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SECTION II: Analysis of Program Activities by Strategic Outcome

A.  Overview of Key Program Activities

The 2006-2007 Report on Plans and Priorities (RPP) has one strategic outcome:

The RCMP External Review Committee aims to positively influence the manner in which labour relations issues are addressed within the RCMP

To meet this strategic outcome, the Committee has identified two program activities:

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.

With regard to its first program activity, the statutory mandate of the Committee is to conduct an impartial review of cases. The Level II grievances, and disciplinary and discharge and demotion appeals involve disputes that were not resolved through the initial stages of dispute resolution. Therefore, the issues often involve complex, challenging and sensitive problems that require in depth analysis.

The Committee's second program activity is to disseminate information on the role of the Committee, on its findings and recommendations and relevant legal principles.

B.  Expected Results of Key Program Activities

The expected result of the first program activity of case review is expressed in the activity itself: to ensure sound, independent, timely, fair and impartial findings and recommendations in all cases referred to it. Integrally important to these results therefore are the service standards of the Committee for delivery of recommendations, assurance that the recommendations reflect sound legal principles, fairness in its process and robust adjudication.

The expected result of its second program activity on outreach is increased transparency of the Committee work, easy access to its work to those who are dealing with employment relations problems, and through knowledge transfer, contribution to a fair and open labour relations structure for the RCMP, which benefits all Canadians.

This year, the priorities identified for each program activity in the Report on Plans and Priorities for the 2006-2007 fiscal year were as follows:

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

1.  Focus on quality of case review and reduction of backlog

2.  Maintain optimum environment for ERC staff

3.  Ongoing evaluation of operations

These priorities are connected to the expected results in the area of case review. The reduction of the backlog will raise the potential to provide more timely recommendations. An optimum environment for ERC staff will also lead to currency in their areas of expertise, better service orientation, and a capacity to ensure sound, independent, fair and impartial findings and recommendations in all cases referred to it. Ongoing evaluation of its operations provides the capacity to enhance its case review function, and monitor the infrastructure of the Committee to ensure it has the capacity to deliver on its very significant mandate.

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

1.  Formalize outreach and raise awareness of the Committee’s work

This priority is tied to its expected results by focusing on efforts to ensure knowledge of the Committee' s work. It also contributes to greater transparency of its work and contribute to openness and understanding in the realm of employment relations decisions, and policies and practices as they pertain to the RCMP.

A general discussion on the two program activities follows, and concludes with a specific review of the Committee's performance on program activity priorities identified in the Report on Plans and Priorities for the 2006-2007 fiscal year.

C.  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.

1) General Discussion

Case review is the prominent concern of the Committee. The Committee continues to have a backlog of cases and at the end of this fiscal year acquired additional interim resources to assist its case review function. Due to human resources delays, these could not be staffed in this fiscal year.

As already noted in this Report, the Committee makes recommendations to the Commissioner of the RCMP, who must then make the final decision. Should the Commissioner decide not to follow the Committee recommendation, he or she must give reasons for doing so. The following table outlines key components of the review functions for grievances, discipline and discharge and demotion. It also provides statistics on the total number of cases reviewed by the Committee since its inception and up to March 31, 2007 and the percentage of times that the Commissioner has followed the Committee recommendations. Although this data is frequently requested, it should be noted that it is not used by the Committee in its evaluation, out of a concern to safeguard its independence and impartiality. The Committee considers its independence from the Commissioner’s decision making process critical to meeting its mandate. It does not therefore evaluate its performance based on whether the Commissioner follows its recommendations. Rather, it is the soundness of its recommendations, and the ability to uphold its impartiality in the process that is key to the Committee.


