The Audit and Accreditation Branch of Correctional Service Canada (CSC) requested a review and an opinion on the effectiveness of the Air Services Memorandum of Understanding (MOU) signed between CSC and the Royal Canadian Mounted Police (RCMP) in September 1999.

The overall objective of the MOU was to provide effective service delivery of CSC’s programs that would result in cost and productivity savings to CSC. We were also asked to determine if the MOU was managed effectively.

In March 2000, an evaluation framework was developed that identified criteria that could be used to measure the overall effectiveness of the MOU. Our review has concluded that in many instances the suggested evaluation criteria were never developed or implemented in CSC therefore limiting our ability to make a definite conclusion as to the effectiveness of the implementation of this MOU.

It is our view, however, that there is sufficient evidence to indicate that the implementation of this MOU has resulted in increased efficiency and productivity savings for the department.

As detailed comparative fiscal year information is not available on the actual number of inmate transfers made and as the information and data collection systems required for the evaluation were not developed and implemented, the evaluation team was unable to state categorically if CSC achieved the expected productivity and cost savings anticipated. However, our analysis of expenditures recorded as "Inmate Transfer – Transfer – RCMP Air Services" in the corporate financial system, indicates that, despite the rate reduction per nautical mile charged to CSC for the use of the air fleet, overcall expenditures in the 2000-01 fiscal year increased by approximately 35% over the previous fiscal year. This indicates a substantial increase in the use of RCMP air services.

Our review of the records maintained by the National Transfer Co-ordinator revealed that overtime expenditures in 2000-01 were significantly less than those of the previous fiscal year. This reduction in costs, coupled with the increase in the use of RCMP air services indicates a substantial increase in productivity and efficiency of the transfer services. In addition, our study of selected trips taken using the RCMP fleet revealed that, although there were significant cost savings to CSC on these trips, there appears to have been limited overall use of the RCMP fleet by CSC for staff purposes. This minimal use of the fleet, plus the additional capital costs incurred to acquire the CSC plane, may offset any cost savings that would normally accrue to CSC.

We recommend that as a priority, Correctional Service Canada appoint a senior CSC employee as the Office of Prime Interest (OPI) assigned overall responsibility for the management of the MOU. This OPI should also develop a communication and awareness strategy for CSC that establishes the parameters under which the RCMP fleet is to be used and the overall benefits of the fleet. Consideration should also be given to the development of an approach or strategy to address concerns on the issue of Amex accident insurance and non-eligibility for air miles for CSC employees using the RCMP air fleet. We recognize that these are issues that are currently having and, in all likelihood will continue to have an impact throughout the federal public service and for which Correctional Service Canada is unable to address and resolve on its own, however, we believe that the department should develop an approach to mitigate these issues and concerns.

The development and implementation of new strategies, systems and processes to successfully manage the MOU will require an action plan/road map. This plan should identify each project to be undertaken, the sequence in which these projects are to be undertaken and the level of effort/time required to successfully complete each project. This plan must be comprehensive and encompass all activities for the department to realize all of the potential benefits of the MOU.

INTRODUCTION

The Audit and Accreditation Branch of Correctional Service Canada (CSC) engaged Progestic International Inc. to review, evaluate and express an opinion on the effectiveness and efficiency of the Air Services Memorandum of Understanding (MOU) signed between CSC and the Royal Canadian Mounted Police (RCMP) in October 1999.

2.1 Objective

The objective of the review was threefold:

Has the MOU contributed to improved service through:

More frequent visits and greater staff presence in the operational units;
Increased public safety by reducing the use of commercial and public transportation for inmates;
Increase in the effectiveness of inmate transfers; and
Improved communications and relationships with stakeholders and partners.

Has the MOU delivered the productivity increases and cost savings estimated originally by:

Increased savings in both travel costs and inmate transfer costs; and
Productivity savings.

