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ARCHIVED - RPP 2007-2008
Royal Canadian Mounted Police

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Minister's Message

The Government of Canada made a commitment to Canadians to keep our country secure and our communities safe. The Public Safety portfolio plays a central role in meeting this obligation to Canadians. As Minister of Public Safety, I am pleased to provide Parliament with this Report on Plans and Priorities for 2007-2008 that describes our efforts to protect Canadian families and build a stronger, safer and better Canada.

Over the past year, the Government of Canada has taken concrete steps to enhance border security by arming border officers and hiring more people so that no officer will be required to work at the border alone.

We have taken a balanced approach to tackling crime by putting more RCMP officers in our communities, providing more resources to our law-enforcement agencies and promoting crime prevention. At the same time, the Government of Canada has been working to improve the effectiveness of our corrections system, heighten emergency preparedness and enhance our national security infrastructure while remaining vigilant to the threat of terrorism.

In the coming year, we will continue to make Canada a safer place for all. We will continue to tackle crime and safeguard our national security from any terrorist threats. We will continue to defend our borders, prepare for emergencies and take steps to reduce gun and other crime. We will build on our relationships with our friends and neighbours to protect our common interests in security and prosperity, and we will do so in a manner that safeguards the open society that Canadians treasure.

The Report on Plans and Priorities of each of the Portfolio Agencies and the Department lay out the full scope of our plans and key activities that we will pursue in the coming months. Over the past year, I have witnessed both the dedication and discipline of the people who work in the Public Safety Portfolio. I am confident that, with these new plans and priorities, such qualities will continue to define our efforts and that substantive progress will be made in fulfilling our collective mandate to make Canada a safer and more secure country.

The Honourable Stockwell Day, PC, MP 
Minister of Public Safety

Commissioner's Message

The year 2007-2008 will see continued transition for the RCMP. The federal government has committed increased resources to help keep Canada safe, and my focus is on meeting the expectations of Canadians while fulfilling our mandate on all levels.

We are experiencing tremendous growth and have an aggressive recruiting campaign underway which will continue in 2007-2008 and beyond to help us meet the expectations of the federal government, our contract policing partners, our stakeholders and most importantly, all those who call Canada home.

We have learned valuable lessons and, as a continuous learning institution, are adjusting accordingly. We are striving to earn and maintain the trust and respect of Canadians by ensuring ownership, responsibility and accountability at every level. To achieve this, I intend to build on our successes in the use of our proven performance management framework.

Looking Ahead to 2007-2008

The RCMP will continue with the implementation of the Detachment/Unit Performance Planning (DPP/UPP) initiative as an essential element of our overall performance management framework. It is designed to enhance the capacity of individual detachments and work units to plan, evaluate and manage their activities, while streamlining reporting requirements already in place. The DPP/UPP tool will ensure: alignment at all levels of our organization with the RCMP’s national priorities; a consistent application of performance management principles; and consultation/dialogue with the communities we serve.

In 2007-2008 we will continue to implement the recommendations of the O’Connor Commission’s factual inquiry report, with the National Security Criminal Investigations (NSCI) Directorate playing a leading role in this area. Established on October 1, 2006, the Directorate will continue to ensure that all national security investigative resources and functions are aligned and controlled from within a single governance structure.

In Budget 2006, the federal government made a significant investment in the future of policing in Canada and signalled its confidence in the RCMP by committing funding for the refurbishment of the RCMP Training Academy in Regina and for restoring critical operational capacity to its Federal Policing mandate. A great deal of effort is underway to deliver on all of the expectations stemming from those investment decisions.

In concert with this, we will of course continue to place a central focus on our obligations under the many policing services contracts we have with our policing partners across Canada. The strength of our police force is bolstered by the foundation of our many men and women serving in communities from ocean to ocean to ocean.

Finally, we will also continue with the transition of the Canada Firearms Centre (CAFC) into the RCMP. Again in this Report a special chapter has been dedicated to the reporting of the plans and activities under the CAFC.

