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2008-2009 Departmental Performance Report Part III Table 11
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Details on Contribution of Priorities to
Strategic Outcome(s) Operational Priorities 1
Operational Priority:
Organized Crime - Reduce the threat and impact of organized crime
Type: Ongoing (described in detail under Strategic Priorities in the 2008-2009 RPP) 2
Status: The RCMP measures the disruptions to the highest priority organized crime groups identified through its national and provincial threat assessments. In 2008-2009, the RCMP successfully disrupted three of its four national priority targets, with the fourth being under investigation.
The RCMP exceeded expectations with an additional 210 reactive disruptions realized. The level of intelligence-led organized crime disruption from 2007-2008 was maintained while responding to 250% more reactive organized crime disruptions than in 2007-2008 (i.e. disruption that was not as a result of planning).
The RCMP mostly met expectations to maintain agreement amongst stakeholders and partners that the RCMP is a valuable partner in reducing the threat and impact of organized crime. The RCMP achieved 89% agreement from stakeholders (target was 91%) and 86% from partners (target was 86%), while 62% of RCMP clients agree that the RCMP is fulfilling its strategic priority of reducing the threat and impact of organized crime and 89% of Canadians agree that the RCMP plays a valuable role in reducing organized crime.
The RCMP mostly met expectations to achieve 85% agreements amongst stakeholders that the RCMP provides valuable input into the development of public policy on organized crime, with a result of 78%.
The RCMP somewhat met expectations to increase by 10% the percentage of stakeholders and partners who agree the RCMP effectively communicates what it is doing, and why it is doing it.
- Results 2007: stakeholders 55%, partners 64%,
- Results 2008: stakeholders 51%, partners 50%,
- Results 2009: Stakeholders 54%, partners 39%
The RCMP somewhat met expectations to increase by 10% the percentage of stakeholders who agree that the RCMP provides accurate and complete information about its programs and services. 3
- Results 2007: 64%
- Results 2008: 60%
- Results 2009: 65%
The RCMP did not meet expectations to triple the number of external partners participating in the Organized Crime Strategic Priority Working Group (SPWG). The work of the group over the past year has instead been aimed at addressing internal matters in human resources and technology, for which it would not have been useful to involve other agencies.
The RCMP somewhat met expectations to have established provincial steering committees which operationalize the Integrated Provincial Threat Assessments with six provinces (Newfoundland, Nova Scotia, Prince Edward Island, New Brunswick, Manitoba, and Saskatchewan).
Expectations to increase the number of Divisions in which the Probe Team concept has been integrated were mostly met; exact figures for this indicator will not be reported due to the sensitivity of this information.
Expectations to enhance the use of ACIIS within the criminal intelligence program were exceeded; there was an increase of 40% in transactions from the previous year.
Linkages to Strategic Outcome(s)
- Quality contract policing
- Quality federal policing
- Quality policing support
1 The RCMP conducts annual surveys to assess performance. Full results of the surveys are available on the RCMP website: http://www.rcmp-grc.gc.ca/surveys-sondages/index-main-accueil-eng.htm
2 RCMP 2008-2009 RPP : http://www.tbs-sct.gc.ca/rpp/2008-2009/inst/rcm/rcm00-eng.asp
3 Note: in past DPRs, only the percentage of increase or decrease was reported. In the interests of more balanced and transparent approach to reporting results, the actual survey results are reported in this DPR.
Operational Priority:
Terrorism - Reduce the threat of terrorist criminal activity in Canada and abroad
Type: Ongoing (described in detail under Strategic Priorities in the 2008-2009 RPP)
Status: In 2008-2009, the RCMP exceeded its expectations in successfully disrupting the ability of groups and/or individuals to carry out terrorist criminal activity in Canada. It had expected to disrupt the activities of six groups and/or individuals. Rather, it disrupted the activities of fourteen groups and/or individuals.
