ARCHIVED - RPP 2007-2008
The Correctional Investigator Canada

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Section III:  Supplementary Information

3.1 Organization Information

Ultimately, the Correctional Investigator is responsible for all aspects of the OCI’s performance vis-à-vis its strategic outcome and in terms of its accountability to Canadians, Parliament and central agencies.

He is supported in that role by the Executive Director, whose primary responsibility is to manage the Office’s investigative process. Assisting him are two Directors of Investigations, to whom report directly all senior investigators and investigators. They are, in turn, supported in their activities, by four intake officers from the Corporate Services and Planning Sector.

Also supervised by the Executive Director are the three coordinators of specialized investigative services 1) Aboriginal Offender Issues, 2) Women Offender Issues, 3) s.19 Investigations and Use of Force. Given the complexity and broad nature of his mandate, the third coordinator is assisted in his role by an analyst. The Executive Director and all the actors in the investigative process benefit from the advice of the OCI’s Senior Policy Advisor and Counsel.

Finally, the Coordinator of Corporate Services and Planning, assisted by the Chief of Administrative Services and three intake officers, is responsible for the efficient functioning of the OCI on a day-to-day basis. Provided is the entire range of corporate and administrative services, notably financial administration, procurement, informatics, internal audit, and reporting to Parliament and central agencies.

3.2 Recent Improvements in Governance, Financial Management and Accountability, Human Resources Management, and Performance Measurement and Reporting

Presented below are the key initiatives adopted by the current Correctional Investigator since his appointment in 2004 which are designed to strengthen governance, financial management and accountability, human resources management, and performance measurement and reporting.

Governance

• Engaged the services of management consultants to advise and assist on the implementation of financial and human resources activities
• Adopted a formal Governance Structure
• Created an Internal Audit Committee
• Adopted the Treasury Board Secretariat Values and Ethics Code for the Public Service as the Code of Conduct for the Office of the Correctional Investigator

Financial Management and Accountability

• Formally designated a Senior Financial Officer (SFO)
• Developed and implemented new  Operations &Maintenance (O&M) expenditure control system, inclusive of the training in the  System applications and Products in Data Processing (SAP) required by employees
• Assumed responsibility for the Salary Management System (SMS) and ensured all employees received appropriate training from the Comptrollership of Public Safety and Emergency Preparedness Canada (PSEPC)
• Implemented appropriate procedures to ensure that practices and policy requirements are met in regard to travel, hospitality and other expenses
• Complied with Treasury Board Secretariat (TBS) Informal Disclosure directives with regard to Senior Management Travel, Hospitality Expenditures and Reclassification
• Closely and successfully cooperated with Treasury Board Secretariat (TBS) officials and consultants in the Management Accountability Framework (MAF) exercise
• Directed the creation of an ATIP request tracking system and retained the services of an expert consultant to manage ATIP processing; resulting in the elimination of request backlogs and complaints from the Offices of the Privacy and Information Commissioners

Human Resources Management

• Implemented new Public Service Employment Act, inclusive of information sessions for employees.  A Staffing Management Accountability Framework (SMAF) was developed and implemented.
• Ensured all employees with delegated authority in the area of Human Resources Management (HRM) completed the training prescribed by the Public Service Human Resources Management Agency (PSHRMAC)
• Ensured Senior Managers received training on Values in Staffing, Informal Conflict Management, Leadership and Managing Public funds
• Established the practice of a formal performance appraisal for the position of Executive Director
• Retained a firm of experts consultants to evaluate human resources requirements and provide advice on optimizing the integration of human and financial resources with operations and corporate priorities
• Developed and implemented a Corporate Human Resources Plan
• Cooperated with Commissioner of Official Languages to ensure compliance with linguistic profile requirements
• The OCI and PSEPC have signed an MOU that outlines each organization’s role and responsibilities, as well as the Finance, HR, IM/IT and Security services to be provided
• Implemented an Informal Conflict Management System (ICMS) in conjunction with Justice Canada
• Created a Workplace and Safety Committee co-chaired by one representative from management and another from the group of non-management employees

Performance Measurement and Reporting

• Revised Integrated Planning Framework and Performance Measurement Strategy to align with Treasury Board’s Program Activity Architecture (PAA) requirements
• Completed major revision of the OCI Data and Tracking Information System (DATIS) to reflect changes in internal business processes and increase accuracy and completeness in performance measurement and reporting
• Undertook review of Information Management practices to improve access for decision making and reporting to central agencies

3.3 Organization Chart

3.4 Agency Planned Spending and Full Time Equivalents

($ thousands)	Forecast Spending 2006-2007	Planned Spending 2007-2008	Planned Spending 2008-2009	Planned Spending 2009-2010
Oversight of Correctional Operations
Budgetary Main Estimates (gross)	3,114	3,132	3,132	3,132
Total Main Estimates	3,114	3,132	3,132	3,132
Supplementary Estimates
Carry Forward 2005-2006	128	---	---	---
Other
Collective Bargaining Adjustments	18
Total Adjustments	146	---	---	---
Total Planned Spending	3,260	3,132	3,132	3,132
Total Planned Spending	3,260	3,132	3,132	3,132
Plus: Cost of services received with charge	411	394	394	394
Total Departmental Spending	3,671	3,508	3,508	3,508
Full-time Equivalents	22	22	22	22

3.5 Departmental Links to Government of Canada Outcome Areas

The Office of the Correctional Investigator contributes to safe and secure communities.

2007-2008
Strategic Outcome : The problems of offenders in the federal correctional system are identified and addressed in a timely and reasonable fashion
($ thousands)	Budgetary
Program Activity	Operating	Gross	Net	Total Main Estimates	Total Planned Spending
Oversight of Correctional Operations	2,650	2,650	2,650	2,650	2,650
Corporate Services	482	482	482	482	482
Total	3,132	3,132	3,132	3,132	3,132

3.6 Voted and Statutory Items ($ thousands)

Vote or Statutory Item		2007-2008 Main Estimates	2006-2007 Main Estimates
55	Program expenditures	2,773	2,750
(S)	Contributions to employee benefit plans	359	364
	Total Agency	3,132	3,114

3.7 Services Received Without Charge

($ thousands)	2007-2008
Accommodation provided by Public Works and Government Services Canada	258
Contributions covering the employer’s share of employees’ insurance premiums and expenditures paid by the Treasury Board of Canada Secretariat (excluding revolving funds)	136
Total 2006-2007 Services received without charge	394

 

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