Implementation Framework

A simplified management framework built on traditional environmental management system (EMS) practices will serve as the governance structure for managing the sustainable development program. As part of this management framework, the RCMP has developed and implemented an active and effective implementation and accountability structure and an outcome based performance framework.

Accountability Structure

Senior management commitment to sustainable development has allowed the RCMP to create a national Office of Environment and Sustainable Development (OESD) responsible for providing national guidance, direction and subject matter expertise on all aspects of the sustainable development program. In addition to leading the sustainable development strategy, this centre is responsible for liaising with other government departments on common national programs and initiatives and developing national policy for aspects of the sustainable development program.

The OESD is accountable through the Director General for Assets and Procurement to the Deputy Commissioner (D/C) of Corporate Management and Comptrollership.

Regional Sustainable Development Units (RSDU's) have been established in each RCMP region - Pacific, Northwest, Central and Atlantic. The RSDU's are responsible for

• Implementing, managing and delivering the policies and programs established under the sustainable development strategy within their respective regions and divisions;
• Designing and delivering regionalized programs to ensure compliance with applicable environmental legislation and due diligence within their portfolio;
• Providing subject matter expertise within their regions; and
• Responding to inquiries and requests for service from Policing Operations, Asset and Facility Management, Contracting and Procurement and Occupational Health and Safety.

RSDU Managers are accountable to their respective Regional Directors for Asset and Procurement Management. The Regional Directors are accountable for the delivery of the sustainable development strategy within their regions through the Corporate Management Officers (CMO) to the Deputy Commissioner (D/C) of their region.

All Deputy Commissioners are accountable to the Commissioner who reports up through the Minister responsible for Public Safety and Emergency Preparedness to Parliament. This collective has ultimate responsibility to the citizens and communities of Canada for RCMP's commitments to sustainable development and for delivering safety and security services in a manner that supports the long-term health and wellness of communities, responsible decision making and the integrity of our natural environment.

Performance Framework

Responding to heightened expectations for accountability and responsible decision-making, this strategy embraces a renewed focus on performance management. Inclusion of performance indicators and specific measures allows for more robust evaluation of targets and supporting program activities against the sustainable development priorities of the RCMP.

Using specific stages of management system implementation as a performance metric, the following table gives an overview of the RCMP's accomplishments against the strategy targets, indicates where each target sits in the implementation process and the progress expected towards each target area over the next 3 years. Highlights of key program initiatives are also provided as part of the performance strategy. Comprehensive 3 year program plans are in-place identifying activity outcomes, funding and resource requirements and accountability structures for delivery.

The success of this strategy and overall performance against the outcomes is dependant on maintaining departmental priority for sustainable development. The targets identified can only be achieved when supported by senior management through funding and resourcing.

As sustainable development is a dynamic priority that changes as global, national and community issues emerge and evolve, this performance framework is also designed to respond to new pressures, risks and priorities.

Strategy Commitments 2007-2009: Target Areas and Progress to Date

SUSTAINABLE COMMUNITIES

Community Partnerships

1.1.1 Effective partnerships with communities supporting sustainable development are increasing annually

Increased understanding of RCMP role in Sustainable Communities

• Participated in indicators project for Canadian Communities focused on strategies for social, economic and environmental issues

Program progress to date: Plan

Program Expectations for 2010: Integrate

Key Program Initiatives

• Continue working with Community Policing services to identify partnerships for sustainable development

Aboriginal Communities

1.1.2 Capacity to provide culturally sensitive services is increasing annually

Improved Relationships with Aboriginal Communities through RCMP Aboriginal Policing Initiatives and National Strategic Priorities

• RCMP Aboriginal Youth Training program provides aboriginal youth with summer employment with the RCMP
• Community Justice Forums offer innovative options for conflict resolution in communities by bringing together all people affected by a crime
• Aboriginal Awareness Training

Program progress to date: Plan

Program Expectations for 2010: Integrate

Key Program Initiatives

• Continue working with National Aboriginal Policing services to identify partnerships for sustainable development

Youth

1.1.3 Capacity to provide specialized policing services for youth is increasing annually

Greater capacity for youth focused services by addressing root causes of crime and by getting involved with youth from an early age giving them positive learning experiences with police officers.

• DEAL.org encourages youth throughout Canada to make healthy, informed decisions and get involved in their communities.

Establishing effective partnerships for sustainability through RCMP Crime prevention through social development initiatives

• "Adopt-A-Library" program created by Constable in rural detachment recognizing connection between illiteracy and crime

Program progress to date: Plan

Program Expectations for 2010: Integrate

Key Program Initiatives

• Continue working with Youth Strategy to identify partnerships for sustainable development

CORPORATE GOVERNANCE

Environmental Management Systems

2.1.1 Management systems to effectively address environmental regulatory obligations, government policy requirements and public expectations are in place by 2010

Increased capacity to strategically manage RCMP's environmental portfolio

• Development of Environmental Database to manage environmental information related to RCMP's property portfolio improving capacity to capture baseline data and identify areas for improvement.

Program progress to date: Plan

Program Expectations for 2010: Measure

Key Program Initiatives

• Develop and implement Environmental Management System Framework including environment database
• Complete baseline data collection for key environmental program priorities based on risk

Sustainable Business Practices

2.1.2 Integration of Sustainable Development Principles into RCMP Business Practices is increasing

Progress towards integration into business processes and procedures

• Environmental Policy Suite completed and incorporated into Property and Asset Management Manuals
• Strategic Environmental Assessment (SEA) and environmental considerations incorporated into RCMP Project Delivery System and TB submission process

Improving solid waste management practices across RCMP

• Working with PWGSC to improve waste reduction opportunities and 3Rs management in Headquarter facilities throughout Northwest Region.

Program progress to date: Plan

Program Expectations for 2010: Practice

Key Program Initiatives

• Establish sustainable development review cycle and ensure greater linkage to RCMP business planning processes and key strategic documents
• Conduct post-review of RCMP environmental policy suite to ensure operational effectiveness

Green Procurement

2.1.3 Integration of green procurement into RCMP's way of doing business is increasing annually

Developing tools to respond to increased integration of green procurement

• Green Procurement
  E-learning course being tested in Atlantic Region

Program progress to date: React

Program Expectations for 2010: Integrate

Key Program Initiatives

• Implement National Green Procurement Guidelines
• Roll-out green procurement training program
• Develop roll-out strategy for any new PWGSC standing offers respecting green procurement
• Development of corporate tracking system for green procurement activities

Capacity Building

2.1.4 Integration of Sustainable Development into training and development for RCMP employees is increasing

2.1.5 Increased support and participation for interdepartmental initiatives and programs for sustainable development

Increasing capacity of employees to support RCMP's sustainable development strategy

• Developed environmental module for RCMP field officer training
• Development and delivery of awareness training to RCMP employees and officers from various business lines and locations

Program progress to date: Plan

Program Expectations for 2010: Practice

Key Program Initiatives

• Identify regional and national opportunities for sustainable development training
• Roll-out e-leaning for storage tank managers
• Participation in sub-committee for Canadian School of Public Service sustainable development training initiative
• Participation in cross-departmental projects for common sustainable development goals including Pacific Federal Council regional sustainability initiative

Communications

2.1.6 Communications for RCMP Sustainable Development Program are improving

Progress towards communication and awareness programs

• Role and Value of Sustainable Development program communicated through training sessions to various levels and roles throughout organization
• Various publications produced with focus on sustainable communities and role of RCMP including nation-wide distribution during environment week

Program progress to date: Plan

Program Expectations for 2010: Practice

Key Program Initiatives

• Develop, implement and assess three-year communications strategy for Sustainable Development programs and initiatives

ENVIRONMENTAL STEWARDSHIP

Green Building Design and Energy

3.1.1 Through awareness, education and policy integration, environmental and energy design ratings of RCMP portfolio are increasing

3.1.2 Green house gas emissions per square metre for facilities is decreasing

Sustainable Development principles integrated into various newly constructed facilities

• Cumberland Detachment with wind turbine power supply
• Iqaluit HQ designed to LEED Gold, this will be the first LEED Gold building north of the 60 th parallel
• Solar Powered backup systems in 4 Nunavut locations
• All new housing in NWR built to R2000 standards
• "E" Division Headquarters Project incorporating green building and LEED criteria in technical specifications

Program progress to date: Integrate

Program Expectations for 2010: Practice

Key Program Initiatives

• Develop specification for green building design by energy source, for new and existing RCMP facilities
• Design and implement national process for accurate and timely data capture for energy information

Contaminated Sites

3.1.3 Financial liability (as defined by TB) and unknown risk of RCMP portfolio reduced annually

Continued management of RCMP asset liability

• 2004/05 included 199 assessments and 5 remediation projects for RCMP owned sites

Program progress to date: Integrate

Program Expectations for 2010: Measure

Key Program Initiatives

• Develop and implement environmental emergency response protocol for high-risk sites
• Develop total liability capture tool for internal performance reporting
• Develop standardized scopes of work for various sites assessments
• Develop risk based replacement and maintenance strategy for reportable and non-reportable tanks

Potable Water

3.1.4 Potable Water systems managed in accordance with RCMP Policy

Continued focus on ensuring sound management of RCMP potable water systems

• Standard Operating Procedure for potable water systems developed for Atlantic Region
• Risk assessment of RCMP owned potable water systems in Pacific Region underway

Program progress to date: Plan

Program Expectations for 2010: Practice

Key Program Initiatives

• Develop and implement standard operating procedures for RCMP potable water systems
• Conduct baseline testing for all RCMP owned potable water systems

Hazardous Materials

3.1.5 Capacity to identify and manage hazardous building materials and hazardous waste is increasing annually

Continued focus on managing hazardous materials risks associated with RCMP operations

• Investigation of impacts and strategies for various operational materials containing hazardous materials including tear gas and breathalyzer test kits
• Developed strategy to manage hazardous materials and seized goods largely associated with illegal drug operations

Program progress to date: Integrate

Program Expectations for 2010: Practice

Key Program Initiatives

• Establish protocols and standards for abatement of Hazardous buildings materials
• Compile inventory of RCMP hazardous materials including stores facilities and seized goods
• Update halocarbon inventory and identify replacement strategies for halocarbon systems

Fleet Management

3.1.6 Communications and operational strategies for mitigating environmental impacts of RCMP fleet improved by 2010

3.1.7 Reduce Greenhouse gas emissions per vehicle kilometer from RCMP fleet by 2010

Continued efforts to increase efficiencies of RCMP operational and administrative fleet

• Anti-idling campaign launched nationally following completion of successful idling emissions pilot study

Development of leadership vehicle policy increasing number of alternative fuel or hybrid vehicles among Senior Managers

Program progress to date: Integrate

Program Expectations for 2010: Practice

Key Program Initiatives

• Roll-out targeted campaign for anti-idling and E ₁₀ fuel usage
• Implement RCMP "leadership" vehicle policy

Policing Operations

3.2.1 Capacity for providing on-going support to operations to integrate environmental considerations into policing initiatives is increasing

Progress towards understanding linkages between Policing operations and environmental protection:

• Developed pilot training for RCMP officer response to Bear-Human encounters in community settings

Program progress to date: React

Program Expectations for 2010: Plan

Key Program Initiatives

• Develop capture tool to track regional initiatives for integrating environmental consideration into policing operations

REACT: The project/program remains in reactionary phase due to difficulties regarding financial and human resources to initiate any planning or assessment needs yet the project/program remains a recognized priority

PLAN: The project/initiative remains in the planning and assessment stages due to various barriers or difficulties regarding implementation of programs or projects or is a relatively new initiative and is on track in terms of implementation

INTEGRATE: Activities have begun to integrate programs and processes that address issues and/or goals of sustainable development into business practices. These may be at the early stages of implementation or close to being in common practice

PRACTICE: Successful integration of project/initiative into standard business practice ensures the on-going management of issues and/or forward movement towards sustainable development goals

MEASURE: Measurements and evaluation processes are established against programs and information is actively being recorded and reported on

RESULTS: The successful integration of programs and projects has resulted in attainment of sustainable development goals