Departmental Plan 2019-20


RCMP External Review Committee

2019-20

The Honourable Ralph Goodale, P.C., M.P.
Minister of Public Safety and Emergency Preparedness

ISSN 2371-7823

Table of contents


Institutional Head's message

I am pleased to present the RCMP External Review Committee’s 2019-20 Departmental Plan.

Through its independent and impartial reviews of appeal cases dealing with employment matters that are critically important to RCMP members and managers – such as decisions in harassment complaints or the discharge of RCMP members due to disability - the ERC helps to provide an assurance of fair and transparent recourse processes within the RCMP, ultimately contributing to the ability of the Force to serve Canadians.

The key challenge for the ERC in 2019-20 will be to address large numbers of anticipated referrals as well as a backlog of files that has accumulated over a number of years. In 2018-19, the organization implemented additional resources that had been approved to support the integrity of the ERC appeal case review program and increased its case review capacity. Looking ahead, we will focus on maintaining an enhanced capacity to conduct case reviews and on addressing the backlog of cases.

The ERC enters 2019-20 committed to making its contributions to effective recourse within the RCMP and to a healthy and productive RCMP workplace. The ERC likewise remains committed to working to address longer term program requirements and sustainability.

David Paradiso
Interim Chairperson


Plans at a glance and operating context

The ERC will continue to face significant operational pressures due to a backlog of files and workload projections that continue to exceed historical levels. The ERC will continue to manage two streams of case referrals from the RCMP: one under the current legislation and the other under the legacy legislation for cases commenced within the RCMP prior to November 28, 2014.

The ERC hired a number of new staff in 2018-19, making use of program integrity resources approved in 2017. The further orientation of new people, and the retention of and support for staff generally, will be vital to achieving and maintaining the enhanced program capacity needed to begin to address the backlog of files awaiting review.

Continuous program improvement remains a priority for the ERC and will be realized through active monitoring and management of the ERC’s caseload and case review practices. The development and publication of service delivery standards with time limits for the completion of case reviews (as required by the RCMP Act, s. 28.1) remains a priority for the ERC.

For more information on the RCMP External Review Committee’s plans, priorities and planned results, see the “Planned results” section of this report.


Planned results: what we want to achieve this year and beyond

Core Responsibilities

Independent review of RCMP employment matters

Independent and impartial case reviews, findings and recommendations for final decisions in appeals of internal RCMP decisions in harassment complaints, conduct cases, discharges or demotions, and stoppages of pay and allowances.

Description

The Royal Canadian Mounted Police External Review CommitteeFootnote1 (ERC) is an independent administrative tribunal that contributes to fair and equitable labour relations and helps to reinforce accountability at all levels within the Royal Canadian Mounted Police (RCMP). Other than the courts, the ERC is the only independent review mechanism available to RCMP members and management for labour relations matters. The ERC conducts impartial reviews of appeals of certain conduct measures imposed on RCMP members and of written decisions regarding harassment complaints, revocations of appointments, discharges, demotions and ordered stoppages of pay and allowances. Case files dealing with these matters are referred to the ERC for review by the RCMP pursuant to sections 33 and 45.15 of the Royal Canadian Mounted Police ActFootnote2 and section 17 of the Royal Canadian Mounted Police RegulationsFootnote3. In conducting its reviews of referred case files, the ERC considers the entire file record that is provided by the RCMP which can include statements from members (complainants, respondents and others), video or audio records and testimony from witnesses, historical human resources file materials and other documentation. Once a review has been completed, the ERC provides findings and recommendations to the Commissioner of the RCMP (as the final decision maker) and to the parties. The ERC’s findings and recommendations are directed at ensuring that the general principles of administrative law and labour law are respected and that the requirements of the RCMP Act and other relevant legislation, such as the Canadian Human Rights ActFootnote4, are adhered to in decision making. In some cases, the ERC makes recommendations for broader change or for actions that might be taken to address issues raised in a file (e.g., changes in RCMP policies or management practices, or additional or new training for RCMP members or managers). Access to summaries of ERC findings and recommendations and to ERC reports and discussion papers is provided to RCMP members and the public through the ERC’s websiteFootnote5 and publications, and through presentations or other outreach to RCMP members.