Grievances Formal Disciplinary Matters Discharge and Demotion
Part III of the RCMP Act Part IV of the RCMP Act Part V of the RCMP Act
Initiated by Member presenting a grievance on an area of concern. Initiated by investigation and subsequent decision of Commanding Officer to hold a hearing, where allegation that member has violated the Code of Conduct and decision to address under formal disciplinary proceedings. Initiated by a Commanding Officer serving a Notice of Intention. A member may be subject to discharge or demotion proceedings for failing to perform his or her duties in a satisfactory manner, after having been given "reasonable assistance, guidance and supervision in an attempt to improve the performance of those duties".
Level I review conducted by an RCMP officer designated as a Level I Adjudicator. Decision made by Adjudication Board, comprised of three officers of the RCMP. The member has the right to examine the material in support of the Notice of Intention and to request that a Discharge and Demotion Board, consisting of three senior officers of the Force, be convened.
The Level I Adjudicator makes a decision based on a review of written submissions. An Adjudication Board holds a hearing to determine whether there has been a violation of the Code of Conduct. If Code of Conduct is found to have been violated, a subsequent hearing is held to determine sanction. A Discharge and Demotion Board holds a hearing and issues a decision.
If a member is dissatisfied with the decision, then the member presents a Level II grievance. Either the member or the Commanding Officer can appeal the decision to the Commissioner. The member has an unlimited right of appeal. The Commanding Officer can appeal a finding that no violation of the Code of Conduct but has a very limited right to appeal the sanction. Either the member or the Commanding Officer may appeal the decision of an RCMP Discharge and Demotion Board.
Five categories of grievances are referred to the Committee for subject to a Level II review.
  1. interpretation and application of government-wide policies that apply to members of the RCMP;
  2. stoppage of pay and allowances during suspension of a member;
  3. interpretation and application of the Isolated Posts Directive;
  4. interpretation and application of the Relocation Directive;
  5. administrative discharge on grounds of physical or mental disability, abandonment of post, or irregular appointment.
*****
Grievances not in these categories are reviewed through internal RCMP processes. For those grievances referable to the Committee, the grievance is referred to the Committee, unless the member requests that the matter proceed directly to the RCMP Commissioner. This rarely happens.
There is no limitation on the type of disciplinary matters that can be reviewed by the Committee. The appeal is referred to the Committee, unless the member requests that the matter proceed directly to the RCMP Commissioner. This rarely happens. Appeal submissions are made in writing and the appeal is then referred to the Committee unless the member requests that the matter proceed directly to the RCMP Commissioner. This rarely happens.
The Committee reviews the case and makes a recommendation. The Committee reviews the case and makes a recommendation. The Committee reviews the case and makes a recommendation.
The Committee issues findings and recommendations to the parties and the RCMP Commissioner in those categories of grievances referred to it. The Committee issues findings and recommendations to the parties and the RCMP Commissioner. The Committee issues findings and recommendations to the parties and the RCMP Commissioner.
The RCMP Commissioner makes final decision. The RCMP Commissioner makes the final decision. The RCMP Commissioner makes the final decision.
As of March 31, 2007, the Committee has issued a total of 433 grievance recommendations since its inception. As of March 31, 2007, the Committee has issued a total of 103 recommendations coming out of disciplinary appeals since its inception. As of March 31, 2007, the Committee has issued a total of 4 discharge and demotion cases recommendations since its inception.
In 89% of all the grievance recommendations issued since the Committee’s inception, the RCMP Commissioner has followed the recommendations of the Committee. In 71% of all disciplinary appeal recommendations issued since the Committee’s inception, the RCMP Commissioner has followed the recommendations of the Committee. In 75% of all discharge and demotion appeal recommendations since the Committee’s inception, the RCMP Commissioner has followed the recommendations of the Committee.

2) Recommendations and Case Referrals Data

A discussion on the actual composition of cases referred to the Committee, and case recommendations issued follows. The data provided is based upon the Committee's internal tracking of all cases referred and all recommendations issued.

i) Referrals

The Committee has jurisdiction to review only those cases referred to it by the Commissioner of the RCMP. The referability of grievances is restricted by the RCMP Regulations to five categories that are noted in Table above and at page 4 of this Report in the discussion on day-to-day operations.

The Committee cannot predict the number of cases that will be referred to it in any given year. Although there were fewer cases referred to the Committee in this fiscal year, there has been a general increase in cases referred to it over the last five years.

