Report on Plans and Priorities - 2015-16

Table of Contents

• Chair's Message
• Section I - Organizational Expenditure Overview
  • Organizational Profile
  • Organizational Context
  • Planned Expenditures
  • Alignment of Spending With the Whole-of-Government Framework
  • Departmental Spending Trend
  • Estimates by Vote
• Section II - Analysis of Program by Strategic Outcome
  • Strategic Outcome: Public Confidence in the RCMP
  • Program: Civilian review of RCMP members' conduct in the performance of their duties
  • Internal Services
• Section III - Supplementary Information
  • Future-Oriented Statement of Operations
  • Supplementary Information Tables
  • Tax Expenditures and Evaluations Report
• Section IV - Organizational Contact Information
• Appendix: Definitions
• Endnotes

Chair's Message

This report provides an overview of the plans and priorities of the Civilian Review and Complaints Commission for the RCMP (CRCC) for the 2015–16 fiscal period. The legislation creating the new CRCC came into force on November 28, 2014.

With its new and expanded authorities, the CRCC will carry out the core public complaint and review functions of the former Commission as well as monitor wider trends and developments in RCMP policy and practice. It will also strategically examine systemic issues which are of concern to the public and which challenge the success of the RCMP and risk eroding public trust in this important Canadian law enforcement institution. The CRCC now also has the authority to conduct joint complaint investigations, reviews and hearings with other law enforcement review bodies. Its new authorities also mandate the CRCC to work more closely with the provinces and territories which contract for RCMP services, and report to them about public complaints relating to RCMP conduct in their respective jurisdictions.

Along with its new mandate and authorities, the CRCC has received additional funding that will allow it to meet the expectations set out in its enabling legislation. To make best use of these resources, the CRCC has examined its structure and processes and identified a number of efficiencies that will reduce back-office costs, enhance its operational processes and ensure that the bulk of its resources are focused on its primary operational objectives. Implementation of these changes is well underway with completion planned by 2015–16 fiscal year end. 

As it moves forward, I believe the new CRCC will be in a much stronger position to address the issues that challenge public confidence in the RCMP and will contribute in a more meaningful way to maintaining the critical balance between the RCMP’s community policing and law enforcement objectives and the public’s expectations on how these can and should be achieved.

Section I: Organizational Expenditure Overview

Departmental Spending Trend

Text Version

Departmental Spending Trend Graph

	2012-13	2013-14	2014-15	2015-16	2016-17	2017-18
Sunset Programs - Anticipated	0	0	0	0	0	0
Statutory	827,622	831,317	961,267	961,267	961,267	961,267
Voted	7,183,379	7,958,517	9,281,632	9,050,456	9,050,456	9,050,456

The Commission has developed an organizational structure for the new Civilian Review and Complaints Commission that will allow it to operate within its current and future budgets. In 2015–16, 2016–17 and 2017–18 the reduction in spending on Internal Services reflects the impact of implementing cost containment measures. These include reductions resulting from the completion of one-time projects to enhance systems and the realization of operational efficiencies from process improvements and consolidating resources.

Section II: Analysis of Program by Strategic Outcome

Section III: Supplementary Information

Section IV: Organizational Contact Information

E-mail

complaints@crcc-ccetp.gc.ca (for complaints)
reviews@crcc-ccetp.gc.ca (for reviews)
org@crcc-ccetp.gc.ca (for general enquiries)

Telephone:

From anywhere in Canada: 1-800-665-6878
TTY: 1-866-432-5837

Mail

P.O. Box 88689
Surrey, BC V3W 0X1

Web:

http://www.crcc-ccetp.gc.ca

Appendix: Definitions

Appropriation:

Any authority of Parliament to pay money out of the Consolidated Revenue Fund.

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.

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.

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.

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.