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Minister's Message

The Public Safety Portfolio of the Government of Canada continues to establish ambitious plans and priorities and to achieve success in ensuring the safety and security of Canadians. As the Minister of Public Safety, I am pleased to present to Parliament the RCMP’s Report on Plans and Priorities that outlines our further objectives for 2008-2009.

The men and women of the RCMP play a vital role in keeping Canadians and their communities safe. That is why the Government took the decision in 2006 to add 1,000 personnel to the strength of the RCMP for vital federal law enforcement tasks. That process is now well underway.

In 2008-2009, the RCMP will remain focused on tackling crime by: reducing the threat and impact of Organized Crime; reducing the threat of Terrorist criminal activity in Canada and abroad; contributing to Canada’s Economic Integrity through crime reduction; reducing Youth involvement in crime as victims and offenders; and contributing to safer and healthier Aboriginal Communities. The Government’s continued commitment to enhance public safety and security is evident through ongoing efforts to amend relevant legislation, address violent crime, recruit more officers, as well as to prepare for the security requirements of the 2010 Vancouver Olympics. These commitments will no doubt assist the RCMP in achieving their strategic priorities.

The coming year will bring constructive change and new challenges for the RCMP. The release of the Report from the Task Force on Governance and Cultural Change in the RCMP highlighted a number of important issues and provided a range of recommendations. I can tell you that this Government is committed to creating a path that will allow the RCMP to evolve into a modern, stronger, more effective organization, meeting the significant policing demands of the 21st century.

Delivering quality contract policing is a primary program activity for the RCMP. As a result, the Government’s dedication to ensuring seamless frontline delivery through 2012 to contracting provinces and territories is a high priority.

The integrity of federal policing programs continues to be enhanced by the ongoing implementation of new initiatives. Federal policing touches the day-to-day lives of Canadians and works to ensure that our privacy and individual identities are maintained and that the goods we buy are legitimate. The programs also ensure that there is a police presence in the air, on the ground and in our waters. The success of the federal programs is in part due to the creation and ongoing commitment to effective inter-agency partnerships, both nationally and internationally.

The RCMP also provides quality policing support services that are in demand nationwide. Effective criminal investigations continually demand new and more complex investigative techniques. Growing expectations from both the law enforcement and public sectors, coupled with increased demands for services, have underscored the increasing requirement for continuous improvement within the RCMP’s support services.

All these services are possible because of the ongoing commitment and dedication of RCMP members and staff throughout all levels of service. It is inspiring. Their continual drive towards excellence will make 2008-2009 a year of successes for the RCMP, resulting in a safer and more secure Canada.

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

Commissioner's Message

These are extraordinary times for the RCMP. I have no doubt, however, that we are ready to meet the challenges we are facing and to build on our strengths, to recognize and address our weaknesses, and to continue to work hard to provide for the safety and security of Canadians.

In the coming year, there will be significant work undertaken to address issues identified by the Report of the Task Force on Governance and Cultural Change in the RCMP. Work is already underway to enhance management accountability at all levels, and to improve our policies and practices across a wide variety of areas including: discipline, workplace disclosure, ethics, independent oversight and review, and human and financial resource management.

I am encouraged by the Task Force Report’s positive observations about the quality of our members and other employees, and by the constructive approach being taken throughout the organization to build a modern workplace that will enable the RCMP to be more responsive to the citizens we serve and to the needs of our employees. I have personally made this a priority.

The RCMP remains committed to providing top quality policing in areas of federal jurisdiction and, under contract, to provinces, territories and communities across the country. We will also continue to provide key services that support all police agencies in Canada.

The RCMP will continue to support the Government’s ongoing commitment to tackle crime. Our initiatives will address a variety of criminal activities. These include activities by criminal elements that have become more technologically advanced, more transnational in scope and more violent.

I continue to be impressed and inspired by the dedication, professionalism and commitment of the employees of the RCMP. I have every confidence we will rise to our many challenges over the coming year.

William J. S. Elliott
Commissioner

Management Representation Statement

Report on Plans and Priorities 2008-2009

I submit for tabling in Parliament, the 2008-2009 Report on Plans and Priorities (RPP) for the Royal Canadian Mounted Police.