The following table illustrates the number of cases referred to the Committee in this fiscal year, in comparison to previous years.

The table illustrates the number of cases referred to the Committee in this fiscal year, in comparison to previous years

A total of 30 grievances were referred to the Committee, compared to 51 in the previous year and 32 in 2004-05. Four disciplinary appeals were referred to the Committee, which is also a decrease from the number of disciplinary cases referred to it in previous years (10 in previous year; 11 in 2004-2005). No discharge and demotion appeals were referred to the Committee this year.

ii) Recommendations Issued

The number of cases completed by the Committee varies depending on the complexity of issues raised. For grievances, the objective of the Committee is to have issued its recommendation within three months of the case being referred to it. For discipline and discharge and demotion cases, the standard that the Committee strives for is six months.

There is a waiting period at this time before cases are reviewed and largely due to this, these service standards are not met. The Committee continues to strive to meet these standards given the importance of timeliness in the recommendations issued and it sought, and was granted, short term additional resources to do so. Putting the resources in place was not possible in this fiscal year, due to human resources delays. The Committee is exploring the possibility of securing resources to assist with rising corporate demands.

There was an increase in the number of recommendations issued this year. The Committee reviewed 42 grievances and issued 40 recommendations, compared to 34 cases reviewed in 2005-06 (and 30 recommendations issued) and 24 cases reviewed (and 23 recommendations issued) in 2004-05. The Committee issued 5 recommendations on disciplinary appeals. No recommendations in the area of discharge and demotion were issued.

The following table illustrates the number of recommendations issued this fiscal year, in comparison to previous years:

The table illustrates the number of recommendations issued this fiscal year, in comparison to previous years

The subject matter of this year's grievance recommendations fell into the following general categories:

The subject matter of this year's grievance recommendations by category.

* In 2006-07, 42 cases were reviewed, but 40 recommendations were issued. In 2005-06, 34 cases were reviewed but 30 recommendations were issued. In 2004-05, 24 cases were reviewed but 23 recommendations issued.
 

iii) Disciplinary Appeal and Discharge and Demotion Cases

This year, the Committee received four disciplinary appeals. Of these four appeals, three were initiated by the member and one involved an appeal by the Commanding Officer. Only one appeal involved a sanction of an order to resign within 14 days, failing which the member would be dismissed. The Committee issued five findings and recommendations on disciplinary appeals this year and did not review any discharge and demotion cases.

iv) Conclusion

In conclusion, a total of 34 cases were referred to the Committee this year, and 47 cases were completed. At year end, 59 active cases remained before the Committee, including 46 grievances, 12 discipline appeals and one discharge and demotion appeal. sections. The Table below shows the flow of cases and general status of cases before the Committee at the beginning and at the end of this fiscal year.


The Committee’s Workload Overview
  Grievances   Discipline   Discharge/Demotion   Total
Cases remaining at the end of fiscal year 2005-06 56 13 1 70
Cases referred in 2006-07 30 4 0 34
Recommendations issued in 2006-07 40 5 0 45
Cases remaining at the end of fiscal year 2006-07 46 12 1 59

D.  Program Activity 2

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

1) Overview

The Committee considers its communication role with stakeholders essential in ensuring that its mandate is effectively met. The Committee was able to expand on its outreach function this year, notwithstanding its limited resources. The Committee utilizes a number of tools for outreach, including its Web site (www.erc-cee.gc.ca), its quarterly publication, requests for information, and ongoing training, meetings, and capacity building. A review of each area of outreach activity follows. The data provided is based upon the Committee’s internal tracking of its outreach activities.

2) Specific Activities

Specific activities undertaken by the Committee during the reporting period follows.

i) Web Site and Quarterly Publication

The Web site (www.erc-cee.gc.ca) and the Communiqué, a quarterly publication, carry articles of interest, summaries, and updates on all cases that have been before the Committee. The Web site had 390,514 page views this year. The Communiqué itself is sent to approximately 835 subscribers four times a year. This number is higher than the previous years.

ii) Requests for Information

The Committee receives a number of requests for information. Some of these are simple, others can be complicated and require more time. This year, the Committee received and responded to 123 requests for information, on average in 2.8 days.

iii) Ongoing Training and Capacity Building

The Committee gave presentations at training sessions for the Staff Relations Representative Program (SRR), new Disciplinary Board Adjudicators, and staff of the Office for the Coordination of Grievances. It also held meetings with stakeholders.

