) |
2011-12 | 314.5 |
Section C See note (1) |
2012-13 | 102.7 |
Section C See note (1) |
|||
2013-14 | 160.0 |
Section C See note (1) |
Other Information:
User Fee: Non-resident permits
Fee Type: Regulatory
Fee-setting Authority: Firearms Fees Regulations
Date Last Modified: April 10, 2005
Performance Standards: Section C – Other Information – See note (2)
Performance Results: Section C – Other Information – See note (2)
2010-11 ($ thousands) | Planning Years ($ thousands) | ||||
---|---|---|---|---|---|
Forecast Revenue | Actual Revenue | Full Cost | Fiscal Year | Forecast Revenue | Estimated Full Cost |
1,900.0 | 1,356.3 |
Section C See note (1) |
2011-12 | 1,900.0 |
Section C See note (1) |
2012-13 | 1,900.0 |
Section C See note (1) |
|||
2013-14 | 1,900.0 |
Section C See note (1) |
Other Information:
User Fee: Services for replacement of documents
Fee Type: Regulatory
Fee-setting Authority: Firearms Fees Regulations
Date Last Modified: April 10, 2005
Performance Standards: 25 days
Performance Results: Section C – Other Information – See note (3)
2010-11 ($ thousands) | Planning Years ($ thousands) | ||||
---|---|---|---|---|---|
Forecast Revenue | Actual Revenue | Full Cost | Fiscal Year | Forecast Revenue | Estimated Full Cost |
98.5 | 124.9 |
Section C See note (1) |
2011-12 | 113.0 |
Section C See note (1) |
2012-13 | 113.0 |
Section C See note (1) |
|||
2013-14 | 113.0 |
Section C See note (1) |
Other Information:
User Fee: RCMP – Access to Information and Privacy Branch
Fee Type: Regulatory
Fee-setting Authority: Access to Information Act and Regulations
Date Last Modified: 1982
Performance Standards: Government institutions must respond to all formal Access to Information Act requests within the legislated time frame as defined under the Act.
Performance Results: In the last fiscal year, the RCMP processed 89.3% of all Access to Information Act requests received within the legislated time frame.
2010-11 ($ thousands) | Planning Years ($ thousands) | ||||
---|---|---|---|---|---|
Forecast Revenue | Actual Revenue | Full Cost | Fiscal Year | Forecast Revenue | Estimated Full Cost |
10 | 7.6 | 4,315 | 2011-12 | 7.5 |
5,000 |
2012-13 | 7.5 | 5,000 | |||
2013-14 | 7.5 | 5,000 |
Other Information:
2010-11 ($ thousands) | Planning Years ($ thousands) | |||||
---|---|---|---|---|---|---|
Forecast Revenue | Actual Revenue | Full Cost | Fiscal Year | Forecast Revenue | Estimated Full Cost | |
Subtotal Regulatory | 11,343.8 | 7,098.6 |
Section C See note (1) |
2011-12 | 21,368.7 |
Section C See note (1) |
2012-13 | 20,281.4 |
Section C See note (1) |
||||
2013-14 | 19,398.8 |
Section C See note (1) |
||||
Subtotal Other Products and Services | 2011-12 | |||||
2012-13 | ||||||
2013-14 | ||||||
Total | 11,343.8 | 7,098.6 |
Section C See note (1) |
2011-12 | 21,368.7 |
Section C See note (1) |
2012-13 | 20,281.4 |
Section C See note (1) |
||||
2013-14 | 19,398.8 |
Section C See note (1) |
External Fee | Service Standard | Performance Results | Stakeholder Consultation |
---|---|---|---|
ATIP processing fees (which include application, search and reproduction fees) |
All Access to Information Act requests must be complied with as per the legislated time frame set under the Act. | During fiscal year 2010-11, the RCMP ATIP Branch reached a compliance rate of 89.3 % in the processing of all Access to Information Act requests received. | In the course of processing formal requests under the Access to Information Act, the RCMP ATIP Branch regularly consults with various stakeholders which include RCMP policy centres as well as other government institutions. These consultation processes impact at times on our ability to be compliant with the legislated time frame as set under the Act. |
Forecast Revenues:
Note 1. Fee costing studies were conducted in 1995.
Note 2. The Canada Border Services Agency collects information on non-resident permits on behalf of the RCMP.
Note 3. Performance standards were established starting April 1, 2011. Performance results will be reported for FY 2011-12.
Project | Original Estimated Total Cost (millions) |
Revised Estimated Total Cost (millions) |
Actual Cost Total (millions) |
2010-11 (millions) | Expected date of close-out |
|||
---|---|---|---|---|---|---|---|---|
Main Estimates |
Planned Spending |
Total Authorities |
Actual | |||||
Community, Contract and Aboriginal Policing | ||||||||
Radio Modernization – Newfoundland | 25.4 | 23.9 | 17.3 | 1.5 | 1.5 | 1.5 | 1.5 | FY 2012-13 |
Emergency Response Team Level I Tactical Armoured Vehicle (Pre-PPA) | 13.6 | 13.6 | 3.1 | 3.1 | 3.1 | 3.1 | 3.1 | FY 2011-12 |
West Coast Marine Patrol Vessels (EPA) | 48.9 | 31.0 | 0.0 | 16.9 | 16.9 | 16.9 | 0.0 | FY 2014-15 |
National Police Services | ||||||||
Real Time Identification (RTID) | 124.0 | 146.8 | 117.8 | 17.9 | 17.9 | 17.9 | 10.9 | FY 2012-13 |
Temporary Residents Biometrics Project | 22.9 | 30.4 | 3.2 | 1.9 | 1.9 | 1.9 | 1.5 | FY 2012-13 |
Internal Services | ||||||||
Alberta – Detachment – Grande Cache (PPA) | 7.1 | 5.7 | 0.5 | 0.6 | 0.6 | 0.6 | 0.5 | FY 2016-17 |
Alberta – Detachment – High Level (PPA) | 11.7 | 11.4 | 0.9 | 1.0 | 1.0 | 1.0 | 0.5 | FY 2014-15 |
British Columbia – Division Headquarters (P3) (EPA) | 38.8 | 38.8 | 7.8 | 2.5 | 2.5 | 2.5 | 1.6 | FY 2013-14 |
British Columbia – Detachment – 100 Mile House (PPA) | 10.9 | 8.1 | 0.8 | 0.5 | 0.5 | 0.5 | 0.4 | FY 2013-14 |
British Columbia – Detachment – Golden (EPA) | 12.1 | 8.4 | 0.6 | 0.1 | 0.1 | 0.1 | 0.0 | FY 2012-13 |
National Criminal Justice Index (NCJI)/ N-III Project | 23.7 | 18.5 | 18.5 | 0.5 | 0.5 | 0.5 | 0.5 | FY 2010-11 |
Newfoundland – Detachment – Springdale (EPA) | 7.6 | 6.0 | 5.3 | 4.0 | 4.0 | 4.0 | 2.2 | FY 2011-12 |
North West Territories – Detachment – Inuvik (PPA) | 16.0 | 20.6 | 0.1 | 0.0 | 0.0 | 0.0 | 0.0 | FY 2014-15 |
Nova Scotia – Headquarters Replacement (EPA) |
24.5 | 4.0 | 2.0 | 0.4 | 0.4 | 0.4 | 0.4 | FY 2013-14 |
Nova Scotia – Detachment – Ingonish (PPA) | 7.4 | 5.8 | 0.4 | 0.0 | 0.0 | 0.0 | 0.0 | Future Years |
Nunavut – Headquarters Phase I (EPA) | 23.8 | 24.3 | 24.3 | 0.1 | 0.1 | 0.1 | 0.1 | FY 2009-10 |
Ontario – Ottawa – L.H. Nicholson Headquarters Replacement (73 Leikin) (EPA) |
