ARCHIVED - 2013-2014 Departmental Performance Report
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Foreword
Departmental Performance Reports are part of the Estimates family of documents. Estimates documents support appropriation acts, which specify the amounts and broad purposes for which funds can be spent by the government. The Estimates document family has three parts.
Part I (Government Expenditure Plan) provides an overview of federal spending.
Part II (Main Estimates) lists the financial resources required by individual departments, agencies and Crown corporations for the upcoming fiscal year.
Part III (Departmental Expenditure Plans) consists of two documents. Reports on Plans and Priorities (RPPs) are expenditure plans for each appropriated department and agency (excluding Crown corporations). They describe departmental priorities, strategic outcomes, programs, expected results and associated resource requirements, covering a three-year period beginning with the year indicated in the title of the report. Departmental Performance Reports (DPRs) are individual department and agency accounts of actual performance, for the most recently completed fiscal year, against the plans, priorities and expected results set out in their respective RPPs. DPRs inform parliamentarians and Canadians of the results achieved by government organizations for Canadians.
Additionally, Supplementary Estimates documents present information on spending requirements that were either not sufficiently developed in time for inclusion in the Main Estimates or were subsequently refined to account for developments in particular programs and services.
The financial information in DPRs is drawn directly from authorities presented in the Main Estimates and the planned spending information in RPPs. The financial information in DPRs is also consistent with information in the Public Accounts of Canada. The Public Accounts of Canada include the Government of Canada Consolidated Statement of Financial Position, the Consolidated Statement of Operations and Accumulated Deficit, the Consolidated Statement of Change in Net Debt, and the Consolidated Statement of Cash Flow, as well as details of financial operations segregated by ministerial portfolio for a given fiscal year. For the DPR, two types of financial information are drawn from the Public Accounts of Canada: authorities available for use by an appropriated organization for the fiscal year, and authorities used for that same fiscal year. The latter corresponds to actual spending as presented in the DPR.
The Treasury Board Policy on Management, Resources and Results Structures further strengthens the alignment of the performance information presented in DPRs, other Estimates documents and the Public Accounts of Canada. The policy establishes the Program Alignment Architecture of appropriated organizations as the structure against which financial and non-financial performance information is provided for Estimates and parliamentary reporting. The same reporting structure applies irrespective of whether the organization is reporting in the Main Estimates, the RPP, the DPR or the Public Accounts of Canada.
A number of changes have been made to DPRs for 2013−14 to better support decisions on appropriations. Where applicable, DPRs now provide financial, human resources and performance information in Section II at the lowest level of the organization's Program Alignment Architecture.
In addition, the DPR's format and terminology have been revised to provide greater clarity, consistency and a strengthened emphasis on Estimates and Public Accounts information. As well, departmental reporting on the Federal Sustainable Development Strategy has been consolidated into a new supplementary information table posted on departmental websites. This new table brings together all of the components of the Departmental Sustainable Development Strategy formerly presented in DPRs and on departmental websites, including reporting on the Greening of Government Operations and Strategic Environmental Assessments. Section III of the report provides a link to the new table on the organization's website. Finally, definitions of terminology are now provided in an appendix.
Chair's Message
I am pleased to present the Departmental Performance Report of the Commission for Public Complaints Against the RCMP (CPC) for 2013–14. The report provides an overview of the CPC's work during this fiscal year and discusses the extent to which the CPC has met its objectives, as set out in its 2013–14 Report on Plans and Priorities.
On June 19, 2013, Bill C-42: Enhancing Royal Canadian Mounted Police Accountability Act received Royal Assent. Bill C-42 creates the Civilian Review and Complaints Commission for the RCMP (CRCC), with an expanded mandate and new responsibilities replacing the existing CPC. The CPC is awaiting the coming into force of the provisions which will create the CRCC. The CPC received additional funding in order to meet the demands of its existing mandate and support preparations for the transition to the new CRCC.
The mandate of the CRCC will include the existing complaints function, as well as the authority to conduct joint complaint investigations with provincial law enforcement review bodies, conduct reviews of specified RCMP activities, provide enhanced reporting to provinces and territories which contract for RCMP services, undertake research, conduct outreach efforts, and provide independent observers to investigations of serious incidents involving RCMP members.
The past year has been a busy one for the CPC, and I am proud of the contributions we have made to enhancing the effectiveness and accountability of the RCMP. Our people are the most important element of our effectiveness, and this will continue to be so as we take up the expanded mandate of the new CRCC.
Ian McPhail, Q.C.
Chair
Section I: Organizational Expenditure Overview
Organizational Profile
Appropriate Minister: The Honourable Steven Blaney, P.C., M.P.
