2019-20 Departmental Plan

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____________________________
The Honourable Harjit S. Sajjan
Minister of National Defence

© Her Majesty the Queen in Right of Canada, represented by the Military Police Complaints Commission of Canada, 2019.

ISSN 2371‑7076

Table of Contents


Chairperson’s Message

Hilary C. McCormack, Chairperson

Hilary C. McCormack, Chairperson

I am pleased to present the 2019‑20 Departmental Plan for the Military Police Complaints Commission of Canada (MPCC).

In the coming fiscal year, we will continue to promote the highest standards of conduct of Military Police members in the performance of their policing duties, and to ensure the integrity of Military Police investigations through our monitoring and investigation of complaints. In doing so, we will continue to review our investigation guidelines and processes on a regular basis in order to achieve continued improvement in the timeliness, efficiency and fairness of the complaints process.

To carry out our oversight mandate as Parliament intended, we must have timely access to the essential information we need to monitor and investigate complaints.

Our ability to deal with complaints involving sensitive information in a credible and more time and resource-effective manner would be greatly enhanced if we were a 'designated entity' under the Canada Evidence Act's Section 38 schedule. The alternative is a time-consuming challenge to the Federal Court. Therefore, the MPCC will make it a priority in the coming year to work on an intradepartmental and interdepartmental basis to make this change a reality.

We will also continue to engage with the Canadian Armed Forces (CAF) through the MPCC's Outreach program, which is key to building relationships with the Military Police, the community they serve and the public at large.

Finally, the employees of the MPCC are its greatest resource, and we will continue to promote a healthy, respectful, and inclusive work environment free of harassment. We will accomplish this through holding awareness seminars and by providing employees with the tools and resources to help themselves and others.

_______________________
Hilary C. McCormack, LL.B.
Fellow Litigation Counsel of America
Chairperson

Plans at a glance and operating context

Improve the effectiveness and efficiency of the complaints resolution process: The Military Police Complaints Commission of Canada (MPCC) continues review its investigation guidelines and processes on a regular basis in order to enhance the timeliness, efficiency and fairness of the complaints resolution process.

Seek to be listed on the schedule of designated entities:  The Military Police Complaints Commission of Canada (MPCC) will continue to engage with its portfolio partners and on an intra-governmental basis to correct the MPCC's anomalous absence from the Canada Evidence Act (CEA) schedule of designated entities.

Pursue the MPCC’s Outreach program: The Military Police Complaints Commission of Canada continues to engage with the Canadian Forces Provost Marshal and bases across Canada as well as the Canadian Forces Military Police Academy to refine the Military Police Complaints Commission of Canada Outreach program in order to reach key stakeholders and provide interactive sessions to Military Police members.

Promote a high-performing workforce and leadership development: The Military Police Complaints Commission of Canada continues to provide to its employees various learning, professional and leadership growth opportunities through traditional and non-classroom initiatives such as on-line training. Implement and monitor progress against PSES Action Plan with respect to employee development, innovation and initiative; and values and ethics, in collaboration with employees.

Continue to promote mental wellness in the workplace: The Military Police Complaints Commission of Canada continues to promote a respectful workplace and mental wellness in the workplace through positive interactions with staff through mental health awareness activities.

Diversity is MPCC's Strength: The Military Police Complaints Commission of Canada continues its commitment to develop a diverse work environment such as promoting diversity and inclusion and by providing a welcoming environment for employees from diverse equity groups, faith and members of the Lesbian, Gay, Bisexual, Transgender, Intersex, Queer and Two-Spirit (LGBTQ2) communities.

For more information on the Military Police Complaints Commission of Canada’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 oversight of the Military Police

Description

Promotes and ensures the highest standards of conduct of Military Police in the performance of policing duties and discouraging interference in any Military Police investigation through independent and impartial reviews, investigations and hearings which result in sound findings and recommendations.

