Tools and resources to combat and prevent corruption

Our role

National interest investigations concern:

• corruption of federal Canadian public officials
• the integrity of federal institutions
• matters requiring special investigative expertise such as Canadian companies or individuals offering bribes to officials of foreign countries

Such investigations are conducted by the RCMP's Sensitive and International Investigations. This team works cooperatively with other domestic and international law enforcement and government agencies and departments.

Anti-corruption prevention program

We coordinate awareness and prevention efforts with other stakeholders, such as:

• government agencies
• business associations
• industry players
• business schools

Presentations and risk assessment

We offer presentations across Canada on the RCMP's role in investigating corruption and bribery. They provide:

• a comprehensive overview of the amendments in legislation
• indicators to look for

We also developed a risk assessment tool that provides a checklist with the most common red flags related to the Corruption of Foreign Public Official Act.

To request a presentation or a copy of this risk assessment tool, please email NatDivAnticorruptionPrevention@rcmp-grc.gc.ca.

We will consider all presentation requests.

Other tools and resources

• Global Affairs Canada: Bribery and corruption annual reports to Parliament
• Organization for Economic Co-operation and Development: Anti-Corruption Ethics and Compliance Handbook for Business
• United Nations Global Compact: RESIST – Resisting Extortion and Solicitation in International Transactions

Corruption

According to Canadian legislation, corruption is when a person in public office receives an undue reward to influence their behavior in office, contrary to the rules of honesty and integrity.

In Canada, both domestic and foreign corruption are criminal offences. Corrupt practices include:

• embezzlement of funds
• theft of corporate or public property
• influence peddling
• bribery
• extortion

Examples of corruption

Bribery comes in different forms and can involve sophisticated schemes. Examples include:

• Hiring a public official's unqualified relative to get a contract
• Paying a public official not to do their job
• Giving a public official extravagant gifts (such as cars, homes, furniture, etc.)
• Making a large charitable donation (linked to a public official)
• Paying for the education of the children of a public official
• Diverting contracts, real or not, to an entity owned or linked to a public official (beneficial ownership)
• Using agents or third parties to funnel bribes to a public official
  

The impact of corruption

Bribery:

• raises serious moral and political concerns
• undermines good governance and sustainable economic development
• distorts the conditions of international competition

Corruption has devastating consequences for its victims. It contributes to the abuse of human rights by impairing developmental aid.

International action against corruption

According to the Organization of Economic Co-operation and Development, all countries share a responsibility for combatting bribery in international business transactions. This goal requires a global strategy, coordinated and executed at the national level.

Canada is one of the 44 countries that signed the convention in 1997 and in 1999. The creation of the Corruption of Foreign Public Official Act made it illegal to pay bribes to foreign officials.

International Foreign Bribery Taskforce

The RCMP works in collaboration with national and international partners to investigate crimes. The RCMP is a member of the International Foreign Bribery Taskforce composed of:

• United States Federal Bureau of Investigations
• Australian Federal Police
• New Zealand Serious Fraud Organization
• United Kingdom National Crime Agency and the RCMP

The taskforce meets every year. They discuss trends and challenges in relation to foreign bribery of public officials. They provide an opportunity for members to share investigative methods and good practices.

Corruption

Selon la législation canadienne, il y a corruption lorsqu'une personne occupant une fonction publique reçoit une récompense indue pour influencer son comportement dans l'exercice de ses fonctions, ce qui est contraire aux règles d'honnêteté et d'intégrité.

Au Canada, la corruption intérieure et étrangère constitue une infraction criminelle. Parmi les pratiques de corruption, mentionnons :

• le détournement de fonds;
• le vol de biens publics ou d'une organisation;
• le trafic d'influence;
• les pots-de-vin;
• l'extorsion.

Exemples de corruption

Les pots-de-vin peuvent prendre différentes formes et reposer sur des stratagèmes complexes.

• Embaucher le proche non qualifié d'un fonctionnaire en vue d'obtenir un contrat.
• Donner de l'argent à un fonctionnaire pour qu'il ne fasse pas son travail.
• Offrir un cadeau extravagant (comme une voiture, une maison ou des meubles) à un fonctionnaire.
• Faire un don généreux à une œuvre de charité liée à un fonctionnaire).
• Payer les études des enfants d'un fonctionnaire.
• Faire dévier des contrats, qu'ils soient réels ou non, vers une entité qui appartient ou qui est associée à un fonctionnaire (propriété effective).
• Avoir recours à des agents ou des tiers pour acheminer des pots-de-vin à un fonctionnaire.
  

