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2006-07

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Royal Canadian Mounted Police


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Section III: Supplementary Information

Financial Tables


Table 1: Departmental Planned Spending and Full Time Equivalents
($ millions)   Forecast
Spending
2005-2006*		 Planned
Spending
2006-2007		 Planned
Spending
2007-2008		 Planned
Spending
2008-2009
Federal and International Operations
552.0
 592.9
592.4 
570.1
Protective Policing Services
104.0
 105.1
104.1
104.1
Community, Contract and Aboriginal Policing
1,849.7
2,083.4
2,031.4
2,030.7
Criminal Intelligence Operations
62.5
70.3
69.5
69.5
Technical Policing Operations
156.0
174.2
168.2
168.2
Policing Support Services
45.0
68.5
68.0
68.1
National Police Services
136.6
149.7
134.1
134.1
Pensions under the RCMP Pension Continuation Act(s)
23.0
23.0
23.0
23.0
To compensate members of the RCMP for injuries received in the performance of duties
41.6
48.8
55.8
62.2
Payments in the nature of Workers Compensation, to survivors of members of the force killed while on duty
1.6
1.6
1.6
1.6
Pensions to families of members of the RCMP who have lost their lives while on duty
0.1
0.1
0.1
0.1
Budgetary Main Estimates (gross)
2,972.1
3,317.7
3,248.1
3,231.5
Less: Respendable Revenue
1,108.8
1,240.0
1,247.6
1,243.3
Total Main Estimates
1,863.3
2,077.7
2,000.5
1,988.2
Adjustments:
Federal and International Operations
(0.5)
(1.4)
0.0
0.0
Protective Policing Services
(0.1)
(0.3)
0.0
0.0
Community, Contract and Aboriginal Policing
(1.6)
(4.8)
0.0
0.0
Criminal Intelligence Operations
(0.1)
(0.2)
0.0
0.0
Technical Policing Operations
(0.2)
(0.5)
0.0
0.0
Policing Support Services
(0.1)
(0.2)
0.0
0.0
National Police Services
(0.2)
(0.4)
0.0
0.0
Governor General Special Warrants
Operating budget carryforward
60.2
0.0
0.0
0.0
Funding to address shortfalls related to the costs of providing 
contract policing services
60.0
0.0
0.0
0.0
Public security initiatives (National Security Policy)
37.2
0.0
0.0
0.0
Paylist shortalls (severance pay, parental benefits, vacation credits payable upon termination of employment with the P.S.) 
36.6
0.0
0.0
0.0
RCMP compensation benefits & salary structure
31.3
71.1
87.3
87.3
Compensation for collective agreements
28.9
0.0
0.0
0.0
Funding to support the lawful interception of private communications 
and the search and seizure of information or computer files to 
ensure public safety and security
14.4
0.0
0.0
0.0
Funding to retrieve the proceeds of crime from targeted 
organized crime entities (Integrated Proceeds of Crime Initiative)
13.5
0.0
0.0
0.0
Additional resources to enhance the capacity of law enforcement 
agencies in addressing the criminal use of firearms
7.6
0.0
0.0
0.0
Construction of a training facility at the Connaught Ranges 
4.0
0.0
0.0
0.0
Funding in support of activities associated with the Commission of Inquiry into the actions of Canadian officials in relation to Maher Arar
2.2
0.0
0.0
0.0
Funding to reduce the backlog of immigration and citizenship applications and to support a program for international students 
to work off campus
1.9
0.0
0.0
0.0
Funding to support employment equity projects to increase
the representation in the federal Public Service, of designated
groups, in particular visible minorities, Aboriginal people and persons with disablilities
1.2
0.0
0.0
0.0
Reinvestment of revenues from the sale or transfer of real property
0.9
0.0
0.0
0.0
Funding for initiatives that provide communities with the tools, knowledge and support to enhance community safety and crime prevention at the local level (National Crime Prevention Strategy)
0.6
0.0
0.0
0.0
Funding to support Canada's efforts in dealing with persons 
involved in war crimes, crimes against humanity, and other 
reprehensible acts (War Crimes Strategy)
0.6
0.0
0.0
0.0
Reinvestment of royalties from intellectual property
0.6
0.0
0.0
0.0
Funding related to the assessment, management and 
remediation of federal contaminated sites
0.2
0.0
0.0
0.0
Interim funding in response to the Supreme Court Decision in R. v. Powley to support research, multilateral discussions, and capacity development for Métis organizations
0.2
0.0
0.0
0.0
Funding for criminal record checks related to applications for pardons
0.2
0.0
0.0
0.0
Less: Proposed Capital carryforward 
(of items included in Main Estimates)
(12.2)
0.0
0.0
0.0
Less: amounts available from Controlled Allotments
(35.8)
0.0
0.0
0.0
Less: amounts available from Reprofiling Decisions
(5.9)
0.0
0.0
0.0
Less: reversal of Dept of Justice expenditures
(2.5)
0.0
0.0
0.0
Action Plan to Enhance passenger, Rail, mass Transit 
and Ferry Security
0.0
0.8
1.2
0.0
DNA Data Bank
0.0
10.3
4.7
4.7
Additional Police Officers 
0.0
35.0
113.5
142.3
National Initiative to Combat Money Laundering
0.0
11.3
7.7
7.7
National Counterfeit Enforcement Strategy
0.0
5.1
3.5
3.5
RCMP Training Academy Refurbishment and Expansion – 
Additional Police Officer – RCMP Depot
0.0
33.6
56.7
65.8
International Peacekeeping and Peace Operations
0.0
36.2
39.3
36.8
Capital Carryforward
0.0
12.2
0.0
0.0
Contract Policing – operating shortfall
0.0
29.2
29.2
29.2
Real Property Disposition Revolving Fund – RCMP
0.0
2.1
0.0
0.0
Olympic Vancouver – Security
0.0
1.5
12.4
27.3
UN Convention Against Corruption 
0.0
4.3
4.3
4.3
Drug Impaired Driving
0.0
2.3
2.3
0.0
National Security Policy – Real Time Identification (RTID)
0.0
0.0
22.2
25.4
Strengthening Enforcement Budget 2003
0.0
0.0
0.0
21.3
Airport Policing Agreements Building Secure Society Budget 99
0.0
3.0
3.0
3.0
Budget Announcement: 
Budget reduction approved by Expenditure Review Committee
(1.0) 
0.0
0.0
0.0
Other:
TB Vote 15
0.0 
0.0
0.0
0.0
Total Adjustments
242.0
250.3
387.2
458.6
Total Planned Spending
2,105.4
 2,328.0
2,387.7
2,446.8
Less: Non-respendable revenue
86.3
 91.8
91.8
91.8
Plus: Cost of services received without charge 
204.1
212.0
212.3
213.5
Net Cost of Program
2,223.2
2,448.3
2,508.3
2,568.5
Full Time Equivalents
23,841.3
26,079.3
26,309.3
26,447.3

