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ARCHIVED - RPP 2007-2008
Royal Canadian Mounted Police


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Section III: Supplementary Information

Financial Tables


Departmental Links to Government of Canada Outcome Access
2007-2008
 

Non-
Budgetary

Loans, 
Investments 
and Advances

Total Main Estimates Adjustments (planned spending not in Main Estimates) Total Planned Spending
($ thousands)
Budgetary
Program Activity Operating Capital

Grants
and
Contributions

Gross Revenue Net
Federal and International Operations
646,951
38,457
0
685,408
(623)
684,785
 0
 684,785
111,020
795,805
Protective Policing Services
106,850
5,534
 0
112,384
(138)
112,246
 0
 112,246
16,670
128,916
Community, Contract and 
Aboriginal Policing
2,151,569
183,467
0
2,335,036
(1,396,972)
938,064
938,064
43,622
981,686
Criminal Intelligence Operations
81,667
3,820
 0
85,497
(69)
85,428
 0 
85,428
6,003
91,431
Technical Policing Operations
167,109
20,130
0
187,239
(242)
186,997
0
186,997
11,599
198,596
Policing Support Services
67,980
2,739
0
70,719
(69)
70,650
 70.650
1,385
72,035
National Police Services
133,087
10,582
386
144,055
(4,673)
139,382
 0
139,382
13,924
153,306
Registration, Licensing and Supporting Infrastructure 3,663   12,450 66,496 0 66,496   66,496 0 66,496
Policy, Regulatory, Communication and Portfolio Integration     250 3,913 0 3,913   3,913 0 3,913
Pensions under the RCMP Pension 
Continuation Act (s)

0
0
23,000
23,000
 0
23,000
0
23,000
0
23,000
To compensate members of the RCMP for injuries received in the 
performance of duties
0
0
 55,821
 55,821
0
 55,821
0
55,821
0
55,821
Payments in the nature of Workers 
Compensation, to survivors of members of the force killed while on duty
0
0
 1,535
 1,535
 0
1,535
0
1,535
0
1,535
Pensions to families of members of 
the RCMP who have lost their lives while on duty
0
0
100
100
0
100
0
 100
0
100
International Association of Chiefs of Police
 0
0
2
 2
0
2
0
2
0
2
RCMP Veterans Association
 0
0
2
 2
0
2
0
2
0
2
Total
3,412,932
264,729
93,546
3,771,207
(1,402,786)
2,368,421
0
2,368,421
204,222
2,572,643

 


Table 1: Departmental Planned Spending and Full Time Equivalents
($ millions)   Forecast
Spending
2006-2007*
Planned
Spending
2007-2008
Planned
Spending
2008-2009
Planned
Spending
2009-2010
Federal and International Operations
592.9
685.4
638.8
631.8
Protective Policing Services
105.1
112.4
112.5
112.2
Community, Contract and Aboriginal Policing
2,083.4
2,334.9
2,321.0
2,312.0
Criminal Intelligence Operations
70.3
85.5
84.5
84.4
Technical Policing Operations
174.2
187.2
181.8
181.3
Policing Support Services
68.5
70.7
70.8
70.7
National Police Services
149.7
144.1
143.2
136.7
Registration,Licensing and Supporting Infrastructure
(0.0)
66.5
75.1
75.1
Policy, Regulatory, Communication and Portfolio Integration
0.0
3.9
5.3
5.3
Pensions under the RCMP Pension Continuation Act(s)
23.0
23.0
23.0
23.0
To compensate members of the RCMP for injuries received in the performance of duties
48.8
55.8
62.2
71.0
Payments in the nature of Workers Compensation, to survivors of members of the force killed while on duty
1.6
1.6
1.6
1.6
Pensions to families of members of the RCMP who have lost their lives while on duty
0.1
0.1
0.1
0.1
Budgetary Main Estimates (gross)
3,317.7
3,771.1
3,720.0
3,705.3
Less: Respendable Revenue
1,240.0
1,402.8
1,422.9
1,419.2
Total Main Estimates
2.077.7
2,368.4
2,297.1
2,286.2
Adjustments:
Federal and International Operations
(1.4)
0.0
0.0
0.0
Protective Policing Services
(0.3)
0.0
0.0
0.0
Community, Contract and Aboriginal Policing
(4.8)
0.0
0.0
0.0
Criminal Intelligence Operations
(0.2)
0.0
0.0
0.0
Technical Policing Operations
(0.5)
0.0
0.0
0.0
Policing Support Services
(0.2)
0.0
0.0
0.0
National Police Services
(0.4)
0.0
0.0
0.0
Supplementary Estimates
Operating budget carryforward
92.5
0.0
0.0
0.0
Transfer from Canada Firearms Centre – For the control and supervision of the Canada Firearms Centre as a result of government restructuring
63.8
0.0
0.0
0.0
Compensation for salary adjustments
52.2
0.0
0.0
0.0
Transfer from the Canadian International Development Agency – Funding for international police peacekeeping and peace operations in countries experiencing or threatened by conflict and in failed or fragile states
36.2
0.0
0.0
0.0
Funding to address shortfalls related to the costs of providing  contract policing services
32.3
0.0
0.0
0.0
Funding for First Nations community policing services
25.7
0.0
0.0
0.0
Capital Carryforward – Funding to complete construction
of a training facility at the Connaught Ranges and to
purchase equipment in support of front line detachment
operations and training programs
14.5
0.0
0.0
0.0

Funding to bolster the combat against the laundering of
proceeds of crime and the financing of terrorist activities
in accordance with the Proceeds of Crime (Money Laundering)
and Terrorist Financing Act

9.9
0.0
0.0
0.0

Reinvestment of revenues from the sale or transfer of real property

2.7
0.0
0.0
0.0

Funding related to the assessment, management and remediation
of federal contaminated sites

2.0
0.0
0.0
0.0

Transfer from National Defence – For public security initiatives

1.4
0.0
0.0
0.0

Public security initiatives – Implementation of initiatives to
enhance passenger rail, urban transit, and ferry security

0.7
0.0
0.0
0.0

Reinvestment of royalties from intellectual property

0.3
0.0
0.0
0.0

Transfer from National Defence – For investments in
search and rescue coordination initiatives across Canada

0.3
0.0
0.0
0.0

Transfer to Western Economic Diversification – For a contribution
to the Mounted Police Heritage Centre

(2.5)
0.0
0.0
0.0

Spending restraint

(3.0)
0.0
0.0
0.0

Long-gun registry reform – net cost to the Government –
A-Base reduction **

(10.0)
0.0
(10.0)
(10.0)

Funding for additional RCMP positions and federal prosecutors
to focus on law enforcement priorities such as drugs,
corruption and border security

18.4
112.3
140.2
164.0

Funding for criminal record checks related to applications for pardons

0.2
0.0
0.0
0.0

Funding to compensate members of the RCMP for injuries
received in the performance of duty

10.0
0.0
0.0
0.0

Funding for First Nations community policing services

1.5
0.0
0.0
0.0
Reprofile of move of National Headquarters to
3000 Merivale Road Ottawa
(29.4)
0.0
0.0
0.0
Reprofile of funding for fit-up of new headquarters at 3000 Merivale road
(0.8)
0.0
0.0
0.0

Transfer from Canada Firearms Centre – For the control
and supervision of the Canada Firearms Centre as a result
of government restructuring

19.9
0.0
0.0
0.0

Transfer to Foreign Affairs and International Trade –
To provide support to Royal Canadian Mounted Police
staff located at missions abroad.