Planning highlights

The ERC currently has over 300 files under or awaiting review, which has resulted in lengthy wait times for the completion of reviews following the ERC’s receipt of a referred case. Additional resources were implemented in 2018-19 using temporary program integrity funding to increase the ERC’s capacity to address its caseload. Combined with the anticipated appointment of a Vice-Chair as an additional Committee member, the ERC will have increased its capacity to complete case reviews and begin to address its backlog. Staff retention is particularly important given the small size of the ERC, as the loss of even one expert resource can have a significant operational impact. The temporary program integrity funding ends after 2020-21, and the ERC continues to work with the portfolio department and central agencies to address its permanent funding requirements.

The planned introduction of service standards will support program management, transparency and accountability. The target for introducing service standards has been moved to Spring 2020, due to the need for additional information to make valid and reliable projections regarding the kinds, numbers and complexities of the files the ERC will be required to review in future years.

Outreach activities will support RCMP member awareness of workplace and recourse issues (such as disseminating case review summaries to RCMP members in the ERC Communiqué publication, and through presentations to RCMP officials with recourse responsibilities, managers or employee representatives). Regular dialogue with the RCMP on general program management, workload and administrative matters will continue in support of program delivery, planning and risk management.

While positioning itself to address the challenges that it will face in 2019-20, the ERC will ensure that its findings and recommendations in each case are substantively correct, clear and relevant for the parties and for the Commissioner of the RCMP.

Planned Results
Departmental Results Departmental Result Indicators Target Date to achieve target 2015–16 Actual results 2016–17 Actual results 2017–18 Actual results
ERC’s findings and recommendations support fair and transparent RCMP recourse processes and decision-making. The degree to which RCMP final decisions concord with ERC recommendations, expressed as the % of the RCMP final decisions that fully agree, partly agree or do not agree with the recommendations. Up to 100%; no specific target. Ongoing Not applicable
(ERC has transitioned from PAA to DRF in 2019-20)
Not applicable
(ERC has transitioned from PAA to DRF in 2019-20)
Not applicable
(ERC has transitioned from PAA to DRF in 2019-20)
Findings and recommendations are issued in a timely manner. % of findings and recommendations that are issued within the service standard. 100% Spring 2020 Not applicable
(ERC has transitioned from PAA to DRF in 2019-20)
Not applicable
(ERC has transitioned from PAA to DRF in 2019-20)
Not applicable
(ERC has transitioned from PAA to DRF in 2019-20)
RCMP members and the public have access to current information on the issues addressed by the ERC in its reviews. Frequency of website postings of the latest summaries of ERC findings and recommendations and of RCMP final decisions. 100% posted within two months following the end of the quarter. Ongoing Not applicable
(ERC has transitioned from PAA to DRF in 2019-20)
Not applicable
(ERC has transitioned from PAA to DRF in 2019-20)
Not applicable
(ERC has transitioned from PAA to DRF in 2019-20)

Budgetary financial resources (dollars)
2019–20
Main Estimates
2019–20
Planned spending
2020–21
Planned spending
2021–22
Planned spending
3,414,034 3,414,034 2,815,716 966,799

Human resources (full-time equivalent)
2019–20
Planned full-time equivalents
2020–21
Planned full-time equivalents
2021–22
Planned full-time equivalents
17 17 6

Financial, human resources and performance information for the RCMP External Review Committee’s Program Inventory is available in the GC InfoBase.Footnote6

Internal Services

Description

Internal Services are those groups of related activities and resources that the federal government considers to be services in support of Programs and/or required to meet corporate obligations of an organization. Internal Services refers to the activities and resources of the 10 distinct services that support Program delivery in the organization, regardless of the Internal Services delivery model in a department. These services are:

The Treasury Board of Canada Secretariat granted the ERC an exemption from reporting on Internal Services as a separate program beginning in 2009-10 (given the focused nature of the ERC program and associated resources). This Report, therefore, presents information based on a single ERC program and does not provide information on Internal Services separately.