Institutional Head: Ian McPhail, Q.C.
Ministerial Portfolio: Public Safety and Emergency Preparedness
Enabling Instrument: Royal Canadian Mounted Police Act R.S.C. 1985, c. R-10Footnote 1.
Year of Incorporation / Commencement: 1988
Organizational Context
Raison d'être
The Royal Canadian Mounted Police Public Complaints Commission is an independent agency created by Parliament and is not part of the Royal Canadian Mounted Police (RCMP). The Commission's role is to provide civilian review of the conduct of the RCMP members in carrying out their duties, thereby holding the RCMP accountable to the public. The Commission ensures that complaints about the conduct of RCMP members are examined fairly and impartially. Its findings and recommendations help identify and remedy problems which stem from the conduct of individual RCMP members or from deficiencies in RCMP policies or practices. The Commission has the authority to make findings and recommendations, but cannot impose discipline or make monetary awards to complainants.
Responsibilities
The mandate of the Commission is set out in Parts VI and VII of the Royal Canadian Mounted Police Act (RCMP Act) and can be summarized as follows:
- to receive complaints from the public about the conduct of RCMP members;
- to conduct reviews when complainants are not satisfied with the RCMP's handling of their complaints;
- to initiate complaints and investigations into RCMP conduct when it is in the public interest to do so;
- to hold hearings; and
- to report findings and make recommendations.
Strategic Outcome and Program Alignment Architecture
The Commission has one Program and works towards one Strategic Outcome.
Strategic Outcome: RCMP members are held publicly accountable for their conduct in the performance of their duties
Program: Civilian review of RCMP members' conduct in the performance of their duties
Internal Services
Organizational Priorities
| Priority | TypeFootnote 2 | Strategic Outcome |
|---|---|---|
| Strengthen the complaint and review processes | On-going | RCMP members are held publicly accountable for their conduct in the performance of their duties. |
| Summary of Progress | ||
What progress has been made toward this priority?
|
||
| Priority | Type | Strategic Outcome |
|---|---|---|
| Facilitate the creation of a new review mechanism for the RCMP | Previously committed to | RCMP members are held publicly accountable for their conduct in the performance of their duties. |
| Summary of Progress | ||
What progress has been made toward this priority?
|
||
| Priority | Type | Strategic Outcome |
|---|---|---|
| Improve the relevance of review recommendations and identify complaint trends | On-going | RCMP members are held publicly accountable for their conduct in the performance of their duties. |
| Summary of Progress | ||
What progress has been made toward this priority?
|
||
| Priority | Type | Strategic Outcome |
|---|---|---|
| Consolidate outreach and public education efforts | On-going | RCMP members are held publicly accountable for their conduct in the performance of their duties. |
Summary of Progress |
||
What progress has been made toward this priority?
|
||
Risk Analysis
| Risk | Risk Response Strategy | Link to Program Alignment Architecture |
|---|---|---|
Funding Pressures Funding was needed under the current mandate to continue critical work in the areas of outreach, strategic policy and research, as well as to meet any surge in complaints, reviews or special investigations. |
As planned in the Report on Plans and Priorities (RPP), the CPC worked closely with Public Safety Canada to closely monitor its funding level and obtained the necessary bridge funding. |
Civilian review of RCMP members' conduct in the performance of their duties |
RCMP Implementation of CPC's Recommendations As the CPC's recommendations to the RCMP are not binding, there is a risk that key recommendations will not be implemented. |
The CPC has maintained its systematic tracking of recommendations made to the RCMP and created an “Outstanding RCMP Policy Commitments” section on its website. The CPC meets regularly with RCMP officials to discuss the manner and timing in which the CPC recommendations are being implemented. |
|
Responding to Major Policing Events The CPC has no control over serious incidents between the RCMP and the public. Such events may impact on workloads across the CPC and have the potential to negatively affect the maintenance of service standards and present budgeting challenges. |
The CPC renewed its supply arrangements for specialized investigators, and continued to track workloads within the CPC, and, where needed, reallocated staff to priority areas. The CPC strategically managed its resources to ensure that funds were available to respond appropriately to any incidents that may have arisen throughout the fiscal year. The result is that the CPC did not spend its full appropriation. |