Conséquences de la corruption

Les pots-de-vin :

• suscitent d'importantes préoccupations morales et politiques;
• nuisent à la bonne gouvernance et au développement économique durable;
• faussent les conditions de concurrence internationale.

La corruption a des conséquences dévastatrices pour les victimes. Elle contribue à la violation des droits de la personne en nuisant à l'aide au développement.

Mesures internationales de lutte contre la corruption

Selon l'Organisation de coopération et de développement économiques, tous les pays sont responsables de la lutte contre la corruption dans les transactions commerciales internationales. L'atteinte de cet objectif requiert une stratégie mondiale, coordonnée et exécutée à l'échelle nationale dans chacun des pays.

Le Canada était l'un des 44 pays signataires de la convention de l'OCDE contre la corruption en 1997 et en 1999. L'adoption de la Loi sur la corruption d'agents publics étrangers a rendu illégal le paiement de pots-de-vin à des agents étrangers.

Groupe de travail international sur la corruption à l'étranger

La GRC collabore avec des partenaires canadiens et étrangers pour enquêter sur des crimes. La GRC est membre du Groupe de travail international sur la corruption à l'étranger, qui comprend aussi les organismes suivants :

• le Federal Bureau of Investigations (FBI) des États-Unis;
• la Police fédérale de l'Australie;
• le Serious Fraud Organization de la Nouvelle-Zélande;
• la National Crime Agency du Royaume-Uni et la GRC.

Le groupe se réunit chaque année. Les membres discutent des tendances et des défis liés à la corruption de fonctionnaires à l'étranger. Les réunions permettent aux membres d'échanger sur les méthodes d'enquête et les pratiques exemplaires.

Rapport sur les résultats ministériels

La GRC suit les directives du Secrétariat du Conseil du Trésor pour la rédaction et la finalisation du Rapport sur les résultats ministériels (RRM). Les Rapports sur les résultats ministériels désigne des comptes rendus que les ministères et organismes particuliers présentent des résultats qu'ils ont atteints contre les attentes de rendement énoncées dans leurs Plan ministériel respectifs. Ces rapports sur le rendement, qui portent sur le dernier exercice financier achevé, sont déposés au Parlement en automne par le président du Conseil du Trésor au nom des ministres responsables des ministères et organismes dépendant des crédits votés qui sont désignés aux annexes I, I.1 et II de la Loi sur la gestion des finances publiques.

Les Rapports sur les résultats ministériels que nous présentons annuellement est l'un de nos principaux outils de reddition de comptes au grand public et tous les efforts sont faits pour fournir des informations cohérentes, complètes et exactes relatives à nos performances. La voie qui mène à la responsabilisation solide et pertinente du gouvernement envers la population canadienne n'est pas toujours sans heurts. Parfois, l'essentiel n'est pas très bien défini. La GRC s'efforce de gagner et de garder la confiance et le respect des Canadiens et des Canadiennes en créant un sens d'appartenance, de responsabilité et d'imputabilité à tous les niveaux. Le rapport fournit une base solide de responsabilisation pour les résultats obtenus avec les ressources et les pouvoirs confiés à la GRC.

Departmental Results Report

The RCMP follows Treasury Board Secretariat reporting guidelines in the drafting and finalization of the Departmental Results Report. Departmental Results Reports are individual department and agency accounts of results achieved against planned performance expectations as set out in respective Departmental Plans. These reports, which cover the most recently completed fiscal year, are tabled in Parliament in the fall by the President of the Treasury Board on behalf of the ministers who preside over the appropriation dependent departments and agencies identified in Schedules I, I.1 and II of the Financial Administration Act.

The annual Departmental Results Report is one of our primary instruments of public accountability and every effort is made to provide consistent, comprehensive and accurate information relating to our performance. The evolution to strong and meaningful accountability between government and Canadian citizens is occasionally difficult - the "bottom line" is not always well defined. The RCMP strives to earn and maintain the trust and respect of Canadians by ensuring ownership, responsibility and accountability at every level. The Report provides a sound basis of accountability for the results achieved with the resources and authorities entrusted to the RCMP.

