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2008-2009 Departmental Performance Report Part III Table 11B
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Details on Contribution of Priorities to
Strategic Outcome(s) - Management Priorities 1
Management Priority: Human Resources Renewal
Type: Ongoing -- One of the six priority management strategies that are contained in the RCMP Strategic Framework 2
Status: The RCMP met all expectations to improve its recruiting processes. A streamlined Accelerated Application Process (AAP) was introduced without compromising the high standards required to be an RCMP officer. The establishment of a Civilian Member (CM) Recruiting Policy Unit enables a more proactive, coordinated and nationally standardized approach to CM recruiting. Knowledge gaps were addressed by implementation of “Bridging the Gap” recommendations in all Regional Recruiting offices. An action plan was developed for making the assessment components of the Regular Member recruiting process available electronically (E-Testing).
The RCMP mostly met expectations to improve succession planning processes in order to assess existing employees and to determine gaps, strengths, and leadership potential. A talent management strategy that includes structured processes and tools has been developed with the goal of systematically closing the leadership gap. A comprehensive review of the Full Potential Program (FPP) was undertaken in 2008 and an action plan has been implemented to address identified gaps.
Expectations for the support and engagement of RCMP Employees were somewhat met. In-depth employee surveys were conducted in “D” Division (Manitoba) on engagement and satisfaction, and key drivers of engagement were communicated through town hall meetings and presentations to both employees and senior management.
The RCMP somewhat met expectations to improve staffing and promotions processes. A Civilian Member Promotion Process that integrates competency-based management was developed, and several changes to the Non-Commissioned Officer Promotion Process were implemented. The Appointment Delegation and Accountability Instrument (ADAI) was modified as a result of the PSC Audit (May 2008). Effective July 1, 2008, the RCMP Commissioner was authorized to sub-delegate Public Service Staffing Authorities to Human Resources staff.
Research of options for future promotion systems is still ongoing. An international survey of police promotion practices is planned and the RCMP is awaiting a detailed report by University of Toronto of RCMP promotion process candidate attitudes.
The RCMP mostly met expectations to improve service delivery in organization and classification. The use of generic work descriptions was implemented for six Financial Analyst (FI) jobs, representing over 200 positions, three in Finance and Forensic Lab jobs, and four Detachment Clerk jobs representing approximately 1,100 positions. The average turnaround time on a national basis is 35 working days. Sixty-seven managers were trained to increase their participation in the decision-making process, and increased delegation was provided to Pacific Region and National Headquarters; monitoring to date has revealed favourable results.
Expectations for the development and maintenance of specialized skills were somewhat met. A new learning strategy focused on the importance of informal learning in the acquisition of skills and knowledge has been developed. Significant resources have been dedicated to the development of information learning products and coaching/mentoring programs.
Employee supervision and performance management expectations were somewhat met. The Supervisory and Management Development Programs (SDP and MDP) were revised. These competency-based programs are designed to meaningfully change and adapt behaviour, and include pre- and post-course activities, over a one-year period, intended to maximize the success of participants.
A national framework for mentoring is under development, and a new policy has been published that requires the completion of learning plans for all employees.
A revised annual assessment process for Regular and Civilian Members mandates assessment against published competency profiles. Policy has been amended to ensure that performance evaluations of supervisors reflect the rate of completion of their subordinates’ annual evaluations; monitoring of completion rates may indicate the need for further measures to be implemented.
Expectations to improve the disciplinary process were somewhat met. While all relevant programs were centralized, a review of the suspension policy is still ongoing as the RCMP awaits legal opinions.
Expectations for integrated HR information and business process were somewhat met. An HR Systems Investment Board was established to ensure integration and prioritization of requirements. Re-engineering and standardization of HR business processes continues. Transfer and Change Online (TACO) has been implemented, and a multi-year Integrated Workforce and Business Plan is being drafted.
Linkages to Strategic Outcome(s)
- All
1The 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 More information on the RCMP Strategic Framework is available on the RCMP’s website. RCMP Strategic Framework: http://www.rcmp-grc.gc.ca/about-ausujet/strat-eng.htm
Management Priority: Accountability
Type: Ongoing – One of the six priority management strategies that are contained in the RCMP Strategic Framework 3
Status: The RCMP met all of its commitments to practice sound and rigorous stewardship of resources. A comprehensive process was developed for monitoring the organization’s adherence to Treasury Board policies and guidelines; initiatives were implemented to strengthen the overall stewardship of assets (both capital and low-dollar investments); a management structure and program management regime for the life cycle management of RCMP materiel assets was developed to ensure that the management of materiel assets is conducted in accordance with applicable Treasury Board guidance and industry best practices; and a national revenue management process was developed which includes documented systems requirements and documented collection as well as billing and forecasting processes and procedures.
The RCMP met all of its commitments to be among the best financially and administratively managed organizations in government. Within the framework of the Treasury Board Secretariat Assets and Acquired Services Policy Renewal initiative, RCMP Corporate Management and Comptrollership received Treasury Board approval of the new Investment Plan for 2008-2009 to 2012-2013, as well as related enhanced project authorities and significant increases to contracting and real property transaction limits. These approvals will allow for more efficient approval of projects internally and greater flexibility for related contracting for the delivery of infrastructure.
The RCMP met all of its commitments to quality service to clients by providing leadership to the management and progressive implementation of several major Crown projects across the Force in collaboration with Public Works and Government Services Canada (PWGSC) ; these projects include the new National Headquarters complex in Ottawa, Divisional Headquarters in “E”, “H” and “V” Divisions, and multiple projects to modernize Depot and the Canadian Police College. The RCMP additionally made significant contributions to ensure that the proper infrastructure support is in place for the 2010 Olympics, including the required strategic guidance, controls, processes and systems.
Linkages to Strategic Outcome(s)
- All
3 More information on the RCMP Strategic Framework is available on the RCMP’s website. RCMP Strategic Framework: http://www.rcmp-grc.gc.ca/about-ausujet/strat-eng.htm
Management Priority: Performance Management
Type: Ongoing – One of the six priority management strategies that are contained in the RCMP Strategic Framework 4
Status: The RCMP met all of its commitments to maintain a structured planning cycle that included the development of national and divisional business plans which clearly articulated priorities and activities across the organization.
The RCMP strategic performance management system is based on the Balanced Scorecard methodology, which ensures consistent reporting on results.
The Annual Performance Plan (APP) is employed to align units and detachments with overall strategic direction and establish clear accountabilities at all levels.
A risk register was first introduced in July 2007 and a pilot was launched involving District Commanders from selected Divisions. The Risk Register allows the organization’s most significant risks to be identified, documented, addressed and shared. Following a successful pilot of the web based Risk Register, both the Senior Executive Committee (SEC) Integrated Risk Management Committee and the National Integrated Operations Council endorsed the implementation of the Risk Register for all District/Line Officers and one Risk Registry for each Divisional Commanding Officer. This will assist in better informing and refining the corporate level risk profile and risk treatment strategies by recognizing that risk comes from horizontal integration, vertical integration, and across the programs and functions.
Linkages to Strategic Outcome(s)
- All
4 More information on the RCMP Strategic Framework is available on the RCMP’s website. RCMP Strategic Framework: http://www.rcmp-grc.gc.ca/about-ausujet/strat-eng.htm
