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2007-2008
|
Non- Loans, |
Total Main Estimates | Adjustments (planned spending not in Main Estimates) | Total Planned Spending | ||||||
($ thousands)
|
Budgetary
|
|||||||||
Program Activity | Operating | Capital |
Grants |
Gross | Revenue | Net | ||||
Federal and International Operations |
646,951
|
38,457
|
0
|
685,408
|
(623)
|
684,785
|
0
|
684,785
|
111,020
|
795,805
|
Protective Policing Services |
106,850
|
5,534
|
0
|
112,384
|
(138)
|
112,246
|
0
|
112,246
|
16,670
|
128,916
|
Community, Contract and Aboriginal Policing |
2,151,569
|
183,467
|
0
|
2,335,036
|
(1,396,972)
|
938,064
|
0
|
938,064
|
43,622
|
981,686
|
Criminal Intelligence Operations |
81,667
|
3,820
|
0
|
85,497
|
(69)
|
85,428
|
0
|
85,428
|
6,003
|
91,431
|
Technical Policing Operations |
167,109
|
20,130
|
0
|
187,239
|
(242)
|
186,997
|
0
|
186,997
|
11,599
|
198,596
|
Policing Support Services |
67,980
|
2,739
|
0
|
70,719
|
(69)
|
70,650
|
0
|
70.650
|
1,385
|
72,035
|
National Police Services |
133,087
|
10,582
|
386
|
144,055
|
(4,673)
|
139,382
|
0
|
139,382
|
13,924
|
153,306
|
Registration, Licensing and Supporting Infrastructure | 3,663 | 12,450 | 66,496 | 0 | 66,496 | 66,496 | 0 | 66,496 | ||
Policy, Regulatory, Communication and Portfolio Integration | 250 | 3,913 | 0 | 3,913 | 3,913 | 0 | 3,913 | |||
Pensions under the RCMP Pension Continuation Act (s) |
0
|
0
|
23,000
|
23,000
|
0
|
23,000
|
0
|
23,000
|
0
|
23,000
|
To compensate members of the RCMP for injuries received in the performance of duties |
0
|
0
|
55,821
|
55,821
|
0
|
55,821
|
0
|
55,821
|
0
|
55,821
|
Payments in the nature of Workers Compensation, to survivors of members of the force killed while on duty |
0
|
0
|
1,535
|
1,535
|
0
|
1,535
|
0
|
1,535
|
0
|
1,535
|
Pensions to families of members of the RCMP who have lost their lives while on duty |
0
|
0
|
100
|
100
|
0
|
100
|
0
|
100
|
0
|
100
|
International Association of Chiefs of Police |
0
|
0
|
2
|
2
|
0
|
2
|
0
|
2
|
0
|
2
|
RCMP Veterans Association |
0
|
0
|
2
|
2
|
0
|
2
|
0
|
2
|
0
|
2
|
Total |
3,412,932
|
264,729
|
93,546
|
3,771,207
|
(1,402,786)
|
2,368,421
|
0
|
2,368,421
|
204,222
|
2,572,643
|
*Reflects best forecast of total planned spending to the end of the fiscal year. FTE numbers reflect utilization.
** This reduction is dependent upon passage of Bill C-21 An Act to amend the Criminal Code and Firearms Act.
Table 2: Voted and Statutory Items Listed in Main Estimates | ||
Voted or Statutory Item ($ thousands) |
2007-2008 Estimates |
2006-2007 Estimates |
45 Operating Expenditures |
1,626,438
|
1,396,661
|
50 Capital Expenditures |
264,729
|
261,071
|
55 Grants and Contributions |
70,546
|
50,846
|
(S) Pensions and other employee benefits – Members of the Force |
323,891
|
290,111
|
(S) Contributions to employee benefit plans |
59,817
|
55,969
|
(S) Pensions under the Royal Canadian Mounted Police Pension Continuation Act |
23,000
|
23,000
|
Total Department |
2,368,421
|
2,077,658
|
Table 3: Services Received Without Charge | |
($ millions) | 2007-2008 |
Accommodations provided by Public Works and Government Services Canada (PWGSC) |
60.6
|
Contribution covering employees' share of insurance premiums and expenditures paid by TBS (excluding revolving funds) |
145.2
|
Worker's compensation coverage provided by Human Resources and Social Development Canada |
0.5
|
Salary and associated costs of legal services provided by Justice Canada |
3.0
|
Total 2007-2008 Services received without charge |
209.2
|
Table 4: Summary of Capital Spending by Program Activity | ||||
($ millions) |
Forecast Spending 2006-2007 |
Planned Spending 2007-2008 |
Planned Spending 2008-2009 |
Planned Spending 2009-2010 |
Law Enforcement | ||||
Federal and International Operations |