(0.2)
0.0
0.0
0.0

Leasing and fit-up costs accociadet with the move of
headquarters to 3000 Merivale Road, Ottawa

0.0
34.6
0.0
0.0

Internal Audit – transfer from TB Vote 10

0.0
0.8
0.0
0.0

Beyond Powley – Management of Métis Aboriginal Rights

0.0
0.7
0.0
0.0

National Counterfeit Enforcement Strategy

0.0
4.3
3.5
3.5

DNA Data Bank

0.0
10.3
4.7
4.7

UN Convention against corruption

0.0
5.0
5.0
5.0

Long-gun registry reform – net cost to the Government –
Legislative Change

0.0
0.0
(21.0)**
(21.0)**

National Security Policy – Real Time Identification (RTID)

0.0
22.2
25.4
10.2

Strengthening enforcement Budget 2003 – Integrated Market Enforcement Teams (IMET)

0.0
0.0
21.3
21.3

Protection of Children from sexual exploitation on the internet

0.0
0.0
0.0
6.6
Olympics Vancouver – Security
0.0
13.9
27.3
37.8
Budget Announcement: 
Other:
TB Vote 15
0.0 
0.0
0.0
0.0
Total Adjustments
360.0
204.2
196.4
222.1
Total Planned Spending
2,437.7
2,572.6
2,493.5
2,508.2
Less: Non-respendable revenue
75.2
107.5
127.8
127.8
Plus: Cost of services received without charge 
194.6
209.2
205.8
204.0
Net Cost of Program
2,557.1
2,674.3
2,571.5
2,584.5
Full Time Equivalents
25,188.0
26,629.0
26,967.0
26,802.0

*Reflects best forecast of total planned spending to the end of the fiscal year. FTE numbers reflect utilization.
** This reduction is dependent upon passage of Bill C-21 An Act to amend the Criminal Code and Firearms Act.


Table 2: Voted and Statutory Items Listed in Main Estimates
Voted or Statutory Item
($ thousands)
 2007-2008
Estimates
2006-2007
Estimates
45 Operating Expenditures
1,626,438
1,396,661
50 Capital Expenditures 
264,729
261,071
55 Grants and Contributions
70,546 
50,846
(S) Pensions and other employee benefits – Members of the Force 
323,891
290,111
(S) Contributions to employee benefit plans
59,817
 
55,969
(S) Pensions under the Royal Canadian Mounted Police 
Pension Continuation Act
 23,000
23,000
Total Department
2,368,421
2,077,658

 


Table 3: Services Received Without Charge
($ millions)   2007-2008
Accommodations provided by Public Works and Government Services Canada (PWGSC)
60.6
Contribution covering employees' share of insurance premiums and expenditures paid by TBS (excluding revolving funds)
145.2
Worker's compensation coverage provided by Human Resources and 
Social Development Canada
0.5
Salary and associated costs of legal services provided by Justice Canada
3.0

 Total 2007-2008 Services received without charge

209.2

 


Table 4: Summary of Capital Spending by Program Activity

($ millions)

Forecast
Spending
2006-2007
Planned
Spending
2007-2008
Planned
Spending
2008-2009
Planned
Spending
2009-2010
Law Enforcement
Federal and International Operations
44.2
44.1
42.7
43.1
Protective Policing Services
7.3
5.5
5.7
6.1
Community, Contract and
Aboriginal Policing
167.8
183.5
179.0
178.8
Criminal Intelligence Operations
3.9
4.3
 
4.5
4.6
Technical Policing Operations
19.4
20.6
15.5
16.1
Policing Support Services
5.8
2.7
2.8
 
3.0
National Police Services
9.6
10.6
9.8
 
10.0
Total  
258,1
271.3
259.9 
 
261.9

 


Table 5: Sources of Respendable and Non-respendable Revenue

($ millions)

Forecast
Revenue
2006-2007
Planned
Revenue
2007-2008
Planned
Revenue
2008-2009
Planned
Revenue
2009-2010
Respendable Revenue
Services
Federal and International Operations
0.6
0.0
0.0
0.0
Protective Policing Services
0.1
0.0
0.0
0.0
Community, Contract and
Aboriginal Policing
1,235.2
1,394.8
1,415.0
1,411.2
Criminal Intelligence Operations
0.1
0.0
0.0
0.0
Technical Policing Operations
0.2
0.0
0.0
0.0
Policing Support Services
0.1
0.0
0.0
0.0
National Police Services
3.7
4.5
4.5
4.5
 
1,240.0
1,399.3
1,419.5
1,415.7
Service Fees
Federal and International Operations
0.0
0.6
0.6
0.6
Protective Policing Services
0.0
0.1
0.1
0.1
Community, Contract and
Aboriginal Policing
0.0
0.1
0.1
0.1
Criminal Intelligence Operations
0.0
0.1
0.1
0.1
Technical Policing Operations
0.0
0.2
0.2
0.2
Policing Support Services
0.0
0.1
0.1
0.1
National Police Services
3.7
0.2
0.0
0.0
 
3.7
3.5
3.3
3.3
Total Respendable Revenues
1,243.7
1,402.8
1,422.8
1,419.0
Non-respendable Revenue

($ millions)

Forecast
Revenue
2006-2007
Planned
Revenue
2007-2008
Planned
Revenue
2008-2009
Planned
Revenue
2009-2010
Privileges, Licences and Permits
17.6
13.2
33.5
33.5
Refunds of Prior Years' Expenditures
4.0
4.5
4.5
4.5
Return on Investments
0.0
0.1
0.1
0.1
Miscellaneous
4.9
4.5
4.5
4.5
Employee Benefit Plan – recoveries not respendable
65.0
79.0
79.0
79.0
Proceeds from Sales
1.4
1.7
1.7
1.7
Proceeds from Asset Disposal
3.8
4.5
4.5
4.5
Refund of Fees *
(21.5)
0.0
0.0
0.0
Total Non-respendable Revenues
75.2
107.5
127.8
127.8
Total Respendable and Non-respendable Revenue
1,318.9
1,510.3
1,550.6
1,546.8

*This amount relates to the CAFC and represents refunds related to the waiving of prescribed fees associated with firearms licence renewals.


Table 9: Resource Requirements by Branch or Sector

2006-2007

($ millions) Federal and International Operations Protective Policing Services Community, Contract and
Aboriginal Policing
Criminal Intelligence Operations Technical Policing Operations Policing Support Services National Police Services Registration, Licensing and Supporting Infrastructure Policy, Regulatory, Communication and Portfolio Integration Total Planned Spending
Atlantic Region 48.2 2.2 94.5 4.5 9.9 0.7 2.4 0.0 0.0 162.5
Central Region 251.7 17.4 35.8 22.7 37.6 1.1 5.0 0.0 0.0 371.4
North West Region 66.0 3.8 184.1 11.0 18.8 1.2 3.2 0.0 0.0 288.1
Pacific Region 77.2 6.2 161.1 12.2 22.5 0.9 3.1 0.0 0.0 283.2
National Headquarters 352.7 99.3 506.1 41.0 109.8 68.1 139.6 66.5 3.9 1,386.9
Total l 795.8 128.9 981.7 91.4 198.6 72.0 153.3 66.5 3.9 2,492.2

Note: 80.5 million Unallocated Grants and Contributions are not included in the numbers stated above; 204.2 million of approved planned spending items are held at the corporate level until the regional reallocation is decided.


Table 7: User Fees

Name of User Fee

Fee Type Fee Setting Authority Reason for Fee Introduction or Amendment Effective Date of Planned Change To Take Effect Planned Consultation and Review Process
Business Licences Regulatory Firearms Fees Regulations N/A N/A See explanation below
Individual Licences Regulatory Firearms Fees Regulations N/A N/A See explanation below
Registration Certificates Regulatory Firearms Fees Regulations N/A N/A See explanation below
Authorizations Regulatory Firearms Fees Regulations N/A N/A See explanation below
Non-resident Permits Regulatory Firearms Fees Regulations N/A N/A RCMP will work with
CBSA to develop consultation mechanism.

Explanations:
1. Firearms licences are renewable every five years. On May 17, 2006, the Government waived the fee to renew a licence or modify licence privileges until May 17, 2008. As well, the fee to renew a minor's licence has been waived until May 17, 2008.
2. Fees to register firearms were waived by the Federal Government in May 2004.
3. A Non-resident firearms declaration, confirmed by a customs officer, is deemed to be a temporary licence valid for a period up to 60 days.
4. The methodology for planned consultations and review process pertaining to published standards needs to be revaluated following transition of the CAFC into the RCMP.

