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Corporate Management and Comptrollership (CM&C)
As the RCMP’s functional authority for finance and assets and procurement, CM&C provides a framework of policies, procedures, systems and services to help ensure accountability for financial and assets resources entrusted to managers across the RCMP.
In 2006-2007, there was a continued emphasis across government on ethics and values, and on transparency, openness, accountability and sound stewardship of resources.
The passage of the Federal Accountability Act on December 12, 2006, together with the introduction of the corresponding Action Plan, impacts all departments and agencies including the RCMP. In addition, the comprehensive review and further strengthening of the TB Financial Management Policy Framework as well as the TB Assets and Acquired Services policy suite provide central direction for enhanced stewardship and control of resources.
Progress Made in 2006-2007
CM&C made significant progress in 2006-2007 in a number of major areas:
A key element of the governance structure of the RCMP includes the provision of strategic, high quality and professional internal audit; program evaluation; and management review (MR). Quality assurance (QA); the development/implementation of policies, standards, tools and procedures; and annual and long-term risk-based audit/evaluation plans also serve to support government-wide and Force priorities.
Progress Made in 2006-2007
The RCMP internal audit function has been cited as “Strong” by TBS in its annual MAF Assessment of the RCMP. In 2006-2007, Internal Audit continued to provide assurance services on risk management, control and governance processes consistent with the International Standards for the Practice of Internal Audit.
Internal Audit has also been developing strategies and plans to address the requirements of the TB Policy on Internal Audit that came into effect on April 1, 2006; this policy must be fully implemented by April 1, 2009. Key accomplishments in 2006-2007 include:
The RCMP also participated in TB’s first horizontal audit as part of a pilot project for future cross-government audits.
In June 2006, an updated Risk-Based Evaluation Plan was approved by the RCMP Audit and Evaluation Committee and focused on those evaluations required to fulfill TB funding decisions. While the Evaluation Directorate remains in a nascent stage of development with three full-time personnel, undertaking these evaluations and implementing the Plan was the priority of the Evaluation Directorate in 2006-2007.
In 2006-2007, the Evaluation Directorate initiated and completed evaluations on the National Port Enforcement Teams; Marine Intervention Training; Pension Plan Administration Outsourcing; and Integrated Border Enforcement Teams (IBET). The Directorate also participated in the Public Safety’s (PS) evaluations of the Measures to Combat Organized Crime; First Nations Organized Crime Initiative; Integrated Market Enforcement Teams (IMET); Chemical, Biological Radiological and Nuclear (CBRN) Response Training; Health Canada’s (HC) evaluation of the Canada Drug Strategy; and Alberta’s review of the Provincial Policing Services Agreement with the RCMP.
Numerous other evaluations began in 2006-2007 and are ongoing in 2007-2008 including the Community Safety Officer pilots; Integrated National Security Enforcement Teams; Shiprider II; Marine Security Enforcement Teams; the Canada Firearms Centre; and Drug Awareness Programming.
The Evaluation Directorate will continue to provide independent and objective evaluation services to the RCMP that are consistent with TB’s Standards on Evaluation.
An effective Management Review Program is in place in the RCMP to ensure responsible programs and services in addition to our corporate internal audit and evaluation services. We have updated our MR/QA program and tools to include IRM principles and four Regional Review Services are in place to promote effective program implementation.
The QA process has been incorporated into the Annual Performance Plan (APP). QA and APP share common risk identification and processes, and the integration ensures that Detachment and Unit Commanders as well as administrative managers use one master document to manage when considering their planning and monitoring activities.
SPPD performs work instrumental in supporting the strategic operations of the RCMP through trends-analysis, performance management and enhancement of “good management practices” such as robust planning. The Directorate conducts research to assist senior management in establishing the strategic direction of the organization, as well as in developing, adopting and facilitating management strategies to ensure that the RCMP remains a strategy-focused organization of excellence. SPPD also performs critical outreach and forecasting functions: strengthening partnerships; improving response to inter-governmental consultation and engagement and bridge-building with clients, partners and stakeholders; ensuring RCMP direction is aligned with broader government priorities; and identifying emerging trends, strategic considerations and policies that may impact on the RCMP.
