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Safe Homes and Safe Communities remains our overall goal. In presenting our plans and priorities for 2008-2009, we have drawn from both the Strategic Outcomes set out in our Program Activity Architecture (Quality Federal Policing; Quality Contract Policing; Quality Policing Support; Grants & Contributions; and Minimized Risks to Public Safety from Firearms) and from our five Strategic Priorities (Organized Crime; Terrorism; Economic Integrity; Youth; and Aboriginal Communities).
The following strategy map and summary table capture the cross-over between our PAA framework and our Balanced Scorecard approach:
Reduce the threat and impact of organized crime
What Makes This A Priority
(Sources: RCMP Environmental Scan 2004; CISC 2004 Annual Report on Organized Crime in Canada; CISC 2005 Annual Report on Organized Crime in Canada; CISC 2007 Annual Report on Organized Crime in Canada; RCMP policy centres; October 2007 Speech from the Throne; Framework Convention on Tobacco Control (FCTC); 2006 provincial threat
assessments (TAs), and July 2007EKOs Research survey)
|
Overview
Organized crime poses a serious long-term threat to Canada’s institutions, society, economy and to our quality of life. The vast majority of organized crime groups use or exploit the legitimate economy to some degree by insulating their activities, laundering proceeds of crime, and committing financial crimes via a legitimate front. It exploits opportunities around the globe and creates a sophisticated transnational network to facilitate criminal activities and challenge law enforcement efforts. Domestic policing efforts increasingly require the development of strategies and programs that address the international components of organized crime. The RCMP organized crime strategic priority focuses on “Reducing the threat and impact of organized crime”. In countering the growth of organized crime groups and dismantling their structures and sub-groups, a critical component is the improved coordination, sharing and use of criminal intelligence. This intelligence is used in support of integrated policing, law enforcement plans and strategies, as well as initiatives designed to communicate the impact and scope of organized crime.
Utilizing the intelligence base established by the RCMP, operations will provide leadership in developing and implementing intelligence-led tactical operational plans in partnership with other police and law enforcement agencies. These plans will help meet the strategic outcome of reducing the threat and impact of organized crime. In addition, the RCMP is embarking on an aggressive program of proactively seeking out actionable intelligence in direct support of enforcement actions. The RCMP is deploying “Probe Teams” alongside existing enforcement resources, which will increase successful operations because of their ability to identify organized crime vulnerabilities and enforcement opportunities to be used by enforcement units when conducting criminal investigations and prosecutions. This initiative will give practical structure to the term “intelligence-led policing” and has demonstrated success against organized crime in trials thus far.
Plans and Priorities
The following plans and priorities have been established to guide the RCMP’s efforts towards reducing the threat and impact of organized crime in Canada.
The key plans and priorities for the coming year are to:
Strategic Priority: Organized Crime – Ongoing | |
Strategic Objectives: *
Note: * The numbering does not denote the level of importance placed on each objective. |
Key Performance Goals:
|
Strategic Priority: Organized Crime – Ongoing | |||
Supporting Program Activities (PAA)* |
Planned Spending (millions)*
|
||
2008-2009
|
2009-2010
|
2010-2011
|
|
1 – Federal and International Operations
|
$802.6
|
$824.4
|
$828.2
|
3 – Community, Contract and Aboriginal Policing |
$1,045.2
|
$998.3
|
$986.1
|
4 – Criminal Intelligence Operations |
$74.9
|
$75.0
|
$77.7
|
5 – Technical Policing Operations |
$216.2
|
$217.1
|
$212.3
|
7 – National Police Services |
$159.3
|
$156.8
|
$149.3
|
Supporting Program Activities (PAA)* |
Planned FTEs
|
||
2008-2009
|
2009-2010
|
2010-2011
|
|
1 – Federal and International Operations |
5,570
|
5,643
|
5,774
|
3 – Community, Contract and Aboriginal Policing |
17,902
|
17,800
|
17,816
|
4 – Criminal Intelligence Operations |
631
|
633
|
645
|
5 – Technical Policing Operations |
1,515
|
1,521
|
1,540
|
7 – National Police Services |
1,477
|
1,406
|
1,407
|
Note: * Areas primarily responsible for delivery against the Strategic Priority, as per the PAA. Descriptions of the Program Activities can be found in Section I.
** Figures reflect allocations as per Program Activity, not Strategic Priority. The figures are taken directly from the Planned Spending contained in the Main Estimates (see Section III – Table 1). Planned Spending for the Corporate Infrastructure Program Activity has been allocated across all Program Activities in accordance with TBS guidelines for the
preparation of the Main Estimates.