* Reflects best forecast of total planned spending to the end of the fiscal year. FTE numbers reflect utilization.


Table 2: Program Activities
2006-2007
 

Non-
Budgetary

Loans, 
Investments 
and Advances

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

Grants
and
Contributions

 Gross Revenue Net
Federal and International Operations
556,998
35,949
0
592,947
-623
592,324
 0
 592,324
110,012
702,336
Protective Policing Services
99,791
5,336
 0
105,127
-139
104,988
 0
 104,988
11,281
116,269
Community, Contract and 
Aboriginal Policing
1,899,245
184,183
0
2,083,428
-1,235,209
848,219
0 
848,219
90,169
938,388
Criminal Intelligence Operations
66,819
3,499
 0
70,318
-69
70,249
 0 
70,249
6,167
76,416
Technical Policing Operations
155,270 
18,921
0
174,191
-242
173,949
0
173,949
15,064
189,013
Policing Support Services
65,866
2,639
0
68,505
-69
68,436
0 
 68,436
2,559
70,995
National Police Services
138,776
10,544
386
149,706
-3,673
146,033
 0
146,033 
15,134
161,167
Pensions under the RCMP Pension 
Continuation Act (s)
0
0
23,000
23,000
 0
23,000
0
23,000
0
23,000
To compensate members of the RCMP for injuries received in the 
performance of duties
0
0
 48,821
 48,821
0
 48,821
0
48,821
0
48,821
Payments in the nature of Workers 
Compensation, to survivors of members of the force killed while on duty
0
0
 1,535
 1,535
 0
1,535
0
1,535
0
1,535
Pensions to families of members of 
the RCMP who have lost their lives while on duty
0
0
100
100
0
100
0
 100
0
100
International Association of Chiefs of Police
 0
0
2
 2
0
2
0
2
0
2
RCMP Veterans Association
 0
0
2
 2
0
2
0
2
0
2
Total
2,982,765
261,071
73,846
3,317,682
-1,240,024
2,077,658
0
2,077,658
250,387
2,328,045