Progress Made in 2006-2007
Risk management is part of the planning process, as it enables the RCMP to gauge the potential impact of events or issues on the organization that could impact the achievement of our goals.
SPPD, through its newly established IRM Unit, continues to develop and implement a robust IRM regime. The unit also provides secretariat support for the IRM Committee.
In June 2006, it was decided that the reporting format for all presentations to the RCMP’s Senior Executive Committee, Regional Executive Committee and Divisional Executive Committee must include explanations of the key risks associated with the issue in question and the significant risks related to the proposed options.
At the foundation of the IRM strategy is a desire by senior management to foster a risk-savvy culture in the RCMP. Some notable examples of risk management education and awareness sessions that were conducted in 2006 include:
Planned Improvements
Formal risk considerations were first incorporated into division, business and service line business plans in 2005 for fiscal year 2006-2007 and were refined in 2006 for the 2007-2008 business plans. The risk component of the business plans requires the completion of a Key Risk Summary for the top ten risks with links to the RCMP Strategic Priorities and/or corporate objectives as well as the mitigation strategies.
The RCMP created a National PSAT Coordinator position within SPPD to monitor the larger PSAT envelope for all initiatives. The Coordinator works with the PSAT initiative managers to ensure policy and governance issues are enforced, and to assist managers with the identification of funds and program alignment. The RCMP reports to TBS through the Annual PSAT Reporting Process overseen by the PSAT Coordinator.
Planned Improvements
Every three years, we conduct a comprehensive Environmental Scan highlighting the macro-level trends, both international and domestic, shaping our operating environment. The information is categorized along seven key dimensions: demographics, society, economy, politics and governance, science and technology, environment and public safety and security. In each of the intervening years between comprehensive Environmental Scans, we produce a modified scan on an emerging area of importance to the RCMP and its partners.
In 2006, a feature focus was produced on the issue of youth gangs and guns that highlighted key trends domestically and throughout the Americas. The latest Environmental Scan was produced in February 2007. Both documents are available via the RCMP website at www.rcmp-grc.gc.ca.
Surveys are conducted annually in an effort to capture baseline opinion data regarding our performance. Questions predominantly focus on general satisfaction areas; for example: our role in safe homes and safe communities; quality of service; professionalism; sensitivity; community involvement; visibility; value of partnerships; and communication.
Taken together, some common messages emerge from the various core survey results:
In 2006, improvements were observed in the area of working relationships and quality of service to the First Nations, Métis and Inuit clients (clients of Contract Policing).
Planned Improvements
In 2007-2008, the RCMP Survey Centre will act as a “clearing house” for all surveying. The policy on surveys will be published. This new policy will require that those planning to conduct a survey consult with the Survey Centre.
The Consultation and Engagement Strategy is part of an overarching framework to connect the RCMP to its broader environment and to build organizational capacity for new thinking through partnerships. This strategy is designed to develop and implement a continuous strategic consultation and engagement (network management) process that will integrate with and run parallel to the work of the organization.
In order to create a climate in which police, government and stakeholders can engage in decision making and information-sharing opportunities towards common goals and objectives, the initial implementation of this Strategy focused on evaluating:
To date, four broad themes have been established as core activities:
Currently, SPPD is leading the development of a Secondment Network for officer level Regular and Civilian Members who are seconded from the RCMP to other government departments/agencies.
Specifically, RCMP Human Resources is working with SPPD to ensure that RCMP secondments are aligned and support RCMP strategic priorities. SPPD has developed a strategic secondment assessment guide, one of a series of factors assisting in the review of the proposed secondment. Furthermore, as part of ongoing efforts to enhance the strategic value of RCMP secondments and encourage dialogue with secondees, SPPD has implemented a Consultation and Engagement Strategic Reporting Template. This template allows SPPD to build an inventory of the work undertaken by RCMP secondees over a number of years to help ensure the best use of the corporate knowledge and expertise gained through these opportunities.