44.5 | 44.5 | 35.7 | 7.4 | 7.4 | 7.4 | 9.5 | FY 2012-13 |
Ontario – Ottawa – Connaught TWTS – New Administration Building (EPA) | 6.7 | 6.7 | 6.7 | 0.3 | 0.3 | 0.3 | 0.3 | FY 2010-11 |
Ontario – Ottawa – TPOF – Armoury Expansion (PPA) | 4.7 | 5.4 | 0.0 | 0.6 | 0.6 | 0.6 | 0.0 | FY 2012-13 |
Saskatchewan – Regina, Depot – Electrical Distribution Network Replacement (EPA) | 24.4 | 21.6 | 19.2 | 12.5 | 12.5 | 15.0 | 14.7 | FY 2011-12 |
Saskatchewan – Regina, Depot Permanent Dormitory (EPA for Phases 1&2) | 86.5 | 83.1 | 17.4 | 27.8 | 27.8 | 27.8 | 14.8 | FY 2014-15 |
Fixed Wing Sustainment Program (EPA) | 33.8 | 61.1 | 47.6 | 8.6 | 8.6 | 16.0 | 15.5 | FY 2013-14 |
Total | 618.7 | 619.4 | 329.2 | 108.1 | 108.1 | 118.0 | 78.1 |
* PPA – preliminary project approval
* EPA – effective project approval
Real Time Identification (RTID) is a re-engineering of systems and processes used for fingerprint identification, civil clearances and criminal records management. It is transforming 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 is streamlining these services, facilitating information sharing internationally, and permitting an improved tracking of criminals by condensing identification turnaround times from weeks and months to hours and days. The development of RTID should result in the following end state response times:
The project was initiated in 2004 and subsequently separated into two major phases. Phase 1 modernized the civil clearance process, implemented a new Automated Fingerprint Identification System (AFIS), and developed a new transaction manager, the National Police Services National Institute of Standards and Technology (NIST) Server, permitting agencies to submit their fingerprint information electronically. Phase 1 was closed-out in 2008 from an information technology perspective.
The scope of Phase 2 included modernizing the processes related to the management and updating of criminal records. As Phase 2 progressed, it became increasingly evident that the project could not be completed within the original project parameters. The Effective Project Approval (EPA) for the original Phase 2 expired in March 2009. Prior to amending the Phase 2 EPA, it was recommended by Treasury Board Secretariat that an Independent Project Review be completed to determine the best way forward. The review was completed in February 2010 and was followed by an options analysis. The selected option consisted of going forward with a business aligned scope, utilizing the remaining Treasury Board approved funding with incremental RCMP funding and with a scheduled completion date of March 31, 2013.
Lead Department | Royal Canadian Mounted Police (RCMP) |
---|---|
Contracting Authority | Public Works and Government Services Canada (PWGSC) |
Participating Departments |
Public Safety Canada Citizenship and Immigration Canada Correctional Services Canada Canada Border Services Agency Transport Canada Federal Bureau of Investigation Canadian Law Enforcement Agencies |
Prime Contractor | |
---|---|
Major Subcontractors |
Fujitsu Consulting (Canada) Inc Cogent Systems Inc ADGA Group Zylog Systems Inc |
Major Milestone | Date |
---|---|
Effective Project Approval for Phase 2 and RFP | June 2007 |
Phase 2 contract awarded (fixed-price contract) | January 2008 |
Sub-Processes Documented and Validated | August 2008 |
Systems Requirements Validation | December 2008 |
Phase 2 – Release 2 Scope Validation | October 2009 |
Release 1.1 in Production | January 2010 |
Independent Review | February 2010 |
Options Analysis | June 2010 |
Options Analysis Implementation Plan | September 2010 |
Defect Release (1.1.6) in Production | October 2010 |
Stabilization Release (1.1.7) in Production | March 2011 |
Amended Effective Project Approval granted | March 2011 |
Project Outcomes include:
RTID Phase 1 was closed-out from an information technology perspective in September 2008, 18 months later than originally planned. This variance in the schedule and scope impacted Phase 2, which was planned to be completed by July 2011. Factors for this schedule variance include the complexities of the system and delays in obtaining security clearances for Phase 2.
In 2009, the Executive Project Oversight Committee recommended that the RCMP conduct an independent review of the RTID project to help determine the project’s challenges, issues and way forward prior to submitting an amended EPA. The review was completed in February 2010 and was followed by an options analysis. The selected option consisted of going forward with a business aligned scope, utilizing the remaining Treasury Board approved funding and incremental RCMP funding with a scheduled completion date of March 31, 2013. The selected option carried the greatest probability of success by enhancing the RTID foundation, eliminating the current roadblocks of sustainability by moving forward with a reduced business aligned scope of automated end-to-end processing functionality.
A request to amend the Phase 2 EPA was granted on March 24, 2011. The amendment included extension of the approved timeline and expenditure authority as well as revision of the project scope.
The RTID Project is currently progressing as planned on the approved scope, within the amended budget of $146.8M, ($156.1M including GST) and on schedule to the revised project end date of March 2013.
Not applicable.
Name of Transfer Payment Program: Pensions under the RCMP 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 a predecessor to the RCMP Superannuation Act.
Strategic Outcome: N/A
Results Achieved: Pension benefits have been provided to eligible RCMP pensioners and survivors.
2008-09 Actual Spending |
2009-10 Actual Spending |
2010-11 Planned Spending |
2010-11 Total Authorities |
2010-11 Actual Spending |
Variance(s) | |
---|---|---|---|---|---|---|
Total Grants | ||||||
Total Contributions | ||||||
Total Other Types of Transfer Payments | 18.9 | 17.9 | 17.0 | 16.5 | 16.5 | 0.5 |
Total Program Activity(ies) | 18.9 | 17.9 | 17.0 | 16.5 | 16.5 | 0.5 |
Comment(s) on Variance(s): These pension payments are decreasing as the number of remaining pensioners and survivors decrease. All new members contribute under the RCMP Superannuation Act.