2015-2016 Departmental Performance Report

View the full report

Supporting Information on Lower-Level Programs

Supplementary information (tables)

• Financial Statements (Unaudited) of Royal Canadian Mounted Police for the year ended March 31, 2016
• Annex to the Statement of Management Responsibility including Internal Control over Financial Reporting Royal Canadian Mounted Police Fiscal year 2015-2016
• Details on Transfer Payment Programs of $5 Million or More
• Horizontal Initiatives
• Internal Audits and Evaluations
• Response to Parliamentary Committees and External Audits
• Status Report on Projects Operating with Specific Treasury Board Approval
• Departmental Sustainable Development Strategy
• User Fees, Regulatory Charges and External Fees
• Forensic Science and Identification Services Key Performance Indicators

2015-2016 Rapport ministériel sur le rendement

Veuillez voir le rapport complet

Renseignements connexes sur les programmes de niveau inférieur

Renseignements supplémentaires (tableaux)

• États financiers (non audités) de la Gendarmerie Royale du Canada pour l'exercice terminé le 31 mars 2016
• Annexe à 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 2015-2016
• Renseignements sur les programmes de paiements de transfert de 5 millions de dollars ou plus
• Initiatives horizontales
• Vérifications internes et évaluations
• Réponses aux comités parlementaires et aux vérifications externes
• Rapport d'étape sur les projets visés par une approbation spéciale du Conseil du Trésor
• Stratégie organisationnelle de développement durable
• Frais d'utilisation, frais réglementaires et frais externes
• Principaux indicateurs de rendement des Services des sciences judiciaires et de l'identité

Forensic Science & Identification Services Key Performance Indicators

The data in the below tables cover performance indicators for all of Canada from April 1, 2015 to March 31, 2016.

Glossary of Terms

Backlog:

Requests for service not completed within the approved performance standard response time for the assigned priority.

Diary Date (DD):

The date that Forensic Science and Identification Services (FS&IS) commits to complete the service request.

Priority:

A request for service that receives expedited processing based on an evaluation in the Forensic Assessment Centre (FAC), through client consultation and using the principles established in the Priority Rating of Operational Files (PROOF) questionnaire.

Routine:

All requests for service that are not "Priority" as defined above.

Service Request (SR):

A request for forensic analysis, investigative information, or investigative services that is received by FS&IS. For Biology Services, a request for service is divided into multiple service requests to facilitate internal monitoring of progress.

Turnaround Times (TAT):

The number of calendar days from the generation of the request (exhibit submission received by Case Receipt Unit) to the completion of the request (release date of the report).

Principaux indicateurs de rendement des Services des sciences judiciaires et de l’identité

Les données présentées dans les tableaux ci-dessous regroupent les indicateurs de rendement pour tout le Canada, pour la période allant du 1^er avril 2015 au 31 mars 2016.

Glossaire

Arriéré

Demandes de service non traitées dans le délai d'exécution selon la norme de rendement approuvée pour la priorité attribuée.

Délai respecté (DT)

La date à laquelle les Services des sciences judiciaires et de l'identité (SSJ&I) se sont engagés à traiter la demande de service.

Demande de service (DS)

Demande d'analyse judiciaire, de données d'enquête ou de services d'enquête reçue par les SSJ&I. Au sein du Service de biologie, une demande de service est décomposée en de multiples demandes afin de faciliter le suivi interne.

Délai de traitement (DT)

Le nombre de jours civils écoulés entre la production de la demande de service (pièce à conviction reçue par le Groupe de la réception des dossiers de cas) et le traitement de la demande (date de diffusion du rapport).

Ordinaires

Toutes les demandes de service non « prioritaires » telles qu'énoncées ci-dessous.

Prioritaires

Demandes de service qui bénéficient d'un traitement accéléré suite à une évaluation par le CEJ, des consultations avec le client et l'utilisation des principes établis dans le questionnaire de priorisation des dossiers opérationnels.

User Fees, Regulatory Charges and External Fees

General and Financial Information by Fee

General Information

Fee name: RCMP – Access to Information and Privacy Branch

Fee type: Regulatory

Fee-setting authority: Access to Information Act and Regulations

Year introduced: 1982

Year last amended: N/A

Performance standard: Government institution must respond to all formal Access to Information Act requests within the legislated time frame as defined under the Act.