Spending and human resources

Planned spending

Departmental spending trend graph

Image Description
Departmental Spending
Departmental Spending Trend

Fiscal Year

2016-17 2017-18 2018-19 2019-20 2020-21 2021-22

Statutory

156,133 189,065 252,583 337,088 272,055 98,693

Voted

1,368,145 1,721,980 3,195,355 3,076,946 2,543,661 868,106

Total

1,524,278 1,911,045 3,447,938 3,414,034 2,815,716 966,799
Budgetary planning summary for Core Responsibilities and Internal Services (dollars)
Core Responsibilities and Internal Services 2016–17 Expenditures 2017–18
Expenditures
2018–19
Forecast spending
2019–20
Main Estimates
2019–20
Planned spending
2020–21
Planned spending
2021–22
Planned spending
Appeal case reviews 1,524,278 1,911,045 3,447,938 3,414,034 3,414,034 2,815,716 966,799
Subtotal 1,524,278 1,911,045 3,447,938 3,414,034 3,414,034 2,815,716 966,799
Internal Services - - - - - - -
Total 1,524,278 1,911,045 3,447,938 3,414,034 3,414,034 2,815,716 966,799

* The ERC is exempted from reporting separately on Internal Services expenditures.

In the Fall of fiscal year 2017-18 the ERC received additional temporary funding approval to support the integrity of the appeal case review program, with funding continuing through 2020-21. The ERC continues to work with the portfolio department and central agencies to address its permanent funding requirements.

Planned human resources

Human resources planning summary for Core Responsibilities and Internal Services (full-time equivalents)
Core Responsibilities and Internal Services

2016–17
Actual
full-time equivalents

2017–18
Actual
full-time equivalents
2018–19
Forecast full-time equivalents
2019–20
Planned full-time equivalents
2020–21 Planned
full-time equivalents
2021–22
Planned full-time equivalents
Appeal case reviews 8 7.8 17 17 17 6
Subtotal 8 7.8 17 17 17 6
Internal Services * - - - - - -
Total 8 7.8 17 17 17 6

* The ERC is exempted from reporting separately on Internal Services expenditures.

The ERC planned complement of resourced FTEs through 2019-20 is 17 (comprising indeterminate employees, employees on secondment or term appointment, positions resourced through service arrangements, and Governor-in-Council appointees on the Committee). The planned FTE complement lowers to six beginning in 2021-22, when the temporary program integrity funding will have ended.

Estimates by vote

Information on the ERC’s organizational appropriations is available in the 2019–20 Main Estimates.Footnote7

Future-Oriented Condensed Statement of Operations

The Future-Oriented Condensed Statement of Operations provides a general overview of the ERC’s operations. The forecast of financial information on expenses and revenues is prepared on an accrual accounting basis to strengthen accountability and to improve transparency and financial management. The forecast and planned spending amounts presented in other sections of the Departmental Plan are prepared on an expenditure basis; as a result, amounts may differ.

A more detailed Future-Oriented Statement of Operations and associated notes, including a reconciliation of the net cost of operations to the requested authorities, are available on the ERC’s websiteFootnote8.

Future-Oriented Condensed Statement of Operations
for the year ending March 31, 2020 (dollars)
Financial information 2018–19
Forecast results
2019–20
Planned results
Difference
(2019–20 Planned results minus 2018–19 Forecast results)
Total expenses 3,767,255 3,839,867 72,612
Total revenues 0 0 0
Net cost of operations before government funding and transfers 3,767,255 3,839,867 72,612

The difference between forecast results for 2018-19 and planned results for 2019-20 relates to the amounts of program integrity funding approved over four years, beginning in late 2017-18. The total expenditures planned for 2019-20 are $3,839,867 compared to $3,767,255 for 2018-19, representing an increase of $72,612.

Additional information

Corporate information

Organizational profile

Appropriate minister: The Honourable Ralph Goodale, P.C., M.P.
Institutional head: David Paradiso, Interim Chairperson
Ministerial portfolio: Public Safety and Emergency Preparedness
Enabling instrument: Royal Canadian Mounted Police Act,R.S.C. 1985, c. R-10Footnote9
Year of incorporation / commencement: 1986

Raison d’être, mandate and role: who we are and what we do

“Raison d’être, mandate and role: who we are and what we do” is available on the RCMP External Review Committee’s websiteFootnote10.

Reporting framework

The ERC’s Departmental Results Framework and Program Inventory of record for 2019–20 are shown below.

