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ARCHIVED - Commission for Public Complaints Against the RCMP - Report
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Chair's Message
This 2012–13 Report on Plans and Priorities of the Commission for Public Complaints Against the RCMP (CPC) provides an overview of our plans for the next fiscal year. The CPC provides civilian oversight of RCMP members' conduct in performing their policing duties so as to hold the RCMP accountable to the public. The Commission makes a significant contribution to protecting citizens by building safer and healthier communities, and its work is an essential component of the government's commitment to strengthen the security of Canadians.
The creation of a new oversight regime was announced in Budget 2010. Bill C-38, which outlined these changes, was introduced in Parliament on June 14, 2010. Bill C-38 did not advance beyond first reading before the 2011 federal election call. The government has indicated that it remains committed to introducing new legislation in the coming months. I am optimistic that a strengthened oversight mandate will contribute to enhanced public confidence in the RCMP.
The CPC will be seeking the renewal of the temporary funding received in fiscal year 2011–12, pending the creation of a new oversight regime. The plans and priorities detailed in this document are based on the assumption that temporary funding will be provided. Should this strategy prove to be unsuccessful, the CPC's 2012–13 Departmental Performance Report will indicate which of our plans and priorities we were able to accomplish with the allotted funds.
Ian McPhail, Q.C.
Interim Chair
Section I - Organizational Overview
Raison d'être
The Commission for Public Complaints Against the RCMP (CPC) is an independent agency created by Parliament in 1988 and is not part of the Royal Canadian Mounted Police (RCMP). The CPC's fundamental role is to provide civilian review of the conduct of RCMP members in carrying out their policing duties, thereby holding the RCMP accountable to the public. The CPC ensures that complaints about the conduct of RCMP members are examined fairly and impartially. Its findings and recommendations help identify, correct and prevent the recurrence of policing problems caused by the conduct of specific RCMP members or by deficiencies in RCMP policies or practices. The CPC has the authority to make findings and recommendations, but cannot impose discipline or make monetary awards to complainants. The CPC's headquarters are in Ottawa, Ontario, and its National Intake Office is located in Surrey, British Columbia.
Vision
Excellence in policing through accountability.
Mission
To provide civilian review of RCMP members' conduct in performing their policing duties so as to hold the RCMP accountable to the public.
Responsibilities
Mandate
The mandate of the CPC is set out in Part VII of the Royal Canadian Mounted Police Act (RCMP Act) and can be summarized as follows:
- to receive complaints from the public about the conduct of RCMP members;1
- to initiate complaints to delve into RCMP conduct when it is in the public interest to do so;
- to conduct reviews when complainants are not satisfied with the RCMP's handling of their complaints;
- to hold hearings and conduct investigations; and
- to report findings and make recommendations.
Strategic Outcome and Program Activity Architecture (PAA)
To effectively pursue its mandate, the CPC aims to achieve the following strategic outcome:
RCMP members are held publicly accountable for their conduct in the performance of their duties.
The following graphic outlines the CPC's Program Activity Architecture and the priorities it has set for 2012-13.
Organizational Priorities
| Priority | Type2 | Strategic Outcome |
|---|---|---|
| Consolidate outreach and public education efforts | On-going | RCMP members are held publicly accountable for their conduct in the performance of their duties. |
| Description | ||
|
Why is this a priority? The CPC must provide a service that is open and accessible to the communities it serves, particularly to Aboriginal communities, newly arrived immigrants and other citizens who, for cultural, linguistic or literacy-related reasons, are less likely to know about, or avail themselves of, the public complaint process. Plans for meeting the priority
|
||
| Priority | Type | Strategic Outcome |
|---|---|---|
| Strengthen the complaint and review processes | On-going | RCMP members are held publicly accountable for their conduct in the performance of their duties. |
| Description | ||
|
Why is this a priority? Strong complaint and review processes with established service standards enhance the credibility of both the CPC and the RCMP for a timely response to public complaints. The CPC is committed to the continuous improvement of the complaint and review processes. Plans for meeting the priority
|
||
| Priority | Type | Strategic Outcome |
|---|---|---|
| Improve the relevance of review recommendations and identify complaint trends | On-going | RCMP members are held publicly accountable for their conduct in the performance of their duties. |
| Description | ||
|
Why is this a priority? As custodians of the public complaint process, and pursuant to the provisions of the RCMP Act, one of the CPC's goals is to identify opportunities to strengthen police accountability and effect change within the entire complaint system. The CPC's in-depth examinations provide assurance that key systemic areas of concern are thoroughly examined and reported upon publicly. Plans for meeting the priority
|
||
| Priority | Type | Strategic Outcome |
|---|---|---|
| Facilitate the creation of a new review mechanism for the RCMP | Previously committed to | RCMP members are held publicly accountable for their conduct in the performance of their duties. |
| Description | ||
|
Why is this a priority? As the national, independent review body for the RCMP, the CPC is uniquely positioned to bring the public's perspective to the legislative proposals. The stronger and more credible the independent oversight and review of the RCMP is, the more credible the Force will be. Plans for meeting the priority
|
||
| Priority | Type | Strategic Outcome |
|---|---|---|
| Support management excellence and enhance a workplace of choice | On-going | RCMP members are held publicly accountable for their conduct in the performance of their duties. |
| Description | ||
|
Why is this a priority? As a micro-agency, the CPC is more heavily impacted by staff turnover, which can have a significant effect on productivity and service to the public. Plans for meeting the priority
|
||
Risk Analysis
To foster an organizational culture that supports risk-informed decision-making, focuses on results, and enables the consideration of both opportunity and innovation, the CPC, as part of its annual planning process, conducts a risk assessment and identifies appropriate actions to mitigate any identified risks. Risks and related mitigation strategies are also regularly discussed at senior executive committee meetings. In setting its plans and priorities, the CPC considered key factors that could influence its direction in the next few years. In addition to the external context that the CPC operates in, it faces risks that could impact on its ability to achieve the results it is working towards. The CPC has focused on the implementation of effective risk management practices. It has identified and assessed a number of risks that have the potential to impede progress, and developed mitigation strategies to address them.