The Organized Crime Program Activities are supported by the following Sub-Activities:
PAA Sub-Activities
1.1 Financial Crime – Contributes to the security of the Canadian economy and seeks to protect Canadians and their governments from financial crimes perpetrated by organized crime and others. Activities such as Commercial Crime, Proceeds of Crime, Money Laundering and Integrated Market Enforcement are good examples of how the RCMP is focused on addressing organized crime involvement in financial crime. Program performance will be monitored by the following key indicators:
1.2 Drugs and Organized Crime – Focuses on combating organized crime including drug-related social and economic harm to Canadians; contributes to the reduction in supply of, and demand for illicit drugs through disruption of criminal organizations responsible for importation, production and supply of illicit drugs in Canada; disrupts supply routes and prevents illicit drug production and distribution; reduces demand for drugs and drug abuse through prevention, public education and support of alternative forms of justice. Activities such as Organized Crime strategy, Source Witness Protection, Integrated Organized Crime Investigation Units, Drug Awareness, and Drug Enforcement are good examples. Program performance will be monitored by the following key indicators:
1.3 Border Integrity – In partnership with international and domestic government agencies and stakeholders, as well as the community at large, the RCMP contributes to the national security of Canada by protecting Canadians and their institutions from terrorism, organized crime and other border-related criminal activity. In addition to utilizing a multi-layered enforcement model which considers domestic and international threats to the security of Canadians and our borders, education and prevention initiatives are also undertaken to proactively mitigate these threats. Activities such as Federal Enforcement, Immigration and Passport, Customs and Excise, Integrated Border Enforcement, Marine Security, and Airport/Coastal Watch are good examples. For instance, an illegal tobacco manufacturing and distributing operation evading all federal and provincial duties and taxes can sell their product for as little as $6 for 200 cigarettes (i.e., equal to one carton), while legitimate tobacco products are sold for $75-90 per carton. While extremely difficult to methodically estimate, losses to the federal and provincial governments could be in the order of $100s of millions annually as a result of the contraband tobacco market. Program performance will be monitored by the following key indicators:
1.4 International Policing – Enhances international cooperation at strategic and tactical levels between the RCMP and foreign police and law enforcement agencies to prevent or reduce the impact of internationally influenced organized crime on Canada. Program performance will be monitored by the following key indicators:
3.1 Provincial/Territorial Policing – Provides policing services to eight provinces and three territories through cost-shared police service agreements. Program performance will be monitored by the building and maintenance of an effective Records Management System to ensure the timely sharing of criminal intelligence. Another performance measure will be the monitoring of Crime Prevention & Awareness presentations in regards to organized crime through the creation of awareness tools that are culturally competent and age specific
3.2 Municipal Policing – Provides policing services to diverse municipalities in seven provinces through cost-shared police service agreements. Program performance will be monitored again by the building and maintenance of an effective Records Management System to ensure the timely sharing of criminal intelligence. Another performance measure will be the monitoring of Crime Prevention & Awareness presentations in regards to organized crime through the creation of awareness tool(s) that are culturally competent and age specific
4.1 Organized Criminal Intelligence – Responsible for assessment, monitoring and coordination of all organized crime or other serious criminal activity
5.1 Air Services – Provides a safe, effective and cost efficient air service to the RCMP in support of its mandate to maintain peace and security for the nation by applying the highest principles of aviation safety, providing a professional and well-trained group of pilots and technicians, and ensuring the cost-effective use of available resources. Program performance will be monitored by the following key indicators:
5.3 Protective Technology – Researches, develops, designs, evaluates, provides and implements electronic and mechanical physical security systems required to protect IPPs, VIPs and RCMP personnel and assets at permanent locations and temporary operational sites: to serve as the RCMP’s national policy centre on electronic and mechanical security by providing expertise, and by originating standards and best practices for the Protective Technical Services Branch (PTSB) and the Protective Technical Services Section (PTSS) and field sections; to provide security consultations of federal and VIP sites; to develop and conduct the armoured vehicle program; and to support the RCMP’s role of lead agency in security matters. Key performance indicators include:
5.4 Technical Investigation – Provides capacity and support for criminal investigations related to organized crime with state-of-the-art technological tools and procedures to operational sections in the RCMP and other law enforcement agencies, including covert electronic surveillance and interception of communications technologies, covert physical surveillance technologies, covert intrusion capacity, and effective lawful access provisions. Program performance will be monitored by the following key indicator:
5.6 Technological Crime – Investigates pure computer crimes such as unauthorized access and mischief to data which have been identified as areas of operation for organized criminal activity. Acts as a policy centre for the provision of computer search, seizure and forensic analytical support to RCMP personnel. This includes the activities of:
Program performance will be monitored by the following key indicators:
5.7 Departmental Security – Establishes and directs a security program that ensures coordination of all policy functions and implementation of policy requirements as outlined under the Government Security Policy. These functions include general administration, access limitations, security screening, physical security, protection of employees, information technology security, security in emergency and increased threat situations, security in contracting and security incident investigations
Key performance indicators include:
7.1 Forensic Laboratory Services – Conducts scientific analysis of evidence from crime scenes, presents forensic evidence in courts, and researches and develops new and advanced forensic methodology and techniques. Examples of activities linked to reducing the threat and impact of organized crime include: playing a leadership role in the National Anti-Counterfeiting Bureau (NACB), which focuses on strategies to develop partnerships with key agencies involved in the security, production and distribution of currency and identity documents; and the Canadian Integrated Ballistic Information Network (CIBIN), which provides a link with the United States government and police agencies in an effort to reduce opportunities for cross-border crime and distribution of firearms. Program performance will be monitored by the following key indicators:
7.2 Information and Identification Services – Contributes, through a national information exchange system with Canadian and international law enforcement agencies, on matters such as criminal records and fingerprints. This includes the National Weapons Enforcement Support Team (NWEST), which supports frontline police agencies throughout Canada and internationally in gathering evidence to assist the agencies in successfully prosecuting persons involved in the illegal movement and criminal use of firearms. Program performance will be monitored by the following key indicator:
7.3 Canadian Police College – Provides advanced and specialized training in police management and the investigation of organized crime to police services. Program performance will be monitored by the following key indicators:
7.5 Criminal Intelligence Service Canada – Unites Canada’s criminal intelligence community to assess the threat of organized and other serious crime; provides assessments of the capabilities, intentions and limitations of individual criminals and criminal organizations; and focuses on their vulnerabilities in order for law enforcement to penetrate and neutralize organized crime at the earliest stages possible. Program performance will be monitored by the following key indicators:
Key Partners
Public Safety Canada (PSC); Department of Justice (DOJ); Transport Canada (TC); Canada Border Services Agency (CBSA); Canada Revenue Agency (CRA); Canadian Air Transport Security Authority (CATSA); Department of Finance Canada; Health Canada; Bank of Canada; Industry Canada (IC); Canadian Heritage; Correctional Service of Canada (CSC); Citizenship and Immigration Canada (CIC); Department of Foreign Affairs and International Trade Canada (DFAIT); Department of National Defence (DND); Organization of American States (OAS); Passport Canada; Inter-American Drug Abuse Control Commission (CICAD); First Nations Communities; United Nations Civilian Police (CIVPOL); United States Immigration and Naturalization Services (INS); Financial Transaction and Report Analysis Centre of Canada (FINTRAC); Forensic Accounting Management Directorate (FAMD); Seized Property Management Directorate (SPMD); Canadian Security Intelligence Service (CSIS); law enforcement agencies from Australia, New Zealand, United Kingdom and the United States of America; private industry (e.g., Canadian Bankers Association; international airlines); Canadian Association of Chiefs of Police (CACP) – Organized Crime Committee; International Association of Chiefs of Police (IACP); Canadian and foreign law enforcement agencies; and municipal, provincial and territorial agencies responsible for health, education and corrections
Reduce the threat of terrorist activity in Canada and abroad
What Makes This A Priority
(Sources: Canada’s Performance, 2004; October 2004 and October 2007 Speeches from the Throne; RCMP policy centres; Voice of the People international poll; and RCMP Environmental Scan 2007)
|
Overview
National security is an essential requirement in any democracy. It provides for the well-being of Canadians, enabling people to engage fully in work, family life, religious observance and leisure without the constraints of fear and intimidation. Terrorism substantially weakens this foundation. Current domestic threats come largely from small groups of ideologically motivated terrorists, often identifying or loosely affiliated with internationally organized terrorist groups like al-Qaeda.