Actual Expenditures
| 2013–14 Main Estimates |
2013–14 Planned Spending |
2013–14 Total Authorities Available for Use |
2013–14 Actual Spending (authorities used) |
Difference (actual minus planned) |
|---|---|---|---|---|
| 5,425,682 | 5,425,682 | 10,228,957 | 8,789,834 | 3,364,152 |
|
2013–14 Planned |
2013–14 Actual |
2013–14 Difference (actual minus planned) |
|---|---|---|
| 40 | 55 | 15 |
| Strategic Outcome, Program and Internal Services | 2013–14 Main Estimates |
2013–14 Planned Spending |
2014–15 Planned Spending |
2015–16 Planned Spending |
2013–14 Total Authorities Available for Use | 2013–14 Actual Spending (authorities used) |
2012–13 Actual Spending (authorities used) |
2011–12 Actual Spending (authorities used) |
|---|---|---|---|---|---|---|---|---|
Strategic Outcome: RCMP members are held publicly accountable for their conduct in the performance of their duties |
||||||||
| Civilian review of RCMP members' conduct in the performance of their duties | 2,368,486 | 2,368,486 | 6,206,437 | 6,306,541 | 5,086,722 | 4,361,336 | 3,127,446 | 3,453,073 |
| Subtotal | 2,368,486 | 2,368,486 | 6,206,437 | 6,306,541 | 5,086,722 | 4,361,336 | 3,127,446 | 3,453,073 |
| Internal Services Subtotal | 3,057,196 | 3,057,196 | 3,803,945 | 3,703,841 | 5,142,235 | 4,428,498 | 4,883,555 | 4,427,829 |
| Total | 5,425,682 | 5,425,682 | 10,010,382 | 10,010,382 | 10,228,957 | 8,789,834 | 8,011,001 | 7,880,902 |
Alignment of Spending With the Whole-of-Government Framework
| Strategic Outcome | Program | Spending Area | Government of Canada Outcome | 2013-14 Actual Spending |
|---|---|---|---|---|
| RCMP members are held publicly accountable for their conduct in the performance of their duties. | Civilian review of RCMP members' conduct in the performance of their duties | Social Affairs | A safe and secure Canada | 4,361,336 |
| Spending Area | Total Planned Spending |
Total Actual Spending |
|---|---|---|
| Economic Affairs | ||
| Social Affairs | 2,368,486 | 4,361,336 |
| International Affairs | ||
| Government Affairs |
Departmental Spending Trend
Text Version
| 2011-2012 | 2012-2013 | 2013-2014 | 2014-2015 | 2015-2016 | 2016-2017 | |
|---|---|---|---|---|---|---|
| Sunset Programs | 0 | 0 | 0 | 0 | 0 | 0 |
| Total Spending | 7,881 | 8,011 | 8,790 | 10,010 | 10,010 | 10,010 |
Estimates by Vote
For information on Commission for Public Complaints Against the RCMP's organizational Votes and statutory expenditures, consult the Public Accounts of Canada 2014 on the Public Works and Government Services Canada websiteFootnote 4.
Section II: Analysis of Program by Strategic Outcome
Strategic Outcome: RCMP members are held publicly accountable for their conduct in the performance of their duties.
| Performance Indicator | Targets | Actual Results |
|---|---|---|
| Recommendations accepted by the RCMP and have been implemented. | 100% | The RCMP Commissioner accepted approximately 81% of the CPC's adverse findings and 86% of its recommendations. |
Civilian review of RCMP members' conduct in the performance of their duties
Description
The Commission conducts reviews of complaints received from the public about the conduct of RCMP members in the performance of their duties. When complainants are not satisfied with the RCMP's handling of their complaints, they can request a review of their case by the Commission. In reviewing these complaints, the Commission may conduct hearings and investigations, and reports on its findings and makes recommendations to the RCMP Commissioner and to the Minister of Public Safety and Emergency Preparedness.
| 2013–14 Main Estimates |
2013–14 Planned Spending |
2013–14 Total Authorities Available for Use |
2013–14 Actual Spending (authorities used) |
2013–14 Difference (actual minus planned) |
|---|---|---|---|---|
| 2,368,486 | 2,368,486 | 5,086,722 | 4,361,336 | 1,992,850 |
| 2013–14 Planned |
2013–14 Actual |
2013–14 Difference (actual minus planned) |
|---|---|---|
| 28 | 33 | 5 |
| Expected Result | Performance Indicator | Targets | Actual Results |
|---|---|---|---|
| Improve access to and openness of the public complaint process. | The percentage of complaints received from the public directly by the Commission is increased. | N/A | N/A |
Performance Analysis and Lessons Learned
In 2013–14, with the passage of Bill C-42, the CPC was able to take steps to strengthen its performance measurement framework in order to strengthen accountability and reflect its new mandate. The CPC developed a new Management Resources and Results Structure which was approved by Treasury Board and will be effective for 2014–15. The framework is reflected in its 2014-15 Report on Plans and Priorities.
