ARCHIVED - RPP 2006-2007
Royal Canadian Mounted Police

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Section II: Strategic Plans and Priorities

Summary of Strategic Plans and Priorities

The police and law enforcement environment continues to evolve at an incredible pace. Canadians are placing a higher priority on community safety and personal and national security. The RCMP plays a significant role in helping the federal government assure citizens that all necessary steps are being taken to safeguard homes and communities, today and for the generations to come.

Working with partners in law enforcement and all levels of government, both domestic and international, the RCMP continues to actively pursue its vision of integrated policing as a means to leverage the resources of police and law enforcement communities and to bring common strategic approaches and collaborative efforts to bear on criminal activities.

Building on our Integrated Policing philosophy, the RCMP has evolved into an organization that is highly flexible and responsive to a Canadian and global environment. Our success is attributable, in large part, to having a clear strategic focus at all levels of the organization as well as our ability to manage horizontally across all functions of the Force to achieve maximum impact, efficiency and effectiveness through the programs and services we deliver. As a result, both the operational and administrative activities of the RCMP have become increasingly interrelated and inextricably linked to our strategic priorities, supported by the integrated planning process and practices entrenched across the Force.

By bringing together a number of planning activities – including strategic, operational, financial and human resources – our integrated planning cycle creates a closer link between business planning, strategic planning and program delivery. The cycle links resources to current needs and future expectations, and ties the RCMP effectively into the federal government's planning and budgeting cycle.

This section will provide a summary of the strategic plans and priorities at three levels of our organization. The first level will focus on our strategic goal, the second on our five strategic priorities and finally, a summary of the strategic plans and priorities for our strategic outcomes based on our Program Activity Architecture (PAA).

Summary of our Strategic Goal, Priorities and Outcomes

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Our Strategic Goal

Our strategic goal is to work towards safe homes and safe communities for all Canadians. To achieve this, we continue our efforts aimed at being an organization of excellence, addressing our strategic priorities in a way that is accountable, guided by clear values, intelligence-led and collaborative. In particular, our efforts are directed towards protecting Canadian families and communities by strengthening the law enforcement system.

To ensure we continue to make progress towards our strategic goal, we will track our performance against the following measures:

• Canadians' perceptions of the importance of the RCMP's contribution to ensuring safe homes and safe communities
• Canadians' level of satisfaction with the RCMP's contribution to ensuring safe homes and safe communities 
• Canadians' level of agreement that the RCMP's services are important for Canada
• Canadians' level of agreement that the RCMP places emphasis on providing good service 
• Canadians' level of agreement that the RCMP plays a valuable role in reducing the impact of organized crime in Canada
• Canadians' level of agreement that the RCMP plays a valuable role in reducing the threat of terrorist activity in Canada
• Canadians' level of agreement that the RCMP plays a valuable role in contributing to safer and healthier Aboriginal communities
• Canadians' level of agreement that the RCMP plays a valuable role in preventing and reducing youth involvement in crime
• Canadians' level of agreement that the RCMP plays a valuable role in reducing the impact of economic crime in Canada

The following strategy map and summary table capture our strategic outcome, objectives and key performance goals for the 2006-2007 fiscal year.

Summary of Departmental Strategic Goal
Strategic Goal:  Safe Homes, Safe Communities			Outcome Statement:  To work towards providing safe homes and safe communities by addressing our strategic priorities in a way that is accountable, guided by clear values, intelligence-led, and collaborative
Supporting Strategic Priorities Organized Crime Terrorism Youth Economic Integrity Aboriginal Communities			Key Performance Goals: Achieve 95% agreement amongst Canadians that the RCMP's contribution to ensuring safe homes and safe communities is important Achieve 85% satisfaction amongst Canadians with the RCMP's contribution to ensuring safe homes and safe communities  Achieve 95% agreement amongst Canadians that the RCMP's services are important for Canada Achieve 85% agreement amongst Canadians that the RCMP places emphasis on providing good service  Achieve 85% agreement amongst Canadians that the RCMP plays a valuable role in reducing the impact of organized crime in Canada Achieve 84% agreement amongst Canadians that the RCMP plays a valuable role in reducing the threat of terrorist activity in Canada Achieve 80% agreement amongst Canadians that the RCMP plays a valuable role in contributing to safer and healthier Aboriginal communities Achieve 84% agreement amongst Canadians that the RCMP plays a valuable role in preventing and reducing youth involvement in crime Achieve 80% agreement amongst Canadians that the RCMP plays a valuable role in reducing the impact of economic crime in Canada
Supporting Strategic Outcomes Quality Federal Policing Quality Contract Policing Quality Policing Support
Planned Spending (millions)*			Planned FTEs
2006-2007	2007-2008	2008-2009	2006-2007	2007-2008	2008-2009
$3,317.7	$3,248.1	$3,231.5	26,079	26,311	26,448

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

** Does not include incremental resource announcements in Budget 2006.

Our Strategic Priorities

Our strategic priorities are carefully selected after rigorous scanning and analysis of the external environment to support the achievement of our strategic goal. The selection of priorities allows us to focus strategically on enhancing public safety. Each priority has its own strategy and is championed by a Deputy Commissioner who leads a group, representing the program activities responsible for each strategic objective, focused on ensuring the success of the strategy. This group is referred to as the Strategic Priority Working Group. 

RCMP Strategic Priority Working Groups (SPWG) were launched in order to enhance our ability to work across sectors and with other departments and agencies, promoting an integrated horizontal management philosophy. This approach enables the RCMP to work beyond traditional program activity management structures. As a result, cooperation and effectiveness are enhanced in areas where the RCMP does not have exclusive mandate. 

There are five Strategic Priority Working Groups, one for each of our national strategic priorities. Each Strategic Priority Working Group is led by a Deputy Commissioner who is responsible for strategy development and implementation: 

• Organized Crime: Deputy Commissioner, Federal Services and Central Region
• Terrorism: Deputy Commissioner, Operations and Integration 
• Youth: Deputy Commissioner, Atlantic Region 
• Economic Integrity: Deputy Commissioner, National Police Services 
• Aboriginal Communities: Deputy Commissioner, North West Region 

Strategic Priority Working Group members represent such areas as: Human Resources (HR); Public Affairs and Communications Services Directorate (PACSD); Corporate Management and Comptrollership (CM&C); Criminal Intelligence Directorate (CID); Federal and International Operations (FIO); National Police Services (NPS); Community, Contract and Aboriginal Policing Services (CCAPS); and the Strategic Policy and Planning Directorate (SPPD). 

The groups meet on a quarterly basis. It is anticipated that Strategic Priority Working Groups will become increasingly interdepartmental as key players from other organizations – including Government of Canada departments and agencies, external and international partners – will be invited to share ideas, initiatives and resources in support of common goals. 

Our strategic priorities provide the focus for operational activities across the entire organization to increase the barometer of public safety. The remainder of this section will focus on the strategic plans, priorities and key performance goals of our five strategic priorities.

Strategic Priority: Organized Crime

Reduce the threat and impact of organized crime

What Makes This A Priority Government public safety and security priorities continue to include strong national/international institutions and the economy and a focus on Canada's cities and communities  Available data suggests current annual global revenues from illicit criminal activities include:  $100 to 300B from drug trafficking $10 to 12B toxic and other hazardous waste dumping $9B from automobile theft in the US and Europe $7B from alien smuggling widely disparate figures (i.e., $1-20B) for theft of intellectual property through pirated videos, software and other commodities  Global trade in pirated goods – estimated at US$450B (5-7% of total value of global trade)  Organized crime is increasingly transnational in nature; IT innovations facilitating intellectual property crime – ID theft – $2B losses in US alone; 900% increase in volume of counterfeit notes passed over last decade  Drug trafficking continues to be the principal source of revenue for most organized crime groups; it is recognized that some of the profit derived from drug sales may eventually find its way to terrorist and other insurgent groups who are also involved directly/indirectly in drug trade  Direct and indirect links between production, distribution and use of controlled substances and other criminal activities  Detrimental consequences of drug abuse include physical, emotional, economic and social harm to both individual Canadians and Canadian society  Ripple effects of organized crime – drug abuse costs OECD countries more than $120B per year in enforcement, prosecutions, prisons, prevention, treatment, health care and financial losses  Marine ports are the primary point of entry for the smuggling of illicit drugs, tobacco, alcohol and firearms  More than 174M people “on the move” – more than double the number from 35 years ago; illegal movements increasingly significant – annual illegal entry estimated at 500,000 to US, Canada, Australia and New Zealand; 800,000 to 4M trafficked across international borders  Organized crime is heavily involved in small arms trade and there is an increasing risk that they will traffic in Chemical, Biological, Radiological and Nuclear (CBRN) weapons There are 600M small arms and light weapons in circulation worldwide (Sources: RCMP Environmental Scan 2004; CISC Annual Report on Organized Crime in Canada, 2004; Annual Report on Organized Crime in Canada, 2005; RCMP policy centres; October 2004 Speech from the Throne)

Overview

Organized crime poses a serious long-term threat to Canada's institutions, society, economy and to our quality of life. The RCMP Organized Crime strategic priority focuses on "Reducing the threat and impact of organized crime". In countering the growth of organized crime groups, and dismantling or disrupting their structures and sub-groups, a critical component is the improved coordination, sharing and use of criminal intelligence. This intelligence is used in support of integrated policing, law enforcement plans and strategies as well as initiatives designed to communicate the impact and scope of organized crime. 

Utilizing the intelligence base established by the RCMP, operations will provide leadership in developing and implementing intelligence-led tactical operational plans in partnership with other police and law enforcement agencies to meet the strategic outcome of reducing the threat and impact of organized crime. In addition, the RCMP is embarking on an aggressive program of proactively seeking out actionable intelligence in direct support of enforcement actions. The RCMP is deploying "Probe Teams" alongside existing enforcement resources. This initiative will give practical structure to the term "intelligence-led policing" and has demonstrated success against organized crime in trials thus far.

Plans and Priorities

The following plans and priorities have been established to guide the RCMP's efforts towards reducing the threat and impact of organized crime in Canada.

The key plans and priorities for the coming year are to:

• Reduce the supply of and demand for illicit drugs in Canada 
• Create an environment of reduced drug supply where demand reduction efforts have a greater likelihood of success 
• Conduct effective investigations – enhance our capability and capacity to effectively conduct organized crime investigations 
• Impact crime through awareness and education 
• Be intelligence-led – effective, intelligence-based priority setting and decision making 
• Expand the collection and sharing of information and intelligence; facilitate greater contribution; develop new sources of information; collect data on new and emerging subject areas; and exchange ballistics information on firearms between Canada and the United States
• Build new and strengthen existing partnerships, both within Canada and internationally 
• Contribute to public policy at earliest stage of development 
• Support Canadian law enforcement agencies and the courts in the fight against organized crime by providing the most timely criminal history information while respecting privacy and legal considerations
• Contribute to the fight against organized crime by offering advanced courses, specialized seminars and other learning opportunities to RCMP, Canadian and international police and partner agencies 
• Conduct applied and theoretical research; contribute to environmental analysis; provide policy analysis, development and advice; and conduct program design, policy and program monitoring and evaluation 
• Strengthen Canada's criminal intelligence community by supporting Criminal Intelligence Service Canada's Automated Criminal Intelligence Information System (ACIIS), the database for sharing criminal intelligence on organized and other serious crime affecting Canada 
• Support Canada's law enforcement community by participating in Criminal Intelligence Service Canada's Integrated National Collection Plan and contributing to the production of the National Threat Assessment on Organized and Other Serious Crime affecting Canada 

Strategic Priority: Organized Crime – Ongoing
Strategic Outcome: Reduce the threat and impact of organized crime
Strategic Objectives:  Communicate effectively Sound and rigorous stewardship of resources Be intelligence led Expand collection and sharing of information and intelligence Build new and strengthen existing partnerships Contribute valued public policy advice Ensure data quality and integrity Improve planning and performance management Conduct effective investigations Impact crime through awareness and education Build research, policy analytical and operational capacity Attract, develop, retain and support our employees Optimize enabling science and technology	Key Performance Goals: Increase by 10% the percentage of stakeholders and partners who agree the RCMP effectively communicates what it is doing, and why it is doing it Increase by 10% the percentage of stakeholders who agree the RCMP provides accurate and complete information about its programs and services Achieve 85% agreement amongst stakeholders and partners that the RCMP is a valuable partner in reducing the threat and impact of organized crime  Triple the number of external partners participating on the Strategic Priority Working Group Achieve 85% agreement amongst stakeholders that the RCMP provides valuable input into the development of public policy on organized crime

Strategic Priority: Organized Crime – Ongoing
Supporting Program Activities (PAA)*		Planned Spending (millions)*
	2006-2007	2007-2008			2008-2009
1 – Federal and International Operations	$592.9	$592.4			$570.1
3 – Community, Contract and Aboriginal Policing	$2,083.4	$2,031.4			$2,030.7
4 – Criminal Intelligence Operations	$70.3	$69.5			$69.5
5 – Technical Policing Operations	$174.2	$168.2			$168.2
7 – National Police Services	$149.7	$134.1			$134.1
Supporting Program Activities (PAA)*	Planned FTEs
	2006-2007		2007-2008			2008-2009
1 – Federal and International Operations	4,568	4,726			4,819
3 – Community, Contract and Aboriginal Policing	13,610	13,629			13,641
4 – Criminal Intelligence Operations	547	567			579
5 – Technical Policing Operations	1,164	1,195			1,213
7 – National Police Services	1,266	1,268			1,269

* Areas primarily responsible for delivery against the Strategic Priority, as per the PAA.
** Figures reflect allocations as per Program Activity, not Strategic Priority. The figures are taken directly from the Planned Spending contained in the Main Estimates (see Section III – Table 1). Planned Spending for the Corporate Infrastructure Program Activity has been allocated across all Program Activities in accordance with TBS guidelines for the preparation of the Main Estimates.

The Organized Crime priority is supported by the following Program Activities, Sub-Activities and Sub-Sub-Activities:

PAA Activity

1 – Federal and International Operations 

3 – Community, Contract and Aboriginal Policing 

4 – Criminal Intelligence Operations 

5 – Technical Policing Operations 

7 – National Police Services 

PAA Sub-Activities

1.1 Financial Crime – Contributes to the security of the Canadian economy and seeks to protect Canadians and their governments from financial crimes perpetrated by organized crime and others 

1.2 Drugs and Organized Crime – Focuses on combating organized crime as well as drug-related social and economic harm to Canadians; works to reduce supply of and demand for illicit drugs using an integrated approach involving measures for prevention, education, enforcement, counseling, treatment and rehabilitation 

1.3 Border Integrity – Responsible for enforcement issues related to Canada's borders, and enforcement of more than 250 federal statutes in a variety of areas

1.4 International Policing – Enhances international cooperation at strategic and tactical levels between RCMP and foreign police and law enforcement agencies

3.1 Provincial/Territorial Policing – Provides policing services to eight provinces and three territories through cost-shared police service agreements 

3.2 Municipal Policing – Provides policing services to diverse municipalities in seven provinces through cost-shared police service agreements 

4.1 Organized Criminal Intelligence – Responsible for assessment, monitoring and coordination of all organized crime or other serious criminal activity 

5.6 Technological Crime – Acts as policy centre for the provision of computer search, seizure and forensic analytical support to RCMP personnel

7.1 Forensic Laboratory Services – Conducts scientific analysis of evidence from crime scenes, presents forensic evidence in courts, and researches and develops new and advanced forensic methodology and techniques

7.2 Information and Identification Services – Contributes through a national information exchange system with Canadian and international law enforcement agencies on matters such as criminal records and fingerprints

7.3 Canadian Police College – Provides advanced and specialized training in police management and the investigation of organized crime to all Canadian Police services

PAA Sub-Sub-Activities

1.1.1 Commercial Crime – Reduces, controls and prevents business-related or white collar crimes 

1.1.2 Proceeds of Crime – Oversees RCMP's contribution to Integrated Proceeds of Crime (IPOC) partnership against money laundering; identifying, restraining and forfeiting illicit and unreported wealth accumulated through criminal activity 

1.1.3 Money Laundering – Involves investigation and prosecution of major organized crime groups operating in Canada; removal of financial incentive for engaging in criminal activities 

1.1.4 Integrated Market Enforcement – Jointly managed integrated teams that focus on most serious cases of corporate and market fraud 

1.2.1 Organized Crime – Reduces threat and impact of organized crime groups, dismantling or disrupting their structures 

1.2.3 Source Witness Protection – Responsible for the Source Witness Protection and Human Source programs

1.2.6 Integrated Organized Crime Investigation Units – Integrated units from various agencies and departments that investigate, prosecute, disrupt and dismantle organized crime activities 

1.2.7 Drug Awareness – Works to reduce substance abuse and provide prevention through education, awareness and treatment

1.2.9 Drug Enforcement – Contributes to reduction in supply of and demand for illicit drugs through disruption of criminal organizations responsible for importation, production and supply of illicit drugs in Canada; disrupts supply routes and prevents illicit drug production and distribution; reduces demand for drugs and drug abuse through prevention, public education and support of alternative forms of justice 