Audit Completed or Planned: Funding requirements for this program were reviewed as part of the comprehensive strategic review conducted by the RCMP in 2008. Resulting adjustments to the planned spending will be reflected in future estimates.
Evaluation Completed or Planned: N/A
Name of Transfer Payment Program: Grant to compensate members of the RCMP for injuries received in the performance of their duties
Start Date: 1959
End Date: Ongoing
Description: This program significantly contributes to the higher level of expected results of the organization’s mandate in that it protects members of the organization in a real way in the event they become disabled as a result of carrying out the duties and activities associated with endeavouring to provide for a safe and secure Canada. This program provides financial assistance to members of the RCMP who die or suffer a permanent work-related illness or injury, leading to a loss of quality of life. The program’s financial assistance extends to the members’ survivors.
Strategic Outcome: Applicable to all strategic outcomes.
Results Achieved: Eligible clients are appropriately compensated for the non-economic effects of a service-related illness/injury and/or death.
2008-09 Actual Spending |
2009-10 Actual Spending |
2010-11 Planned Spending |
2010-11 Total Authorities |
2010-11 Actual Spending |
Variance(s) | |
---|---|---|---|---|---|---|
Total Grants | 73.4 | 83.0 | 82.8 |
96.7 |
93.3 |
-10.5 |
Total Contributions | ||||||
Total Other Types of Transfer Payments | ||||||
Total Program Activity(ies) | 73.4 | 83.0 | 82.8 |
96.7 |
93.3 |
-10.5 |
Comment(s) on Variance(s): Increases in the costs of this program are related to increases in the number of benefit recipients, as well as the indexation of benefits.
Audit Completed or Planned:
Evaluation Completed or Planned: The next evaluation is tentatively scheduled for fiscal year 2014-15.
Name of Transfer Payment Program: Firearms Funding Program for Opt-in Provinces and/or Territorial Governments – Aboriginal and/or other communities and organizations
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.
Strategic Outcome: Quality firearms program and support – the risks to public safety from firearms in Canada and international communities are minimized.
Results Achieved: Reduced access to firearms for those who pose a threat to public safety, useful information made available for policing and law enforcement purposes, safe use and storage of firearms, and increased understanding and knowledge of program requirements by clients, community organizations and Canadians.
2008-09 Actual Spending |
2009-10 Actual Spending |
2010-11 Planned Spending |
2010-11 Total Authorities |
2010-11 Actual Spending |
Variance(s) | |
---|---|---|---|---|---|---|
Firearms Registration | ||||||
Contributions | 0.2 | 0 | 1.3 | 1.3 | 0 | 1.3 |
Firearms Licensing and Supporting Infrastructure | ||||||
Contributions | 13.4 | 13.8 | 14.5 | 14.5 | 14.5 | 0 |
Total Contributions | 13.6 | 13.8 | 15.8 | 15.8 | 14.5 | 1.3 |
Comment(s) on Variance(s):
Audit Completed or Planned:
Evaluation Completed or Planned: The RCMP has conducted a program evaluation. The report was published in 2010 and is now available on the RCMP’s website at:
Name of Horizontal Initiative: Games Security and Public Safety (GS&PS) for the Vancouver 2010 Olympic and Paralympics Games
Name of Lead Department(s): The Royal Canadian Mounted Police leads a multi-organizational, Integrated Security Unit (ISU) known as the Vancouver 2010 Integrated Security Unit (V2010ISU). The Departments and Agencies that form the V2010 ISU are: Canada Border Services Agency (CBSA), Canadian Security Intelligence Service (CSIS), Citizenship and Immigration Canada (CIC), Department of National Defence (DND), Health Canada (HC), Industry Canada (IC), Privy Council Office (PCO), Public Health Agency of Canada (PHAC), Public Safety Canada (PS), and Transport Canada (TC).
Lead Department Program Activity: Protective Policing Services
Start Date: 2004-2005
End Date: 2010-2011
Total Federal Funding Allocation (from start date to end date): Approximately $900 million
Description of the Horizontal Initiative (including funding agreement):
As the lead agency responsible for the development and delivery of the 2010 Winter Games security, the Royal Canadian Mounted Police (RCMP) leads a multi-organizational, Integrated Security Group known as the Vancouver 2010 Integrated Security Unit (V2010 ISU) which has had the overall responsibility for coordinating and providing security for the 2010 Winter Olympic Games.
The participating Departments and Agencies worked closely together, using a four-phased approach to major event planning: design and planning; a robust exercise and testing stage leading to a declaration of operational readiness; Games operation; and demobilization/debrief.
The overall goal of the V2010 ISU was to provide a “safe and secure game” for the athletes, officials and visitors. This was accomplished through an integrated security model and in close collaboration with partners including all levels of government, the Vancouver 2010 Organizing Committee (VANOC) and private corporations.
The total budget for the 2010 Olympic and Paralympic Games is estimated at $900 million, in which the Province of British Columbia cost-shares a portion through a 2010 Olympic Games and Paralympic Games Security Cost Sharing Memorandum of Agreement.
Shared Outcomes:
The shared outcomes of partners for common key results are:
a. Safe and Secure Games
b. Effective Policing in Games Security area and Urban Domain
c. Effective Land Security
d. Effective Air Security
e. Effective Marine Security
f. Effective Intelligence
g. Effective Border Integrity
h. Effective Operational Support
i. Effective Information Technology
Governance Structure(s):
The Games Security and Public Safety group has completed a security Results-based Accountability Framework (RMAF) as required by Treasury Board Secretariat. The RMAF formalizes the federal commitment of the RCMP and its federal partners to be accountable for the implementation of this initiative.
The RMAF describes the roles and responsibilities of Key Federal Departments and Agencies participating in this horizontal initiative, as well as its goals and objectives, its related components, and expected results, and a coordinated performance measurement and evaluation plan.
The Commissioner of the RCMP reports to the Minister of Public Safety Canada. The participating departments/agencies have a working relationship with the RCMP and report to their respective Ministers.
The Deputy Ministers Working Group is chaired by the Coordinator for 2010 Olympics and G8 and G20 Security. This working group is comprised of the respective Security Departments and Agencies participating as members in order to facilitate an integrated federal approach to security.
