ARCHIVED - RPP 2007-2008
RCMP External Review Committee

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Section II - Analysis of Program Activities by Strategic Outcome

Logic Model

In 2004, the entire staff of the Committee participated in an exercise to develop a performance measurement strategy and adopted for its guidance the following logic model:

Inputs	Financial Resources (Budget: $1,044,000) People (9 FTEs)
Activity	1. Independent, timely, fair and impartial case review leading to the provision of quality findings and recommendations in all cases referred to the Committee.
	2. Dissemination of information on the role of the Committee and its findings and recommendations, as well as on relevant legal principles.
Outputs	Activity 1 Findings and Recommendations reports for each case reviewed that are independent, timely, fair and impartial.  (The recipients of the Committee's reports include the Commissioner of the RCMP (through the Professional Standards and External Review Directorate) and the parties; the RCMP community at large and the public have access to summaries of each report.)
	Activity 2 Communication Tools (Communiqué), a quarterly publication; Annual Report; Web site; presentations and information sessions; responses to information requests; TBS reports)
Immediate Outcomes	Activity 1 The recipients of the Committee's reports and report summaries have a full understanding of the Committee's rationale for its findings and recommendations in all cases.
	Activity 2 The RCMP community at large, and the public in general, are informed about the Committee's role and its decisions, and learn more about relevant legal principles.
Intermediate Outcomes	Activity 1 All recipients of the Committee's reports of findings and recommendations and the summaries of such reports are better informed because of the independent recommendations received from the Committee, and use this knowledge in making decisions in labour relations matters.
	Activity 2 RCMP Users of the Committee's communication tools are more informed when participating in the RCMP labour relations procedures and more aware of applicable law, regulations and policies.  Non-RCMP users of the Committee's communication tools increase their understanding of the RCMP internal management process in particular, and relevant legal principles in general.
Ultimate Outcome  (Strategic Outcome)	The RCMP External Review Committee aims to positively influence the manner in which labour relations issues are addressed within the RCMP.

Analysis by Program Activity

In order to work towards achieving its strategic outcome, the Committee carries on two primary activities.

Program Activity 1:  Independent, timely, fair and impartial case review leading to the provision of quality findings and recommendations in all cases referred to the Committee

Expected Result	All recipients of the Committee's reports of findings and recommendations and the summaries of such reports are better informed because of the independent recommendations received from the Committee, and use this knowledge in making decisions in labour relations matters
Indicator	Extent to which the Committee recommendations are utilized, as measured by information about issues raised by the Committee that have led to changes in RCMP labour relations practices, policies or procedures.
Data Source	Report on interviews/internal file review
Frequency	Annually
Actual	tbd
Effective Date for Actual Value	tbd
Target	tbd

The Committee Chair can dispose of matters referred to the Committee by the RCMP either on the basis of the material in the record or following a hearing.  In conducting its review of matters referred to it, the Committee attempts to achieve a balance amongst the many complex and different interests involved while ensuring that the principles of administrative and labour law are respected and the remedial approach indicated by the RCMP Act is followed.  In each case, the Committee must consider the public interest and ensure that members of the RCMP are treated in a fair and equitable manner.

The Committee's focus on effectiveness and efficiency in both its case review process and management functions will assist it to achieve this result..

Financial Resources for Program Activity 1 ($thousands) *

2007-2008	2008-2009	2009-2010
905	880	800

* This breakdown of resources has not been adjusted to reflect the Committee's 80% (program activity 1) and 20 % (program activity 2) division for each program activity.

Human Resources for Program Activity 1 (FTEs)

2007-2008	2008-2009 **	2009-2010
7	7	6

** 1 FTE is for 9/12th of the year.

Program Activity 2:  Dissemination of information on the role of the Committee and its findings and recommendations, as well as on relevant legal principles

Expected Result	RCMP users of the Committee's communication tools are more informed when participating in the RCMP labour relations procedures and more aware of applicable law, regulations and policies.  Non-RCMP users of the Committee's communication tools increase their understanding of the RCMP internal management process in particular, and relevant legal principles in general.
Indicator	Total number of people reached through the RCMP ERC Communication tools; number of hits on Web site
Data Source	RCMP ERC Web site; distribution lists; internal tracking system for information requests
Frequency	Annually
Actual	tbd
Effective Date for Actual Value	tbd
Target	tbd

The Committee ensures that its findings and recommendations in each case are clearly explained for the parties and the RCMP Commissioner.  Summaries of the findings and recommendations in each case, as well as articles of interest and information on related issues, are distributed widely through a quarterly publication (Communiqué), as well as through timely inclusion on the ERC Web site and preparation of the annual report and other documents of government accountability.

The Committee strives to make information available in a timely and accessible way, again with the overriding objective of influencing in a positive way the RCMP labour relations environment, and contributing knowledge and ideas to the disciplines of administrative and labour law.

Financial Resources for Program Activity 2 ($thousands) *

2007-2008	2008-2009	2009-2010
287	280	260

* This breakdown of resources has not been adjusted to reflect the Committee's 80% (program activity 1) and 20 % (program activity 2) division for each program activity.

Human Resources for Program Activity 2 (FTEs)

2007-2008	2008-2009 **	2009-2010
2	2	2

** 1 FTE is for 9/12th of the year.

 

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