1.3.1 Federal Enforcement – Responsible for investigation of more than 250 federal statutes in a variety of areas including environmental crime and wildlife, airport/marine federal enforcement services, consumer protection, public safety and financial loss to the federal government 

1.3.2 Immigration and Passport – Responsible for investigating violations of the Immigration Refugee and Protection Act, Citizenship Act and Criminal Code violations related to Citizenship offences, Canada passport offences, frauds, forgeries and conspiracies 

1.3.3 Customs and Excise – In partnership with clients, partners and the community, enforces laws, within Canada and along the uncontrolled border, governing the international movement of goods; the illicit manufacture, distribution or possession of contraband products (including tobacco and spirits); the illicit traffic of critical high technology and strategic goods; and regulations that impose non-tariff (permit) controls on the international movement of commodities

1.3.4 Integrated Border Enforcement – A multi-agency law enforcement team that emphasizes a harmonized approach to Canadian and United States efforts to target cross-border criminal activity

1.3.5 Marine Security – The Marine and Ports Initiative is an integrated and strategic approach to prevent, deter and detect illicit activity, cargo or people who may pose a threat to the safety and security to Canada, the United States and the international community

1.3.6 Airport/Coastal Watch – Curtails the movement of contraband by sea and by air, and identifies activities which constitute a threat to national security through information and cooperation from the public, community groups, the private sector and other agencies

3.1.4 Commercial Crime – Conducts commercial crime investigations including bankruptcy, securities and income tax crimes, corporate and business fraud, counterfeiting, corruption of officials and white collar crime

3.1.5 Criminal Intelligence – Conducts research and analysis to identify criminal activities (e.g., organized crime); develops, collects, analyses and disseminates intelligence to accredited police departments to assist in investigations; provides support to major criminal investigations proposed or undertaken by field units

5.6.1 Technological Forensics Support – Conducts search, seizure and analysis of electronic evidence in support of criminal investigations 

7.1.1 Counterfeits and Documents – Provides forensic analysis of suspect travel documents, currency and payment cards to determine if they are genuine 

7.1.9 Integrated Ballistic Identification Systems – Employs technology to link recovered firearms to crimes through the forensic comparison of fired bullets and cartridge cases in connection with criminal activity

7.2.5 National Weapons Enforcement Support Team (NWEST) – Supports frontline police agencies throughout Canada and internationally in gathering of evidence to assist the agencies in successfully prosecuting persons involved in the illegal movement and criminal use of firearms. This is accomplished, in part, by investigative support, training and lectures, analytical assistance, expert evidence, firearms identification and tracing, and liaising with domestic and international enforcement agencies

Key Partners

Public Safety (PSEPC); Department of Justice (DOJ); Transport Canada (TC); Canada Border Services Agency (CBSA); Canadian Air Transport Security Authority (CATSA); Department of Finance; Health Canada; Bank of Canada; Industry Canada; Canadian Heritage; Correctional Service of Canada (CSC); Citizenship and Immigration Canada (CIC); Foreign Affairs Canada (FAC); Department of National Defence (DND); Organization of American States (OAS); Inter-American Drug Abuse Control Commission (CICAD); First Nations Communities; United Nations Civilian Police; United States Immigration and Naturalization Services; Financial Transaction and Report Analysis Centre of Canada (FINTRAC); Forensic Accounting Management Directorate (FAMD); Seized Property Management Directorate (SPMD); Canadian Security Intelligence Service (CSIS); private industry (e.g., Canadian Bankers Association; international airlines); Canadian Association of Chiefs of Police (CACP) – Organized Crime Committee; International Association of Chiefs of Police (IACP); Canadian and foreign law enforcement agencies; and municipal, provincial, territorial agencies responsible for health, education and corrections 

Strategic Priority: Terrorism

Reduce the threat of terrorist activity in Canada and abroad

What Makes This A Priority Government priorities continue to include public safety and security; commitment to build on success of Smart Border; strengthened continental security; and increasing international profile Threat of terrorism is still prominent – Voice of the People Gallup poll  Threat of terrorism includes: actions waged by state and non-state actors; Weapons of Mass Destruction (WMD) and Chemical, Biological, Radiological and Nuclear threats; suicide bombings – taking lives, wreaking havoc on economic infrastructures and creating environment of fear in public  Global security environment in transition – unpredictable violence with threats from both natural and man-made sources undermining global stability  Threats that cross borders and menace integrity of nations and/or health of citizens remain the key security challenges – transnational character to many threats; threats increasingly generated from diffuse sources; difficult to define; increasingly international in composition  The second generation of al-Qaeda – the radicalization of youth worldwide; an entire new generation of young Muslim fighters adopting the al-Qaeda doctrine of global jihad; al-Qaeda is evolving into an idea or cause rather than a structured group  Disruption of terrorist groups progressing, but networks still active – experts estimate there are 30-40 terrorist groups worldwide affiliated with al-Qaeda, with presence in 60 countries; 18,000 "graduates" from training camps still operational  Approximately 85% of Canada's trade is with the US; more than 300,000 people cross the border every day  3,700 large cargo and passenger ships dock in Canadian ports and nearly 3.5M containers pass through ports annually; many Canadian ports receive some form of international shipping – all are potentially vulnerable (Sources: Canada's Performance, 2004; October 2004 Speech from the Throne; RCMP policy centres; Voice of the People international poll; RCMP Environmental Scan, 2004)

Overview

The threat of terrorism in contemporary society is continually changing, presenting a "criminal intelligence challenge" to governments around the world. Potential terrorists have not yet necessarily engaged in criminal activity and are therefore difficult to recognize and impede. Terrorist organizations are increasingly sophisticated, with educated members linked through technology allowing them to operate in cells worldwide. In addition, law enforcement has identified "single issue terrorism" (extremist groups dedicated to specific issues versus widespread political change) as a serious threat. 

The worldwide operations base of terrorist groups emphasizes the importance of an integrated policing approach where criminal intelligence is shared among countries around the world. 

The RCMP is committed to working in partnership with both domestic and foreign agencies to enhance prevention measures against the threat of terrorism in North America and elsewhere.

The RCMP strategic priority of Terrorism continues to focus on "Reducing the threat of terrorist activity in Canada and abroad". Using an intelligence-led, integrated approach, we will focus our activities on achieving this goal. Our participation in Canada-US and domestic interdepartmental national security committees and working groups aimed at the enhancement of transport security, border integrity, intelligence and information sharing are examples of this approach. Internationally, the seeking of best practices and enhanced information sharing have been pursued through our active participation in the G8 Roma-Lyon Anti-Crime and Terrorism (ACT) Group.

Plans and Priorities

The following plans and priorities have been established to guide the RCMP's efforts towards reducing the threat of terrorist activity by preventing terrorist groups from operating in Canada and abroad. The key plans and priorities for the coming year are to:

• Contribute collectively to national security by protecting Canadians from terrorism, organized crime and other border-related criminality, while allowing for the secure and effective international movement of people and goods 
• Ensure border integrity – work with partners to create "smart borders"; prevent entry of those who pose terrorist threat 
• Implement national program activity in order to successfully detect, prevent/disrupt and investigate terrorist activity 
• Expand the collection and sharing of information and criminal intelligence with internal and external audiences 
• Produce robust criminal intelligence – to provide a real-time, comprehensive map of terrorism in Canada 
• Build new and strengthen existing partnerships, nationally and internationally 
• Contribute to public policy – enhance RCMP participation in public policy at earliest stage of development 

Strategic Priority: Terrorism – Ongoing
Strategic Outcome: Reduce the threat of criminal terrorist activity in Canada and abroad
Strategic Objectives:  Communicate effectively Sound and rigorous stewardship of resources Enhance and expand the focus of the current intelligence base Deliver quality criminal intelligence Ensure border integrity Successfully detect, prevent/disrupt and investigate terrorist activity Build new and strengthen existing partnerships Contribute valued public policy advice Enhance centrally coordinated National Security Program management Attract, develop, retain and support our employees Optimize enabling science and technology	Key Performance Goals: Successfully disrupt the planned number of significant terrorist targets in 2006-2007 Increase by 10% the percentage of stakeholders/partners who agree the RCMP effectively communicates what it is doing and why it is doing it Increase by 5 the number of new partner groups or agencies with whom information is shared Increase by 10 the number of new or expanded information sources/techniques that advance specific National Security initiatives Achieve 100% successful completion of projects/investigations related to key terrorist targets  Increase to 84% the percentage of stakeholders/partners who agree the RCMP is a valuable partner in reducing the threat and impact of terrorism Double the number of external partners participating in Strategic Priority Working Groups Increase to 80% the percentage of stakeholders who agree that the RCMP provides valuable input into the development of public policy pertaining to terrorism Achieve 100% compliance for investigations which are centrally coordinated in accordance with National Security Policy Attain level of 60% for Border Integrity investigations that are initiated by Intelligence Profiles