Performance Highlights:
Federal Partners | Federal Partner Program Activity | Names of Programs for Federal Partners | Total Allocation (from Start to End Date) | 2010-11 ($ millions) | |||
---|---|---|---|---|---|---|---|
Planned Spending | Actual Spending | Expected Results | Results Achieved | ||||
CBSA | PA1 | Risk Assessment | $5.311 |
a. Safe and Secure and Games: Finalize/Implement plans, processes and policies Deliver training and perform accreditation screening.Operational readiness |
a. CBSA successfully delivered integrated border services that fully supported a “Safe and Secure Games”. CBSA successfully finalized/implemented plans, processes and policies. CBSA successfully delivered training and performed accreditation screening. CBSA successfully declared itself “operationally ready” well in advance of the Games CBSA successfully delivered integrated border services. |
||
g. Effective Border Integrity | |||||||
PA2 | Enforcement | $1.095 | |||||
PA3 | Facilitated Border | $3.780 | $0.3 | ||||
PA4 | Conventional Border | $2.134 | $0.113 | ||||
PA5 | Trade | $0.184 | $0.099 | ||||
PA6 | Recourse | $3.296 | $0.237 | ||||
PA7 | Internal Services | $0.1 | |||||
Total | $15.800 | $0.4 | $0.449 | ||||
CIC | PA1 | a) Selection and processing of temporary residents |
$5.1 Incremental funding $2.1 Foregone revenue 1 |
$0 | $0 |
a. Safe and Secure Games; |
a. CIC successfully implemented amended regulations, policies, processes and operational tools and products. CIC successfully delivered training to internal processing staff. CIC successfully performed screening and visa/work permit/temporary resident permit assessments. 2009-2010 Results for “Safe and Secure Games” and “Effective Border Integrity” are as follows: Number Applications processed (all LOB) = Number Refusals for OFM/PFM and WKF = 105 |
g. Effective Border Integrity; | |||||||
CSIS | PA1 | a) Intelligence Program |
$7,710,900 | $93,620 | $21,453 |
a. Safe and Secure and Games |
a. Post Game After Action Report completed.
|
f. Effective Intelligence |
f. CSIS derived information and intelligence was disclosed to the Joint Intelligence Group in an efficient and effective manner. | ||||||
h. Effective Operational Support |
h. CSIS was an active member of the RCMP-led Olympic Accreditation Working Group (OAWG). CSIS contributed to the successful deployment of the RCMP’s Secure Accreditation Management System (SAMS). CSIS respected the Service Level Agreement (SLA) that was established with the RCMP in regards to the accreditation program. CSIS developed new, and honed existing, Business Continuity Plans; more so, they were subjected to formal Exercises to confirm their robustness and validity. CSIS participated fully in the Exercise program; this validated the flow of information and intelligence, and the roles and responsibilities of CSIS officers who were deployed for the Games. The planning and coordination of CSIS operational support requirements were conducted so as to keep actual expenditures within the allocated budget. |
||||||
i. Effective Information Technology |
i. CSIS installed telecommunication technologies to ensure those CSIS Officers who were deployed for the Games, could efficiently and effectively communicate with other CSIS colleagues, and colleagues from other departments and agencies. CSIS confirmed the robustness and validity of its telecommunication and other information technologies via formal Exercises. |
||||||
PA2 | b) Security Screening Program | $3,237,500 | |||||
DND | PA1 | a) Conduct Operations |
$231.1 |
$13.5 | $9.5 |
a. Safe and Secure and Games |
a. DND/CF provided support to the RCMP to ensure the safety and security of the Games. There were no disruptions to the Games. |
c. Effective Land Security |
c. Land interdiction operations successful: There were several encounters within the Olympic Controlled Access Zone by CF land forces, in company with RCMP officers. All personnel encountered in the OCAZ were escorted out of the OCAZ as quickly as possible. There were no incidents to report and all encounters were in support of the RCMP. |
||||||
d. Effective Air security |
d. Air interdiction operations successful: There were several Targets of Interest (TOIs) designated during the Games. All incidents were successfully resolved. All air patrols were conducted in support of the RCMP |
||||||
e. Effective Marine Security |
e. Maritime interdiction operations successful: There were no incursions into the maritime Controlled Access Zones. All maritime patrols were conducted in support of the RCMP. |
||||||
f. Effective Intelligence |
f. Appropriate information/intelligence shared in a timely manner: Information and intelligence was shared amongst all security partners in a timely manner. f. Appropriate information/intelligence shared in a timely manner: Information and intelligence was shared amongst all security partners in a timely manner. |
||||||
h. Effective Operational Support |
h. Personnel deployed in a timely fashion: Deployment took place in accordance with deployment orders, including reception, staging and onward movement (RSOM) and all CF operational needs were met. h. Accommodations and transportation for the key CF security delivery assets were available and needs were met: Inter-departmental and task-tailored accommodations and transportation arrangements were made through contracts, lease arrangements with the RCMP, BC Ministry of Forestry and Rangers, and DND resources. All operational needs were met with economy of effort and cost savings realized to keep CF expenditures within allocated funding. |
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i. Effective Information Technology |
i. The uninterrupted provision of accurate and relevant information to decision makers: Daily sitreps were provided to the GOC and the NOC. Liaison officers and inter-departmental communications provided timely information to security partners. Internal communications provided timely briefings to the CDS to maintain situational awareness. |
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Health Canada | PA1 | Sustainable Environmental Health | $1.196 | $0 | $0 |
a. Safe and Secure and Games |
a. No activities. |
b. Effective policing in games security area and Urban Domain |
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h. Effective Operational Support |
h. Effective Operational Support: HC led multi-departmental team providing RN support to RCMP and to EHOs; provided instrumentation, on-site advice and analysis (lab); RN surveillance informed security activities through real-time detection of radioactive material and rapid distinction between natural, medical, and malicious alarms |
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Industry Canada | PA1 |
Provide access to the radio frequency spectrum |
$9.8 | $0 | $0 |
a. Safe and Secure and Games |
a. No activities |
h. Effective Operational Support |
h. PA1: 2,800 frequencies were authorized for the 2010 Winter Games; all radio frequency requirements of security and public safety organizations were met; PA2: 84 investigations into reports of radio interference were carried out within accepted service standards; no security and public safety activities at the 2010 Winter Games were jeopardized due to interference to the respective organizations radio communication systems. |
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PA2 | Minimize the impact of interference to radio communications systems | i. Effective Information Technology |
|
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Public Health Agency of Canada | PA1 | Emergency Preparedness and Response | $0.9 | $0.100 | $0.019 |
a. Safe and Secure and Games |
a. Microbiological Emergency Response Team (MERT): As part of the National CBRN team, MERT provided on-site rapid diagnostic assessment capacity for any bio-threat agents and/or exhibits collected by RCMP/DND and were ready to provide reference service support to BCCDC during the Games. |
f. Effective Intelligence |
f. National Emergency Stockpile System (NESS): The NESS pre-positioned supplies in both Vancouver and Whistler. Pre-positioned equipment included CBRN supplies. |
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h. Effective Operational Support |
h. Surveillance: PHAC participated in 2010 Inter-Regional Surveillance Teleconference calls, provided local and provincial health partners with GPHIN and GIS products and mobilized epidemiological support staff to Vancouver and Whistler. |
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i. Effective Information Technology |
i. Training: Training on Emergency Operations Centre Response Structure and Emergency Preparedness and Response was provided to nearly 400 portfolio personnel in the regions and in Ottawa. |
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Public Safety Canada | PA1 | Emergency Management and National Security | $1.2 |
$0.141 186 |
a. Safe and Secure and Games |
a. After Action Reporting, Lessons Learned and re-deployment of staff from the BC region took place during the 2010-2011 fiscal year: 1) Public Safety Canada participated in the RCMP and DRDC evaluation and lessons learned processes post Olympic Games. 2) The lessons learned and best practices identified within these initiatives will be applied to future major events as appropriate through the Capability Improvement Process which supports whole-of-government emergency management response improvement. |
|
h. Effective Operational Support |
h. Coordinated federal family through ADM-EMC V2010 Sub-Committee meetings, convened daily throughout duration of Games. Linkages across all levels of government maintained to ensure timely information flow through daily ADM-EMC meetings as well as Regional Operations Liaison Officer presence in the Government Operations Centre, the Integrated Security Unit, the PREOC and the TCC throughout the Games. |
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Communications |
Led communications coordination on safety and security of the 2010 Winter Games through the 2010 Government Partners Public Affairs Group Security and Public Safety (GPPAG). The GPPAG provided unprecedented coordination of partners from federal, provincial, municipal governments as well as crown corporations and private industry with a primary or supporting role in security and public safety. Facilitated coordination, PS Canada Communications set up the 2010 Government Partners Public Affairs Centre (GPPAC) in Vancouver during the Games. Public affairs partners from the Province of B.C., Integrated Security Unit, Canada Border Services Agency, DND, Canadian Heritage, Department of Foreign Affairs and the Vancouver Organizing Committee for the 2010 Olympic and
Paralympic Winter Games (VANOC) were co-located with PS Canada staff. |
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Law Enforcement and Policing |
h. Effective Operational Support |
h. Policy support and advice to the RCMP on security-related issues resulting from the implementation of the security operational plan Research project examining the impact of the 2010 Olympic and Paralympic Vancouver Games on the prevalence of human trafficking in Canada, particularly in the lower mainland of British Columbia. Co-lead with the Province of British Columbia the disposal of assets procured for the Games by the RCMP-led Integrated Security Unit. |
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RCMP | PA1 |
Protective Policing Services |
$558 | $12.12 | $10.957 |
a. Safe and Secure and Games |
a. After the close of a safe and secure Games, the fiscal year 2010-11 was a year of wind-down for ISU. This was the year of completing the deployment processes, asset disposal, and archiving of records. |
b. Effective policing in games security area and Urban Domain |
b. The ISU developed and executed policing in Games Security Area and Urban Domain successfully in the following: Vehicle Access and Parking Permits (VAPP) allowed approved vehicles to access to Olympic venues; Master Delivery Schedule permitted scheduled deliveries to be made to venues within a specified period of time; Remote Vehicle Screening Sites (RVSS), located away from Olympic facilities, where “dirty” vehicles, goods, and materials were screened and confirmed “clean”; Material Transfer Areas (MTA) screened all materials intended for entry into secure areas, focusing on goods and materials and not on the delivery vehicle or driver; Vehicle Screening Areas (VSA) were located at venues and used to screen vehicles, their occupants, and cargo; Pedestrian Screening Areas (PSA) were used to screen people and personal articles for prohibited and illegal or dangerous material; The Vendor Certification Program (VCP) was an Olympic program whereby sponsors and official suppliers were certified to self-inspect, screen and seal goods prior to delivery at an Olympic venue; and The Perimeter Intrusion Detection System (PIDS) was designed to supply temporary electronic security detection for the perimeters of venues. The “In-Transit” Security Plan provided safe and secure transportation for Olympic athletes, team officials and other designated personnel travelling on the VANOC – Transport Athlete (TA) system. |
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d. Effective Air security |
d. The air security was successful in the following: Established the Federal Aviation Steering Committee (FASC) to provide senior stakeholder oversight and guidance to the Federal Aviation Technical Working Group (FATWG); Established the FATWG which was responsible for the development of aviation safety and security plans to address airspace design, air management, and air traffic enhancement for the Olympic and Paralympic Games; Established a Registration and Flight Authorization (R&FA) program to perform security checks on flight crew and authorized flight access to the Olympic Controlled Airspace (OCA); and Established the concept and operations for an Air Services Operations Coordination Centre (ASOCC), a Games time interagency-staffed organization which enhanced the effectiveness of both air security and overall security operations in the Olympic Theatre. In summary: 43 days of airspace control measures. 90,000+ aircraft movements recorded. 17,795 aircraft authorized/ released by ISU 7,495 aircraft screened through temporary facilities 6 Air incursions (minor violations of the restrictions) |
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e. Effective Marine Security |
e. The Marine Security was successful in the following: Established the Federal Marine Working Technical Group (FMTWG) to develop and assist in the creation of an overall marine and surface safety and security plan for 2010; Established the concept and operations for an Olympic Marine Operations Centre which was a Games time interagency-staffed organization whose coordinated actions enhanced the effectiveness of Marine security; Established the Marine Exercise Working Group (MEWG) that focused on planning exercise requirements for specific Olympic venue security including regional, national, international, and multi-jurisdictional considerations in the development of a comprehensive marine exercise plan; and The employment of a Community Relations Group team member to work with marine stakeholders on an ongoing basis along with regular marine updates to the public and some interest groups via briefings and public notices clearly ensured our security requirements were well communicated and accepted. During the operational period there were 23 boats (multiple agencies) on the water and 400 vessels were stopped and/or checked. |
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f. Effective Intelligence |