This document has been prepared based on the reporting principles contained in the Guide for the Preparation of Part III of the 2008-2009 Estimates: Reports on Plans and Priorities and Departmental Performance Reports:

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

Section I: Overview

Organizational Information

In accordance with the RCMP Act, the RCMP is headed by the Commissioner, who, under the general direction of the Minister of Public Safety, has the control and management of the Force and all matters connected therewith. Key components of our management structure include:

• Deputy Commissioner, Special Advisor to the Commissioner: Appointed in August 2007, the Special Advisor leads the RCMP’s work with the Task Force on Governance and Cultural Change in the RCMP, aligning the organization’s activities to provide its full cooperation to the Task Force
• Deputy Commissioners for Pacific, North West and Atlantic Regions respectively: To oversee operations in these regions
• Deputy Commissioner, Federal Services and Central Region: To meet our federal policing mandate [includes Federal and International Operations (FIO) and Protective Policing Services] as well as operations in A, C and O Divisions
• Deputy Commissioner, Operations and Integration: To meet our contract policing mandate and drive horizontal integration in all operations areas [includes Criminal Intelligence Directorate (CID) and Community, Contract and Aboriginal Policing Services (CCAPS)]
• Deputy Commissioner, National Police Services: To focus on the provision of operational support services for the RCMP and broader law enforcement and criminal justice communities [includes Technical Operations, the Canadian Police College (CPC), the Canadian Police Information Centre (CPIC), Criminal Intelligence Service Canada (CISC), Forensic Laboratory Services (FLS), Information & Identification Services (I&IS), the National Child Exploitation Coordination Centre (NCECC), the Canada Firearms Centre (CAFC) and the Chief Information Officer (CIO) Sector. Specific details on the CAFC are included in a special chapter at the end of this report. FLS and I&IS were amalgamated in 2006 to form Forensic Science & Identification Services (FS&IS)]
• Chief Financial and Administrative Officer: To continue to meet standards of accountability, stewardship, results and value-based management, increased transparency and responsiveness, financial risk management, renewed control systems and sustainable development
• Chief Human Resources Officer: To develop HR management strategies that maximize human performance and drive organizational success, ensure that HR policies and processes enable operational readiness, and build and sustain a workforce that is committed to excellence in service delivery

In addition to these senior managers, the Ethics and Integrity Advisor, the Senior General Counsel, the Chief Audit Executive and the Directors General of Public Affairs & Communication Services and of Strategic Policy & Planning complete the Senior Executive Committee.

Where We Are Located

To deliver on our responsibilities, we have over 26,000 employees including Regular and Civilian Members and Public Service Employees. We are also fortunate to have over 75,000 volunteers to assist us in our efforts to deliver quality services to the communities we serve across Canada.

The RCMP is unique in the world since we are a national, federal, provincial and municipal policing body. As a result, the men and women of the RCMP can be found all across Canada. Operating from upwards of 750 detachments, we provide: daily policing services in over 200 municipalities; contract policing services in all Canadian provinces and territories with the exception of Ontario and Quebec; and services to over 600 Aboriginal communities, three international airports, plus numerous smaller airports.

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

Voted and Statutory Items Listed in Main Estimates

The following tables provide resource information at the departmental level. The tables illustrated below provide information at the Program Activity level.

RCMP Program Activity Architecture (PAA)

Our Program Activity Architecture (PAA) lists five Strategic Outcomes, defined in the graphic shown above, that contribute to our overarching strategic goal of safe homes and safe communities for all Canadians:

• Quality Federal Policing
• Quality Contract Policing
• Quality Policing Support Services
• Grants & Contributions
• Minimized risks to public safety from firearms

The key eight supporting Program Activities are:

1 – Federal and International Operations (FIO): Work to ensure the safety and security of Canadians and their institutions, domestically and globally, through intelligence-based prevention, detection, investigation, and law enforcement measures taken against terrorists, organized criminals and other criminal activity.

2 – Protective Policing Services: Direct the planning, implementation, administration and monitoring of the RCMP national Protective Security Program for: the Governor General, her family and residences; the Prime Minister, his family and residences; federal Cabinet ministers, Supreme and Federal Court judges, members of Parliament, Senators, and their residences; visiting heads of state and foreign diplomats in Canada and their residences; internationally protected persons (IPP); persons designated by the Minister of Public Safety as requiring security; and selected domestic and international flights by Canadian air carriers.