44.2
|
44.1
|
42.7
|
43.1
|
Protective Policing Services |
7.3
|
5.5
|
5.7
|
6.1
|
Community, Contract and Aboriginal Policing |
167.8
|
183.5
|
179.0
|
178.8
|
Criminal Intelligence Operations |
3.9
|
4.3
|
4.5
|
4.6
|
Technical Policing Operations |
19.4
|
20.6
|
15.5
|
16.1
|
Policing Support Services |
5.8
|
2.7
|
2.8
|
3.0
|
National Police Services |
9.6
|
10.6
|
9.8
|
10.0
|
Total |
258,1
|
271.3
|
259.9
|
261.9
|
Table 5: Sources of Respendable and Non-respendable Revenue | ||||
($ millions) |
Forecast Revenue 2006-2007 |
Planned Revenue 2007-2008 |
Planned Revenue 2008-2009 |
Planned Revenue 2009-2010 |
Respendable Revenue | ||||
Services | ||||
Federal and International Operations |
0.6
|
0.0
|
0.0
|
0.0
|
Protective Policing Services |
0.1
|
0.0
|
0.0
|
0.0
|
Community, Contract and Aboriginal Policing |
1,235.2
|
1,394.8
|
1,415.0
|
1,411.2
|
Criminal Intelligence Operations |
0.1
|
0.0
|
0.0
|
0.0
|
Technical Policing Operations |
0.2
|
0.0
|
0.0
|
0.0
|
Policing Support Services |
0.1
|
0.0
|
0.0
|
0.0
|
National Police Services |
3.7
|
4.5
|
4.5
|
4.5
|
1,240.0
|
1,399.3
|
1,419.5
|
1,415.7
|
|
Service Fees | ||||
Federal and International Operations |
0.0
|
0.6
|
0.6
|
0.6
|
Protective Policing Services |
0.0
|
0.1
|
0.1
|
0.1
|
Community, Contract and Aboriginal Policing |
0.0
|
0.1
|
0.1
|
0.1
|
Criminal Intelligence Operations |
0.0
|
0.1
|
0.1
|
0.1
|
Technical Policing Operations |
0.0
|
0.2
|
0.2
|
0.2
|
Policing Support Services |
0.0
|
0.1
|
0.1
|
0.1
|
National Police Services |
3.7
|
0.2
|
0.0
|
0.0
|
3.7
|
3.5
|
3.3
|
3.3
|
|
Total Respendable Revenues |
1,243.7
|
1,402.8
|
1,422.8
|
1,419.0
|
Non-respendable Revenue | ||||
($ millions) |
Forecast Revenue 2006-2007 |
Planned Revenue 2007-2008 |
Planned Revenue 2008-2009 |
Planned Revenue 2009-2010 |
Privileges, Licences and Permits |
17.6
|
13.2
|
33.5
|
33.5
|
Refunds of Prior Years' Expenditures |
4.0
|
4.5
|
4.5
|
4.5
|
Return on Investments |
0.0
|
0.1
|
0.1
|
0.1
|
Miscellaneous |
4.9
|
4.5
|
4.5
|
4.5
|
Employee Benefit Plan – recoveries not respendable |
65.0
|
79.0
|
79.0
|
79.0
|
Proceeds from Sales |
1.4
|
1.7
|
1.7
|
1.7
|
Proceeds from Asset Disposal |
3.8
|
4.5
|
4.5
|
4.5
|
Refund of Fees * |
(21.5)
|
0.0
|
0.0
|
0.0
|
Total Non-respendable Revenues |
75.2
|
107.5
|
127.8
|
127.8
|
Total Respendable and Non-respendable Revenue |
1,318.9
|
1,510.3
|
1,550.6
|
1,546.8
|
*This amount relates to the CAFC and represents refunds related to the waiving of prescribed fees associated with firearms licence renewals.
Table 9: Resource Requirements by Branch or Sector | ||||||||||
2006-2007 |
||||||||||
($ millions) | Federal and International Operations | Protective Policing Services | Community, Contract and Aboriginal Policing |
Criminal Intelligence Operations | Technical Policing Operations | Policing Support Services | National Police Services | Registration, Licensing and Supporting Infrastructure | Policy, Regulatory, Communication and Portfolio Integration | Total Planned Spending |
Atlantic Region | 48.2 | 2.2 | 94.5 | 4.5 | 9.9 | 0.7 | 2.4 | 0.0 | 0.0 | 162.5 |
Central Region | 251.7 | 17.4 | 35.8 | 22.7 | 37.6 | 1.1 | 5.0 | 0.0 | 0.0 | 371.4 |
North West Region | 66.0 | 3.8 | 184.1 | 11.0 | 18.8 | 1.2 | 3.2 | 0.0 | 0.0 | 288.1 |
Pacific Region | 77.2 | 6.2 | 161.1 | 12.2 | 22.5 | 0.9 | 3.1 | 0.0 | 0.0 | 283.2 |
National Headquarters | 352.7 | 99.3 | 506.1 | 41.0 | 109.8 | 68.1 | 139.6 | 66.5 | 3.9 | 1,386.9 |
Total | l 795.8 | 128.9 | 981.7 | 91.4 | 198.6 | 72.0 | 153.3 | 66.5 | 3.9 | 2,492.2 |
Note: 80.5 million Unallocated Grants and Contributions are not included in the numbers stated above; 204.2 million of approved planned spending items are held at the corporate level until the regional reallocation is decided.
