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Section II – Analysis of Program Activities by Strategic Outcome

2.1 Strategic Outcome

RCMP members are held publicly accountable for their conduct in the performance of their duties.

The following section describes the CPC's sole program activity and the result it is trying to achieve, performance indicators and targets. This section also explains the priorities that the CPC has set for 2010-2011 and how it plans to achieve the expected results and presents the financial and non-financial resources it plans to use to achieve results.

2.1.1 Program Activity: Civilian review of RCMP members' conduct in the performance of their duties.

The following graphic outlines the CPC's Program Activity Architecture and the priorities it has set for 2010-2011.

The graphic  outlines the CPC's Program Activity Architecture and the priorities it has set  for 2010-2011.


Program Activity:
Civilian review of RCMP members' conduct in the performance of their duties
Human Resources (FTEs) and Planned Spending ($ Thousands)
2010-2011 2011-2012 2012-2013
FTEs Planned Spending FTEs Planned Spending FTEs Planned Spending
28 3,299 28 3,308 28 3,308
Program Activity Expected Results Performance Indicators Targets
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%

Program Activity Summary

The CPC is an independent federal agency established in 1988 to receive and review public complaints about the conduct of RCMP members in a fair and impartial manner. The CPC strives to achieve the above Strategic Outcome with a single program activity: civilian review of RCMP members' conduct in the performance of their duties.

The CPC holds the RCMP accountable to the public by providing, at the request of complainants, an independent review of the RCMP's disposition of complaints and by making recommendations to the RCMP Commissioner. Much of the Commission's work continues to centre on providing direct service to Canadians concerned about the actions of the RCMP.

The CPC responds to the needs of the public by providing a number of options for the processing of any concerns. A member of the public contacting the CPC will normally be provided with same-day access to an experienced analyst who will listen to their concerns, assess what they would like to achieve, and identify an appropriate process that will meet their objectives.

When reviewing a complaint, the CPC does not act as an advocate either for the complainant or for RCMP members. Rather, its role is to conduct an independent inquiry and reach objective conclusions based on the information available. In conducting its review, the CPC considers all relevant information provided by the complainant and the RCMP.

If the Chair is not satisfied with the RCMP's handling of a complaint, the CPC will issue an interim report of its findings and recommendations; after the RCMP Commissioner replies to this interim report, a final report is forwarded to the Minister of Public Safety, to the RCMP Commissioner and to all parties. Alternatively, if the Chair concludes that the RCMP responded adequately to the complainant's concerns, a final report is delivered stating that the RCMP's handling of the complaint was satisfactory.

The Chair also has the authority to hold a public interest hearing to inquire into a complaint. The ability to self-initiate such a review allows the CPC to broaden its scope of review beyond what may have been articulated by individual complainants, leading to the identification of systemic issues that may not otherwise be adequately explored. The Chair reports his findings and any recommendations for action stemming from a Chair-initiated complaint to the Commissioner of the RCMP and to the Minister of Public Safety.

Planning Highlights

In order to achieve the expected result, assuming that it will be successful in obtaining the requested interim funding, the CPC has set the following priorities and plans to undertake the following activities:

1. Increase public awareness of the role and services of the CPC

The CPC will continue its outreach to stakeholders and marginalized populations, such as First Nations, Métis and Inuit communities, newly-arrived immigrants and other under-represented citizens who for cultural, linguistic or literacy-related reasons are less likely to know about or avail themselves of the public complaints process. It also will continue to improve its website to encourage use and ensure its relevance among priority groups. In 2010-2011, the CPC will also continue to enhance its media relations efforts.

2. Strengthen the complaint and review processes

The CPC will endeavour, in the face of increasing workloads levels, to continue to meet its service standards and enhance efficiencies within the complaint and review processes. It plans to continue the successful Independent Observer Program. 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 continuing, emerging and new complaint trends

The CPC is working to identify complaint trends and make recommendations for changes to national policing policy. In 2010-2011, the CPC will continue the Review of the Record Project to understand the nature of and trends within public complaints and police/public interactions and make recommendations for changes in national policing policy, training and behaviours. The CPC will continue to foster greater collaboration among domestic and international police review bodies, governments, academics and stakeholders. The CPC will maintain the tracking of actions taken by the RCMP on its key recommendations.

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 live in a just society, 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. Canadians must have confidence in their national law enforcement agencies. The CPC's oversight ensures that this confidence, faith and trust is well-placed.

2.1.6 Program Activity: Internal Services

Financial Resources (($ thousands)   Human Resources (FTEs)
2010-2011 2011-2012 2012-2013   2010-2011 2011-2012 2012-2013
2,089 2,089 2,089   12 12 12

Program Activity Summary and Planning Highlights

Internal Services

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; Material 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.

The CPC must comply with the same central agency expectations and requirements (comptrollership, management and accountability systems, security, etc.) as do medium and larger departments that enjoy substantial specialized resources in the fields of planning, IT, human and financial resources, and evaluation. The compelling responsibilities require the CPC to identify, train and retain corporate staff with a wide scope of duties and responsibilities. This takes a heavy toll on human and financial resources. The CPC has set the following priority for internal services:


The CPC will continue to ensure that a modern human resources management regime is in place and will support effective labour-management relations that provide opportunities for professional and leadership development. The CPC, guided by the MAF assessment, will continue to enhance and improve its management practices in order to achieve management excellence.