Responsible Stewardship

I am extremely proud to be the Commissioner during this time in the history of the RCMP. The principles of responsible stewardship – of finances, of our people, and of the public trust – continue to guide us in all that we do. During my tenure, it is my goal to see that the RCMP remains ready to face its current, and any future, challenges. I am confident that in 2007-2008 we will once again deliver excellence in protecting the safety and security of all persons and homes in Canada.

Beverley A. Busson

Management Representation Statement

Report on Plans and Priorities 2007-2008

I submit for tabling in Parliament, the 2007-2008 Report on Plans and Priorities (RPP) for the Royal Canadian Mounted Police.

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

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

Section I: Overview

Summary Information

Reason for Existence

The Royal Canadian Mounted Police (RCMP) is the Canadian national police service and an agency of the Ministry of Public Safety (Public Safety and Emergency Preparedness), entrusted with keeping Canadians safe and secure. 

Building on a rich history of over 130 years of service to Canadians, we have kept pace with change, evolving into a modern police organization that is responsible for enforcing the law and preventing crime in Canada. 

Proud of our traditions and confident in meeting future challenges, we commit to preserve the peace, uphold the law and provide quality service in partnership with the communities we serve. Ultimately, we are accountable to the communities and partners we serve in the use of tax dollars and resources to accomplish our mandate.

Our Mandate

Based on the authority and responsibility assigned under section 18 of the Royal Canadian Mounted Police Act, in its simplest form, our mandate is: to enforce laws, prevent crime, and maintain peace, order and security in Canada and for all Canadians, and to protect Canadian and foreign dignitaries in Canada and abroad. 

Organizationally, this multi-faceted responsibility includes:

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

Financial Resources (total planned spending in millions)


Human Resources (full time equivalents)
 26,629 26,967


*The Planned Spending figures are taken directly from the Main Estimates and include Respendable Revenue (see Section III – Table 1).

Organizational Information

Our Strategic Framework

The RCMP Strategic Framework guides the work of all employees to achieve our goal of safe homes and safe communities. We strive to achieve this goal by contributing to an increase in public safety. Ultimately, all of our organizational activities should enhance the safety, security and well-being of Canadians. The components of the Framework illustrate philosophies and activities that enable us to be successful in meeting this goal.

Our Strategic Framework

Our Vision 

Increasingly, we are being asked to re-evaluate our role as Canada’s national police service. We must explore new options, embrace new partners, and encourage creative approaches as we strive to ensure safe homes and safe communities for Canadians. 

The future belongs to those who think and act creatively, who anticipate change and position themselves to lead it. We are committed to: 

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

In the face of these challenging, uncertain times, the vision for the RCMP is to be recognized throughout the world as an “organization of excellence”.

Our Core Values 

The RCMP is committed to, respects and reinforces Canadian institutions of democracy. In a changing world, values form the foundation for management excellence. We are guided by the following core values: 

  • Accountability 
  • Respect 
  • Professionalism 
  • Honesty 
  • Compassion 
  • Integrity 

The RCMP – as an organization committed to the above mandate, vision and core values – is inherently practising the principles of sustainable development. Enabling and supporting community safety and security, demonstrating efficient decision making and accountability in managing resources, strengthening the organization through capacity building, and integrating sustainable business decisions and planning processes demonstrates the organization’s contribution to a future of social stability, economic prosperity and environmental integrity. 

For more information on our mission, vision and values, visit:

Our Four Pillars –A Foundation for Excellence

Everything that we do to be a strategically-focused organization of excellence rests on our four pillars.

  • Intelligence: We rely upon well-founded intelligence, both for policing functions and for day-to-day management. Intelligence enables our activities to be guided by reliable, critical and timely information from within and outside our organization
  • Values: We hold ourselves to a high standard. We are role models for our communities. Our behaviours and actions must at all times be based on our adherence to our core values: integrity, honesty, professionalism, compassion, respect and accountability
  • Accountability: We are accountable for our decisions and actions. The RCMP’s accountability to its external partners in local communities, to other agencies and other government departments, guides its performance
  • Bridge-building: To achieve our goal of safe homes and safe communities, we must build and maintain strong partnerships with colleagues, partners, government agencies and law enforcement, and most importantly, with the communities we serve

A Commitment to Excellence in Service

We are committed to providing excellence in service to members of communities across Canada and to our partners in Canada and around the world. Everything that we do – our operational activities, our management strategies and our priorities – assists us in delivering on our commitments. 