 
Table 3: Voted and Statutory Items Listed in Main Estimates
Voted or Statutory Item
($ thousands)		  2006-2007
Main Estimates		 2005-2006
Main Estimates
60 Operating Expenditures 1,396,661 1,258,951
65 Capital Expenditures  261,071  197,988
70 Grants and Contributions 50,846 
 43,646
(S) Pensions and other employee benefits – Members of the Force  290,111  288,557
(S) Contributions to employee benefit plans 55,969  51,145
(S) Pensions under the Royal Canadian Mounted Police 
Pension Continuation Act		  23,000 23,000
Total Department 2,077,658 1,863,287


Table 4: Net Cost of Department
($ millions)   Total
Net Planned Spending 2,328.0
Plus: Services Received without Charge
Accommodations provided by Public Works and Government Services Canada (PWGSC) 62.6
Contribution covering employees' share of insurance premiums and expenditures paid by TBS (excluding revolving funds) 145.7
Worker's compensation coverage provided by Social Development Canada  0.3
Salary and associated costs of legal services provided by Justice Canada 3.4
 
212.0
Less: Non-respendable Revenue 91.8
Net Cost of Department 2,448.3


Table 5: Summary of Capital Spending by Program Activity

($ millions)

 Forecast
Spending
2005-2006*		 Planned
Spending
2006-2007		 Planned
Spending
2007-2008		 Planned
Spending
2008-2009
Law Enforcement
Federal and International Operations  34.3  42.3 51.1 52.7
Protective Policing Services 7.9 6.6 7.5 7.9
Community, Contract and
Aboriginal Policing		 136.9 205.0 191.0    198.0
Criminal Intelligence Operations 2.3 4.2  5.1 5.4
Technical Policing Operations 10.1  21.3 18.9 19.7
Policing Support Services 3.2 3.3 3.7   3.9
National Police Services 8.9 12.2 11.5  12.1
Total  203.6 295.1 288.8   299.8

Table 7: Sources of Respendable and Non-respendable Revenue

($ millions)

 Forecast
Spending
2005-2006		 Planned
Spending
2006-2007		 Planned
Spending
2007-2008		 Planned
Spending
2008-2009
Respendable Revenue
Services
Federal and International Operations 0.0 0.0 0.0 0.0
Protective Policing Services 0.0 0.0 0.0 0.0
Community, Contract and
Aboriginal Policing		 1,106.4  1,275.0 1,292.1 1,287.9
Criminal Intelligence Operations 0.0 0.0 0.0 0.0
Technical Policing Operations 0.0 0.0 0.0 0.0
Policing Support Services 0.0 0.0 0.0 0.0
National Police Services 3.5 3.5 3.5 3.5
   1,109.9 1,278.5   1,295.6 1,291.4
Service Fees
Federal and International Operations 1.9  0.6 0.6 0.6
Protective Policing Services 0.4 0.1 0.1 0.1
Community, Contract and
Aboriginal Policing		 6.6 2.1 2.1 2.1
Criminal Intelligence Operations 0.2  0.1  0.1  0.1
Technical Policing Operations 0.7 0.2 0.2 0.2
Policing Support Services 0.2 0.1 0.1 0.1
National Police Services 4.0  0.2   0.0 0.0
  14.2 3.5  3.3  3.3
Total Respendable Revenues 1,124.1  1,282.0 1,298.9 1,294.7
Non-respendable Revenue