Historical External Factors
The RCMP is an organization faced with significant external and internal credibility challenges. In spite of these pressures, public satisfaction with the RCMP remains high amongst the general Canadian public, according to a 2011 core survey commissioned by the RCMP.
A separate June 2010 EKOS survey noted a surge in awareness of oversight and complaints bodies, along with an increase in confidence towards these bodies. Of significance was the survey's finding that 75% of Canadians feel it important that there be independent review bodies that monitor the activities of the RCMP.
Stakeholders from across the entire spectrum have long shared the view that a new review regime is required. Bill C-38 was introduced in June 2010 but did not advance beyond first reading before the 2011 federal election call.
New Influences
Newly appointed RCMP Commissioner Bob Paulson has made accountability and leadership a top priority, publicly supporting a systemic review of the handling of harassment allegations within the workplace by the Commission. In his first appearance before the Standing Committee on Public Safety and National Security in January 2012, Commissioner Paulson was quoted as saying that he was open to improvements in oversight and was “anxious to understand and take the advice of the Commission for Public Complaints Against the RCMP.”
The key risks that the CPC has identified and mitigation strategies are outlined below.
Uncertainty of Transition to New Mandate
As noted above, the government remains committed to introducing new legislation in the coming months. There is a risk that the new regime will fall short of public expectations of independent and transparent oversight. There is also a risk that the CPC will not have the capacity to immediately assume its new responsibilities. In addition, there is a risk that key stakeholders and staff will have difficulty making the shift to the new model. In an effort to support improvements to a new bill, the CPC has provided Public Safety Canada with feedback to enhance the operational effectiveness of the new Commission.
RCMP Implementation of CPC Recommendations
As the CPC's recommendations to the RCMP are not binding, there is a risk that key recommendations will not be implemented. To mitigate this risk, the CPC has increased its systematic tracking of recommendations made to the RCMP and created a “Recommendations Awaiting Implementation” section on its website.
Responding to Major Policing Events
The CPC has no control over serious incidents between the RCMP and the public. Such events may impact on workloads across the CPC and have the potential to negatively affect the maintenance of service standards. As well, the CPC may not have sufficient financial or human resources in-house to respond to such events. To address this risk, the CPC uses supply arrangements for specialized investigators, tracks workloads within the CPC, and, where needed, reallocates staff to priority areas.
Recruitment and Retention of Key Staff
Like all small agencies, the CPC faces the risk of not having the necessary human resources, due to retention and recruitment challenges. To mitigate this risk, the CPC has made it a priority to maintain an effective integrated business and human resources plan and has developed policies to maintain a workplace of choice. The integrated plan sets out human resource priorities to strengthen leadership and to address organizational changes.
Planning Summary
Financial Resources ($ Thousands)
| 2012-13 | 2013-14 | 2014-15 |
|---|---|---|
| 5,400 | 5,400 | 5,400 |
As the new mandate will not be in place by April 2012, the CPC will be seeking the same amount of interim funding (approximately $3M) as received over the last four fiscal years to maintain service standards under continuing workload pressures and for outreach activities.
Human Resources (Full-Time Equivalent – FTE)
| 2012-13 | 2014-15 | 2015-15 |
|---|---|---|
| 40 | 40 | 40 |
| Performance Indicator | Targets |
|---|---|
| Recommendations are accepted by the RCMP and have been implemented. | 100% |
| Program Activity | Forecast Spending 2011-12 |
Planned Spending | Alignment to Government of Canada Outcomes | ||
|---|---|---|---|---|---|
| 2012-13 | 2013-14 | 2014-15 | |||
| Civilian review of RCMP members' conduct in the performance of their duties | 3,591 | 2,357 | 2,357 | 2,357 | Social Affairs Safe and Secure Communities |
| Internal Services | 4,777 | 3,043 | 3,043 | 3,043 | N/A |
| Total Planned Spending | 5,400 | 5,400 | 5,400 | ||
Expenditure Profile
Departmental Spending Trend
Estimates by Vote
For information on our organizational appropriations, please see the 2012-13 Main Estimates publication.