Table 8: Details on Project Spending

Over the next three years the following projects have or are expected to exceed the RCMP's delegated project authority:

2007-2008

Federal and International Operations

  • IBET – Windsor-Sarnia (DA)

Community, Contract and Aboriginal Policing

  • Saskatchewan – Modernization Telecom System (EPA)
  • Newfoundland and Labrador – Modernization Telecom System (DA) (seeking PPA & EPA)
  • CIIDS Implementation (EPA)

National Police Services

  • Real Time Identification (RTID)

Corporate Infrastructure

  • Northwest Territories – Behchoko, Detachment (pre-PPA)
  • Nunavut – Iqaluit, "V" Division HQ and Detachment (EPA)
  • British Columbia – "E" Division Headquarters (PPA)
  • British Columbia – Golden, Detachment (pre-PPA)
  • British Columbia – Chilliwack, PRTC (pre-PPA)
  • British Columbia – 100 Mile House, Detachment (pre-PPA)
  • Alberta – High Level, Detachment (PPA)
  • Alberta – Grande Cache, Detachment (PPA)
  • Alberta – Fort MacLeod, Detachment (pre-PPA)
  • Alberta – Evansburg, Detachment (PPA)
  • Saskatchewan – Regina Depot, New Mess (PPA)
  • Saskatchewan – Regina, Depot, Electrical Distribution Network (seeking PPA & EPA)
  • Saskatchewan – Regina Depot, Security and Access Centre (seeking PPA)
  • Saskatchewan – Regina Depot, 25 metre Firing Range (PPA)
  • Saskatchewan – Regina Depot, Dorms (pre-PPA)
  • Saskatchewan – Regina Depot, Central Cooling Plant (PPA)
  • Saskatchewan – Regina Depot, Site Drainage (PPA)
  • Saskatchewan – Regina Depot, Centralized Training (pre-PPA)
  • Saskatchewan – Regina Depot, Civil Works Renewal (pre-PPA)
  • Saskatchewan – Regina Depot, Heritage Centre (EPA)
  • Ontario – Toronto West, Detachment (pre-PPA)
  • Ontario – Ottawa, CPC Building C Annex (pre-PPA)
  • Ontario – Ottawa, TPOF Relocation (pre-PPA)
  • Ontario – Ottawa, NCA, Nicholson HQ (seeking PPA)
  • Ontario – Ottawa, New Administration Building (PPA)
  • Ontario – Ottawa, TPOF Armoury Expansion (seeking PPA)
  • New Brunswick – Grand Falls, District Office (PPA)
  • Nova Scotia – "H" Division HQ (PPA)
  • National Criminal Justice Index/N-III Project

2008-2009

Federal and International Operations

  • IBET – Windsor-Sarnia (DA)

Community, Contract and Aboriginal Policing

  • Saskatchewan – Modernization Telecom System (EPA)
  • Newfoundland and Labrador – Modernization Telecom System (DA) (seeking PPA & EPA)
  • CIIDS Implementation (EPA)

National Police Services

  • Real Time Identification (RTID)

Corporate Infrastructure

  • Northwest Territories – Behchoko, Detachment (pre-PPA)
  • Nunavut – Iqaluit, "V" Division HQ and Detachment (EPA)
  • British Columbia – "E" Division Headquarters (PPA)
  • British Columbia – Chilliwack, PRTC (pre-PPA)
  • British Columbia – 100 Mile House, Detachment (pre-PPA)
  • Alberta – High Level, Detachment (PPA)
  • Alberta – Grande Cache, Detachment (PPA)
  • Alberta – Fort MacLeod, Detachment (pre-PPA)
  • Alberta – Evansburg, Detachment (PPA)
  • Saskatchewan – Regina Depot, New Mess (PPA)
  • Saskatchewan – Regina, Depot, Electrical Distribution Network (seeking PPA & EPA)
  • Saskatchewan – Regina Depot, Security and Access Centre (seeking PPA)
  • Saskatchewan – Regina Depot, Dorms (pre-PPA)
  • Saskatchewan – Regina Depot, Central Cooling Plant (PPA)
  • Saskatchewan – Regina Depot, Site Drainage (PPA)
  • Saskatchewan – Regina Depot, Centralized Training (pre-PPA)
  • Saskatchewan – Regina Depot, Post Garage (pre-PPA)
  • Saskatchewan – Regina Depot, C Block (pre-PPA)
  • Saskatchewan – Regina Depot, Civil Works Renewal (pre-PPA)
  • Ontario – Toronto West, Detachment (pre-PPA)
  • Ontario – Ottawa, CPC Building D (pre-PPA)
  • Ontario – Ottawa, CPC Executive Training Centre (pre-PPA)
  • Ontario – Ottawa, CPC Building C Annex (pre-PPA)
  • Ontario – Ottawa, TPOF Relocation (pre-PPA)
  • Ontario – Ottawa, NCA, Nicholson HQ (seeking PPA)
  • Ontario – Ottawa, Outdoor Training Area (seeking PPA)
  • Ontario – Ottawa, TPOF Armoury Expansion (seeking PPA)
  • New Brunswick – Grand Falls, District Office (PPA)
  • Nova Scotia – "H" Division HQ (PPA)
  • National Criminal Justice Index/N-III Project

2009-2010

Community, Contract and Aboriginal Policing

  • Saskatchewan – Modernization Telecom System (EPA)
  • Newfoundland and Labrador – Modernization Telecom System (DA) (seeking PPA & EPA)
  • CIIDS Implementation (EPA)

National Police Services

  • Real Time Identification (RTID)

Corporate Infrastructure

  • Northwest Territories – Behchoko, Detachment (pre-PPA)
  • Nunavut – Iqaluit, "V" Division HQ and Detachment (EPA)
  • British Columbia – "E" Division Headquarters (PPA)
  • British Columbia – Chilliwack, PRTC (pre-PPA)
  • British Columbia – 100 Mile House, Detachment (pre-PPA)
  • Alberta – High Level, Detachment (PPA)
  • Alberta – Fort MacLeod, Detachment (pre-PPA)
  • Alberta – Evansburg, Detachment (PPA)
  • Saskatchewan – Regina, Depot, Electrical Distribution Network (seeking PPA & EPA)
  • Saskatchewan – Regina Depot, Dorms (pre-PPA)
  • Saskatchewan – Regina Depot, Central Cooling Plant (PPA)
  • Saskatchewan – Regina Depot, Site Drainage (PPA)
  • Saskatchewan – Regina Depot, Centralized Training (pre-PPA)
  • Saskatchewan – Regina Depot, Post Garage (pre-PPA)
  • Saskatchewan – Regina Depot, C Block (pre-PPA)
  • Saskatchewan – Regina Depot, Civil Works Renewal (pre-PPA)
  • Ontario – Ottawa, CPC Building D (pre-PPA)
  • Ontario – Ottawa, CPC Executive Training Centre (pre-PPA)
  • Ontario – Ottawa, CPC Site Vistor Interpretation Centre (pre-PPA)
  • Ontario – Ottawa, CPC Scenario Training Facility (pre-PPA)
  • Ontario – Ottawa, CPC Building C Annex (pre-PPA)
  • Ontario – Ottawa, TPOF Relocation (pre-PPA)
  • Ontario – Ottawa, NCA, Nicholson HQ (seeking PPA)
  • Ontario – Ottawa, Outdoor Training Area (seeking PPA)
  • New Brunswick – Grand Falls, District Office (PPA)
  • Nova Scotia – "H" Division HQ (PPA)

For further information on the above-mentioned projects see: www.tbs-sct.gc.ca/est-pre/estime.asp

Table 8: Details on Project Spending
($ millions)
Current Estimated Total Costs
Forecast
Expenditures to March 31, 2007
Planned
Spending
2007-2008
Planned
Spending
2008-2009
Planned
Spending
2009-2010
Future Year Spending Requirements
A. Federal and International Operations
1 Ontario– Windsor-Sarnia IBET (DA)