Table 7: User Fees | |||||
Name of User Fee |
Fee Type | Fee Setting Authority | Reason for Fee Introduction or Amendment | Effective Date of Planned Change To Take Effect | Planned Consultation and Review Process |
Business Licences | Regulatory | Firearms Fees Regulations | N/A | N/A | See explanation below |
Individual Licences | Regulatory | Firearms Fees Regulations | N/A | N/A | See explanation below |
Registration Certificates | Regulatory | Firearms Fees Regulations | N/A | N/A | See explanation below |
Authorizations | Regulatory | Firearms Fees Regulations | N/A | N/A | See explanation below |
Non-resident Permits | Regulatory | Firearms Fees Regulations | N/A | N/A | RCMP will work with CBSA to develop consultation mechanism. |
Explanations:
1. Firearms licences are renewable every five years. On May 17, 2006, the Government waived the fee to renew a licence
or modify licence privileges until May 17, 2008. As well, the fee to renew a minor's licence has been waived until May
17, 2008.
2. Fees to register firearms were waived by the Federal Government in May 2004.
3. A Non-resident firearms declaration, confirmed by a customs officer, is deemed to be a temporary licence valid for a
period up to 60 days.
4. The methodology for planned consultations and review process pertaining to published standards needs to be revaluated
following transition of the CAFC into the RCMP.
Table 8: Details on Project Spending
Over the next three years the following projects have or are expected to exceed the RCMP's delegated project authority:
2007-2008
Federal and International Operations
Community, Contract and Aboriginal Policing
National Police Services
Corporate Infrastructure
2008-2009
Federal and International Operations
Community, Contract and Aboriginal Policing
National Police Services
Corporate Infrastructure
2009-2010
Community, Contract and Aboriginal Policing
National Police Services
Corporate Infrastructure
For further information on the above-mentioned projects see: www.tbs-sct.gc.ca/est-pre/estime.asp
Table 9: Status Report on Major Crown Projects
Over the next three years, the Royal Canadian Mounted Police will be the lead department and will manage the
following major Crown projects:
2007-2008
2008-2009
2009-2010
Real Time Identification (RTID)
1. Overview
Real Time Identification (RTID) is a re-engineering of systems and processes used for fingerprint identification, civil clearances and criminal records maintenance. It will transform the current paper-based workflow to an electronic workflow, enabling the "real time" identification of fingerprints submitted electronically.
Fingerprints are submitted by police agencies to support the creation of a criminal record, or to search the criminal record repository during a criminal investigation or civil security screening. RTID will streamline these services, facilitate information sharing internationally, and permit an improved tracking of criminals by condensing identification turnaround times from weeks and months to hours and days.
Funding for the RTID Project was announced on April 20, 2004, under the National Security Policy. Between 2001 and 2004, significant work had already been undertaken by a small project team within the RCMP to define RTID requirements and prepare statements of work in anticipation of this announcement.
Following the announcement, a Project Charter was developed and a formal Project Office established under the sponsorship of Information and Identification Services of National Police Services. The Chief Information Officer was appointed Project Leader, responsible for achieving the technology improvements associated with the project. The Project Director reports to the Chief Information Officer.
The Project is being delivered in two major Phases. Phase 1 will modernize the civil clearance process, replace the Automated Fingerprint Identification System (AFIS), and implement a new transaction manager, the NPS NIST Server, permitting agencies to submit their fingerprint information electronically. Phase 1 will be delivered in the Spring of 2007.
Phase 2 will modernize the processes related to the management and update of the criminal records. Phase 2 is a large re-engineering effort and the replacement of antiquated legacy systems in support of the re-engineering effort. Phase 2 is planned to be delivered in the Fall of 2008.
2. Lead and Participating Departments
The RCMP is the lead department on RTID. Various levels of governance will ensure the Project is successful and
meets the needs of all stakeholders.
The Senior Project Advisory Committee is a senior level committee of RCMP, PSEPC and Central Agency officials that
advises the Project Leader on all aspects of the Project as it relates to Government-wide policies, strategic
direction and procurement, including the review of the scope through the definition stage and the procurement strategy
for the Project.
