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Toronto Police Service

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Toronto Police Service: Lessons From CPSSD Report on the RCMP.
In July 2009, the Centre for Public Sector Service Delivery published a case study entitled
“Measuring Progress at the RCMP”, which “focuse[d] on the introduction and use of new
measurement and performance management tools at the Royal Canadian Mounted Police from
2001 to the present.”
a. Describe and Explain the Main Conclusions of the Study.
The need to create efficiency, as well as the necessity to meet the Canadian federal
government requirements of having a transparent, result oriented, and financially responsible use
of public resources informed the Royal Canadian Mounted Police (RCMP) to adopt rigorous
strategic plans and performance measurement framework. In particular, RCMP adopted the use
of the balanced scorecard, the dashboard system, and common measurement tool. This section
describes and explains the main conclusion that the Centre for Public Sector Service Delivery
arrived at when they reviewed the performance of RCMP from 2001 to 2009.
Strategic Priorities
The introduction of the balanced scorecard has been fundamental in enabling RCMP to
focus on its strategic priorities. Generally, the main objective of RCMP is to reduce crime.
Consequently, the balanced scorecard is designed in a manner that addresses this issue. For
example, since the establishment of the balanced scorecard, there has been an overwhelming
acknowledgment in RCMP efforts to reduce crime. In 2003, 47% of all interviewed individuals

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agreed that RCMP was fulfilling its obligation of minimizing the level of crime. As of 2008,
these numbers had increased sharply to 56%. While in 2005 only 52% of aboriginal communities
agreed that RCMP was providing high-quality services, these numbers had increased to 63% in
2008. Finally, the number of aboriginal leaders who agreed that RCMP provides leadership
increased from 33% in 2005 to 58 percent in 2008. A similar situation was also witnessed in
2008 when there was an increase from 61% in 2005 to 76% in 2008 on the acceptance that
RCMP was providing a good working relationship with aboriginal leaders (The Conference
Board of Canada 1-12). Similarly, the use of the dashboard system enabled RCMP conversations
to be more focused on the organization’s priorities.
Objective Measurement of Progress
The use of a balanced scorecard enabled RCMP to have a focus on how to measure its
progress. In particular, the report concludes that through the use of the balanced scorecard, as
from 2000, RCMP was able to reduce the levels of organized crimes, terrorism, as well as
improving the department's likeability with aboriginals. Notably, these were the priority areas for
RCMP. In light of this, the report concluded that the balanced scorecard provided RCMP with a
sense of direction.
Leadership
While a balanced scorecard, a dashboard, and a common measurement tool are important
in enabling an organization to achieve its desired objectives, it was found that not all leaders
adopted the use of these tools. As expected, senior leaders who adopted these tools had better
performance than those who did not. There was an improvement on workers satisfaction levels
among those that their supervisors made efforts to make their work easier as well as those whose
leaders used the balanced scorecard. The satisfaction levels increased from 37% to 67% among

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Surname 1 Name Tutor Course Date Toronto Police Service: Lessons From CPSSD Report on the RCMP. In July 2009, the Centre for Public Sector Service Delivery published a case study entitled “Measuring Progress at the RCMP”, which “focuse[d] on the introduction and use of new measurement and performance management tools at the Royal Canadian Mounted Police from 2001 to the present.” a. Describe and Explain the Main Conclusions of the Study. The need to create efficiency, as well as the necessity to meet the Canadian federal government requirements of having a transparent, result oriented, and financially responsible use of public resources informed the Royal Canadian Mounted Police (RCMP) to adopt rigorous strategic plans and performance measurement framework. In particular, RCMP adopted the use of the balanced scorecard, the dashboard system, and common measurement tool. This section describes and explains the main conclusion that the Centre for Public Sector Service Delivery arrived at when they reviewed the performance of RCMP from 2001 to 2009. Strategic Priorities The introduction of the balanced scorecard has been fundamental in enabling RCMP to focus on its strategic priorities. Generally, the main objective of RCMP is to reduce crime. Consequently, the balanced scorecard is designed in a manner that addresses this issue. For example, since the establishment of the balanced scorecard, there has been an overwhelming acknowledgment in RCMP efforts to reduce crime. I ...
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