Les trois EFVP réalisées ont été reportées d'exercices précédents. L'addenda à l'EFVP a été reçu au cours de la période de référence, et sept EFVP reportées d'exercices précédents sont en attente d'achèvement par les BPR demandeurs de la GRC.

Les BPR de la GRC ont soumis quatre nouvelles EFVP à la Sous-direction de l'AIPRP au cours de la période de référence. Trois des quatre nouvelles EFVP ont nécessité un examen préliminaire par la Sous-direction. De plus, au cours de l'exercice 2019-2020, la Sous-direction a répondu à 162 demandes de renseignements relatives aux EFVP et examiné 54 questionnaires d'EFVP afin de déterminer s'il était nécessaire de réaliser une EFVP.

Divulgations dans l'interêt public

Au cours de l'exercice 2019-2020, 23 divulgations ont été effectuées en application de l'alinéa 8(2)m) de la Loi sur la protection des renseignements personnels. Toutes les divulgations se rapportaient soit à la situation professionnelle d'employés de la GRC visés par des accusations ou à la mise en liberté de délinquants dangereux dans des collectivités au Canada. En raison de la nature de ces divulgations, la majorité des notifications sont faites au Commissariat à la protection de la vie privée après la divulgation.

Annexe A - Ordonnance de délégation de pouvoirs

Annexe B – Rapport statistique sur la Loi sur la protection des renseignements personnels

Nom de l'institution : Gendarmerie royale du Canada

Période d'établissement de rapport : 2019-04-01 to 2020-03-31

Section 1 : Demandes en vertu de la Loi sur la protection des renseignements personnels

1.1 Nombre de demandes

Type	Nombre de demandes
Reçues pendant la période d'établissement de rapport	3 661
En suspens à la fin de la période d'établissement de rapport précédente	3 490
Total	7 151
Fermées pendant la période d'établissement de rapport	4 510
Reportées à la prochaine période d'établissement de rapport	2 641

Section 2 : Demandes fermées pendant la période d'établissement de rapport

2.1 Disposition et délai de traitement

Disposition des demandes	Délai de traitement
	1 à 15 jours	16 à 30 jours	31 à 60 jours	61 à 120 jours	121 à 180 jours	181 à 365 jours	Plus de 365 jours	Total
Communication totale	15	28	80	54	23	29	70	299
Communication partielle	66	214	442	370	233	334	817	2476
Exception totale	10	44	28	16	14	16	20	148
Exclusion totale	0	0	1	1	1	0	0	3
Aucun document n'existe	86	56	82	77	19	30	79	429
Demande abandonnée	443	78	103	64	12	42	388	1130
Ni confirmée ni infirmée	1	2	8	4	1	2	7	25
Total	621	422	744	586	303	453	1381	4510

2.2 Exceptions

Article	Demandes
18(2)	0
19(1)(a)	8
19(1)(b)	3
19(1)(c)	351
19(1)(d)	86
19(1)(e)	0
19(1)(f)	0
20	0
21	2
22(1)(a)(i)	768
22(1)(a)(ii)	307
22(1)(a)(iii)	7
22(1)(b)	425
22(1)(c)	0
22(2)	0
22.1	2
22.2	0
22.3	0
22.4	0
23(a)	3
23(b)	0
24(a)	0
24(b)	0
25	3
26	1791
27	93
27.1	0
28	7

2.3 Exclusions

Article	Nombre de demandes
69(1)(a)	0
69(1)(b)	0
69.1	0
70(1)	0
70(1)(a)	0
70(1)(b)	0
70(1)(c)	0
70(1)(d)	0
70(1)(e)	0
70(1)(f)	0
70.1	0

2.4 Support des documents communiqués

Papier	Électronique	Autres
1397	1376	2

2.5 Complexité

2.5.1 Pages pertinentes traitées et communiquées

Nombre de pages traitées	Nombre de pages communiquées	Nombre de demandes
87 7248	341 856	4 081

2.5.2 Pages pertinentes traitées et communiquées en fonction de l'ampleur des demandes

Disposition	Moins de 100 pages traitées		101 à 500 pages traitées		501 à 1 000 pages traitées		1 001 à 5 000 pages traitées		Plus de 5 000 pages traitées
	Nombre de demandes	Pages communiquées	Nombre de demandes	Pages communiquées	Nombre de demandes	Pages communiquées	Nombre de demandes	Pages communiquées	Nombre de demandes	Pages communiquées
Communication totale	267	2 395	24	4 575	5	1 919	3	1 165	0	0
Communication partielle	1 659	29 783	514	62 309	163	67 623	123	128 718	17	43 369
Exception totale	110	0	29	0	6	0	2	0	1	0
Exclusion totale	3	0	0	0	0	0	0	0	0	0
Demande abandonnée	1 064	0	49	0	9	0	6	0	2	0
Ni confirmée ni infirmée	22	0	1	0	2	0	0	0	0	0
Total	3 125	32 178	617	66 884	185	69 542	134	129 883	20	43 369

2.5.3 Autres complexités

Disposition	Consultation requise	Avis juridique	Renseignements entremêlés	Autres	Total
Communication totale	1	0	0	0	1
Exception totale	36	0	332	4	372
Exclusion totale	0	0	4	1	5
Demande abandonnée	0	0	0	0	0
Request abandoned	0	0	2	1	3
Ni confirmée ni infirmée	0	0	0	0	0
Total	37	0	338	6	381

2.6 Demandes fermées

2.6.1 Nombre de demandes fermées dans les délais prévus par la loi

Source	Demandes fermées dans les délais prévus par la loi
Nombre de demandes fermées dans les délais prévus par la loi	1 741
Pourcentage des demandes fermées dans les délais prévus par la loi (%)	38.6

2.7 Présomptions de refus

2.7.1 Motifs du non-respect des délais prévus par la loi

Nombre de demandes fermées au-delà des délais prévus par la loi	Principal reason
	Entrave au fonctionnement /Charge de travail	Consultation externe	Consultation interne	Autres
2 769	2 374	105	165	125

2.7.2 Demandes fermées au-delà des délais prévus par la loi (y compris toute prolongation

Nombre de jours au-delà des délais prévus par la loi	Nombre de demandes fermées au-delà des délais prévus par la loi où aucune prolongation n'a été prise	Nombre de demandes fermées au-delà des délais prévus par la loi où une prolongation a été prise	Total
1 à 15 jours	31	170	201
16 à 30 jours	32	150	182
31 à 60 jours	28	205	233
61 à 120 jours	28	292	320
121 à 180 jours	7	147	154
181 à 365 jours	19	411	430
Plus de 365 jours	316	933	1 249
Total	461	2 308	2 769

2.8 Demandes de traduction

Demandes de traduction	Accepted	Refused	Total
De l'anglais au français	0	0	0
Du français à l'anglais	0	0	0
Total	0	0	0

Section 3: Communications en vertu des paragraphes 8(2) et 8(5)

Section 3: Communications en vertu des paragraphes 8(2) et 8(5)

Alinéa 8(2)e)	Alinéa 8(2)m)	Paragraphe 8(5)	Total
14	23	23	60

Section 4: Demandes de correction de renseignements personnels et mentions

Section 4: Demandes de correction de renseignements personnels et mentions

Disposition des demandes de correction reçues	Nombre
Mentions annexées	3
Demandes de correction acceptées	1
Total	4

Section 5: Prorogations

5.1 Motifs des prorogations et disposition des demandes

Nombre de demandes pour lesquelles une prorogation a été prise	15(a)(i) Entrave au fonctionnement de l'institution				15 (a)(ii) Consultation			15(b) Traduction ou cas de transfert
	Examen approfondi nécessaire pour déterminer les exceptions	Grand nombre de pages	Grand volume de demandes	Les documents sont difficiles à obtenir	Documents confidentiels du Cabinet (Article 70)	Externe	Interne
3678	0	0	3678	0	0	0	0	0

5.2 Durée des prorogations

Durée des prorogations	15(a)(i) Entrave au fonctionnement de l'institution				15 (a)(ii) Consultation			15(b) Traduction ou cas de transfert
	Examen approfondi nécessaire pour déterminer les exceptions	Grand nombre de pages	Grand volume de demandes	Les documents sont difficiles à obtenir	Documents confidentiels du Cabinet (Article 70)	Externe	Interne
1 à 15 jours	0	0	0	0	0	0	0	0
16 à 30 jours	0	0	3 678	0	0	0	0	0
Plus de 31 jours	0	0	0	0	0	0	0	0
Total	0	0	3 678	0	0	0	0	0

Section 6: Demandes de consultation reçues d'autres institutions et organisations

6.1 Demandes de consultation reçues d'autres institutions du gouvernement du Canada et organisations

Consultations	Autres institutions du gouvernement du Canada	Nombre de pages à traiter	Autres organisations	Nombre de pages à traiter
Reçues pendant la période d'établissement de rapport	74	2 161	70	1 803
En suspens à la fin de la période d'établissement de rapport précédente	8	2 022	8	266
Total	82	4 183	78	2 069
Fermées pendant la période d'établissement de rapport	74	4 123	69	1 043
Reportées à la prochaine période d'établissement de rapport	8	60	9	1 026

6.2 Recommandations et délai de traitement pour les demandes de consultation reçues d'autres institutions du gouvernement du Canada

Recommendation	Nombre de jours requis pour traiter les demandes de consultation
	1 à 15 jours	16 à 30 jours	31 à 60 jours	61 à 120 jours	121 à 180 jours	181 à 365 jours	Plus de 365 jours	Total
Communication totale	25	5	3	0	0	0	1	34
Communication partielle	18	3	10	3	0	1	0	35
Exception totale	2	2	0	1	0	0	0	5
Exclusion totale	0	0	0	0	0	0	0	0
Consulter une autre institution	0	0	0	0	0	0	0	0
Autre	0	0	0	0	0	0	0	0
Total	45	10	13	4	0	1	1	74