Strategic Priority: Terrorism – Ongoing
Supporting Program Activities (PAA)*	Planned Spending (millions)*
	2006-2007	2007-2008	2008-2009
1 – Federal and International Operations	$592.9	$592.4	$570.1
2 – Protective Policing Services	$105.1	$104.1	$104.1
3 – Community, Contract and Aboriginal Policing	$2,083.4	$2,031.4	$2,030.7
4 – Criminal Intelligence Operations	$70.3	$69.5	$69.5
5 – Technical Policing Operations	$174.2	$168.2	$168.2
6 – Policing Support Services	$68.5	$68.0	$68.0
7 – National Police Services	$149.7	$134.1	$134.1
Supporting Program Activities (PAA)*	Planned FTEs
	2006-2007	2007-2008	2008-2009
1 – Federal and International Operations	4,568	4,726	4,819
2 – Protective Policing Services	768	769	770
3 – Community, Contract and Aboriginal Policing	13,610	13,629	13,641
4 – Criminal Intelligence Operations	547	567	579
5 – Technical Policing Operations	1,164	1,195	1,213
6 – Policing Support Services	326	327	327
7 – National Police Services	1,266	1,268	1,269

* Areas primarily responsible for delivery against the Strategic Priority, as per the PAA.
** Figures reflect allocations as per Program Activity, not Strategic Priority. The figures are taken directly from the Planned Spending contained in the Main Estimates (see Section III – Table 1). Planned Spending for the Corporate Infrastructure Program Activity has been allocated across all Program Activities in accordance with TBS guidelines for the preparation of the Main Estimates.

The Terrorism priority is supported by the following Program Activities, Sub-Activities and Sub-Sub-Activities:

PAA Activity

1 – Federal and International Operations 

2 – Protective Policing Services 

3 – Community, Contract and Aboriginal Policing 

4 – Criminal Intelligence Operations 

5 – Technical Policing Operations

6 – Policing Support Services

7 – National Police Services 

PAA Sub-Activities

1.1 Financial Crime – Contributes to the security of the Canadian economy and seeks to protect Canadians and their governments from financial crimes perpetrated by organized crime and others

1.2 Drugs and Organized Crime – Focuses on combating organized crime, as well as drug-related social and economic harm to Canadians; works to reduce supply of and demand for illicit drugs using an integrated approach involving measures for prevention, education, enforcement, counselling, treatment and rehabilitation 

1.3 Border Integrity – Responsible for enforcement issues related to Canada's borders and enforcement of more than 250 federal statutes 

1.4 International Policing – Enhances international cooperation at strategic and tactical levels between RCMP and foreign police and law enforcement agencies

1.5 National Security Operations – Responsible for operational activities relating to RCMP's mandate for security-related criminal offences under the Security Offences Act 

2.1 Protective Duties – Protection of foreign dignitaries visiting or residing in Canada including official residences and designated sites

3.6 Special Initiatives – Initiatives in support of Public Security and Anti-Terrorism (PSAT)

4.3 National Security Intelligence – Responsible for assessment, coordination and monitoring of all national security criminal investigations and intelligence, both nationally and internationally

4.4 Special Initiatives – Initiatives in support of Public Security and Anti-Terrorism (PSAT) such as terrorist financing, threat assessments, INSETs and the National Security analytical components of IBETs

5.6 Technological Crime – Acts as policy centre for the provision of computer search, seizure and forensic analytical support to RCMP personnel, including Internet-based investigations, necessary research and development of computer forensic utilities, and computer forensic assistance to other domestic and international accredited agencies and police services

6.1 National Operations Centre – Provides a communications focal point for the RCMP. Includes a fully integrated and computerized multimedia environment that facilitates centralized coordination during critical incident management. Also incorporates a technologically advanced reporting facility to support senior management of the RCMP, as well as protective and criminal operations from coast to coast

7.1 Forensic Laboratory Services – Conducts scientific analysis of evidence from crime scenes, presents forensic evidence in courts, and researches and develops new and advanced forensic methodology and techniques 

7.2 Information and Identification Services – Contributes through a national information exchange system with Canadian and international law enforcement agencies on matters such as criminal records and fingerprints 

PAA Sub-Sub-Activities

1.1.2 Proceeds of Crime – Oversees the RCMP's contribution to the Integrated Proceeds of Crime (IPOC) partnership against money laundering, which is coordinated by the Solicitor General of Canada

1.3.2 Immigration and Passport – Responsible for investigating violations of Acts related to citizenship offences, Canada passport offences, frauds, forgeries and conspiracies 

1.3.4 Integrated Border Enforcement – Multi-agency enforcement teams emphasizing harmonized approach to prevent, deter and detect illicit activity, cargo or people who may pose a threat to the safety and security of Canada, the United States and the international community

1.3.5 Marine Security – Integrated and strategic approach to prevent, deter and detect illicit activity, cargo or people who may pose a threat to the safety and security of Canada, the United States and the international community

1.4.1 International Operations – Provides support and assistance, through the Liaison Officers, to Canadian law enforcement agencies in the prevention and detection of offences to Canadian federal laws

1.4.2 Interpol – Focuses on law enforcement action having international ramifications in all sectors of criminal activity

1.6.1 Integrated National Security Enforcement (INSETs) – Enhances collective ability to combat national security threats through increased capacity for collection, sharing and analysis of intelligence with respect to targets that are a threat to national security

2.1.4 Canadian Air Carrier Protective Program (CACPP) – Activities related to the administration of the Canadian Air Carrier Protective Program, including policy centre, central travel unit, central training and delivery of program through field units 

3.6.17 Chemical, Biological, Radiological and Nuclear Response (CBRN) – Ensures RCMP can respond to CBRN threats and incidents through education, tools and training

5.6.1 Technological Forensics Support – Conducts search, seizure and analysis of electronic evidence in support of criminal investigations 

7.1.1 Counterfeits and Documents – Provides forensic analysis of suspect travel documents, currency and payment cards to determine if they are genuine 

7.3.2 Canadian Police College Police Sciences School – Trains and certifies all Canadian police explosives, investigators, and polygraph technicians, and sets the de facto standard for Canadian police forensic identification training

Key Partners

Public Safety (PSEPC); Privy Council Office (PCO); Department of Justice (DOJ); Canadian Security Intelligence Service (CSIS); Communications Security Establishment (CSE); Citizenship & Immigration Canada (CIC); Canada Border Services Agency (CBSA); Transport Canada (TC); Canadian Air Transport Security Authority (CATSA); Canadian Association of Chiefs of Police (CACP); Department of National Defence (DND); Foreign Affairs Canada (FAC); US Coast Guard; US Customs and Border Protection / Office of Border Patrol (US CBP/BP); US Immigration and Customs Enforcement (US ICE); US Department of Justice (Bureau of Alcohol, Tobacco, Firearms and Explosives [ATF]); US Drug Enforcement Administration (DEA); Department of Foreign Affairs (DFA); Interpol; Europol; P8 Senior Experts Groups on Transnational Organized Crime; OAS Inter-American Committee Against Terrorism (CICTE); and International Association of Chiefs of Police and counterpart agencies in the US, England and Australia, G8 Law Enforcement Working Group on Terrorism

Strategic Priority: Youth

Prevent and reduce youth involvement in crime as victims and offenders

What Makes This A Priority Government priorities and social policies continue to include children, caregivers and seniors; public safety and security; crime prevention/diversion; learning and innovation  Rising family dissolution – one in four children live through parental separation by age 10; 19% live with single parent, primarily mother; children who experience separation/divorce are more likely to separate in adult life  Child poverty rate has remained steady at about 15% in past three decades – 1 in 6 – or 1M children growing up poor  Poverty among children of recent immigrants (those arriving in Canada within the last ten years) – more than twice national rates  Number of people using food banks up 92% in past decade – estimated 42% of users are children; also homeless  UNICEF report on child poverty ranks Canada 17th out of 23 developed countries on child well-being  Children of low income families exhibit higher rates of poor health, hyperactivity and delayed vocabulary development – evidence that early childhood development, parental and family leave and child care programs redress economic disadvantages associated with poorer health outcomes  Technological advances are continuing to facilitate increased availability of child pornography in Canada and internationally  Criminal networks have emerged online in order to share child pornography and learn from others  Child pornography (possession, manufacture and distribution) cases reported in US rising dramatically – fourfold increase between 1998 and 2003; according to US DOJ, 1 in 5 children (ages 10 to 17) receives unwanted sexual solicitations online  A significant number of pedophile networks have been increasingly emerging online, involving individuals worldwide Globally, annual profits from child pornography are estimated to total approximately $24B (Sources: RCMP Environmental Scan, 2004; CISC Annual Report on Organized Crime in Canada, 2004; CISC Annual Report on Organized Crime in Canada, 2005, Canada's Performance 2004; October 2004 Speech from the Throne; RCMP National Youth Strategy)

Overview

Both nationally and internationally, it is recognized that economic disparity may increase the potential for criminality. 