($ millions)

 Forecast
Spending
2005-2006		 Planned
Spending
2006-2007		 Planned
Spending
2007-2008		 Planned
Spending
2008-2009
Privileges, Licences and Permits 8.1 8.4 8.4 8.4
Refunds of Prior Years' Expenditures 4.7 5.6 5.6 5.6
Return on Investments 0.0 0.1 0.1 0.1
Miscellaneous 7.5 5.4  5.4  5.4
Employee Benefit Plan – recoveries not respendable 60.0 65.0 65.0 65.0
Proceeds from Sales 1.5 2.0 2.0 2.0
Proceeds from Asset Disposal 4.5 5.3 5.3 5.3
Total Non-respendable Revenues   86.3  91.8   91.8   91.8
Total Respendable and Non-respendable Revenue   1,210.4 1,373.8  1,390.7   1,386.5

Table 9: Resource Requirements by Branch or Sector

2006-2007
($ millions) Federal and International Operations Protective Policing Services Community, Contract and
Aboriginal Policing		 Criminal Intelligence Operations Technical Policing Operations Policing Support Services National Police Services Total Planned Spending
Atlantic Region
48.2
2.2
94.5
4.5
9.9
0.7
2.4
162.5
Central Region
251.7
17.4
35.8
22.7
37.6
1.1
5.0
371.4
North West Region
66.0
3.8
184.1
11.0
18.8
1.2
3.2
288.1
Pacific Region
77.2
6.2
161.1
12.2
22.5
0.9
3.1
283.2
National Headquarters
144.9
66.0
246.9
19.8
85.1
 57.0
132.5
752.3
Total
588.0
95.6
722.5
70.3
173.9
61.0
146.3
1,857.5

Note: $73.5 million Unallocated Grants and Contributions are not included in the numbers stated above; $334.3 million in expenditure authority and $138 million in revenue are held at the corporate level until the regional reallocation is determined.

Table 12: Details on Project Spending
($ millions) Current Estimated Total Costs Forecast
Expenditures to March 31, 2006		 Planned
Spending
2006-2007		 Planned
Spending
2007-2008		 Planned
Spending
2008-2009		 Future Year Spending Requirements
A. Federal and International Operations 
1 Ontario – Stoney Creek (LPA)
4.6
0.0
4.6
0.0

0.0

0.0
2 IBET – Windsor-Sarnia (DA)
7.0 
5.0 
2.0 
1.0 
0.0 
0.0 
B. Community, Contract and Aboriginal Policing
1 Saskatchewan – Modernization Telecom System (EPA)
48.0
13.0
11.0
3.0
 1.0
1.0
2 Newfoundland and Labrador – Modernization Telecom System (DA) (seeking PPA & EPA)
38.0
1.0
8.0
7.0
6.0
6.0
3 CIIDS Implementation (EPA)
18.0
0.0
5.0
3.0
3.0
0.0
C. National Police Services
1 Real Time Identification (RTID)
130.0
 15.0
33.0
30.0
35.0
 0.0
D. Corporate Infrastructure 
1 British Columbia – "E" Division Headquarters (seeking PPA) 62.8 2.4 0.8 1.8  7.5 50.4
2 Saskatchewan – Regina Depot, New Mess (PPA)
18.7
0.5
0.8
12.0
5.4
0.0
3 Saskatchewan – Regina, Depot, Electrical Distribution Network (seeking PPA)
15.6
0.1
0.7
6.0
5.6
3.2
4 Saskatchewan – Regina Depot, Security and Access Centre (seeking PPA)
3.5
0.0
0.4
3.2
0.0
0.0
5 Saskatchewan – Regina Depot, 25 metre Firing Range (seeking PPA)
6.6
0.1
5.0
1.5
0.0
0.0
6 Saskatchewan – Regina Depot, Dorms (seeking PPA)
25.2
0.0
0.4
3.2
5.1
16.5
7 Nunavut – Iqaluit – V Division HQ and Detachment (EPA)
18.4
3.1
9.0
6.4
0.0
0.0
8 Ontario – Ottawa Connaught Range (EPA) (includes CATSA contribution)
7.1
4.0
3.0
0.0
0.0
0.0
9 Ontario – Ottawa, NCA, Nicholson HQ (seeking PPA)
84.4
2.1
0.5
25.9
52.2
3.8
10 Ontario – Ottawa, New Administration Building (PPA)
5.1
0.5
0.3
2.2
2.1
0.0
11 Ontario – Ottawa, Outdoor Training Area (seeking PPA) 4.3 0.0 0.0 0.3 2.0 2.1
12 Ontario – Ottawa, TPOF Armoury Expansion (seeking PPA)  3.9 0.0 0.0 0.4 3.5 0.0
13 Nova Scotia – "H" Division HQ (PPA)
48.9
0.6
2.4
9.5
13.3
23.1
14 National Criminal Justice Index/N-III Project
25.0
3.5
7.7
7.4
 6.4
0.0