Has the MOU achieved its established goals and is it managed effectively and efficiently by:

Properly managed Billing process;
Accurate and timely periodic reporting;
Proper monitoring of the MOU with review of performance indicators; and
Optimal use of resources through an effective and efficient awareness strategy.

2.2 Scope and Approach

The scope and approach of the review included:

Review of the MOU signed by CSC and the RCMP to cover air services provided by RCMP;
Review of the evaluation framework dated March 30, 2000 that had been originally prepared to assist in evaluating the MOU;
Review and analysis of financial as well as non-financial data, including the Cost Benefit Analysis document that was undertaken by CSC in support of its decision to negotiate the MOU;
Interviews and surveys of selected CSC and RCMP staff;
Review of available documentation and data supporting the actual use of the RCMP fleet services;
Review of a sample of invoices and payments made by CSC for their use of the RCMP air fleet; and
Analysis of findings, reach conclusions and develop recommendations that could improve the overall management of the MOU.

2.3 Acknowledgement

We wish to express our appreciation for the co-operation and assistance extended to us by the staff of Correctional Service Canada and the RCMP in assisting us to conduct this study. We would like to thank all individuals for providing us with constructive and candid comments.

3. BACKGROUND

Correctional Service Canada (CSC) accommodates federal offenders within its institutions and Community Correctional Centres and at over 150 Community Residential Centres operated by community-based, non-profit organizations. CSC also manages parole office and district offices that provide supervision to offenders released on conditions to their communities. These facilities are located across Canada, in every province and territory including Nunavut. In addition, CSC maintains exchange of service agreements with most provinces and territories for accommodation and/or services such as parole supervision and treatment for offenders. Furthermore, as a result of new agreements with aboriginal communities, CSC has a requirement to work closely with aboriginal communities in rural and remote communities.

CSC is a decentralized and geographically dispersed department with many of its operational centres not on commercial air routes. CSC’s staff at national headquarters (NHQ) represents only a small percentage of all CSC employees however, it plays a major role in providing strategic and operational support to senior management. NHQ staff also monitors compliance with the Corrections and Conditional Release Act, ensuring that standards are developed and implemented with national consistency and that accountability mechanisms are in place to monitor performance and measure results.

Correctional Service Canada, besides working closely with the RCMP, also works in close partnership with the other components of the Ministry of Solicitor General including the National Parole Board, the Canadian Security Intelligence Service, the Department of the Solicitor General and the Office of the Correctional Investigator.

Within the Department of the Solicitor General, two agencies are responsible for inmate transportation: the RCMP and CSC. The RCMP is responsible to deliver sentenced offenders to CSC custody in federal penitentiaries and CSC is responsible for transportation of all offenders while they are in CSC custody. Recognizing that the RCMP maintained a fleet of planes throughout Canada and that it had extensive experience with the problems associated with inmate transportation, in 1991, CSC and the RCMP signed a MOU that was intended to provide CSC with assistance for inmate transportation.

The 1991 MOU did not however provide a priority (dedicated) service to CSC thereby forcing CSC to rely on commercial transportation to transport inmates when the RCMP was not able to accommodate CSC’s scheduling and emergency needs. As the RCMP fleet does not have planes with a seating capacity of 50 or more, approximately 4 times a year CSC was required and continues to be required to charter planes to transport inmates within Canada. When required, CSC also uses commercial airlines within Canada and for travelling to and from international destinations. It is estimated that total annual budget of air transportation including flight costs, accommodation/meals and the costs of CSC staff transporting inmates is approximately $1 million. The RCMP MOU represents 30% ($300,000) of these costs.

CSC recognized that with the increasing number of violent offendersin its custody, coupled with the increased need to ensure public safety when inmates are transferred, that it was in its best interest to enter into a new MOU agreement with RCMP. It was intended that this new agreement would result in a priority air service for CSC thereby reducing CSC’s reliance on commercial transportation and contribute to public safety.