6.3 Recommandations et délai de traitement pour les demandes de consultation reçues d'autres organisations

Recommendation	Nombre de jours requis pour traiter les demandes de consultation
	1 à 15 jours	16 à 30 jours	31 à 60 jours	61 à 120 jours	121 à 180 jours	181 à 365 jours	Plus de 365 jours	Total
Communication totale	27	9	4	1	0	0	0	41
Communication partielle	17	6	1	0	1	0	0	24
Exception totale	2	2	0	0	0	0	0	4
Exclusion totale	0	0	0	0	0	0	0	0
Consulter une autre institution	0	0	0	0	0	0	0	0
Autre	0	0	0	0	0	0	0	0
Total	46	17	5	1	0	0	0	69

Section 7: Délais de traitement des demandes de consultation sur les renseignements confidentiels du Cabinet

7.1 Demandes auprès des services juridiques

Nombre de jours	Moins de 100 pages traitées		De 101 à 500 pages traitées		De 501 à 1 000 pages traitées		De 1 001 à 5 000 pages traitées		Plus de 5 000 pages traitées
	Nombre de demandes	Pages communiquées	Nombre de demandes	Pages communiquées	Nombre de demandes	Pages communiquées	Nombre de demandes	Pages communiquées	Nombre de demandes	Pages communiquées
1 à 15	0	0	0	0	0	0	0	0	0	0
16 à 30	0	0	0	0	0	0	0	0	0	0
31 à 60	0	0	0	0	0	0	0	0	0	0
61 à 120	0	0	0	0	0	0	0	0	0	0
121 à 180	0	0	0	0	0	0	0	0	0	0
181 à 365	0	0	0	0	0	0	0	0	0	0
Plus de 365	0	0	0	0	0	0	0	0	0	0
Total	0	0	0	0	0	0	0	0	0	0

7.2 Demandes auprès du Bureau du Conseil privé

Nombre de jours	Moins de 100 pages traitées		De 101 à 500 pages traitées		De 501 à 1 000 pages traitées		De 1 001 à 5 000 pages traitées		Plus de 5 000 pages traitées
	Nombre de demandes	Pages communiquées	Nombre de demandes	Pages communiquées	Nombre de demandes	Pages communiquées	Nombre de demandes	Pages communiquées	Nombre de demandes	Pages communiquées
1 à 15	0	0	0	0	0	0	0	0	0	0
16 à 30	0	0	0	0	0	0	0	0	0	0
31 à 60	0	0	0	0	0	0	0	0	0	0
61 à 120	0	0	0	0	0	0	0	0	0	0
121 à 180	0	0	0	0	0	0	0	0	0	0
181 à 365	0	0	0	0	0	0	0	0	0	0
Plus de 365	0	0	0	0	0	0	0	0	0	0
Total	0	0	0	0	0	0	0	0	0	0

Section 8: Plaintes et enquêtes

Section 8: Plaintes et enquêtes

Article 31	Article 33	Article 35	Recours judiciare	Total
159	0	17	3	179

Section 9: Évaluations des facteurs relatifs à la vie privée (ÉFVP)

Section 9.1 Évaluations des facteurs relatifs à la vie privée

Nombre d'ÉFVP terminées	2

Section 9.2 Fichiers de renseignements personnels

Personal Information Banks	Actifs	Créés	Supprimés	Modifiés
	38	0	0	0

Section 10 Atteintes substantielles à la vie privée

Nombre d'atteintes substantielles à la vie privée signalées au SCT	7
Nombre d'atteintes substantielles à la vie privée signalées au CPVP	7

Section 11: Ressources liées à la Loi sur la protection des renseignements personnels

11.1 Coûts

Dépenses		Montant
Salaires		2 374 477 $
Heures supplémentaires		79 328 $
Biens et services		572 061 $
Contrats de services professionnels	479 868 $
Autres	92 193 $
Total		3 025 866 $

11.2 Ressources humaines

Ressources	Années-personnes consacrées aux activités liées à la protection des renseignements
Employés à temps plein	28.66
Employés à temps partiel et occasionnels	1.79
Employés régionaux	0.00
Experts-conseils et personnel d'agence	4.70
Étudiants	0.46
Total	35.61

Remarque : Entrer des valeurs à deux décimales.

Annexe C - Rapport statistique supplémentaire – Demandes affectées par les mesures liées à la COVID-19

Le tableau suivant indique le nombre total de demandes officielles reçues au cours de deux périodes : du 2019-04-01 au 2020-03-13 et du 2020-03-14 au 2020-03-31.

Tableau 1 - Demandes reçues

Type	Nombre de demandes
Reçues du 2019-04-01 au 2020-03-13	3 547
Reçues du 2020-03-14 au 2020-03-31	114
Total	3 661

Le tableau suivant indique le nombre total de demandes fermées dans les délais prévus par la loi et le nombre de demandes fermées en présomption de refus au cours des deux périodes allant du 2019-04-01 au 2020-03-13 et du 2020-03-14 au 2020-03-31.

Tableau 2 - Demandes fermées

Type	Nombre de demandes fermées dans les délais prévus par la loi	Nombre de demandes fermées après les délais prévus par la loi
Reçues du 2019-04-01 au 2020-03-13 et en suspens à la fin des périodes d'établissement de rapports précédentes	1 699	2 713
Reçues du 2020-03-14 au 2020-03-31	42	56
Total	1 741	2 769

Le tableau suivant indique le nombre total de demandes reportées au cours de deux périodes : du 2019-04-01 au 2020-03-13 et du 2020-03-14 au 2020-03-31.

Tableau 3 - Demandes reportées

Type	Nombre de demandes
Demandes reçues du 2019-04-01 au 2020-03-13 et demandes en suspens à la fin de la période d'établissement de rapports précédente qui ont été reportées à la période d'établissement de rapports 2020-2021	2 534
Demandes reçues du 2020-03-14 au 2020-03-31 qui ont été reportées à la période d'établissement de rapports 2020-2021	107
Total	2 641

Annual Report to Parliament 2019-2020 on the Administration of the Privacy Act

Table of contents

• Introduction
• Organizational structure
  • RCMP
  • Access to Information and Privacy (ATIP) branch
• Delegation order
• Performance
  • Impact of COVID-19 and mitigation measures
  • Compliance
  • Requests received and closed
  • Number of requests processed with over 5,000 pages
  • Completion time and extensions
  • Disposition of completed requests
  • Consultations for other institutions
• Training and awareness
• Policies, guidelines, procedures and initiatives
• Summary of key issues and actions taken on complaints or audits
  • Complaints and investigations
  • Court action
  • ATIP program internal audit
• Monitoring compliance
• Material privacy breaches
• Privacy impact assesments
• Public interest disclosures
• Appendix A - Delegation order
• Appendix B - Statistical report on the Privacy Act
• Appendix C - Supplemental statistical report on the Privacy Act - Requests affected by COVID-19 measures

Introduction

The Royal Canadian Mounted Police (RCMP) is committed to providing Canadians with information in a timely manner. Canadians need us to be open and transparent, and be accountable for the work we do. We take our responsibilities under the Access to Information and Privacy Acts seriously, and will continue to communicate how we meet Canadians' expectations, while protecting the public and the integrity of the investigations we undertake on their behalf.

The Privacy Act extends to individuals, the right of access to information about themselves held by the government, subject to specific and limited exceptions. The Actalso protects individuals' privacy by preventing others from having access to their personal information and gives individuals substantial control over its collection, retention, use and disclosure.

The RCMP's annual report for 2019-2020 details the manner in which it discharged its responsibilities in relation to the Act, during the reporting period. The report is prepared and tabled in Parliament in accordance with section 72(1) of the Privacy Act.

During the past two years, RCMP Commissioner Brenda Lucki has worked diligently with employees, partners and stakeholders, to develop a plan to modernize the RCMP approaches its 150th anniversary in 2023 and beyond.

The plan is making the RCMP a modern, healthy and effective organization: putting people first to achieve policing excellence and ultimately, a safer Canada. Our work won't stop in 2023 – we know that we need to continually evolve to keep pace with the policing environment and what Canadians need and expect from the RCMP.

The RCMP's framework for modernizing its police service sets out objectives and projects under four crucial pillars: our people, our culture, our stewardship and our police services.

As part of these modernization projects, the Access to Information and Privacy (ATIP) Branch will undergo a number of changes, including reviewing its policies to better align with legislation, refining a human resources strategy to address our needs, and conducting a strategic program review to improve our business processes. We will also launch an education campaign for employees across the country. Our aim is to increase awareness of our employees' roles and responsibilities when it comes to information.

While the RCMP's change journey is long, we have set the course for where we want to be: a healthy, inclusive organization providing a leading-edge police service to keep Canadians safe.

Organizational structure

RCMP

For nearly 150 years, the RCMP has been Canada's national police service. It is unique in the world since it is a national, federal, provincial, and municipal policing body. The Force provides federal policing services to all Canadians and policing services under contract to the three territories, eight provinces, and more than 180 municipalities, including more than 750 detachments across Canadian communities, 600 Indigenous communities and three international airports.

The RCMP's mandate is multi-faceted and includes preventing and investigating crime; maintaining peace and order; enforcing laws; contributing to national security; ensuring the safety of state officials, visiting dignitaries and foreign missions; and providing vital operational support services to other police and law enforcement agencies within Canada and abroad.

The organization is sub-divided into 16 divisions (10 provinces and 3 territories) and National Headquarters in Ottawa, each of which is under the direction of a Commanding Officer or Director General. National Headquarters includes nine business lines and is structured as follows: Federal Policing; Contract and Indigenous Policing; Specialized Policing Services; Corporate Management; Human Resources; Internal Audit and Evaluation; Legal Services; Office of the Ethics Advisor; and Strategic Policy and, External Relations Directorate.