Departmental Results Framework and Program Inventory
Departmental Results Framework Independent review of RCMP employment matters Internal Services
ERC’s findings and recommendations support fair and transparent RCMP recourse processes and decision-making. The degree to which RCMP final decisions concord with ERC recommendations, expressed as the % of the RCMP final decisions that fully agree, partly agree or do not agree with the recommendations.
Findings and recommendations are issued in a timely manner. % of findings and recommendations that are issued within the service standard.
RCMP members and the public have access to current information on the issues addressed by the ERC in its reviews. Frequency of website postings of the latest summaries of ERC findings and recommendations and of RCMP final decisions.
Program Inventory Appeal case reviews
Concordance between the Departmental Results Framework and the Program Inventory, 2019–20, and the Program Alignment Architecture, 2018–19

2018–19 Core Responsibilities and Program Inventory
2017–18 Lowest-level program of the Program Alignment Architecture Percentage of lowest-level Program Alignment Architecture program (dollars) corresponding to the Program in the Program Inventory
Core Responsibility: Independent review of RCMP employment matters
Program: Appeal case reviews Program: Appeal case reviews 100 %

Supporting information on the Program Inventory

Supporting information on planned expenditures, human resources, and results related to the ERC’s Program Inventory is available in the GC InfoBase.Footnote11

Supplementary information tables

The following supplementary information tables are available on the ERC’s website.Footnote12

Federal tax expenditures

The tax system can be used to achieve public policy objectives through the application of special measures such as low tax rates, exemptions, deductions, deferrals and credits. The Department of Finance Canada publishes cost estimates and projections for these measures each year in the Report on Federal Tax Expenditures.Footnote13 This report also provides detailed background information on tax expenditures, including descriptions, objectives, historical information and references to related federal spending programs, as well as evaluations, research papers and gender-based analysis. The tax measures presented in this report are the responsibility of the Minister of Finance.

Organizational contact information

RCMP External Review Committee
P.O. Box 1159, Station B
Ottawa, Ontario K1P 5R2
Canada

Telephone: 613-998-2134
Fax: 613-990-8969
E-mail: org@erc-cee.gc.ca
Web: http://www.erc-cee.gc.ca

Appendix: definitions

Endnotes

  1. 1

    Royal Canadian Mounted Police External Review Committee, http://www.erc-cee.gc.ca/index-en.aspx

  2. 2

    Royal Canadian Mounted Police Act, http://laws-lois.justice.gc.ca/eng/acts/R-10/index.html

  3. 3

    Royal Canadian Mounted Police Regulations, http://laws-lois.justice.gc.ca/eng/regulations/SOR-2014-281/index.html

  4. 4

    Canadian Human Rights Act, http://laws-lois.justice.gc.ca/eng/acts/H-6/index.html

  5. 5

    RCMP External Review Committee’s website, http://www.erc-cee.gc.ca/index-en.aspx

  6. 6

    GC InfoBase, https://www.tbs-sct.gc.ca/ems-sgd/edb-bdd/index-eng.html#start

  7. 7

    2018–19 Main Estimates, https://www.canada.ca/en/treasury-board-secretariat/services/planned-government-spending/government-expenditure-plan-main-estimates.html

  8. 8

    RCMP External Review Committee, Future-Oriented Financial Statements, http://www.erc-cee.gc.ca/cnt/rsrcs/rprts/fofs-efp/index-en.aspx

  9. 9

    Royal Canadian Mounted Police Act, http://laws-lois.justice.gc.ca/eng/acts/R-10/index.html

  10. 10
  11. RCMP External Review Committee, Raison d’être, mandate and role, http://www.erc-cee.gc.ca/cnt/bt/rspnsblts-en.aspx

  12. 11
  13. GC InfoBase, https://www.tbs-sct.gc.ca/ems-sgd/edb-bdd/index-eng.html#start

  14. 12
  15. RCMP External Review Committee, Supplementary Information Tables, http://www.erc-cee.gc.ca/cnt/rsrcs/rprts/dprtmntl-pln/index-en.aspx

  16. 13
  17. Report on Federal Tax Expenditures, http://www.fin.gc.ca/purl/taxexp-eng.asp

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