An RTID Project Steering Committee provides ongoing direction to the Project and includes representatives of key federal government departments and Central Agencies. Oversight of RTID is also linked to existing PSEPC committees, such as the PSEPC Portfolio Interoperability Committee, thus ensuring the Project's horizontal interests and planned contribution to overall public safety are fully realized.
RTID is a major interoperability initiative of interest to all agencies within the PSEPC portfolio. Its progress and success in contributing to long-term interoperability will be monitored by the Heads of Agency Steering Committee through the Portfolio Interoperability Committee.
RTID will be used across Canada and in all jurisdiction levels. Stakeholder involvement is required to ensure that the system is useful for all and does not hinder or contravene regulations for any. This involvement is ensured through the National Police Services Advisory Council and Technical Consultative working groups.
3. Prime Contractors / Major Sub-Contractors
The RCMP is using several procurement vehicles for the RTID Project:
A Request for Proposal was published in December 2006.
4. Major Milestones
Accomplishments
To be delivered
5. Progress Report and Explanation of Variances
Phase 1 work is progressing well and is on budget with the first pilot delivery out in November 2006 and the main
implementation in the Winter and Spring 2007. The schedule has been re-adjusted to allow for more testing and to break
up Phase 1 into 4 separate milestones, thereby increasing the chances of success. These milestones are as follows:
Milestones | Date |
Pilot release NPS NIST Server | November 2006 |
New AFIS | February 2007 |
Civil Processing Workflows | March 2007 |
Criminal and Latent Processing Workflows | May 2007 |
These adjustments also accommodate the complexity of the business requirements and new infrastructure that is being put in place to support RTID.
Phase 2 re-engineering started in January 2006, as planned. The re-engineering efforts will take six months longer as the processes are being simplified even further than expected and policy changes need to be reviewed in a more in depth fashion. The approach to the releasing of the Request for Proposal has been adjusted to compensate for the lengthier review. The start of Phase 2 development is planned for September 2007.
6. Industrial Benefits
There are no industrial benefits program for the Real Time Identification Project.
Description
The Canadian Firearms Information System (CFIS I) is a national system designed to support the administration of the Firearms Act and is supported by EDS Canada Inc. based on a maintenance contract. The current system was put into production on December 1, 1998, and is the single repository for licence and registration information for the Firearms Program. Since December 1, 1998, approximately two million licences have been issued and seven million firearms have been registered. CFIS links all elements of the Canadian Firearms Program including the Central Processing Site in Miramichi, New Brunswick. The system interfaces with the Canada Firearms Registry On-line (CFRO), the Firearms Reference Table (FRT) and the Canadian Police Information Centre (CPIC). CFIS II is a new technical solution involving the development and implementation of a software application to replace CFIS I.
Project Phase
In February 2005, Treasury Board (TB) provided Effective Project Approval for a redefined and renewed Canadian Firearms Information System (CFIS II). The remaining development and implementation effort for CFIS II, including a four-month operations normalization period, was designated as a Major Crown Project by TB.
In March 2005, a contract amendment was signed between CAFC and CGI to finalize and implement the redesign of CFIS II application. The original contract, awarded in 2002, was out of date due to a history of significant and unexpected changes that occurred since the project's inception. As part of the amendment, CGI received $85M. The contract is a multi-faceted service delivery arrangement that includes two basic components: first, development and implementation of the new CFIS II followed by a 15 year period of system support, maintenance and enhancement capabilities; and secondly, the delivery and support of IT Utilities including servers, telecommunications link, desktops, a high availability/reliability network, connections to CPIC and other systems, and helpdesk services over the 15 year operating period. CGI was scheduled to receive payment of $15M per year.
Leading and Participating Departments and Agencies | |
Lead Department: | Royal Canadian Mounted Police Canada Firearms Centre |
Contracting Authority: | Public Works and Government Services Canada |
Participating Departments and Agencies: | Canada Border Services Agency
Department of Foreign Affairs and International Trade Canada |
Prime and Major Sub-Contractors | |
Prime Contractor:. | CGI Information Systems and Management Consultants Inc |
Major Sub-Contractors: | Bell; NexInnovations; Aliant; HP |
Major Milestones | |
Major Milestones | Date |
Effective Project Approval for a redefined Canadian Firearms Information System Redesign granted by Treasury Board | February 5, 2005 |
Contract amendment signed with the service provider | March, 2005 |
Phased deployment of IT infrastructure | Started December 2005 |
Certification and implementation of CFIS II | Halted |
Progress Report and Explanations of Variances
The existing CFIS I remains stable and is expected to be operational for up to 5 years within present operating conditions. Upgrades have been implemented to its infrastructure and its functionality. The system is interfacing with all of the other systems required to carry out the operations for CAFC and the Firearms Program. A plan has been developed that will see the transition of CFIS components to employee-based operations by the end of two-year period.