Access to Information and Privacy (ATIP) Branch

The RCMP established the ATIP Branch in 1983, as the central contact point for matters arising from both the Access to Information and Privacy Acts.

The ATIP Branch falls within the RCMP's Strategic Policy and External Relations Directorate. The Director of the Branch acts on behalf of the head of the institution as the Departmental Access to Information and Privacy Coordinator for the RCMP. The ATIP Coordinator ensures compliance with both the spirit and the intent of the Access to Information and Privacy Acts, as well as all associated regulations and guidelines.

As described below, the ATIP Branch is divided into two major areas:

Disclosure Team (Operations): This team processes all formal requests under the Access to Information and Privacy Acts. This includes: working with requesters to discuss scope and clarity of their submissions; opening requests; and, tasking and receiving/importing records to and from Liaison Officers (LOs) within the RCMP's various business lines and divisions from across the country. The team also reviews records and provides disclosed pages to requesters. As well, they process informal access to information requests, review, and respond to complaints received through both the Offices of the Information and Privacy Commissioners.

When tasking requests, the Branch works closely with LOs and record holders, known as Office of Primary Interest (OPIs). Some responsibilities of the LOs and OPIs include:

• Liaison Officers (LOs): They are responsible for forwarding all ATIP requests to the appropriate personnel (OPIs) within their business lines or divisions. Other responsibilities include: tracking submissions to ensure responsive records are sent by OPIs to the ATIP Branch; ensuring records are on time; and documenting, and communicating internal RCMP ATIP processes to all who facilitate the processing of requests.

• Office of Primary Interest (OPIs): As the record holders, some of their responsibilities include: providing electronic copies of the responsive records; reviewing records for duplication; ensuring that the information falls within the scope of the request; notifying the ATIP Branch if records are voluminous; and, advising the Branch or LO if an extension is required.

Policy Team: This team monitors and develops internal policies, procedures and guidelines for the collection, retention, disposition, use and disclosure of all personal and non-personal information for RCMP-wide applications. It also offers support to ATIP analysts and the RCMP ATIP Coordinator, provides guidance to RCMP business lines and divisions across Canada with respect to section 4 to 8 of the Privacy Act. In addition, the Team reviews and creates internal policies that reflect Treasury Board Secretariat policies and directives as well as expectations of the Office of the Privacy Commissioner in order to meet its obligations in relation to the Info Source and Privacy Impact Assessments within the RCMP.

Delegation Order

The Departmental Access to Information and Privacy Coordinator has full authority to administer the legislation and apply exemptions and releases. A copy of the signed Delegation Order is included in Appendix A.

Performance

This section provides on overview of the RCMP's performance with respect to information requested under the Privacy Act for the 2019-2020 reporting year. The completed statistical report is found in Appendix B.

Impact of COVID-19 and mitigation measures

Due to the COVID-19 pandemic, the RCMP experienced added challenges during the reporting period. As with other non-critical services within the RCMP, employees of the ATIP Branch teleworked with limited capacity during the last two weeks of March. This resulted in some employees not being able to perform their duties and some experienced technical difficulties in processing requests. As well, most LOs and OPIs were delivering critical services and had limited abilities in responding to the ATIP Branch during this period. Not withstanding these challenges, the Branch implemented temporary measures to ensure Canadians continued to receive information during this period. Such measures included: putting in place safeguards to efficiently retrieve disclosed files; reprioritizing requests to better meet timelines; electronically releasing smaller sized consultations; and implementing a gradual return to tasking LOs and OPIs in the first quarter of the 2020-2021 fiscal year. As well, Branch employees continued to open online requests, retrieve electronic records and review backlogged files.

Compliance

The ATIP Branch saw a slight decrease in compliance for the number of closed requests within the legislated timeframes under the Privacy Act. Compliance decreased to 38.6% from 40.96% in 2018-2019 fiscal year. The decrease is largely due to capacity challenges within the Branch to address complex and voluminous requests. Further, limited resources were challenged with an increase of 150% for the number of requests containing 5,000 or more pages compared to the 2018-2019 reporting period. As well, because of the COVID-19 pandemic, the RCMP had limited capacity during the last two weeks in March.

Requests received and closed

As noted in the statistical report in Appendix B the RCMP received a total of 3,661 new requests under the Privacy Act in 2019-2020. In addition, there were 3,490 requests outstanding from the previous reporting period for a total of 7,151 requests. Of these, 4,510 requests were completed and 2,641 carried over to the 2020-2021 fiscal year.

Generally, privacy requests cover a variety of topics, including information on police operational files such as motor vehicle accidents and employment files.

As demonstrated below, there have been decreases in requests received compared to the last two reporting periods. The number of requests received decreased by 15% compared to the previous fiscal year and decreased by 28% compared to the 2017-2018 fiscal year.

The graph also demonstrates that the number of requests closed this reporting period decreased by 6% compared to the previous fiscal year. However, there was a 46% increase compared to the 2017-2018 fiscal year.

Workload

Chart 1: Workload - Text version

Chart 1: Workload

Year	Received	Outstanding	Completed	Carried over
2017-2018	4996	2097	3084	4009
2018-2019	4289	4009	4808	3490
2019-2020	3661	3490	4510	2641

Number of requests processed with over 5,000 pages

Over the past three fiscal years, the RCMP has seen a significant increase in the requests processed with over 5,000 relevant pages disclosed. For the current reporting period of 2019-2020, there has been an increase of 160% for the number of such requests compared to the 2018-2019 fiscal year and an increase of 520% compared to the 2017-2018 fiscal year.

Chart 2: Text description - Number of requests with over 5,000 pages processed

Chart 2: Number of requests with over 5,000 pages processed

Year	Number of requests	Total pages disclosed
2017-2018	4	5287
2018-2019	8	17633
2019-2020	20	43369

Completion time and extensions

Completion rate of closed requests

The Branch completed 23% (1,043) of its requests in 30 days or less. During the reporting period, 17% (744) of the requests were completed within 31-60 days, 13% (586) were completed in 61-120 days and 47% (2,137) were completed in more than 121 days.

Extensions of over 30 days were sought on 3,678 files. This can be attributable to the number of requests with a large volume of pages. During this reporting period, the ATIP Branch processed 20 requests with more than 5,000 pages disclosed. In the previous fiscal year, there were only eight requests with such high page numbers and only four in the 2017-2018 fiscal year.

Chart 3: Text description - Completion rate of closed requests

Chart 3: Text description - Completion rate of closed requests

Year	0-30 days	31-60 days	61-120 days	over 121 days	Totals
2017-2018	859	654	657	914	3084
2018-2019	1184	846	422	2356	4808
2019-2020	1043	744	586	2137	4510

Disposition of completed requests

Of the 4,510 requests completed in the 2019-2020 fiscal year, the dispositions of completed requests were as follows:

• 299 (7%) requests were all disclosed;
• 2,476 (55%) requests were disclosed in part;
• 148 (3%) requests had all material exempted;
• 3 (0%) requests had all material excluded;
• 429 (9%)requests had no records located;
• 1,130 (25%) requests were abandoned by requesters; and,
• 25 (1%) requests were neither confirmed nor denied.

Chart 4: Text description - Disposition of completed requests

Chart 4: Text description - Disposition of completed requests

Disposition of Requests	Total
All disclosed	299
Disclosed in part	2,476
All exempted	148
All excluded	3
No records exist	429
Request abandoned	1,130
Neither confirmed nor denied	25
Total	4,510

Consultations for other institutions

All consultations received and completed

The number of consultations received and completed over the last three reporting periods has stayed relatively the same. During the reporting period, the RCMP completed 144 consultations, totaling 3,964 pages reviewed. Of the 144 completed consultations, 74 were received from other Government of Canada institutions and 70 were other organizations.

Chart 5: Text description - All consultations received and completed

Chart 5: Text description - All consultations received and completed

Fiscal year	Requests		Pages
	Received	Completed	Received	Completed
2017-2018	168	182	7345	28423
2018-2019	157	150	7391	6235
2019-2020	144	143	3964	5166

Training and awareness

Training is a priority for the RCMP's ATIP Branch. Employees are encouraged and supported to enroll in various courses as a means to gain knowledge and improve their skills.

For the 2019-2020 reporting year, units within the ATIP Branch held regular information sharing sessions where employees discussed and reviewed recent files with the goal of sharing best practices. An informal mentoring program was set-up during the 2019-2020 fiscal year. Senior analysts acted as mentors and provided guidance to junior analysts. This initiative forms part of the Branch's human resources strategy for succession planning and employee retention.

One employee in the Branch's Intake team coached and trained their peers, which has resulted in more stability for this unit. All new employees joining this team received this coaching. As well, other units within the Branch were trained to assist the Intake team during busy times.

Five preliminary training sessions on reviewing files were also provided to the members of the Intake team and junior analysts within the Branch. Two more advanced practical training sessions were provided following the initial sessions. Approximately 20 participants attended the sessions, which introduced concepts they would need while reviewing files. Following the practical training sessions, mentors continued to provide guidance and advice to the participants.

Two training sessions were provided to personnel within the RCMP's Resource and Conduct Adjudications Directorates. A total of 37 participants attended this training, which included: an introduction to the Access to Information and Privacy Acts, guidelines and commonly used exemptions within the RCMP; a review of common requests received for the Directorates; and, an overview of the ATIP Branch's role and responsibilities within the Directorates. The training also included practical discussions on different scenarios and how the legislation would affect the Directorates' responsibilities.

The Branch also provided training to six business lines within the RCMP's National Headquarters. This training included a review of the ATIP Branch's roles and responsibilities and an introduction to the Access to Information and Privacy Acts, legislation and guidelines. It also included an overview of Bill C-58 and the importance of meeting the legislative requirements for proactive disclosure. Similar training was also provided to LOs in Prince Edward Island and in Nova Scotia.