3 – Community, Contract and Aboriginal Policing Services (CCAPS): Provide services to provinces, territories and municipalities under contract arrangements with the Government of Canada including:

• Investigation, detection and prevention of crime
• Enforcement of laws
• Maintenance of peace and order
• Protection of life and property
• Security

4 – Criminal Intelligence: Timely and relevant criminal information and intelligence is the single greatest asset law enforcement has in order to detect, prevent and combat crime. Generally, criminal intelligence is about building and sharing knowledge about criminal threats to increase public safety.

5 – Technical Policing Operations: Provide specialized technical investigative services, state-of- the-art technological tools and procedures to operational sectors in the RCMP and other law enforcement agencies to assist and support the investigation of: criminal activity; physical and information technology services and associated research and development activities; Chemical, Biological, Radiological, Nuclear and Explosives (CBRNE) response and research and development (R&D); criminal behaviour investigative analysis; a modern and effective operational Air Services; and comprehensive policy development and application of Departmental Security.

6 – Policing Support Services: Given the complexity and sheer size of the RCMP, there are unique services that contribute to several or all of the other Program Activities. Policing Support Services are a compilation of distinct activities, services and systems that impact various areas of the Force’s policy direction, day-to-day operations and visibility. Sub-Activities that fall under this Program Activity include: the National Operations Centre (centralized technologically-advanced reporting facilities); Operations Policing Data Systems (operational information management systems); Integrated Operations Support (high level strategic vision and functional direction in support of Operations mandate); Force Specific Programs (Kit and Clothing, Depot, Tactical Weapons Training Section and RCMP musical ride Programs); and Program Activity Support.

7 – National Police Services (NPS): Has a long and proud history of supporting Canada’s law enforcement community with increasingly sophisticated and reliable services. NPS, through its eight service lines, provides forensic analyses of criminal evidence, criminal records information, identification services, technological support, enhanced learning opportunities and coordination of criminal information and intelligence.

8 – Corporate Infrastructure/Internal Services: Includes internal services such as: Strategic Direction, Ethics, Legal Services, Human Resources, Corporate Management & Comptrollership and Audit & Evaluation.
These eight major Program Activities are further broken down into 52 Sub-Activities.

For information on the Canada Firearms Centre Program Activity please see Section V.

Quality Policing Support – The RCMP’s National Police Services (NPS) is the largest and often sole provider of essential specialized investigational support services to over 500 law enforcement and criminal justice agencies across Canada. This includes numerous centres of expertise such as: the forensic analysis of criminal evidence, criminal records information, identification services, technological/technical investigations and support, enhanced learning opportunities, and the collection and analysis of criminal information and intelligence.

Effective criminal investigations continually demand new and more complex investigative techniques. Growing expectations from both the law enforcement and public sectors, coupled with increased demands for services, have underscored the increasing requirement for continuous improvement within the RCMP’s NPS programs. In 2008/2009, efforts will concentrate on:

• Improving infrastructure capacity within all programs, especially within the information management (IM) / information technology (IT) and human resources areas
• Enhancing criminal intelligence and information sharing
• Addressing the sexual exploitation of children

The following plans and priorities have been established to guide efforts towards the provision of Quality Policing Support Services for the coming year:

Leading-edge policing and security technology – The successful resolution of criminal investigations and eventual prosecution or exoneration of individuals is contingent on the availability and excellence of operational support services provided by National Police Services (NPS). Throughout 2008/2009, NPS will continue to demonstrate leadership in the development and delivery of these essential law enforcement support programs. The National Sex Offender Registry (NSOR) and the Violent Crime Linkage Analysis System (ViCLAS) are examples of leading-edge policing tools in which NPS played a key role in their development and continues to play a role in their maintenance.

Comprehensive, real-time intelligence and threat assessments – Canada’s law enforcement community relies on the sharing of criminal intelligence information. NPS recognizes the need to promote a common shared criminal intelligence database for use by the criminal intelligence community. Initiatives which support intelligence-led policing and integrated law enforcement efforts include the Automated Criminal Intelligence Information System (ACIIS) and strategic criminal intelligence assessments and warnings through the National Intelligence Collections Strategy.

