Report on Plans and Priorities - 2016-17

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 Condensed Statement of Operations
  • Supplementary Information Tables
  • Tax Expenditures and Evaluations
• 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 2016–17 fiscal period.

The Commission will continue to carry out its core public complaint and review functions and monitor wider trends and developments in RCMP policy and practice. With its expanded authorities it will 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. Enhancing relations with provincial and territorial governments which contract for RCMP services, and reporting to them about public complaints relating to RCMP conduct in their respective jurisdictions will also be key strategic activities for the Commission in the coming fiscal year.

As the national, independent review body for the RCMP, the Commission is uniquely positioned to contribute to government strategies which address the activities of departments and agencies with national security responsibilities. The Commission looks forward to assisting the Minister of Public Safety and Emergency Preparedness as he moves forward with this important task.

The Commission will continue refining its structure and business model, and identifying efficiencies which reduce back-office costs, enhance operational processes and ensure that the bulk of its resources are focused on its primary operational objectives.

I believe the Commission is in a strong position to address the issues that challenge public confidence in the RCMP and will continue to contribute 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 (Thousands)

	2013-14	2014-15	2015-16	2016-17	2017-18	2018-19
Sunset Programs - Anticipated	0	0	0	0	0	0
Statutory	831	831	961	1,002	1,002	1,002
Voted	7,959	8,719	9,151	9,026	9,026	9,026
Total	8,790	9,600	10,112	10,028	10,028	10,028

Section II: Analysis of Program by Strategic Outcome

Section III: Supplementary Information

Section IV: Organizational Contact Information

E-mail

Media@crcc-ccetp.gc.ca

Telephone:

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

Fax

613-952-8045

Mail

P.O. Box 1722, Station B,
Ottawa, ON  K1P 0B3

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:

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:

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:

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.

statutory expenditures:

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:

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.

voted expenditures

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

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.