Personnel within the ATIP Branch also received additional training during Branch town halls. During the November 2019 town hall, employees were updated on Bill C-58. Topics during other town halls included updates on modified processes in file reviews and criminal records exemptions.

As part of the ATIP Branch's Management Response to the internal audit of 2018, the Branch in conjunction with the RCMP's Learning and Development unit has recently started developing an online ATIP introductory course to be delivered to all RCMP employees. This training is to provide RCMP employees across the country with knowledge of ATIP legislation and procedures so that they can more effectively comply with current legislation and RCMP policies.

Policies, guidelines, procedures and initiatives

The ATIP Branch continued to review its processes to improve operational effectiveness. During the reporting period of 2019-2020, the Branch accomplished the following:

• reviewed employee work arrangements and established new telework agreements to allow more flexibility for its ATIP personnel;
• updated the Intake team's standard operating procedures, which was part of the Branch's task of formalizing its internal processes;
• enhanced internal processes for facilitating the transfer of files within the RCMP;
• developed guidelines to address its backlog, enabling processing efficiencies;
• purchased and installed new servers and higher capacity computer systems, allowing the Branch to gain efficiencies;
• established an internal working group of various stakeholders within the RCMP for the development of guidelines, standard operating procedures and awareness communiques to facilitate proactive disclosure requirements under Bill C-58; and,
• established and led the interdepartmental working group for the development of business continuity plans specifically for ATIP programs, which led to greater information sharing among the participating departments.

Additionally, the ATIP Policy Unit completed the following:

• Reviewed its policy on paragraph 8(2)(e) – Privacy Act Request to other federal institutions and initiated a review of its Exempt Bank policy in collaboration with interested stakeholders.
• Developed Standard Operating Procedures on disclosures in accordance with subsections 8(2)(e) and (m) of the Privacy Act and on privacy compliance complaints. The latter includes a handbook describing the ATIP Branch and OPI's responsibilities regarding complaints. It also offers guidance on formulating representations to the Office of the Privacy Commissioner.
• Developed, in accordance with Treasury Board Secretariat (TBS) Policy on Privacy Protection, a protocol for collecting, using or disclosing personal information for non-administrative purposes, including research, statistical, audit and evaluation purposes.

Summary of key issues and actions taken on complaints or audits

Complaints and investigations

During this reporting period, the RCMP continued to work collaboratively with the Office of the Privacy Commissioner to streamline processes in addressing complaint files.

To enable the RCMP to respond more efficiently to complaints received through the Offices of the Information and Privacy Commissioners, a complaints team was created in November 2017. The team, which has grown from two members to seven and now includes some consultants, has been working persistently on responding to complaints.

Section 8 of the Statistical Report (Appendix B) also provides data on the complaints received and closed. Specifically for the 2019-2020 reporting period, the RCMP received and provided the following under the Privacy Act:

• For Section 31, received 159 notices, which represents less than 4% of all requests closed during the reporting period. The majority of the privacy complaints received relate to being late and in deemed refusal, which can be attributable to the RCMP having a backlog and receiving complex and/or voluminous requests. Under this section, the OPC formally notifies the institution of their intent to investigate a complaint received of a request.
• For Section 33, made no formal representations. Under this section, the OPC requests representations from both the complainant and the institution pursuant to an ongoing complaint investigation.
• For Section 35, received 17 'report of findings' with recommendations from the Privacy Commissioner. This represents 11% of the complaint notices received. Under this section, the OPC issues a findings report, which may include recommendations, for a well-founded complaint upon the conclusion of the investigation.

Court action

In addition, three court proceedings were actioned with respect to requests processed and all were concluded during the reporting period.

ATIP program internal audit

An internal audit of the ATIP program was conducted by the RCMP's Audit and Evaluation unit. The audit examined the processes and controls, which were in place within the RCMP to support compliance with the Access to Information and Privacy Acts. The audit scope included activities carried out from April 1, 2016 to March 31, 2018. It concluded that a governance framework was in place to support the program but opportunities existed to enhance the processes and controls of the program.

The ATIP Branch continuously reviews its processes to improve the operational effectiveness and efficiency of the program. Specifically to address the internal audit, the Branch is developing and advancing key enhancements to the program and they include reviewing and updating internal policies; reviewing business processes; developing online training and tools; and refining its human resources strategy and structure.

Monitoring compliance

The ATIP Branch monitors compliance through weekly statistical reports that include compliance rate, the number of on time and late files and complaints. Performance is also compared to previous fiscal years to identify trends. The Branch's Management team reviews the weekly reports to manage workload and to determine any upcoming issues where processes could be improved. The reports are provided to the Chief Strategic Policy and External Relations Officer and recently to the RCMP's Chief Administrative Officer.

The Branch is currently considering various reporting systems with dashboard capabilities. The new system will capture and provide pertinent data to assist the Branch with its tactical and strategic planning.

Material privacy breaches

As Canada's national police force, the RCMP is trusted to handle and protect the personal information of Canadians with professionalism and integrity, a job it takes very seriously. To safeguard the personal information in its care, the RCMP has strict policies and procedures in place to prevent unauthorized access and disclosure across the organization. However, even with rigorous procedures in place, privacy breaches still occur. With every privacy breach, the RCMP takes steps to improve its processes, further ensuring that similar incidents do not occur again.

When a privacy breach is detected, the RCMP's ATIP Branch follows TBS guidelines to determine the privacy risks and reports all breaches, deemed material, to the Office of the Privacy Commissioner and TBS.

During the 2019-2020 fiscal year, the RCMP reported a total of seven material privacy breaches to the Office of the Privacy Commissioner and TBS. Below is a brief description of the breaches and actions taken:

• In the first case, an employee improperly accessed electronic police files related to the ex-spouse of a family member for personal purposes and used part of this information in a sworned affidavit in support of the family member involved in a child custody case. A Code of Conduct investigation is ongoing for this employee.
• In the second case, a sensitive briefing note email, intended for a limited number of RCMP senior management officials, was inadvertenly sent to the wrong proxy email address. This proxy address further disseminated the email to another eight RCMP email proxy addresses. The RCMP's Information Management and Technology Branch is working to restrict the number of recipients through the non-sensitive RCMP reporting email proxies for future reporting.
• In the third case, an RCMP police officer recorded a witness statement on his personal cell phone for a public complaint investigation. The audio recording was accidentally erased following a software update. There is no evidence that the information contained within the statement, which was erased, was improperly accessed. The police officer involved was provided guidance on proper police investigation procedures, including the proper handling and retention of police evidence. The RCMP Commissioner has directed that the RCMP's national policy be updated to provide greater clarity that personal devices should not be used for recording statements unless exigent circumstances exist.
• In the fourth case, a partial security clearance file was sent from National Headquarters in Ottawa to a provincial office through internal mail, however the package was never received. The RCMP's Departmental Security Branch now requires National Headquarters mailroom to provide tracking numbers for all envelopes sent through its facility.
• In the fifth case, two mail packages sent from the National Sex Offender Registry Office in Regina were sent to registered sex offenders, however it appears the incorrect mailing labels were placed on the packages resulting in each addressee receiving the other's information. Following this incident, the individual in charge of the National Sex Offender Registry Office issued, an all-employee directive for the unit, new procedures for mailing information to clients.
• In the sixth case, a sensitive briefing note, intended for a limited number of RCMP senior management, was inadvertenly sent to the wrong proxy email address. The briefing note described an off-duty incident involving an RCMP police officer and the fact that charges were pending. The RCMP's Information Management and Technology Branch is working to rename the various proxy addresses as they are named too similarly.
• In the last case, an employee's security file was misplaced through the internal mail system, however, it was later found in an offsite RCMP storage facility. The unit involved implemented a new procedure to ensure transmittal forms are completed for every file that is handled by them.

Privacy impact assessments

During the reporting period, the RCMP completed four Privacy Impact Assessments (PIAs) and submitted the following PIAs to the Office of the Privacy Commissioner:

• Shift Scheduling and Exception Pay Processing Reporting and Analytics (SSEPP),
• Criminal Intelligence Service Canada's (CISC) Automated Criminal Intelligence Information System (ACIIS) database,
• In-Car Digital Video System, and
• A PIA addendum for Covert Administration System – Witness Protection (CAS – WP).

The PIAs for Shift Scheduling and Exception Pay Processing Reporting and Analytics (SSEPP), Criminal Intelligence Service Canada's (CISC) Automated Criminal Intelligence Information System (ACIIS) database were also submitted to TBS as they required changes to related Personal Information Bank (PIB).

A short description of each PIA is detailed below and the complete executive summaries for these programs are available on the RCMP website at: https://www.rcmp-grc.gc.ca/en/privacy-impact-assessments.

The three completed PIAs were carried forward from previous fiscal years. The completed PIA addendum was received during the reporting period and seven PIAs that were carried forward from previous fiscal years are pending completion by RCMP requesting OPIs.

RCMP OPIs submitted four new PIAs to the ATIP Branch during the reporting period. Three of the four new PIAs required a preliminary review by the Branch. As well, during the 2019-2020 fiscal year, the Branch responded to 162 PIA-related queries and reviewed 54 PIA questionnaires to determine if a PIA was needed.

Public interest disclosures

During the 2019-2020 fiscal year, 23 disclosures were made pursuant to paragraph 8(2)(m) of the Privacy Act. The disclosures related to either the duty status of charged RCMP employees or the release of dangerous offenders into communities across Canada. Due to the nature of these disclosures, the majority of the notifications are made to the Office of the Privacy Commissioner after the disclosure.