Table 13: Status Report on Major Crown Projects

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

2006-2007

1. Real Time Identification

2007-2008

1. Real Time Identification

2008-2009

1. Real Time Identification

For further information on the above-mentioned major crown projects see:

www.tbs-sct.gc.ca/est-pre/estime.asp


Table 14: Details on Transfer Payments Programs
Purpose of Contributions: To compensate non-RCMP police forces for transportation costs associated with attending courses at the Canadian Police Collage in Ottawa, Ontario

Objectives: To encourage non-RCMP police forces in upgrading their knowledge by attending courses offered at the Canadian Police College. By compensating participants for travel costs all police forces are put on a equal basis as far as accessibility to training is concerned

($ millions)

 Forecast
Spending
2005-2006		 Planned
Spending
2006-2007		 Planned
Spending
2007-2008		 Planned
Spending
2008-2009
National Police Services 0.4 0.4 0.4 0.4
Total Contributions 0.4 0.4 0.4 0.4

Purpose of Grants: to compensate members of the RCMP for injuries received in the performance of duty and to compensate families and survivors of members who have lost their lives while on duty 

Objectives: to provide for the payment of pensions to certain persons appointed as members of the Royal Canadian Mounted Police

($ millions)

 Forecast
Spending
2005-2006		 Planned
Spending
2006-2007		 Planned
Spending
2007-2008		 Planned
Spending
2008-2009
RCMP Veterans Association 0.0 0.0 0.0 0.0
International Association of Chiefs of Police 0.0 0.0 0.0 0.0
Survivors of members killed on duty   1.5 1.5 1.8 1.8
Pensions under the RCMP Pension Continuation Act 22.0 23.0 23.0 23.0
To compensate members of the RCMP for injuries 
received in the performance of duty		 41.6   48.8   55.8 62.2
Pensions to families of members of the RCMP who have lost their lives while on duty 0.1 0.1 0.1 0.1
Total Grants   65.2   73.5   80.7 87.1
Total Transfer Payments Program   65.6 73.8 81.1 87.5

Table 17: Horizontal Initiatives

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

1. Integrated Border Enforcement Teams (IBETS) – Lead

2. Integrated Market Enforcement Teams (IMETs) – Lead

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


Name of Program Integrated Border Enforcement Teams (IBETs)
Lead Department Royal Canadian Mounted Police
Total Allocation $125 M over 5 years
Start Date April 1, 2002
End Date March 31, 2007
Description The mandate of Integrated Border Enforcement Teams (IBETs) is to enhance border integrity between Canada and the United States by identifying, investigating, and interdicting persons and organizations that pose a threat to national security or are engaged in other organized criminal activity.
Shared Outcome(s) There will be enhanced border security coverage and improved international relationships along the shared border, as a result of focusing on improving information-sharing between Canadian and US law enforcement agencies and conducting intelligence-led investigations. Border-related investigations, based on intelligence from all IBET partners, will be more effective, rather than random enforcement activity. Law enforcement interoperability will improve with the development of a technically successful communications system linking multi-agencies that will facilitate joint operations, while addressing health & safety concerns for law enforcement officers along the 49th parallel.
Governance Structure(s) The International Joint Management Team (IJMT), composed of senior officials from the five core agencies: RCMP, CBSA, Department of Homeland Security (US Customs Border Protection/Border Patrol, US Immigration and Customs Enforcement, US Coast Guard) which provides program oversight and direction; regional Joint Management Teams (JMT) for each of the 15 IBET regions that provide joint decision making and direction to the IBET program at a local level; the National Coordination Team (NCT) which is comprised of representatives of the five core partners at the Headquarters level, which provides policy direction for the participating agencies and the program as well as facilitating the objectives of the Smart Border Accord and the IBET mandate.