7.0

0.9

0.0

0.0

0.0

0.0

B. Community, Contract and Aboriginal Policing
1 Saskatchewan – Modernization Telecom System (EPA)

48.0

12.5

1.5

0.8

0.8
0.0
2 Newfoundland and Labrador – Modernization Telecom System (DA) (seeking PPA & EPA)

33.4

1.1
8.2
6.6
7.0
7.3
3 CIIDS Implementation (EPA)

18.0

0.4

0.4
0.0
0.0
0.0
C. National Police Services
1 Real Time Identification (RTID)

130.0

52.1

30.3

35.4

4.4

4.4
D. Corporate Infrastructure
1 North West Territories – Behchoko Detachment (Pre-PPA)
7.1
0.0
0.7
3.6
2.8
0.0
2 Nunavut – Iqaluit – V Division HQ and Detachment (EPA)
31.6
4.7
8.6
12.4
3.9
2.0
3 British Columbia – "E" Division headquarters (PPA)
153.1
1.6
7.4
48.7
56.1
39.3
4 British Columbia – Golden Detchment (Pre-PPA)
4.1
0.6
3.5
0.0
0.0
0.0
5 British Columbia – Chilliwack Detchment (Pre-PPA)
8.4
0.0
2.1
2.1
2.1
2.1
6 British Columbia – 100 Mile House Detchment (Pre-PPA)
4.7
0.3
0.1
1.0
3.3
0.0
7 Alberta – High Level Detachment (PPA)
11.7
0.0
1.4
4.3
6.0
0.0
8 Alberta – Grande Cache Detachment (PPA)
6.8
1.0
3.0
2.8
0.0
0.0
9 Alberta – Fort MacLeod Detachment (Pre-PPA)
4.1
0.0
0.7
3.0
0.4
0.0
10 Alberta – Evansburg Detachment (PPA)
5.4
0.0
0.5
2.3
2.6
0.0
11 Saskatchewan – Regina Depot, New Mess (PPA)
19.4
1.1
9.0
9.3
0.0
0.0
12 Saskatchewan – Regina , Depot, Electrical Distribution Network (seeking PPA & EPA)
16.4
0.6
6.1
5.1
4.6
0.0
13 Saskatchewan – Regina, Depot, Security and Access Centre (seeking PPA)
4.1
0.0
2.0
2.1
0.0
0.0
14 Saskatchewan – Regina, Depot, 25 metre Firing Range (seeking PPA)
6.4
2.8
3.6
0.0
0.0
0.0
15 Saskatchewan – Regina, Depot, Dorms (seeking PPA)
44.2
0.2
1.3
15.1
17.0
10.6
16 Saskatchewan – Regina, Depot, Central Cooling Plant (PPA)
5.8
0.2
1.8
3.2
0.6
0.0
17 Saskatchewan – Regina, Depot, Site Drainage (PPA)
3.3
0.2
1.8
0.2
1.1
0.0
18 Saskatchewan – Regina, Depot, Centralized Training (Pre- PPA)
15.3
0.0
1.0
7.8
6.5
0.0
19 Saskatchewan – Regina, Depot, Post Garage (Pre-PPA)
4.5
0.0
0.0
0.4
4.0
0.1
20 Saskatchewan – Regina, Depot, C-Block (Pre-PPA)
4.4
0.0
0.0
0.5
3.7
0.2
21 Saskatchewan – Regina, Depot, Civil Works Renewal (Pre-PPA)
5.0
1.0
1.0
1.0
1.0
1.0
22 Saskatchewan – Regina, Depot, Heritage Centre (EPA)
5.0
2.5
2.5
0.0
0.0
0.0
23 Ontario – Toronto West Detachment (Pre-PPA)
5.6
0.0
0.2
5.4
0.0
0.0
24 Ontario –Ottawa CPC Building D (Pre-PPA)
5.9
0.0
0.0
0.6
5.3
0.0
25 Ontario – Ottawa CPC Executive Training Centre (Pre-PPA)
5.1
0.0
0.0
0.8
4.3
0.0
26 Ontario – Ottawa CPC Site Visitor Interpretation Centre (Pre-PPA)
7.6
0.0
0.0
0.0
0.7
6.9
27 Ontario – Ottawa CPC New Residence (Pre-PPA)
6.0
0.0
0.0
0.0
0.0
6.0
28 Ontario – Ottawa CPC Scenario Training Facility (Pre-PPA)
4.5
0.0
0.0
0.0
1.5
3.0
29 Ontario Ottawa CPC Building C Annex (Pre-PPA)
4.0
0.0
0.5
1.1
2.4
0.0
30 Ontario Ottawa TPOF Relocation (Pre-PPA)
6.2
0.0
0.4
2.8
3.0
0.0
31 Ontario –Ottawa NCA, Nicholson HQ (seeking PPA)
104.5
3.9
18.5
48.2
22.2
11.7
32 Ontario – Ottawa New Administration Building (PPA)
7.3
1.2
6.1
0.0
0.0
0.0
33 Ontario Ottawa Outdoor Training Area (seeking-PPA)
5.3
0.0
0.0
0.3
2.4
2.6
34 Ontario Ottawa TPOF Armory Expansion (seeking-PPA)
5.1
0.3
0.6
4.2
0.0
0.0
35 New Brunswick Grand Falls, District Office (PPA)
6.7
0.0
0.3
0.5
5.9
0.0
36 Nova Scotia "H" Division Headquarters (PPA)
50.8
2.8
10.3
14.9
16.9
5.9
37 National Criminal Justice Index (NCJI) / N-III Project
25.0
9.9
7.4
6.4
0.0
0.0
Other
Other controlled capital projects between ($400K and $3M)
-
12.0
18.7
17.5
2.9
-

Table 9: Status Report on Major Crown Projects

Over the next three years, the Royal Canadian Mounted Police will be the lead department and will manage the following major Crown projects:

2007-2008

  1. Real Time Identification
  2. Canadian Firearms Information System (CFIS II)

2008-2009

  1. Real Time Identification
  2. Canadian Firearms Information System (CFIS II)

2009-2010

  1. Real Time Identification
  2. Canadian Firearms Information System (CFIS II)

Real Time Identification (RTID)

1. Overview

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.

Following the announcement, a Project Charter was developed and a formal Project Office established under the sponsorship of Information and Identification Services 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.

The Project is being delivered in two major Phases. Phase 1 will modernize the civil clearance process, replace the Automated Fingerprint Identification System (AFIS), and implement a new transaction manager, the NPS NIST Server, permitting agencies to submit their fingerprint information electronically. Phase 1 will be delivered in the Spring of 2007.

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 the Fall of 2008.

2. Lead and Participating Departments

The RCMP is the lead department on RTID. Various levels of governance will ensure the Project is successful and meets the needs of all stakeholders.

The Senior Project Advisory Committee is a senior level committee of RCMP, PSEPC and Central Agency officials that advises the Project Leader on all aspects of the Project as it relates to Government-wide policies, strategic direction and procurement, including the review of the scope through the definition stage and the procurement strategy for the Project.

An RTID Project Steering Committee provides ongoing direction to the Project and includes representatives of key federal government departments and Central Agencies. Oversight of RTID is also linked to existing PSEPC committees, such as the PSEPC Portfolio Interoperability Committee, thus ensuring the Project's horizontal interests and planned contribution to overall public safety are fully realized.

RTID is a major interoperability initiative of interest to all agencies within the PSEPC portfolio. Its progress and success in contributing to long-term interoperability will be monitored by the Heads of Agency Steering Committee through the Portfolio Interoperability Committee.

RTID will be used across Canada and in all jurisdiction levels. Stakeholder involvement is required to ensure that the system is useful for all and does not hinder or contravene regulations for any. This involvement is ensured through the National Police Services Advisory Council and Technical Consultative working groups.