Increased efficiency and effectiveness of policing – NPS programs are increasingly required to demonstrate flexibility and innovation in response to shifting government and client priorities. The need to increase the efficiency and effectiveness of policing operations is driven by continuing demands for services as well as the impact of legislative changes. NPS will continue to mitigate this growing demand and increased expectations through programs such as: criminal record, civil and fingerprint services; the National DNA Data Bank (NDDB); the Canadian Integrated Ballistic Identification Network (CIBIN); and the Canadian Firearms Registry On-line (CFRO). The RCMP will also continue to pursue and report on progress relative to the recommendations contained in the Report of the Auditor General of Canada, Chapter 7 – Management of Forensic Laboratory Services (May 2007).

Timely and high quality scientific tools, techniques and information management technology – Efforts will continue to focus on improved response times for forensic analysis and identification to ensure optimal evidentiary support to investigations. In addition, activities will concentrate on the replacement and maintenance of secure systems; the continued support of the National Integrated Interagency Information (N-III) project, which is critical to the ability of law enforcement to share information; and the Canadian Police Information Centre (CPIC).

High quality learning and training opportunities and support – The Canadian Police College (CPC) will continue to support integrated policing through the ongoing development of police leadership and management competencies and the provision of advanced and specialized training to police officers and senior police officials from across Canada and internationally. The Canada Firearms Centre (CAFC) will continue to provide quality training in the area of firearms safety and will also increase the awareness and understanding of the Canadian Firearms Program through specific outreach activities and educational activities across our communities.

Link Between PAA and RCMP’s Strategic Framework (including Performance Management)

The Treasury Board’s Management, Resources and Results Structure (MRRS) policy – which includes the requirement for a Program Activity Architecture – came into effect on April 1, 2005. Almost five years earlier, the RCMP had adopted a strategic planning and performance management framework based on the Balanced Scorecard (BSC) methodology, which it adapted to the public sector, in general, and to the RCMP in particular.

The methodology has been refined year over year, such that the RCMP is able to make decisions on strategies, priorities, program design, management, resourcing and performance to better achieve expected results. This planning and performance management regime has received national and international recognition as a best practice. Its feedback loop has contributed to the ongoing review of strategic priorities, which are captured in annually updated strategic frameworks, strategy maps, indicators, initiatives/activities and resource allocations. Alignment now extends to the detachment level, with the implementation of annual unit performance plans during 2006-2007.

The associated business planning process provides the “meat” for preparation of our annual Report on Plans and Priorities (RPP). The plans and priorities are the subject of dynamic monitoring throughout the year (e.g., using the BSC methodology, senior managers review and report on the progress of their strategies every 90 days). Consequently, corrective action, changes of course, reallocation of resources, dealing with unfunded pressures, and so on, are managed on a timely basis.

However, there remains a gap in relation to the RCMP’s RPP/DPR progression to fully MRRS-based documents. Given the success, effectiveness and recognition of the RCMP’s planning and performance regime, the requisite harmonization is necessarily progressive in nature in order to retain that which works well. In terms of progress achieved to date, the RCMP developed its PAA shortly after issuance of the MRRS policy; subsequently refreshed it; and significantly updated the PAA measures in the Expenditure Management Information System (EMIS) during the past year.

This has set up a platform from which the respective PAA and BSC reporting requirements can progressively be harmonized in a manner that, on the one hand, preserves the proven effectiveness of the RCMP’s planning and performance regime while, on the other hand, meets the MRRS policy requirements. We expect 2008-2009 to be a milestone year in terms of this harmonization process. (It should be noted that this migration may be influenced by any new strategic direction, corporate governance or other guidance emanating from the Task Force on Governance and Cultural Change in the RCMP).

RCMP Strategic Framework

The RCMP Strategic Framework guides the work of all employees to achieve our goal of safe homes and safe communities. The components of the Framework illustrate the strategic priorities, operating philosophies and core activities that enable us to be successful in meeting this goal.

For more information on the RCMP Strategic Framework, visit: www.rcmp.ca/about/strategic_framework_e.htm

Strategic Priorities

The RCMP’s Strategic Priorities are carefully selected after rigorous scanning and analysis of the external environment; the entire Framework – and its Priorities – are reassessed on an annual basis. Each Strategic Priority has its own strategy and BSC which articulates: the desired outcome; the objectives we must achieve in order to reach our desired outcome; the performance indicators that enable us to measure and monitor results; and the identification of specific initiatives/activities/projects that contribute directly to achievement of the objectives.