Appendix A - Delegation order

Appendix B – Statistical Report on the Privacy Act

Name and reporting period

Name of institution: Royal Canadian Mounted Police

Reporting period: 2019-04-01 to 2020-03-31

Section 1: Requests Under the Access to Information Act

Table 1.1 Number of requests

Type	Number of requests
Received during reporting period	3661
Outstanding from previous reporting period	3490
Total	7151
Closed during reporting period	4510
Carried over to next reporting period	2641

Section 2: Requests closed during the reporting period

2.1 Disposition and completion time

Disposition of requests	Completion time
	1 to 15 days	16 to 30 days	31 to 60 days	61 to 120 days	121 to 180 days	181 to 365 days	More than 365 days	Total
All disclosed	15	28	80	54	23	29	70	299
Disclosed in part	66	214	442	370	233	334	817	2476
All exempted	10	44	28	16	14	16	20	148
All excluded	0	0	1	1	1	0	0	3
No records exist	86	56	82	77	19	30	79	429
Request abandoned	443	78	103	64	12	42	388	1130
Neither confirmed nor denied	1	2	8	4	1	2	7	25
Total	621	422	744	586	303	453	1381	4510

2.2 Exemptions

Section	Number of requests
18(2)	0
19(1)(a)	8
19(1)(b)	3
19(1)(c)	351
19(1)(d)	86
19(1)(e)	0
19(1)(f)	0
20	0
21	2
22(1)(a)(i)	768
22(1)(a)(ii)	307
22(1)(a)(iii)	7
22(1)(b)	425
22(1)(c)	0
22(2)	0
22.1	2
22.2	0
22.3	0
22.4	0
23(a)	3
23(b)	0
24(a)	0
24(b)	0
25	3
26	1791
27	93
27.1	0
28	7

2.3 Exclusions

Section	Number of requests
69(1)(a)	0
69(1)(b)	0
69.1	0
70(1)	0
70(1)(a)	0
70(1)(b)	0
70(1)(c)	0
70(1)(d)	0
70(1)(e)	0
70(1)(f)	0
70.1	0

2.4 Format of information released

Paper	Electronic	Other
1397	1376	2

2.5 Complexity

2.5.1 Relevant pages processed and disclosed

Number of pages processed	Number of pages disclosed	Number of requests
877248	341856	4081

2.5.2 Relevant pages processed and disclosed by size of requests

Disposition	Less than 100 pages processed		101-500 pages processed		501-1000 pages processed		1001-5000 pages processed		More than 5000 pages processed
	Number of requests	Pages disclosed	Number of requests	Pages disclosed	Number of requests	Pages disclosed	Number of requests	Pages disclosed	Number of requests	Pages disclosed
All disclosed	267	2395	24	4575	5	1919	3	1165	0	0
Disclosed in part	1659	29783	514	62309	163	67623	123	128718	17	43369
All exempted	110	0	29	0	6	0	2	0	1	0
All excluded	3	0	0	0	0	0	0	0	0	0
Request abandoned	1064	0	49	0	9	0	6	0	2	0
Neither confirmed nor denied	22	0	1	0	2	0	0	0	0	0
Total	3125	32178	617	66884	185	69542	134	129883	20	43369

2.5.3 Other complexities

Disposition	Consultation required	Assesment of fees	Legal advice sought	Other	Total
All disclosed	1	0	0	0	1
Disclosed in part	36	0	332	4	372
All exempted	0	0	4	1	5
All excluded	0	0	0	0	0
Request abandoned	0	0	2	1	3
Neither confirmed nor denied	0	0	0	0	0
Total	37	0	338	6	381

2.6 Closed requests

2.6.1 Number of requests closed within legislated timelines

Source	Requests closed within legislated timelines
Number of requests closed within legislated timelines	1741
Percentage of requests closed within legislated timelines (%)	38.6

2.7 Deemed refusals

2.7.1 Reasons for not meeting legislated timelines

Number of requests closed past the legislated timelines	Principal reason
	Interference with operations / workload	External consultation	Internal consultation	Other
2769	2374	105	165	125

2.7.2 Requests closed beyond legislated timelines (including any extension taken)

Number of days past legislated timelines	Number of requests past legislated timeline where no extension was taken	Number of requests past legislated timelines where an extension was taken	Total
1 to 15 days	31	170	201
16 to 30 days	32	150	182
31 to 60 days	28	205	233
61 to 120 days	28	292	320
121 to 180 days	7	147	154
181 to 365 days	19	411	430
More than 365 days	316	933	1249
Total	461	2308	2769

2.8 Requests for translation

Translation requests	Accepted	Refused	Total
English to French	0	0	0
French to English	0	0	0
Total	0	0	0

Section 3: Disclosures under subsections 8(2) and 8(5)

Disclosures under subsections 8(2) and 8(5)

Paragraph 8(2)(e)	Paragraph 8(2)(m)	Subsection 8(5)	Total
14	23	23	60

Section 4: Requests for correction of personal information and notations

Disclosures under subsections 8(2) and 8(5)

Disposition for correction requests received	Number
Notations attached	3
Requests for correction accepted	1
Total	4

Section 5: Extensions

5.1 Reasons for extensions and disposition of requests

Number of requests where an extension was taken	15(a)(i) Interference with operations				15 (a)(ii) Consultation			15(b) Translation purposes or conversion
	Further review required to determine exemptions	Large volume of pages	Large volume of requests	Documents are difficult to obtain	Cabinet confidence section (Section 70)	External	Internal
3678	0	0	3678	0	0	0	0	0

5.2 Length of extensions

Length of extensions	15(a)(i) Interference with operations				15 (a)(ii) Consultation			15(b) Translation purposes or conversion
	Further review required to determine exemptions	Large volume of pages	Large volume of requests	Documents are difficult to obtain	Cabinet confidence section (Section 70)	External	Internal
1 to 15 days	0	0	0	0	0	0	0	0
16 to 30 days	0	0	3678	0	0	0	0	0
31 days or greater	0	0	0	0	0	0	0	0
Total	0	0	3678	0	0	0	0	0

Section 6: Consultations Received From Other Institutions and Organizations

6.1 Consultations received from other Government of Canada institutions and organizations

Consultations	Other Government of Canada institutions	Number of pages to review	Other organizations	Number of pages to review
Received during reporting period	74	2161	70	1803
Outstanding from the previous reporting period	8	2022	8	266
Total	82	4183	78	2069
Closed during the reporting period	74	4123	69	1043
Carried over to the next reporting period	8	60	9	1026

6.2 Recommendations and completion time for consultations received from other Government of Canada institutions

Recommendation	Number of days required to complete consultation requests
	1 to 15 days	16 to 30 days	31 to 60 days	61 to 120 days	121 to 180 days	181 to 365 days	More than 365 days	Total
All disclosed	25	5	3	0	0	0	1	34
Disclosed in part	18	3	10	3	0	1	0	35
All exempted	2	2	0	1	0	0	0	5
All excluded	0	0	0	0	0	0	0	0
Consult other institution	0	0	0	0	0	0	0	0
Other	0	0	0	0	0	0	0	0
Total	45	10	13	4	0	1	1	74

6.3 Recommendations and completion time for consultations received from other organizations

Recommendation	Number of days required to complete consultation requests
	1 to 15 days	16 to 30 days	31 to 60 days	61 to 120 days	121 to 180 days	181 to 365 days	More than 365 days	Total
All disclosed	27	9	4	1	0	0	0	41
Disclosed in part	17	6	1	0	1	0	0	24
All exempted	2	2	0	0	0	0	0	4
All excluded	0	0	0	0	0	0	0	0
Consult other institution	0	0	0	0	0	0	0	0
Other	0	0	0	0	0	0	0	0
Total	46	17	5	1	0	0	0	69

Section 7: Completion Time of Consultations on Cabinet Confidences

7.1 Requests with Legal Services

Number of days	Fewer than 100 pages processed		101-500 pages processed		501-1000 pages processed		1001-5000 pages processed		More than 5000 pages processed
	Number of requests	Pages disclosed	Number of requests	Pages disclosed	Number of requests	Pages disclosed	Number of requests	Pages disclosed	Number of requests	Pages disclosed
1 to 15	0	0	0	0	0	0	0	0	0	0
16 to 30	0	0	0	0	0	0	0	0	0	0
31 to 60	0	0	0	0	0	0	0	0	0	0
61 to 120	0	0	0	0	0	0	0	0	0	0
121 to 180	0	0	0	0	0	0	0	0	0	0
181 to 365	0	0	0	0	0	0	0	0	0	0
More than 365	0	0	0	0	0	0	0	0	0	0
Total	0	0	0	0	0	0	0	0	0	0

7.2 Requests with Privy Council Office

Number of days	Fewer than 100 pages processed		100-500 pages processed		501-1000 pages processed		1001-5000 pages processed		More than 5000 pages processed
	Number of requests	Pages disclosed	Number of requests	Pages disclosed	Number of requests	Pages disclosed	Number of requests	Pages disclosed	Number of requests	Pages disclosed
1 to 15	0	0	0	0	0	0	0	0	0	0
16 to 30	0	0	0	0	0	0	0	0	0	0
31 to 60	0	0	0	0	0	0	0	0	0	0
61 to 120	0	0	0	0	0	0	0	0	0	0
121 to 180	0	0	0	0	0	0	0	0	0	0
181 to 365	0	0	0	0	0	0	0	0	0	0
More than 365	0	0	0	0	0	0	0	0	0	0
Total	0	0	0	0	0	0	0	0	0	0

Section 8: Complaints and investigations notices received

Section 8: Complaints and investigations notices received

Section 31	Section 33	Section 35	Court action	Total
159	0	17	3	179

Section 9: Privacy Impact Assessments (PIA) and Personal Information Banks (PIB)

Section 9.1 Privacy impact assessments

Number of PIA(s) completed	2

Section 9.2 Personal information banks

Personal Information Banks	Active	Created	Terminated	Modified
	38	0	0	0

Section 10 Material privacy breaches

Number of material privacy breaches reported to TBS	7
Number of material privacy breaches reported to OPC	7

Section 11: Resources Related to the Privacy Act

11.1 Costs

Expenditures		Amount
Salaries		$2,374,477
Overtime		$79,328
Goods and Services		$572,061
Professional services contracts	$479,868
Other	$92,193
Total		$3,025,866

11.2 Human Resources

Resources	Person years dedicated to Access to Information activities
Full-time employees	28.66
Part-time and casual employees	1.79
Regional staff	0.00
Consultants and agency personnel	4.70
Students	0.46
Total	35.61

Note: Enter values to two decimal places.