3. Prime Contractors / Major Sub-Contractors

The RCMP is using several procurement vehicles for the RTID Project:

  1. Automated Fingerprint Identification System (AFIS) Vendor: RTID involves the replacement of the existing AFIS with modern AFIS technology. The AFIS vendor, COGENT Systems, selected via a competitive process, is responsible for the delivery, configuration and implementation of a modern AFIS COTS (commercial off-the-shelf) product.
  2. Development work that aligns with the RCMP corporate technical architecture is being carried out in-house. The NPS NIST Server, the heart of RTID, is being developed by a team of RCMP resources and contractors. To supplement the skills of internal resources, or to backfill resources seconded to the Project, RTID uses internal standing offer vehicles to meet any outstanding demand for project management support, systems architecture and engineering support, systems design, systems development, testing, training and implementation. The major contractors are: Veritaaq; NRNS; and Fujitsu.
  3. Systems Integration Company: a component of Phase 2 will most likely be contracted out on a fixed price basis to ensure the successful delivery of the multiple components that make up that Phase.

A Request for Proposal was published in December 2006.

4. Major Milestones

Accomplishments

  • Funding for RTID was announced on April 20, 2004 under the National Security Policy
  • The current procurement approach was approved by the Senior Project Advisory Committee in November 2004
  • On December 13, 2004, the RCMP received Treasury Board approval of its RTID procurement strategy, and Preliminary Project Approval (PPA) at an indicative estimate of $129.8 million to complete development of RTID over five years. The source of funds was identified as follows: $99.8 million from Canada's National Security Policy and $30 million from RCMP funding
  • A Request for Proposal for the AFIS Vendor was issued in January 2005. A contract was awarded to COGENT Systems on October 13, 2005 and work started November 1, 2005
  • On October 3, 2005, Effective Project Approval (EPA) for Phase 1 was awarded to the RTID project
  • RTID Pilot release in production in November 2006.
  • RTID Phase 2 pre qualification RFP was published in December 2006 and closed in January 2007. A Stage 2 RFP bidders' list is being established.

To be delivered

  • Delivery of Phase 1 is planned for Spring 2007
  • Re-engineering of Phase 2 to be finalized in Winter 2007
  • EPA for Phase 2 will be sought in Spring 2007
  • Stage 2 Request for Proposals Phase 2 will be published Spring 2007 and contract award is scheduled for Summer 2007
  • Delivery of Phase 2 is planned for Fall 2008
  • Project closure is on March 31, 2009

5. Progress Report and Explanation of Variances

Phase 1 work is progressing well and is on budget with the first pilot delivery out in November 2006 and the main implementation in the Winter and Spring 2007. The schedule has been re-adjusted to allow for more testing and to break up Phase 1 into 4 separate milestones, thereby increasing the chances of success. These milestones are as follows:

Milestones Date
Pilot release NPS NIST Server November 2006
New AFIS February 2007
Civil Processing Workflows March 2007
Criminal and Latent Processing Workflows May 2007

These adjustments also accommodate the complexity of the business requirements and new infrastructure that is being put in place to support RTID.

Phase 2 re-engineering started in January 2006, as planned. The re-engineering efforts will take six months longer as the processes are being simplified even further than expected and policy changes need to be reviewed in a more in depth fashion. The approach to the releasing of the Request for Proposal has been adjusted to compensate for the lengthier review. The start of Phase 2 development is planned for September 2007.

6. Industrial Benefits

There are no industrial benefits program for the Real Time Identification Project.

Canadian Firearms Information System (CFIS II)

Description

The Canadian Firearms Information System (CFIS I) is a national system designed to support the administration of the Firearms Act and is supported by EDS Canada Inc. based on a maintenance contract. The current system was put into production on December 1, 1998, and is the single repository for licence and registration information for the Firearms Program. Since December 1, 1998, approximately two million licences have been issued and seven million firearms have been registered. CFIS links all elements of the Canadian Firearms Program including the Central Processing Site in Miramichi, New Brunswick. The system interfaces with the Canada Firearms Registry On-line (CFRO), the Firearms Reference Table (FRT) and the Canadian Police Information Centre (CPIC). CFIS II is a new technical solution involving the development and implementation of a software application to replace CFIS I.

Project Phase

In February 2005, Treasury Board (TB) provided Effective Project Approval for a redefined and renewed Canadian Firearms Information System (CFIS II). The remaining development and implementation effort for CFIS II, including a four-month operations normalization period, was designated as a Major Crown Project by TB.

In March 2005, a contract amendment was signed between CAFC and CGI to finalize and implement the redesign of CFIS II application. The original contract, awarded in 2002, was out of date due to a history of significant and unexpected changes that occurred since the project's inception. As part of the amendment, CGI received $85M. The contract is a multi-faceted service delivery arrangement that includes two basic components: first, development and implementation of the new CFIS II followed by a 15 year period of system support, maintenance and enhancement capabilities; and secondly, the delivery and support of IT Utilities including servers, telecommunications link, desktops, a high availability/reliability network, connections to CPIC and other systems, and helpdesk services over the 15 year operating period. CGI was scheduled to receive payment of $15M per year.

Leading and Participating Departments and Agencies
Lead Department: Royal Canadian Mounted Police
Canada Firearms Centre
Contracting Authority: Public Works and Government Services Canada
Participating Departments and Agencies: Canada Border Services Agency

Department of Foreign Affairs and International Trade Canada


Prime and Major Sub-Contractors
Prime Contractor:. CGI Information Systems and Management Consultants Inc
Major Sub-Contractors: Bell; NexInnovations; Aliant; HP

Major Milestones
Major Milestones Date
Effective Project Approval for a redefined Canadian Firearms Information System Redesign granted by Treasury Board February 5, 2005
Contract amendment signed with the service provider March, 2005
Phased deployment of IT infrastructure Started December 2005
Certification and implementation of CFIS II Halted

Progress Report and Explanations of Variances

The existing CFIS I remains stable and is expected to be operational for up to 5 years within present operating conditions. Upgrades have been implemented to its infrastructure and its functionality. The system is interfacing with all of the other systems required to carry out the operations for CAFC and the Firearms Program. A plan has been developed that will see the transition of CFIS components to employee-based operations by the end of two-year period.

Delivery of the CFIS II solution was scheduled for December 2005. Since the signing of the contract amendment, CGI has revised the forecast delivery five times. PWGSC and CGI are currently involved in discussions to determine the next steps. Results of the discussions are expected sometime in 2007-2008.

Industrial Benefits

Not applicable

Table 10: Details on Transfer Payments Programs

Over the next three years, the Royal Canadian Mounted Police will manage the following transfer payment programs in excess of $5 million:

2007-2008

Grants

  1. Pensions under the RCMP Pension Continuation Act
  2. To compensate members of the RCMP for injuries received in the performance of duty

Contributions

  1. Registration, Licensing and Supporting Infrastructure Contributions to the provinces and territories and to aboriginal and/or other communities and organizations (not for profit)

2008-2009

Grants

  1. Pensions under the RCMP Pension Continuation Act
  2. To compensate members of the RCMP for injuries received in the performance of duty

Contributions

  1. Registration, Licensing and Supporting Infrastructure Contributions to the provinces and territories and to aboriginal and/or other communities and organizations (not for profit)

2008-2009

Grants

  1. Pensions under the RCMP Pension Continuation Act
  2. To compensate members of the RCMP for injuries received in the performance of duty

Contributions

  1. Registration, Licensing and Supporting Infrastructure Contributions to the provinces and territories and to aboriginal and/or other communities and organizations (not for profit)

For further information on the above-mentioned transfer payment programs see http://www.tbs-sct.gc.ca/est-pre/estime.asp

Table 10: Details on Transfer Payments Programs

($ millions)

Forecast
Spending
2006-2007
Planned
Spending
2007-2008
Planned
Spending
2008-2009
Planned
Spending
2009-2010
Grants
Corporate Infrastructure
RCMP Veterans Association
1,900
1,900
1,900
1,900
International Association of Chiefs of Police
1,900
1,900
1,900
1,900
Survivors of members killed on duty
1,535,000
1,535,000
1,535,000
1,535,000
Pensions under the RCMP Pension Continuation Act
23,000,000
23,000,000
23,000,000
23,000,000
To compensate members of the RCMP for injuries received in the performance of duty
58,821,000
55,821,000
62,221,000
71,021,000
Pensions to families of members of the RCMP who have lost their lives while on duty
100,000
100,000
100,000
100,000
Total Grants
83,459,800
80,459,800
86,859,800
95,659,800
Contributions
National Police Services
Contributions to non-RCMP Canadian Police Force candidates attending Canadian Police College courses
386,080
386,080
386,080
386,080
Registration, Licensing and Supporting Infrastructure
Contributions to the provinces and territories and to aboriginal and/or other communities and organizations (not for profit)
12,450,000
12,450,000
12,450,000
12,450,000
Policy, Regulatory, Communication and Portfolio Integration
Contributions to the provinces and territories and to aboriginal and/or other communities and organizations (not for profit)
250,000
250,000
250,000
250,000
Total Contributions
13,086,080
13,086,080
13,086,080
13,086,080
Total Grants and Contributions
96,545,880
93,545,880
99,945,880
108,745,880


Table 11: Alternative Service Delivery
Treasury Board Ministers approved the continuation by the Canada Firearms Centre of the Central Processing Site (CPS) operations in Miramichi, New Brunswick, to allow a period of normalized program operations following the implementation of the CFIS II System. The decision to outsource the business operations of the CPS as an Alternative Service Delivery (ASD) will be reconsidered in the 2008-2009 fiscal year.
Name of ASD Initiative Current Status Projected Implementation Date Contact
Canada Firearms Centre – operation of the Central Processing Site (CPS) in Miramichi, New Brunswick Decision to outsource the business operations at CPS has been deferred to 2008-2009 to allow for a period of normalized operations following implementation of CFIS II. To be determined following assessment of options.  

Table 12: Horizontal Initiatives

Over the next three years, the Royal Canadian Mounted Police will be involved in the following horizontal initiatives as the lead partner:

1. Integrated Border Enforcement Teams (IBETs) – Lead

2. Integrated Market Enforcement Teams (IMETs) – Lead

3. Integrated National Security Enforcement Teams (INSET) – Lead

4. Canadian Firearms Program – Lead

Note: According to TBS requirements, the INSET program does not qualify as a Horizontal Initiative, however, the RCMP feels this program is a high priority and warrants inclusion in this report.

Further information on the above-mentioned horizontal initiatives see http://www.tbs-sct.gc.ca/est-pre/estime.asp

Name of Program Integrated Border Enforcement Teams (IBETs)
Lead Department Royal Canadian Mounted Police
Total Allocation $125 M over 5 years
Start Date April 1, 2002
End Date March 31, 2007
Description The mandate of Integrated Border Enforcement Teams (IBETs) is 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.
Shared Outcome(s) There will be enhanced border security coverage and improved international relationships along the shared border, as a result of focusing on improving information-sharing between Canadian and US law enforcement agencies and conducting intelligence-led investigations. Border-related investigations, based on intelligence from all IBET partners, will be more effective, rather than random enforcement activity. Law enforcement interoperability will improve with the development of a technically successful communications system linking multi-agencies that will facilitate joint operations, while addressing health & safety concerns for law enforcement officers along the 49th parallel.
Governance Structure(s) The International Joint Management Team (IJMT), 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) which provides program oversight and direction; regional Joint Management Teams (JMT) for each of the 15 IBET regions that provide joint decision making and direction to the IBET program at a local level; the National Coordination Team (NCT) which is comprised of representatives of the five core partners at the Headquarters level, which 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 Involved in each program

1. RCMP

2. CBSA

Planned
Results for
2006-2007:

RCMP

1. Enhance security along the US/Canada border. 2. Enhance public awareness on border security and cross border crime issues.3. Achieve cross border, secured radio communications 4. Improve relationships and communications with other national enforcement agencies beyond the core IBET partners.

Planned Results for 2006-2007:

CBSA

1. To preserve the integrity of Canada's borders. 2. To protect the health, safety, and security of Canadians from the movement of illegal or dangerous goods and people, and support the Government of Canada with emergency response capabilities as required.3. To effectively collect, analyze, and distribute intelligence regarding threats to national security; screening, targeting, interdiction, and deterrence of inadmissible people and goods 4. To facilitate the removal and detention of persons who have no legal right to remain in Canada, especially those who pose a threat to Canadian society.

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, US Coast Guard 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, which are part of the Department of Homeland Security, are committed to the IBET program in achieving the goals of the Smart Border Accord Plan 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.
Name of Program Integrated Market Enforcement Team (IMET)
Lead Department
Royal Canadian Mounted Police
Total Allocation $120 M
Start Date 2003/2004
End Date 2007/2008
Description Integrated teams of Capital markets specialists focusing on the enforcement of related Criminal Code offences of National or International significance.
Shared Outcome(s) Contribute to the Confidence of Canada's Capital market.
Governance Structure(s) Executive Council RCMP

Federal Partners Involved in each program

1. RCMP

2. DoJ

3. PSEPC

Planned
Results for
2006-2007

Contribute to the Confidence of Canada's Capital market.
Name of Program Integrated National Security Enforcement Teams (INSET)
Lead Department
Royal Canadian Mounted Police
Total Allocation $12,500,400 x 5years = $62,502,000
Start Date October 2001
End Date Ongoing
Description Located in Vancouver, Toronto, Montreal and Ottawa, the INSETs operate in a coordinated effort to detect, prevent, disrupt and investigate terrorist targets and ultimately bring terrorists to justice prior to serious, violent, criminal acts being perpetrated in Canada and/or abroad.
Shared Outcome(s) Enhanced focus on investigations combined with the sharing of information and cooperation with other domestic and foreign law enforcement agencies contribute to the successful disruption of terrorist activities. In support of this outcome, joint training between the RCMP and the other security agencies permit the effective training of personnel dedicated to this area.
Governance Structure(s) The INSETs work in multiple municipal, provincial and federal agencies such as other police forces and security agencies. The INSET program is internally monitored and centrally coordinated by the RMCP National Headquarters as directed by the Ministerial Direction National Security responsibility and Accountability. While s. 6(1) of the Security of Offence Act, mandates the RCMP's primary role in investigating criminal offences in relation to national security matters, the program is subject to an array of accountability and review structures with respect to national security such as the Commission for Public Complaints and the External Review Committee.

Federal Partners Involved in each program

1. RCMP

2. CSIS

3. CBSA

Planned
Results for
2006-2007

To further detect, prevent, disrupt and investigate terrorist targets, bringing terrorists to justice prior to serious violent criminal acts. To continue key activities, such as National Security Enforcement training, ensuring the implementation of an efficient national security program by enhancing investigational effectiveness and improving employee competency. To continue cooperating with domestic and foreign law enforcement agencies in building partnerships aimed at combating terrorism. To expand the collection and sharing of information in order to enhance the INSETs ability to respond to emerging crises pertaining to national security threats.

Note: According to TBS requirements, the INSET program does not qualify as a Horizontal Initiative, however, the RCMP feels this program is a high priority and warrants inclusion in this report.