f. The JIG was successful in developing reliable and useful intelligence in a timely manner to keep all areas of the ISU and other partner agencies informed of all events and threats relating to the security of the Games. The Financial Intelligence Investigative Team (FIIT) was established to monitor venue contracting and construction. This was well publicized which is believed to be one of the factors contributing to the lack of evidence of organized crime pertaining to venue construction Creation of the Liaison Management Team to cultivate and maintain relationships with domestic and international agencies was able to provide timely and accurate intelligence. Integration of both the CF and CSIS LO’s and utilization of the Sensitive Information Handling Unit (SIHU) within the JIG was paramount to the timely exchange of intelligence. |
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g. Effective Border Integrity |
g. The overarching priority for Border Integrity during the Olympic period (2010-02-07 to 2010-03-24) was successful in augmenting Olympic Security by focusing on areas of high risk within the Border Integrity areas of responsibility – especially the border. There were no reports or intelligence that indicated any instances of human trafficking and although there were reports of Border incursions specific to border jumpers there was no information that suggested an Olympic nexus. The actual numbers although up slightly were consistent with the previous year while the apprehension rate increased. |
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h. Effective Operational Support |
h. The operational support was successful in the following: The Accreditation, Screening and Validation Team (ASVT) successfully met the challenges of providing Security Background Checks (SBC) for more than 200,000 people. The establishment of the Olympic Accreditation Working Group (OAWG) encouraged and facilitated discussions between Canadian Security Intelligence Service (CSIS), Canadian Border Services Agency (CBSA), Citizenship and Immigration Canada (CIC), and Heritage Canada. The development of the Secure Accreditation Management System (SAMS) provided a secure means of conducting an SBC and provided a legacy capability for the RCMP in future major events. By the end of the Games, ASVT had conducted approximately 205,000 SBC on volunteers, security services, work force and Olympic Family using SAMS. The provision of effective operational support throughout the Games period is tied directly to the extensive exercise program that was developed. This allowed for the clear definition of the roles and responsibilities of all the staff in the various command and operations centres located throughout the theatre of operations. |
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i. Effective Information Technology | i. The RCMP/ISU delivered effective information technology support through the development of systems by the CIO, most notably EMS and SAMS, by Technical Operations in the form of the SAP, and through the acquisition of off the shelf products (Common Operating Picture) and the service contract for PIDS. All systems performed exceptionally well; however, the ISU did have a well defined Service Level Agreement and a back up site if the main command centre failed. | ||||||
Transport Canada | PA1 | A safe transportation system |
$8.3M additional ask of 24.7M for contribution: 2008-09 6.6M 2009-10 17.9M 2010-11 250K *numbers were re-profiled as per TB decision record 834526 |
$0.548 (does not include EBP and accommodation) NAV Canada $0.25 |
$0.311 (does not include EBP and accommodation) NAV Canada |
a. Safe and Secure and Games |
a. Transport Canada worked closely with other federal departments and agencies involved in safety and security during the Olympic games. TC contributed to a Safe and Secure Games by exercising leadership and its legislative/regulatory powers relating to the transportation system. |
c. Effective Land Security d. Effective Air security e. Effective Marine Security |
c, d, e. A very high level of compliance in all modes was experienced during the games. Any non-compliance was minor and easily resolved with no impact on the security or safety of the games: 113 TDG companies registered 706 DG vehicles licensed 780 DG drivers licensed -215 rail site visits 2,443 km of rail track inspected 7,500 aircraft screened/searched 68 vessels inspected 43 days restricted airspace with only three minor alleged incursions |
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f. Effective Intelligence | f. No issues reported effecting the flow of information between JIG and TC | ||||||
h. Effective Operational Support |
h. Operations and Coordination Centres were staffed with embedded personnel as required. Timely and accurate information flowed between TC and ISU |
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PA2 |
A secure transportation system |
i. Effective Information Technology |
i. IT service calls resolved in a timely manner | ||||
Total | $844.4444 | $27.01162 |
$21.411 639 | $21.411 639 |
Comments on Variances:
DND/CF was able to provide a wide range of unique military capabilities in support of the RCMP to ensure the safety and security of the Games. DND/CF provided support without using any initially identified contingency funding. The Department was able to achieve significant cost reductions and savings due mainly to a review of its concept of support, active contract management and the establishment of financial controls.
CSIS: Actual expenditures were lower than projected resource requirements for the following primary reasons: the number of accreditation requests were substantially lower than projected (i.e. salaries)and travel and accommodation costs were lower than projected and the costs associated with required upgrades to critical facilities were lower than projected
IC: Expenditures were lower than projected for the following reasons: travel and accommodation costs were considerably lower than projected; there were savings in network systems support and professional services; and a contingency reserve of $1.7 million in capital was not required.
RCMP: The security budget for the RCMP of $492.5M was supplemented by the Olympic Federal Contingency in the amount of $65.5M for a total security budget of $558M.
TC: Actual costs at Nav Canada were higher and/or lower than planned resulting in a variance. There was also a reduction in the level of some services provided (determined as not required) resulting in lower labour costs.
Results to be achieved by non-federal partners (if applicable): N/A
Contact information:
Inspector Jane MacLatchy,
Federal Security Coordinator, Vancouver 2010,
Protective Policing, Major Events,
Royal Canadian Mounted Police,
(613)-949-2120
Name of Horizontal Initiative: Investments to Combat the Criminal Use of Firearms (ICCUF)
Name of Lead Department: Royal Canadian Mounted Police
Lead Department Program Activity: Canadian Firearms Program
Start Date: May 2004
End Date: Ongoing
Total Federal Funding Allocation (from start date to end date): Originally $49.9 million over five years; now extended indefinitely.
Description of the Horizontal Initiative (including funding agreement):
The overall aim of the ICCUF is to improve the national collection, analysis and sharing of firearms-related intelligence and information. Funding is distributed within the RCMP to the Canadian Firearms Program (CFP), Criminal Intelligence (CI) and the Criminal Intelligence Service Canada (CISC). The initiative also provides funds to Canada Border Services Agency (CBSA) and Public Safety Canada (PSC).
The ICCUF directly supports the Government's objective to tackle violent crime (especially firearms-related offences in relation to organized crime and street gangs).
Shared Outcomes: Enhanced RCMP and CBSA capacity to gather, analyze and share criminal intelligence in order to improve individual investigations, and to increase knowledge of the extent and patterns of smuggling and trafficking of firearms used in crime. These contribute to Canada’s intelligence-led national enforcement strategy.
Governance Structures: A Joint Management Team (JMT) coordinates ICCUF efforts. All partners participate in JMT meetings.