In Canada, almost 20% of children live in low-income households. These children are twice as likely to live with violence, and more than three times as likely to live with a depressed parent.

To successfully address youth crime and victimization, police must continue to increase their involvement in non-traditional policing roles. This means taking what we have learned about crime prevention and factors associated with crime and shaping RCMP service delivery to reflect this knowledge. When considering the Youth strategic priority, social development, root causes, community wellness and problem-solving provide the cornerstones of our work. 

Plans and Priorities

The RCMP Youth strategic priority continues to focus on preventing and reducing youth involvement in crime as victims and offenders by implementing a continuum of responses that are consistent with the Youth Criminal Justice Act that address root causes and enhance community capacity. 

This approach follows crime prevention through a social development model, which requires strong linkages to partners in the community, including schools and other social or youth-oriented agencies. Identifying and making early interventions in the lives of youth at risk by targeted educational and preventive programs, and using diversion and restorative justice strategies where appropriate, must be combined with broad-based community crime prevention and school-based liaison and drug awareness programs.

Working to implement the changes in the Youth Criminal Justice Act with our partners in the provinces and territories will challenge us to be flexible in our approach, while using the legislative tools to achieve our goals. 

We also need to continue to consult with and engage youth themselves in order to develop more successful preventive policies and programs.

The following plans and priorities have been established to guide the RCMP's efforts towards preventing and reducing youth involvement in crime as victims and offenders. 

The key plans and priorities for the coming year are to:

• Prevent youth crime by addressing the underlying causes and respond to needs of young persons, especially those in situations of risk 
• Optimize responses to youth who offend with an emphasis on early intervention, meaningful consequences, restorative approaches and community involvement 
• Build on community capacity to prevent crime and use restorative processes by seeking input from communities, especially youth and youth-serving organizations and by providing expertise and leadership in facilitating community problem-solving; prevention and intervention strategies 
• Enhance the protection of children on the Internet and pursuit of those who use technology to exploit them 
• Contribute valued public policy advice 
• Prevent crime in Canada's youth by providing appropriate courses and other learning opportunities to police officers 
• Disseminate information, internally and externally, on good policing practices with youth and the benefits of crime prevention through social development 

Strategic Priority: Youth – Ongoing
Strategic Outcome: Prevent and reduce youth involvement in crime as victims and offenders
Strategic Objectives:  Communicate effectively Sound and rigorous stewardship  of resources Develop community capacity to prevent crime through social development Build new and strengthen existing partnerships Contribute to public policy and ensure sound policy development Optimize support and response to youth victims Focus on early intervention, root causes and police intervention with youth Attract, develop, retain and support our employees Optimize enabling science and technology	Key Performance Goals: Reduce by 3% the percentage of youth charged nationally Increase by 3% the number of chargeable youth dealt with outside the formal court system Increase by 10% the percentage of stakeholders who agree the RCMP effectively communicates what it is doing and why it is doing it Increase by 10% the percentage of stakeholders who agree the RCMP provides accurate and complete information about its programs and services Increase to 84% the percentage of stakeholders who agree the RCMP is a valuable partner in preventing and reducing youth involvement in crime as victims and offenders Double the number of external partners participating in Strategic Priority Working Groups Increase to 80% the percentage of stakeholders who agree that the RCMP provides valuable input into the development of public policy pertaining to youth issues

Strategic Priority: Youth – Ongoing
	Planned Spending (millions)*
Supporting Program Activities (PAA)*	2006-2007	2007-2008			2008-2009
1 – Federal and International Operations	$592.9	$592.4			$570.1
3 – Community, Contract and Aboriginal Policing	$2,083.4	$2,031.4			$2,030.7
5 – Technical Policing Operations	$174.2	$168.2			$168.2
7 – National Police Services	$149.7	$134.1			$134.1
Supporting Program Activities (PAA)*	Planned FTEs
	2006-2007		2007-2008			2008-2009
1 – Federal and International Operations	4,568	4,726			4,819
3 – Community, Contract and Aboriginal Policing	13,610	13,629			13,641
5 – Technical Policing Operations	1,164	1,195			1,213
7 – National Police Services	1,266	1,268			1,269

* Areas primarily responsible for delivery against the Strategic Priority, as per the PAA.
** Figures reflect allocations as per Program Activity, not Strategic Priority. The figures are taken directly from the Planned Spending contained in the Main Estimates (see Section III – Table 1). Planned Spending for the Corporate Infrastructure Program Activity has been allocated across all Program Activities in accordance with TBS guidelines for the preparation of the Main Estimates.

The Youth priority is supported by the following Program Activities, Sub-Activities and Sub-Sub-Activities:

PAA Activities

1 – Federal and International Operations

3 – Community, Contract and Aboriginal Policing 

5 – Technical Policing Operations 

7 – National Police Services 

PAA Sub-Activities

1.2 Drugs and Organized Crime – Focuses on combating organized crime, as well as drug-related social and economic harm to Canadians; works to reduce supply of and demand for illicit drugs using an integrated approach involving measures for prevention, education, enforcement, counseling, treatment and rehabilitation 

1.3 Border Integrity – Responsible for enforcement issues related to Canada's borders and enforcement of more than 250 federal statutes 

3.5 Community, Contract and Aboriginal Policing Directorate – Develops and implements policies, strategies and models for policing; responsible for policies concerning crime prevention and victim services, issues pertaining to police service agreements; research and development; roadway safety; standards for critical incidents and policies related to youth 

5.2 Behavioural Sciences – Assists in identification of behavioural science-based tools; management and maintenance of sex offender registry 

7.4 National Child Exploitation Coordination Centre – Conducts operational investigations, coordinates investigations and intelligence between police agencies, and develops standardized approaches to investigations of Internet-based child exploitation 

PAA Sub-Sub-Activities

1.2.1 Organized Crime – Reduces threat and impact of organized crime groups, dismantling or disrupting their structures 

1.2.6 Integrated Organized Crime Investigation Units – Integrated units from various agencies and departments that investigate, prosecute, disrupt and dismantle organized crime activities 

1.2.9 Drug Enforcement – Contributes to reduction in supply of and demand for illicit drugs through disruption of criminal organizations responsible for importation, production and supply of illicit drugs in Canada; disrupts supply routes and prevents illicit drug production and distribution; reduces demand for drugs and drug abuse through prevention, public education and support of alternative forms of justice 

1.3.2 Immigration and Passport – Responsible for investigating violations of Acts related to citizenship offences, Canada passport offences, frauds, forgeries and conspiracies 

3.5.2 Community and Youth Programs – Develops and implements crime prevention and victim services policies, strategies and initiatives; contributes to a shared understanding of youth involvement in crime to prevent and reduce youth involvement in crime and victimization 

5.2.3 Sex Offender Registry – Development and implementation of National Sex Offender Registry 

7.3.2 Canadian Police College Police Sciences School – Trains Canadian police officers to investigate/interdict Internet and computer-related child exploitation

Key Partners

Department of Justice (DOJ); Public Safety (PSEPC); National Crime Prevention Centre (NCPC); Health Canada; Human Resources Development Canada (Department of Social Development) (HRDC [DSD]); Indian and Northern Affairs Canada (INAC); Canadian Heritage; Canada Border Services Agency (CBSA); Citizenship and Immigration Canada (CIC); Industry Canada; Foreign Affairs Canada (FAC); provincial agencies; communities; national and international organizations with mandates for children and youth; Interpol; victims services organizations; other police agencies; and the education sector

