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ARCHIVED - Office of the Correctional Investigator - Report
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Section II - Analysis of Program Activities by Strategic Outcome(s)
Strategic Outcome
The OCI has a single strategic outcome: “the problems of offenders in the federal correctional system are identified and resolved in a timely fashion” and is supported by its main program activity “Ombudsman to federal offenders”.
The tables below describe how the organization's main program activity aligns to the Strategic Outcome, and how the organization plans to measure success and ultimately benefit Canadians.
Program Activity: Ombudsman to federal offenders
Program Activity Descriptions
Through this program activity, the Office of the Correctional Investigator conducts investigations of individual offender complaints regarding acts, omissions, decisions and recommendations of the Correctional Service of Canada (CSC). It also has a responsibility to review and make recommendations on CSC's policies and procedures associated with the areas of individual complaints, to ensure that systemic areas of complaint are identified and appropriately addressed, and to review all Section 19 investigations performed by CSC following the death of, or serious injury to, an inmate.
Financial Resources ($ thousands)
| 2012-13 | 2013-14 | 2014-15 |
|---|---|---|
| 3,730 | 3,722 | 3,722 |
Human Resources (FTEs)
| 2012-13 | 2013-14 | 2014-15 |
|---|---|---|
| 31 | 31 | 31 |
| Program Activity Expected Results | Performance Indicators | Targets |
|---|---|---|
|
To provide responsive and timely Ombudsman services to federal offenders. |
Percentage of completed institutional visits. |
100% completion rate as per OCI policy and service delivery standards. |
|
Percentage of responses to individual offender complaints (closed cases) by timeframe. |
100% completion rate as per OCI policy and service delivery standards. |
|
| Percentage of usage by inmate population of OCI services as indicated by the number of interviews and contacts as per DATIS entries. |
Increased percentage of usage in comparison to previous fiscal year. |
|
|
Percentage of acceptance by CSC of OCI recommendations on key systemic areas of offender concern. |
100% of all recommendations made to the CSC are accepted in whole or in part. |
|
| Number of Section 19 and Use of Force cases reviewed. | 100% completion rate as per OCI policy and service delivery standards. |
Planning Highlights
This Report on Plans and Priorities reflects a strategic planning exercise in which a review of investigative procedures and practices was completed and confirmed the organization's alignment with its mandate. From this exercise, six corporate priorities were identified: access to physical and mental health services; preventing deaths in custody; conditions of confinement; issues facing Aboriginal offenders; access to correctional programming; and, issues affecting federally sentenced women. A work plan detailing national systemic investigations in these areas was developed and will guide investigative staff in the reporting period.
In the first year of this Report on Plans and Priorities, the organization expects to house a full complement of investigative staff that will contribute to the delivery of the mandate, bolster systemic investigations and continue to effectively respond to individual offender complaints. It is expected that turnover will not be a factor in the life of this Plan which will allow for effective planning of institutional assignments, workload distribution and completion of systemic investigations. However, the organization will continue to rely on the ongoing establishment of pools of qualified candidates at every level within the investigative stream.
Strategic Outcome
The OCI has a single strategic outcome: “the problems of offenders in the federal correctional system are identified and resolved in a timely fashion”, and is supported by its secondary program activity “Internal Services”.
Program Activity: Internal Services
Program Activity Descriptions
Internal Services are groups of related activities and resources that are administered to support the needs of programs and other corporate obligations of an organization. These groups are: Management and Oversight Services; Communications Services; Legal Services; Human Resources Management Services; Financial Management Services; Information Management Services; Information Technology Services; Real Property Services; Materiel Services; Acquisition Services; and Travel and Other Administrative Services. Internal Services include only those activities and resources that apply across an organization and not to those provided specifically to a program.
Financial Resources ($ thousands)
| 2012-13 | 2013-14 | 2014-15 |
|---|---|---|
| 944 | 930 | 930 |
Human Resources (FTEs)
| 2012-13 | 2013-14 | 2014-15 |
|---|---|---|
| 5 | 5 | 5 |
Planning Highlights
The organization has several memoranda of understanding (MOUs) in place with departmental service providers who provide basic corporate services to the organization, i.e., financial services, pay and compensation, contracting, staffing and other HR services. These MOUs include quality control, oversight, monitoring, and performance indicators. The organization's Internal Services performance is assessed by the OCG's core control and horizontal audits.