Terrorists are increasingly making use of information technologies, including the Internet, for propaganda, recruiting, financing, training, intelligence collection, operational planning, education and communication. Terrorists no longer need to meet physically; instead they anonymously recruit supporters and plan attacks through online meetings in Internet chat rooms. This is, in turn, a key vulnerability. Electronic communication and the use of the Internet is an essential feature of investigating threats to national security. Because of this, the law enforcement community, led by the RCMP, must work together to stay current on leading-edge technology.
The global nature of terrorism means that national security-related criminal investigations are almost always international in scope. The RCMP, primarily the National Security Criminal Investigations (NSCI) directorate at National Headquarters, collaborates internationally with partners on major terrorist criminal investigations based on the principle of central control.
The Canadian Association of the Chiefs of Police (CACP) adopted the Common Framework on National Security as a foundational document to guide Canadian Law Enforcement’s fight against Terrorism. The RCMP also launched the new National Security Criminal Investigations Governance Framework for Increased Effectiveness and the new policy on national security criminal investigations in 2007. These documents provide all RCMP members with a clear and concise framework governing National Security (NS) criminal investigations, including how NS criminal investigations will be centrally controlled and monitored at National Headquarters.
The RCMP continues to work towards implementing every recommendation from Justice O’Connor’s Part I report. These include: stronger central control and oversight of national security criminal investigations; better training that more accurately reflects the current threat environment; improved outreach to communities; and clearer protocols on information sharing.
The RCMP continues to focus its activities based on intelligence-led and integrated approaches. Our participation in Canada-US and domestic interdepartmental national security committees and working groups aimed at the enhancement of transport security, border integrity, intelligence and information sharing are examples of this approach. Internationally, the seeking of best practices and enhanced information sharing has been pursued through our active participation in the G8 Roma-Lyon Anti-Crime and Terrorism (ACT) Group.
Plans and Priorities
The following plans and priorities have been established to guide the RCMP’s efforts towards reducing the threat of terrorist activity by preventing terrorist groups from operating in Canada and abroad. The key plans and priorities for the coming year are to:
Strategic Priority: Terrorism – Ongoing | |
Strategic Objectives: *
Note: * The numbering does not denote the level of importance placed on each objective. |
Key Performance Goals:
|
Strategic Priority: Terrorism – Ongoing | |||
Supporting Program Activities (PAA)* |
Planned Spending (millions)*
|
||
2008-2009
|
2009-2010
|
2010-2011
|
|
1 – Federal and International Operations
|
$802.6
|
$824.4
|
$828.2
|
2 – Protective Policing Services
|
$204.3
|
$190.5
|
$153.0
|
3 – Community, Contract and Aboriginal Policing |
$1,045.2
|
$998.3
|
$986.1
|
4 – Criminal Intelligence Operations |
$74.9
|
$75.0
|
$77.7
|
5 – Technical Policing Operations |
$216.2
|
$217.1
|
$212.3
|
6 – Policing Support Services |
$69.3
|
$68.8
|
$69.2
|
7 – National Police Services |
$159.3
|
$156.8
|
$149.3
|
Supporting Program Activities (PAA)* |
Planned FTEs
|
||
2008-2009
|
2009-2010
|
2010-2011
|
|
1 – Federal and International Operations |
5,570
|
5,643
|
5,774
|
2 – Protective Policing Services |
1,224
|
1,187
|
1,188
|
3 – Community, Contract and Aboriginal Policing |
17,902
|
17,800
|
17,816
|
4 – Criminal Intelligence Operations |
631
|
633
|
645
|
5 – Technical Policing Operations |
1,515
|
1,521
|
1,540
|
6 – Policing Support Services |
414
|
411
|
411
|
7 – National Police Services |
1,477
|
1,406
|
1,407
|
Note: * Areas primarily responsible for delivery against the Strategic Priority, as per the PAA. Descriptions of the Program Activities can be found in Section I.
** Figures reflect allocations as per Program Activity, not Strategic Priority. The figures are taken directly from the Planned Spending contained in the Main Estimates (see Section III – Table 1). Planned Spending for the Corporate Infrastructure Program Activity has been allocated across all Program Activities in accordance with TBS guidelines for the
preparation of the Main Estimates.
The Terrorism priority is supported by the following Sub-Activities:
PAA Sub-Activities
1.1 Financial Crime – Contributes to the security of the Canadian economy and seeks to protect Canadians and their governments from financial crimes perpetrated by organized crime and others. An activity such as Proceeds of Crime is an example of how the RCMP is working to minimize the impact of financial crime. Program performance will be monitored by the following key indicators:
1.2 Drugs and Organized Crime – Focuses on combating organized crime including drug-related social and economic harm to Canadians; contributes to the reduction in supply of, and demand for illicit drugs through disruption of criminal organizations responsible for importation, production and supply of illicit drugs in Canada; disrupts supply routes and prevents illicit drug production and distribution; reduces demand for drugs and drug abuse through prevention, public education and support of alternative forms of justice. Program performance will be monitored by the following key indicators:
1.3 Border Integrity – In partnership with international and domestic government agencies and stakeholders, as well as the community at large, the RCMP contributes to the national security of Canada by protecting Canadians and their institutions from terrorism, organized crime and other border-related criminal activity. In addition to utilizing a multi-layered enforcement model, education and prevention initiatives are also undertaken to proactively mitigate these threats. Activities such as Immigration and Passport, Integrated Border Enforcement, Marine Security and Customs and Excise are some examples. Program performance will be monitored by the following key indicators:
1.4 International Policing – Enhances international cooperation at strategic and tactical levels between the RCMP and foreign police and law enforcement agencies to reduce the impact of international crime on Canada. Activities such as International Operations and Interpol are some example. Program performance will be monitored by the following key indicators:
1.5 National Security Criminal Investigations – Responsible for criminal operational activities relating to the RCMP’s mandate for security-related criminal offences under the Security Offences Act. Program performance will be monitored by the following key indicators:
2.1 Protective Duties – Protection of foreign dignitaries visiting or residing in Canada, Canadian executives and persons designated by the Minister of Public Safety, and designated sites such as embassies, consulates and Parliament Hill. Among the Canadian executives afforded Protection are the Prime Minister, the Governor General, their respective families and official residences. Program performance will be monitored by the following key indicators: number of incidents that compromised the safety of protectees and the security of Canadian interests (target is zero incidents)
2.2 Major Events – Security and policing services for special events including high profile VIP/IPP visits, international conferences and sporting events hosted by Canada. Program performance will be monitored by the following key indicators: number of incidents that compromised the safety of protectees and the security of Canadian interests (target is zero incidents)
3.1 Provincial/Territorial Policing – Provides policing services to eight provinces and three territories through cost-shared police service agreements. Program performance will be monitored by the following key indicator: the creation of awareness tool(s) that are culturally competent and age specific
4.2 Criminal Analysis – Provides strategic and tactical analysis at national headquarters and division levels. Provides national strategic analytical support to Criminal Intelligence Service Canada (CISC). Supports the continuous planning, establishment and assessment of RCMP National Operational priorities. The Alternative Analysis unit conducts “over the horizon” analysis of the larger strategic environment to provide a clear understanding and foreknowledge of global issues that may impact the RCMP, and the environment in which new criminal and national security (NS) threats emerge. The Intelligence Research and Development unit updates and modifies criminal intelligence processes, methodologies and techniques to assist and enhance the intelligence gathering and analysis process. Projects include adapting and updating intelligence tools such as SLEIPNIR, and adapting tools such as the Disruption Attributes Tool and the Priority Ranking of Operation Files system to NS criminal investigations.