Delivery of the CFIS II solution was scheduled for December 2005. Since the signing of the contract amendment, CGI has revised the forecast delivery five times. PWGSC and CGI are currently involved in discussions to determine the next steps. Results of the discussions are expected sometime in 2007-2008.
Industrial Benefits
Not applicable
Table 10: Details on Transfer Payments Programs
Over the next three years, the Royal Canadian Mounted Police will manage the following transfer payment programs in excess of $5 million:
2007-2008
Grants
Contributions
2008-2009
Grants
Contributions
2008-2009
Grants
Contributions
For further information on the above-mentioned transfer payment programs see http://www.tbs-sct.gc.ca/est-pre/estime.asp
Table 12: Horizontal Initiatives
Over the next three years, the Royal Canadian Mounted Police will be
involved in the following horizontal initiatives as the lead partner:
1. Integrated Border Enforcement Teams (IBETs) – Lead
2. Integrated Market Enforcement Teams (IMETs) – Lead
3. Integrated National Security Enforcement Teams (INSET) – Lead
4. Canadian Firearms Program – Lead
Note: According to TBS requirements, the INSET program does not qualify as a Horizontal Initiative, however, the RCMP feels this program is a high priority and warrants inclusion in this report.
Further information on the above-mentioned horizontal initiatives see http://www.tbs-sct.gc.ca/est-pre/estime.asp
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.
Names of Program | Corporate Management Policing and Law Enforcement |
Federal Partners |
Public Safety and Emergency Preparedness Canada (PSEPC) – The Department |
Total Allocation | Starting in 2003-2004; $266 thousand ongoing |
Planned Spending for 2007-2008 (in millions) |
$266 thousand |
Planned Results for 2007-2008 |
PSEPC ensures that the Minister, Parliamentarians and senior government officials have the tools and information necessary to carry out their responsibilities with respect to the delivery of the Firearms Program. |
Names of Program | Canadian Firearms Program |
Federal Partners |
RCMP – National Weapons Enforcement Support Team (NWEST) |
Total Allocation | For the period 2000-2001 to 2002-2003 funding for NWEST was included in DOJ/CAFC allocations. Starting in 2003-2004 and concluding at the end of 2004-2005 NWEST's allocation in support of the Firearms Program was appropriated directly to the RCMP. |
Planned Spending for 2007-2008 (in millions) |
nil |
Planned Results for 2007-2008 |
NWEST's association with the Firearms program concluded at the end of 2004-2005. Its mandate going forward into 2005-2006 was re-focused to combating the criminal use of firearms. |
Names of Program | Canadian Firearms Program |
Federal Partners | Canada Border Services Agency (CBSA) |
Total Allocation | Direct costs are recovered annually from CAFC. |
Planned Spending for 2007-2008 (in millions) |
$1.7 million |
Planned Results for 2007-2008 |
CBSA is responsible for confirming non-resident firearm declarations,
collecting non-resident temporary licence fees, and ensuring that residents who import a firearm into Canada
have the appropriate possession licence and a valid registration certificate. CBSA will process 80,000 non-resident confirmations, 6,000 licence verifications, and 110,000 personal firearm importations. |
Names of Program | Accommodations related to convictions of firearms offences |
Federal Partners | Correctional Service Canada (CSC) |
Total Allocation | Between 1995-1996 to March 2002: $5 million in capital costs allocated to CSC. Annual projections included in CSC's National Capital Accommodation and Operations Plan (NCAOP): 2002-2003, $7.5 million; 2003-2004 and 2004-2005: $7.5 million; starting in 2005-2006, $8.1 million anticipated annually. |
Planned Spending for 2007-2008 (in millions) |
NCAOP planning assumption: $8.1 million |
Planned Results for 2007-2008 |
CSC continues to anticipate a requirement to accommodate (e.g. housing, provision of health care, food, clothing) the equivalent of approximately 275 bed-years related to convictions of firearms offences under the Criminal Code in their NCAOP. CSC however, does not identify and track the type and number of offenders nor the exact number of bed days used that are linked to the application of firearms legislation. The planned spending assumption included in the amount for NCAOP is $8.1 throughout the planning period of the RPP. |
Names of Program | Quality Conditional release decisions |
Federal Partners | National Parole Board (NPB) |