Strategic Priority: Economic Integrity

Contribute to Canada's economic integrity through crime reduction

What Makes This A Priority Economic crime is a growing trend, impacting both the Canadian and global economies  February 2005 Ipsos-Reid survey indicates 80% of Canadian adults consider identity theft a serious problem and 17% say that someone they know has been a victim of identity theft In late 2004 and early 2005 over 23,000 cartons of illegal cigarettes were seized in Ontario 37% of multinational firms have experienced significant economic fraud Exploiting globalization and new technologies, criminals resort to increasingly elaborate and transnational methods, challenging more conventional forms of law enforcement investigation and prosecution Global impact of counterfeit products has increased from US$100M in 1992 to over US$600B in 2004 China is the source of 2/3 of pirated goods 80% of counterfeit goods in Canada originate from the Asia-Pacific region The World Health Organization estimates that 10% of the world's pharmaceuticals are counterfeit In Canada, money laundering is a multi-billion dollar problem Money laundering represents 2-5% of global GDP According to the International Monetary Fund, global estimates of money laundering range from between US$590B and US$1.5T Direct cost of intellectual property crime to Canada is estimated at $10-13B annually Increasing range of potentially harmful counterfeit products being found in Canada, e.g., pharmaceuticals, electrical products Currency counterfeiting on the rise in Canada Fraud in its many forms has been on the rise since 2001 Credit card fraud has been rising steadily since 1990 in Canada – in 2003 losses from credit card fraud amounted to $200M Debit card fraud in an emerging issue comprising 42% of reported identity thefts in 2003 (Source: RCMP Environmental Scan, 2005; Feature Focus: Economic Crime, CISC Annual Report on Organized Crime in Canada 2004; CISC Annual Report on Organized Crime in Canada 2005, RCMP Policy Centres)

Overview

Economic integrity refers to consumer and investor confidence in Canada's financial, currency and equity market systems. A safe and secure economy provides confidence for consumers and investors in conducting business, investing and saving. The RCMP will contribute to Canada's economic integrity through crime reduction, with an aim of supporting the economic and social well-being of all Canadians.

Concerns extend beyond financial crime, touching many areas – counterfeit goods and currency; corporate fraud; theft of intellectual property and identity fraud. These problems can impact the overall Canadian economy through loss of confidence, nationally and internationally, in our country's institutions and markets.

Plans and Priorities

The following plans and priorities have been established to guide the RCMP's efforts towards contributing to Canada's economic integrity through crime reduction. 

The key plans and priorities for the coming year are to:

• Prevent, detect and deter criminal activity that affects the Canadian economy 
• Build awareness around crimes that affect the Canadian economy
• Educate Canadians on the different forms of economic crime and the measures they can take to protect themselves from becoming victims

Strategic Priority: Economic Integrity – New
Strategic Outcome: Contribute to the confidence in Canada's economic integrity through crime reduction
Strategic Objectives:  Communicate effectively Sound and rigorous stewardship  of resources Conduct effective enforcement Build new and strengthen existing partnerships Contribute to public policy and ensure sound policy development Impact crime through awareness, prevention and education Be intelligence led Attract, develop, retain and support our employees Provide enabling equipment, technology and infrastructure	Key Performance Goals: By 2008, 85% of the individuals who have received information, are prepared to modify or have modified their behaviour By 2008, 85% of the companies (public or private) that have received information, are prepared to modify or have modified their policies

Strategic Priority: Economic Integrity – New
Supporting Program Activities (PAA)*	Planned Spending (millions)*
	2006-2007	2007-2008			2008-2009
1 – Federal and International Operations	$592.9	$592.4			$570.1
3 – Community, Contract and Aboriginal Policing	$2,083.4	$2,031.4			$2,030.7
4 – Criminal Intelligence Operations	$70.3	$69.5			$69.5
5 – Technical Policing Operations	$174.2	$168.2			$168.2
7 – National Police Services	$149.7	$134.1			$134.1
Supporting Program Activities (PAA)*	Planned FTEs
	2006-2007	2007-2008			2008-2009
1 – Federal and International Operations	4,568	4,726			4,819
3 – Community, Contract and Aboriginal Policing	13,610	13,629			13,641
4 – Criminal Intelligence Operations	547	567			579
5 – Technical Policing Operations	1,164	1,195			1,213
7 – National Police Services	1,266	1,268			1,269

* Areas primarily responsible for delivery against the Strategic Priority, as per the PAA.
** Figures reflect allocations as per Program Activity, not Strategic Priority. The figures are taken directly from the Planned Spending contained in the Main Estimates (see Section III – Table 1). Planned Spending for the Corporate Infrastructure Program Activity has been allocated across all Program Activities in accordance with TBS guidelines for the preparation of the Main Estimates

The Economic Integrity priority is supported by the following Program Activities, Sub-Activities and Sub-Sub-Activities:

PAA Activity

1 – Federal and International Operations 

3 – Community, Contract and Aboriginal Policing 

4 – Criminal Intelligence Operations 

5 – Technical Policing Operations 

7 – National Police Services 

PAA Sub-Activities

1.1 Financial Crime – Contributes to the security of the Canadian economy and seeks to protect Canadians and their governments from financial crimes perpetrated by organized crime and others 

1.2 Drugs and Organized Crime – Focuses on combating organized crime, as well as drug-related social and economic harm to Canadians; works to reduce supply of and demand for illicit drugs using an integrated approach involving measures for prevention, education, enforcement, counseling, treatment and rehabilitation 

1.3 Border Integrity – Responsible for enforcement issues related to Canada's borders, and enforcement of more than 250 federal statutes in a variety of areas. Ensures the effective administration and enforcement of immigration and citizenship laws and programs in Canada. Builds partnerships with stakeholders throughout all segments of Canadian society to provide the best response(s) to policing concerns, whether by investigating criminal offenses, assisting federal government departments, informing and seeking input from general community and implementing problem oriented policing

3.1 Provincial/Territorial Policing – Provides policing services to eight provinces and three territories through cost-shared police service agreements 

3.2 Municipal Policing – Provides policing services to diverse municipalities in seven provinces through cost-shared police service agreements 

4.1 Organized Criminal Intelligence – Responsible for assessment, monitoring and coordination of all organized crime or other serious criminal activity 

5.6 Technological Crime – Acts as policy centre for the provision of computer search, seizure and forensic analytical support to RCMP personnel, including Internet-based investigations, necessary research and development of computer forensic utilities, and computer forensic assistance to other domestic and international accredited agencies and police services

7.1 Forensic Laboratory Services – Conducts scientific analysis of evidence from crime scenes, presents forensic evidence in courts, and researches and develops new and advanced forensic methodology and techniques 

7.3 Canadian Police College – Provides advanced and specialized training in police management and the investigation of organized crime to all Canadian police services 

PAA Sub-Sub-Activities

1.1.1 Commercial Crime – Reduces, controls and prevents business-related or white collar crimes 

1.1.2 Proceeds of Crime – Oversees RCMP's contribution to Integrated Proceeds of Crime (IPOC) partnership against money laundering; identifying, restraining and forfeiting illicit and unreported wealth accumulated through criminal activity 

1.1.3 Money Laundering – Involves investigation and prosecution of major organized crime groups operating in Canada; removal of financial incentive for engaging in criminal activities 

1.1.4 Integrated Market Enforcement – Jointly managed integrated teams that focus on most serious cases of corporate and market fraud 

1.2.1 Organized Crime – Reduces threat and impact of organized crime groups, dismantling or disrupting their structures 

1.2.6 Integrated Organized Crime Investigation Units – Integrated units from various agencies and departments that investigate, prosecute, disrupt and dismantle organized crime activities 

1.2.9 Drug Enforcement – Contributes to reduction in supply of and demand for illicit drugs through disruption of criminal organizations responsible for importation, production and supply of illicit drugs in Canada; disrupts supply routes and prevents illicit drug production and distribution; reduces demand for drugs and drug abuse through prevention, public education and support of alternative forms of justice 

1.3.1 Federal Enforcement – Responsible for investigation of more than 250 federal statutes in a variety of areas, including environmental crime and wildlife, airport/marine federal enforcement services, consumer protection, public safety and financial loss to the federal government 

3.1.4 Commercial Crime – Conducts commercial crime investigations, including bankruptcy, securities and income tax crimes, corporate and business fraud, counterfeiting, corruption of officials and white collar crime 

3.1.5 Criminal Intelligence – Conducts research and analysis to identify criminal activities (e.g., organized crime); develops, collects, analyses and disseminates intelligence to accredited police departments to assist in investigations; provides support to major criminal investigations proposed or undertaken by field units 

5.6.1 Technological Forensics Support – Conducts search, seizure and analysis of electronic evidence in support of criminal investigations 

7.1.1 Counterfeits and Documents – Provides forensic analysis of suspect travel documents, currency and payment cards to determine if they are genuine 