Planned Improvements
In 2007-2008, SPPD will work with Public Safety and other portfolio partners to identify and support key policy issues. In addition, the Directorate will outreach with RCMP policy centres and divisions on the Memorandum to Cabinet (MC) process and develop and implement a new MC database.
In Fall 2006, the RCMP implemented Annual Performance Plans (APP) across the organization. Plans were developed at every detachment and specifically identified operational units for the
2007-2008 fiscal year. The APPs address issues particular to the unit creating the plan and are aligned to the strategic priorities of the RCMP. The tool ensures a consistent application of performance management principles throughout the RCMP. The plans include environmental scans; community consultation; a “risk” model; quality assurance exercise; and accountability mechanisms. The
APPs will provide vital information to various levels of management to support strategic decision making.
Planned Improvements
In 2007-2008, the policy for business planning in the RCMP will be published. To complement the policy, SPPD, in cooperation with RCMP Learning and Development, will produce a Planner’s Guide and launch an awareness and educational program for RCMP planners and other employees.
Several key factors continue to impact on the Information Management/Information Technology (IM/IT) community:
The RCMP’s success in furthering intelligence-led and integrated policing relies greatly on information systems and technology to facilitate the collection and management of information, the creation of intelligence, and a coordinated cooperative exchange among partners. As a key member of the federal justice community, the RCMP plays an important role in ensuring that existing and planned IM/IT systems are compatible and consistent within the larger criminal justice system. Our goal is to leverage common IM/IT investments to achieve the following benefits for all partners:
Progress Made in 2006-2007
The IT Program is a critical enabler of the RCMP’s integrated policing approach. Many of the IM/IT networks and systems provided and maintained by the Chief Information Officer (CIO) Sector are used by the broader Canadian law enforcement community:
The RCMP is among the Capital Budgeting Government pilot departments. For the CIO Sector, this translates into the ability to use capital funding from previous years.
The HR Sector of the RCMP is committed to furthering its vision of enabling operational readiness. This requires us to continue to attract, develop, retain and effectively support the people who can ensure the RCMP delivers on its commitments and its strategic priorities. The Sector faces a number of challenges in achieving this, including the growing demands for police services, the increasing number of retirements, as well as increased competition for labour and specialized skills. In 2006-2007, HR made significant progress in addressing these challenges. The following provides information on our key achievements in a number of areas.
Progress Made in 2006-2007
Achievements of the National Recruiting Strategy in 2006/07 included:
To improve Civilian Member recruitment, the RCMP website has been enhanced to provide realistic occupation previews and leverage current on-line application technology used by the Government for job opportunity bulletins. These improvements have streamlined the application process and created a user friendly employment website for potential external Civilian Member applicants.
Depot is a national police training centre recognized worldwide as a police training institution of excellence. Its primary mandate is to deliver cadet training and its secondary mandate is to deliver and coordinate specialized training programs.
Depot’s capacity has become a major inhibitor to the RCMP’s ability to field the number of police officers required to fulfill its mandate. As a result of physical limitations in the number of available beds, limited capacity in the firearms training and physical education facilities, coupled with other inhibitors related to limited investment in a sustainable ever-greening refurbishment strategy for many years, Depot has a finite capacity to train new recruits.
To accommodate an increase in cadets for 2006-2007 and onward, TB approved additional funding for major infrastructure refurbishment. Depot has begun the long-term revitalization of its infrastructure.
Achievements for 2006-2007 include:
In addition, the following immediate interim initiatives have taken place to accommodate the increased enrolment and to keep Depot moving until the permanent measures can be instituted:
Depot is well on the way to completing an additional 25 metre indoor range as well as refurbishing the 50 metre outdoor range that will open in Summer 2007. Furthermore, a scenario training building to accommodate accident vehicle investigations indoors will also be opened.
As a result of these achievements and the initiatives that are currently underway, 46 troops containing up to 32 cadets per troop and one lateral entry troop graduated from Depot – that is, 1,242 Cadets and 19 Lateral entry members trained and graduated from Depot in 2006-2007.