The most effective way to access CSC facilities that are not to commercial airports is to have aircraft that can land on, and take off from small airports and that are available to CSC on reasonable short notice – a service that could be provided by the RCMP air fleet. This more efficient means of travel would also allow all CSC management and staff to visit remote facilities and assist them to better understand, support and address the immediate operational requirements of these facilities, including the conditions under which inmates and CSC staff operate.

A cost benefit analysis of a number of alternatives/options available to CSC was undertaken to determine the most efficient and effective manner that CSC’s requirements could be met. This study concluded that CSC’s requirements would be best met if it were to acquire a plane and contribute it to the RCMP fleet who would be responsible for its maintenance and management. Under this alternative, a plane, meeting CSC requirements, would be stationed in Ottawa and used by both organizations to meet their operational needs. CSC would be given priority air service use of this plane and would also have access to other RCMP planes throughout Canada. In return, CSC would be charged the preferred internal cost recovery rate for air services by the RCMP. This option provides an additional travel alternative for CSC with the intended benefits being reduced reliance on commercial transportation and increased opportunities for productivity and cost savings.

Effective November 1, 1999, a Memorandum of Understanding (MOU) outlining the provision of air services to be provided by the RCMP to CSC was entered into. This MOU was to be the subject of review by both parties at the end of the first fiscal year following the year of implementation.

To assist CSC in determining if the MOU had achieved its intended results, an evaluation framework was developed that recommended key evaluation criteria and operational systems be developed and implemented including:

Development and implementation of information systems and/or data collection process for the MOU;
Establishment of an CSC Evaluation Committee with responsibility for monitoring the MOU and identification and addressing issues and obstacles that affected the MOU; and
Development of an awareness strategy to promote the use of MOU by CSC staff within headquarters and all regions.

4. SUMMARY OF FINDINGS AND CONCLUSIONS

During the review, we found that there were a number of benefits that have accrued to CSC as a result of this MOU. These benefits include:

Gaining priority access to the entire RCMP Air Fleet assists CSC to respond quickly to emergency situations anywhere in Canada
The stationing of a plane at Ottawa reduces the travel costs incurred by HQ; an
Apparent increased efficiency and productivity savings for the department.

The review determined that there were a number of issues or areas of concern that should be addressed by CSC. These include:

There is an immediate need to establish an Office of Prime Interest (OPI) assigned overall responsibility for the management of the MOU. This OPI should also be given responsibility to develop a communication and awareness strategy for CSC that establishes the parameters under which the RCMP fleet is to be used and to make CSC staff aware of the overall benefits of using the fleet.
The development and implementation of new strategies, systems and processes required to support the MOU requires the development of an action plan/road map. The action plan should outline the process and deadlines to be followed for the development of the required management processes/data collection systems; the development and implementation of awareness and communications strategies and the development of policies and/or procedures which indicate the parameters for which the fleet is to be used. This plan must also identify each project to be undertaken, the sequence in which these projects are undertaken and the level of effort/time required to successfully complete each project.
CSC should consider developing a strategy to address employee concerns over the loss of AMEX accident insurance coverage should they use the RCMP fleet. In addition, with the recent announcement that Public Servants are now eligible to collect air miles, the benefits to employees of using the RCMP fleet as opposed to commercial transportation should also be addressed (easier access to remote locations, overall convenience, potential cost savings etc.). We recognize that these are issues that are currently having and, in all likelihood will continue to have an impact throughout the federal public service and for which Correctional Service Canada is unable to address and resolve on its own. We believe however, that the department should develop an approach to mitigate these issues/concerns and that this approach be closely linked to the awareness and communications strategy that will be developed as part of the overall action plan to support the MOU.

5. Detailed findings and conclusions

5.1 MOU Contribution to Improved Service Delivery

During the review we found that the comprehensive, systematic information and data collection process that was originally recommended in the evaluation framework of March 2000 was not developed and implemented by CSC. It was intended that these systems and processes could be used in the future to measure and monitor the actual performance of the Air Services MOU against expectations.