Performance Highlights:
Federal Partners | Federal Partner Program Activity | Names of Programs for Federal Partners | Total Allocation (from Start to End Date) | 2010-11 ($ millions) | |||
---|---|---|---|---|---|---|---|
Planned Spending | Actual Spending | Expected Results | Results Achieved | ||||
Public Safety Canada | Policing and Law Enforcement | ICCUF | Ongoing | $ .275 | $ .275 | Independent policy advice to the Minister of Public Safety on firearms and gun crime and research on gun crime issues. |
Provided ongoing policy advice to the Minister. Contributed to the summative evaluation of the initiative. Initiated process mapping project for the initiative. Examined illicit firearms market acquisition patterns. |
Royal Canadian Mounted Police | Canadian Firearms Program | ICCUF | Ongoing | $8.215 | $10.345 | Reduce the impact of organized crime through continued support to law enforcement agencies by providing specialized assistance to effectively investigate, gather evidence and share criminal intelligence leading to the successful prosecution of individuals involved in the illegal movement and criminal use of firearms. |
Enhancement of the Centralized Firearms Occurrence and Trace Reporting System has allowed the Canadian Firearms Program’s Firearms Investigation and Enforcement Services Directorate (FIESD) to refine the collection, collation, reporting and analysis of firearms data. In 2010, 9,568 firearms were reported to FIESD, with 20% of those firearms submitted for tracing. Implementation of a national Firearms Occurrence Reporting and Trace Request Form has facilitated RCMP members across the country submitting firearms occurrence directly to the CFP. Enhancements to Firearms Tracing Deliverables, such as the creation of the Firearms Trace Report, has allowed for a more comprehensive and accurate depiction of firearms trace results, and facilitates the dissemination and sharing of firearms trace information. Alignment of the Ontario Provincial Tracing Program and the Canadian National Firearms Tracing Centre has contributed to an enhanced relationship between both the provincial and national centres. The RCMP’s Firearms Reference Table (FRT) remains the data dictionary for the purposes of consistent firearms data collection for the National Firearms Collection Framework. Continued dissemination of the FRT to Law enforcement agencies (7,524 DVD copies of the Canadian version, 1,214 copies of the International version). A web version is now also available online to RCMP personnel, as well as through the Canadian Firearms Program’s secure web services portal for public agents and firearms businesses respectively. The FRT network capable DVD has also been placed on the Canada Revenue Agency national IT system for use by CBSA agents. INTERPOL was provided updated 2010 FRT content for the INTERPOL Firearms Reference Table. INTERPOL was supplied the Firearms Identification for Public Agents course content for use on the INTERPOL firearms web portal. Active participations in the following conferences: Presented at the Organization of American States on Interdiction and Regional Security of Small Arms and Light Weapons, (Buenos Aires, Argentina, August 2010), and Firearms Marking (San Jose, Costa Rica, December 2010). Development of electronic training programs for law enforcement to be delivered via the Canadian Police Knowledge Network in 2010-11: Firearms Identification for Police Agencies training (208 registrants) and Canadian Firearms Registry On-line training (58 registrants). Provision of 173 training sessions conducted with a total of 4,410 law enforcement persons trained in various firearm-related issues. |
Criminal Intelligence Directorate | ICCUF | Ongoing | $1.12 | $ .951 | Criminal intelligence has played an important role in supporting frontline policing by providing actionable intelligence. Their efforts have identified and led to the arrest of suspects involved in firearms crimes. | ||
Canada Border Services Agency | Intelligence and Targeting Operations Directorate | ICCUF | Ongoing | $1.33 | $1.48 | Valuable criminal intelligence was shared in support of firearms crime investigations |
Seizure of non-restricted, restricted and prohibited firearms at various ports of entry across Canada. Development of intelligence on individuals and businesses suspected of being involved in the cross-border movement of illicit firearms. Provision of intelligence support to Canadian law enforcement agencies in matters relating to the trafficking of firearms. |
Total | $10.94 | $13.051 |
Comments on Variances: The variance in planned and actual spending for 2010-11 is due to the purchase of two Integrated Ballistics Identification System TRAX instruments by the RCMP.
Results to be achieved by non-federal partners (if applicable): N/A
Contact information:
C/Supt. Geoffrey Francis
Director, Firearms Investigative and Enforcement Services Directorate
RCMP Canadian Firearms Program
73 Leikin Drive
Ottawa, Ontario K1A OR2
Email: Geoffrey.Francis@rcmp-grc.gc.ca
1 Foregone revenue funds are not allocated to CIC reference levels. Purpose is to obtain a source of funds for the fiscal framework for fees waived and therefore not deposited in the consolidated revenue fund (CRF).
Activity | Target as % (as reported in 2010–11 RPP) | Actual Results as % | Description/Comments |
---|---|---|---|
Training for Procurement and Materiel Management Staff | 95% |
93% |
Efforts are consistently being made to have existing procurement and material management staff and all new staff trained. In order to increase compliance, a new method for tracking employees who require formal green procurement has been adopted. |
Training for Acquisition Cardholders | 100% |
0% |
Acquisition card training materials are in the process of being revised. Once completed, all new acquisition cardholders will receive this training. Due to resource constraints and competing priorities, the expected progress in the area of green procurement training for all new acquisition cardholders during fiscal year 2010-11 was not met. The RCMP’s Procurement and Contracting Branch is currently consulting with Finance branch in order to update the acquisition card training material to include green procurement considerations. The acquisition card training is mandatory and is provided to all new cardholders. |
Performance Evaluations | 100% |
0% | Although environmental considerations were not directly reflected on the performance evaluations and functional heads, managers did achieve their objectives related to formal green procurement training for procurement and materiel management staff, the use of consolidated procurement instruments, and a reduction initiative for specific goods. Efforts are being made for future years to incorporate environmental considerations in the performance evaluations of procurement directors. |
Procurement Processes and Controls | 30% |
In February 2009, the RCMP established a Green Procurement Working Group whose mandate included examining and developing appropriate processes and controls. In fiscal year 2010-11, the main members of the Green Procurement Working Group moved on to other positions and, as a result, the progress being made on some of the groups’ initiatives was stalled. In 2011-12, the working group will be re-established with the goal of implementing initiatives that were previously proposed, as well as moving forward with new ideas to "green" RCMP business. For instance, the RCMP is exploring the possibility of adding additional reporting fields to its integrated financial management system to better track and report on green procurement initiatives. Results achieved to date include:
|
Good/Service | Target as % (as reported in 2010–11 RPP) | Actual Results as % | Description/Comments |
---|---|---|---|
IT Hardware | 50% |
51% |
The RCMP was successful in meeting targets related to the use of green consolidated procurement instruments. For future years, the RCMP is exploring the possibility of adding additional reporting fields to its integrated financial management system to better track and report on green procurement initiatives. |
Office Furniture | 15% | 33% | |
Passenger motor vehicles | 70% | 83% |
Consumable/Asset | Target as % Reduction or # per FTE | Actual Results as % Reduction or # per FTE | Description/Comments |
---|---|---|---|
Percentage of E10 blended fuel purchased by the RCMP |
7% | 7% | The RCMP was successful in reaching its target related to E10 blended fuel purchases. For comparative purposes, the E10 percentage to overall fuel purchased in 2009-10 was 4.5%. Moving forward, the RCMP will focus on procuring hybrid vehicles and/or vehicles with the best in-class fuel efficiency to reduce the total amount of fuel
purchased. |
Name of Internal Audit | Internal Audit Type | Status | Completion Date |
