RPP 2005-2006
Canada Firearms Centre

Section 3 – Supplementary Information

3.1 Management Representation Statement

We submit for tabling in Parliament, the 2005-2006 Report on Plans and Priorities (RPP) for the Canada Firearms Centre.

This document was prepared based on the reporting principles contained in the Guide to the preparation of Part III of the Estimates: Reports on Plans and Priorities .

• It adheres to the specific reporting requirements outlined in the TBS guidance;
• It uses an approved program activity architecture (PAA) structure;
• 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 Secretariat.

3.2 Organizational Information

This RPP reports all CAFC operations under a single Centre Activity ~ "Maximize public safety benefits of the Firearms Act ", and six PAA Sub-Activities. The Centre consists of two operational units and three support units.

*Responsibility for this PAA Sub-Activity is shared between the two operational units.

In addition to the two operational directorates, the three support functions (Finance & Administration, Human Resources, and Legal) are headed by the following positions:

• Chief Financial Officer , responsible for planning, reporting and analysis, financial services and systems, administrative services, and audit and evaluation;
• Director, Human Resources responsible for compensation, staffing/staff relations, classification/organization design and labour relations, and official languages/employment equity; and
• Senior Counsel responsible for legal services as provided through the Department of Justice Canada.

In January 2005, the CAFC established the Policy, Communications and Consultation Directorate by merging the Policy and Consultation Directorate and the Communications and Public Affairs Directorate. The merger increases the ability of the CAFC toalso supports important program and CAFC corporate functions in a more integrated and effective way (e.g. environmental scanning, communications and outreach with partners, parliamentary affairs, the application of research and statistics to policy development and performance measurement). As well, The change is timely in the context of development and delivery of key outreach and partnership initiatives over the coming years. Tthis organizational change enhances the Department's ability to support the Minister in meeting the Government's commitments to Canadians. The change is timely given that the CAFC is currently preparing for the development and delivery of key outreach and partnership initiatives with stakeholders over the coming years.

Organizational Structure

Canada Firearms Centre

Click on image to enlarge

3.3 Performance Measurement Framework

A New Performance Measurement Framework

In the CAFC 2004-2005 Report on Plans and Priorities , the Centre outlined the initial stages of work undertaken to define a CAFC performance measurement framework. Building on this work, the Centre identified five four long-term performance indicators for measuring ultimate program outcomes.

Both a CAFC Performance Measurement Framework as well an Integrated Performance Measurement Implementation Plan were developed through consultations undertaken during the past year.

The CAFC Strategic Results and Performance Framework, presented in Section 1.3.4 of this report, identifies five four long-term performance indicators. Over time, these indicators will be used to measure the Centre's performance in maximizing public safety benefits of the Firearms Act .

Currently work is underway on the design of a strategy for collecting and reporting against agreed-upon indicators. Intermediate and immediate program outcomes will be measured by tracking delivery of CAFC's key activities under its three-year priorities for 2005-2006 to 2007-2008.

In 2005-2006, CAFC will continue to move ahead in carrying out the new Implementation Plan in efforts to objectively measure, manage and report on CAFC performance.

CAFC Performance Indicators

The four indicators are as follows:

• Extent to which the Program has reduced access to firearms for by those who should not have them.
• Extent to which policelaw enforcement agencies, and other public safety officials, use information provided by the CAFC.
• Extent to which Canadians use firearms safely.
• Extent to which the Program is cost-effective and meets client service standards.

As is evident from reviewing this list, the CAFC has significantly increased the focus on performance outcomes rather than selecting volumetric and operational indicators only.

In future Departmental Performance Reports (DPRs) CAFC will include the performance measurement strategy, including evaluation methods and information sources for collecting reliable, meaningful information for reporting on performance, in a consistent manner, over time.

3.4 CAFC Financial Information

The following Table represents planned spending for the CAFC over the three-year planning period of this RPP. The planned spending is a representation of all program activities for which CAFC is accountable such as licensing, registration, Chief Firearms Officers, etc.

Table 1: Departmental Planned Spending and Employee Strength

Table 2: Program by Activity

Table 3: Voted and Statutory Items listed in Main Estimates

Table 4: Net Cost of Department for the Estimates Year

Table 5: Sources of Non-Respendable Revenue

Note :

*In the the May 2004 announcement concerning controlling Canadian Firearms Program costs and enhancing the capacity of law enforcement agencies to combat gun crime, registration and transfer fees werewere as waived repealed. Therefore, a nil amount is shown for this planning period.
Fees associated with ATIP/Other activities are forecasted to be less than $1,000.00 per fiscal year; consequentially a nil amount is shown.

Table 6: Resource Requirement by Organization and Sector

Table 7: Details on Project Spending and Status Report on Major Crown Project

Project Status Report

1. Project Description :

Canadian Firearms Information System Redesign

On February 14, 2005 Treasury Board provided Effective Project Approval for a redefined Canadian Firearms Information System Redesign project (CFIS II). The system supports the delivery of the Firearms Program and will implement a new licensing and registration system.

2. Project Phase :

The project is in the final phase of system development and will soon be entering a period of integration testing, user acceptance, certification and implementation. It is anticipated that the system will be implemented December 2005. A three to six month post-implementation system normalization period is anticipated.

3. Leading and Participating Departments :

Lead Department : Canada Firearms Centre

Contracting Authority : Public Works and Government Services Canada

Participating Departments :

• Royal Canadian Mounted Police
• Canada Border Services Agency
• Department of International Trade Department of Foreign Affairs

4. Prime and Major Sub-contractors :

Prime Contractors :

• CGI Information Systems and Management Consultants Inc.
• Resolve Corporation (formally BDP Business Data Services Ltd.)

Sub-Contractors :

• Bell
• NexInnovations
• Aliant
• Compaq

5. Major Milestones (Progress Report) :

Solution Realization - December 1st, 2005

Decommissioning of CFIS I - March 31, 2006

Project Evaluation and Close-Out Report - 2006-2007

6. Progress report and explanation of variances :

As explained in the 2004-2005 Report on Plans and Priorities, the CFIS renewal project encountered significant delays and Team CENTRA incurred significant costs outside of the formal contract. Extensive analysis and negotiation occurred throughout 2004-2005 culminating in a restructured contract and a redefined project effective February 2005. The contract has been transformed into a future oriented service provision arrangement and the project is now formally defined as the remaining implementation efforts.

7. Summary of non-recurring expenditures

For completeness and continuity purposes, the below chart displays both historical costs incurred up to contract transformation and future MCP related costs estimates.

Note : Estimated project implementation costs include $11.5M to complete system development and $5.0M of operating costs during the initial period of operation (December 2005 through March 2006). Consistent with the transformed service contract arrangement, Team CENTRA will receive future payment for development and delay costs through its monthly service fee. Based on the current number of users and sites, Team CENTRA has committed that the annual operating costs would not exceed $15M per year over the 15-year life of the agreement.

Further information on this Major Crown Project can be found at: http://www.tbs-sct.gc.ca/est-pre/estimE.asp

Table 8: Details on Transfer Payments Programs

* Note : 2004-2005 forecast spending reflects anticipated lapse of $0.8 M from Main Estimates planned spending of $14.5 M.

Table 9: Horizontal Initiatives

Over the planning period of this RPP, the Canada Firearms Centre will continue to deliver the Canadian Firearms Program in conjunction with its partners and other departments.

Further information on Horizontal Initiatives can be found at: http://www.tbs-sct.gc.ca/est-pre/estimE.asp

Table 10: Canadian Firearms Program: Federal Government Costs and Anticipated Planned Spending Requirements

Costs not reimbursed by Canada Firearms Centre – Explanation :

The following explanations were provided by CAFC's federal partners to substantiate estimated planned spending requirements related to the delivery of the Firearms Program. These planned expenditures are not reimbursed by CAFC. Note: Expenditures are rounded to the nearest one hundred thousand, e.g. $75,000 is rounded up to $0.1 million, and $45,000 is rounded down to $0.0 million.