In addition, our review revealed that there was little or no data available on the use of the RCMP fleet for the 1999-2000 fiscal year as compared to the 2000-2001 fiscal year thereby limiting comparisons of similar activities before and after the implementation of the revised MOU. As a result, it was necessary to use a variety of information sources in our attempt to determine if, in fact, the Air Services MOU has contributed to improved service delivery of CSC’s programs and services.

5.1.1 More frequent visits and greater presence in the operational units

CSC expected that it would be able to reduce overall travel time and increase the frequency of visits to CSC institutions by management and staff as a result of this MOU.

Discussions with CSC staff indicated that the Ryder database maintains information on commercial travel taken by CSC staff however, it does not provide detailed information on the use of the RCMP fleet.

In order to obtain information on the use of the RCMP fleet, we reviewed a selected number of individual travel claims that had been paid in the 1999-2000 and 2000-2001 fiscal years. Our review revealed that in most instances, even if the trip involved travelling to a location that was not readily accessible by commercial means of transport, limited use had been made of the RCMP fleet. It must also be recognized that the 2000-01 fiscal year was an unusual year as, due to a number of extenuating circumstances such as labour disputes, travel during the fiscal year was limited.

A survey of CSC HQ senior managers was also undertaken to determine if they had made use of the fleet. The majority of survey respondents who had used the fleet acknowledged that, although the fleet gives them greater access and increased contact and visibility within CSC regions, they and their staff have made limited use of the RCMP fleet.

Conclusion: Based on our review of data for only two fiscal years, it would appear there has not been more frequent visits and greater presence in the operational units as a result of the MOU.

5.1.2 Increase in public safety by reducing the use of commercial and public transportation for inmates

The review of CSC departmental-wide financial statements for the 1999-2000 and 2000-01 fiscal years indicated that, despite the rate reduction per nautical mile charged to CSC for the use of its air fleet, in the 2000-2001 fiscal year, the overall costs of inmate transfers coded as Inmate Transfer – Transfer – RCMP Air Services increased by approximately 35% over the previous fiscal year. This increase in inmate transfer expenditures would appear to indicate that greater use was made of the RCMP fleet for inmate transfers in 2000-2001, as compared to the previous fiscal year.

Our review of CSC departmental-wide financial statements for the 1999-2000 and 2000-01 fiscal years also indicated that in 2000-2001, the total overall costs incurred for inmate travel coded as Inmate Travel Discharge and Inmate Travel Transfer decreased by approximately 15% as compared to the previous fiscal year. This decrease in inmate discharge and transfer expenditures indicates that less use was made of commercial and public transportation for inmate discharges and transfers in 2000-2001, as compared to the previous fiscal year.

In order to confirm that there has been an increase in inmate transfers using the RCMP fleet, we also reviewed the financial records maintained by the responsibility centre for the National Transfer Co-ordinator for Inmate Transfers, the CSC organization that incurs the majority of inmate transfer costs.

Our review of these records indicated that in 2000-2001 inmate transfer expenditures coded as Inmate Transfer – Transfer – RCMP Air Services increased by approximately 25% over the previous fiscal year (an increase of some $76,000), while in the same period, overall costs incurred for inmate travel coded as Inmate Travel Discharge and Inmate Travel Transfer decreased by nearly 17% (approximately $85,000) as compared to the previous fiscal year.

Through our review of these same records, we were also able to determine that the cost of using charter aircraft, in the 2000-2001 fiscal year, decreased by approximately 25% as compared to previous fiscal year.

Based on this analysis, we can therefore conclude that there has been an overall reduction in the use of commercial and public transportation for inmate transfers.