HR has continued to advance efforts to develop and implement a national governance model to provide a comprehensive framework for succession planning at the senior management level. This model helps ensure that leadership capacity development is aligned with organizational priorities and that upwardly mobile employees are identified and appropriately developed. During 2006/07, we achieved the following:
HR implemented a new promotion process for non-commissioned officers on July 1, 2006. This process demonstrates a clear link between applicant competencies and job requirements; ensures appropriate managerial involvement; and facilitates skills retention and the effective use of the available expertise. It includes the following components:
In 2006/2007, HR developed a new performance evaluation form to be used annually to assess Regular and Civilian Members below officer rank against the competencies for their positions. Achievements for 2006/2007 include:
In addition, as a continued effort to recognize deserving employees and to support increased retention and morale, the Honours and Recognition Section implemented several initiatives. Achievements for 2006/2007 include:
Learning governance has been improved nationally by implementing an annual process for planning, monitoring and reporting of all learning, training and development expenditures within the RCMP through the newly constituted Learning Investment Management Board (LIMB). The Annual Learning Plan and Report help ensure the effective management of the RCMP’s learning investment, which ensures learning resources are appropriately aligned to organizational priorities and needs. LIMB also assists in helping to determine current and forecast future learning and development costs.
In 2006-2007, achievements include the following:
Implementation of the new Treasury Board Policy on Learning, Training and Development and the Associated Directive on Required Learning
The RCMP Field Coaching Program (FCP) is a critical component of basic training and helps to fully prepare new members for their roles and duties as police officers. The FCP provides a safe and supportive learning environment where new members transition from a training environment to an operational policing environment under the guidance of experienced operational police officers. A revised curriculum and format for the FCP and the Field Coach’s Course were designed and delivered in 2006-2007, consistent with the recommendations of the OAG (in the 2005 chapter on Contract Policing). Achievements for 2006-2007 include:
Bridging the Gap (BTG) is a results-based process to improve performance and enhance operational readiness in RCMP detachments and units by helping bridge gaps between current performance and peak performance. In 2006-2007, there was considerable expansion of BTG in Central, Atlantic and Pacific Regions, with 122 new sites established. BTG has helped to clarify priorities and facilitated a connection between RCMP and community priorities and members’ everyday work.
This is fundamental to effective alignment; for the first time, the RCMP has extended its strategic priorities and connected them to daily tasks. BTG has helped do this and has also highlighted performance barriers that had previously been seen but perhaps not well understood. Units able to reduce or remove performance barriers have seen tangible and measurable operational results. Solutions in one team or watch have been adapted and used successfully elsewhere within a detachment.
Agora, a Learning Content Management System, was launched in April 2006 to manage the requirements of the Investigator’s Toolbox and deliver on-line courses. The application is fully encrypted and requires authentication through an Entrust certificate and token to host protected objects. It provides the opportunity to deliver information to employees based on their respective responsibilities via their My Agora portal.
The Investigator’s Toolbox was integrated into the Cadet Training Program (CTP) in April 2006. Cadets use the Toolbox extensively to undertake the necessary research for their successful completion of the CTP.
There were over 25,000 on-line courses completed by RCMP employees in 2006-2007.
HR has continued to profile positions within the RCMP in order to implement CBM initiatives. CBM provides a common language for all HR activities, facilitates improved service delivery to clients, and enables proactive planning for new, strategic job requirements
At the end of 2006-2007, there were 229 profiles available on the infoweb, covering 92% of regular members and 37% of civilian members.
HR has amalgamated occupational health and occupational safety to improve integrated efforts toward assuring a healthy workforce and a safe workplace. Achievements in 2006-2007 include:
The Workplace Relations Management (WRM) Initiative proposes the realignment of existing programs (Labour Relations, Human Rights, Conflict Management, Harassment Management, and Duty to Accommodate) under Employee & Management Relations. This will provide consistency, quality assurance, procedural integrity, process and case management, and introduce risk management and analysis of issues relating to workplace behaviours, which contribute to workplace conflict and harassment. Activities are underway in the form of service delivery reviews and analysis, policy analysis and consultation with service providers and coordinators of WRM related Programs. Consultations are also planned to discuss stakeholders expectations
Achievements in 2006-2007 include:
HR Business Transformation (HRBT) has been established to lead the development of transformed and re-engineered business processes that integrate and streamline all HR activities, that allow for effective information and knowledge management, and that effectively support HR service delivery and RCMP workforce planning. New business processes will also be developed to take full advantage of existing as well as future information systems.
