ARCHIVED - RPP 2006-2007
The Correctional Investigator Canada

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Section III:  Supplementary Information

3.1 Agency Governance Structure

Ultimately, the Correctional Investigator is responsible for all aspects of the OCI's performance vis-à-vis its strategic outcome and in terms of its accountability to Canadians, Parliament and central agencies.

He is supported in that role by the Executive Director, whose primary responsibility is to manage the Office's investigative process. Assisting him are two Directors of Investigations, to whom report directly all senior investigators and investigators. They are, in turn, supported in their activities, by three intake officers from the Corporate Services and Planning Sector.

Also supervised by the Executive Director are the three coordinators of specialized investigative services 1) Aboriginal Offender Issues, 2) Women Offender Issues, 3) s.19 Investigations and Use of Force. Given the complexity and broad nature of his mandate, the third coordinator is assisted in his role by an analyst. The Executive Director and all the actors in the investigative process benefit from the advice of the OCI's Senior Policy Advisor and Counsel.

Finally, the Coordinator of Corporate Services and Planning, assisted by the Chief of Administrative Services and three intake officers, is responsible for the efficient functioning of the OCI on a day-to-day basis. Provided is the entire range of corporate and administrative services, notably financial administration, procurement, informatics, internal audit, and reporting to Parliament and central agencies.

3.2 Organization Chart

3.3 Agency Planned Spending and Full Time Equivalents

($ thousands)	Forecast Spending 2005-2006	Planned Spending 2006-2007	Planned Spending 2007-2008	Planned Spending 2008-2009
Oversight of Correctional Operations
Budgetary Main Estimates (gross)	2,919	3,114	3,119	3,119
Less: Respendable revenue	---	---	---	---
Total Main Estimates	2,919	3,114	3,119	3,119
Adjustments	---	---	---	---
Supplementary Estimates
Carry Forward 2004-2005	128	---	---	---
Strengthening the Community Initiative	80	---	---	---
Other
Collective Bargaining Adjustments*	147	---	---	---
Employee Benefit Plan (EBP)	29	---	---	---
Total Adjustments	384	---	---	---
Total Planned Spending	3,303	3,114	3,119	3,119
Total Planned Spending	3,303	3,114	3,119	3,119
Less: Non-respendable revenue	---	---	---	---
Plus: Cost of services received with charge	411	411	411	411
Total Departmental Spending	3,714	3,525	3,530	3,530
Full-time Equivalents	22	22	22	22

*       Reflects the best forecast of total net planned spending to the end of the fiscal year.

3.4 Resources by Program Activity

2006-2007
($ thousands)	Budgetary
Program Activity	Operating	Gross	Net	Total Main Estimates	Total Planned Spending
Oversight of Correctional Operations	2,607	2,607	2,607	2,607	2,607
Corporate Services	507	507	507	507	507
Total	3,114	3,114	3,114	3,114	3,114

3.5 Voted and Statutory Items ($ thousands)

Vote or Statutory Item	Truncated Vote or Statutory Wording	2006-2007 Main Estimates	2005-2006 Main Estimates
55	Program expenditures	2,750	2,558
(S)	Contributions to employee benefit plans	364	388
	Total Agency	3,114	2,946

3.6 Services Received Without Charge

($ millions)	2006-2007
Accommodation provided by Public Works and Government Services Canada	258
Contributions covering the employer's share of employees' insurance premiums and expenditures paid by the Treasury Board of Canada Secretariat (excluding revolving funds) Employer's contribution to employees' insured benefits plans and expenditures paid by TBS	153
Total 2006-2007 Services received without charge	411

 

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