Appendix C - Supplemental Statistical Report on the Privacy Act – Requests affected by COVID-19 measures

The following table reports the total number of formal requests received during two periods; 2019-04-01 to 2020-03-13 and 2020-03-14 to 2020-03-31.

Table 1 - Requests received

Type	Number of requests
Received from 2019-04-01 to 2020-03-13	3,547
Received from 2019-03-14 to 2020-03-31	114
Total	3,661

The following table reports the total number of requests closed within the legislated timelines and the number of closed requests that were deemed refusals during two periods 2019-04-01 to 2020-03-13 and 2020-03-14 to 2020-03-31.

Table 2 - Requests closed

Type	Number of requests closed within the legislated timelines	Number of requests closed past the legislated timelines
Received from 2019-04-01 to 2020-03-13 and outstanding from previous reporting periods	1,699	2,713
Received from 2020-03-14 to 2020-03-31	42	56
Total	1,741	2,769

The following table reports the total number of requests carried over during two periods; 2019-04-01 to 2020-03-13 and 2020-03-14 to 2020-03-31.

Table 3 - Requests carried over

Type	Number of requests
Requests from 2019-04-01 to 2020-03-13 and outstanding from previous reporting period that were carried over to the 2020-2021 reporting period	2,534
Requests from 2020-03-14 to 2020-03-31 that were carried over to the 2020-2021 reporting period	107
Total	2,641

2019-2020 Departmental Results Report

View the full report

Supplementary information

Corporate information

Raison d'être, mandate and role

Supplementary information (tables)

• Financial Statements (Unaudited) of Royal Canadian Mounted Police for the Year Ended March 31, 2020
• Annex to the Statement of Management Responsibility Including Internal Control Over Financial Reporting Royal Canadian Mounted Police Fiscal year 2019-2020
• Departmental Sustainable Development Strategy 2020-2021
• Details on transfer payment programs of $5 million or more
• Forensic Science and Identification Services Key Performance Indicators
• Gender-based analysis plus
• Human Resources Management Priorities
• Response to parliamentary committees and external audits
• Actual results on workplace wellness and diversity

2019-2020 Rapport sur les résultats ministériels

Veuillez voir le rapport complet

Renseignements supplémentaires

Renseignements ministériels

Raison d'être, mandat et rôle

Renseignements supplémentaires (tableaux)

• États financiers (non audités) de la Gendarmerie Royale du Canada pour l'exercice terminé le 31 mars 2020
• Annexe de la Déclaration de responsabilité de la direction englobant les contrôles internes en matière de rapports financiers de la Gendarmerie royale du Canada pour l'exercice 2019-2020
• Stratégie ministérielle de développement durable 2020-2021
• Détails sur les programmes de paiements de transfert de 5 millions de dollars ou plus
• Principaux indicateurs de rendement des Services des sciences judiciaires et de l'identité
• Analyse comparative entre les sexes plus
• Priorités en matière de gestion des ressources humaines
• Réponses aux comités parlementaires et aux vérifications externes
• Résultats réels en matière de mieux-être et de diversité en milieu de travail

Murdered: Leanne Benwell

Assassinée : Leanne Benwell

The Connected RCMP

Policing in the digital era

With the rapid advances in technology over the years, police are seeing the impact more than ever. It creates new challenges in how police investigate and fight crime, but it also creates exciting new opportunities in how they connect with the public, partners, the communities they serve and with each other.

Police organizations are under pressure to adapt to these rapid and complex technological advances. As the RCMP approaches its 150th anniversary in 2023, it must ensure that it stays modern and constantly evolves.

Transforming the RCMP

This is why we've created a digital policing strategy, called the Connected RCMP. It's focused on ensuring the organization has the right technology required to deal with the digital era's impacts on policing.

The core of the strategy deals with how we'll use digital services and technology to better and more quickly connect to:

• the communities we serve
• the justice, public safety and government partners we work with
• each other
• information that is the essence of policing

The goal is to provide an excellent digital experience for all RCMP interactions.

The Digital Policing Strategy aims to:

• provide new digital tools to enhance public and employee safety and service
• make better use of data to predict, prevent and fight crime
• provide new internal channels for information sharing within the RCMP
• introduce new digital channels for public engagement and service to our partners

Digital Policing Strategy

The Connected RCMP is organized into four themes:

• Our communities
• Our partners
• Each other
• Information

Our communities

Our partners

Each other

Information

The evolution of the strategy

Just like technology continually evolves, so too must our digital policing strategy. Some of the strategy's elements are aspirational and won't be achieved for a number of years.

We'll update this document annually to keep pace with how new and emerging technologies are shaping policing in the digital era.

Available by email

If you are interested in receiving a copy of our Digital Policing Strategy, please send an email to: RCMP.IMITGovernance-GouvernanceGITI.GRC@rcmp-grc.gc.ca

La GRC branchée

La police à l'ère numérique

Les avancées technologiques sont rapides et la police en voit l'incidence plus que jamais. Elles créent de nouveaux défis sur le plan des enquêtes et de la lutte contre le crime, mais aussi de nouvelles possibilités intéressantes pour établir des liens avec le public, les partenaires, les communautés et le personnel.

Les organisations policières ont l'obligation de s'adapter à ces avancées technologiques rapides et complexes. À l'approche de son 150^e anniversaire en 2023, la GRC doit s'assurer d'innover et de constamment évoluer.

Transformer la GRC

C'est pourquoi nous avons créé une stratégie sur la police numérique, intitulée La GRC branchée. Elle vise à garantir que l'organisation dispose de la technologie appropriée pour faire face aux impacts de l'ère numérique sur le travail policier.

L'aspect principal de la stratégie porte sur l'utilisation de services numériques et de la technologie afin d'établir des liens plus efficacement et plus rapidement avec :

• les communautés que nous servons;
• nos partenaires gouvernementaux et des domaines de la justice et de la sécurité publique;
• le personnel;
• l'information, l'essence même du travail policier.

Le but est de fournir une excellente expérience numérique pour toutes les interactions de la GRC.

La stratégie sur la police numérique vise à :

• fournir de nouveaux outils numériques pour améliorer la sécurité du public et des employés et les services;
• mieux utiliser les données pour prédire et prévenir le crime et lutter contre celui-ci;
• fournir de nouvelles voies internes pour la communication d'information à la GRC;
• mettre en place de nouveaux canaux numériques pour mobiliser le public et fournir des services à nos partenaires.

Stratégie sur la police numérique

La stratégie comporte quatre thèmes.

• Nos communautés
• Nos partenaires
• Notre personnel
• Information

Nos communautés

Nos partenaires

Notre personnel

Information

L'évolution de la stratégie

La technologie évolue continuellement et notre stratégie sur la police numérique doit elle aussi évoluer. Certains éléments de la stratégie représentent des objectifs idéals qui ne seront pas atteints avant plusieurs années.

Nous mettrons à jour ce document chaque année pour suivre l'influence des technologies nouvelles et émergentes sur le travail policier à l'ère numérique.

Disponibles par courriel

Si vous souhaitez recevoir une copie de notre Stratégie sur la police numérique, envoyez un courriel à : RCMP.IMITGovernance-GouvernanceGITI.GRC@rcmp-grc.gc.ca

Annex to the Statement of Management Responsibility Including Internal Control Over Financial Reporting for the Royal Canadian Mounted Police, Fiscal year 2019-2020

1. Introduction

This document provides summary information on the measures taken by the Royal Canadian Mounted Police (RCMP) to maintain an effective system of internal control over financial reporting, including information on internal control management, assessment results and related action plans.

Detailed information on the RCMP's authority, mandate and core responsibilities can be found in the 2019- 2020 Departmental Plan and the 2019-2020 Departmental Results Report.

2. RCMP's system of internal control over financial reporting

2.1 Internal control management

The RCMP recognizes the importance of setting the tone from the top and helps ensure that staff at all levels understand their role in maintaining an effective system of internal control over financial reporting (ICFR) and are well equipped to exercise these responsibilities effectively. The RCMP's focus is to ensure risks are managed through a responsive and risk-based control environment that enables continuous improvement and innovation.

The RCMP has a well-established governance and accountability structure to support departmental assessment efforts and oversight of its system of internal control. The RCMP's internal control management framework, approved by the Commissioner, is in place and includes:

• Organizational accountability structures as they relate to internal control management to support sound financial management, including roles and responsibilities of senior managers in their areas of responsibility for control management;
• Values and ethics;
• Ongoing communication and training on statutory requirements, and policies and procedures for sound financial management and control;
• Centralized team with support from regional internal control units within the Corporate Management portfolio dedicated to the documentation, design and operating effectiveness of ICFR under the Chief Financial Officer authority;
• Periodic monitoring of, and regular updates to, internal control management, as well as the provision of related assessment results and action plans to the Commissioner, the Chief Financial Officer, senior management and, as applicable, the Departmental Audit Committee.

The Departmental Audit Committee provides advice to the Commissioner on the adequacy and functioning of the RCMP's risk management, control and governance frameworks and processes.

2.2 Service arrangements relevant to financial statements

The RCMP relies on other organizations for the processing of certain transactions that are recorded in its financial statements, as follows.