A priority project for HRBT has been to assist the National Recruiting Program to streamline the RCMP application process. The goal was to shorten the processing time from application to enrolment (average time was 14.3 months in 2005-2006). Shorter time periods lead to increased satisfaction for potential Cadets. Reducing the processing time will also result in the recruiting staff spending less time coordinating this process and providing our communities with new policing resources to deliver services more effectively.
Achievements for 2006-2007 include:
HR has made significant progress in building its capacity to integrate planning throughout the Sector at national headquarters and to develop common frameworks and models for HR planning throughout the RCMP. Achievements in 2006-2007 include:
HR continues its efforts to improve the RCMP’s respect and recognition of Official Languages, (OL) including improving bilingual services to the public and to employees. Achievements for 2006-2007 include:
The Police Reporting and Occurrence System (PROS)
The PROS Records Management solution for the RCMP was completed on March 31, 2006 and rolled out across Canada. PROS will modernize aging occurrence and records management systems replacing the Police Information Reporting System (PIRS), the Simplified Paperless Universal Reporting System and the Operational Statistical Reporting System. PROS is operational with over 13,000 users including 28 external police partner agencies.
Canadian Police Information Centre (CPIC) Renewal
Supported by $115M in funding (Budget 2001), CPIC Renewal was designed to ensure the long-term viability of the CPIC system, an integrated, automated national system which provides tactical information on crimes and criminals. Work has involved stabilizing and securing the system’s technology infrastructure, as well as developing new communications functionality including enhanced messaging and directory services.
Progress Made in 2006-2007
With the successful deployment of CPIC Phase III on November 26, 2006, CPIC continued with its deployment of CPIC Web Version 3.0. CPIC, in an effort to advance in leading edge policing and security technology, registered individual CPIC users with a user name and password and, as individual agencies were technically positioned, moved the individual users to Strong Identification and Authentication (I&A). With the process underway, all CPIC Maintenance users will be required to be on Strong I&A by April 2008 and all Query users by April 2009.
CPIC supports advancements in interoperability through working relationships with the PROS. Through a process that began in 2006, CPIC has, on a province by province basis, allowed PROS users to query CPIC through the PROS application. This functionality will continue to be made available to external police agencies who have signed on to PROS. During 2006-2007, changes were made to the PROS application that introduced CPIC “new input functionality” that became available to the user community through CPIC Phase III. CPIC will continue to work on improvements to messaging through PROS.
In Spring 2007, CPIC, working with RCMP Learning and Development and the Canadian Police Knowledge Network, agreed to develop an on-line CPIC Query and Narrative Course. When completed in Fall 2007, this six- to eight-hour on-line course will replace a three-day in-classroom course. By making this course available on-line, CPIC has opened training opportunities to the CPIC community while significantly reducing the training and travel costs associated with in-classroom training.
The National Integrated Interagency Information (N-III) System
N-III, the technical solution for the former NCJI, will advance the interoperability objectives of the Government by enabling broader information sharing and integrated investigations among Canada’s law enforcement and justice communities.
N-III includes Integrated the Query Tool (IQT), which provides federal public safety and security partners with query access to source systems, including PROS, PIRS, and CPIC.
The second component of N-III is the Police Information Portal (PIP), which allows police partners to query each other’s occurrence data. Twenty-six police agencies are now live on PIP, including PRIME BC agencies.
Progress Made in 2006-2007
The PIP contract was awarded to Versaterm Inc on June 29, 2006. To date, 161 police agencies (representing 99% of police officers) have committed to or are already sharing information through PIP;
26 of these agencies are full participants.
IQT is currently used by the CAFC and the Integrated Threat Assessment Centre to access CPIC, PIRS and PROS.
