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ARCHIVED - Commission for Public Complaints Against the RCMP - Report
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Section II - Analysis of Program Activities by Strategic Outcome
Strategic Outcome
RCMP members are held publicly accountable for their conduct in the performance of their duties.
Program Activity: Civilian review of RCMP members' conduct in the performance of their duties
Program Activity Descriptions
The Commission conducts reviews of complaints received from the public about the conduct of RCMP members in the performance of their duties. When complainants are not satis?ed with the RCMP's handling of their complaints, they can request a review of their case by the Commission. In reviewing these complaints, the Commission may conduct hearings and investigations, and reports on its findings and makes recommendations to the RCMP Commissioner and to the Minister of Public Safety.
Financial Resources ($ Thousands)
| 2012-13 | 2013-14 | 2014-15 |
|---|---|---|
| 2,357 | 2,357 | 2,357 |
Human Resources (Full-Time Equivalent - FTE)
| 2012-13 | 2013-14 | 2014-15 |
|---|---|---|
| 28 | 28 | 28 |
| Program Activity Expected Result | Performance Indicator | Target |
|---|---|---|
| Improve access to, and openness of, the public complaint process. | The percentage of complaints received from the public directly by the Commission is increased. | Annual increase of 5% |
Planning Highlights
To achieve the expected result, the CPC has set the following priorities and plans to undertake the following activities:
1. Consolidate outreach and public education efforts
The CPC will continue its outreach to marginalized populations who, for cultural, linguistic or literacy-related reasons, are less likely to know about, or avail themselves of, the public complaint process. It will consolidate outreach efforts with municipality associations, the mental health community, the ethnic media and the academic community. Liaison with the RCMP and other policing stakeholders will be enhanced.
2. Strengthen the complaint and review processes
The CPC will endeavour, in the face of increased workloads levels, to continue to meet its service standards and enhance efficiencies within the complaint and review processes. Where needed, it will initiate and continue public interest investigations in relation to high-profile incidents, such as the ones examining RCMP member conduct related to the 2010 G8 and G20 summits and the conduct of RCMP members in handling allegations of harassment within the workplace. It will continue to track actions taken by the RCMP on key recommendations. It plans to implement a new Case Management System in order to capture all relevant information into one database. As well, the CPC will continue to collaborate more closely with the provinces, territories, RCMP and stakeholders regarding common interests.
3. Improve the relevance of review recommendations and identify complaint trends
The CPC will undertake research projects designed to understand the nature of and trends within public complaints and police/public interactions. It will make recommendations for changes in national policing policy, training and behaviours based on identified trends in policing. The CPC will continue to foster greater collaboration among domestic and international police review bodies, governments, academics and stakeholders.
Benefits for Canadians
Safe and secure communities are a defining characteristic of the Canadian way of life, and Canadians are rightly proud of that tradition of community safety and security. Canadians deserve to have faith in their justice system, and to be protected against violence and criminal acts.
The CPC provides civilian oversight of RCMP members' conduct in performing their policing duties so as to hold the RCMP accountable to the public. Its job is to help find and shape a balance between individual rights and collective security.
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, who must have confidence in their national law enforcement agencies. The CPC's oversight ensures that this confidence, faith and trust is well‑placed.
Strategic Outcome
RCMP members are held publicly accountable for their conduct in the performance of their duties.
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 those provided specifically to a program.
Financial Resources ($ Thousands)
| 2012-13 | 2013-14 | 2014-15 |
|---|---|---|
| 3,043 | 3,043 | 3,043 |
Human Resources (Full-Time Equivalent - FTE)
| 2012-13 | 2013-14 | 2014-15 |
|---|---|---|
| 12 | 12 | 12 |
Planning Highlights
The CPC has set the following priority for internal services:
1. Facilitate the creation of a new review mechanism for the RCMP
The CPC is uniquely positioned to bring the public's perspective to critical policing issues. The stronger and more credible the independent oversight and review of the RCMP is, the more credible the Force will be. The CPC will continue to provide advice to the government on the creation of a new independent review and complaints commission for the RCMP.
2. Support management excellence and enhance a workplace of choice
The CPC will continue to ensure that a modern human resources management regime is in place, will support effective labour-management relations, and will provide opportunities for professional and leadership development to its employees. Integrated business and human resources planning will continue in order to ensure that the CPC has resources available to support its business objectives. The CPC, guided by the Management Accountability Framework expectations and Treasury Board of Canada Secretariat policies, will continue to enhance and improve its management practices in order to achieve management excellence.