Common service arrangements:

• Public Services and Procurement Canada (PSPC) administers the following:
  • The payments of salaries and benefits under two different pay systems: Phoenix for public service employees and Member Pay System (MPS) for regular and civilian members of the RCMP
  • The procurement of goods and services in accordance with the RCMP's Delegation of Authority, and the provision of accommodation services
  • The issuance of Receiver General payments and the processing of Interdepartmental Settlements on behalf of the RCMP via the Standard Payment System (SPS);
• The Treasury Board of Canada Secretariat provides services related to public sector insurance for public service employees of the RCMP and centrally administers payment of the employer's share of contributions toward statutory employee benefit plans (i.e. the Public Service Pension Plan, Employment Insurance Plan, Canada Pension Plan, Quebec Pension Plan and Public Service Supplementary Death Benefit Plan) on behalf of the RCMP;
• The Department of Justice Canada provides legal services to the RCMP; and
• Shared Services Canada (SSC) provides information technology (IT) infrastructure services to the RCMP in the areas of data centre and network services. The scope and responsibilities are addressed in the interdepartmental arrangement between SSC and the RCMP.

Readers of this annex may refer to the annexes of the above-noted departments for a greater understanding of the systems of internal control over financial reporting related to these specific services.

The RCMP relies on other departments for the processing of certain transactions or information that are recorded in its financial statements, as follows:

Specific Arrangements:

• PSPC administers the member pension administration on behalf of the RCMP. PSPC has the authority and responsibility to ensure that transactions and payments are made in accordance with the terms and conditions set out by the RCMP.
• Veterans Affairs Canada (VAC) administers some of the programs and services that the RCMP is responsible to provide to its members, including the disability pension and health benefit programs for a service-related injury, illness or death, pursuant to Part II of the Royal Canadian Mounted Police Superannuation Act and the Pension Act. VAC also provides transition support, case management, and access to the network of Operational Stress Injury (OSI) Clinics and VAC Assistance Service to eligible members.

3. Departmental assessment results during the 2019-2020 fiscal year

The following table summarizes the status of the ongoing monitoring activities according to the previous fiscal year's rotational plan.

Progress during the 2019-2020 fiscal year

Previous fiscal year's rotational ongoing monitoring plan for the current fiscal year	Status
Key business process controls over significant risks	In progress; to be completed in 2020-2021 and remedial actions to start in 2020-2021.
IT general controls under departmental management	In progress; to be completed in 2020-2021 and remedial actions to start in 2020-2021.
Tangible capital assets	In progress; to be completed in 2021-2022.
Pension plan liabilities	In progress; to be completed in 2020-2021.
Operating expenditures and accounts payable	In progress; to be completed in 2020-2021 and remedial actions to start in 2020-2021.
Revenues and accounts receivable	In progress; to be completed in 2020-2021.
Payroll and benefits – public service employees	In progress; to be completed once PSPC's payroll processing reaches a steady state.
Financial reporting	In progress; to be completed in 2020-2021 and remedial actions to start in 2020-2021.
Financial management	In progress; to be completed in 2022-2023.

The key findings and significant adjustments required from the current year's assessment activities are summarized below.

New or significantly amended key controls:

In the current year, there were no significantly amended key controls in existing processes that required a reassessment.

In mid-March 2020, the Coronavirus disease (COVID-19) pandemic resulted in emergency measures being taken to combat the spread of the virus. These measures impacted the way in which the RCMP operates as work had to be done remotely. The RCMP surveyed policy centres in high-risk areas to assess the impact of COVID-19 on key controls and no significant changes were identified. Mitigating controls were put in place where necessary to reduce risk to an acceptable level, and the use of technology was utilized to maintain controls such as the implementation of electronic signatures. Some control activities were postponed with minimal impact and are now slowly resuming.

Ongoing monitoring program:

Ongoing monitoring activities extend beyond the end of the fiscal year (March 31^st), as such the reassessment of key business processes was widely interrupted by the impact of COVID-19 due to shifting priorities, reduction in workforce capacity and workplace restrictions. The reassessments are still in progress and are expected to be completed as per the timelines shown in the table above. The design and operating effectiveness testing on departmental key controls for the Phoenix pay system for public service employees is still ongoing until PSPC's payroll processing reaches a steady state. The full assessment of the Financial management process started in 2019-2020 and is expected to be completed in 2022-2023.

No significant control deficiencies have been identified in the testing performed in 2019-2020.

4. Departmental action plan for the next fiscal year and subsequent fiscal years

The RCMP's rotational ongoing monitoring plan over the next 4 fiscal years is shown in the following table. The ongoing monitoring plan is based on:

• an annual validation of high-risk processes and controls; and
• related adjustments to the ongoing monitoring plan, as required.

Rotational ongoing monitoring plan

Key control areas	2020-2021 fiscal year	2021-2022 fiscal year	2022-2023 fiscal year	2023-2024 fiscal year
Entity-level controls	No	YesFootnote 1	No	No
IT general controls under departmental managementFootnote 2	YesFootnote 3	Yes	Yes	Yes
Operating expenditures and accounts payableFootnote 4	YesFootnote 5	No	YesFootnote 1,Footnote 5	No
Revenues and accounts receivableFootnote 4	YesFootnote 3	No	No	No
Payroll and benefits – membersFootnote 4	No	No	YesFootnote 6	No
Payroll and benefits – public service employeesFootnote 4	YesFootnote 3	No	No	No
Financial reporting	YesFootnote 3	No	No	No
Tangible capital assets	YesFootnote 3	No	No	No
Transfer payments	No	Yes	No	No
Inventory	No	YesFootnote 1	No	No
Pension plan liabilities	YesFootnote 3	No	No	No
Departmental financial signing authoritiesFootnote 4	No	No	YesFootnote 1	No
Table 1 Notes Table 1 Note 1 The reassessment was deferred to the next fiscal year due to the impact of COVID-19 and to focus on the completion of work carried over from 2019-2020. Return to table 1 note 1 referrer Table 1 Note 2 The assessment of IT general controls under departmental management is based on a comprehensive risk- based four-year plan where high risk areas are assessed on an annual basis and controls over medium- and low-risk elements are tested on a rotational basis. Return to table 1 note 2 referrer Table 1 Note 3 Carry-over from the previous year; to be completed in 2020-2021 with the exception of Payroll and benefits for public service employees and Tangible capital assets. For more information, refer to the table under Section 3. Return to table 1 note 3 referrer Table 1 Note 4 Key business process controls over significant risk are tested annually; all other key controls are tested at least once over a four-year period. Return to table 1 note 4 referrer Table 1 Note 5 The reassessment of some sub-processes within Operating expenditures and accounts payable have carried over from the previous year. A full reassessment will be performed on the remaining sub-processes in the 2022-2023 fiscal year. Return to table 1 note 5 referrer Table 1 Note 6 The reassessment of Payroll and benefits for members was part of the 2020-2021 ongoing monitoring plan; however, the reassessment has been deferred as remedial actions are still being implemented and due to the impact of COVID-19. Return to table 1 note 6 referrer

In addition to the ongoing monitoring plan, the RCMP is continuing to conduct a full assessment of the Financial management process that is expected to be completed in the 2022-2023 fiscal year. At that time, the process will be added to the ongoing monitoring plan to reassess control performance on a rotational basis.

Annexe de la Déclaration de responsabilité de la direction englobant les contrôles internes en matière de rapports financiers de la Gendarmerie royale du Canada pour l’exercice 2019-2020

1. Présentation

Le présent document donne un résumé de l'information sur les mesures prises par la Gendarmerie royale du Canada (GRC) pour disposer d'un système efficace de contrôle interne en matière de rapports financiers, y compris des renseignements sur la gestion des contrôles internes et les résultats d'évaluation ainsi que les plans d'action connexes.

Des renseignements détaillés sur les pouvoirs, le mandat et les responsabilités essentielles du ministère se trouvent dans le Plan ministériel 2019-2020 et le Rapport sur les résultats ministériels 2019-2020.

2. Système de la GRC sur les contrôles internes en matière de rapports financiers

2.1 Gestion du contrôle interne

La GRC reconnaît qu'il est important que la direction fournisse des messages clairs afin que les employés de tous les niveaux comprennent le rôle qu'ils doivent jouer dans le maintien d'un système de contrôle interne en matière de rapports financiers (CIRF) et qu'ils disposent des outils nécessaires pour s'acquitter efficacement de ces responsabilités. La GRC vise avant tout à assurer une bonne gestion des risques grâce à un environnement de contrôle souple, axé sur le risque et propice à l'amélioration et à l'innovation continues.

La GRC dispose d'une structure de gouvernance et de responsabilité bien établie pour appuyer les mesures d'évaluation et la surveillance ministérielles de son système de contrôle interne. Le cadre de gestion du contrôle interne de la GRC, approuvé par la commissaire, a été mis en place et comprend les éléments suivants :

• Des structures de responsabilisation organisationnelle relativement à la gestion du contrôle interne en vue d'appuyer une saine gestion financière, y compris les rôles et les responsabilités des cadres supérieurs dans leurs secteurs de responsabilité pour la gestion du contrôle
• Les valeurs et l'éthique
• Les activités de communication et de formation continues concernant les exigences législatives, les politiques et les procédures visant à assurer une saine gestion financière et un contrôle efficace des finances
• Un groupe central avec le soutien des groupes régionaux du contrôle interne au sein du portefeuille de la Gestion générale qui se consacrent à l'enregistrement de l'information, à la conception et à l'efficacité opérationnelle du CIRF, sous l'autorité fonctionnelle du dirigeant principal des Finances
• Une surveillance périodique de la gestion du contrôle interne et des comptes rendus réguliers à cet effet, ainsi que la communication des résultats de l'évaluation connexe et des plans d'action au commissaire, au dirigeant principal des Finances de même qu'à la haute direction, et, s'il y a lieu, au Comité ministériel de vérification

Le Comité ministériel de vérification fournit des conseils au commissaire quant à la pertinence et au fonctionnement des cadres et processus de gestion des risques, de contrôle et de gouvernance de la GRC.

2.2 Ententes de services relatives aux états financiers

La GRC compte sur d'autres organisations pour le traitement de certaines transactions qui figurent dans ses états financiers, comme le présentent les paragraphes suivants.