Our Philosophies – Integrated Policing and Community Policing

Our philosophies of Integrated Policing and Community Policing are critical in ensuring excellence in service and safe homes and safe communities. Our ability to integrate with other organizations with common priorities and goals enables us to maximize our resources, have a greater understanding of our local and international environments and increases our capacity to respond. Simply put, integration makes us more efficient and effective.

The RCMP vision of integration builds upon the Community Policing philosophy, which has been the cornerstone of our operations for many years. Through this philosophy, we proactively work with communities to identify, prioritize and solve problems. Community Policing reflects the philosophy of a partnership between the police and the community where we work together to prevent or resolve problems that affect safe homes and safe communities. Emphasis is placed on crime prevention and enforcement through increased community participation, coordinated problem solving, improved planning and public consultation.

Our Strategic Priorities

Our priorities are carefully selected after rigorous scanning and analysis of the external environment. The selection of priorities allows us to strategically focus on enhancing public safety. Each priority has its own strategy and Balanced Scorecard which articulates the desired outcome and the objectives we must achieve in order to reach our desired outcome. Each priority is championed by a Deputy Commissioner who leads a group, representing the programs responsible for each strategic objective, focused on ensuring the success of the strategy. This group is referred to as the Strategic Priority Working Group. 

In the 2007-2008 fiscal year we will continue to address our strategic priorities of Organized Crime, Terrorism, Youth, Economic Integrity and Aboriginal Communities.

As stated previously, each of our strategies has a strategic “outcome” – a desired end state: 

  • Organized Crime: Reduce the threat and impact of organized crime
  • Terrorism: Reduce the threat of terrorist activity in Canada and abroad
  • Youth: Prevent & reduce youth involvement in crime as victims and offenders
  • Economic Integrity: Contribute to the confidence in Canada’s economic integrity through crime reduction
  • Aboriginal Communities: Contribute to safer and healthier Aboriginal communities

Our Strategic Objectives

The following operational activities form the essence of the way we do police work. 

  • Prevention and Education: Members of the RCMP are involved with a number of programs designed to prevent crime in our communities through both indirect and direct intervention. From school talks to youth initiatives to community plans, the goal of crime prevention programs is to target the root cause of criminal and antisocial behaviours. The reduction of the fear of crime is very much a consideration in our operations
  • Intelligence: We obtain information which we analyze and turn into intelligence. We use this intelligence as the basis for our operational and administrative decisions. This is the essence of the Ops Model philosophy
  • Investigation: We investigate to uncover facts and determine the most appropriate action to take • Enforcement: Enforcement means a continuum of actions designed to ensure public safety including, where applicable, laying charges or applying alternative measures
  • Protection: We provide general protection in cooperation with our partners to help keep Canadians and their communities safe and secure. We provide specific protection for internationally protected people and designated Canadians (Prime Minister, Governor General of Canada, etc.) and their residences/embassies. In addition, we provide air transportation security

Our Management Strategies

RCMP management strategies are adopted to ensure we are successful in meeting our priorities. They also ensure that we are effectively managing our resources and that our efforts are integrated.

  • Stewardship: We will effectively and efficiently manage all resources that have been entrusted to us
  • Human Resources Renewal: We will effectively manage human resources in order to attract, develop and retain the best people to ensure operational readiness
  • Horizontal Management: We will not work in “silos”. We will take a cross-functional approach to ensure we effectively and efficiently manage our resources. We will also benefit from one another’s expertise (e.g., human resources, corporate management and comptrollership and information technology representatives working together)
  • Interoperability: We will ensure that the appropriate information is exchanged between the right people at the right time, with the proper levels of security and safeguards
  • International Cooperation: We support Canada’s foreign policy goals and promote national and international safety and security by maintaining strong global connections and international policing capacity
  • Performance Management: We establish priorities, develop strategies, set targets, track performance and align work activities and processes to achieve organizational goals

Our Management Priorities 2007-2008

Thanks to the ongoing efforts both in operations and in support of operations, we continue to evolve and improve as a police organization of excellence. We will further improve our performance and our ability to respond to those we are sworn to serve by taking action in three significant areas.