Total Allocation | From 1999-2000 to 2003-2004, NPB annual funding rose gradually from $437 thousand to $842 thousand, reflecting workload pressures. Starting with 2004-2005 and future years NPB planned allocation will amount to $0.9 million annually. |
Planned Spending for 2007-2008 (in millions) |
$0.9 million |
Planned Results for 2007-2008 |
Planned spending requirements are related to changes in the Criminal Code as a result of the Firearms Program which provided longer sentences for offenders with firearms convictions and which were expected to generate additional conditional release reviews. Separate funding allocations were provided to NPB to specifically address workload pressures as a result of legislative change. NPB anticipates to complete 1,400 reviews involving offenders with firearms convictions in 2007-2008, under existing legislative provisions. |
Names of Program | Canadian Firearms Program |
Federal Partners |
Department of Justice (DOJ) |
Total Allocation | Starting in 2004-2005, direct costs for IT support, Senior Counsel and legal services were recovered from CAFC. |
Planned Spending for 2007-2008 (in millions) |
$0.8 million for Senior Counsel and Legal services |
Planned Results for 2007-2008 |
DOJ provides legal advice, drafting and litigation services to the CAFC. Responsibility for the Criminal Code, including Part III (Firearms and Other Weapons), rests with the Minister of Justice. Starting with 2007-2008, infrastructure support will no longer be required from DOJ as CAFC will be transitioned to the RCMP IM/IT infrastructure mainframes. |
Names of Program | Canadian Firearms Program |
Federal Partners |
Department of Foreign Affairs and International Trade |
Total Allocation | One half of an FTE is directed to this activity |
Planned Spending for 2007-2008 (in millions) |
$45 thousand |
Planned Results for 2007-2008 |
DFAIT issues the permits required to export and import firearms under the Export and Import Permits Act. |
Names of Program | Canadian Firearms Program |
Federal Partners |
Public Works & Government Services Canada (PWGSC) |
Total Allocation | Allocation based on accommodation policy and negotiated amounts for on-site project team |
Planned Spending for 2007-2008 (in millions) |
$2.7 million for accommodation levy
$0.1 million for project team |
Planned Results for 2007-2008 |
PWGSC administers the accommodation envelope on behalf of the Federal Government. The accommodation levy is held by central agencies for PWGSC for payment of leases, etc.CAFC's current levy of $2.7M was established in 2005-2006 at the time that TB approved ongoing reference levels for CAFC. Going forward, CAFC's levy will form part of the accommodation levy of the RCMP. A notional amount will be determined for the CAFC and reported in parliamentary reports. As well, PWGSC maintains an on-site project team to assist in contractual matters. The Project team is depended upon future decision of CFIS II. |
Names of Program | Canadian Firearms Program |
Federal Partners |
Office of the Information Commissioner (OIC) |
Total Allocation | Internal allocation |
Planned Spending for 2007-2008 (in millions) |
$54 thousand |
Planned Results for 2007-2008 |
Investigation of complaints from Access to Information requesters seeking information concerning the Firearms Program. OIC anticipates utilization of 600 hours annually to investigate these complaints. |
Names of Program | Canadian Firearms Program |
Federal Partners |
Office of the Privacy Commissioner (OPC) |
Total Allocation | |
Planned Spending for 2007-2008 (in millions) |
$0.0 |
Planned Results for 2007-2008 |
Investigation of complaints associated with the Firearms Program. OPC is not anticipating complaints over this planning period. |
Names of Program | Canadian Firearms Program |
Federal Partners |
Treasury Board Secretariat (TBS) |
Total Allocation | Allocation is based on direction provided by TBS in annual reporting guidelines (for 2007-08 departments are to use 7% of salary base). |
Planned Spending for 2007-2008 (in millions) |
$1.5 million |
Planned Results for 2007-2008 |
Contributions covering the Government's share of employees' insurance premiums and expenditures such as the Public Service Health Plan and the Public Service Dental Plan. This contribution is separate from Employee Benefits Plan calculations that are reported in the Public Accounts of Canada by Departments. |
Results to be Achieved by Non-federal Partners:
CAFC has developed service delivery models with the provinces for delivery of program activities within their jurisdiction. Funding priorities and activities will focus on the delivery and administration of the Firearms Act and the associated Canadian Firearms Program.