In 2013–14, much of the CPC's work centered on providing direct service to the public concerned about the actions of RCMP members. The CPC received approximately 75% of all complaints directly from the public with the RCMP receiving the remainder. The CPC's National Intake Office in Surrey, British Columbia, processed 3,622 calls for service in 2013–14.
The CPC received 219 requests for review and issued a total of 207 review reports in 2013–14. The RCMP Commissioner accepted approximately 81% of the CPC's adverse findings and 86% of its recommendations. The CPC continues to emphasize its internal performance-based service standards, consistent with the view that to be effective, reviews must be timely.
Regardless of whether or not a complaint has been investigated, reported on, or otherwise dealt with by the RCMP, the Chair may investigate a complaint concerning the conduct of a member where he deems it in the public interest. In addition, under Part VII of the RCMP Act, where the Chair becomes aware of the conduct of any RCMP member and, based on the information available, considers that it would be in the public interest for RCMP member conduct to be investigated, a Chair-initiated complaint can be made.
In 2013–14, the CPC released the final reports in its public interest investigations into RCMP's handling of complaints involving Nicole (Ryan) Doucet and the shooting death of Mr. Christopher Klim. The full final reports including all recommendations can be found on the CPC website. The CPC launched a Chair-initiated complaint into the RCMP's response to flooding in High River, Alberta, and public interest investigations into the RCMP's response to anti‑fracking protests in New Brunswick and into RCMP policing practices in northern British Columbia.
In preparation for the coming into force of the new legislation, which will allow the new CRCC to undertake reviews of specified activities of the RCMP, a new unit has been established and is being staffed with senior investigators. The new unit will be responsible for undertaking systemic examinations of RCMP policies and program issues. The CPC has also launched a pilot project aimed at enhancing relationships with provincial and territorial governments, review agencies and stakeholders such as ombudsmen and municipal governments.
Internal Services
Description
Internal Services are groups of related activities and resources that are administered to support the needs of programs and other corporate obligations of an organization. These groups are: Management and Oversight Services; Communications Services; Legal Services; Human Resources Management Services; Financial Management Services; Information Management Services; Information Technology Services; Real Property Services; Materiel Services; Acquisition Services; and Other Administrative Services. Internal Services include only those activities and resources that apply across an organization and not to those provided specifically to a program.
| 2013–14 Main Estimates |
2013–14 Planned Spending |
2013–14 Total Authorities Available for Use |
2013–14 Actual Spending (authorities used) |
2013–14 Difference (actual minus planned) |
|---|---|---|---|---|
| 3,057,196 | 3,057,196 | 5,142,235 | 4,428,498 | 1,371,302 |
| 2013–14 Planned |
2013–14 Actual |
2013–14 Difference (actual minus planned) |
|---|---|---|
| 12 | 22 | 10 |
Performance Analysis and Lessons Learned
In 2013–14, the CPC continued to restructure its Internal Services. The focus on creating efficiencies in internal services functions has allowed for the reinvestments of savings into new mandate areas and enhancements to the complaint and review processes.
Through a strategic partnership with the Military Grievances External Review Committee, the CPC's IT platform has been updated to a more cost effective, flexible and scalable business solution with the capacity to respond to the evolving needs of the new CRCC.
A new case management system has been developed to consolidate all aspects of the public complaint process into one strategic information management system. The new system will facilitate both the management of the complaint and review process and the new CRCC's provincial reporting requirement set out in the legislation.
Section III: Supplementary Information
Financial Statements Highlights
|
2013–14 Planned Results |
2013–14 Actual |
2012–13 Actual |
Difference (2013–14 actual minus 2013–14 planned) | Difference (2013–14 actual minus 2012–13 actual) |
|---|---|---|---|---|---|
| Total expenses | 6,476,649 | 9,890,032 | 9,409,385 | 3,413,383 | 480,647 |
| Total revenues | - | - | - | - | - |
| Net cost of operations before government funding and transfers | 6,476,649 | 9,890,032 | 9,409,385 | 3,413,383 | 480,647 |
| Departmental net financial position | 250,268 | 85,146 | (10,402) | (165,122) | 95,548 |
| 2013–14 | 2012–13 | Difference (2013–14 minus 2012–13) |
|
|---|---|---|---|
| Total net liabilities | 1,188,822 | 1,155,328 | 1,073,494 |
| Total net financial assets | 768,474 | 593,400 | 175,074 |
| Departmental net debt | 420,398 | 561,927 | (141,529) |
| Total non-financial assets | 505,544 | 551,525 | (45,981) |
| Departmental net financial position | 85,146 | (10,402) | 95,548 |
Financial Statements
The CPC's Financial Statements for the reporting period can be viewed on the CPC's websiteFootnote 5.