Federal Partners Involved in each program

1. RCMP

2. CBSA

Planned
Results for
2006-2007:

RCMP

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

Planned Results for 2006-2007:

CBSA

1. To preserve the integrity of Canada's borders. 2. To protect the health, safety, and security of Canadians from the movement of illegal or dangerous goods and people, and support the Government of Canada with emergency response capabilities as required.3. To effectively collect, analyze, and distribute intelligence regarding threats to national security; screening, targeting, interdiction, and deterrence of inadmissible people and goods 4. To facilitate the removal and detention of persons who have no legal right to remain in Canada, especially those who pose a threat to Canadian society.
Results to be achieved by Non-Federal Partners (if applicable) The IBET core partners include US Customs Border Protection/Border Patrol ,US Immigration and Customs Enforcement, US Coast Guard The IBET program contributes significantly to their objective to enhance border integrity between Canada and the United States by identifying, investigating, and interdicting persons and organizations that pose a threat to national security or are engaged in other organized criminal activity. These agencies, which are part of the Department of Homeland Security, are committed to the IBET program in achieving the goals of the Smart Border Accord Plan to ensure the: 1. secure flow of people; 2. the secure flow of goods; 3. secure infrastructure; and 4. the coordination and information sharing in the enforcement of these objectives.

Name of Program Integrated Market Enforcement Team (IMET)
Lead Department
Royal Canadian Mounted Police
Total Allocation $120 M
Start Date 2003/2004
End Date 2007/2008
Description Integrated teams of Capital markets specialists focusing on the enforcement of related Criminal Code offences of National or International significance.
Shared Outcome(s) Contribute to the Confidence of Canada's Capital market.
Governance Structure(s) Executive Council RCMP

Federal Partners Involved in each program

1. RCMP

2. DoJ

3. PSEPC

Planned
Results for
2006-2007

 Contribute to the Confidence of Canada's Capital market.

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

Federal Partners Involved in each program

1. RCMP

2. CSIS

3. CBSA

Planned
Results for
2006-2007

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

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

Further information on the above-mentioned horizontal initiatives see:

www.tbs-sct.gc.ca/est-pre/estime.asp


Table 18: Sustainable Development Strategy
RCMP  
Points to Address
Departmental Input
1) How does your department / agency plan to incorporate SD principles and values into your mission, vision, policy and
day-to-day operations?

The current RCMP SDS, Communities + 2003 used the vision of “Safe homes, Sustainable Communities” to ensure alignment with the RCMP vision of “safe homes and safe communities”.

Many of the principles of SD are already integrated into the philosophies and approaches used by program activities such as CCAPS. Objectives in two out of the three strategic priorities found in Communities + 2003 are integrated into Operational Balanced Scorecards.

In the new RCMP policy suite for assets, 14 policies integrate sustainable development practices into the management of assets.

Sustainable Development practices will be integrated into the new Detachment Performance Plans.

Through constant communication, the RCMP SD section educates RCMP employees and managers on how to integrate SD principles into their day-to-day decision making process.
2) What Goals, Objectives and Targets from your most recent SDS will you be focusing on this coming year? How will you measure your success?

The development and implementation of Communities + 2003 demonstrated that the social dimension of SD is well integrated into the existing RCMP philosophy and planning process. The RCMP continues to focus on the “Stewardship of Resources” objectives expressed in the current and two previous SDS’s. The RCMP will gather additional baseline information about its environmental impact to better understand its environmental footprint and set new quantitative improvement targets.