Horizontal
Initiative

Canadian Firearms Program

Name of Lead Department(s): Royal Canadian Mounted Police (RCMP)
Start Date of the Horizontal Initiative: December 5, 1995 (Royal Assent)
End Date of the Horizontal Initiative: Ongoing
Total Federal Funding Allocation: $1.127 billion from 1995-1996 to 2005-2006 (Total Program - excluding revenues); $85.4 million forecast spending in 2006-2007. Planned spending of $85.2 million in 2007-2008.
Description of the Horizontal Initiative: Reduce firearms tragedies, accidental deaths or injuries and the criminal use of firearms by strengthening controls on firearms.
Shared Outcome(s): Protection of Canadian families and communities.
Governance Structure(s): The RCMP assumed day to day operations of the Canada Firearms Centre (CAFC) and responsibility for delivery and administration of the Firearms Program on May 17, 2006 following the announcement by the Minister of Public Safety. CAFC is now an operational service line under the direction of Deputy Commissioner National Police Services (NPS) which is responsible for many police support programs. CAFC is supported by other departments and agencies in administering the Firearms Act.
Names of Program Corporate Management
Policing and Law Enforcement
Federal Partners
Public Safety and Emergency Preparedness Canada (PSEPC) – The Department
Total Allocation Starting in 2003-2004;
$266 thousand ongoing
Planned Spending for 2007-2008
(in millions)
$266 thousand
Planned
Results for
2007-2008
PSEPC ensures that the Minister, Parliamentarians and senior government officials have the tools and information necessary to carry out their responsibilities with respect to the delivery of the Firearms Program.
Names of Program Canadian Firearms Program
Federal Partners
RCMP – National Weapons Enforcement Support Team (NWEST)
Total Allocation For the period 2000-2001 to 2002-2003 funding for NWEST was included in DOJ/CAFC allocations. Starting in 2003-2004 and concluding at the end of 2004-2005 NWEST's allocation in support of the Firearms Program was appropriated directly to the RCMP.
Planned Spending for 2007-2008
(in millions)
nil
Planned
Results for
2007-2008
NWEST's association with the Firearms program concluded at the end of 2004-2005. Its mandate going forward into 2005-2006 was re-focused to combating the criminal use of firearms.
Names of Program Canadian Firearms Program
Federal Partners Canada Border Services Agency (CBSA)
Total Allocation Direct costs are recovered annually from CAFC.
Planned Spending for 2007-2008
(in millions)
$1.7 million
Planned
Results for
2007-2008
CBSA is responsible for confirming non-resident firearm declarations, collecting non-resident temporary licence fees, and ensuring that residents who import a firearm into Canada have the appropriate possession licence and a valid registration certificate.
CBSA will process 80,000 non-resident confirmations, 6,000 licence verifications, and 110,000 personal firearm importations.
Names of Program Accommodations related to convictions of firearms offences
Federal Partners Correctional Service Canada (CSC)
Total Allocation Between 1995-1996 to March 2002: $5 million in capital costs allocated to CSC.
Annual projections included in CSC's National Capital Accommodation and Operations Plan (NCAOP): 2002-2003, $7.5 million; 2003-2004 and 2004-2005: $7.5 million; starting in 2005-2006, $8.1 million anticipated annually.
Planned Spending for 2007-2008
(in millions)
NCAOP planning assumption: $8.1 million
Planned
Results for
2007-2008
CSC continues to anticipate a requirement to accommodate (e.g. housing, provision of health care, food, clothing) the equivalent of approximately 275 bed-years related to convictions of firearms offences under the Criminal Code in their NCAOP. CSC however, does not identify and track the type and number of offenders nor the exact number of bed days used that are linked to the application of firearms legislation. The planned spending assumption included in the amount for NCAOP is $8.1 throughout the planning period of the RPP.
Names of Program Quality Conditional release decisions
Federal Partners National Parole Board (NPB)
Total Allocation From 1999-2000 to 2003-2004, NPB annual funding rose gradually from $437 thousand to $842 thousand, reflecting workload pressures. Starting with 2004-2005 and future years NPB planned allocation will amount to $0.9 million annually.
Planned Spending for 2007-2008
(in millions)
$0.9 million
Planned
Results for
2007-2008
Planned spending requirements are related to changes in the Criminal Code as a result of the Firearms Program which provided longer sentences for offenders with firearms convictions and which were expected to generate additional conditional release reviews. Separate funding allocations were provided to NPB to specifically address workload pressures as a result of legislative change. NPB anticipates to complete 1,400 reviews involving offenders with firearms convictions in 2007-2008, under existing legislative provisions.
Names of Program Canadian Firearms Program
Federal Partners
Department of Justice (DOJ)
Total Allocation Starting in 2004-2005, direct costs for IT support, Senior Counsel and legal services were recovered from CAFC.
Planned Spending for 2007-2008
(in millions)
$0.8 million for Senior Counsel and Legal services
Planned
Results for
2007-2008
DOJ provides legal advice, drafting and litigation services to the CAFC. Responsibility for the Criminal Code, including Part III (Firearms and Other Weapons), rests with the Minister of Justice. Starting with 2007-2008, infrastructure support will no longer be required from DOJ as CAFC will be transitioned to the RCMP IM/IT infrastructure mainframes.
Names of Program Canadian Firearms Program
Federal Partners
Department of Foreign Affairs and International Trade
Total Allocation One half of an FTE is directed to this activity
Planned Spending for 2007-2008
(in millions)
$45 thousand
Planned
Results for
2007-2008
DFAIT issues the permits required to export and import firearms under the Export and Import Permits Act.
Names of Program Canadian Firearms Program
Federal Partners
Public Works & Government Services Canada (PWGSC)
Total Allocation Allocation based on accommodation policy and negotiated amounts for on-site project team
Planned Spending for 2007-2008
(in millions)
$2.7 million for accommodation levy

$0.1 million for project team

Planned
Results for
2007-2008
PWGSC administers the accommodation envelope on behalf of the Federal Government. The accommodation levy is held by central agencies for PWGSC for payment of leases, etc.CAFC's current levy of $2.7M was established in 2005-2006 at the time that TB approved ongoing reference levels for CAFC. Going forward, CAFC's levy will form part of the accommodation levy of the RCMP. A notional amount will be determined for the CAFC and reported in parliamentary reports. As well, PWGSC maintains an on-site project team to assist in contractual matters. The Project team is depended upon future decision of CFIS II.
Names of Program Canadian Firearms Program
Federal Partners
Office of the Information Commissioner (OIC)
Total Allocation Internal allocation
Planned Spending for 2007-2008
(in millions)
$54 thousand
Planned
Results for
2007-2008
Investigation of complaints from Access to Information requesters seeking information concerning the Firearms Program. OIC anticipates utilization of 600 hours annually to investigate these complaints.
Names of Program Canadian Firearms Program
Federal Partners
Office of the Privacy Commissioner (OPC)
Total Allocation  
Planned Spending for 2007-2008
(in millions)
$0.0
Planned
Results for
2007-2008
Investigation of complaints associated with the Firearms Program. OPC is not anticipating complaints over this planning period.
Names of Program Canadian Firearms Program
Federal Partners
Treasury Board Secretariat (TBS)
Total Allocation Allocation is based on direction provided by TBS in annual reporting guidelines (for 2007-08 departments are to use 7% of salary base).
Planned Spending for 2007-2008
(in millions)
$1.5 million
Planned
Results for
2007-2008
Contributions covering the Government's share of employees' insurance premiums and expenditures such as the Public Service Health Plan and the Public Service Dental Plan. This contribution is separate from Employee Benefits Plan calculations that are reported in the Public Accounts of Canada by Departments.

Results to be Achieved by Non-federal Partners:

CAFC has developed service delivery models with the provinces for delivery of program activities within their jurisdiction. Funding priorities and activities will focus on the delivery and administration of the Firearms Act and the associated Canadian Firearms Program.

The delivery of the Program includes, but is not limited to, the following activities:

  • Issuance, renewal and revocation of firearms licences
  • Approval of certain transfers of firearms
  • Issuance of Authorizations to Transport and Authorizations to Carry
  • Inspection of firearm-related businesses
  • Approval of shooting ranges
  • Safety education and training

Further information on the above-mentioned horizontal initiatives see http://www.tbs-sct.gc.ca/est-pre/estime.asp


Table 13: Sustainable Development Strategy
Safe Homes Sustainable Communities (2007-2009)
Royal Canadian Mounted Police 4th Sustainable Development Strategy

Sustainable development is inherent in the very nature of Royal Canadian Mounted Police (RCMP) operations, where for over 130 years, our relationship with Canadians has focused on supporting and nurturing the long-term health, wellness and public safety of the communities we serve. By ensuring we have safe neighbourhoods and homes to live in and by maintaining peace and order for everyone, there is greater opportunity for individuals to demonstrate compassion and respect for the environment and the people they depend upon.

By balancing 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. With performance plans established under three key priorities of Sustainable Communities, Corporate Governance and Environmental Stewardship, RCMP's 4th sustainable development strategy, Safe Homes – Sustainable Communities (2007-2009) continues to focus on enhancing our policing operations by adding a new dimension to the immeasurable value that our officers bring to the lives of individuals and their families everyday.