Our review of the Use of Aircraft Reports indicated that for the 2000-01 fiscal year, the RCMP fleet was normally used to fly to locations that are not readily accessible to commercial flights. We also confirmed that the majority of inmate transfers were made using Mirabel airport as the point of departure or arrival (which is located in close proximity to the Regional Reception Centre, Quebec). Our discussions with an Ottawa based travel agency indicated that there are no commercial national flights arriving/departing from Mirabel as all commercial flights arrive/depart from Dorval airport. The use of the Dorval airport as an arrival/departure point as opposed to the use of the more accessible facilities at Mirabel increases the exposure of inmates to the general public and may result in a decrease in public safety.

The Use of Aircraft Reports also shows that in many instances, flights were taken on the RCMP fleet without requiring CSC employees and inmates to change planes and to make numerous stopovers. For example, a flight originating and arriving in Ottawa with stops in Mirabel-Thunder Bay–Edmonton–Prince Albert-Mirabel was completed on Dec 11/12/99 and required 14 hours to complete. This same flight using commercial transportation requires approximately 19 hours to complete with a minimum of 6 transfers at various locations en route (Toronto (2); Winnipeg: Calgary; Saskatoon (2)). Similar flights occur on a regular basis.

Conclusion: There has been an increase in public safety by reducing the use of commercial and public transportation for inmates.

5.1.3 Increase the effectiveness of inmate transfers

Our analysis of the records maintained by the National Transfer Co-ordinator for Inmate Transfer disclosed that total overtime costs incurred by this responsibility centre decreased in the fiscal year 2000-01, as compared to the previous fiscal year, by approximately 40% ($81,000). This significant decrease in overtime costs may be partially attributable to factors other than increased use of the RCMP fleet to carry out inmate transfers. However, it would appear that the increased use of the fleet has been a major factor in reducing overtime costs and would have also reduced other accommodation and operational costs normally incurred by the department when staff is on travel status.

Our analysis also revealed that a number of CSC institutions, located across Canada, that are not well served by commercial flights, are located in close proximity to small local airports which are accessible by the RCMP fleet. The use of the RCMP fleet to travel to and from these institutions can therefore significantly reduces CSC staff travel time and costs to transfer inmates between these institutions.

A comparison of flight times using commercial transportation as opposed to using the RCMP fleet to travel to/from selected CSC institutions to/from Montreal is attached as Annex A.

Conclusion: It would appear that the use of the Air Services MOU resulted in a more effective transfer of inmates, has increased productivity of the staff, and in some cases has reduced the costs of individual transfers.

5.1.4 Improve communications and relationships with stakeholders and partners

It was originally intended that the Air Services MOU would contribute to enhanced communications and a better understanding of issues, policies and legislation that affected stakeholders and partners in the criminal justice system. During this study we determined that with the exception of two memos (a third memorandum has recently been issued) sent to CSC EXCOM Members outlining the purpose and the process to be followed to access the RCMP fleet, no formal communication and awareness strategies were developed.

Our survey of CSC senior managers who have used the CSC plane indicated that overall they were very satisfied with the service. The respondents indicated that the service was more cost effective and efficient than flying commercial. Those surveyed also indicated however, that they and their staff have made limited use of the RCMP fleet. One respondent stated that the MOU needs to be publized more in order that maximum use is made of the service. It was his view that many CSC staff did not know that the RCMP fleet was available to them for scheduled business events.

Recommendation: CSC needs to develop a formal communications and awareness strategy that outlines to CSC’s management, staff, stakeholders and partners the parameters under which the RCMP fleet is to be used and the benefits of using the fleet.

5.2 Realization of Productivity Increases and Cost Savings

5.2.1 Increased savings in both travel costs and inmate transfer costs

There is currently no information or data collection system available that would allow us to compare and analyze the costs of inmate transfer over the last two fiscal years with any precision. As stated previously, the review of expenditures coded and charged to Inmate Travel (transfer or discharge) - RCMP Air Services for 1999-2000 and for 2000-01 shows that in 2000/01 these costs increased by approximately 35% over the previous fiscal year despite the decrease in the nautical mile rate charged to CSC for the use of the RCMP fleet. This indicates that greater use has been made of the RCMP air services and that there has been less reliance on commercial transportation. We have also noted, as stated previously, that the use of the fleet may have assisted the department in reducing other travel and operational costs such as overtime, meals and accommodations.