The delivery of the Program includes, but is not limited to, the following activities:
Further information on the above-mentioned horizontal initiatives see http://www.tbs-sct.gc.ca/est-pre/estime.asp
Table 13: Sustainable Development Strategy | |
Safe Homes Sustainable Communities (2007-2009) Royal Canadian Mounted Police 4th Sustainable Development Strategy Sustainable development is inherent in the very nature of Royal Canadian Mounted Police (RCMP) operations, where for over 130 years, our relationship with Canadians has focused on supporting and nurturing the long-term health, wellness and public safety of the communities we serve. By ensuring we have safe neighbourhoods and homes to live in and by maintaining peace and order for everyone, there is greater opportunity for individuals to demonstrate compassion and respect for the environment and the people they depend upon. By balancing traditional and non-traditional policing roles, the RCMP ensures both short and long-term outcomes for communities and individuals including the safeguarding of personal rights and freedoms; reduction of crime and the fear of crime; crime prevention; economic security and integrity; and social development. With performance plans established under three key priorities of Sustainable Communities, Corporate Governance and Environmental Stewardship, RCMP's 4th sustainable development strategy, Safe Homes – Sustainable Communities (2007-2009) continues to focus on enhancing our policing operations by adding a new dimension to the immeasurable value that our officers bring to the lives of individuals and their families everyday. |
|
Sustainable Development Priority 1 – Sustainable Communities | |
Goal: 1.0 Healthier and Safer Communities | |
Objective: 1.1 The RCMP plays an active role in sustainable communities | |
Targets – Short-term Outcomes | Indicators – Performance Measures |
1A. Community Partnerships Federal SD Goal V – Sustainable Communities |
|
1.1.1 Effective partnerships with communities supporting sustainable development are increasing annually | RCMP Volunteerism Total volunteers/annum (#), Total volunteer hours/ annum (hrs) |
1B. Aboriginal Communities Federal SD Goal V – Sustainable Communities |
|
1.1.2 Capacity to provide culturally sensitive police services is increasing annually | Degree of Aboriginal Perceptions Training among regular members Total members (#), Total members completed aboriginal perceptions training (#) |
1C. Youth Federal SD Goal V – Sustainable Communities |
|
1.1.3 Capacity to provide specialized policing services focused on Youth is increasing annually |
RCMP members designated as Youth Officers |
Sustainable Development Priority 2 – Corporate Governance | |
Goal: 2.0 Sustainable development is a way of doing business for Organizations of Excellence | |
Objective: 2.1 Value of sustainable development is demonstrated to the RCMP, its clients and partners and supports intelligence led decision-making | |
Targets – Short-term Outcomes | Indicators – Performance Measures |
2A. Environmental Mgmt Systems Federal SD Goal VI – Governance for Sustainable Development |
|
2.1.1 Management Systems to effectively address environmental regulatory obligations, government policy requirements and public expectations are in-place by 2010 | Availability and completeness of environmental information to help guide and
support sound decisions Total SD programs requiring risk based mitigation strategies (#); Total programs with data requirements identified (#) |
2B. Sustainable Business Practices Federal SD Goal VI – Governance for Sustainable Development |
|
2.1.2 Integration of Sustainable Development Principles into RCMP Business Practices is increasing annually | Degree of integration with RCMP business planning Total integrations annually under Environmental Scan, Directional Statement, Balanced Scorecard, Asset Mgmt Plan, Project Delivery System, Treasury Board submissions, RPP, DPR (#) |
2C Green Procurement Federal SD Goal VI – Governance for Sustainable Development |
|
2.1.3 Integration of Green Procurement into RCMP's way of doing business is increasing annually |
Materiel managers and procurement personnel with green procurement training |
2D. Capacity Building Federal SD Goal VI – Governance for Sustainable Development |
|
2.1.4 Integration of sustainable development into training and development for RCMP employees is increasing annually |
Sustainable Development oriented training courses developed and delivered to RCMP
employees |
2.1.5 Increased support and participation for interdepartmental initiatives and programs for sustainable development |
Active participation in interdepartmental initiatives |
2E. Communications Federal SD Goal VI – Governance for Sustainable Development |
|
2.1.6 Communications for RCMP sustainable development program are improving | Sustainable Development communications initiatives developed and delivered to
RCMP employees Total communications initiatives developed (#); Total initiatives delivered (#) |
Sustainable Development Priority 3 – Environmental Stewardship | |
Goal: 3.0 RCMP physical operations support long-term conservation, protection and restoration of our natural resource systems | |
Objective: 3.1 Environmental considerations are integrated into life cycle management of RCMP asset and fleet operations | |
Targets – Short-term Outcomes | Indicators – Performance Measures |
3A. Green Building Design & Energy Federal SD Goal III – Reduce Greenhouse Gas Emissions |
|