Sustainable Development Priority 1 – Sustainable Communities
Goal: 1.0 Healthier and Safer Communities
Objective: 1.1 The RCMP plays an active role in sustainable communities
Targets – Short-term Outcomes Indicators – Performance Measures
1A. Community Partnerships
Federal SD Goal V – Sustainable Communities
1.1.1 Effective partnerships with communities supporting sustainable development are increasing annually RCMP Volunteerism
Total volunteers/annum (#), Total volunteer hours/ annum (hrs)
1B. Aboriginal Communities
Federal SD Goal V – Sustainable Communities
 
1.1.2 Capacity to provide culturally sensitive police services is increasing annually Degree of Aboriginal Perceptions Training among regular members
Total members (#), Total members completed aboriginal perceptions training (#)
1C. Youth
Federal SD Goal V – Sustainable Communities
1.1.3 Capacity to provide specialized policing services focused on Youth is increasing annually

RCMP members designated as Youth Officers
Total RCMP Youth officers (#)


 

Sustainable Development Priority 2 – Corporate Governance
Goal: 2.0 Sustainable development is a way of doing business for Organizations of Excellence
Objective: 2.1 Value of sustainable development is demonstrated to the RCMP, its clients and partners and supports intelligence led decision-making
Targets – Short-term Outcomes Indicators – Performance Measures
2A. Environmental Mgmt Systems
Federal SD Goal VI – Governance for Sustainable Development
2.1.1 Management Systems to effectively address environmental regulatory obligations, government policy requirements and public expectations are in-place by 2010 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 (#)
2B. Sustainable Business Practices
Federal SD Goal VI – Governance for Sustainable Development
2.1.2 Integration of Sustainable Development Principles into RCMP Business Practices is increasing annually 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 (#) 
2C Green Procurement
Federal SD Goal VI – Governance for Sustainable Development
2.1.3 Integration of Green Procurement into RCMP's way of doing business is increasing annually

Materiel managers and procurement personnel with green procurement training
Total materiel managers and procurement personnel (#); Total materiel managers and procurement personnel with green procurement training (#) 
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 SD Goal VI – Governance for Sustainable Development 
2.1.4 Integration of sustainable development into training and development for RCMP employees is increasing annually

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 (#)

2.1.5 Increased support and participation for interdepartmental initiatives and programs for sustainable development

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 (#)

2E. Communications
Federal SD Goal VI – Governance for Sustainable Development
2.1.6 Communications for RCMP sustainable development program are improving Sustainable Development communications initiatives developed and delivered to RCMP employees
Total communications initiatives developed (#); 
Total initiatives delivered (#)

 


Sustainable Development Priority 3 – Environmental Stewardship
Goal: 3.0 RCMP physical operations support long-term conservation, protection and restoration of our natural resource systems
Objective: 3.1 Environmental considerations are integrated into life cycle management of RCMP asset and fleet operations
Targets – Short-term Outcomes Indicators – Performance Measures
3A. Green Building Design & Energy
Federal SD Goal III – Reduce Greenhouse Gas Emissions 
3.1.1 Through awareness, education and policy integration, environmental and energy design ratings of RCMP portfolio are improving Buildings constructed with green considerations
Total new buildings constructed (#); 
Total new buildings constructed with green considerations or objectives (#)
3.1.2 GHG emissions per facility square meter is decreasing annually GHG emissions per annum
Measures as per existing GHG calculations
3B. Contaminated Sites
Federal SD Goal I, IV – Clean Water, Sustainable Use of Natural Resources
3.1.3 Financial liability (as defined by TB) of known contaminated sites and unknown risk of RCMP portfolio reduced annually Financial liability of RCMP portfolio within Treasury Board Federal Contaminated Sites Action Plan (FCSAP) Program
Financial liability of RCMP portfolio within TB FCSAP program ($) 
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
sub-target 2: 100% of non-reportable tanks by 2009
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
3.1.4 Potable Water systems managed in accordance with RCMP policy is increasing 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 (#)
3D. Hazardous Materials
Federal SD Goal II – Clean Air
3.1.5 Capacity to manage hazardous building materials and hazardous waste is increasing annually Management/abatement plans in-place for buildings with confirmed hazardous materials
Total plans developed (#); 
Total buildings with confirmed hazardous materials (#) 

Facilities with confirmed halocarbon inventories
Total RCMP sites (#); 
Total sites with confirmed inventories (#)
3E. Fleet Management
Federal SD Goal II, III – Clean Air, Reduce Greenhouse Gas Emissions 
3.1.6 Operational strategies for mitigating environmental impacts of RCMP fleet improved by 2010  Ethanol blended fuel purchased for RCMP fleet
Total E10 fuel purchased (L); 
Total vehicle fuel purchased (L)
3.1.7 Reduce GHG emissions per vehicle kilometre from RMCP fleet by 2010 GHG emissions per vehicle kilometre.
Total GHG emissions for RCMP fleet (CO2-eq); 
Total fleet kilometres (km)
Objective: 3.2 Environmental considerations are integrated into life cycle of RCMP policing operations
3F. Policing Operations
Federal SD Goal IV – Sustainable Use of Natural Resources
3.2.1 Capacity for providing ongoing support to operations to integrate environmental considerations into policing initiatives is improving Degree of response to operational calls for service
Total calls for service (#); 
Total SD responses or follow-up action (#)

 


Table 14: Internal Audits and Evaluations

Name of Internal Audits or Evaluations

Audit Type / Evaluation Type Status Estimated
Completion Date
Electronic link to Report
Technical Departmental Security Assurance Engagement Ongoing  March 2007 N/A
Pension Plan Financial Statements Assurance Engagement Ongoing  March 2007 N/A
National Security Operations – 
Criminal Intelligence Management Framework 
Assurance Engagement Ongoing  March 2007 N/A
Real Time Identification (RTID)  Assurance Engagement Ongoing March 2009  N/A
Canadian Air Carrier Protection Program Assurance Engagement Ongoing  June 2007  N/A
Recruiting  Assurance Engagement Planned  December 2007 N/A
PRIME BC  Assurance Engagement Ongoing December 2007 N/A
TEAM  Assurance Engagement Ongoing  June 2007  N/A
Follow Up Audit on OCC review 
conducted in 2000
Assurance Engagement Planned  December 2007 N/A
Staff Relations Representative Program Assurance Engagement  Planned December 2007 N/A
Health Benefit Program  Assurance Engagement Ongoing September 2007 N/A
Canada Firearm Centre – Financial Statements Assurance Engagement Ongoing  March 2007 N/A
Canada Firearm Centre – Management Control Framework  Assurance Engagement Planned  September 2007 N/A
Aboriginal Policing Services – Contract Divisions Formative Evaluation Ongoing  May 2007  N/A
Peacekeeping Re-Entry Program  Formative Evaluation  Ongoing June 2007  N/A
Integrated National Security Enforcement Teams 
(INSET)
 Summative Evaluation Ongoing  August 2007 N/A
Source Development Units (SDU) Summative Evaluation Ongoing August 2007 N/A
Public Safety and Anti-Terrorism Initiatives Strategic Evaluation Planned August 2007 N/A
Canada Firearms Centre – Opt In Provinces Formative Evaluation Ongoing  December 2007 N/A
Citizenship Inventory Formative Evaluation  Planned  December 2007 N/A
Canada's Drug Strategy – Drug Awareness  Formative Evaluation  Planned March 2008 N/A
Canada's Drug Strategy – Enforcement  Formative Evaluation Planned March 2008 N/A
Recruitment Formative Evaluation  Planned  March 2008 N/A
Aboriginal Policing – Federal Divisions and the North  Formative Evaluation  Planned December 2008 N/A
Community Safety Officer Pilot Formative Evaluation Planned December 2008 N/A
2010 Olympics  Formative Evaluation Planned  December 2008 N/A
National Counterfeit Enforcement Strategy Formative Evaluation  Planned December 2008 N/A