Our review of the records relating to inmate transfers also revealed that CSC costs were significantly lower when using the RCMP fleet as compared to using commercial services. A similar review was also carried out on a number of headquarters flights that were taken using the RCMP services. The review indicated that the overall cost of these flights was significantly lower when the RCMP fleet was used as opposed to the equivalent commercial transportation service. Further information on these selected flights is provided in Annex B.

To make an RCMP air service effective, we concluded that when flying from HQ to the Atlantic Region, based on a rate of $2.86/nautical mile, a minimum of two passengers are required. When flying west from HQ to the Ontario Region a minimum of 3 passengers are required. (As indicated earlier the use of the RCMP fleet is more cost effective when flying to/from HQ within a radius of 1550 miles – Ontario, Quebec and Atlantic Regions.)

It is difficult to state categorically that CSC has made overall savings in the costs of inmate transfers and HQ travel since the potential savings accumulated from the individual trips may have been offset by the capital (interest, depreciation) and opportunity costs incurred by the acquisition of the plane as required by the MOU.

It was noted that, on average, during the last fiscal year, the Ottawa-based plane was used only 3 days/month by CSC staff. In addition, during the same period, CSC used the other RCMP planes, on average, approximately 10 days per month. We have also determined through our review of the departmental financial records that, although there has been some increased use of the fleet by public servants, this increased use has been relatively minor.

The cost/benefit analysis undertaken to support the acquisition of the plane indicated that contributing as a minimum 240,000 air miles with eight passenger capacity (i.e. 1,920,000 passenger miles) to the RCMP fleet would permit CSC to realize some economies of scale and meet almost all of CSC travel needs and requirements for inmates, staff, management and non-CSC staff. Information is however not currently available on the actual or estimated passenger miles flown.

Conclusion and Recommendation: The use of the Air Services MOU has resulted in cost savings for the transfer of inmates. We are however, unable to determine if there has been savings in overall CSC travel costs. We recommend that CSC develop appropriate systems and processes that, in the future, will allow the department to determine overall savings in travel costs.

5.2.2 Productivity Increase and Cost Savings Realized under the MOU

Cost savings including reductions in salary and travel costs are not the only factors to consider in assessing the overall benefits of the MOU as productivity increases must also be factored into the equation.

It is difficult to estimate the dollar value of productivity increases that may have accrued to CSC through the use of the RCMP fleet. For the purpose of this study, using the representative number of flights shown in Annex B involving inmate transfers, our analysis indicated that by using the RCMP fleet, the number of required stopovers/changes in planes was reduced or eliminated. In addition, total travel time in some instances decreased by 4 to 5 hours/trip. This decrease in travel time may result in productivity increases or salary savings to CSC. Assuming that similar savings occur for the majority of flights taken using the RCMP fleet, there appears to have been significant productivity gains realized by CSC through its use of the MOU; however, as noted earlier, there has been limited use made of the fleet by CSC employees travelling on CSC business.

Conclusion: CSC appears to have achieved productivity savings through its use of the Air Service MOU, however, even more substantive benefits can be realized if greater use was made of the fleet.

5.3 MOU is Managed Effectively and Efficiently

5.3.1 Billing process is managed properly

CSC has not developed and implemented a comprehensive information and data collection system to assist in the management of the MOU. As a result, to obtain detailed information on CSC’s use of the RCMP air fleet, our analysis was based on the review of a number of different documents. Our review revealed that billings from the RCMP are not centrally produced, are not received by CSC centrally nor are they received on a regular schedule (monthly basis). They also lack detailed information. The reconciliation and matching of CSC source documents to the invoices would be a time consuming and cumbersome process that appears to yield limited information.