Performance results: In the last fiscal year, the RCMP processed 71.5% of all Access to Information Act requests received within the legislated time frame. The compliance rate increased to 78.2% in 2015-16.

Other information: The year 2015-16 saw a 15% increase in the number of requests received under the Access to Information Act. The RCMP received 3,854 new requests compared to the 3,343 requests received in 2014-15. During the 2014-15 fiscal year, the RCMP reviewed 646,785 pages in response to access requests. In 2015-16, that number rose to 654,005 pages.

Fee name: Firearms Business Licences

Fee type: Regulatory

Fee-setting authority: Firearms Fees Regulations

Year introduced: 1998

Year last amended: N/A

Performance standard: The Canadian Firearms Program (CFP) service standard to process a properly completed business licence application (see Note ^{Footnote 1}) is 55 days.

Performance results: In 2015-16, 85% (2014-15: 76%) of properly completed business licence applications were processed and completed within 55 days.

Other information: Business licences are renewed on a three-year cycle, except for ammunition only business licences, which are renewed on a five-year cycle.

Fee name: Firearms Licences for Individuals

Fee type: Regulatory

Fee-setting authority: Firearms Fees Regulations

Year introduced: 1998

Year last amended: N/A

Performance standard: The CFP service standard to process a properly completed individual licence application (see Note ^{Footnote 1}) is 45 days.

Performance results: In 2015-16, 93% (2014-15: 91%) of properly completed individual licence applications were processed and completed within 45 days.

Other information: Most individual licences are renewed on a five-year cycle, except for minor's licences, which will expire on the holder's 18th birthday or the expiry date shown on their licence, whichever comes first.

Fee name: Authorization to Carry Restricted Firearms and Certain Handguns (ATC)

Fee type: Regulatory

Fee-setting authority: Firearms Fees Regulations

Year introduced: 1998

Year last amended: N/A

Performance standard: The CFP service standard to process an Authorization to Carry Restricted Firearms and Certain Handguns (ATC) application is 30 days.

Performance results: In 2015-16, 99% (2014-15: 99%) of properly completed ATC applications were processed and completed within 30 days.

Other information: ATCs are valid for a maximum of two years.

Fee name: Non-resident permits

Fee type: Regulatory

Fee-setting authority: Firearms Fees Regulations

Year introduced: 1998

Year last amended: N/A

Performance standard: All requests for non-resident permits are fulfilled for eligible applicants by the Canada Border Services Agency (CBSA) as per section 35 of the Firearms Act.

Performance results: CBSA fulfilled 48,413 requests for non-resident firearms declarations.

Other information: The count of 48,413 requests fulfilled represents first-time imports and does not include re-importations under the same declaration form, which require a subsequent confirmation by a border services officer. The form is valid for 60 days and can be used to re-import the firearms multiple times within that time frame. The reusing of the form within this time frame is not part of the count of 48,413.

Fee name: Replacement service for firearms documents

Fee type: Regulatory

Fee-setting authority: Firearms Fees Regulations

Year introduced: 1998

Year last amended: N/A

Performance standard: The CFP service standard to process a replacement document application is 25 days.

Performance results: In 2015-16, 98% (2014-15: 97%) of applications for replacement documents were completed within 25 days.

Other information: N/A

Summary of Financial Information for All User Fees and Regulatory Charges

Reporting on the Policy on Service Standards for External Fees

General Information by Fee

General Information

Fee name: Firearms Business Licences

Service standard: The Canadian Firearms Program (CFP) service standard to process a properly completed business licence application (see Note ^{Footnote 1}) is 55 days.

Performance results: In 2015-16, 85% (2014-15: 76%) of properly completed business licence applications were processed and completed within 55 days.

Stakeholder consultation in 2015-16 or prior fiscal years:

Quarterly performance results for which a user fee is charged were tracked through the CFP's internal performance management framework. Performance results were reviewed and reported quarterly. The Minister of Public Safety and Emergency Preparedness Canada has maintained ongoing consultation with stakeholders through the Minister's Advisory Committee on Firearms meetings. The firearms community can provide feedback by telephone, via the CFP Call Centre and by email. In FY 2015-16, the CFP handled or transferred approximately 800,000 telephone calls, as well as 16,000 emails.