  • Human Resources Renewal: In its most recent budget, the federal government announced hundreds of new policing positions; several provincial governments have also significantly increased funding for provincial policing positions. These commitments are a clear reflection of the exceptional work of our dedicated members and employees across Canada. To address increased demand for our services, along with rising retirement rates and tougher competition for qualified candidates, the RCMP is embarking on an aggressive recruiting drive called “Operation Recruit”
  • Accountablity: Parliament and taxpayers expect government programs and services to be delivered in an ethical, open and accountable manner. As Canada’s national police service, we must hold ourselves to an even higher standard; the RCMP must be a model of ethical and responsible management behaviour. As a leader of policing and management excellence, the RCMP must continue to make sound stewardship a part of its culture
  • Performance Management: In September 2006, the RCMP instituted Detachment Performance Plans (DPPs) across the country. The DPP initiative is an essential part of the RCMP’s overall performance management framework, designed to enhance the capacity of individual detachments to plan, evaluate and manage their activities. The DPP will streamline reporting requirements currently in place

Our Management Structure

The RCMP is organized under the authority of the RCMP Act. In accordance with the Act, it is headed by the Commissioner, who, under the general direction of the Minister of Public Safety (Public Safety and Emergency Preparedness), has the control and management of the Force and all matters connected therewith. 

Key components of our management structure include: 

  • Deputy Commissioners Pacific, North West and Atlantic Regions:  To oversee operations in these regions
  • Deputy Commissioner Federal Services and Central Region: To meet our federal policing mandate [includes Federal and International Operations (FIO) and Protective Policing Services] as well as A, C and O Division operations
  • Deputy Commissioner Operations and Integration: To drive horizontal integration in all areas including strategy, performance improvement and operations [includes National Security Criminal Investigations (NCSI), Criminal Intelligence (CI), Operational Readiness and Response Coordination Centre (ORRCC), Strategic Policy and Planning Directorate (SPPD), Integrated Operations Support (IOS) and Community, Contract and Aboriginal Policing Services (CCAPS)]
  • Deputy Commissioner National Police Services: To focus on the provision of frontline operational services and information management to the RCMP and broader law enforcement and criminal justice communities [includes Technical Operations, the Canadian Police College (CPC), Canadian Police Information Centre (CPIC), Criminal Intelligence Service Canada (CISC), Forensic Laboratory Services (FLS), Information & Identification Services (I&IS), the National Child Exploitation Coordination Centre (NCECC), the Chief Information Officer (CIO) Sector, and the Canada Firearms Centre (CAFC). Specific details on the CAFC are included in a special chapter at the end of this report. FLS and I&IS were amalgamated in 2006 to form Forensic Science & Identification Services.]
  • Deputy Commissioner Corporate Management and Comptrollership: To continue to meet standards of accountability, stewardship, results and value-based management, increased transparency and responsiveness, risk management, renewed control systems and sustainable development
  • Deputy Commissioner Human Resources: To develop HR management strategies that maximize human performance and drive organizational success, ensure that HR policies and processes enable operational readiness, and build and sustain a workforce that is committed to excellence in service delivery.

In addition to the Deputy Commissioners, the Ethics and Integrity Advisor, the Director of Legal Services and the Chief Audit Executive (Observer Status) complete the Senior Executive Team.

Management Structure

Where We Are Located

To deliver on our responsibilities, we have over 25,000 employees including Regular and Civilian Members and Public Service employees. We are also fortunate to have over 75,000 volunteers to assist us in our efforts to deliver quality services to the communities we serve across Canada. 

The RCMP is unique in the world since we are a national, federal, provincial and municipal policing body, and as a result, the men and women of the RCMP can be found all across Canada.  

Operating from more than 750 detachments, we provide: daily policing services in over 200 municipalities; provincial or territorial policing services everywhere but Ontario and Quebec; and services to over 600 Aboriginal communities, four international airports, plus numerous smaller ones. 

We are organized into four regions, 14 divisions, National Headquarters in Ottawa and the RCMP’s training facility – or “Depot” – in Regina. Each division is managed by a Commanding Officer and is alphabetically designated. Divisions roughly approximate provincial boundaries with their headquarters located in respective provincial or territorial capitals (except “A”, Ottawa; “C”, Montreal; “E”, Vancouver; and “O”, London).

RCMP Service Locations

Our Operating Environment

Context for Planning

RCMP plans and priorities are not developed in isolation; several key factors are considered. Through our rigorous scanning and analysis of the external environment and our own organization, the following elements have been identified as key influences on our strategic planning cycle for the 2007-2008 fiscal year. 

a) Integrated Policing

b) The Environmental Scan

c) RCMP Business Planning Process

d) Speech from the Throne

e) Budget 2006

f) External Factors

g) Major Events 

By taking these elements into consideration throughout our planning cycle, we are able to identify strategic and management priorities that will allow us to focus on enhancing public safety, sustainable development and the effective and efficient operations of our organization. 

a) Integrated Policing

Integrated Policing continues as the defining philosophy for everything we do as part of our Strategic Framework. It means collaborating with our partners at all levels towards common purposes, shared values and priorities. This globalization of public safety and security is characterized by:

  • Shared strategic priorities – devoting our resources to achieving common goals, with our actions based on the highest standards of transparency and accountability
  • The free flow of intelligence – at all levels; within and between organizations and partners
  • Interoperable systems – enabling “real-time” communications across organizations, borders and nations
  • Seamless service delivery – eliminating fragmentation and duplication
  • A need to leverage economies of scale – maximizing our individual and collective efforts

Last year we reported on five key challenges to achieving increased integration. While we continue to make progress on overcoming these challenges, there is still a lot to be done before we reach our goal of total integration/interoperability. These challenges include:

  • Developing an over-arching framework to focus international integration efforts
  • Addressing the lack of interoperability among police organizations
  • Ramping up our human, technological and infrastructure-related resources to match current and future needs
  • Challenging the culture of our law enforcement and intelligence institutions which may hinder information sharing
  • Building public confidence and understanding in what we do

Integrated Policing

The following graphic captures the various elements of our Integrated Policing philosophy, including our partners and stakeholders, our program activities and our strategic priorities.

Integrated Policing Chart

b) The Environmental Scan

The RCMP conducts robust environmental scanning to identify emerging issues and trends at local, national and global levels. This careful monitoring supports our senior managers in identifying key risks, challenges and opportunities, as part of our priority setting and business planning, to ensure we are appropriately positioned to operate effectively in a continually-evolving environment. In the last Report on Plans and Priorities we outlined the key elements affecting policing, the potential impacts on our organization and areas where we could make a difference. The key elements continue to be:

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

We have moved to preparing Environmental Scans every three years, and to conducting a focused review on a particular area of interest and importance to the RCMP on an annual basis.

c) RCMP Business Planning Process

The RCMP has a structured planning cycle. Using the latest environmental scan as a starting point, priorities are chosen and strategies are developed for those priorities. Using the Balanced Scorecard methodology, strategies are developed and aligned across the organization. Business plans are prepared at the division level and aggregated into program activity plans. In the fall of 2006, in support of the business planning process, Detachment Performance Plans that incorporate best practices in performance management were implemented to reinforce excellence in service in our communities.

All business plans capture: an environmental scan; an identification of risks and mitigation strategies; an identification of unfunded pressures; initiatives aligned with critical objectives emanating from the strategic priorities; an articulation of initiatives in support of a division or program activity strategy; and also a breakdown of all activities according to the Program Activity Architecture. 

The Strategic Policy and Planning Directorate reviews the divisional and program activity plans in order to ensure corporate planning is aligned to operational priorities. Plans presented, which do not support the organizational strategy, are challenged and refined as necessary. 

This year the RCMP is initiating a new approach to the indentification of pressures. Through the identification of activities/projects/initiatives that are unfunded, planners must identify resources that are redirected from other activities/projects/initiatives. Through this process areas which are no longer served as they were originally funded are identified, creating a true picture of a pressure.

The collective pressures are then analyzed and prioritized weighing such factors as public safety, alignment with government priorities, alignment with RCMP priorities value for investment etc. This examination results in a prioritized list of activities for budgetary consideration.

d) Speech from the Throne

In the April 4, 2006, Speech from the Throne, the Government committed to tackling crime as one of its priorities, specifically the threat of gun, gang and drug violence. 