Real Time Identification (RTID)
The Real Time Identification (RTID) Project will improve Canada’s fingerprint and criminal record repository by transforming existing manual, paper-based processes into streamlined, standards-based, electronic processes to enable electronic exchange of information with Canadian and international criminal justice and public safety communities.
Progress Made in 2006-2007
RTID Phase 1 includes the re-engineering of civil processes, the implementation of a workflow manager and the release of a new Automated Fingerprint Identification System (AFIS).
On March 25, 2007, the RTID Project released a new AFIS and the infrastructure to permit electronic fingerprint submissions. This is a major milestone for RTID and introduces the first of the operational efficiencies to users of the NPS Canadian Criminal Real Time Identification Services (CCRTIS) fingerprint identification and criminal records services.
Phase 2, the modernization of criminal records processes, is progressing and it is anticipated that the contract will be awarded for the systems development component in Fall 2007. Phase 2 will include CPIC enhancements to automate the processing of criminal records. It will also create an integrated database to replace several databases that are currently generated from a myriad of stovepipe legacy systems.
Management Accountability Framework (MAF) Assessment of the RCMP
The Management Accountability Framework sets out Treasury Board’s expectations of senior public service managers for good public service management. The MAF is structured around 10 key elements and 20 related indicators that collectively define “management” and establish the expectations for good management of a department or agency. The Treasury Board Secretariat (TBS) reports annually.
In its MAF assessment of the RCMP for 2006, the TBS report states that:
“This year’s observations by the Treasury Board Portfolio related to the Royal Canadian Mounted Police (RCMP) are generally positive…The RCMP is to be commended for its work to improve management in a number of areas since last year’s assessment…”
Assessment Scale
|
Ratings
|
Strong
|
2 |
Acceptable
|
11 |
Opportunity for Improvement
|
6 |
Attention Required
|
0 |
Insufficient Information
|
0 |
Not Applicable
|
1 |
Total
|
20 |
Element
|
Indicator
|
Rating
|
Public Service Values
|
Values-based Leadership & Organizational Culture
|
Acceptable
|
Governance & Strategic Directions |
Utility of Corporate Performance Framework
|
Opportunity for Improvement
|
Integrity of Corporate Management Structure
|
Acceptable
|
|
Effectiveness of Extra-organizational Contribution
|
Acceptable
|
|
Policy & Programs |
Quality of Program and Policy Analysis
|
Opportunity for Improvement
|
Results & Performance |
Quality and Use of Evaluation
|
Opportunity for Improvement
|
Integration, Use & Reporting of Performance Information (Financial & Non-Financial)
|
Opportunity for Improvement
|
|
Learning, Innovation & Change Management |
Managing Organizational Change
|
Acceptable
|
Risk Management |
Effectiveness of Corporate Risk Management
|
Acceptable
|
People
|
Extent to which the Workplace is Fair, Enabling, Healthy and Safe
|
Acceptable
|
Extent to which the Workforce is Productive, Principled, Sustainable and Adaptable
|
Acceptable
|
|
Stewardship
|
Effectiveness of Information Management
|
Opportunity for Improvement
|
Effectiveness of Information Technology Management
|
Acceptable
|
|
Effectiveness of Asset Management
|
Acceptable
|
|
Effective Project Management
|
Opportunity for Improvement
|
|
Effective Procurement
|
Strong
|
|
Effectiveness of Financial Management and Control
|
Acceptable
|
|
Effectiveness of Internal Audit Function
|
Strong
|
|
Citizen-Focused Service
|
Organization knows and responds to citizens’/clients’ needs and expectations
|
Acceptable
|
The RCMP was rated “Strong” under the indicator of Horizontal Initiatives:
“The RCMP is a key player on several high-profile initiatives including: Public Security and Anti-terrorism, Organized Crime, International Peacekeeping, disaster assistance and law enforcement interoperability. The RCMP is a collaborative and corporate partner in horizontal initiatives.”
The Force was also rated “Strong” for its Internal Audit function:
“An appropriate infrastructure to effectively discharge internal audit responsibilities is in place.”