This section includes reports and plans to Parliament and various other departmental reports as well as special reports.
Departmental Plans (formerly Reports on Plans and Priorities) hereunder
Reports on Plans and Priorities
Departmental Results Reports (formerly Departmental Performance Reports) hereunder
Departmental Results Reports
Departmental Performance Reports
Access to Information Act and Privacy Act Annual Reports
Quarterly Financial Reports
- Special Report on Interference (PDF version, 523 kB) (August 2014)
- Let's Be Clear About “Clear and Convincing”: A Postscript (PDF version only, 57 kB) (June 2009)
- Let's Be Clear About “Clear And Convincing” (PDF version only, 199 kB) - A paper concerning the standard of proof in police discipline cases, presented at the CACOLE Annual Conference, Halifax, N.S., October 12, 2007 ((Annex Chart) (PDF version only, 38 kB): The standard of proof applied in police oversight hearings - legislation and jurisprudence)
- International Standards for Police Oversight (August 2006)
- Updating Civilian Oversight of Canada's Military Police: Achieving Results for Canadians (October 2005)
- Interference with Military Police Investigations: What Is It About? (December 2002)
Departmental Sustainable Development Strategy
Section 1: Context for the Departmental Sustainable Development Strategy
The Policy on Green Procurement supports the Government of Canada's effort to promote environmental stewardship. In keeping with the objectives of the policy, the Military Police Complaints Commission of Canada (MPCC) supports sustainable development by integrating environmental performance considerations into the procurement decision‑making process through the activities in this Departmental Sustainable Development Strategy (DSDS).
Although the MPCC is not bound by the Federal Sustainable Development Act and is not required to develop a departmental sustainable development strategy, the MPCC adheres to the principles of the 2016–19 Federal Sustainable Development Strategy (FSDS) by implementing the Policy on Green Procurement.
Section 2: Sustainable Development in the Military Police Complaints Commission of Canada
FSDS Goal: Low Carbon Government – The MPCC identified a wide range of measures to reduce energy consumption, improve energy efficiency and reduce greenhouse gas (GHG) emissions from its operations. These measures include: green procurement and sustainable travel practices. For example, the MPCC integrated environmental considerations into procurement processes such as procuring green items and providing training to credit cards holders on green procurement. In addition, the MPCC will also offer employee engagement initiatives and energy awareness training.
Section 3: Commitments for the Military Police Complaints Commission of Canada
|FSDS Contributing Actions||Corresponding Departmental Actions||Contribution by each departmental action to the FSDS goal and target||Starting point(s) where available, and your choice of performance indicators for departmental actions||Program(s) in which the departmental actions will occur|
|Reduce GHG emissions from federal government buildings and fleets by 40% below 2005 levels by 2030, with an aspiration to achieve this reduction by 2025||Support the transition to a low-carbon economy through green procurement||
Section 4: Integrating sustainable development
The MPCC will continue to ensure that its decision-making process includes consideration of FSDS goals and targets through its Strategic Environmental Assessment (SEA) process. An SEA for policy, plan or program proposals includes an analysis of the impacts of the given proposal on the environment, including on FSDS goals and targets.
Public statements on the results of the MPCC’s assessments are made public when an initiative that has undergone a detailed SEA is announced. The purpose of the public statement is to demonstrate that the environmental effects, including the impacts on achieving the FSDS goals and targets, of the approved policy, plan or program have been considered during proposal development and decision making.
- Date modified: