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Proactive Disclosure

Creating a Vision

Three priorities for sustainable development were established from the findings of the issue scan providing RCMP with a clear and strategic direction for the fourth strategy submission. Each priority is framed by both a global and departmental driver representing the contextual framework for the strategy.

Sustainable Development Priorities

Priority 1: Sustainable Communities

Safety and security of individuals and their communities serves as an essential foundation for the long-term health and wellness of communities. This approach to sustainability provides the RCMP with an opportunity to demonstrate leadership in sustainable development for policing organizations.

Further expectations identified by the Office of the Auditor General for strategies to construct clearer linkages to departmental mandates allows the RCMP to focus on the outcomes of policing programs and community partnership initiatives for sustainable development, particularly those focused on Aboriginal Communities and Youth Priorities.

Priority 2: Corporate Governance

The ability for organizations to be responsible and accountable for their decision-making continues to be a global indicator for good corporate governance. Increasing attention and expectations of the public and stakeholders for corporate responsibility identifies the need for a renewed performance framework for sustainability.

Reinforced commitment to accountability by the Government of Canada and the RCMP specifically highlight the need for strengthened commitment to corporate governance within the sustainable development strategy. Sustainable business practices and capacity building initiatives will continue to support and demonstrate intelligence-led program delivery and responsible decision-making for RCMP programs.

Priority 3: Environmental Stewardship

As the quality of our natural environment continues to degrade, so does its natural ability to produce life-supporting necessities such as clean air and water. Conservation, protection and restoration of our natural resources and ecological systems are essential for our long-term survival.

The Office of the Auditor General identified that departments must go beyond "business as usual" in their commitments to sustainable development, reinforcing RCMP's need to meet and exceed environmental regulatory obligations and public expectations for environmental stewardship. Realized economic and operational efficiencies and RCMP's commitment to ensuring healthier communities, allows the RCMP to focus on the impacts and opportunities of our asset portfolio, fleet operations and the environmental footprint of our policing programs.

priorities

Role and Fit of the Sustainable Development Strategy

There are specific areas where Safe Homes - Sustainable Communities (2007-2009) complements RCMP's business planning processes and tools, showing consistency with the philosophy of modern management and reporting. These relationships are described below.

Report on Plans and Priorities (RPP) : The RPP is an annual submission that s erves as the principal document that demonstrates RCMP's commitment to the Government of Canada's Policy Outcomes for Canada's Social Foundations, namely Safe and Secure Communities. Safe Homes - Sustainable Communities is aligned with the strategic priorities of Youth and Aboriginal Communities and captures the broader goal for greater accountability and performance under Corporate Governance.
Departmental Performance Report (DPR) : The DPR annually presents RCMP's accomplishments in consideration of their performance expectations set out in the RPP. Sustainable development performance reporting continues to be coordinated within the DPR with future emphasis placed on improved performance data and greater integration of reporting.
Modern Comptrollership : The adoption of the Management Accountability Framework (MAF) captures the management philosophy and monitoring tools utilized to integrate financial and non-financial performance information to better manage risk. Key initiatives of the sustainable development strategy, notably those under environmental stewardship, continue to be prioritized and managed by risk.

The RCMP is inherently practicing the principles of sustainable development. Enabling and supporting community safety and security, demonstrating efficient decision making and accountability in managing resources, strengthening the organization through capacity building, and integrating sustainable business decisions and planning process demonstrates the organization's contribution to a future of social stability, economic prosperity and environmental integrity.

RPP 2006-07

Goals, Objectives, Targets and Performance Indicators

Safe Homes - Sustainable Communities (2007-2009) commitments flow from RCMP's three sustainable development priorities of:

Sustainable Communities;
Corporate Governance; and
Environmental Stewardship.

Sustainable development strategy commitments are presented using a simple logic model for performance.

Each strategic priority is linked to a goal representing long-term outcomes for the RCMP. Each goal is linked to a set of objectives and targets set out over an achievable time horizon. Performance indicators are identified against each target and serve as the foundation for the sustainable development strategy performance framework.

The following table outlines RCMP's performance framework and identifies our strategy commitments. Additionally, to illustrate support for common federal goals for sustainability the following identifiers have been inserted into RCMP's performance framework where shared commitments have been established.

Federal Sustainable Development Goal	RCMP Identifier
Clean Water	Federal SD Goal I
Clean Air	Federal SD Goal II
Reduce Greenhouse Gas Emissions	Federal SD Goal III
Sustainable Development & Use of Natural Resources	Federal SD Goal IV
Sustainable Communities	Federal SD Goal V
Governance for Sustainable Development	Federal SD Goal VI

Figure 3: Safe Homes Sustainable Communities (2007-2009) Commitments

Strategic Priority 1

Sustainable Communities

GOALS LONG-TERM OUTCOMES	OBJECTIVES MEDIUM-TERM OUTCOMES	TARGETS SHORT-TERM OUTCOMES	INDICATORS PERFORMANCE MEASURES
1.0 Healthier and Safer Communities	1.1 The RCMP plays an active role in sustainable communities	1A. Community PartnershipsFederal SD Goal V
		1.1.1 Effective partnerships with communities supporting sustainable development are increasing annually	RCMP Volunteerism Total volunteers/annum (#), Total volunteer hours/ annum (hrs)
		1B. Aboriginal CommunitiesFederal SD Goal V
		1.1.2 Capacity to provide culturally sensitive police services is increasing annually	Degree of Aboriginal Perceptions Training among regular members Total members (#), Total members completed aboriginal perceptions training (#)
		1C. YouthFederal SD Goal V
		1.1.3 Capacity to provide specialized policing services focused on Youth is increasing annually	RCMP members designated as Youth Officers Total RCMP Youth officers (#)

Strategic Priority 2

Corporate Governance

GOALS LONG-TERM OUTCOMES	OBJECTIVES MEDIUM-TERM OUTCOMES	TARGETS SHORT-TERM OUTCOMES	INDICATORS PERFORMANCE MEASURES
2.0 Sustainable development is a way of doing business for Organizations of Excellence	2.1 Value of sustainable development is demonstrated to the RCMP, its clients and partners and supports intelligence led decision-making	2A. Environmental Mgmt SystemsFederal SD Goal VI
		2.1.1 Management Systems to effectively address environmental regulatory obligations, government policy requirements and public expectations are in place by 2010	Availability and completeness of environmental information to help guide and support sound decisions Total SD programs requiring risk-based mitigation strategies (#); total programs with data requirements identified (#)
		2B. Sustainable Business PracticesFederal SD Goal V,VI
		2.1.2 Integration of Sustainable Development Principles into RCMP Business Practices is increasing annually	Degree of integration with RCMP business planning Total integrations annually under Environmental Scan, Directional Statement, Balanced Scorecard, Asset Mgmt Plan, Project Delivery System, Treasury Board submissions, RPP, DPR (#)
		2C. Green ProcurementFederal SD Goal VI
		2.1.3 Integration of Green Procurement into RCMP's way of doing business is increasing annually	Materiel managers and procurement personnel with green procurement training Total materiel managers and procurement personnel (#); total materiel managers and procurement personnel with green procurement training (#)
			Degree of utilization of PWGSC Standing Offer Agreements (SOA) respecting Green Procurement Total PWGSC SOA's respecting green procurement in-place for RCMP use (#); Total call-ups against SOA's (count)
			Ethanol blended fuel purchased for RCMP fleet Total E ¹⁰ fuel purchased (L); Total vehicle fuel purchased (L)
		2D. Capacity BuildingFederal SD Goal V
		2.1.4 Integration of sustainable development into training and development for RCMP employees is increasing annually	Sustainable Development oriented training courses developed and delivered to RCMP employees Total SD courses/training sessions developed (#); total course/training sessions delivered by type (#); total participants by type (#)
		2.1.5 Increased support and participation for interdepartmental initiatives and programs for sustainable development	Active participation in interdepartmental initiatives Total active participations including Sub-Committee for Canadian School of Public Service SD training initiative and other cross-departmental projects (#)
		2E. CommunicationsFederal SD Goal V
		2.1.6 Communications for RCMP sustainable development program are improving	Sustainable Development communications initiatives developed and delivered to RCMP employees Total communications initiatives developed (#); Total initiatives delivered (#)