  • The SRR Program: The SRR Program is made up of regular and civilian members of the RCMP. It is designed to provide members of the RCMP with a formal system of elected representation. The Committee met with the executive of the SRR in this fiscal year; provided an orientation to new SRRs on the work that it does and on a number of substantive and procedural legal issues in the area of grievances; gave a presentation at a regional meeting of SRRs.
     
  • Disciplinary Board Adjudicators: In March 2007, Committee staff provided an orientation on the Committee’s mandate to new disciplinary board adjudicators in Sydney, Nova Scotia.
     
  • Office for the Coordination of Grievances: In March 2007, Committee staff provided an orientation on grievance issues to the staff who administer member grievances in the RCMP.
     
  • Other Meetings: Representatives of the Committee met with the RCMP Professional Standards and External Review Directorate of the RCMP, which administers the grievance and disciplinary and discharge and demotion processes within the RCMP. Meetings were also held with the executive of the SRR Program and with the RCMP Commissioner.
     
  • Ongoing Capacity Building: Staff of the Committee attends training and conferences throughout the year to ensure currency in a variety of areas such as the Charter of Rights and Freedoms, administrative law, labour relations, decision writing and drafting, discipline and human rights law.

E.  Analysis by Program Activity and Priority

Overview of Program Activities and Strategic Objective

Both program activities support the strategic objective of positively influencing employment relations within the RCMP. The case review function supports the independence and impartiality of the process, and the integration of current, relevant, legally sound principles and best practices into its analytical function. Both support the transparency and independence of the process of external case review and ensure knowledge of the Committee’s mandate and its cases. Both allow for the monitoring of policy and uptake of other issues raised in recommendations into the RCMP through the Commissioner’s final decision, and any changes of practice.

There are key areas of success for the Committee in the manner in which these program activities have been engaged this year, and therefore also advanced its strategic objective. Perhaps key in the area of case review has been the issuance of a higher number of cases this year than last, and the continued, concerted effort to reduce the case backlog. By facilitating a faster case review, there can be greater confidence in the realm of RCMP employment relations. In the area of outreach, a key success this year was that the Committee enhanced its visibility by sharing information at two regional meetings of staff representatives and attending and contributing to two additional training sessions.

Key deterrents to progress with progress of the strategic objective in relation to the program activities can be linked to the internal and external factors affecting the performance of the Committee that were discussed above. In particular, the small size and limited resources of the Committee, the consequent challenges in meeting workload fluctuations and in enhancing the visibility of the Committee are critical. There may also be a need to revisit the Committee's previous research function, which contributed to its outreach and positively informed labour relations of the RCMP . This research function was eliminated due to funding cuts in the early 1990s.

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


Financial Resources ($thousands)
Planned Authorities Actual Spending
669 779 778


Human Resources (FTEs)
Planned Actual * Difference
7 5 2

* From August 4, 2006 to March 31, 2007 one position was vacant.

* Until January 2007, our initial FTE planned was 6. Funding was received, effective January 2007 for 3 additional backlog resources (one for a two year term and two for a five year term).  Three positions could not be filled in this fiscal year.

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

Plans, priorities and commitments

Priority 1 - Focus on quality case review and reduction of backlog

  • ensure expeditious and quality case management process
  • manage the backlog of cases, should more resources become available
  • ensure research tools are up to date
  • consider seeking additional resources

Priority 2 – Maintain optimum environment for Committee staff

  • fill indeterminate positions
  • hold regular meetings
  • consult with staff and seek input on workplace policies and practices

Priority 3 – Ongoing evaluation of operations

  • develop evaluation plan, as Committee approaches its twentieth year anniversary
  • initiate a review of service standards, effectiveness of outreach to stakeholders, and other relevant issues pertaining to mandate

Program, resources and results linkages

Priority 1 - Focus on quality case review and reduction of backlog

  • the Committee was able to issue more recommendations this year than last;
  • the Committee has integrated its pre-screening process to ensure more procedural or preliminary issues are addressed a the front end of the process;
  • the Committee successfully requested additional funds through a business case and TB Submission. These funds are of an interim nature;
  • the Committee maintained its research file and encouraged ongoing training of staff to ensure up to date and current;
  • each employee attended training pertaining to present demands and to ensure currency in legal research.