The RCMP did not meet expectations to increase by 10% the percentage of stakeholders and partners who agree the RCMP effectively communicates what it is doing, and why it is doing it. 4
- Results 2007: stakeholders 51%, partners 76%
- Results 2008: stakeholders 51%, partners 58%
- Results 2009: Stakeholders 52%, partners 29%
The RCMP met all expectations to increase to 84% the percentage of stakeholders and partners who agree that the RCMP is a valuable partner in reducing the threat and impact of terrorism, with 86% of stakeholders and 83% of partners agreeing. Sixty-six percent of clients agree that the RCMP is fulfilling its strategic priority of reducing the threat of terrorist activity in Canada and abroad, and 86% of Canadians agree that the RCMP plays a valuable role in reducing the threat of terrorist activity in Canada.
The RCMP mostly met expectations to increase to 80% the percentage of stakeholders who agree that the RCMP provides valuable input into the development of public policy pertaining to terrorism, with a result of 75%.
In 2008-2009, the RCMP exceeded its expectations regarding the development and implementation of culturally competent awareness/intervention material. Representatives attended and presented at 92 community outreach events. In the same fiscal year, there were 238 participants who successfully completed the National Security Criminal Investigator’s Course.
Indicators below from 2008-2009 RPP not reported: 5
- Increase by 5 the number of new partner groups or agencies with whom information is shared.
- Increase by 10 the number of new or expanded information sources/techniques that advance specific national security initiatives.
- Achieve 100% successful completion of projects/investigations related to key terrorist targets.
- Achieve 100% compliance for investigations which are centrally coordinated in accordance with the National Security Policy
Linkages to Strategic Outcome(s)
- Quality contract policing
- Quality federal policing
- Quality policing support
4 Note: in past DPRs, only the percentage of increase or decrease was reported. In the interests of more balanced and transparent approach to reporting results, the actual survey results are reported in this DPR.
5 Note: the four performance indicators that follow were included in the RCMP 2008-2009 RPP due to an administrative oversight. Though most had been part of past RPPs, the RCMP had not intended for any of them to be applied to the 2008-2009 fiscal year, therefore, they will not be reported on.
Operational Priority:
Economic Integrity - Contribute to confidence in Canada's economic integrity through crime reduction
Type: Ongoing (described in detail under Strategic Priorities in the 2008-2009 RPP)
Status: The RCMP successfully met its commitment to create awareness tools that are culturally competent and age-specific. The RCMP maintains an extensive list of information on its Internet site related to scams and fraud. It jointly delivers the Canadian Anti-Fraud Call Centre to Canadians, which plays a key role in educating the public, as well as informing government and business. Specialized services such as “Senior Busters” undertake community outreach to educate and prevent fraud against the elderly.
Of, stakeholders and partners, 81% agree that the RCMP is a v aluable partner in reducing the impact of economic crime, while 84% of Canadians agree that the RCMP plays a valuable role in reducing the impact of economic crime. Of RCMP clients, 56% agree that the RCMP is fulfilling its strategic priority of reducing the impact of economic crime. 6
The RCMP mostly met its target of having, 85% of the individuals (Canadians) who have received information from the RCMP be consequently likely to modify or have modified their practices and policies, with 74% of citizens responding positively.
The RCMP mostly met its target to have 85% of companies (public and private) that have received information from the RCMP be consequently likely to modify their policies and practices, with 80% of all participants surveyed (public and private sector), and 77% of non-government participants responding that they would or already have made modifications.
Linkages to Strategic Outcome(s)
- Quality contract policing
- Quality federal policing
- Quality policing support
6 Note: though these indicators were not included under Economic Integrity strategic priority in the 2008-2009 RPP, they are provided here in the interests of transparent and balanced reporting as well as for additional context in comparison with the other four strategic priorities.
Operational Priority:
Youth - Prevent and reduce youth involvement in crime as victims and offenders
Type: Ongoing (described in detail under Strategic Priorities in the 2008-2009 RPP)
Status: One of the key objectives of the Youth Criminal Justice Act (YCJA), enacted in 2003, is to divert youth who have committed non-violent and less serious crimes away from the formal criminal justice system by encouraging the use of extrajudicial (non-court) measures. These measures include taking no further action, informal police warnings, and referrals, to community programs, formal police cautions, Crown cautions and extrajudicial sanctions programs.
The RCMP mostly met expectations to reduce by 3% the percentage of youth charged nationally. The youth crime rate dropped 2% in 2007, following an increase in 2006 7. Violent crime committed by youth remained stable, while declines were seen in most non-violent offences. 8
Expectations to increase by 3% the number of chargeable youth dealt with outside the formal court system were not met; there was a drop of 4% in the rate of youth cleared by other means (such as diversion programs). More specifically, the percentage of chargeable youth dealt with outside the formal court system reported by the RCMP was 67%; nationally, the percentage reported by all other police departments was 50%. Please see the graph below for visual comparison of percentages of chargeable youth dealt with outside the formal court system.
The RCMP somewhat met its expectations for the number of external partners participating in the Youth Strategic Priority Working Group (SPWG) with two external partners currently participating; efforts will continue to engage more partners from other government departments for future strategy sessions. 9
The RCMP did not meet expectations to increase by 10% the percentage of stakeholders and partners who agree the RCMP effectively communicates what it is doing, and why it is doing it. 9
- Results 2007: stakeholders 52% , partners 76%
- Results 2008: stakeholders 46% partners 31%
- Results 2009: Stakeholders 53%, partners 38%
The RCMP exceeded expectations to increase by 10% the percentage of stakeholders who agree that the RCMP provides accurate and complete information about its programs and services. 9
- Results 2007: 59%
- Results 2008: 56 %
- Results 2009: 78%
The RCMP exceeded expectations by achieving results of 93% of partners and stakeholders and 81% of Canadians agreeing that the RCMP is a valuable partner in preventing and reducing youth involvement in crime as victims and offenders. Further, 59% of clients agree that the RCMP is fulfilling its strategic priority of preventing and reducing youth involvement in crime as victims and offenders. 10
The RCMP mostly met expectations to increase to 80% the percentage of stakeholders who agree that the RCMP provides valuable input into the development of public policy pertaining to youth issues, with a result of 67% of stakeholders agreeing with the statement.
The RCMP met all of its commitments to ensure that culturally competent material is developed with a focus on youth radicalization and hate crime through the delivery of two targeted programs; the Youth Officer Program and www.deal.org.
Linkages to Strategic Outcome(s)
- Quality contract policing
- Quality federal policing
- Quality policing support
7 Note: The availability of crime statistics lags behind the Departmental Performance Report by one year. Therefore, results reported here are for the 2007-2008 period.
8 Crime statistics source: Statistics Canada, Juristat Vol. 28, no.7: http://www.statcan.gc.ca/pub/85-002-x/85-002-x2008007-eng.htm
9 Note: in past DPRs, only the percentage of increase or decrease was reported. In the interests of more balanced and transparent approach to reporting results, the actual survey results are reported in this DPR.
10 Note: though this indicator was not included under the Youth strategic priority in the 2008-2009 RPP, it is provided here in the interests of transparent and balanced reporting as well as for additional context in comparison with the other four strategic priorities.
Operational Priority:
Aboriginal Communities - Contribute to safer/ healthier Aboriginal Communities
Type: Ongoing (described in detail under Strategic Priorities in the 2008-2009 RPP)
Status: The RCMP did not meet its expectations to double the number of external partners participating in the Aboriginal Strategic Priority Working Group; efforts are ongoing to engage partners from other government departments for future strategy sessions.
The RCMP mostly met its target to increase to 76% the percentage of clients of Contract Policing who are satisfied that the RCMP makes a valuable contribution to the sustainability of their community, with 68% in agreement with the statement.
The RCMP exceeded (stakeholders) and mostly met (partners) expectations to increase to 80% the percentage of stakeholders and partners who agree that the RCMP is a valuable partner in contributing to safer and healthier Aboriginal communities, with 84% of stakeholders agreeing, and 67% of partners agreeing with the statement.
The RCMP mostly met its expectations to increase to 80% the percentage of stakeholders who agree that the RCMP provides valuable input into the development of public policy pertaining to Aboriginal communities’ issues, with 64%.
The RCMP received 56% agreement from Aboriginal clients that the RCMP is fulfilling its strategic priority of contributing to safer and healthier Aboriginal communities, only somewhat meeting the target of 80%.
The RCMP achieved 73% agreement from Aboriginal clients that their organization/community has a good working relationship with the RCMP, mostly meeting the target of 85%.
Linkages to Strategic Outcome(s)
- Quality contract policing
- Quality federal policing
- Quality policing support
