DPR 2004-2005
Royal Canadian Mounted Police

4. ABORIGINAL COMMUNITIES

Why Aboriginal Communities are a Strategic Priority:

In February 2004, the Governor General stated in the Speech from the Throne that Aboriginal Canadians have not fully shared in Canada’s good fortune. She expressed a desire on the part of the Government to see Aboriginal Canadians participate fully in national life on the basis of historical rights and agreement. In October, the Government of Canada committed to report on the activities undertaken to reduce the gaps experienced by Aboriginal people to the Canada–Aboriginal Peoples Roundtable.

The RCMP Aboriginal strategic priority is directly linked to Government of Canada priorities. Our strategic outcome is to contribute to the health and safety of Aboriginal communities. This, in combination with a variety of factors, drives our service delivery approach.

Some of the factors that the RCMP takes into account include demographics, employment and over-representation of Aboriginal people in the Criminal Justice System. (Factors such as the increasing number of Aboriginal population of which one third is under the age of 14 as compared to 19% amongst other Canadians). Aboriginal people have a significantly lower median age as compared to other Canadians. There are higher rates of unemployment among Aboriginal people. It is anticipated that 160,000 new jobs will be required by 2006 to maintain current Aboriginal labour force participation, which represents a 50% increase of currently employed Aboriginal people. In terms of federal incarceration, Aboriginal people account for 18% of those federally incarcerated yet represent only 3.3% of the Canadian population.

The RCMP recognizes that the important link between health, social services, community infrastructure, economic conditions and limited life choices can lead to involvement in the criminal justice system. Furthermore, many of the challenges faced by the Aboriginal communities require a multi-pronged and multi-agency approach to address these challenges. As a result, the RCMP is committed to the philosophy of community policing to engage Aboriginal communities.

Currently, the RCMP provides policing services to over 600 Aboriginal communities, many of which are engaged in a community planning process focused on achieving community objectives. Leveraging community engagement and mobilization, the RCMP is able to provide culturally sensitive police services while collaboratively building community capacity to prevent crime through social development. This enhances overall service delivery to Aboriginal communities. 

Strategic Outcome

• To contribute to Safer and healthier Aboriginal Communities

Outcome Statements

• Contribute to the long-term wellness and safety of Aboriginal communities by being involved in initiatives surrounding education, employment, health and cultural development while at the same time finding ways to prevent/resolve conflict by focusing on crime prevention partnerships, restorative justice processes and a holistic and culturally-sensitive approach to problem solving 

Intermediate Outcome

• Provision of culturally sensitive policing services 

Immediate Outcomes

• Improved service delivery within Aboriginal Policing Services 
• Demonstrated value for service 
• New and improved partnerships
• Business Line / Key Program Accountability
• Community, Contract and Aboriginal Policing Services (CCAPS); National Aboriginal Policing Services (NAPS) 
• Corporate Infrastructure / Strategic Direction (SD); Human Resources Management (HRM) 
• National Police Services (NPS) 

Plans and Priorities

• Engage Aboriginal communities in a community planning process to address their primary issue(s) of concern and work collaboratively to find ways of addressing solution to the challenges or issues identified (CCAPS/NAPS) 
• Diamond Source Data Base – The need for this new service has been driven largely by the attraction and involvement of organized crime in the diamond industry. The Diamond Source Data Base will be used to assist both national and international police agencies with investigations, support criminal charges in courts of law, and prevent crime in Canada and support public safety within the communities most influenced by this industry, which currently consist of a large component of northern youth and Aboriginal workers (NPS – FLS)
• Communicate effectively – enhance mechanisms for communicating with internal and external clients and partners (SD) 
• Ensure sound operational policy development – invest in and utilize policy-relevant research (CCAPS) 
• Ensure data quality/integrity – examine existing mechanisms (internal and external) for capturing operational data and suggested improvements to enhance intelligence capacity and service delivery (CCAPS) 
• Improve service delivery within the Aboriginal Policing Service Line – examine/mitigate or remove structural barriers to improved service delivery and align existing resources by examining steps undertaken to improve the Aboriginal Policing Service Line (CCAPS/NAPS) 
• Develop community capacity to use restorative processes – engage the community in a collaborative approach to preventing crime and problem solving; employ techniques and practices proven to work in the long-term to prevent and address crime for both victims and offenders (CCAPS) 
• Deliver a professional and culturally-sensitive police service, which is aligned with community needs, using various feedback and recommendations to ensure our workforce recognizes diverse needs of Aboriginal clients and is equipped with the right knowledge and tools for appropriate service delivery (CCAPS) 
• Demonstrate value for service – promote and profile Aboriginal Policing services through a systematic approach to communications aimed at existing and potential clients in order to raise awareness of RCMP Aboriginal Policing services, to ensure increased understanding and awareness of our commitment to Aboriginal people (CCAPS) 
• Build new and strengthen existing partnerships – identify and nurture strategic partnerships with organizations and individuals involved in addressing Aboriginal needs and issues; pursue opportunities to consult, cooperate, coordinate or collaborate with partners including various levels of government, non-government agencies, Aboriginal communities, and Aboriginal-serving organizations to reach defined goals and shared objectives (CCAPS) 
• Contribute to the development of public policy through consultation with federal and provincial/territorial partners (CCAPS/NAPS)
• Recruit, develop and retain the right people – continue to attract, recruit, develop and maintain our Aboriginal complement (HR) 