Key Partners

Public Safety (PSEPC); Canadian Border Services Agency (CBSA); Transport Canada (TC); Canada Revenue Agency (CRA); Finance; Health; Bank of Canada; Industry Canada; Canadian Heritage; Citizenship and Immigration Canada (CIC); Foreign Affairs Canada (FAC); US Immigration and Naturalization Services (USINS); Financial Transaction & Report Analysis Centre of Canada (FinTRAC); Forensic Accounting Management Directorate (FAMD); Seized Property Management Directorate (SPMD); Canadian Security Intelligence Service (CSIS); private industry (e.g., Canadian Bankers Association); municipal, provincial and territorial agencies responsible for health, education and corrections; Canadian and foreign law enforcement agencies

Strategic Priority: Service to Aboriginal Communities

Contribute to safer & healthier Aboriginal communities

What Makes This A Priority RCMP has 80 community tripartite agreements (federal/provincial/First Nations) in place through which the RCMP serves over 190 Aboriginal communities  The RCMP provides services to 544 Aboriginal communities Ongoing Government focus on Aboriginal affairs: long-term development, specific quality of life indicators and accountability report card  A statistical profile of Aboriginal communities that continues to rank them closer to poor countries than rest of Canadian population on key social indicators (i.e., health, life expectancy, disposable income, education)  While Aboriginal population represents small proportion of Canadian population as whole, constitutes significant proportion in some provinces and territories [i.e., in Nunavut, Inuit represent 85% of territory's total population; 51% of Northwest Territories, almost 1/4 (23%) of Yukon, and about 14% of Manitoba and Saskatchewan's populations]  Aboriginal population is younger and growing more quickly than non-Aboriginal; children under 14 represent one-third of Aboriginal population – far higher than 19% of Canadian population; Aboriginal youth – key vulnerable population  Aboriginal children currently under age 15 will be entering workforce within next 10 to 15 years – in Manitoba and Saskatchewan, these young people may account for 1/4 of new workplace entrants  Aboriginal unemployment rate continues to be higher than rest of Canadian population; Aboriginal youth (ages 15-24) – twice as likely to be unemployed; part of increasingly diverse homeless population  Aboriginal people disproportionately impacted by criminal justice system – in terms of federal incarceration, Aboriginal people account for 18% of those federally incarcerated yet represent only 3.3% of the Canadian population. Aboriginal baby boom – many Aboriginal youth are being recruited by organized crime groups and Aboriginal-based gangs – profound effect on gang activity and incarceration rates; other important social implications  (Sources: RCMP Environmental Scan, 2004; Canada's Performance, 2004; Canada's Performance, 2005, CISC Annual Report on Organized Crime in Canada 2004, CISC Annual Report on Organized Crime in Canada, 2005; October 2004 Speech from the Throne; RCMP policy centres)

Overview

The RCMP has had a long and productive history of service to Aboriginal communities across this country, and has worked successfully to build good relationships with Aboriginal communities serviced in RCMP jurisdictions. 

In line with the Government of Canada's priority to build stronger Aboriginal communities, the RCMP is committed to bring a greater focus to this area of policing by dealing with the various challenges Aboriginals face both on and off reserves.

The Aboriginal Communities strategic priority of the RCMP continues to focus on "Safer and Healthier Aboriginal Communities". Operations will continue to develop and implement culturally sensitive strategies, plans and programs to address the particular needs of Aboriginal peoples in both urban and rural areas, and in the North. An integral part of this approach will be to continue to use restorative justice techniques and methods where appropriate. The restorative justice approach allows us to work with communities to help them heal and to confront their problems using traditional Aboriginal justice practices, rather than relying on more formal criminal sanctions or incarceration.

Plans and Priorities

The following plans and priorities have been established to guide the RCMP's efforts towards contributing to safer and healthier Aboriginal communities.

The key plans and priorities for the coming year are to:

• Provide a culturally sensitive policing service 
• Develop community capacity to prevent crime through social development 
• Contribute to public policy and ensure sound policy development 
• Build new and strengthen existing partnerships 
• Communicate effectively to internal/external partners and stakeholders 
• Build capacity in terms of expertise and resources, while supporting employees 

Strategic Priority: Aboriginal Communities – Ongoing
Strategic Outcome: Contribute to safer and healthier Aboriginal communities
Strategic Objectives:  Communicate effectively Sound and rigorous stewardship of resources Develop community capacity to prevent crime through social development Build new and strengthen existing partnerships Contribute to public policy and ensure sound policy development Provide culturally sensitive police service Expand collection and sharing of information and intelligence Attract, develop, retain and support our employees Optimize enabling science and technology	Key Performance Goals: Increase by 10% the percentage of stakeholders satisfied their organization/community has a good working relationship with the RCMP Increase to 75% the percentage of clients of Contract Policing satisfied that the RCMP makes a valuable contribution to the sustainability of their community Increase by 10% the percentage of stakeholders satisfied the RCMP successfully addresses local policing priorities Increase by 10% the percentage of stakeholders/partners who agree the RCMP effectively communicates what it is doing and why it is doing it Increase by 10% the percentage of stakeholders who agree the RCMP provides accurate and complete information about its programs and services Increase to 80% the percentage of stakeholders/partners who agree the RCMP is a valuable partner in contributing to safer and healthier Aboriginal communities Double the number of external partners participating in Strategic Priority Working Groups. Increase to 80% the percentage of stakeholders who agree that the RCMP provides valuable input into the development of public policy pertaining to Aboriginal communities issues

Strategic Priority: Aboriginal Communities – Ongoing
Supporting Program Activities (PAA)*	Planned Spending (millions)*
	2006-2007	2007-2008	2008-2009
1 – Federal and International Operations	$592.9	$592.4	$570.1
3 – Community, Contract and Aboriginal Policing	$2,083.4	$2,031.4	$2,030.7
7 – National Police Services	$149.7	$134.1	$134.1
Supporting Program Activities (PAA)*	Planned FTEs
	2006-2007	2007-2008	2008-2009
1 – Federal and International Operations	4,568	4,726	4,819
3 – Community, Contract and Aboriginal Policing	13,610	13,629	13,641
7 – National Police Services	1,266	1,268	1,269

* Areas primarily responsible for delivery against the Strategic Priority, as per the PAA.
** Figures reflect allocations as per Program Activity, not Strategic Priority. The figures are taken directly from the Planned Spending contained in the Main Estimates (see Section III – Table 1). Planned Spending for the Corporate Infrastructure Program Activity has been allocated across all Program Activities in accordance with TBS guidelines for the preparation of the Main Estimates.

The Aboriginal Communities priority is supported by the following Program Activities, Sub-Activities and Sub-Sub-Activities:

PAA Activity

1 – Federal and International Operations

3 – Community, Contract and Aboriginal Policing

7 – National Police Services 

PAA Sub-activities

1.2 Drugs and Organized Crime – Focuses on combating organized crime as well as drug related social and economic harm to Canadians

3.3 Aboriginal Policing – Provides policing services to Aboriginal communities in eight provinces and two territories through cost-shared police service agreements 

3.5 Community, Contract and Aboriginal Policing Directorate – Develops and implements policies, strategies and models for policing; responsible for policies concerning crime prevention and victim services; police service agreements; research and development of policing models, tools and technologies; roadway safety; critical incident standards; and, youth policies 

7.3 Canadian Police College – Provides investigative and management training focused on the particular needs of police who are providing services to Aboriginal communities

PAA Sub-sub-activities

1.2.1 Organized Crime – Reduces the threat and impact of organized crime by countering the growth of organized crime groups, dismantling or disrupting their structures and sharing intelligence

1.2.7 Drug Awareness – Works to reduce substance abuse and provide prevention through education, awareness and treatment. The program coordinates and monitors key programs such as Drug Abuse Resistance Education (DARE), Drugs in the Workplace, and Drugs and Sport

3.5.1 Aboriginal Policing Support Services – Develops and implements policies and initiatives for policing services to Aboriginal communities 

Key Partners

Aboriginal communities and leaders; national Aboriginal organizations; Indian & Northern Affairs Canada (INAC); Department of Justice (DOJ); Correctional Service of Canada (CSC); Office of the Federal Interlocutor for Métis and Non-status Indians; Department of Fisheries and Oceans (DFO); CIC; Health Canada; Canadian Heritage; Human Resources Development of Canada (Department of Social Development) (HRDC) (DSD); provincial Attorneys General; provincial/territorial health officials

Our Program Activity Architecture Strategic Outcomes

Under our Program Activity Architecture (PAA), there are three strategic outcomes that serve to support our five strategic priorities and our overarching strategic goal of providing safe homes and safe communities for all Canadians.

Our strategic outcomes are:

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

Supporting our three strategic outcomes is our Program Activity Architecture (PAA) which is structured along eight Program Activities. Our eight Program Activities are:

1 – Federal and International Operations

2 – Protective Policing Services

3 – Community, Contract and Aboriginal Policing Services 

4 – Criminal Intelligence Operations

5 – Technical Policing Operations

6 – Policing Support Services

7 – National Police Services

8 – Corporate Infrastructure

Under these Program Activities are 52 Sub-Activities.