---|---|---|---|
Canada Firearms Centre – Management Control Framework | Operational Assurance Engagement | Completed | May 2010 |
International Peace Operations Benefits | Operational Assurance Engagement | Completed | May 2010 |
Communications | Operational Assurance Engagement | Completed | February 2011 |
Directed Audit of the Sensitive Expenditures – FY 2008-09 | Operational Assurance Engagement | Completed | April 2011 |
Capital Assets (renamed Moveable Assets) | Operational Assurance Engagement | Completed | January 2011 |
Directed Audit of the Sensitive Expenditures – FY 2009-10 | Operational Assurance Engagement | Completed | April 2011 |
2010 Olympic Games Operational Security Financial Expenditures (renamed Major Events Audit) | Operational Assurance Engagement |
Proposal to remove from risk-based audit planning 1. Approved by the Commissioner in June 2011. |
|
Business Continuity Planning (BCP) | Operational Assurance Engagement | In Progress | July 2012 (estimated) |
Directed Audit of Investment Plan | Operational Assurance Engagement | Completed | April 2011 |
Personnel Security | Operational Assurance Engagement | In Progress | October 2011 |
Quality of Human Resources Personnel Data | Operational Assurance Engagement | In Progress | July 2012 (estimated) |
Technological Crime Program | Operational Assurance Engagement | In Progress | January 2012 (estimated) |
Name of Evaluation | Program Activity | Status | Completion Date |
---|---|---|---|
Vancouver 2010 Olympics – Games Security and Public Safety Evaluation |
1.2.7 Major Events | Acceptance/Approval | March 2012 |
G8/G20 Leaders Summits | 1.2.7 Major Events | Reporting | March 2012 |
1.2.3 Economic Integrity | Completed | March 2011 | |
1.2.3 Economic Integrity | Completed | March 2011 | |
1.2.3 Economic Integrity | Completed | March 2010 | |
Field Coaching Program | 6.2.1 Human Resource Management | Pending decision by Departmental Evaluation Committee | March 2012 |
Alberta Health Care – Member Benefits Pilot | 6.2.1 Human Resource Management | Reporting |
Fall 2011 |
National Counterfeit Enforcement Strategy | 1.2.3 Economic Integrity | Approval/Acceptance | Fall 2011 |
Fort McMurray Attraction and Retention Allowance | 6.2.5 Travel & other Administrative Services | Assessment phase | Fall 2011 |
Great Lakes – Marine Security Operations Centre | 1.2.2 Border Integrity (Marine & Ports) | Will start in 2012-13 | March 2013 |
Community Safety Officer Pilot | 1.1.1.1 Provincial/ Territorial Policing | Approval/Acceptance | Fall 2011 |
Project Concept Pilot | 1.2.2 Border Integrity | Reporting | Fall 2011 |
Canadian Policing Arrangement (horizontal) | 2.1.1.1 International Peace Operations | Approval/Acceptance | Fall 2011 |
Aboriginal Shield Program | 1.1.3 Aboriginal Policing | Planning | March 2012 |
Federal Contaminated Sites Action Plan (horizontal) | 4.1.3.1 Real Property | Reporting | March 2012 |
Border Integrity | 1.1 Federal and International Operations | Planned in first year of 5-year plan (2012-13) | March 2013 |
National Security | 1.1 Federal and International Operations | Planned in first year of 5-year plan (2012-13) | March 2013 |
Criminal Intelligence | 3 Quality Policing Support Services | Planned in first year of 5-year plan (2012-13) | March 2013 |
Name of Horizontal Initiative: Security and Public Safety for the 2010 G8 and G20 Summits
Name of Lead Department: Royal Mounted Canadian Police (RCMP)
Lead Department Program Activity: Protective Policing Services 1
Start Date: 2008-09
End Date: 2010-11
Total Departmental Funding Allocation (from start date to end date): $507.4M
Description of the Horizontal Initiative (including funding agreement):
The Royal Canadian Mounted Police is the sole agency with federal policing jurisdiction and has the primary responsibility to ensure the security for any intergovernmental conferences held in Canada.
The RCMP led a multi-organizational, integrated security group known as the 2010 G8-G20 Summits Integrated Security Unit (ISU). The ISU had overall responsibility for coordinating and providing security for both the 2010 Muskoka G8 and the Toronto G20 Summits. A phased approach was used to successfully plan and secure this major event: design, planning and operational readiness activities; Summit operations; and demobilization/debrief.
The overall goal of the ISU was to provide "safe and secure Summits" to the attending Canadian public and visiting Heads of States. This was achieved through an integrated security model and in close collaboration with partners.
Expenditures incurred over three fiscal years for planning and securing the 2010 Muskoka G8 and Toronto G20 Summits totaled approximately $304.3M.
Shared Outcome: Safe and secure Summits
Governance Structure(s):
A Performance Measurement and Evaluation Strategy (PMES) for the 2010 Muskoka G8 and Toronto G20 Summits horizontal initiative was completed as required by Treasury Board Secretariat. The PMES formalized the federal commitment of the RCMP and its federal partners to be accountable for the implementation of this initiative.
The 2010 G8-G20 ISU was comprised of members from the RCMP, the Canadian Forces (CF), the Ontario Provincial Police, the Toronto Police Service and the Peel Regional Police Service. The Division Operations Commander, an RCMP Chief Superintendent, reported to the O Division Commanding Officer, who in turn reported to the Deputy Commissioner of Federal Policing and Central Region, who reported directly to the Commissioner of the RCMP and who, in turn, reported directly to the Minister of Public Safety Canada.
A Federal Security Coordinator (FSC) at the Superintendent level was appointed by the Assistant Commissioner of Protective Policing of the RCMP to assist in guiding the federal aspects of the security planning and operational phases and to act as a liaison to the 2010 G8-G20 ISU and Protective Policing.
The Privy Council Office established the Office of the Coordinator for the G8 and G20 Security to assist in inter-departmental coordination at the strategic level. The Coordinator chaired a horizontal Deputy Ministers Working Group to discuss and make decisions on horizontal issues. The Coordinator reported to the National Security Advisor to the Prime Minister, who in turn reported
directly to the Prime Minister.
The participating departments worked with the RCMP while maintaining their own reporting structures to their respective Ministers.
Performance Highlights:
The Mission Aim “Ensure the Safety and Security of the General Public and Heads of State Attending the G8 and G20 Summits in Canada” of the 2010 G8-G20 Summits Integrated Security Unit (ISU) was achieved.
Utilizing the Treasury Board Risk Management Framework and the RCMP Integrated Risk Management as guidance, the ISU created an Integrated Risk Management Plan and Risk Registry that assisted in identifying risks and mitigation strategies, which in turn led to the success of the G8 and G20 Summits. Significant risks – such as mobilizing RCMP and municipal police agency personnel, accrediting private security and providing bus availability for security personnel – were averted as a result.
Royal Canadian Mounted Police
Program Activity PA1
Department Program Activity | Total Allocation (from Start to End Date) | 2010-11 ($ millions) | |||
---|---|---|---|---|---|
Planned Spending 2 | Actual Spending 3 | Expected Results | Results Achieved | ||
Protective Policing Services | $507,459,000 | $436,542,000 4 | $239,900,000 | a. When a safety or security issue did occur, it did not result in a disruption to the Summits | Safety and Security did occur; plans were successfully implemented, no incidents disrupted the Summits, Internationally Protected Persons (IPP) met and moved as required. |
Total | $507,459,000 | $436,542,000 | $239,900,000 |
Comments on Variances:
The Summits ended with a significant surplus of $205 million (including Employee Benefits and Pension (EBP)). This was due to several factors. The RCMP held a government-wide contingency for the two Summits of $60 million. The Operational Plans used for the budgetary process indicated that we required at peak deployment 7,041 personnel. The actual deployment was 5,575 individuals from within the RCMP and 653 from Other Police Departments (OPDs). Deployed resources provided the bulk of the cost drivers for pay, overtime, meals, accommodation, equipment and transportation. Hotel costs anticipated in Toronto were reduced by the competitive process by approximately $26 million. The cost of radios were also reduced through the competitive process by over $20 million.
Results Achieved by Non-Federal Partners (if applicable): N/A
Contact information:
Superintendent Tim Head
Federal Security Coordinator, G8/G20
Protective Policing, Major Events
Royal Canadian Mounted Police