Priority 2 – Maintain optimum environment for Committee staff

  • the Committee was able to fill the one position that was open due to an indeterminate vacancy;
  • the Committee regularly held staff meetings, and also held from time to time, operationally focussed meetings;
  • the Committee regularly consulted with staff on workplace policies and practices and ensured additional training on the Public Service Modernization Act;
  • some employees attended training pertaining to both present and future career goals.

Priority 3 – Ongoing evaluation of operations

  • given resources and other priorities, a full evaluation of its operations was not conducted this year;
  • the Committee developed a plan for its twentieth anniversary and this plan included a component on a potentially comprehensive evaluation;
  • the Committee conducted a short survey of its outreach tools (Communiqué, Web site) with the Staff representatives and representatives of the Professional Standards and External Review function of the RCMP. This provided generally positive feedback on these outreach functions.

The Committee continues to spend approximately 80% of its time and resources on case review. Committee Chair and staff wages (not including contributions to employee benefit plans) amounted to $434,508 this year and operating expenses to $217,612.

Priority 1 - Focus on quality of case review and reduction of backlog (ongoing)

The planned activities spelled out in the 2006-2007 Report on Plans and Priorities for this priority included ensuring expeditious and quality case management process; managing the backlog of cases, should resources become available; ensuring research tools are up to date; and seeking additional resources.

Following on the inroads made in 2005-2006 to streamline its recommendation preparation, the Committee continued to implement its backlog reduction strategy. The Committee has integrated its prescreening process to ensure procedural or preliminary issues are addressed early on in the process. In addition, the Committee was able to issue more recommendations this year than last. It is premature to attribute the higher issuance of recommendations to its internal measures to reduce the backlog. There are a number of factors that may also have contributed to this: for example, the relative experience of the core staff who worked on these cases, and the nature of the cases before the Committee.

The Committee maintained its research file and encouraged ongoing training of staff to ensure currency. Each employee attended training pertaining to present demands. In addition, the Committee sought and received additional short term resources for both case facilitation and backlog reduction. These positions were not staffed in this fiscal year due to human resources delays.

The Committee also initiated another business case toward addressing corporate support. Included in this request were additional funds for consultation on appropriate implementation of information technology. In the longer term, should information technology changes be implemented, this could contribute to case facilitation.

Priority 2 - Maintain optimum environment for ERC staff (ongoing)

The planned activities spelled out in the 2006-2007 Report on Plans and Priorities for this priority included ensuring expeditious and quality case management process; managing the backlog of cases, should resources become available; ensuring research tools are up to date; and seeking additional resources.

Following on the inroads made in 2005-2006 to streamline its recommendation preparation, the Committee continued to implement its backlog reduction strategy. The Committee has integrated its prescreening process to ensure procedural or preliminary issues are addressed early on in the process. In addition, the Committee was able to issue more recommendations this year than last. It is premature to attribute the higher issuance of recommendations to its internal measures to reduce the backlog. There are a number of factors that may also have contributed to this: for example, the relative experience of the core staff who worked on these cases, and the nature of the cases before the Committee.

The Committee maintained its research file and encouraged ongoing training of staff to ensure currency. Each employee attended training pertaining to present demands. In addition, the Committee sought and received additional short term resources for both case facilitation and backlog reduction. These positions were not staffed in this fiscal year due to human resources delays.

The Committee also initiated another business case toward addressing corporate support. Included in this request were additional funds for consultation on appropriate implementation of information technology. In the longer term, should information technology changes be implemented, this could contribute to case facilitation.