Strategic Priority 3

Environmental Stewardship

GOALS LONG-TERM OUTCOMES	OBJECTIVES MEDIUM-TERM OUTCOMES	TARGETS SHORT-TERM OUTCOMES	INDICATORS PERFORMANCE MEASURES
3.0 RCMP physical operations support long-term conservation, protection and restoration of our natural resource systems	3.1 Environmental considerations are integrated into life cycle management of RCMP asset and fleet operations	3A. Green Building Design & EnergyFederal SD Goal III
		3.1.1 Through awareness, education and policy integration, environmental and energy design ratings of RCMP portfolio are improving	Buildings constructed with green considerations Total new buildings constructed (#); Total new buildings constructed with green considerations or objectives (#)
		3.1.2 GHG emissions per facility square meter is decreasing annually	GHG emissions per annum Measures as per existing GHG calculations
		3B. Contaminated SitesFederal SD Goal I,IV
		3.1.3 Financial liability (as defined by TB) of known contaminated sites and unknown risk of RCMP portfolio reduced annually	Financial liability of RCMP portfolio within Treasury Board Federal Contaminated Sites Action Plan (FCSAP) Program Financial liability of RCMP portfolio within TB FCSAP program ($)
			Sites with completed Step 1 and/or Step 2 assessments Total sites with step 1 and/or step 2 assessments completed (#); total sites within RCMP portfolio (#)
			Degree of sites with completed storage tank inventories for reportable and non-reportable tanks sub-target 1: 100% Reportable tanks by 2007 sub-target 2: 100% of non-reportable tanks by 2009 Total reportable tanks (#); Total non-reportable tanks; total sites with inventories completed for a) reportable tanks and b) non-reportable tanks (#)
		3C. Potable WaterFederal SD Goal I
		3.1.4 Potable Water systems managed in accordance with RCMP policy is increasing	Potable water systems managed in accordance with RCMP standard operating procedures for potable water systems Total potable water systems (#); Total potable water systems operating in accordance with SOP requirements (#)
		3D. Hazardous MaterialsFederal SD Goal II
		3.1.5 Capacity to manage hazardous building materials and hazardous waste is increasing annually	Management / abatement plans in-place for buildings with confirmed hazardous materials Total plans developed (#); Total buildings with confirmed hazardous materials (#)
			Facilities with confirmed halocarbon inventories Total RCMP sites (#); Total sites with confirmed inventories (#)
		3E. Fleet ManagementFederal SD Goal II,III
		3.1.6 Operational strategies for mitigating environmental impacts of RCMP fleet improved by 2010	Ethanol blended fuel purchased for RCMP fleet Total E ¹⁰ fuel purchased (L); Total vehicle fuel purchased (L)
		3.1.7 Reduce GHG emissions per vehicle kilometre from RMCP fleet by 2010	GHG emissions per vehicle kilometer. Total GHG emissions for RCMP fleet (CO ₂ -eq); Total fleet kilometers (km)
	3.2 Environmental considerations are integrated into life cycle of RCMP policing operations	3F. Policing OperationsFederal SD Goal IV
		3.2.1 Capacity for providing on-going support to operations to integrate environmental considerations into policing initiatives is improving	Degree of response to operational calls for service Total calls for service (#); total SD responses or follow-up action (#)

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