As a result of the above described consultations, the CFP has implemented effective measures to reduce deficiencies and optimize the services rendered. Examples of optimizations carried out are: the creation of the Chief Firearms Officer (CFO) centralized processing unit; the implementation of the Online Renewal service; and the increase of personnel during peak call volume hours.

Other information: N/A

Fee name: Firearms Licences for Individuals

Service standard: The CFP service standard to process a properly completed individual licence application (see Note ^{Footnote 1}) is 45 days.

Performance results: In 2015-16, 93% (2014-15: 91%) of properly completed individual licence applications were processed and completed within 45 days.

Stakeholder consultation in 2015-16 or prior fiscal years:

Quarterly performance results for which a user fee is charged were tracked through the CFP's internal performance management framework. Performance results were reviewed and reported quarterly. The Minister of Public Safety and Emergency Preparedness Canada has maintained ongoing consultation with stakeholders through the Minister's Advisory Committee on Firearms meetings. The firearms community can provide feedback by telephone, via the CFP Call Centre and by email. In FY 2015-16, the CFP handled or transferred approximately 800,000 telephone calls, as well as 16,000 emails.

As a result of the above described consultations, the CFP has implemented effective measures to reduce deficiencies and optimize the services rendered. Examples of optimizations carried out are: the creation of the CFO centralized processing unit; the implementation of the Online Renewal service; and the increase of personnel during peak call volume hours.

Other information: N/A

Fee name: Authorization to Carry Restricted Firearms and Certain Handguns (ATC)

Service standard: The CFP service standard to process an ATC application is 30 days.

Performance results: In 2015-16, 99% (2014-15: 99%) of properly completed ATC applications were processed and completed within 30 days.

Stakeholder consultation in 2015-16 or prior fiscal years:

Quarterly performance results for which a user fee is charged were tracked through the CFP's internal performance management framework. Performance results were reviewed and reported quarterly. The Minister of Public Safety and Emergency Preparedness Canada has maintained ongoing consultation with stakeholders through the Minister's Advisory Committee on Firearms meetings. The firearms community can provide feedback by telephone, via the CFP Call Centre and by email. In FY 2015-16, the CFP handled or transferred approximately 800,000 telephone calls, as well as 16,000 emails.

As a result of the above described consultations, the CFP has implemented effective measures to reduce deficiencies and optimize the services rendered. Examples of optimizations carried out are the creation of policy to promote efficiency in process and consistency in service delivery; and the increase of personnel during peak call volume hours.

Other information: N/A

Fee name: Non-resident permits

Service standard: All requests for non-resident permits are fulfilled for eligible applicants by the Canada Border Services Agency (CBSA) as per section 35 of the Firearms Act.

Performance results: CBSA fulfilled 48,413 requests for non-resident firearms declarations.

Stakeholder consultation in 2015-16 or prior fiscal years:

CBSA collected information on non-resident permits on behalf of the RCMP. Regular reviews and stakeholder consultations were not conducted by the CFP as fees for non-resident permits are established through an Order-in-Council and prescribed as per the Firearms Fees Regulations.

Other information: N/A

Fee name: Replacement service for firearms documents

Service standard: The CFP service standard to process a replacement document application is 25 days.

Performance results: In 2015-16, 98% (2014-15: 97%) of applications for replacement documents were completed within 25 days.

Stakeholder consultation in 2015-16 or prior fiscal years:

Quarterly performance results for which a user fee is charged were tracked through the CFP's internal performance management framework. Performance results were reviewed and reported quarterly. The Minister of Public Safety and Emergency Preparedness Canada has maintained ongoing consultation with stakeholders through the Minister's Advisory Committee on Firearms meetings. The firearms community can provide feedback by telephone, via the CFP Call Centre and by email. In FY 2015-16, the CFP handled or transferred approximately 800,000 telephone calls, as well as 16,000 emails.

As a result of the above described consultations, the CFP has implemented effective measures to reduce deficiencies and optimize the services rendered. Examples of optimizations carried out are: enhanced automation to the transaction fee processing; the creation of the CFO centralized processing unit; and the increase of personnel during peak call volume hours.

Other information: N/A

Date de modification :

1969-12-31