Supplementary Information Tables
The CPC does not have any supplementary information tables.
Tax Expenditures and Evaluations
The tax system can be used to achieve public policy objectives through the application of special measures such as low tax rates, exemptions, deductions, deferrals and credits. The Department of Finance Canada publishes cost estimates and projections for these measures annually in the Tax Expenditures and EvaluationsFootnote 6 publication. The tax measures presented in the Tax Expenditures and Evaluations publication are the sole responsibility of the Minister of Finance.
Section IV: Organizational Contact Information
By telephone:
From anywhere in Canada: 1-800-665-6878
TTY: 1-866-432-5837
By fax:
604-501-4095
By mail:
P.O. Box 88689
Surrey, BC V3W 0X1
On the Web:
Appendix: Definitions
budgetary expenditures: Include operating and capital expenditures; transfer payments to other levels of government, organizations or individuals; and payments to Crown corporations.
Departmental Performance Report: Reports on an appropriated organization's actual accomplishments against the plans, priorities and expected results set out in the corresponding Reports on Plans and Priorities. These reports are tabled in Parliament in the fall.
full-time equivalent: Is a measure of the extent to which an employee represents a full person-year charge against a departmental budget. Full-time equivalents are calculated as a ratio of assigned hours of work to scheduled hours of work. Scheduled hours of work are set out in collective agreements.
Government of Canada outcomes: A set of 16 high-level objectives defined for the government as a whole, grouped in four spending areas: economic affairs, social affairs, international affairs and government affairs.
Management, Resources and Results Structure: A comprehensive framework that consists of an organization's inventory of programs, resources, results, performance indicators and governance information. Programs and results are depicted in their hierarchical relationship to each other and to the Strategic Outcome(s) to which they contribute. The Management, Resources and Results Structure is developed from the Program Alignment Architecture.
non-budgetary expenditures: Include net outlays and receipts related to loans, investments and advances, which change the composition of the financial assets of the Government of Canada.
performance: What an organization did with its resources to achieve its results, how well those results compare to what the organization intended to achieve and how well lessons learned have been identified.
performance indicator: A qualitative or quantitative means of measuring an output or outcome, with the intention of gauging the performance of an organization, program, policy or initiative respecting expected results.
performance reporting: The process of communicating evidence-based performance information. Performance reporting supports decision making, accountability and transparency.
planned spending: For Reports on Plans and Priorities (RPPs) and Departmental Performance Reports (DPRs), planned spending refers to those amounts that receive Treasury Board approval by February 1. Therefore, planned spending may include amounts incremental to planned expenditures presented in the Main Estimates. A department is expected to be aware of the authorities that it has sought and received. The determination of planned spending is a departmental responsibility, and departments must be able to defend the expenditure and accrual numbers presented in their RPPs and DPRs.
plans: The articulation of strategic choices, which provides information on how an organization intends to achieve its priorities and associated results. Generally a plan will explain the logic behind the strategies chosen and tend to focus on actions that lead up to the expected result.
priorities: Plans or projects that an organization has chosen to focus and report on during the planning period. Priorities represent the things that are most important or what must be done first to support the achievement of the desired Strategic Outcome(s).
program: A group of related resource inputs and activities that are managed to meet specific needs and to achieve intended results and that are treated as a budgetary unit.
results: An external consequence attributed, in part, to an organization, policy, program or initiative. Results are not within the control of a single organization, policy, program or initiative; instead they are within the area of the organization's influence.
Program Alignment Architecture: A structured inventory of an organization's programs depicting the hierarchical relationship between programs and the Strategic Outcome(s) to which they contribute.
Report on Plans and Priorities: Provides information on the plans and expected performance of appropriated organizations over a three-year period. These reports are tabled in Parliament each spring.
Strategic Outcome: A long-term and enduring benefit to Canadians that is linked to the organization's mandate, vision and core functions.
sunset program: A time-limited program that does not have an ongoing funding and policy authority. When the program is set to expire, a decision must be made whether to continue the program. In the case of a renewal, the decision specifies the scope, funding level and duration.
target: A measurable performance or success level that an organization, program or initiative plans to achieve within a specified time period. Targets can be either quantitative or qualitative.
whole-of-government framework: Maps the financial contributions of federal organizations receiving appropriations by aligning their Programs to a set of 16 government-wide, high-level outcome areas, grouped under four spending areas.
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