Dispositions relatives aux services communs :

• Services publics et Approvisionnement Canada (SPAC) administre les éléments suivants.
  • le paiement des salaires et des avantages au moyen de deux systèmes de paye : le système Phénix pour les employés de la fonction publique et le Système de paye des membres (SPM) pour les membres réguliers et les membres civils de la GRC
  • l'acquisition de biens et de services conformément à la délégation de pouvoirs de la GRC et la prestation de services de logement
  • l'émission de paiements du receveur général et le traitement de règlements interministériels au nom de la GRC par l'entremise du Système normalisé des paiements (SNP)
• Le Secrétariat du Conseil du Trésor du Canada fournit des services relatifs aux programmes d'assurance du secteur public pour les employés de la GRC et administre de façon centralisée le paiement de la partie des employés (Régime d'assurance-emploi, Régime de pensions du Canada, Régime des rentes du Québec et Régime de prestations supplémentaires de décès de la fonction publique) pour la GRC
• Le ministère de la Justice Canada fournit des services juridiques à la GRC
• Services partagés Canada (SPC) fournit à la GRC des services liés à l'infrastructure de technologie de l'information (TI) dans les secteurs des centres de données et des services de réseau. L'étendue des services et les responsabilités de chacun sont décrites dans l'entente entre SPC et la GRC.

Les lecteurs de la présente annexe peuvent consulter les annexes des ministères susmentionnés pour mieux comprendre les systèmes de contrôle interne en matière de rapports financiers liés à ces services en particulier.

La GRC compte sur d'autres ministères pour le traitement de certaines informations ou transactions qui sont consignées dans ses états financiers comme le présentent les paragraphes suivants.

Dispositions particulières :

• SPAC assure l'administration des pensions des membres au nom de la GRC. SPAC a le pouvoir et la responsabilité de veiller à ce que les transactions et les paiements soient faits conformément aux modalités établies par la GRC.
• Anciens Combattants Canada (ACC) administre certains des programmes et des services que la GRC est responsable de fournir à ses membres, y compris le Programme de pension d'invalidité et le régime de prestations sanitaires pour une blessure, une maladie ou un décès lié au service, conformément à la Partie II de la Loi sur la pension de retraite de la Gendarmerie royale du Canada et à la Loi sur les pensions. ACC offre également du soutien à la transition, de la gestion des cas et un accès au réseau de cliniques pour traumatismes liés au stress opérationnel (TSO) et au service d'aide d'ACC aux membres admissibles.

3. Résultats de l'évaluation ministérielle au cours de l'exercice 2019-2020

Le tableau suivant résume l'état des activités de surveillance continue selon le plan cyclique de l'exercice précédent.

Progrès réalisés au cours de l'exercice 2019-2020

Plan cyclique de surveillance continue de l'exercice précédent pour l'exercice en cours	État d'avancement
Contrôles clés des processus opérationnels sur les risques importants	En cours, à terminer pendant l'exercice 2020-2021 et la mise en œuvre des mesures correctives est prévue en 2020-2021.
Contrôles généraux de la TI gérés par le Ministère	En cours, à terminer pendant l'exercice 2020-2021 et la mise en œuvre des mesures correctives est prévue en 2020-2021.
Immobilisations corporelles	En cours, à terminer pendant l'exercice 2021-2022.
Passif du régime de retraite	En cours, à terminer pendant l'exercice 2020-2021.
Dépenses de fonctionnement et comptes créditeurs	En cours, à terminer pendant l'exercice 2020-2021 et la mise en œuvre des mesures correctives est prévue en 2020-2021.
Revenus et comptes débiteurs	En cours, à terminer pendant l'exercice 2020-2021.
Paye et avantages sociaux – fonctionnaires	En cours; l'activité sera réalisée lorsque les processus de la paye de SPAC auront atteint un état stable.
Rapports financiers	En cours, à terminer pendant l'exercice 2020-2021 et la mise en œuvre des mesures correctives est prévue en 2020-2021.
Gestion financière	En cours, à terminer pendant l'exercice 2022-2023.

Les principales conclusions et les rajustements importants requis découlant des activités d'évaluation de l'exercice en cours sont résumés ci-dessous.

Contrôles clés nouveaux ou considérablement modifiés :

Pendant l'année en cours, aucun contrôle clé n'a été modifié de façon importante dans le cadre des processus existants nécessitant une réévaluation.

À la mi-mars 2020, la pandémie de la COVID-19 a entraîné la prise de mesures d'urgence pour lutter contre la propagation du virus. Ces mesures ont changé la façon dont fonctionne la GRC, car les employés devaient commencer à travailler à distance. La GRC a examiné les centres de décision dans les secteurs à risque élevé pour évaluer l'incidence de la COVID-19 sur les contrôles clés et n'a identifié aucun changement important. Au besoin, des contrôles d'atténuation ont été mis en place pour ramener les risques à un niveau acceptable et le recours à la technologie a permis de maintenir les contrôles comme la mise en oeuvre de signatures électroniques. Certaines activités de contrôle ont été suspendues sans trop de conséquences, et la reprise graduelle des activités est maintenant en cours.

Programme de surveillance continue :

Les activités de surveillance continue se poursuivent après la fin de l'exercice financier (31 mars). La COVID-19 a interrompu la réévaluation des principaux processus de travail étant donné la modification des priorités, la réduction de la capacité de l'effectif et la mise en oeuvre de restrictions en milieu de travail. Les réévaluations sont en cours et devraient être terminées aux dates indiquées dans le tableau ci-dessus. L'évaluation de l'efficacité de la conception et de l'efficacité opérationnelle de contrôles clés ministériels visant le système de paye Phénix pour les employés de la fonction publique se poursuit en attendant la stabilisation du traitement de la paye par SPAC. L'évaluation intégrale du processus de gestion financière a commencé en 2019-2020 et devrait être terminée en 2022-2023.

Les évaluations effectuées en 2019-2020 n'ont révélé aucune déficience importante au niveau des contrôles.

4. Plan d'action pour le prochain exercice et les exercices subséquents

Le plan cyclique de surveillance continue de la GRC au cours des 4 prochains exercices est présenté dans le tableau suivant. Il est fondé sur les éléments suivants :

• une validation annuelle des processus et des contrôles à risque élevé;
• les rajustements connexes au plan de surveillance continue, s'il y a lieu.

Plan cyclique de surveillance continue

Secteurs de contrôle clés	2020-2021 Exercice	2021-2022 Exercice	2022-2023 Exercice	2023-2024 Exercice
Contrôles au niveau de l'entité	Non	OuiVoir la note du tableau 1	No	No
Contrôles généraux des TI gérés par le ministère Voir la note du tableau 2	OuiVoir la note du tableau 3	Oui	Oui	Oui
Dépenses de fonctionnement et comptes créditeurs Voir la note du tableau 4	OuiVoir la note du tableau 5	Non	OuiVoir la note du tableau 1,Voir la note du tableau 5	Non
Revenus et comptes débiteurs Voir la note du tableau 4	OuiVoir la note du tableau 3	Non	Non	Non
Paye et avantages sociaux – membres Voir la note du tableau 4	Non	Non	OuiVoir la note du tableau 6	Non
Paye et avantages sociaux – fonctionnaires Voir la note du tableau 4	OuiVoir la note du tableau 3	Non	Non	Non
Rapports financiers	OuiVoir la note du tableau 3	Non	Non	Non
Immobilisations corporelles	OuiVoir la note du tableau 3	Non	Non	Non
Paiements de transfert	Non	Oui	Non	Non
Inventaire	Non	OuiVoir la note du tableau 1	Non	Non
Passif du régime de retraite	OuiVoir la note du tableau 3	Non	Non	Non
Pouvoirs ministériels de signature en matière financière Voir la note du tableau 4	Non	Non	OuiVoir la note du tableau 1	Non
Notes du tableau 1 Note 1 du tableau 1 La réévaluation a été reportée à l'exercice suivant en raison de la COVID-19 et pour assurer l'achèvement des travaux non effectués en 2019-2020. Retour à la référence de la note 1 du tableau 1 Note 1 du tableau 2 L'évaluation des contrôles généraux de la TI gérés par le Ministère repose sur un plan quadriennal complet axé sur le risque prévoyant l'examen annuel des secteurs à risque élevé et des tests sur une base cyclique pour les éléments à risque faible et moyen. Retour à la référence de la note 2 du tableau 1 Note 1 du tableau 3 L'évaluation reportés de l'exercice précédent seront effectués en 2020-2021, à l'exception des secteurs Paye et avantages sociaux – fonctionnaires et Immobilisations corporelles. Pour plus de détails, consulter le tableau à la section 3. Retour à la référence de la note 3 du tableau 1 Note 1 du tableau 4 Les contrôles clés des processus opérationnels sur les risques importants sont mis à l'essai chaque année; les aspects clés du contrôle sont quant à eux évalués une fois tous les quatre ans. Retour à la référence de la note 4 du tableau 1 Note 1 du tableau 5 La réévaluation de certains sous-processus du secteur Dépenses de fonctionnement et comptes créditeurs ont été reportés de l'exercice précédent. Une réévaluation complète des sous-processus non examinés sera effectuée en 2022-2023. Retour à la référence de la note 5 du tableau 1 Note 1 du tableau 6 Le secteur Paye et avantages sociaux – membres faisait partie du plan de surveillance continue de 2020-2021, mais la réévaluation a été reportée en raison de la mise en oeuvre continue de mesures correctives et de la COVID-19. Retour à la référence de la note 6 du tableau 1

Outre le plan de surveillance continue, la GRC effectue une évaluation intégrale du processus de gestion financière, qui devrait être terminée en 2022-2023. À ce moment-là, le processus sera intégré au plan de surveillance continue aux fins de réévaluation cyclique du rendement du contrôle.

Date de modification :

1969-12-31