3.1.1 Through awareness, education and policy integration, environmental and energy design ratings of RCMP portfolio are improving | Buildings constructed with green considerations Total new buildings constructed (#); Total new buildings constructed with green considerations or objectives (#) |
3.1.2 GHG emissions per facility square meter is decreasing annually | GHG emissions per annum Measures as per existing GHG calculations |
3B. Contaminated Sites Federal SD Goal I, IV – Clean Water, Sustainable Use of Natural Resources |
|
3.1.3 Financial liability (as defined by TB) of known contaminated sites and unknown risk of RCMP portfolio reduced annually | Financial liability of RCMP portfolio within Treasury Board Federal
Contaminated Sites Action Plan (FCSAP) Program Financial liability of RCMP portfolio within TB FCSAP program ($) Sites with completed Step 1 and/or Step 2 assessments Total sites with step 1 and/or step 2 assessments completed (#); Total sites within RCMP portfolio (#) Degree of sites with completed storage tank inventories for reportable and non-reportable tanks sub-target 1: 100% Reportable tanks by 2007 sub-target 2: 100% of non-reportable tanks by 2009 Total reportable tanks (#); Total non-reportable tanks; Total sites with inventories completed for a) reportable tanks and b) non-reportable tanks (#) |
3C. Potable Water Federal SD Goal I – Clean Water |
|
3.1.4 Potable Water systems managed in accordance with RCMP policy is increasing | Potable water systems managed in accordance with RCMP standard operating
procedures for Potable water systems Total potable water systems (#); Total potable water systems operating in accordance with SOP requirements (#) |
3D. Hazardous Materials Federal SD Goal II – Clean Air |
|
3.1.5 Capacity to manage hazardous building materials and hazardous waste is increasing annually | Management/abatement plans in-place for buildings with confirmed hazardous
materials Total plans developed (#); Total buildings with confirmed hazardous materials (#) Facilities with confirmed halocarbon inventories Total RCMP sites (#); Total sites with confirmed inventories (#) |
3E. Fleet Management Federal SD Goal II, III – Clean Air, Reduce Greenhouse Gas Emissions |
|
3.1.6 Operational strategies for mitigating environmental impacts of RCMP fleet improved by 2010 | Ethanol blended fuel purchased for RCMP fleet Total E10 fuel purchased (L); Total vehicle fuel purchased (L) |
3.1.7 Reduce GHG emissions per vehicle kilometre from RMCP fleet by 2010 | GHG emissions per vehicle kilometre. Total GHG emissions for RCMP fleet (CO2-eq); Total fleet kilometres (km) |
Objective: 3.2 Environmental considerations are integrated into life cycle of RCMP policing operations | |
3F. Policing Operations Federal SD Goal IV – Sustainable Use of Natural Resources |
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3.2.1 Capacity for providing ongoing support to operations to integrate environmental considerations into policing initiatives is improving | Degree of response to operational calls for service Total calls for service (#); Total SD responses or follow-up action (#) |
Table 14: Internal Audits and Evaluations | ||||
Name of Internal Audits or Evaluations |
Audit Type / Evaluation Type | Status | Estimated Completion Date |
Electronic link to Report |
Technical Departmental Security | Assurance Engagement | Ongoing | March 2007 | N/A |
Pension Plan Financial Statements | Assurance Engagement | Ongoing | March 2007 | N/A |
National Security Operations – Criminal Intelligence Management Framework |
Assurance Engagement | Ongoing | March 2007 | N/A |
Real Time Identification (RTID) | Assurance Engagement | Ongoing | March 2009 | N/A |
Canadian Air Carrier Protection Program | Assurance Engagement | Ongoing | June 2007 | N/A |
Recruiting | Assurance Engagement | Planned | December 2007 | N/A |
PRIME BC | Assurance Engagement | Ongoing | December 2007 | N/A |
TEAM | Assurance Engagement | Ongoing | June 2007 | N/A |
Follow Up Audit on OCC review conducted in 2000 |
Assurance Engagement | Planned | December 2007 | N/A |
Staff Relations Representative Program | Assurance Engagement | Planned | December 2007 | N/A |
Health Benefit Program | Assurance Engagement | Ongoing | September 2007 | N/A |
Canada Firearm Centre – Financial Statements | Assurance Engagement | Ongoing | March 2007 | N/A |
Canada Firearm Centre – Management Control Framework | Assurance Engagement | Planned | September 2007 | N/A |
Aboriginal Policing Services – Contract Divisions | Formative Evaluation | Ongoing | May 2007 | N/A |
Peacekeeping Re-Entry Program | Formative Evaluation | Ongoing | June 2007 | N/A |
Integrated National Security Enforcement Teams (INSET) |
Summative Evaluation | Ongoing | August 2007 | N/A |
Source Development Units (SDU) | Summative Evaluation | Ongoing | August 2007 | N/A |
Public Safety and Anti-Terrorism Initiatives | Strategic Evaluation | Planned | August 2007 | N/A |
Canada Firearms Centre – Opt In Provinces | Formative Evaluation | Ongoing | December 2007 | N/A |
Citizenship Inventory | Formative Evaluation | Planned | December 2007 | N/A |
Canada's Drug Strategy – Drug Awareness | Formative Evaluation | Planned | March 2008 | N/A |
Canada's Drug Strategy – Enforcement | Formative Evaluation | Planned | March 2008 | N/A |
Recruitment | Formative Evaluation | Planned | March 2008 | N/A |
Aboriginal Policing – Federal Divisions and the North | Formative Evaluation | Planned | December 2008 | N/A |
Community Safety Officer Pilot | Formative Evaluation | Planned | December 2008 | N/A |
2010 Olympics | Formative Evaluation | Planned | December 2008 | N/A |
National Counterfeit Enforcement Strategy | Formative Evaluation | Planned | December 2008 | N/A |