Priority 3 - Ongoing evaluation of operations (ongoing)

The planned activities spelled out in the 2006-2007 Report on Plans and Priorities for this priority included developing an evaluation plan; initiating a review of service standards, and a review of the effectiveness of outreach to stakeholders, and other relevant issues pertaining to its mandate.

The Committee regularly monitored the case review function and included it as a standing item in its staff meetings. It also developed a plan of action for its twentieth anniversary, which will fall in the 2008-2009 fiscal year. This plan includes outreach activities, a twentieth anniversary publication and an evaluation, which will be contingent on the resources available to the Committee.

The Committee was part of the Management Accountability Framework (MAF) exercise in this fiscal year. The Committee's performance was assessed on the basis of a variety of factors and through its self assessment of the MAF, the Committee also developed or renewed certain objectives. For example, finding ways to develop a more robust evaluation infrastructure and plans to follow up on its Risk Management exercise were renewed objectives identified by the Committee.

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


Financial Resources ($thousands)
Planned Authorities Actual Spending
226 195 131


Human Resources (FTEs)
Planned Actual * Difference
2 1 1

* From August 4, 2006 to March 31, 2007 one position was vacant.

* Until January 2007, our initial FTE planned was 6. Funding was received, effective January 2007 for 3 additional backlog resources (one for a two year term and two for a five year term).  Three positions could not be filled in this fiscal 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

Plans, priorities and commitments

Priority 1 – Formalize outreach and raise awareness of the Committee's work.

  • provide information about the Committee findings and recommendations and ensure readily available;
  • publish the Communiqué on a quarterly basis;
  • ongoing meetings with stakeholders in the RCMP;
  • develop a more formalized outreach strategy through consultation and evaluation of its work.

Program, resources and results linkages

Priority 1 – Formalize outreach and raise awareness of the Committee's work.

  • Recommendation Summaries: Summaries of the Committee’s recommendation and the Commissioner’s subsequent decision are also placed on the Web site.
  • Requests for Information: Responded to requests for information
  • Web Site: All recommendations are summarized and put on its Web site. Training materials that have been used in prior training sessions are also included on the Web site. Key reports, including its annual reports and government reports (RPPs, DPRs), as well as any submissions are included on the Web site.
  • Communiqué: published the Communiqué four times in the 2006-2007 fiscal year. In the Communiqué, the Committee has also offered articles on areas of interest, such as referability, and relevant federal court decisions.
  • Stakeholders: met with a variety of stakeholders in the 2006-2007 year: Staff Relations Representatives Program : Executive members; training to new staff relations representatives; a regional consultation with staff representatives in Manitoba; Office for the Coordination of Grievances: consultative and information/training meeting with staff of the Offices for the Coordination of Grievances; Professional Standards and External Review meetings with staff of the Professional Standards and External Review offices. The Chair also met with the Commissioner of the RCMP, attended RCMP functions and shared information on the scope of its work.
  • Formalized outreach: the Committee developed a formal Twentieth Anniversary Plan for the 2008-2009 fiscal year and this included a component on evaluation. It is developing an evaluation plan, which will incorporate issues on outreach in the coming fiscal year (2007-2008) . Due to operational pressures and resource issues, the Committee did not develop a formalized outreach strategy, but it does have a deliberate strategy in place through its contact with key stakeholders.

The Committee estimates that it spends 20% of its time and resources on tasks related to our second program activity. Committee Chair and staff wages (not including contributions to employee benefit plans) amounted to $108,627 for the year and operating expenses of $54,403.

The Committee identified one priority in relation to the program activity related to information sharing and exchange.

Priority 1 - Formalize outreach and raise awareness of the Committee’s work

The planned activities spelled out for this priority in the 2006-2007 Report on Plans and Priorities included providing information about the Committee findings and recommendations and ensuring they are readily available; publishing the Communiqué on a quarterly basis; ongoing meetings with stakeholders in the RCMP; developing a more formalized outreach strategy through consultation and evaluation of its work.

The Committee utilized a variety of outreach strategies and tools this fiscal year.