In addition, within CSC responsibility for the accounts payable process rests with client organizations who have made use of the RCMP fleet.

Recommendation: CSC should establish and implement a comprehensive information and data collection system that would assist it to manage the billing and accounts payable process and also provide quality information on the activities associated with the MOU.

5.3.2 Accurate and timely periodic reporting

The monthly report on the use of RCMP fleet prepared by the Fleet Management Group of CSC is currently submitted to Finance and the Director, Correspondence and Ministerial Liaison. The responsibility for preparing this report was transferred from Finance to Fleet Management in August 2000.

At the present time, there is limited information provided by this monthly report that would assist CSC in the effective management of the MOU. It is our opinion that CSC, in consultation with the RCMP, should develop improved reporting mechanisms, processes and systems allowing both organizations to improve monitoring, reporting and managing of activities associated with the MOU.

Recommendation: CSC, in consultation with the RCMP should establish an on-going comprehensive reporting process that would assist both parties to identify and maximize potential savings (both cost and efficiency savings) that could be made through the effective use of the MOU.

5.3.3 Proper Monitoring of the MOU with review of performance indicators

In March 2000, it was recommended in the original evaluation framework developed for this MOU that a CSC Evaluation Committee made up of a number of departmental representative organizations be established and given responsibility to develop and implement mechanisms that could be used by the organization to monitor and assess the ongoing effectiveness of the MOU on CSC’s business operations.

A formal monitoring mechanism including the development and implementation of performance indicators for all activities associated with the MOU has not been implemented nor has a CSC organizational entity been given overall responsibility to develop these indicators.

Recommendation: There is an immediate need to appoint a senior CSC employee as the Office of Prime Interest (OPI) with overall responsibility for the management of the MOU.

This OPI should also be given responsibility to develop a communications and awareness strategy for CSC that establishes the parameters under which the RCMP fleet is to be used and ensure that appropriate CSC staff are made aware of the overall benefits of using the RCMP fleet.

5.3.4 Optimal use of resources through an effective and efficient awareness strategy

It was also recommended in the original evaluation framework that CSC take the necessary steps to develop a strategy that would increase the awareness and understanding of the purpose of the MOU and its potential benefits to CSC employees.

Our review of the correspondence relating to the implementation of this MOU shows that there has been limited communication within CSC on this MOU. Furthermore as stated previously in this report, our survey of CSC senior managers revealed that they and their staff have made limited use of the RCMP fleet. One respondent stated that it was his view that the MOU needed to be publized more so that managers and staff could make maximum use of this service. It was his view also that many CSC staff did not know that the RCMP fleet was available to them for scheduled business events.

Recommendation: There is animmediate need forCSC todevelopa formal awareness and communication strategy that increases its staff’s understanding of the potential benefits of this initiative and outlines the parameters under which the RCMP fleet should be used.

6. Proposed action plan

ACTIVITY	BENEFITS
1. Appoint a senior CSC employee as the Office of Prime Interest (OPI)	Identifies to CSC staff the organization responsible for the MOU; and Establishes roles, responsibilities, accountabilities and authorities of the OPI.
2. Develop a communications and awareness strategy for the MOU	Increases awareness and understanding of the MOU travel option by CSC employees; Outlines the parameters under which the RCMP fleet is to be used; and Describes the benefits of using the RCMP fleet for CSC business.
3. Establish and implement a comprehensive information and data collection system to assist in the overall management of the MOU.	Assists in capturing, reporting and monitoring of activities associated with the MOU; Provides support in the decision making process; Assists in identification of issues and/or areas of concern associated with the MOU and that need to be addressed; and Facilitates future assessments of the MOU.
4. Develop a strategy to address employee concerns over the loss of AMEX accident coverage and the non-eligibility for air miles.	Increased flexibility for travelers; Easier access to remote CSC locations; and Potential savings in travel time and costs.