Key Partners

Aboriginal communities and leaders; national Aboriginal organizations; INAC; DOJ; CSC; Office of the Federal Interlocutor for Métis and Non-status Indians; Department of Fisheries and Oceans (DFO); CIC; Health Canada; Canadian Heritage; HRDC (DSD); provincial Attorneys General; provincial/territorial health officials; and the international diamond industry

Contributions towards promoting safer and healthier Aboriginal Communities:

RCMP initiatives contributed to achieving the expected results of the Aboriginal priority by developing and strengthening partnerships with our clients. The RCMP continues to be informed of the challenges faced by Aboriginal communities and is working on the development and implementation of community plans to address these challenges. Consultation between Aboriginal community leaders, national Aboriginal organizations and RCMP management occurs on an ongoing basis. (CCAPS)

Recruitment of Aboriginal candidates to the RCMP is an effective way to provide culturally sensitive police services to Aboriginal communities as it assists the RCMP to remain representative of the communities they serve. In 2004, the RCMP had approximately 850 police officers that self-identified as Aboriginal, representing 5.6% of the total RCMP police officer contingent. The RCMP is working hard to increase this number through a variety of programs. It also contributes directly to the general health and safety of Aboriginal peoples by working with over 600 First Nation, Inuit and Métis communities. (CCAPS)

As the central repository of Canadian criminal records, RTID will offer information that assists in the improved delivery of policing services to Aboriginal communities. This information will support ongoing research for policy development and provide support information in the restorative justice process. (NPS)

The combination of these approaches ensures that we strive to maintain a culturally appropriate service delivery model. As a result, it ensures we remain strategic in our approach and examine long-term challenges to meet the needs of our Aboriginal clients. (CCAPS)

Programs/Projects/Initiatives of Special Interest

Evaluations of Aboriginal Policing Services – 2004/2005 saw several concurrent evaluations of Aboriginal Policing Services. These included an internal evaluation by the RCMP and external evaluations of the First Nations Policing Program (FNPP) by Public Safety and Emergency Preparedness Canada and by the Office of the Auditor General. NAPS anticipates that the results of these evaluations will provide valuable insights on the Aboriginal Policing Service Line and this will serve as catalyst for growth and change. (CCAPS)

Aboriginal Community Plans – RCMP has worked collaboratively with many Aboriginal communities to identify their primary area(s) of concerns and develop an action plan on how to address these concerns. As a result, relationships between the RCMP and Aboriginal communities were developed or strengthened and community plans were developed. Efforts were directed at achieving shared objectives that resulted in a reduction of crime, an increase in crime prevention initiatives and community development activities. (CCAPS)

Aboriginal Perceptions Training – The RCMP recognizes the unique experiences of Aboriginal people in Canada and, therefore, developed the Aboriginal Perceptions Training (APT) Program in 1999. APT is a program based on the historical accounts of Aboriginal peoples’ experiences and how these have shaped their perception, their views of the world around them and, specifically, the Canadian Justice System. Since then, it has been used to train RCMP police officers. In 2004/2005, 320 RCMP police officers received this training. (CCAPS)

Inuit Perceptions Training – In 2004, an Inuit Perceptions Training (IPT) program was developed in partnership with the Government of Nunavut. It was modeled after the APT, but detailed those specific cultural, environmental and geographical factors that make Inuit culture distinct from that of other Aboriginal people. In 2004, there were 20 employees who participated in an IPT “train the trainer” session and another nine received the IPT itself. (CCAPS)

Restorative Justice Programs – NAPS surveyed detachments providing policing services to Aboriginal communities to identify restorative justice programs and processes currently in place in order to develop an inventory. The RCMP Restorative Justice Inventory identifies the detachment and community along with general information, such as years in place, whether it targets criminal or non-criminal processes, has a target audience (youth/ adults), initiative partners and provides a contact for more information. It is important to note that not all programs identified are RCMP-led; some are community-led in partnership with the RCMP. (CCAPS)

Commissioner’s National Aboriginal Advisory Committee – The RCMP is committed to effecting change for Aboriginal people in Canada. One of the mechanisms utilized is the Commissioner’s National Aboriginal Advisory Committee (CNAAC). This Committee brings representatives from each division (Province or Territory) to address the issues and challenges in service delivery to Aboriginal communities experienced in their division. The Committee meets twice a year with senior management from the RCMP including:

• Commissioner
• Assistant Commissioner of Community, Contract and Aboriginal Policing (CCAPS)
• Commanding Officer of the Hosting Division
• Officer in Charge of National Aboriginal Policing Services (NAPS)
• Officer in Charge of Employment Equity (EE)
• Officer in Charge of Divisional Aboriginal Policing Services Unit

There were two CNAAC meetings in FY 2004/2005 resulting in a total of nine recommendations, of which eight were resolved. Action was taken on the last recommendation related to Aboriginal Employee Wellness. It was agreed that this recommendation would be an ongoing agenda item to ensure that activities related to Aboriginal Employee Wellness continued to be examined. (CCAPS)

In addition to several existing committees designed to facilitate dialogue and positive change [e.g., the Commissioner’s National Aboriginal Advisory Committee (CNAAC) and the Commissioner’s Advisory Committee on Visible Minorities (CACVM)], a new working committee (the RCMP Aboriginal Employees Council) was formed in February 2005. (HR)

Employment Systems Review – As part of our Employment Equity Program, we are conducting an Employment Systems Review (ESR) in our ongoing efforts to comply with the Canadian Human Rights Commission’s Framework for Compliance Audit . The purpose of the ESR is to identify policies and practices that may have an adverse impact on designated Employment Equity Act groups (i.e., women, Aboriginal peoples, persons with disabilities and visible minorities). If this is found to be the case, recommendations will be made on changes to policies, practices or actions to reach equitable representation within a reasonable period, as well as to better align our program with Canada’s changing and diverse population. (HR)

Embracing Change – As part of the Embracing Change program, the Government released new funds for 2004/2005. The RCMP has received confirmation for $1.2M in funding to be used for the engagement of up to 100 Aboriginal and Employment Equity group candidates. Our progress towards meeting this target will be monitored by Employment Equity, as part of our Human Resources Sector. (HR)

Looking Forward

From a planning perspective, the Aboriginal Priority will continue in 2005/2006, but the RCMP structure supporting the priorities will change. In 2004/2005, the Priority was led by the Assistant Commissioner of Community, Contracts and Aboriginal Policing Services (CCAPS), which resulted in a focused approach to meeting strategic objectives under the Priority. In 2005/2006, the Priority will be managed by a Deputy Commissioner who will lead a Strategic Priority working group composed of senior management from different business lines within the organization. It is anticipated that this integrated approach will leverage organizational resources and create a greater focus on the Aboriginal Priority, thus creating greater organizational contributions to the Priority. (CCAPS)

National Community and Aboriginal Policing Services (NCAPS) identified a need to assist frontline police officers in the community planning process. It is anticipated that the Aboriginal Priority will deliver a Community Plans Development Guide to address this gap and ensure that frontline personnel address the planning process similarly. (CCAPS)

5. YOUTH

Why Youth is a Strategic Priority:

Both nationally and internationally, it is recognized that economic disparity may increase the potential for criminality and victimization. Underemployed, urbanized young men are an especially volatile group that can be easily drawn into organized crime or mobilized for violent political action.

In Canada, almost 20 percent of children live in low-income households. These children are twice as likely to live with violence, and more than three times as likely to live with a depressed parent. 

Each year, more than 75 percent of missing children cases are reported as runaway children and youth. Research reveals that runaway children and youth have low self-esteem and are susceptible to victimization such as juvenile prostitution. They are easily exposed to life on the street, commit crimes for survival, and become dependent on drugs. 

Internet-based child sexual exploitation is a growing global issue that includes crimes such as child sexual abuse images, Internet luring, child prostitution and child sex tourism. In recent years, there has been an increase in focus on the issue of online sexual exploitation of children within Canada. The Internet has changed the way child sexual exploitation offences are committed, investigated and prosecuted. It has also destabilized the ability of Canada’s criminal justice system to respond effectively to this type of criminal activity. Due to the borderless nature of the Internet and the offences facilitated via the computer, investigations of these offences require heightened levels of coordination between law enforcement agencies across the country and globally.

The RCMP’s youth strategy continues to focus on preventing and reducing youth involvement in crime as victims and offenders by focusing on addressing the root causes of crime and delivering services that are responsive to the needs of Canadians. Early intervention has proven to be extremely important. It can best be achieved by focusing on youth, using educational and preventative programs, and diversion and restorative justice strategies whenever appropriate. These strategies are most effective when combined with community crime prevention programs. We will continue to emphasize consistency, continuity, and collective sustained efforts to build on past endeavours. 

Addressing youth issues and bringing about significant change is a long-term objective in which the RCMP and community partners play an important role and which requires sustained efforts. As RCMP members continue to deal with youth victims, youth-at-risk and young offenders, it is important to maintain a strategic approach to dealing with youth and youth issues in order to effect positive change in the short- and long-term. It is through such an approach that we can be most effective at preventing crime and at ensuring safer and healthier children, stronger families, better schools and more cohesive communities. 

Strategic Outcome

• Prevent and reduce youth involvement in crime as victims and offenders

Outcome Statements

• Implement an effective, comprehensive, sustainable long-term response to youth crime and victimization that addresses root causes and identifies community capacity 
• Guide resources, actions and activities at the frontline to support approaches that are consistent with youth justice law and are proven to work 

Intermediate Outcomes

• The prevention and reduction of the incidence of missing and exploited youth.
• Enhanced focus on early intervention and root causes of youth crime and victimization
• Increased emphasis on rehabilitation and integration of youth who offend 

Immediate Outcomes

• Enhanced knowledge-based, intelligence-led response to youth issues
• Engaged community in collaborative approach to crime prevention and problem solving

Business Line / Key Program Accountability

• Contract Policing Services (CPS) (Community, Contract and Aboriginal Policing Services (CCAPS)) 
• National Police Services – National Child Exploitation Coordination Centre (NPS – NCECC)

Plans and Priorities

• Prevent youth crime – address underlying causes, and respond to needs of young people, especially those in situations of risk (CCAPS) (NPS – NCECC)
• Optimize responses to youth who offend; place an emphasis on rehabilitation and integration through early intervention, meaningful consequences, restorative approaches and community-based involvement (CCAPS) 
• Seek input from communities, especially youth and youth-serving organizations – provide expertise and leadership in facilitating community-wide problem-solving with a balance of prevention and intervention strategies (CCAPS) (NPS – NCECC)
• Focus on community-based early intervention efforts that address root causes of crime and victimization – as a component of the National Crime Prevention Strategy and supported by funding partnerships with National Crime Prevention Centre (CCAPS) 
• Ensure data quality – in terms of timeliness, accuracy, completeness, validity and reliability (NPS – NCECC) (CCAPS) 
• Develop leading-edge policing practices – maximize research, information and expertise to develop and refine policing practices for youth and communities (CCAPS) (NPS – NCECC) 
• Develop community capacity to use restorative justice processes for youth and Aboriginal communities (CCAPS) 
• Optimize support and responses to youth victims – promote pro-social values, reduce risk and increase protective factors for children, youth, their families and the broader community (CCAPS) 
• Build new and strengthen existing partnerships – pursue opportunities to consult, cooperate, coordinate and collaborate with various levels of government, non-government agencies, communities, youth and youth-serving organizations (CCAPS) (NPS – NCECC)
• Contribute to public policy – participate in government policy development by contributing our experience; promote sharing of policy and research expertise and tools and techniques, both internally and externally (CCAPS) (SD)
• Communicate effectively – disseminate information internally and externally on good operational policing practices with youth and potential benefits of crime prevention achieved through social development (CCAPS)
• Provide education and prevention resource materials to law enforcement agencies and the public to raise the awareness of missing and exploited children (e.g., by highlighting May 25 – National Missing Children’s Day) (CCAPS) (NPS – NCECC) 
• Work with law enforcement partners across Canada and internationally, and with Government and industry to combat Internet-based child sexual exploitation (NPS – NCECC) 
• Provide a national, integrated environment for the coordination, collaboration, education, intelligence, and research and development of strategies to combat the global online sexual exploitation of children (NPS – NCECC) 
• Raise awareness and educate youth and parents about the prevalence of online sexual exploitation so that they may protect themselves from this type of criminal activity through activities with Cybertip.ca and the Canadian Coalition Against Internet Child Exploitation (NPS – NCECC) 
• Develop effective methods of identifying and locating victims of Internet-based child exploitation so that they can be appropriately cared for and removed from harm (NPS – NCECC) 
• Expand the network of law enforcement agencies using the Child Exploitation Tracking System (CETS) (NPS – NCECC) 
• In response to the G8 commitment of identifying victims of child sexual exploitation, launch the Canadian Image Database for Exploited Children (CIDEC) (NPS – NCECC) 

Key Partners

DOJ; PSEPC (SGC); 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; Foreign Affairs Canada (FAC); provincial agencies; communities; national and international organizations with mandates for children and youth; Interpol; victims services organizations; other police agencies; and the education sector

Contributions towards preventing and reducing youth involvement in crime as victims and offenders:

The “RCMP Youth Charge and Youth Diversion Numbers, National and Divisional Trends 1997-2004 (Operational Statistics Reporting System and Uniform Crime Reporting Survey)” Report demonstrates that the RCMP has made progress in reducing the number of charges laid against youth and has increased the number of youth diverted from the formal court system. It also highlights the top youth offences nationally and by province/territory with a view of guiding decisions on which tools to gather and/or to develop to assist RCMP detachments in their work on youth issues. In Canada they are: traffic, property, provincial (excluding traffic), other criminal code offences and assault. (CCAPS)

As a result of the Safer Communities Workshops, RCMP members have consulted with their community partners and sought their input in identifying community issues pertaining to youth. They have built new and strengthened existing partnerships and identified community-wide solutions to youth issues. (CCAPS)

The implementation of youth community plans has progressed into initiatives being undertaken by RCMP detachments, in partnership with community partners and stakeholders, to address youth victimization issues such as bullying, family violence and underlying causes of youth crime such as substance abuse. (CCAPS)

Summative evaluations of three pilot projects on early child development and youth intervention were completed with a view to share experiences and lessons learned from these projects, and to offer direction and support to communities attempting to improve conditions through their own social development initiatives. These projects were initially funded to address long-term response to community-based early intervention efforts that address root causes of crime and victimization. (CCAPS)

Research led to the completion of a Background Paper on the Role of RCMP Officers in Schools and a Framework for RCMP Activities in Schools with a view to develop a National Youth Officer Strategy. This strategy will guide the development of a multi-faceted approach, consistent with youth justice law, for police officers’ interactions with children and youth-at-risk, as well as with community stakeholders/partners involved with youth. The approach will aim at instilling the concept of community capacity building to assist youth at risk of becoming involved in crime as victims and/or offenders. (CCAPS)

Through leadership and partnership, the National Child Exploitation Coordination Centre (NCECC) provides a national integrated environment that works collaboratively with Canadian and international law enforcement partners and with Government and industry to combat the global online sexual exploitation of children. (NPS)

Legislation has mandated the RCMP to hold and manage the Central Repository for Criminal Records as they relate to Canada’s youth. RTID will provide the infrastructure to ensure the timely and accurate management of information on youth. (NPS)

The Drug Awareness Service Coordinators deliver and act as catalysts to mobilize Police Officers and other partners to conduct education and awareness on substance abuse and related issues in Canadian schools, communities and workplaces. These activities are getting important information to Canadians, especially our youth. (FPS)

Communities mobilized:

• DARE: In 2004, DARE delivered into 1,324 Canadian School Communities from approximately 200 different Canadian School Districts
• Racing Against Drugs: Twenty (20) communities mobilized involving 720 schools and 35,000 students, teachers, parents and business supporters
• Drug Endangered Children: One (1) community mobilized – the first Canadian model 

Nature of Drug Awareness education/sessions/programs provided: 

• RCMP Drug Awareness delivered presentations on various drug related issues to 57,527 Canadians in the schools, community and workplace
• Approximately 600 presentations to 12,000 plus Canadian youth 
• Approximately 104 presentations to 4,469 Professionals (Physicians, Police, Nurses, Emergency responders, Child and Youth Workers, Social Workers, Health Officials and Teachers) 
• Approximately 34 “train the trainer” sessions on drug-related topics (FPS)

Programs/Projects/Initiatives of Special Interest

RCMP Drug Awareness Service Coordinators – RCMP Drug Awareness Service Coordinators deliver and act as catalysts to mobilize Police Officers and other partners to conduct education and awareness on substance abuse and related issues in Canadian schools, communities and workplaces. These activities are getting important information to Canadians, especially our youth. (FPS)

National Child Exploitation Coordination Centre (NCECC) – NCECC obtained funding in April 2004. Since then, NCECC has become one of the founding members of the “Virtual Global Taskforce”, the Canadian lead for the G8 Image Database Working Group and has initiated the Canadian Coalition Against Internet Child Exploitation. In April 2004 and April 2005, the NCECC held National Workshops for investigators specialized in Child Exploitation, and in 2004/2005 created and ran the first Canadian Internet Child Exploitation Course for law enforcement (CAN ICE). NCECC has also established a “Youth Advisory Committee” on child sexual exploitation on the Internet, and has developed and launched the Child Exploitation Tracking System (CETS) on a national basis in collaboration with Microsoft. Furthermore, NCECC created the Victims Identification Unit, prepared an Environmental Scan on the subject of Internet-based child sexual exploitation, and led numerous investigations in Child Exploitation on the Internet. (NPS – NCECC)

The America’s Missing Broadcast Emergency Response (AMBER) Program – AMBER is a voluntary partnership between law enforcement and broadcasters to activate an urgent bulletin when a serious child abduction case is reported to police. The RCMP now has a National Amber Alert Coordinator whose role is to assist national police agencies on implementing an Amber Alert Plan in their local jurisdictions. (NPS)

Travel/Reunification Program – The RCMP has a travel/reunification program that is designed to assist a parent or a legal guardian who cannot afford to be reunited with their abducted child. (NPS)

Photo-age Progression and Regression Services – The RCMP provides photo-age progression and regression services for any child missing for more than two years to all police and search agencies. (NPS)

Looking Forward

We will continue to take steps to reduce the involvement of youth in criminal activity.

The Aboriginal and Youth Community Plans Development Guide and Quality Assurance Guide was created to promote the consistent development of plans and reporting on strengths and limitations, achievements and overall impact of the plans throughout the RCMP. The Guide was developed in direct response to requests by police officers for a template which would provide a set of guidelines and tools to develop, upgrade and assess community plans. (CCAPS)

Plans and Priorities by Government of Canada Management Initiatives

1. Modern Comptrollership

In 1999-2000, the RCMP joined the group of Comptrollership Modernization pilots and established a dedicated program office in April 2000. Since then, the RCMP has continued to advance the integration and application of Modern Comptrollership (MC) principles and practices so that they are now embedded within the Force’s strategic and management planning and decision making processes. The business sense and improved management practices associated to MC have since been incorporated into our various human resource, financial and administrative management practices and procedures. As a result, Modern Comptrollership is no longer viewed as a separate, government initiative.

The RCMP has developed and refined a strategic planning, accountability and reporting framework and process that aligns priorities and plans with resource allocation and targeted results. Beginning with the Commissioner’s Annual Directional Statement, together with the Strategic Framework and Priorities, clear results/outcome statements for business lines are linked to consistent corporate/government-wide priorities/departmental mandates.

The RCMP has a structured resource allocation process in place which is based on the achievement of its strategic priorities. Outcome statements are key elements of the Balanced Scorecard performance management tool, which is now fully embedded within the RCMP culture and management processes.

During 2003/2004, an Assistant Commissioner, Ethics and Integrity was appointed; an Office of Ethics and Integrity was established; the new Values and Ethics Code for the Public Service was embraced by the RCMP, which complements the RCMP’s own Code of Conduct under Section 37 of the RCMP Act; and a booklet entitled “Ethics and Integrity in the RCMP” was distributed to all employees.

In addition, in order to enhance common understanding of MC among RCMP managers, information on MC has been made available on the RCMP internal website through the “Manager’s Toolkit”. MC is also an element of the Corporate Management and Comptrollership module which is delivered through the Officer Orientation and Development Course.

Contributions towards achieving Government of Canada Management Initiative:

As an organization, we are committed to meeting the changing needs of all Canadians by continuously seeking new ways to ensure safe homes and safe communities.

The strategic framework in place in the RCMP is sustainable and adaptable. It will continue to act as the foundation that ensures the RCMP remains value-based and results-driven.

The RCMP will continue to ensure that the ongoing vision of a modern public service remains a priority and that this vision continues to translate into results for Canadians.

The following graphic summarizes how the RCMP is aligned with the Treasury Board Secretariat’s Management Accountability Framework.

Programs/Projects/Initiatives of Special Interest

Audit and Evaluation – Senior management continues to support the internal audit and evaluation function within the RCMP. In 2004/2005, Internal Audit Branch was referred to as “best in class” by the OAG.

Senior Management Restructuring – The RCMP realigned its Senior Management structure to better reflect the way the organization is managed and to harmonize and assign accountabilities in line with the Program Activity Architecture (PAA).

Balanced Scorecard – The RCMP Balanced Scorecard was recently inducted into the Balanced Scorecard Hall of Fame in recognition of our use of the performance management tool and methodology to reap measurable benefits through results.

Click on image to enlarge

Management of PSAT initiatives – The RCMP has been highlighted by TBS as “best practice” for its management and reporting of PSAT resources.

IM/IT project governance – All major IM/IT projects have extensive governance structures in place, review and advisory boards, review functions, audit and oversight processes, standard project methodologies, quality assurance practices and procedures.

“Bridging the Gap” Initiative – Human Resources implemented the “Bridging the Gap” initiative as it is considered to be a best practice within the Public Service. The objective was to establish an operational connection between Results for Canadians and Modern Comptrollership so that frontline behaviours would directly support client focused service and accountability for performance and results.

Priority Rating of Operational Files (PROOF) – To ensure that finite resources are focused on program and organizational priorities, the RCMP developed the Priority Rating of Operational Files (PROOF) system to assist operational units in managing their file inventories effectively by systematically evaluating and prioritizing files based on weighted criteria. In addition, PROOF collects valuable information that contributes to performance measurement and management.

Procurement and Contracting Framework – The RCMP has developed a procurement and contracting framework, quality assurance program to review all contracting and procurement activities, real property management framework, asset management framework and the Long Term Capital Plan. 

The RCMP has established a Contract Quality Assurance Unit to introduce controls and compliance measures, policies, process, guidelines and best practices within all procurement and contracting activities across the organization.

Accounting Framework – The RCMP has developed and implemented an Accounting Framework to provide guidance around the accounting functions within the Force.

Enhanced Management Framework – The Chief Information Officer has established an Enhanced Management Framework, a Project Review Board and a Project Management Office, and is currently working on the development of a standardized Project Management Methodology.

Proactive Disclosure – For the government-wide Proactive Disclosure initiative, the RCMP exceeds TBS requirements for the reporting of travel and hospitality expenses by requiring all Senior Level Officers (A/Commissioner / EX-03 level and above) to disclose their expenses.

Looking Forward

Work is currently Investigator’s Tool Box to further improve financial management and control within the RCMP. We are developing a Framework for Financial Management and Control to improve financial information and increase transparency in dealing with central agencies, as well as to increase financial control and monitoring capabilities.

The RCMP is addressing the challenge of meeting higher public expectations for service, openness and accountability within given resources by making better use of new information and communication technologies to improve decision making, respond to change and focus on citizen-driven service delivery.

Improving our Human Resource management capabilities is a primary management focus within the RCMP. The RCMP will continue to be actively involved in the implementation of the new Public Service Modernization Act (PSMA).

A great deal of our attention is now focused on the implementation of the new Public Service Employment Act (PSEA). An implementation plan that reflects our new staffing model has been developed in this regard.

The RCMP Recruitment Program Renewal Initiative has been introduced to enhance our current process to attract and retain the right number of people with diversified backgrounds and the appropriate competencies to meet the demand now and in the future.

Finally, work is also underway to develop an infrastructure in alignment with the Staffing Management Accountability Framework. We are confident that all mandatory requirements will be met with the coming into force of the new legislation.

2. Internet-Based RCMP Online

As part of Government Online (GoL), the RCMP is committed to using the Internet to increase and improve the delivery of electronic information services to the Canadian public.

The RCMP Chief Information Officer (CIO) Sector, along with National Communications Services, coordinates Government Online (GoL) initiatives for the RCMP. There are several online service delivery projects well underway including:

• www.deal.org : “by youth for youth” initiative that focuses on youth-related issues; 
• www.recol.ca : Reporting Economic Crime Online, which facilitates citizen input to the police on economic crime; and, 
• www.cpc.gc.ca : The CIO is working with the Canadian Police College (CPC) on an e-business initiative which will allow Canadian police services to register and conduct business with the CPC online. The CPC also offers distance-learning opportunities to all members of Canadian police and law enforcement agencies via a contracted Internet service provider.

Efforts are also underway to provide and integrate online information across RCMP business lines, either directly through our Internet site ( www.rcmp-grc.gc.ca ), or in association with Public Safety and Emergency Preparedness Canada (Solicitor General of Canada) in their SafeCanada ( www.safecanada.ca ) portal site and the Justice and the Law “cluster” site ( www.GoL-ged.gc.ca/pathfinder-expl/summaries-sommaires/2/159-30-JLC-PS_e.asp ). Information and services will also be consistent with the other existing service delivery channels – phone, mail, walk-in and kiosk.

Contributions towards achieving Government of Canada Management Initiative:

The RCMP’s contribution to Government on Line (GoL) includes an active partnership in Canada’s Public Safety Portal. Since 9/11 and in support of the international fight against terrorism, the RCMP prominently features its National Security Tip-Line on the Public Safety Portal. The RCMP also contributes information to the portal that helps to ensure the safety and security of all Canadians.

In addition, as part of the RCMP’s GoL efforts, some commonly requested forms such as the Consent for Disclosure of Criminal Record Information and the InfoSource – Personal Information Request have been added to its website for use by the Canadian public. Further analysis of client needs and expectations will form the baseline for future GOL activities (e.g., as a result of client surveys) and allow further enhancement of the information and services it provides to Canadians online. 

By increasing online access to CPC registration services, augmenting e-learning opportunities, facilitating citizen input to economic crime enforcement, moving to introduce e-recruiting, and providing electronic access to RCMP Museum products, the RCMP GoL initiatives directly support the federal GoL objective of increasing electronic service delivery to Canadians.

Items of Special Interest

Reporting Economic Crime Online (RECOL) – 

All complaints received through the Internet channel (RECOL) are stored in an online database. Monthly and ad hoc reporting is done to measure current statistics and trends. Monthly statistical reports are also generated from this online system accounting for the distribution of the complaints. The monthly statistical reports demonstrate an exponential increase in volume. (FPS)

Looking Forward

The CPC and CIO are engaged in a process to procure software, which will enable online registration at the CPC and will also provide other CPC services via the Internet. Estimated delivery date is Fall 2005. (NPS)

The implementation of a Learning Content Management System to support the e-learning initiative is underway. (NPS)

An e-recruiting capability is in the planning stages, which will include information about law enforcement careers in the RCMP, as well as the ability to apply for employment online. (NPS/HR)

There is a strong sense that the Canadian public prefers face-to-face policing and law enforcement interactions; however, ongoing scans and opinion-seeking will be pursued to identify additional areas for online service delivery. (NPS)

3. Service Improvement Initiative

The RCMP is addressing the challenge of meeting higher public expectations for service, openness and accountability within given resources by making better use of new information and communication technologies to improve decision making, respond to change and focus on citizen-driven service delivery.

We remain committed to citizen-centered service delivery and a culture of continuous improvement. The Service Improvement Initiative (SII) has been integrated into the performance management regime which has been adopted (using the Balanced Scorecard methodology) in support of the RCMP’s Strategic Framework. In this regard, we have:

• adopted a comprehensive continuous improvement planning, implementation and monitoring approach to service improvement and client satisfaction within the context of our planning and performance management regime; 
• established documented baseline measures that extend well beyond citizen satisfaction-based ones as part of the Common Measurements Tool; and, 
• incorporated into our integrated business planning processes the means to prepare and implement annual service improvement targets and plans based on documented survey results. 

In more concrete terms, in 2003/2004, the RCMP undertook an important initiative to measure the satisfaction levels of its clients/partners/stakeholders/employees. A survey program was implemented to provide baseline data to organization-wide program planning and performance management.

Baselines were established to gauge satisfaction levels across the following groups: citizens; clients with whom we have policing contracts (provincial, territorial, municipal and First Nations); other policing agencies (both domestic and international); other federal partners and stakeholders; and, employees.

The survey questionnaires were developed with input from the Institute for Citizen-Centered Service and others to ensure consistency with the principles of the SII and compliance with federal legislation and policy. The Common Measurements Tool was employed as a foundation for the surveys.

Contributions towards achieving Government of Canada Management Initiative:

The RCMP’s survey program was established in 2003 in consultation with the Citizen-Centred Service to ensure consistency with the Service Improvement Initiative. 

Collectively, the surveys gauge perceptions regarding the RCMP – such as responsiveness to client’s needs, effectiveness, value for money, cultural sensitivity and coordination with partners – and its services. Satisfaction of citizens, clients of police contracts, police partners and other partners is now assessed on a yearly basis. The survey results are made available to the public on the RCMP website.

In 2004/2005, we conducted the next iteration of surveys. These results are being compared against those of the 2003/2004 Baseline Surveys to determine where improvements have taken place and where initiatives are required to improve the services offered to Canadians, and our law enforcement partners, by the RCMP.

The administration of justice is the constitutional responsibility of the provinces who have generally established Police Service Acts which set out and govern policing functions and standards. The RCMP delivers a professional level of service which meets or exceeds the service standards established in jurisdictions where we provide provincial, territorial, municipal and First Nations policing. 

The RCMP also fulfills its obligations under federal legislation and is governed by the RCMP Act and Regulations in ensuring a high standard of service delivery.

Programs/Projects/Initiatives of Special Interest

Information and Intelligence Sharing – As an intelligence-led organization, it is critical that the RCMP is able to share relevant and timely information with its domestic and international partners including: Canadian police agencies; Law enforcement and security agencies; International agencies; Canadian Justice community and Public sectors. 

Best Practices – Major RCMP application and system initiatives such as PROS, IQT and LEIP are adopting CPIC-R best practices and are now designed and delivered in consultation with partners to leverage common IM/IT investments and planning. 

Continuous Service Improvement Program (CSIP) – A Continuous Service Improvement Program (CSIP) is being implemented to ensure efficient, high quality support of the enterprise computing infrastructure for the achievement of corporate business goals. This initiative encompasses improvement of IT Governance and IT Service Management (ITSM). The strategic direction to implement industry “best practices” aligns with similar initiatives undertaken by several federal departments including Public Works and Government Services Canada (PWGSC). The adoption of common practices, terminology and processes within the federal government will increase the capability to share activities around service improvement.

Looking Forward

We will continue to make better use of new information and communication technologies to improve decision making, respond to change and focus on citizen-driven service delivery. 

4. Sustainable Development Strategy (SDS) – “Communities+ 2003”

Communities+ 2003 states three strategic priorities:

1) Sustainable Communities

2) Stewardship of Resources

3) Corporate Responsibility 

Our goals, objectives and targets support these priorities through progressive action plans that will promote integration throughout the department.
SDS’ “Communities+ 2003” sets out the integration process with time-lines for successful implementation and integration into our Operations sectors.

The RCMP’s SDS has made the transition from an environmentally-focused strategy to one which will see full integration of sustainable development principles into all business lines within the department over the next generation of management.

We have set short-term targets (2008), mid-term objectives (2012) and long-term goals (2025).

“Communities+ 2003” has initiated internal partnerships within the Operational community. We will continue to build bridges to expand upon and influence continuous growth of the sustainable development principle within the RCMP.

Early results of these partnerships are positive, evidenced by the inclusion of sustainable development initiatives within the specific Balanced Scorecards of our primary partners.

Contributions towards achieving Government of Canada Management Initiative:

The RCMP’s current sustainable development strategy, “Communities+2003”, demonstrates a substantial shift in the organization’s approach to sustainable development. The strategy is one of long-term vision, and considers all three dimensions of sustainable development in relation to the RCMP’s role in safe homes and safe communities. To ensure full integration of sustainable development principles into policies, programs and operations, the goals, objectives and targets linked with each of these three priorities are aligned with the RCMP’s strategic priorities. (CAMB)

Looking Forward

As a result of the strategic and long-term vision of the current strategy, results must also be quantified in the long-term. With short-term targets, mid-term objectives and long-term goals having timelines extending from 2008 through 2012, work currently being completed will ultimately translate into measurable results. The use of the logic model supported this approach during the development of the strategy by aiding in the planning and understanding of short-term activities that lead to concrete results in the long-term.

The progress achieved in the SDS has therefore been reported in terms of activities that are aligned with the SDS strategic priorities – Sustainable Communities, Stewardship of Resources and Corporate Responsibility – and aimed at achieving associated goals, objectives and targets in the future. (CAMB)