Our Strategic Outcomes

The first strategic outcome is Quality Federal Policing and it is defined as: 

• Ensuring the safety and security of Canadians and their institutions both domestically, and globally, as well as internationally protected persons and other foreign dignitaries, through intelligence-based prevention, detection, investigations and enforcement of laws against terrorism, organized crime and other criminal activity.

The key expected results for this strategic outcome are:

• Reduced impact of organized crime
• Reduced threat of terrorism
• Safe and secure society

The Quality Federal Policing outcome is directly supported by two Program Activities – Federal and International Operations and, Protective Policing.

Federal and International Operations provides policing, law enforcement and investigative services to the federal government, its departments and agencies and to Canadians, as well as international policing and peacekeeping services.

Protective Policing Services directs the planning, implementation, administration and monitoring of the RCMP's national Protective Security Program, including the protection of dignitaries, the security of major events and special initiatives, including Prime Minister-led summits of an international nature, as well as to provide air transportation security.

The second strategic outcome is Quality Contract Policing and it is defined as:

• Healthier and safer Canadian communities through effective crime prevention, education, law enforcement and investigation 

The key expected results for this strategic outcome are:

• Highest quality police services/programs
• Prevention and reduction of youth involvement in crime as victims and offenders
• Safer and healthier Aboriginal communities

The Quality Contract Policing outcome is directly supported by a single Program Activity – Community, Contract and Aboriginal Policing.

Community, Contract and Aboriginal Policing contributes to safe homes and safe communities by providing police services to diverse communities in eight provinces (with the exception of Ontario and Quebec) and three territories through cost-shared policing service agreements with federal, provincial, territorial, municipal and Aboriginal governments.

The third strategic outcome is Quality Policing Support and it is defined as:

• Support to Canadian policing investigations and enforcement organizations through critical intelligence, equipment, tools, systems, technology and education to optimize the delivery of proactive, intelligence-based policing services and programs

The key expected results for this strategic outcome are:

• Leading-edge policing and security technology
• Comprehensive, real-time intelligence and threat assessments
• Increased efficiency and effectiveness of policing
• Timely and high quality scientific tools, techniques and information management technology
• High quality learning and training opportunities and support

The Quality Policing Support Services outcome is directly supported by four Program Activities – Criminal Intelligence Operations, Technical Policing Operations, Policing Support Services, National Police Services.

Criminal Intelligence Operations is a national program for the management of criminal information and intelligence in the detection and prevention of crime of an organized, serious or national security nature in Canada or internationally as it affects Canada. 

Technical Policing Operations provides policy, advice and management to predict, research, develop and ensure the availability of technical tools and expertise to enable frontline members and partners to prevent and investigate crime and enforce the law, protect against terrorism and operate in a safe and secure environment.

Policing Support Services are services provided in support of the RCMP's role as a police organization.

National Police Services contributes to safe homes and safe communities for Canadians through forensic analysis of criminal evidence, criminal records information, identification services, technological support, enhanced learning opportunities, and coordination of criminal information and intelligence to the broader law enforcement and criminal justice communities.

Corporate Infrastructure supports all of the Program Activities by providing the vital administrative services required for an organization to operate effectively. In doing so Corporate Infrastructure indirectly contributes to all three Strategic Outcomes, in turn promoting our strategic goal of safe homes and safe communities.

Program Activity Architecture

Display full size graphic

Summary of Departmental Strategic Outcomes as per Program Activity Architecture
Strategic Outcome: Quality Federal Policing
Outcome Statement:  Ensuring the safety and security of Canadians and their institutions, both domestically and globally, as well as internationally protected persons and other foreign dignitaries, through intelligence-based prevention, detection, investigations and enforcement of laws against terrorism, organized crime and other criminal activity	Key Performance Goals: Achieve 84% agreement amongst Canadians that the RCMP plays a valuable role/fulfills its strategic priority of reducing the threat of terrorism Achieve 85% agreement amongst Canadians that the RCMP plays a valuable role/fulfills its strategic priority of reducing the threat and impact of organized crime Achieve 85% agreement amongst Canadians that the RCMP plays a valuable role in reducing the impact of economic crime in Canada
Supporting Program Activities (PAA)*		Planned Spending (millions)*
		2006-2007	2007-2008		2008-2009
1 – Federal and International Operations		$592.9	$592.4		$570.1
2 – Protective Policing Services		$105.1	$104.1		$104.1
Supporting Program Activities (PAA)*		Planned FTEs
		2006-2007	2007-2008		2008-2009
1 – Federal and International Operations		4,568	4,726		4,819
2 – Protective Policing Services		768	769		770

* Areas primarily responsible for delivery against the Strategic Priority, as per the PAA.
** Figures reflect allocations as per Program Activity, not Strategic Priority. The figures are taken directly from the Planned Spending contained in the Main Estimates (see Section III – Table 1). Planned Spending for the Corporate Infrastructure Program Activity has been allocated across all Program Activities in accordance with TBS guidelines for the preparation of the Main Estimates.

Summary of Departmental Strategic Outcomes as per Program Activity Architecture
Strategic Outcome: Quality Contract Policing
Outcome Statement:  Healthier and safer Canadian communities through effective crime prevention, education, law enforcement and investigation	Key Performance Goals: Achieve 80% agreement amongst Canadians that the RCMP plays a valuable role/fulfills its strategic priority of contributing to safe and healthier Aboriginal communities Achieve 84% agreement amongst Canadians that the RCMP plays a valuable role/fulfills its strategic priority of preventing and reducing youth involvement in crime as victims and offenders
Supporting Program Activities (PAA)*		Planned Spending (millions)*
		2006-2007	2007-2008			2008-2009
3 – Community, Contract and Aboriginal Policing		$2,083.4	$2,031.4			$2,030.7
Supporting Program Activities (PAA)*		Planned FTEs
		2006-2007	2007-2008			2008-2009
3 – Community, Contract and Aboriginal Policing		13,610	13,629			13,641

* Areas primarily responsible for delivery against the Strategic Priority, as per the PAA.
** Figures reflect allocations as per Program Activity, not Strategic Priority. The figures are taken directly from the Planned Spending contained in the Main Estimates (see Section III – Table 1). Planned Spending for the Corporate Infrastructure Program Activity has been allocated across all Program Activities in accordance with TBS guidelines for the preparation of the Main Estimates.

Summary of Departmental Strategic Outcomes as per Program Activity Architecture
Strategic Outcome: Quality Policing Support
Outcome Statement:  Support to Canadian policing investigations and enforcement organizations through critical intelligence, equipment, tools, systems, technology and education to optimize the delivery of proactive, intelligence-based policing services and programs	Key Performance Goals: Achieve 75% partner satisfaction with RCMP contributions and collaboration Achieve 75% stakeholder satisfaction with the timeliness and quality of RCMP responses Achieve 75% stakeholder satisfaction that the RCMP provides appropriate protocols to ensure an integrated and rapid response in evolving situations Achieve 75% stakeholder satisfaction on the effectiveness of RCMP technology and investigative techniques Achieve 75% stakeholder satisfaction on the accuracy and comprehensiveness of RCMP information and intelligence Achieve 75% stakeholder satisfaction that the RCMP provides valuable support and services to the IM/IT client community Achieve 75% stakeholder satisfaction that the RCMP is a valued leader in the development of IM/IT solutions for interoperability
Supporting Program Activities (PAA)*		Planned Spending (millions)*
		2006-2007	2007-2008			2008-2009
4 – Criminal Intelligence Operations		$70.3	$69.5			$69.5
5 – Technical Policing Operations		$174.2	$168.2			$168.2
6 – Policing Support Services		$68.5	$68.0			$68.0
7 – National Police Services		$149.7	$134.1			$134.1
Supporting Program Activities (PAA)*		Planned FTEs
		2006-2007	2007-2008			2008-2009
4 – Criminal Intelligence Operations		547	567			579
5 – Technical Policing Operations		1,164	1,195			1,213
6 – Policing Support Services		326	327			327
7 – National Police Services		1,266	1,268			1,269

* Areas primarily responsible for delivery against the Strategic Priority, as per the PAA.
** Figures reflect allocations as per Program Activity, not Strategic Priority. The figures are taken directly from the Planned Spending contained in the Main Estimates (see Section III – Table 1). Planned Spending for the Corporate Infrastructure Program Activity has been allocated across all Program Activities in accordance with TBS guidelines for the preparation of the Main Estimates.

 

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