1. Public Safety and Emergency Preparedness Canada (PSEPC) : Planned expenditures represent corporate requirements put in place as a result of CAFC's inclusion within the portfolio of departments reporting to the Minister responsible for Public Safety & Emergency Preparedness Canada. These resources were transferred from the Department of Justice in 2003-2004.
2. Royal Canadian Mounted Police (RCMP) : CAFC operates its information technology platform – the Canadian Firearms Information System – on the RCMP's secure computer network. Other services such as the RCMP Forensic Laboratory, Firearms Section, provide firearms technical support to the Registrar on firearms classifications and firearms descriptions. The Forensic Laboratory also manages the Firearms Reference Table (FRT), an encyclopaedic research tool developed by the RCMP that provides narrative and graphic information relating to the description, technical identification and legal classification of firearms. The FRT is used by the Program to accurately identify and classify firearms. The RCMP is reimbursed by CAFC for these services; no indirect costs have been reported.to be updated – awaiting supporting narrative
3. Royal Canadian Mounted Police – National Weapons Enforcement Support Team (NWEST) : Prior to 2003-2004 all NWEST expenditures were incurred and included within CAFC's direct costs. On April 1, 2003, NWEST was transferred to the RCMP National Police Services Division. Planned spending levels reflect the anticipated requirements needed to continue with the NWEST activity.
4. Canada Border Services Agency (CBSA) : Planned Program spending requirements are related to the additional program support functions provided at the regional level for the remainder of the program implementation period.
5. Correctional Service Canada (CSC) : CSC tables with central agencies an annual National Capital, Accommodation and Operations Plan (NCAOP) that assesses accommodation and offender related resource requirements based on a forecast of potential impact of existing and new legislation. Under this Plan CSC anticipates a requirement to accommodate (e.g. housing, provision of health care, food, clothing) the equivalent of approximately 275 inmates bed-years related to convictions of firearms offences under the Criminal Code. CSC is unable to identify and track the type and number of offenders nor the exact number of bed days used that are linked to the application of the Firearms Legislation.
6. National Parole Board : Planned spending requirements are related to changes in the Criminal Code as a result of passage of the Firearms legislation and a recognition that longer sentences would result for offenders with firearms convictions which would generate the need for more conditional release reviews. Planned spending requirements are related to changes in the Criminal Code as a result of the Firearms pProgram which provided longer sentences for offenders with firearms convictions and which were expected to generate additional conditional release reviews. Funding was provided specifically to address NPB workload pressures as a result of legislative change. In this context, since receipt of funding, the Board has completed over 9,000 reviews for offenders with firearms convictions.
7. Department of Justice (DOJ) : Over theis planning period of this RPP, CAFC will reimburse the Department of Justice for the direct costs related to the Legal Services Unit is part of the Department of Justice (Justice) with CAFC reimbursing Justice the direct costs of the Unit (approximately $0.8M annually). Justice continues to provide CAFC with access to the Department's financial, human resources and payroll systems and is reimbursed for its direct costs (approximately $0.2M annually). There are no other attributable costs, direct and indirect, that are incurred by Justice in support of the Firearms Program.
8. International Trade Canada : Over this planning period, planned spending of approximately $40K annually is anticipated. This expenditure is associated with the handling of firearms import permits and which will continue until such time that CAFC's import/export regulations are in place.
9. Public Works & Government Services Canada : Planned spending is related to the accommodation levy that is established and held centrally by central agencies for payment of leases, etc. by PWGSC for buildings, facilities, etc., occupied by CAFC staff including the Central Processing Site in Miramichi, New Brunswick. The accommodation premium level is determined according to a department's ongoing salary base, and has been established at $2.7M for the planning period associated with this RPP.
10. Others : The following departments are not directly involved in the day-to-day delivery of the Firearms Program: The Office of the Information Commissioner reported planned expenditures of $84.6K annually over this time period for anticipated investigation of complaints from Access to Information (ATI) requesters seeking information concerning the Firearms Program. The Office of the Privacy Commissioner reported that planned expenditures related to future investigation of complaints associated with the Firearms Program are not known at this time. Treasury Board Secretariat oversees the payment of contributions covering the Government's share of employees' insurance premiums and expenditures such as the Public Service Health Plan and the Public Service Dental Plan. Calculation of the premiums is based on TB policy of 8% of salary forecast expenditures. This contribution is separate from Employee Benefits Plan calculations that are incurred and reported by departments.
11. Revenues : are credited to the Consolidated Revenue Fund and are not available to CAFC as offsets to expenditures.