Departmental Performance Report 2015-2016

Chair's Message

In this inaugural year as the Civilian Review and Complaints Commission for the RCMP, our focus was on putting into action the expanded mandate provided in the Enhancing Royal Canadian Mounted Police Accountability Act, which came into force in late 2014.

With this new authority in place, we launched two reviews of RCMP programs. The first examines the RCMP's implementation of recommendations made in Justice Dennis O'Connor's 2006 Report of the Commission of Inquiry into the Actions of Canadian Officials inrelation to Maher Arar. The second is a review of the RCMP's implementation of recommendations made in the Commission's 2013 Report on Harassment in the RCMP. This review, requested by The Honourable Ralph Goodale, Minister of Public Safety, will also examine the RCMP's implementation of its Gender and Respect Action Plan and RCMP culture more broadly.

Both reviews will provide the public with an independent assessment of the changes the RCMP has made to its policies and practices. These reviews come at a critical time as Parliament considers RCMP collective bargaining (Bill C-7) and a National Security and Intelligence Committee of Parliamentarians (Bill C-22). The Commission has been a consistent contributor to the parliamentary debate of both Bills, demonstrating its current mandate to provide comprehensive RCMP oversight and its potential role in broader oversight regimes being considered by legislators.

The Commission continued its focus on building direct working relationships with government partners, the RCMP, interest groups and other police oversight bodies in every province and territory. This has increased awareness of the Commission, our new mandate and responsibilities and contributed to a more unified and effective community of practice for police oversight in Canada.

We have also continued our work on several large investigations which carried over from previous years. Notable among these are our reports on the RCMP's Response to the 2013 Flood in High River, Alberta, our ongoing review of RCMP Response to Shale Gas Protests in Kent County, New Brunswick and our investigation into policing in Northern British Columbia.

To meet the demands of our expanded mandate and the additional work it brings, we have hired new analysts and investigators to add capacity, depth and experience to our in-house roster. We also moved our Complaint Intake office from Surrey, B.C., to the Commission's Headquarters in Ottawa. This allowed us to streamline the complaint process and better integrate it in the Commission's operations.

In conjunction with this move, an on-line complaint tool was launched in June 2015, giving the public 24/7 access to the Commission's complaint process.

As always, our efforts are aimed at providing the public and the RCMP an independent and transparent process through which to address concerns about how members of the RCMP carry out their policing duties. By examining member conduct and, where appropriate, making meaningful, remedial recommendations, the Commission seeks to enhance the performance of the RCMP and ultimately contribute to the public's understanding of, and confidence in, this important Canadian law enforcement institution.

Ian McPhail, Q.C.
Chairperson

Results Highlights

Section I: Organizational Overview

Section II: Expenditure Overview

Departmental Spending Trend

Text Version

Spending Trend ($ thousands)

	2013-2014	2014-2015	2015-2016	2016-2017	2017-2018	2018-2019
Sunset Programs - Anticipated	0	0	0	0	0	0
Statutory	831	881	981	1,002	1,002	1,002
Voted	7,959	8,719	8,736	9,726	9,026	9,026
Total	8,790	9,600	9,718	10,028	10,028	10,028

The CRCC's spending gradually increased 14% from actual spending of $8.8M in 2013-14 to $10.0M planned spending in 2016-17, due the implementation of the CRCC's new mandate, following the passage of its enabling legislation in November 2014. New programs and activities supporting the CRCC's expanded responsibilities have been rolled out over this period.

The Commission's funding remains constant starting in 2016-17 as it has no sunsetting funding.

Section III: Analysis of Program and Internal Services

Section IV: Supplementary Information

Appendix: Definitions

appropriation (crédit):Any authority of Parliament to pay money out of the Consolidated Revenue Fund.

budgetary expenditures (dépenses budgétaires):Includes operating and capital expenditures; transfer payments to other levels of government, organizations or individuals; and payments to Crown corporations.

Departmental Performance Report (rapport ministériel sur le rendement):Reports on an appropriated organization's actual accomplishments against the plans, priorities and expected results set out in the corresponding Report on Plans and Priorities. These reports are tabled in Parliament in the fall.

full-time equivalent (équivalent temps plein):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 (résultats du gouvernement du Canada):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 (Structure de la gestion, des ressources et des résultats):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 (dépenses non budgétaires):Includes net outlays and receipts related to loans, investments and advances, which change the composition of the financial assets of the Government of Canada.

performance (rendement):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 (indicateur de rendement):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 (production de rapports sur le rendement): The process of communicating evidence-based performance information. Performance reporting supports decision making, accountability and transparency.

planned spending (dépenses prévues): 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.

plan (plan):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 (priorité):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 (programme):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.

Program Alignment Architecture (architecture d'alignement des programmes): 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 (rapport sur les plans et les priorités):Provides information on the plans and expected performance of appropriated organizations over a three-year period. These reports are tabled in Parliament each spring.

result (résultat):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.

statutory expenditures (dépenses législatives): Expenditures that Parliament has approved through legislation other than appropriation acts. The legislation sets out the purpose of the expenditures and the terms and conditions under which they may be made.

Strategic Outcome (résultat stratégique):A long-term and enduring benefit to Canadians that is linked to the organization's mandate, vision and core functions.

sunset program (programme temporisé):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 (cible):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.

voted expenditures (dépenses votées): Expenditures that Parliament approves annually through an Appropriation Act. The Vote wording becomes the governing conditions under which these expenditures may be made.

whole-of-government framework (cadre pangouvernemental): 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.