Through the Balanced Scorecard process, the RCMP established the following specific performance targets for priority areas:

Green Buildings: 4 integrated design charettes for new buildings

Green Buildings: 100% of new construction to have a green building objective

Energy: 4 projects funded through the new RCMP Energy Reduction Incentive Fund

Energy: 3% further reduction in Green House Gas (GHG) emissions

Fuel storage tanks: Have management plans for the RCMP 74 reportable tanks

Contaminated sites: Have 192 additional sites assessed
SDS Communication: reach out to 1,000 additional staff
3) Identify any sustainable Development tools such as Strategic Environmental Assessments or Environmental Management Systems that will be applied over the next year.

The recent revamping of the Capital Project Delivery System resulted in the integration of Strategic Environment Assessment (SEA) into the system. 2006-2007 will act as the pilot year.

In 2005-2006, the RCMP performed a post-submission SEA on the Long Term Capital Plan (LTCP) as a pilot project. In 2006-2007, the SEA will be integrated to the development of the LTCP.

In 2005-2006, the RCMP developed a customized Environmental Management System (EMS) under the title Sustainability Management System (SuMS) which integrates most of the existing management processes but widens the scope to all elements captured in the SDS. SuMS intends to complete the continuum between practitioner’s operational tools and policies. In 2006-2007, the RCMP will start managing based on the SuMS.

In 2006-2007, the RCMP will implement a verification program, based on our environmental auditing process, to identify compliance and performance gaps. This verification program, together with baseline improvements, will further refine the RCMP’s capacity to focus its SD actions towards areas of greatest risks, opportunities and impact.


Table 19: Internal Audits and Evaluations
Internal Audits or Evaluations      

Project

 Type Estimated
Start Date		 Estimated
Completion Date
Investigation Management Control
Framework 		Internal Audit Ongoing March 2006
Management and Administration of
Compensation Benefits		 Internal Audit Ongoing May 2006
IT Security Framework Internal Audit Ongoing September 2006
Canadian Air Carrier Protective
Program (CACPP)		 Internal Audit Ongoing June 2006
Audit of National Security Operations – Criminal Intelligence Management Control Framework Internal Audit Ongoing September 2006
Departmental bank accounts Internal Audit Ongoing May 2006

Pension Plan Financial Statements
(2004/2005)

 Internal Audit Ongoing February 2006
Recruiting Internal Audit September 2006 September 2006
Prime BC Internal Audit April 2006 December 2007

Financial Reporting

 Internal Audit May 2006 March 2007

TEAM

 Internal Audit September 2006 March 2007

Real Time Identification (RTID)

 Internal Audit September 2006 September 2006

Formal Follow up on OCC review
conducted in 2000

Internal Audit

 May 2006 March 2007
Shiprider Proof of Concept Formative Evaluation Ongoing February 2006

Integrated Border Enforcement Teams (IBET)

 Summative Evaluation Ongoing March 2006

Integrated National Security
Enforcement Teams (INSET)

Formative Evaluation

 February 2006 September 2006

Source Development Unit (SDU)

 Formative Evaluation February 2006 September 2006
Public Safety and Anti-Terrorism
Initiatives (PSAT)		 Strategic Evaluation April 2006 March 2007
Pension Plan Outsourcing Summative Evaluation April 2006 December 2006
Aboriginal Policing Services Formative Evaluation Ongoing September 2006
Canada’s Drug Strategy Awareness Formative Evaluation April 2006 March 2007

NORAD NorthComm Needs

 Assessment (Evaluation) February 2006 June 2006

First Nations Organized Crime
(FNOC)

 Formative Evaluation (PSEPC Lead) Ongoing March 2006

Integrated Market Enforcement
Teams (IMET)

 Formative Evaluation (PSEPC Lead) Ongoing February 2006
Measures to Combat Organized Crime (MCOC) Summative Evaluation
(PSEPC Lead)		 Ongoing April 2006

Copies of RCMP Internal Audit and Evaluation reports can be found at: www.rcmp.ca/corpman/audit_evaluation-eng.htm

 



Date Modified: 2006-09-26
 
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