DPR 2004-2005
Royal Canadian Mounted Police

SECTION II – ANALYSIS OF PERFORMANCE BY STRATEGIC OUTCOME

2004/2005 Plans and Priorities – Strategic Priorities Mapped to Business Line Accountability

The RCMP is a dynamic, highly complex organization. We work towards achieving our strategic goal by focusing on our five key strategic priorities. 

It is important to note that our strategic priorities are the areas of focus to achieve our strategic goal. They do not reflect everything that the organization does – only those things most important to achieving our strategic goal.

The following set of tables provides a high level summary highlighting how our resources are deployed against our strategic priorities to ensure we deliver results for Canadians. 

Not all the resources described below contribute directly to a specific strategic priority – they may contribute to other activities that support our strategic goal. This is our best effort at linking our resources to our strategic priorities for reporting purposes.

Note: The resource information presented below provides an accurate description of our achievements in managing our programs and services within our approved spending authorities. 

Our financial success can be attributed in large part to the ongoing review of our program mix. This continuous review process allows us to determine which services provide the greatest value, are considered essential, and have the greatest impact towards achieving our strategic priorities. The process also provides information necessary for prioritizing and, where deemed appropriate, reallocating resources to the programs and services of highest priority in order to maximize efficiencies and make the most use of our limited resources.

We are proud of our accomplishments in 2004/2005 and confident that we have demonstrated true value for money to Canadians. Our success over the last few years is evident in the steady increase in our approved authorities to ensure our organization meets our increasing commitments to Canadians and international communities.

Note: Differences may exist due to rounding of figures. It is possible for Actual FTE utilization to exceed authorized FTE levels and for actual expenditures to exceed authorized expenditures within business lines of a government department. These variances may result from factors such as in-year organizational restructuring, internal reallocation of FTEs or budgets based on priority-setting activities, new projects, growth to existing projects and/or as a result of unplanned events occurring during the year.

The remainder of this section explains the significance of each of our strategic priorities and provides a detailed summary of the key performance results achieved against each, as well as a brief outlook on areas that will be addressed in the future. 

The section also provides a summary of the results achieved against the four Government Management Initiatives that the RCMP contributed to in 2004/2005.

Should you require further details on any of our strategic priorities or the programs/projects/initiatives highlighted in this section please refer to the Notes Section at the end of this report for organizational contact information.

1. ORGANIZED CRIME

Why Organized Crime is a strategic priority:

Organized crime is a complex global public safety issue that poses significant negative effects on society that go beyond pre-defined groups based on ethnic or geographic links. Fluid, highly sophisticated organized crime networks and their illegal activities continue to pose the primary threat to public safety and security in the developed world. According to the United Nations, the drug trade and organized crime have made money laundering the second largest global industry with the circulation of “dirty” money estimated at well over $1 trillion worldwide. The impacts of organized crime also go far beyond monetary effects. Violence, intimidation and corruption are mainstays of many organized criminal groups. They affect public confidence in our most fundamental sources of solace and security – our homes, neighbourhoods and communities.

A great deal of international attention is being placed on the relationship between organized crime and societal destabilization in underdeveloped parts of the world. Organized crime exploits the vulnerabilities of developing countries to strengthen its operations in Canada and in other parts of the developed world. When Canadian-based organized crime operates abroad, it impedes the healthy development of cultures and institutions and diverts large amounts of income from the areas that are often the most in need. This results in stronger criminal organizations and weaker societies which are ill-prepared to combat them. 

Canada, as part of the international community, is faced with an array of complex and challenging criminal threats, made all the more difficult to deal with by the extraordinary interconnectedness of our increasingly global society. Facilitated by technological advances, particularly in the area of information technology, organized crime has been able to diversify and expand its criminal reach, domestically and internationally, and its portfolio of criminal activities.

Though its presence in Canadian communities is not always readily apparent, Canadians across the country continue to be negatively affected by the often subtle yet complex effects of organized crime. Organized crime has serious and multi-faceted socio-economic repercussions that are present in every region of the country. Lost tax revenue at all levels of government and economic losses to private enterprise result in lost jobs and investment opportunities, as well as higher taxes, prices and insurance premiums. Violence and intimidation, aspects of organized crime, are frequently visible to the public and pose a direct threat to the safety of citizens and communities. 

The negative impact that organized crime has on Canada’s society, economy and institutions, seriously threatens our quality of life. In addition, law enforcement intelligence suggests organized criminal activities have funded groups who are threats to the integrity and security of the Canada/US border and consequently are a threat to each country’s national security. 

As organized crime has a high capacity for organization, both domestically and at the global level, law enforcement agencies cannot allow themselves to be limited by geography and jurisdictions. Given the complexity of the inner workings and criminal activities of organized crime, law enforcement must work together to collectively combat organized crime. The development and free flow of timely, quality criminal intelligence and information is necessary to enable leaders in the law enforcement community to make strategic decisions on policies, enforcement priorities and resource allocation.

This coordination, sharing and use of criminal intelligence are critical to our success in countering the growth, sophistication and interconnectedness of organized criminal groups. Through leadership and partnerships, we will continue to develop and implement strategies and tactical plans to impact organized crime threats on a priority basis. More information on the impact of organized crime on the daily lives of Canadians must be provided to aid the fight against criminal organizations. Education enables both the RCMP and the Canadian public to better comprehend the very real and substantial effects that organized crime has on their personal and professional lives. By engaging the public and private industry through education and awareness of their role in reducing the demand of illicit products, we will enhance our capacity to prevent the economic loss caused by organized crime groups. By reducing the demand, we will also reduce the victimization of Canadians and the many psychological and sociological impacts of organized crime worldwide.

Strategic Outcome

• Reduce the threat and impact of organized crime

Outcome Statement

• Disrupt and dismantle organized criminal groups

Intermediate Outcomes

• Effective organized crime investigations, both domestically and internationally
• Greater awareness of the effects of organized crime through prevention and education 

Immediate Outcomes

• Improved detection and targeting of organized crime offences and groups 
• Enhanced ability to investigate organized crime offences / groups

Business Line / Key Program Accountability

• Federal Policing Services (FPS) 
• Protective Policing Services (PPS) 
• National Police Services (NPS) 
• Corporate Infrastructure / Strategic Direction (SD) 

Plans and Priorities

• Conduct effective investigations – enhance our capability and capacity to effectively conduct investigations to ensure safe homes and safe communities (FPS) 
• Ensure data quality/integrity of operational data – including timeliness, accuracy, completeness, validity and reliability (FPS) 
• Be intelligence-led – operationalize the Ops model through effective, intelligence-based priority setting and decision making (FPS) 
• Expand collection and sharing of information and intelligence, both domestically and internationally, by facilitating greater contribution from both RCMP personnel and external partners; developing new sources of information, and collecting information on new and emerging subject areas (FPS) (NPS – CISC, I&IS)
• Build new and strengthen existing partnerships – strengthen existing relationships and build new partnerships in Canada and internationally
  (PPS) (FPS) (SD) (NPS – CISC)
• Contribute to public policy – provide valued input into public policy decision making regarding national and international issues 
  (FPS) (SD) (NPS – CISC)
• Enhance integrated multi-disciplinary teams – from internal and external resources to leverage the expertise and knowledge base, and to enhance capacity to achieve operational priorities (FPS) 
• Support Canadian law enforcement agencies and the courts in the fight against organized crime by providing the most up-to-the-minute criminal history information in as timely a manner as possible (NPS – I&IS)
• Contribute to the fight against organized crime by providing advanced courses and specialized training to the RCMP and all other Canadian police officers, particularly in the areas of organized and multi-jurisdictional crime (NPS – CPC, CISC) 
• Communicate effectively – ensure that employees and relevant national and international communities are aware of the strategic direction, roles and responsibilities of Federal Policing Services (FPS) (SD) 
• Reduce crime through prevention and education – reduce the demand and minimize the opportunities which are beneficial to organized crime through proactive prevention and education (FPS) (NPS – CISC)
• Coordinate the national intelligence collection plan on behalf of the entire Canadian law enforcement community (NPS – CISC)
• Produce integrated national and provincial threat assessments on organized and serious crime affecting Canada (NPS – CISC)
• Ensure that the Automated Criminal Intelligence Information System (ACIIS), the national criminal intelligence database, continues to meet the needs of the criminal intelligence community (NPS – CISC)
• Produce and deliver timely intelligence products and services allowing clients, partners and stakeholders to make strategic decisions relating to organized crime (NPS – CISC)
• Optimize enabling science and technology – optimize use of internal and external information systems/data and develop new processes to address gaps (FPS) (NPS – CIO / Technical Operations) 

Key Partners

PSEPC (SGC); Department of Justice (DOJ); Transport Canada (TC); Canada Border Services Agency (CBSA); Canadian Air Transport Security Authority (CATSA); Department of Finance; Health Canada; Bank of Canada; Industry Canada; Canadian Heritage; Correctional Service of Canada (CSC); Citizenship and Immigration Canada (CIC); Foreign Affairs Canada (FAC); Department of National Defence (DND); Organization of American States (OAS); Inter-American Drug Abuse Control Commission (CICAD); First Nations Communities; United Nations Civilian Police; United States Immigration and Naturalization Services; Financial Transaction and 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., 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, territorial agencies responsible for health, education and corrections

Contributions towards reducing the threat and impact of Organized Crime:

The RCMP is a valuable partner to federal departments and law enforcement agencies in the fight against organized crime. We have increased the number of priority OC groups disrupted in 2004/2005 by 32% over the previous year, with significant seizures and arrests towards our goal of safe homes and safe communities. Taking members of criminal organizations off the street and seizing their assets actively reduces their capacity to sustain criminal operations/activity. As we are faced with more complex and costly investigations, we have used prioritization tools such as PROOF and SLEIPNIR, refined our operational policies based on our review of unsuccessful investigations, outlined an Organized Crime Strategy, and developed a Quality Assurance guide for data quality/integrity review of our federal units. Furthermore, in order to focus and ensure optimization of our efforts, FPS completed the Federal Policing Review (bringing together the A-base review, the Investigative Capacity Gap review and multiple program reviews) allowing us to improve our resource management. (FPS)

The RCMP continues to provide reliable, timely, and actionable intelligence on organized crime, and it will enhance its ability to direct its resources to isolate and assess emerging threats and trends in organized criminal activity in Canada and abroad. We are confident that integrated initiatives with Canadian law enforcement agencies and Criminal Intelligence Service Canada (CISC) will ensure a coordinated response to the threat posed by organized crime. We will expand and refine our consultation with key stakeholders in the law enforcement community. Success will be measured by consulting with our clients and partners on the value and timeliness of the criminal intelligence we provide. (CID)

Enforcement activities need to be supported by awareness and education of Canadian citizens and industries in order to fully achieve our strategic outcome of reducing the threat and impact of organized crime. A study on the Fear of Organized Crime in British Columbia reports that almost half of all adults in BC (47%) are somewhat or very worried that they or their family may become a victim of organized crime. Although Canadians support increased investment in organized crime above most other types of security investment and they believe that their community will be affected by organized crime, there is a growing number who say that they have not been personally affected by organized crime (EKOS Security Monitor 2004 Study). An OC Awareness presentation demonstrated a large misunderstanding of how OC affects the lives of citizens; participants’ perception of OC affecting their lives increased by 90% when comparing evaluations before and after the presentation. (FPS)

Technology developments, better data collection and validation, and a platform that will accommodate new service options will allow the Real Time Identification (RTID) system to positively impact the Canadian police community’s ability to gather and analyze criminal information that will provide intelligence on organized criminal activities. (NPS)

CISC’s strategic products and services – including the integrated national intelligence collection plans, provincial and national threat assessments, the Annual Report on Organized Crime in Canada and the Sentinel strategic early warning assessments – are relied upon to fully realize the goals of partnership building, seamless integration and intelligence-led policing. (NPS)

Outcomes like the CISC National Collection Plan process and the resulting integrated National and Provincial Threat Assessments illustrate the benefits of having a national network like CISC as it is through these integrated efforts that law enforcement continues to gain a clearer and more comprehensive picture of organized crime in Canada. These assessments enable informed decision making by senior law enforcement management on issues such as resource allocation, operations and effective enforcement strategies. (NPS)

As a lead agency for the Government of Canada in the fields of information technology (IT) security and physical security, the plans and priorities of the RCMP focus on imparting advice and guidance, developing technical documentation, providing training and providing technical security inspections. The courses and awareness sessions contribute to ensuring government employees have the proper training and awareness of current IT and physical security tools, techniques, threats and vulnerabilities to defend the Government’s assets and systems against criminals. Organized crime elements are potentially prevented from corrupting systems and stealing information for profit, and from stealing medium or high value assets. (NPS)

Programs/Projects/Initiatives of Special Interest

Project Diversion – On September 16, 2004, over 200 officers from the RCMP, Customs, CBSA, DEA and municipal PDs worked together to bring Project Diversion (a large scale, international methamphetamine investigation) to a conclusion. The integrated investigation involved the DEA, OPP, Thunder Bay PD, four RCMP Divisions, CBSA, Canada Customs and a variety of other municipal forces. The amount of precursor seized was in the hundreds to thousands of pounds, with a street value of over 100M dollars. The DEA indicated that our actions had a significant impact on the methamphetamine traffic in the USA. (FPS)

Project Essen – Ten arrests took place on January 21, 2005 concluding an 18-month investigation of the BC Hells Angels. The arrests included the serving president of the Vancouver Chapter, two full members of the clubs, one recently expelled member, three Renegade members including the president and sergeant at arms, and a number of associates who face significant drug, weapons and stolen property offences. This investigation is significant in that it is the first major success of this magnitude against the Hells Angels. It is also important for the fact that it has no doubt precluded the Renegades Motorcycle Club from achieving any further elevated status any time soon. Experience in other jurisdictions has taught us that this type of enforcement action is often the key to preventing or slowing the spread of the Hells Angels organization. (FPS)

Counterfeit Analysis Project – The main objective of the Counterfeit Analysis Project is to provide information and analysis to the Bank of Canada and law enforcement agencies.

A National Counterfeit Enforcement Strategy is being developed in response to a need for greater enforcement of Canada’s criminal laws pertaining to counterfeit currency. This strategy is the result of combined efforts by the Bank of Canada and RCMP. The RCMP is presently developing a strategy to set up Integrated Counterfeit Enforcement Teams (ICETs) and coordinators in strategic locations across Canada. These ICETs will make use of the Counterfeit Analysis Project to assist them in their investigations and public education initiatives. The counterfeit analysis project provides the capability to conduct strategic and tactical analysis of currency counterfeiting and is a free resource to investigative agencies. Many agencies are unaware of the services we provide; however, we expect that the counterfeit strategy and ICETs should increase awareness of our services to other law enforcement agencies. The creation of ICETs within the “counterfeit strategy” will have a significant impact on the reduction of counterfeit currency activity. (FPS)

Human Trafficking Team – On April 12, 2005, for the first time ever, charges were laid under a new piece of federal legislation designed to combat human trafficking. An 11-month investigation into an acupuncture therapy centre resulted in a series of charges being filed against one individual alleging that he had brought women into Canada under false pretences and forced them into prostitution. (FPS)

National Ports Enforcement Teams (NPETs) – The National Ports Enforcement Teams (NPETs) were established in 2003 to conduct investigations of federal offences involving Canadian seaports. The priorities of such investigations are national security and organized crime investigations at the three major ports of Canada – Vancouver, Montreal and Halifax. NPETs are composed of partners from federal, provincial and municipal law enforcement agencies. In its federal role, the RCMP, in cooperation with law enforcement agencies including municipal or provincial police departments of jurisdiction, DND, DFO, CCG and CBSA, make a concerted effort to combat criminal activity at the ports. (FPS)

Liaison Officer program – More and more of our investigations involve significant international components. The RCMP maintains Liaison Officers in 25 strategic international locations to develop criminal intelligence and pursue criminal investigative activity. The Liaison Officers are active in partnership with foreign law enforcement agencies in pursuing Canadian investigations or criminal activities beyond Canada’s borders directly impacting or associated to Canada. These investigations also involve national security-related criminal offences. In 2004, as a result of changing trends in transnational criminal activity, a number of Liaison Officer positions were reallocated to new strategic locations in order to increase the channels for sharing of information and also to enhance the accountability and integrity of the information sharing process in dealing with our foreign counterparts. In order to enhance our capacity to effectively and efficiently investigate organized crime and terrorism-related activities, Liaison Officers were reallocated from existing Liaison Offices to open new offices in Brazil (Brasilia), Jordan (Amman), Malaysia (Kuala Lumpur), Morocco (Rabat), South Africa (Pretoria), and the United Arab Emirates (Dubai).

Armed Shipboarding Capabilities – Armed shipboarding capabilities were enhanced through training. This training included Emergency Response Teams (ERTs) trained in Marine Intervention Techniques on the east and west coasts. The Basic Marine Intervention Training Course was updated and revised in 2005. (FPS)

Canadian Police Information Centre (CPIC) – To assist in the fight against organized crime, the RCMP provides law enforcement agencies and the courts with access to 3.5M criminal record files through the Canadian Police Information Centre (CPIC) system. In 2004, there were:

• 33 million queries made to the CPIC system for criminal record requests
• 418,000 requests for non-criminal fingerprint screenings and 500,000 non-criminal security clearance queries made by federal departments
• 540,000 criminal record file updates received, with 155,000 new offenders added
• 16,000 pardon requests received
• 260,000 refugee record files (42,000 new refugee applicants) (NPS)

Automated Fingerprint Identification System (AFIS) – The recent installation of the bidirectional interface between the RCMP’s Automated Fingerprint Identification System (AFIS) and the FBI’s Integrated Automated Fingerprint Identification System (IAFIS) allows the electronic exchange of fingerprint and criminal records data. (NPS)

National Institute of Standards and Technology (NIST) – The RCMP has been working towards strengthening partnerships with Canadian and international law enforcement agencies and external clients to promote the adoption and use of the National Institute of Standards and Technology (NIST) standards for the electronic exchange of fingerprint and other data. (NPS)

National Weapons Enforcement Support Team (NWEST) – The Government has renewed its commitment to combat the illegal use of firearms by providing ongoing funding for NWEST for an additional five years. With the addition of a tactical analysis unit, NWEST will work with Criminal Intelligence Directorate (CID), Criminal Intelligence Service Canada (CISC), Criminal Intelligence Service Ontario (CISO) and Integrated Border Enforcement Teams (IBET) in developing strategic and tactical analysis of weapons smuggling, illegal movement of weapons within Canada, and identifying organized groups behind these illegal activities. In 2004/2005 NWEST provided assistance in 547 searches to approximately 150 police agencies and assisted with prosecutions with its 12 court recognized expert witnesses. (NPS)

Integrated Ballistics Identification System (IBIS) – IBIS digitally captures images of bullet and cartridge case evidence, stores them in a database, and performs automatic computer comparisons that are ranked according to the likelihood of a match. Through its unprecedented search and comparison capability, IBIS literally completes searches in minutes. Thirty countries currently make use of this technology. The first IBIS instrument acquired by the RCMP was installed in 2002 and to date over 80 serious crimes have been linked. Partnership agreements are in place with other Canadian forensic laboratories to facilitate the exchange of information, quickly linking firearms used in crimes to crime scenes. The strategic contribution from the IBIS technology is to permit crimes to be linked in circumstances in which the police are unlikely to detect the linkages solely by investigation, and which allow investigators dealing with crimes separated in time or by distance to pool their information. (NPS)

Canadian Integrated Ballistics Identification Network (CIBIN) – The IBIS network is being upgraded and is now known as the Canadian Integrated Ballistics Identification Network (CIBIN). CIBIN is in the process of being connected with its US counterpart, the National Integrated Ballistics Information Network (NIBIN). The network will allow the linking of crime scenes involving firearms between Canada and the United States. (NPS)

Firearms Reference Table (FRT) – The FRT database is the largest database of its type in the world, containing over 100,000 individual firearms descriptions from some 25,000 firearms families, plus over 20,000 images of firearms, an illustrated glossary, and a database of firearms logos and crests. The FRT is used by police to identify firearms accurately for tracing purposes, as well as for inventory of seized firearms, and to classify firearms according to Canadian law to validate possession by individuals. The FRT is used by the Canadian Firearms Registry (CFR) to provide an official description of firearms recorded in the firearms registry. The FRT is also used by the Canada Border Services Agency (CBSA) and the Industry and Trade Canada (ITC) Export-Import Permits Office to identify and classify firearms. (NPS)

Diamond Source Data Base – Newly acquired knowledge regarding the diamond industry and rough diamond identification is being shared with frontline RCMP investigators and other law enforcement agencies. Diamond awareness training is directly applicable to investigations and enforcement of Canada’s new Export and Import of Rough Diamonds Act (EIRDA). (NPS)

The National Sex Offender Registry (NSOR) – The National Sex Offender Registry was implemented nationally on December 15, 2004. To date, two registered offenders have been charged with failing to comply. A national policy was developed by the RCMP for the NSOR which is also used by the Ontario Provincial Police and the Sûreté du Québec. Training was provided to employees of Provincial Sex Offender Centres from every province. A comprehensive training program has also been made available to all Canadian Law Enforcement Agencies via e-learning. (NPS)

Emergency Response Team (ERT) – The National Capital Region Emergency Response Team has built considerable strategic partnerships for sharing of tactical and training expertise, as well as operational assistance to key partners such as the Ottawa Police Service Tactical Unit, Gatineau Police, Sûreté du Québec and Department of National Defence. (PPS)

Modernization of Investigative Techniques Act – Technical Operations, in conjunction with PSEPC, has developed draft proposals for legislation to support lawful access to private communications (the Modernization of Investigative Techniques Act ), the Criminal Code amendments to address these changes, and the Criminal Code amendments required to support ratification of the Council of Europe Convention on Cyber-Crime. (NPS)

Reporting Economic Crime Online (RECOL) – RECOL is dealt with as part of Measures to Combat Organized Crime, and more specifically under Mass-Marketing Fraud. The service provides easy online access to information on economic crime such as consumer fraud, counterfeiting and computer-related offences, as well as its impact on Canadian society. It now includes the Reporting Economic Crime Online (RECOL) System. To use RECOL, individuals first create a secure profile that only they can access. They then submit their complaint, which is forwarded to the appropriate law enforcement agency. The website also includes tips about the information needed to provide evidence. One of the key benefits of RECOL is the opportunity to interact anonymously with the police, whether Canadians are seeking information or would like to submit a complaint. Over time, this anonymity will encourage more individuals to report the economic crimes they have witnessed, contributing to greater public safety. (FPS)

Bridging the Gap – This program has been implemented to help RCMP employees become the very best at the work they do. Facilitated through a common sense approach, this partnership between Operations and Human Resources gives operational units the tools they need to identify both strengths and areas for improvement, helping employees and their supervisors come up with practical ways to bridge any gaps, if any, between current and peak performance. In addition, this also helps ensure the RCMP’s limited resources are delivering “bang for the buck”, by linking day-to-day work at the unit level with the highest priorities of the organization. Bridging the Gap now has 63 active sites. Additional sites are being planned to accelerate deployment of the program. (HR)

Investigator’s Toolbox – An interactive tool developed in cooperation with the Chief Information Officer (CIO) Sector, this Learning and Development initiative features a virtual “toolbox”, complete with several components to support investigators in their response to criminal investigations. Components include access to checklists, case law, relevant policy, strategies, sample forms and content material. (HR)

Competency-based Management Project – The RCMP has adopted competency-based management to support all human resources activities. This project enables Human Resources to improve its service delivery to Operations through the creation of competency profiles for the work every employee of the organization is performing. The development of profiles includes the direct involvement of those doing the job, subject matter experts and key stakeholders. It will also ensure competency profiles are meaningful to both employees and the organization. Competency profiling projects are underway with various operational client groups; several are now complete. Eventually, all RCMP employees will be selected, evaluated, developed and promoted based on competencies that support operational and organizational goals and objectives. (HR)

Looking Forward

Although the number of disrupted OC groups reflects the success of our investigative efforts, it does not speak directly to the reduction of the threat and impact of OC. Next year, we will report the number of disruptions as a percentage of the total number of known OC groups operating in Canada, thereby providing us with an indicator of how we are impacting the “OC community”. Each disruption will be assessed to determine the level of impact it had on the financial, personnel and core business of the OC group disrupted. In tandem with these efforts, we will be researching past disruptions to assess the time, level of disruption and the impact each disruption had on economic, social and environmental factors, thereby establishing clear links between enforcement actions and results for Canadians. We are researching a harm assessment model with international partners, specifically with the UK Serious and Organized Crime Agency. (FPS)

We have undertaken a series of initiatives to more actively engage all frontline police officers in the intelligence collection process. This will enhance our intelligence products by ensuring that all available, relevant information is available for our use. In the future, we will continue our efforts towards enhancing the collection and sharing of information and criminal intelligence. This will be accomplished by tracking the number of new operational intelligence collection plans developed in relation to national security and organized crime priority areas, designed to close the information gaps which have been identified based upon threat assessments. (CID)

The migration to new data systems and management information systems, including business intelligence, has prevented us from monitoring our utilization of our PROOF system. Next year, as the migration is completed, we will strive for 100% compliance. Combined with data quality/integrity reviews and projects based on SLEIPNIR threat assessments, as well as the Accountability Framework, FPS will be able to enhance performance reporting. (FPS)

While the Organized Crime Branch strives to have all OC projects/investigations based on SLEIPNIR threat assessments, there are certain instances where a threat assessment is not possible such as controlled deliveries or assistance to other law enforcement agencies. This 100% target will remain in place next year so that we may continue to capture an accurate picture of organized crime priorities. (FPS)

The global economic impact of counterfeit products has risen from an estimated $100M USD in 1992 to over $600 Billion in 2004. The priority of Intellectual Property Rights (IPR) investigations has increased dramatically due to the proliferation of counterfeit products which pose a health and safety concern to the consumer, organized criminal groups controlling the manufacturing, importation, distribution and sale of the counterfeit products, the damage being incurred to the Canadian economy, and the scrutiny and international political pressure on Canadian IPR Crime enforcement. In 2005/2006, the RCMP will participate in several initiatives such as the Security and Prosperity Partnership and Interdepartmental Group on IPR (which is pursuing amendments to IPR legislation), which have been undertaken to enhance communication and cooperation between the law enforcement community and the private sector for the purpose of combating IPR Crime. The training of IPR Crime investigators remains ongoing and courses are being held in all regions of Canada. A media campaign including public awareness posters has commenced in partnership with the private sector. Resources to investigate IPR crime will be increased either through obtaining additional resources or reallocation of existing resources. All facets of IPR Crime investigation are continually being reviewed along with our domestic enforcement partners, identifying potential gaps and initiating appropriate remedial action where deemed necessary. (FPS)

Under Marine & Ports, five major initiatives will be pursued in 2005/2006:

• Emergency Response Teams for Great Lakes – St. Lawrence Seaway – Creation of two integrated Emergency Response Teams with Marine Intervention capability for the Great Lakes – St. Lawrence Seaway. The teams will integrate provincial and municipal officers from each of the two provinces. (FPS)
• Mid-Shore Patrol Vessel Acquisition – This joint RCMP-Canada Coast Guard initiative will establish on-water enforcement and response capacity within the Great Lakes – St. Lawrence Seaway System. The program will permit the Coast Guard to acquire four mid-shore patrol class vessels (2009/2010) which will have law enforcement personnel on board to provide national security and law enforcement functions in addition to on-water response on the Great Lakes – St. Lawrence Seaway system. This initiative will also support the emergency response team in dealing with marine security incidents. (FPS) 
• Great Lakes – St. Lawrence Seaway Marine Security Operations Centre – The first phase has established an interim centre on the Great Lakes operational in August 2005. This centre is providing an initial, analytical capability and integrating federal intelligence and awareness activities. The second phase will develop a model for marine security coordination and law enforcement on the Great Lakes – St. Lawrence Seaway. The development of this model will require close collaboration with provincial and local law enforcement agencies, as well as technical, analytical and platform support from the Department of National Defence and the Canadian Coast Guard. The recommendations emanating from the study will be presented to Government in early fall 2005. (FPS) 
• Waterside Security Coordination – This initiative will enhance the security of ports and marine facilities by beginning to address some of the complex issues involved in waterside policing and on-water response. The RCMP has created a small team that provides a specialized point of contact to coordinate with local police agencies dealing with waterside security issues. This group’s first task is to undertake a comprehensive study, with regional and local police organizations, to identify existing marine assets that could be leveraged to respond to marine security incidents. Their report will be submitted to the federal government in early Fall 2005. The study will also assist the RCMP in developing and coordinating multi-jurisdictional policing arrangements across Canada, which will make waterside security activities more effective and efficient. (FPS) 
• National Port Enforcement Teams (NPETs) – This program has been increasingly successful in combating criminal activities at the three major ports (Halifax, Montreal and Vancouver). In the spring of 2005 additional funding was provided by the federal government, which will allow the enhancement of the current teams and the creation of a new team in Hamilton, Ontario. (FPS)

Under the National Counterfeit Enforcement Strategy dedicated counterfeit enforcement teams in Canada’s three largest cities will be established. The teams will seek to integrate resources with local law enforcement and international partners. These proactive teams will be intelligence-led and provide the necessary national response to organized counterfeit activity. They will be supported by an analytical and intelligence capacity at the divisional and national levels and further supported by the Bureau for Counterfeit and Document Examinations and Counterfeit Analysis Program. This strategy, developed in consultation with the Bank of Canada, focuses on three keys areas: enforcement, prosecution and prevention. The teams will be mandated to conduct regional, national or international investigations of organized groups involved in the production and/or distribution of counterfeit currency. The strategy also includes a Counterfeit Coordinator in each Region of the country who will be mandated to liaise with local law enforcement in the region and to liaise with the Bank of Canada in the delivery of public education and awareness programs. (FPS)

In both the domestic and international arenas, the RCMP Commercial Crime Branch remains committed to enforcement, prevention and prosecution and will continue to apply the specialized expertise of existing resources to investigate sensitive matters concerning corruption in the domestic public sector. 

To investigate matters concerning international corruption the RCMP will establish three International Anti-Corruption Investigation Teams over the next two fiscal years. These teams will provide proactive and reactive capability in relation to the enforcement of the Corruption of Foreign Public Officials Act , Criminal Code , Mutual Legal Assistance Treaty requests and United Nations Convention Against Corruption commitments, respecting the recovery of assets and “flight capital.” 

The teams will also assist in providing proactive and reactive responses to those domestic circumstances likely to affect Canada’s international reputation in the area of corruption. For operational effectiveness the three teams will be strategically located in major cities involved in international business or international affairs. (FPS) 

We are in the process of developing a strategy for International Peacekeeping to increase the RCMP’s role in Canada’s contribution to peace, prosperity and security in the world. Should this initiative be successful, it will result in an increased capacity to identify and deploy peacekeepers in a timely manner without detriment to our domestic policing commitments. (FPS)