Each Strategic Priority is championed by a Deputy Commissioner who leads a Strategic Priority Working Group (SPWG) focused on ensuring the success of the strategy. In addition to senior-level cross-functional RCMP representation on each SPWG, there is also external representation from other departments or agencies who share a common interest in the Priority. To date, key partners on the various priorities include representatives from Public Safety Canada, Indian and Northern Affairs Canada, the Correctional Service of Canada, the Public Prosecutions Service of Canada, the Canadian Security Intelligence Service and the National Crime Prevention Centre.

Our Operating Environment – Context for Planning

RCMP plans and priorities are not developed in isolation. In addition to our environmental scan and a review of results from the previous year, the following elements served as key influences on our strategic planning cycle for the 2008-2009 fiscal year: Budget 2007, Speech from the Throne, External Factors and Major Events. By taking these elements into consideration throughout our planning cycle, we are able to identify Strategic and Management Priorities that focus directly on enhancing public safety, and better assure the effective and efficient operations of our organization.

a) Budget 2007 *

The Government tabled Budget 2007: A Stronger, Safer, Better Canada in the House of Commons on March 19, 2007. Chapter 6, entitled A Safer Canada: Building a Stronger Canada in a Modern World, introduced new initiatives that directly impact the RCMP:

• A new National Anti-Drug Strategy with $64 million over two years to crack down on gangs, combat illicit drug production such as grow-ops and methamphetamine labs, prevent illicit drug use and treat illicit drug dependency
• An additional $6 million per year to the RCMP to protect children from sexual exploitation and trafficking
• Action to crack down on white collar crime by appointing a senior expert advisor to the RCMP to help develop and guide the implementation of a plan to improve the effectiveness of the Integrated Market Enforcement Teams
• Improved front-end screening of first-time firearms licence applicants, with $14 million over two years

Note: * These additional resource announcements from Budget 2007 are incremental to all planned spending as reflected in the Department Planned Spending and Full Time Equivalent table shown above.

b) Speech from the Throne

In the October 16, 2007 Speech from the Throne (SFT), the Government committed to continue tackling crime. Many of the themes supporting this commitment directly impact the RCMP:

• Tackling violent crime (Violent Crime bill)
• Measures designed to improve intellectual property rights
• Safer communities strategy to deal with drugs, youth and property crime
• Amendments to the Youth Criminal Justice Act
• New laws on property crime, and measures to address elder abuse and identity theft
• Implementing the National Anti-Drug Strategy
• Repeal of the Long Gun Registry
• Resources to recruit 2,500 more officers to police our streets
• Air India Inquiry report
• National Security Statement
• Anti-Terrorism Act and security certificates

c) External Factors Affecting our Operating Environment

The following are some of the challenges to law enforcement:

• With a number of diverse terrorist groups known to be operating in Canada, terrorism remains a continued threat to the safety and security of Canadians, as well as on a global scale
• Disease, war and natural disasters continue to be a risk to safety and security for many
• Organized crime groups have become increasingly fluid, and the technological revolution poses new and formidable challenges to law enforcement. The transnational and increasingly diffuse nature of threats has created stronger international connectivity and coordination
• Changing demographics and increasing expectations for service present ongoing human resource challenges. Recruiting must remain a priority for the RCMP as it is committed to fulfilling its policing obligations
• Crime trends include the rising incidence of identity theft, cybercrime, illicit trade in arms, expanding child pornography markets, exploitation of vulnerabilities in information networks and increasingly sophisticated tactics used by the criminally inclined
• Emerging government policies, priorities and legislation, and the growing expectations of both the police and the public for increasingly rigorous processing and analysis of forensic evidence represent additional challenges to provide responsive operational support
• Environmental crime and environmental effects of crime are a growing concern. Several criminal activities have been identified due to environmental repercussions, particularly in the Northern areas where melting ice is opening up passageways and potentially leading to increased traffic

d) Upcoming Major Events

With increased frequency, the RCMP is tasked with supporting Canada’s broader international profile as a leader on the world stage. This includes Canada’s role as host to other countries in the form of visiting dignitaries and delegations, conferences, meetings and other major public national and international events. Upcoming Major Events that have an impact on our resource utilization for 2008-2009 include:

• 2008 Sommet de la Francophonie in Quebec City, Quebec
• 2010 Olympic and Para-Olympic Games in Vancouver/Whistler, British Columbia
• 2010 North American Leaders Summit
• 2010 G8 Summit

Plans and Priorities

For the 2008-2009 fiscal year, the RCMP has assessed and reconfirmed the following Strategic Priorities:  

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

Issues arising from recommendations of the government’s Task Force on Governance and Cultural Change will greatly impact on the RCMP’s Management Priorities.