ANNEX A

Estimated Travel Time From HQ To Various CSC Institutions
Using RCMP Fleet or Commercial/PrivateTransportation

(excludes travel time to arrive/depart from airport)

REGION

RCMP Fleet

Commercial/Private

Atlantic

Moncton

Miramichi

Charlottetown

1 hour 45 minutes

2 hours 25 minutes

1 hour 45 minutes

No direct flights – must fly to Halifax and change planes -minimum travel time of 3.5 hours

No direct flights – must fly to Halifax & Moncton then drive to the Institution - minimum travel time of 5 hours

No direct flights – must fly to Halifax and change planes -minimum travel time of 4 hours

Quebec

Sept Iles

Quebec

Drummondville

Bromont

2 hours 20 minutes

50 minutes

40 minutes

30 minutes

No direct flights –must fly to Quebec City and change planes – minimum travel

time is 3.5 hours

1 Hour

Must travel by car – minimum 3 hours

Ontario

Muskoka

Peterborough

30 minutes

35 minutes

No direct flights – 6 hours to drive or fly to Toronto and drive for 2.5 hours (3.5 hours minimum travel time)

No direct flights – 4 hour drive

ANNEX B

Comparison of Costs Using the RCMP Air Fleet and Flying Commercial

Date	Flight Plan	Nautical Miles	# CSC Passengers	Total Cost Charged by RCMP	* Costs of Flying Commercial	SAVINGS
11/-12/12/99	Ottawa – Mirabel -Thunder Bay – Edmonton -Prince Albert – Mirabel - Ottawa	3406	7	$9741.16	$28686.70	$18945.54

23/03/00	Ottawa - Mirabel – Moncton – Mirabel - Ottawa	929.6	7	$2658.66	$14013.79	$11355.13

5/07/00	Ottawa – Mirabel – Sept. Iles – Moncton, N.B – St. Hubert – Ottawa – Kingston – Moncton – Miramichi/Chatham –Mirabel - Ottawa	2300.7	6	$6580.00	$28036.14	$21456.14

16-17/09/00	Ottawa – Saskatoon - Ottawa	2574.8	3	$7363.93	$7232.13	($131.80)

TOTAL				$26343.75	$77968.76	$51625.01

* Note – The costs of flying commercial has been provided by an Ottawa - based travel agency. All fares quoted are based on full fare economy. These costs may decrease (i.e. if there was 7 or 14 days notice prior to booking and if Saturday over nights are involved). Conversely, all fares quoted are subject to fare increases by the airlines without notice at any time.

Also, although there is an airport in Miramichi, there are no commercial flights operating into it. The nearest airport is Moncton, 85 miles away. Similarly, the nearest airport to St. Hubert is Dorval (Montreal), 20 miles away. There are also no domestic commercial flights to/from Mirabel.

ANNEX C CSC Proposed Action Plan
Activity	Date
1. Establish roles, responsibilities accountabilities and authorities of the CSC Co-ordinator	Dec. 15th, 2001
2. Meet with RCMP co-ordinator of the MOU and define roles and responsibilities	Jan. 1, 2002
3. Establish a FTE who will be responsible for the MOU	Jan. 30th, 2002
4. Develop a communications and awareness strategy for MOU Increase awareness and understanding of the MOU travels option for CSC employees Outline the parameters under which the CSC/RCMP MOU fleet services are to be used and; Describe the benefits of using the CSC/RCMP MOU fleet services for CSC business, i.e. training. Develop a strategy to address employee concerns over the loss of AMEX accident coverage	Mar. 31st, 2002 (Dependant on Staffing)
5. Implement information and data collection system to assist in the overall management of the MOU, i.e. capturing, reporting and monitoring of activities associated with the MOU	Apr. 30th, 2002 (Dependant on Staffing)

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