The commitment to tackling crime will greatly impact the RCMP. To this end, the government has committed to propose changes to the Criminal Code to provide tougher sentences for violent and repeat offenders, particularly those involved in weapons-related crimes. It will help prevent crime by putting more police on the street and improving the security of our borders.

In addition, the Government committed to work with the provinces and territories to help communities provide hope and opportunity for our youth, and end the cycle of violence that can lead to broken communities and broken lives.

e) Budget 2006

In keeping with the commitments made in the Speech from the Throne, the Government earmarked significant funding specifically for the purpose of tackling crime.

A summary of the key funding announcements impacting on the RCMP are:

  • $161 million for 1,000 more RCMP officers and federal prosecutors to focus on such law-enforcement priorities as drugs, corruption and border security (including gun smuggling)
  • $37 million for the RCMP to expand its National Training Academy (Depot) to accommodate these new officers and build the capacity to train more officers in the future
  • $20 million for communities to prevent youth crime with a focus on guns, gangs and drugs
  • $15 million over two years to increase the ability of the RCMP to populate the Data Bank with DNA samples from a greater range of convicted offenders 
  • $303 million to implement a border strategy to promote the movement of low-risk trade and travellers within North America while protecting Canadians from security threats
  • $64 million over the next two years for Financial Transactions and Reports Analysis Centre of Canada, the RCMP, CBSA and the Department of Justice to bolster existing capacities to combat money laundering and terrorist financing
  • $9 million over two years for the RCMP to create Integrated Counterfeit Enforcement Team to conduct major counterfeiting investigations in Vancouver, Toronto and Montreal 

f) External Factors Affecting our Operating Environment

Challenges to Law Enforcement 

  • From a policing and national security perspective, the events of September 11, 2001 moved national security issues high on the North American agenda and shaped responses to international threats as the United States and its partners pursued the war on terror. While terrorism remained the most pressing global threat, for billions of people, disease, civil war and natural disasters were, and continue to be, the primary risk to their safety and security
  • Organized crime groups have become increasingly fluid and high tech, posing new and formidable challenges to law enforcement. The transnational and increasingly diffuse nature of threats created stronger international connectivity and coordination. In an uncertain world, these realities will challenge the RCMP as it fulfils its mandate for safe homes and safe communities
  • Changing demographics and increasing expectations for service present ongoing human resource challenges. Recruiting must remain a priority for the RCMP as it is committed to fulfilling its policing obligations
  • While the global focus on tackling crime coupled with advancements in science and technology represent key drivers, specific trends in criminal activity have significant impacts for dedicated areas, which must galvanize resourcing strategies to address these emerging activities. These trends include the rising incidents of identity theft, cybercrime, illicit trade in arms, expanding child pornography markets, exploitation of vulnerabilities in information networks, and increasingly sophisticated tactics used by the criminally inclined
  • Emerging government policies, priorities and legislation, and the growing expectations of both police and the public for increasingly rigorous processing and analysis of forensic evidence represent additional challenges to provide responsive operational support

g) Upcoming Major Events 

  • More and more, the RCMP is being tasked to support Canada’s broader international profile as a leader on the world stage. This includes Canada’s role as a host to other countries in the form of visiting dignitaries and delegations, conferences, meetings and other major public national and international events. For the future, this includes, for example:
    • 2008 Sommet de la Francophonie in Quebec City, Quebec
    • 2008 Papal Visit in Quebec City, Quebec
    • 2010 Olympics and Paralympic Games in Vancouver/Whistler, British Columbia

Alignment of RCMP Outcomes to Government of Canada Outcomes

The RCMP contributes directly to the Government of Canada’s priority on Tackling Crime. The following graphic depicts the alignment of RCMP Strategic Outcomes to the Government of Canada’s Tackling Crime Priority.

Government of Canada Priority

Tackling Crime
RCMP Strategic Outcomes Quality Federal Policing
Quality Contract Policing
Quality Policing Support

More information on RCMP Strategic Outcomes can be found in Section II.