Human Resources Renewal:

Human resources renewal is a significant management priority for the RCMP as it has become increasingly clear that any weaknesses in our Human Resources (HR) management practices can prevent us from fully achieving our goals and can also lead to higher levels of risk and reduced confidence in the organization. Adding to the level of urgency to achieve HR renewal at this critical juncture is the accelerated changes occurring in our workforce, including rapid growth and turnover and the growing complexity of the work performed by our employees. The RCMP is at a crossroads where many aspects of our HR processes need considerable improvement and modernization to ensure they are appropriate, timely and effective in meeting operational needs.

Recruiting continues to be our key HR challenge as we must ensure we meet growing demands for services and additionally respond to higher retirement rates. The RCMP is increasing its marketing activities and substantially improving the efficiency and effectiveness of its application process. Parallel to these efforts, we are also improving programs to train and mentor the growing numbers of new employees, and to ensure effective succession planning to retain corporate knowledge and replace departing employees. Staffing and promotions processes will also be improved to better meet a number of challenges, including the provision of developmental opportunities and facilitation of more timely deployment to all geographic regions the RCMP services.

In addition to ensuring that we acquire the new employees we will need for the future, a new focus for the RCMP will be to ensure effective ongoing management of the workforce in order to achieve high levels of employee satisfaction, retention, engagement and performance – all necessary prerequisites to achieving the RCMP’s strategic objectives. This will require addressing a number of weaknesses that have been identified in the RCMP employee survey, the Task Force on Governance and Cultural Change in the RCMP recommendations, and other reviews of HR management and workplace issues. Key areas for attention include: workloads and work/life balance, promotions, leadership, managerial accountability, employee performance management and discipline.

The RCMP is striving to build a better understanding of its workforce needs and changing demographics so that it can more effectively support its employees in ways that recognizes their diversity and their critical contribution to the success of the RCMP. It will also be improving its ability to integrate HR and business planning so that HR service delivery can be more proactive and focused on operational priorities. More information on our Human Resources challenges and how we are addressing them is provided in Section IV.

Accountability:

Parliament and taxpayers expect government programs and services to be delivered in an ethical, open and accountable manner. As Canada’s national police service, we must hold ourselves to an even higher standard; the RCMP must be a model of ethical and responsible management behaviour. As a leader of policing and management excellence, the RCMP must continue to make sound stewardship a part of its culture.

Performance Management:

The 2006 assessment of the RCMP Management Accountability Framework (MAF) by TBS provided a rating of “opportunity for improvement” under the Results and Performance element. Since the assessment, a concerted effort has been made to include performance indicators in the 2008-2009 RPP to show how the key performance goals of the strategic outcomes will be monitored. As mentioned previously, the RCMP will also endeavour to harmonize its Balanced Scorecard approach with the Government-wide Program Activity Architecture so that 2008-2009 will be a milestone year of progress in this regard.

Additional Information on RPP

For more detail on program plans and priorities, please go to our website at:

www.rcmp-grc.gc.ca

For publications referred to in this report, please contact National Communications Services at telephone: (613) 993-1088, or by facsimile: (613) 993-0953.

For general enquiries about the RCMP, please contact: (613) 993-7267 or by e-mail:

www.rcmp-grc.gc.ca/contact/index_e.htm or www.rcmp-grc.gc.ca/contact/index-f.htm.

For further information on this report, please contact:

Alain P. Séguin
Chief Financial and Administration Officer
Corporate Management and Comptrollership
Royal Canadian Mounted Police
1200 Vanier Parkway, Ottawa, ON K1A 0R2
Telephone: (613) 993-3193
Facsimile: (613) 993-4030
E-mail: alain.seguin@rcmp-grc.gc.ca

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