Website: All recommendations are summarized and put on its Web site (www.erc-cee.gc.ca) as soon as possible in both official languages. Training materials that have been used in prior training sessions are also included on the Web site. Key reports, including its annual reports and government reports (RPPs, DPRs), as well as any submissions made to commissions are included on the Web site.

Recommendation Summaries: All recommendations are summarized and put on its Web site. Full Committee recommendations were available on demand. Summaries of the Commissioner’s subsequent decision are also placed on the Web site.

Communiqué: The Committee published the Communiqué four times in the 2006-2007 fiscal year. In the Communiqué, the Committee has also offered articles on areas of interest, such as referability, and relevant federal court decisions.

Stakeholders: The Committee met with a variety of stakeholders in this fiscal year:

  1. Staff Relations Representatives Program: Executive members; training to new staff relations representatives; a regional consultation with staff representatives in Manitoba;
  2. Office for the Coordination of Grievances: consultative and information/training meeting with staff of the Offices for the Coordination of Grievances;
  3. Professional Standards and External Review meetings with staff of the Professional Standards and External Review offices.

Requests for Information: The Committee responded to requests for information and while some of these are straightforward, others involve more complex legal issues. In the large majority of these requests for information, the Committee has responded within 2.8 days and in some cases has provided additional information in more detailed responses within a longer time frame.

Formalized Outreach Strategy: the Committee developed a formal Twentieth Anniversary Plan for the 2008-2009 fiscal year and this included a component on outreach. It is developing an evaluation plan, which will incorporate issues on outreach in the coming fiscal year (2007-2008) . Due to operational pressures and resource issues, it did not develop a formalized outreach strategy but is conducting outreach focussed on key stakeholders. The Committee also conducted a short evaluation of its outreach tools with the Staff Representatives and representatives of Professional Standards and External Review. The overall feedback from this survey was positive.

F.  Lessons Learned

Overall, the Committee continued to build on the efforts it had made in the 2005-2006 fiscal year toward a more robust infrastructure and streamlined system of case review to meet its statutory mandate. The active monitoring of its output of cases and of its backlog has had positive effects: the output of cases in this fiscal year has been much higher than previous years. However, it is important to note that a core group of very experienced staff contributed to this result. Case monitoring therefore, remains an essential part of the Committee’s internal evaluation of its program activity of case review.

While there was not a formal outreach strategy, it was clear that the Committee's efforts to solidify its outreach has had beneficial effects and demonstrated a deliberate focus on key stakeholders, keeping in mind the Committee's limited resources. The Committee reached a high number of stakeholders in this last fiscal year , and the Committee views a high level of outreach as integral to its ongoing efforts to meet its statutory mandate and ensure knowledge on the part of RCMP members of its activities.

The Committee has also had beneficial results from its implementation of the PSMA, the issues it has raised in its Submission to the Commission of Inquiry into the Actions of Canadian Officials in Relation to Maher Arar, and the ongoing review of its Risk Management Profile. For example,

  • the Recommendations of the Commission of Inquiry into the Actions of Canadian Officials in Relation to Maher Arar confirmed a number of concerns raised by the Committee when Justice O’Connor stated that public complaints oversight and discipline review should be kept as separate functions.
  • the implementation of the PSMA has allowed the Committee to internalize and formalize human resources procedures.
  • the Risk Management Profile led to diligent efforts in this fiscal year to address funding, shared services, visibility, case review and a number of other issues that were identified on the Committee’s risk radar. In short, these initiatives have all guided the direction it has taken in strategic, operational and corporate activities in this fiscal year.

In addition, the Committee considers it important to maintain ongoing engagement with the central agencies on the current pressures and demands faced by it as a very small agency. Such dialogues are important. The Committee has also addressed these demands in specific ways by developing a discussion paper on Micro Agencies that was distributed to a number of stakeholders and included in its Management Accountability Framework documentation. It has also participated in an action research group on the reporting burden on small agencies. This research group was coordinated and facilitated by the Canada School of Public Service and provided an avenue for constructive dialogue on the issue of reporting burden.