Program performance will be monitored by the following key indicator:
4.3 National Security Criminal Investigations – Responsible for assessment, coordination, oversight, direction, support and monitoring of all national security criminal investigations and intelligence, both nationally and internationally. National Security Legislative Affairs (NSLA) provides centrally coordinated responses to issues arising from public inquiries, as well as civil litigation matters. It also analyzes events in the public realm that have implications for the RCMP’s NS-related activities, and provides advice to senior managers on issues with legislative and legal implications for the RCMP
Program performance will be monitored by the following key indicators:
4.5 National Security Criminal Investigations (NSCI) – Responsible for assessment, conduct, coordination and monitoring of all national security criminal investigations, both nationally and internationally. Strategic Integration and Program Support (SIPS) provides strategic direction to NSCI by developing directives, programs and processes to ensure that NSCI meets its obligations to internal partners, RCMP divisions, senior government and international bodies. The National Office of Investigative Standards and Practices (OISP) is a newly created branch that will heighten operational oversight, raise accountability and manage civilian oversight for national security criminal investigations across the RCMP. OISP’s responsibilities includes ensuring field compliance with the principles of Major Case Management (MCM)
5.2 Behavioural Sciences – Provides specialized investigative support services including criminal investigative analysis, geographic profiling, polygraph examinations, statement analysis, threat assessment, violent crime linkage, and tactical searches of the National Sex Offender Registry (NSOR) to assist the Canadian and international law enforcement community investigate violent and/or serial crime. Acting as a policy centre for the Truth Verification Unit, the NSOR and the Violent Crime Linkage Analysis System (ViCLAS), the Behavioural Sciences Branch (BSB) is responsible for policy development and maintenance, strategic program planning, quality assurance reviews, technical system development (in the case of ViCLAS and NSOR), and the provision of training. To ensure the continued advancement of knowledge within behavioural sciences and quality service delivery, the BSB also conducts empirical research
Program performance will be monitored by the following key indicators:
5.4 Technical Investigation – Provides capacity and support for criminal investigations related to terrorism with state-of-the-art technological tools and procedures to operational national security sections in the RCMP, including covert electronic and physical surveillance technologies, covert intrusion capacity, and effective lawful access provisions; developing, maintaining and providing explosives disposal technology expertise, with a special emphasis on chemical, biological, radiological, nuclear and explosives (CBRNE) elements. Program performance will be monitored by the following key indicator:
5.6 Technological Crime – Acts as a policy centre for the provision of computer search, seizure and forensic analytical support to RCMP personnel, including Internet-based investigations, necessary research and development of computer forensic utilities, and computer forensic assistance to other domestic and international accredited agencies and police services. Technological Crime Investigative Services, which conducts search, seizure and analysis of electronic evidence in support of criminal investigations, is one activity contributing to combating the threat of terrorism. Program performance will be measured by the following key indicator:
6.1 National Operations Centre (NOC) – Provides a communications focal point for the RCMP which includes a fully integrated and computerized multimedia environment that facilitates centralized coordination during critical incident management. NOC also incorporates a technologically advanced reporting facility to support the senior management of the RCMP, as well as protective and criminal operations from coast to coast. Program performance will be monitored by the following key indicator:
7.1 Forensic Laboratory Services – Conducts scientific analysis of evidence from crime scenes, presents forensic evidence in courts, and researches and develops new and advanced forensic methodology and techniques. Examples of activities linked to reducing the threat of terrorist activity include: the National Anti-Counterfeiting Bureau (NACB), which focuses on strategies to develop partnerships with key agencies involved in the security, production and distribution of currency and identity documents; and the Trace Evidence Explosives program which cooperates with international agencies in order to remain current on explosive techniques and materials used by various terrorist groups. Program performance will be monitored by the following key indicators:
7.2 Information and Identification Services – Contributes through a national information exchange system with Canadian and international law enforcement agencies on matters such as criminal records and fingerprints. Real Time Identification (RTID) provides real-time identification of individuals identified as possible terrorists. Program performance will be monitored by the following key indicator:
7.3 Canadian Police College – Provides advanced and specialized training to police services in police management and the investigation of terrorism-related activities such as the Organized Crime Course and the Post Blast Scene Technician Course. The Canadian Police College’s Academic Services delivers executive workshops and enables sharing of best practices, both nationally and internationally. Program performance will be monitored by the following key indicators:
Key Partners
Public Safety Canada (PSC); Privy Council Office (PCO); Department of Justice (DOJ); Canadian Security Intelligence Service (CSIS); Communications Security Establishment (CSE); Citizenship and Immigration Canada (CIC); Canada Border Services Agency (CBSA); Canada Revenue Agency (CRA); Transport Canada (TC); Canadian Air Transport Security Authority (CATSA); Canadian Association of Chiefs of Police (CACP); Department of National Defence (DND); Department of Foreign Affairs and International Trade Canada (DFAIT); Passport Canada; Public Works and Government Services Canada (PWGSC); Controlled Goods Directorate (CGD); Department of Fisheries and Oceans (DFO); Canadian Coast Guard (CCG); US Coast Guard; US Customs and Border Protection (US CBP); Office of Border Patrol (BP); US Immigration and Customs Enforcement (ICE); US Department of Justice (Bureau of Alcohol, Tobacco, Firearms and Explosives (ATF); US Drug Enforcement Administration (DEA); Interpol; Europol; P8 Senior Experts Groups on Transnational Organized Crime; OAS Inter-American Committee Against Terrorism (CICTE); and International Association of Chiefs of Police (IACP) and counterpart agencies in the US, United Kingdom and Australia; G8 Law Enforcement Working Group on Terrorism
Contribute to Canada’s economic integrity through crime reduction
What Makes This A Priority
“Investor protection will be enhanced by pursuing the highest standards of governance and by enforcing our laws more vigorously. Enforcement will be bolstered with better resources to tackle cases of capital markets fraud and stronger collaboration with provincial authorities”
(Sources: PricewaterhouseCoopers Global Economic Crime Survey; February 2005 Ipsos-Reid; RCMP Environmental Scan, 2007; Feature Focus: Economic Crime; CISC 2004 Annual Report on Organized Crime in Canada; CISC 2005 Annual Report on Organized Crime in Canada; RCMP Policy Centres; October 2007 Speech from the Throne; and Budget 2007)
|
Overview
Economic integrity refers to consumer and investor confidence in Canada’s financial, currency and equity market systems. A safe and secure economy provides confidence for consumers and investors in conducting business, investing and saving. The RCMP continues to contribute to Canada’s economic integrity by targeting domestic crime and its international linkages through crime reduction, with an aim of supporting the economic and social well-being of all Canadians.
Concerns extend beyond financial crime, touching many areas such as: contraband tobacco products; counterfeit goods (e.g., pharmaceuticals, electrical products) and currency; corporate fraud; theft of intellectual property; and identity fraud. These problems can impact the overall Canadian economy through a loss of confidence, nationally and internationally, in our country’s institutions and markets.
Plans and Priorities
The following plans and priorities have been established to guide the RCMP’s efforts towards contributing to Canada’s economic integrity through crime reduction.
The key plans and priorities for the coming year are to:
Strategic Priority: Economic Integrity – Ongoing | |
Strategic Objectives: *
Note: * The numbering does not denote the level of importance placed on each objective. |
Key Performance Goals:
|
Strategic Priority: Economic Integrity – Ongoing | |||
Supporting Program Activities (PAA)* |
Planned Spending (millions)*
|
||
2008-2009
|
2009-2010
|
2010-2011
|
|
1 – Federal and International Operations
|
$802.6
|
$824.4
|
$828.2
|
3 – Community, Contract and Aboriginal Policing |
$1,045.2
|
$998.3
|
$986.1
|
4 – Criminal Intelligence Operations |
$74.9
|
$75.0
|
$77.7
|
5 – Technical Policing Operations |
$216.2
|
$217.1
|
$212.3
|
7 – National Police Services |
$159.3
|
$156.8
|
$149.3
|
Supporting Program Activities (PAA)* |
Planned FTEs
|
||
2008-2009
|
2009-2010
|
2010-2011
|
|
1 – Federal and International Operations |
5,570
|
5,643
|
5,774
|
3 – Community, Contract and Aboriginal Policing |
17,902
|
17,800
|
17,816
|
4 – Criminal Intelligence Operations |
631
|
633
|
645
|
5 – Technical Policing Operations |
1,515
|
1,521
|
1,540
|
7 – National Police Services |
1,477
|
1,406
|
1,407
|
Note: * Areas primarily responsible for delivery against the Strategic Priority, as per the PAA. Descriptions of the Program Activities can be found in Section I.
** Figures reflect allocations as per Program Activity, not Strategic Priority. The figures are taken directly from the Planned Spending contained in the Main Estimates (see Section III – Table 1). Planned Spending for the Corporate Infrastructure Program Activity has been allocated across all Program Activities in accordance with TBS guidelines for the
preparation of the Main Estimates.
The Economic Integrity Program Activities are supported by the following Sub-Activities:
PAA Sub-Activities
1.1 Financial Crime – Contributes to the security of the Canadian economy and seeks to protect Canadians and their governments from financial crimes perpetrated by organized crime and others. Activities such as Commercial Crime, Proceeds of Crime, Money Laundering, and Integrated Market Enforcement are some examples of how the RCMP is working to minimize the impact of financial crime. Program performance will be monitored by the following key indicators:
1.2 Drugs and Organized Crime – Focuses on combating organized crime including drug-related social and economic harm to Canadians; contributes to the reduction in supply of, and demand for illicit drugs through disruption of criminal organizations responsible for importation, production and supply of illicit drugs in Canada; disrupts supply routes and prevents illicit drug production and distribution; reduces demand for drugs and drug abuse through prevention, public education and support of alternative forms of justice. Activities such as Organized Crime strategy, Integrated Organized Crime Investigation Units, and Drug Enforcement are some examples. Such programs include Integrated Organized Crime Investigation Units (IOCIU) with representation from RCMP, other government agencies including the Department of Justice, the Canada Border Services Agency, Canada Revenue Agency, provincial and municipal law enforcement organizations. By virtue of their integrated multi- disciplinary structure, IOCIUs are capable of investigating all organized crime groups, regardless of discipline (for instance, importation or manufacturing of illicit drugs, production and distribution of counterfeit currency, Proceeds of Crime and money laundering, and illegal gambling). Program performance will be monitored by the following key indicators:
1.3 Border Integrity – In partnership with international and domestic government agencies and stakeholders, as well as the community at large, the RCMP contributes to the national security of Canada by protecting Canadians and their institutions from terrorism, organized crime and other border-related criminal activity. In addition to utilizing a multi-layered enforcement model which considers domestic and international threats to the security of Canadians and our borders, education and prevention initiatives are also undertaken to proactively mitigate these threats. Activities such as Federal Enforcement, and Customs and Excise are some examples. For instance, the Financial Loss to the Federal Government sub-program aims at combating the financial loss to federal government revenues and funds through criminal conspiracies, frauds, forgeries and/or misappropriation of funds. Program performance will be monitored by the following key indicators:
3.1 Community, Contract and Aboriginal Policing – Provincial/Territorial responsibilities provides policing services to eight provinces and three territories through cost-shared police service agreements. Program performance will be monitored by the following key indicator:
3.2 Municipal Policing – Provides policing services to diverse municipalities in seven provinces through cost-shared police service agreements. Program performance will be monitored by:
4.1 Organized Criminal Intelligence – Responsible for assessment, monitoring and coordination of all organized crime or other serious criminal activity. Includes the coordination support and assistance to Canadian and foreign law enforcement and intelligence agencies in relation to transnational criminal investigations. Criminal information and intelligence, with respect to economic crimes, is collected, evaluated, reported and disseminated
5.4 Technical Investigation – Provides capacity and support for criminal investigations related to economic integrity with state-of-the-art technological tools and procedures to operational sections in the RCMP and other law enforcement agencies, including covert electronic surveillance and interception of communications technologies, covert physical surveillance technologies, covert intrusion capacity, and effective lawful access provisions
Program performance will be monitored by the following key indicator:
5.5 Technical Security – Acts as a federal policy centre for the provision of government security policy and standards for information technology and physical security. With the emerging focus on the economic impact of cybercrime threats, there is a recognized need to facilitate standards and security awareness to the financial sector and other critical infrastructure owners/operators. These administrative measures to research cybercrime trends (e.g., identity theft/ data corruption) and prevent crime through the development of guides, policies and standards for logical or physical access controls will result in improved integrity of business systems and consumer confidence. The following key indicators will monitor program performance:
5.6 Technological Crime – Acts as a policy centre for the provision of computer search, seizure and forensic analytical support to RCMP personnel, including Internet-based investigations, necessary research and development of computer forensic utilities, as well as computer forensic assistance to other domestic, international accredited agencies and police services. The Technological Crime Investigative Services conducts the search, seizure and analysis of electronic evidence in support of criminal investigations, and also conducts open source data mining in support of criminal investigations undertaken by RCMP federal investigative units. Program performance will be measured by the following key indicator:
7.1 Forensic Laboratory Services – Conducts scientific analysis of evidence from crime scenes, presents forensic evidence in courts, as well as researches and develops new and advanced forensic methodology and techniques. The National Anti-Counterfeiting Bureau (NACB) focuses on strategies to develop partnerships with key agencies involved in the security production and distribution of currency and identity documents. It plays a leadership role on committees overseeing the security, integrity and stability of these documents. The following key indicator will be used to monitor program performance:
7.3 Canadian Police College – Provides advanced and specialized training to police services in the investigation of various financial offences, such as the Financial Investigations Course and the Drug Investigative Techniques Course. Examples of key performance indicators include:
Key Partners
Public Safety Canada (PSC); Canadian Border Services Agency (CBSA); Transport Canada (TC); Canada Revenue Agency (CRA); Department of Finance Canada; Health Canada; Bank of Canada; Industry Canada (IC); Canadian Heritage; Citizenship and Immigration Canada (CIC); Department of Foreign Affairs and International Trade Canada (DFAIT); US Immigration and Naturalization Services (USINS); Financial Transaction & Report Analysis Centre of Canada (FINTRAC); Forensic Accounting Management Directorate (FAMD); Seized Property Management Directorate (SPMD); Canadian Security Intelligence Service (CSIS); private industry (e.g., the Canadian Bankers Association); municipal, provincial and territorial agencies responsible for health, education and corrections; and Canadian and foreign law enforcement agencies from the US, United Kingdom, New Zealand and Australia
Prevent and reduce youth involvement in crime as victims and offenders
What Makes This A Priority
(Sources: RCMP Environmental Scan 2007; October 2007 Speech from the Throne; Statistics Canada, Income Trends in Canada 2003; 2004 Canadian Addiction Survey; Oh Canada! Too Many Children in Poverty for Too Long, 2006 Report Card on Child & Family Poverty in Canada; The Progress of Canada’s Children and Youth 2006; Media Awareness
Network. 2005; Young Canadians in a Wired World. Phase II; RCMP National Youth Strategy; National Child Exploitation Coordination Centre; CISC 2004 Annual Report on Organized Crime in Canada; CISC 2005 Annual Report on Organized Crime in Canada; Canada’s Performance 2004; Arcus Group September-October 2007; Nations Centre 2002/2003 Regional Health
Survey)
|
Overview
Both nationally and internationally, it is recognized that economic disparity may increase the potential for criminality. In Canada, almost 20% of children live in low-income households. These children are twice as likely to live with violence and are more than three times as likely to live with a depressed parent.
To successfully address youth crime and victimization, police must continue to increase their involvement in non-traditional policing roles. This means taking what we have learned about crime prevention and factors associated with crime and shaping RCMP service delivery to reflect this knowledge. When considering the Youth strategic priority, risk factors, protective factors, root causes, community wellness and problem-solving provide the cornerstones of our work.
Plans and Priorities
The RCMP Youth strategic priority continues to focus on preventing and reducing youth involvement in crime as victims and offenders by implementing a continuum of responses that are consistent with the Youth Criminal Justice Act and that address root causes and enhance community capacity.
This approach incorporates identifying and making early interventions in the lives of youth at risk by: targeted educational and preventive programs; using diversion and restorative justice strategies where appropriate; and implementing broad-based community crime prevention, school-based liaison and drug awareness programs.
Working to implement the changes in the Youth Criminal Justice Act with our partners in the provinces and territories will challenge us to be flexible in our approach, while using the legislative tools to achieve our goals. In addition, we need to continue to consult with and engage youth, themselves, in order to develop more successful preventive policies and programs.
The following plans and priorities have been established to guide the RCMP’s efforts towards preventing and reducing youth involvement in crime as victims and offenders.
The key plans and priorities for the coming year are to:
Strategic Priority: Youth – Ongoing | |
Strategic Objectives: *
Note: * The numbering does not denote the level of importance placed on each objective. |
Key Performance Goals:
|
Strategic Priority: Youth – Ongoing | |||
Supporting Program Activities (PAA)* |
Planned Spending (millions)*
|
||
2008-2009
|
2009-2010
|
2010-2011
|
|
1 – Federal and International Operations
|
$802.6
|
$824.4
|
$828.2
|
3 – Community, Contract and Aboriginal Policing |
$1,045.2
|
$998.3
|
$986.1
|
5 – Technical Policing Operations |
$216.2
|
$217.1
|
$212.3
|
7 – National Police Services |
$159.3
|
$156.8
|
$149.3
|
Supporting Program Activities (PAA)* |
Planned FTEs
|
||
2008-2009
|
2009-2010
|
2010-2011
|
|
1 – Federal and International Operations |
5,570
|
5,643
|
5,774
|
3 – Community, Contract and Aboriginal Policing |
17,902
|
17,800
|
17,816
|
5 – Technical Policing Operations |
1,515
|
1,521
|
1,540
|
7 – National Police Services |
1,477
|
1,406
|
1,407
|
Note: * Areas primarily responsible for delivery against the Strategic Priority, as per the PAA. Descriptions of the Program Activities can be found in Section I.
** Figures reflect allocations as per Program Activity, not Strategic Priority. The figures are taken directly from the Planned Spending contained in the Main Estimates (see Section III – Table 1). Planned Spending for the Corporate Infrastructure Program Activity has been allocated across all Program Activities in accordance with TBS guidelines for the
preparation of the Main Estimates.
The Youth Program Activities are supported by the following Sub-Activities:
PAA Sub-Activities
1.2 Drugs and Organized Crime – Focuses on combating organized crime including drug-related social and economic harm to Canadians; contributes to the reduction in supply of, and demand for illicit drugs through disruption of criminal organizations responsible for importation, production and supply of illicit drugs in Canada; disrupts supply routes and prevents illicit drug production and distribution; reduces demand for drugs and drug abuse through prevention, public education and support of alternative forms of justice. Activites such as Organized Crime strategy, Integrated Organized Crime Investigation Units (IOCIU), and Drug Enforcement are some examples. One key program managed by the Drugs and Organized Crime Awareness Service (DOCAS) is the Drug Abuse Resistance Education (DARE) which is a comprehensive prevention education program designed to equip school children with skills to recognize and resist social pressures to experiment with tobacco, alcohol, other drugs and violence. Program performance will be monitored by the following key indicators:
1.3 Border Integrity – In partnership with international and domestic government agencies and stakeholders, as well as the community at large, the RCMP contributes to the national security of Canada by protecting Canadians and their institutions from terrorism, organized crime and other border-related criminal activity. In addition to utilizing a multi-layered enforcement model which considers domestic and international threats to the security of Canadians and our borders, education and prevention initiatives are undertaken to proactively mitigate these threats. Specifically, the Immigration and Passport program manages the Human Trafficking National Coordination Centre. For instance, through the Customs and Excise program activities it has become evident that youth, predominately Aboriginal, are known to have been lured into contraband tobacco activities by the appeal of easy money and little fear of getting caught. Local police have seen the results of youth involved in organized crime, namely increase in violent behaviour and general disrespect of their community as well as others. A number of youth, predominantly in Ontario and Quebec, are being exploited by organized crime via the contraband tobacco trade, which can be a gateway to their involvement in other criminal activity. Program performance will be monitored by the following key indicators:
3.5 Community, Contract and Aboriginal Policing Directorate – Develops and implements policies, strategies and models for community, contract and Aboriginal policing activities, and is responsible for; policies concerning crime prevention and victim services, issues pertaining to police service agreements; research and development; roadway safety; standards for critical incidents and policies related to youth. Program performance will be monitored by the following key indicators:
5.2 Behavioural Sciences – Provides specialized investigative support services including criminal investigative analysis, geographic profiling, polygraph examinations, statement analysis, threat assessment, violent crime linkage, and tactical searches of the National Sex Offender Registry (NSOR) to assist the Canadian and international law enforcement community investigate violent and/or serial crime. Acting as a policy centre for the Truth Verification Unit, the NSOR and the Violent Crime Linkage Analysis System (ViCLAS), the Behavioural Sciences Branch (BSB) is responsible for policy development and maintenance, strategic program planning, quality assurance reviews, technical system development (in the case of ViCLAS and NSOR), and the provision of training. To ensure the continued advancement of knowledge within behavioural sciences and quality service delivery, the BSB also conducts empirical research. Program performance will be monitored by the following key indicators:
7.3 Canadian Police College – Provides investigative and management training focused on the particular needs of police activities. The Canadian Police College’s Academic Services trains police officers to investigate/interdict Internet and computer-related child exploitation. Program performance will be monitored by the following key indicators:
7.4 National Child Exploitation Coordination Centre – Verifies, triages, and disseminates national and international complaints; responds immediately to a child at risk in Canada or internationally; manages multi-suspect and multi-jurisdictional cases; strengthens law enforcement nationally and internationally through the development and sharing of best practices, training, and technologies; and conducts operationally-based research to further investigations of Internet-facilitated child sexual exploitation. Program performance will be monitored by the following key indicators:
Key Partners
Department of Justice (DOJ); Public Safety Canada (PSC); National Crime Prevention Centre (NCPC); Health Canada; Human Resources Development Canada (Department of Social Development) (HRDC [DSD]); Indian and Northern Affairs Canada (INAC); Canadian Heritage; Canada Border Services Agency (CBSA); Citizenship and Immigration Canada (CIC); Industry Canada (IC); Department of Foreign Affairs and International Trade Canada (DFAIT); provincial agencies; communities; national and international organizations with mandates for children and youth; Interpol; victims services organizations; other police agencies; and the education sector
Contribute to safer & healthier Aboriginal communities
What Makes This A Priority
(Sources: RCMP Environmental Scan, 2007; Canada’s Performance, 2006; CISC 2007 Annual Report on Organized Crime in Canada; CISC 2005 Annual Report on Organized Crime in Canada; October 2007 Speech from the Throne; RCMP policy centres; Nations Centre 2002/2003 Regional Health Survey)
|
Overview
The RCMP has had a long and productive history servicing Aboriginal people and communities across Canada, which has resulted, for the most part, in the building of good relationships. The RCMP was founded in 1873 and our members survived and navigated the Canadian terrain, due in large part to the goodwill of Aboriginal people. In many parts of Canada, Aboriginal people look to the Red Coats (the RCMP) as representing the government and the Queen, and are entrusted to uphold their rights as declared in the Royal Proclamation.
The RCMP is committed to bringing a greater focus to this area of policing by dealing with the various challenges in both the breadth and scope of issues that Aboriginal people face. For the RCMP, the challenges cross all business lines in all divisions and with other police services, with respect to research, policy, strategy and communications, and significant operational and administrative responses – both enforcement and prevention-oriented. The responses have been developed based on four key goals: relationship-building; cultural competency; reducing Aboriginal criminal involvement and victimization; and accountability.
Plans and Priorities
The following plans and priorities have been established to guide the RCMP’s efforts towards contributing to safer and healthier Aboriginal communities.
