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The Canadian Firearms Program (CFP) was an ambitious multi- jurisdictional program started
in 1995 to minimize the various acts of violence using firearms in Canada resulting in loss of life and property. The aim of the program was to mandatorily issue licenses and register all the
firearms and related accessories before a prescribed date to minimize firearms related crime and
suicides and assignment help. A national database was to be built based on the collected data which could trace the whereabouts about the firearm and their possessor for essay help and custom essays. The program was to be implemented in the
following three stages:
• Licensing phase: Focus on licensing of all firearms owners as of January 1, 2001.
• Registration phase: Focus on registration of all firearms as of January 1, 2003.
• Ongoing operations phase: focus shifted from licensing and registration to solidifying
management practices essay help, risk management assignment help , client services and quality assurance.
When the concerned bill received Senate’s consent in 1995, the estimated cost of the program
was pegged at $ 119 million to be offset to the tune of $ 117 million by the registration fees
resulting in a cost of $ 2 million for the taxpayers. However till 2005, the program had cost
nearly $ 1 billion with only S140 million as the registration fee. Such a immense cost overrun
placed the whole program assignment help under the scanner and a thorough review of the program was the result (Department of Justice Canada, 2003).
Issues with CFP
Is the CFP actually required? Does it actually help in bringing the crime rate down? As per
criminologist Neil Boyd, researchers have used various types of statistical analysis to reach the
conclusion that gun control helps in reducing gun related homicides and suicides. According
to the Government of Canada’s Firearms Centre website, as on September 30, 2005, around
90 % of the firearms had been registered in the Canadian Firearms Information System (CFIS).
However, there is a section of people who believe that those who actually conduct crimes on
regular basis would not get their firearm registered on a voluntary basis. They also believe that
CFP has not done anything significant to control the crime but has given way to a thriving black
Marketing assignment help and essay help for illegal firearms trading and smuggling.
Besides that there were a lot of significant implementation issues which can be summarized as
shown below:
Ø Poor program delivery structure : One of the biggest flaws was the absence of a full time
CEO which was an absolute must keeping in mind the complex nature of the task. Since
there were multiple parties involved, hence vested interests of various stakeholders led to
unnecessary delays and cost overruns. A ‘split path’ management structure was adopted
with a ‘consensus approach’ to project management. Under such circumstances, the decision
making process became complex and time consuming with the need to accommodate various
diverging views and opinions of the various decision making bodies involved. Due to high
amount of time consumed in framing rules and regulations, less amount of time was made
available for putting the framework into operation. Ultimately a full time CEO was put in
place and operations assignment help, were also simplified (Department of Justice Canada, 2003).
Ø Opposition to the CFP: A majority of the firearms owners initially were apprehensive of
the very concept of CFP since it involved fee payment for registration along with other
operational issues like form filling and sharing personal information. Hence a lot of time,
manpower and advertisement assignment help had to be devoted to address the people and explain them the
need of CFP (Department of Justice Canada, 2003).
Ø Non participation of several jurisdictions: There were several jurisdictions which decided
not to implement the CFP or to implement it in limited ways. This resulted in deployment
of manpower and financial essay help and dissertations resources to make the necessary infrastructure available in such jurisdictions which resulted in cost overruns. Perhaps it could have been better to take inputs
from various jurisdictions and may be address their respective concerns before getting the
bill passed and getting the required funds sanctioned (Department of Justice Canada, 2003).
Ø Complex IT system: Since the old database was integrated into the new system, it gave
rise to a lot of operational assignment help hassles since different databases used different systems of
recording data. Hence the result was a complex IT system which required lot of training to
manpower and time and cost overruns. An operational problem encountered was relating
to the differences in name storage which increased the number of sensitive cases leading to
unnecessary time delays (Department of Justice Canada, 2003).
Ø Lack of communication: There were multiple communication gaps during the
implementation of the CFP program. There was clear communication gap between the
various internal groups/departments of the CFC resulting in poor coordination. Initially
keeping in mind the complexity of the task at hand, a lot of departments were created which
normally worked in isolation and the CFC started working as a coherent unit only after a full
time CEO was appointed. There was lack of smooth coordination between the federal and the
provisional governments due to differences in opinion regarding the utility of the CFP. This
resulted in time delays and cost overruns (Department of Justice Canada, 2003).
Ø Confusion amongst users resulting in high rates of user errors: The complex nature of the
program along with frequent changes at the initial stages created confusion regarding fees,
registration process including form filling. The initial license application forms were too long
and confusing which resulted in high error rates and hence increased the processing time.
Sometimes there was lack of standardization of the processes followed at various processing
sites across the country which also contributed to the confusion (Department of Justice
Canada, 2003).
Ø Licensing and registration fees: There is a general observation that levying of the licensing
and registration fees was an impediment in achieving higher compliance rate. The waiver
or reduction of fees would result in higher compliance rates being observed. The firearm
possessors also feared the future costs associated in renewing their licenses might escalate
which acted as a deterrent for registration (Department of Justice Canada, 2003).
The various steps that could have been taken for making CFP more successful are as follows:
1. A full time CEO should have present from the very beginning assignment help and university online assignment help
2. The budget of the program should have been finalized taking the opinion and
participation of the jurisdictions in mind.
3. Significant public assignment help and custom essay help opinion should have been gathered and concerns addressed.
4. The IT system should have been handled better with better training and allocation of
resources.
5. A pilot should have been run to identify the possible glitches.
6. Implementation given to a single body with greater emphasis on internal and external
Communication assignments
7. Better budget allocation and planning assignment help
Since money to the extent of $ 2 billion has already been spent on the program, scrapping the
program is not a good idea. Hence immediate steps should be taken to make the CFP more
effective and achieve higher compliance rates.
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