The key plans and priorities for the coming year are to:
Strategic Priority: Aboriginal Communities – Ongoing | |
Strategic Objectives: *
Note: * The numbering does not denote the level of importance placed on each objective. |
Key Performance Goals:
|
Strategic Priority: Aboriginal Communities – Ongoing | |||
Supporting Program Activities (PAA)* |
Planned Spending (millions)*
|
||
2008-2009
|
2009-2010
|
2010-2011
|
|
1 – Federal and International Operations
|
$802.6
|
$824.4
|
$828.2
|
3 – Community, Contract and Aboriginal Policing |
$1,045.2
|
$998.3
|
$986.1
|
5 – Technical Policing Operations |
$216.2
|
$217.1
|
$212.3
|
7 – National Police Services |
$159.3
|
$156.8
|
$149.3
|
Supporting Program Activities (PAA)* |
Planned FTEs
|
||
2008-2009
|
2009-2010
|
2010-2011
|
|
1 – Federal and International Operations |
5,570
|
5,643
|
5,774
|
3 – Community, Contract and Aboriginal Policing |
17,902
|
17,800
|
17,816
|
5 – Technical Policing Operations |
1,515
|
1,521
|
1,540
|
7 – National Police Services |
1,477
|
1,406
|
1,407
|
Note: * Areas primarily responsible for delivery against the Strategic Priority, as per the PAA. Descriptions of the Program Activities can be found in Section I.
** Figures reflect allocations as per Program Activity, not Strategic Priority. The figures are taken directly from the Planned Spending contained in the Main Estimates (see Section III – Table 1). Planned Spending for the Corporate Infrastructure Program Activity has been allocated across all Program Activities in accordance with TBS guidelines for the
preparation of the Main Estimates.
The Aboriginal Communities Program Activities are supported by the following Sub-Activities:
PAA Sub-activities
1.2 Drugs and Organized Crime – Focuses on combating organized crime including drug-related social and economic harm to Canadians; contributes to the reduction in supply of and demand for illicit drugs through the disruption of criminal organizations responsible for importation, production and supply of illicit drugs in Canada; disrupts the supply routes and prevents illicit drug production and distribution; and reduces the demand for drugs and drug abuse through prevention, public education and support of alternative forms of justice. Activities such as Organized Crime strategy and Drug Awareness are some examples. One key initiative is the Aboriginal Shield Program. Drugs & Organized Crime Awareness Service has recently held seminars with members of the Canadian Aboriginal community to update the curriculum of the Aboriginal Shield Program. In 2008-2009, the revised program will be piloted in selected communities, and training will be provided to the community facilitators who will deliver the program. Program performance will be monitored by the following key indicators:
1.3 Border Integrity – In partnership with international and domestic government agencies and stakeholders, as well as the community at large, the RCMP contributes to the national security of Canada by protecting Canadians and their institutions from terrorism, organized crime and other border-related criminal activity. In addition to utilizing a multi-layered enforcement model, which considers domestic and international threats to the security of Canadians and our borders, education and prevention initiatives are also undertaken to proactively mitigate these threats. An activity such as Customs and Excise is an example. A key activity is the development of a renewed national tobacco strategy in consultation with relevant stakeholders. Efforts will also be undertaken to develop innovative operational responses to stop the flow of contraband tobacco entering Canada in the Central St Lawrence Valley corridor, including those Aboriginal communities being exploited by the criminal element. From a broader law enforcement perspective, several communities have formalized working relationships with the RCMP and other partners through initiatives such as the Aboriginal Combined Forces Special Enforcement Unit in Quebec and the Akwesasne Mohawk Police Joint Investigative Team. The focus of these groups is to combat organized crime in and around their communities. The key component to the success of these partnerships is the unique approach taken in operations depending on the community in which it is being carried-out. Efforts are underway to engage in ongoing consultations with leaders (i.e., Council) and local police in key communities (where the RCMP felt there was the highest level of interest in discussing the issue of tobacco), and with the Assembly of First Nations to better understand and develop a constructive way forward. Program performance will be monitored by the following key indicators:
3.3 Aboriginal Policing – Provides policing services to all Aboriginal people through its contract policing responsibilities and Community Tripartite Agreements (CTAs). Through provincial and municipal contracts, the RCMP also provides services to eight provinces, three territories, and locally to over 600 Aboriginal communities. Like any police agency serving a community, each RCMP detachment is responsible for carrying out a variety of programs aimed at improving public safety (e.g., prevention and education). Program performance will be monitored by determining whether the performance agreements undertaken annually with our contract partners are being met and by survey responses from our contract partnering communities
3.5 Community, Contract and Aboriginal Policing Directorate – For both provinces and territories, develops and implements policies, strategies and models for community, contract and Aboriginal policing activities, and is responsible for; policies concerning crime prevention and victim services; police service agreements including services provided to Aboriginal communities; research and development of policing models, tools and technologies; roadway safety; critical incident standards; and, youth policies. Program performance will be monitored by survey responses from our contract partnering communities
5.1 Air Services – Provides a safe, effective and cost efficient air service to the RCMP in support of its mandate to maintain peace and security for the nation by applying the highest principles of aviation safety, providing a professional and well-trained group of pilots and technicians, and ensuring the cost-effective use of available resources. Potential performance indicators include:
7.3 Canadian Police College – Provides investigative and management training to police services focused on the particular needs of policing in Aboriginal communities, such as the Integrated Domestic Violence Course and the Organize Crime Disruption Course. Program performance will be monitored by the following key indicators:
Key Partners
Aboriginal communities and leaders; national Aboriginal organizations; Indian and Northern Affairs Canada (INAC); Department of Justice (DOJ); Correctional Service of Canada (CSC); Office of the Federal Interlocutor for Métis and Non-status Indians; Department of Fisheries and Oceans (DFO); Citizenship and Immigration Canada (CIC); Health Canada; the Office of the Federal Interlocutor (OFI); Indian Residential Schools Reconciliation Canada (IRSRC); Service Canada; Canadian Wildlife Service; Parks Canada; Commission for Public Complaints against the RCMP; Status of Women Canada; First Nations Inuit Health Branch; Department of National Defence (DND); Statistics Canada and the Canadian Centre for Justice Statistics; Senate of Canada; Canadian Heritage; Human Resources Development of Canada (Department of Social Development) (HRDC) (DSD); provincial Attorneys General; provincial/territorial health officials; Major NGOs: Assembly of First Nations (AFN) and provincial bodies; Native Women’s Association of Canada (NWAC); Inuit Tapiriit Kanatami; Métis National Council (MNC) and its provincial affiliates; Métis Settlements General Council and Métis Settlements; Canadian Association of Friendship Centres; Centre for Suicide Prevention; CrimeStoppers; Canadian Association of Chiefs of Police (CACP) and its provincial affiliates; Canadian Centre on Substance Abuse; Canadian Mental Health Commission; Canadian Education Association; Public Health Agency of Canada; Canadian Heritage; and Public Safety Canada (PS)