Planning highlights

During the 2019‑20 fiscal year, the Military Police Complaints Commission of Canada will:

Planned Results
Departmental Results Departmental Result Indicators Target Date to Achieve Target 2014–15
Actual results
2015–16
Actual results
2016–17
Actual results
Final Reports provide sound findings and recommendations and are issued in a timely manner. Percentage of recommendations resulting from investigations of conduct or interference complaints are accepted by the responsible Department of National Defence authority (usually the Canadian Forces Provost Marshal). 70% March 31, 2019 N/ANote * N/ANote * N/ANote *
Percentage of Final Decisions not overturned on Judicial Review. 70% March 31, 2019 N/ANote * N/ANote * N/ANote *
Percentage of findings and recommendations issued in non-public interest cases within 18 months from the time disclosure is substantially received to the issuance of the interim report. It is recognized that there may be exceptionally complex cases which will not meet this indicator. 70% March 31, 2019 N/ANote * N/ANote * N/ANote *
Information requests pertaining to complaint files are responded to in a timely manner. Percentage of information requests initially responded to within 48 hours. 95% March 31, 2019 N/ANote * N/ANote * N/ANote *
Military Police and the public have access to current information on the issues addressed by the Military Police Complaints Commission of Canada. Quarterly website updates of Military Police Complaints Commission of Canada findings and recommendations through case summaries and Military Police Complaints Commission of Canada Final Reports in public interest cases. 4 March 31, 2019 N/ANote * N/ANote * N/ANote *
Number of Outreach activities/presentations given on the mandate, roles and responsibilities of the Military Police Complaints Commission of Canada. 6 March 31, 2019 N/ANote * N/ANote * N/ANote *
Percentage of presentations to stakeholder or target groups that were received positively. 70% March 31, 2019 N/ANote * N/ANote * N/ANote *
Budgetary Financial Resources (dollars)
2018-19
Main Estimates
2018-19
Planned Spending
2019-20
Planned Spending
2020-21
Planned Spending
2,915,308 2,915,308 2,915,308 2,915,308
Human Resources (Full-Time Equivalents)
2018-19
Planned full-time equivalents
2019-20
Planned full-time equivalents
2020-21
Planned full-time equivalents
15 15 15

Financial, human resources and performance information for the Military Police Complaints Commission of Canadas Program Inventory is available in the GC InfoBase.

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:

Budgetary financial resources (dollars)
2019−20
Main Estimates
2019-20
Planned Spending
2020-21
Planned Spending
2022-22
Planned Spending
1,841,624 1,841,624 1,841,624 1,841,624
Human Resources (Full-Time Equivalents)
2019-20
Planned full-time equivalents
2020-21
Planned full-time equivalents
2021-22
Planned full-time equivalents
14 14 14

Planning highlights

During the 2019‑20 fiscal year, the Military Police Complaints Commission of Canada will:

Spending and Human Resources

Planned spending

Departmental Spending Trend Graph (dollars)
2016-17 2017-18 2018-19 2019-20 2020-21 2021-22
Statutory 370,830 359,735 449,290 436,881 436,881 436,881
Voted 3,748,700 4,175,963 4,495,853 4,320,051 4,320,051 4,320,051
Total 4,119,530 4,535,698 4,945,143 4,756,932 4,756,932 4,756,932
Budgetary planning summary for Core Responsibilities and Internal Services (dollars)
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
Independent oversight of the Military Police 2,056,958 2,465,292 3,072,936 2,915,308 2,915,308 2,915,308 2,915,308
Subtotal 2,056,958 2,465,292 3,072,936 2,915,308 2,915,308 2,915,308 2,915,308
Internal Services 2,062,572 2,070,406 1,872,207 1,841,624 1,841,624 1,841,624 1,841,624
Total 4,119,530 4,535,698 4,945,143 4,756,932 4,756,932 4,756,932 4,756,932

Overall spending increase since 2016‑17 is mainly attributable to two current public interest investigations and an increase in the number of complex files. Another major factor in 2018‑19 was additional salary expenditures for retroactive payments as a result of the signing of several Collective Agreements. This trend is expected to continue this fiscal year since the complexity of complaint investigations are still on the rise, and salary expenditures are increasing due to both the signing of more Collective Agreements and the MPCC being staffed at full capacity. The MPCC's planned spending for future years is based on its Main Estimates of $4,756,932.

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
Independent oversight of the Military Police 10 10 15 15 15 15
Subtotal 10 10 15 15 15 15
Internal Services 16 13 14 14 14 14
Total 26 23 29 29 29 29

Following the timeliness review, the MPCC has strengthened its oversight function by realigning resources to better support the core responsibility. The full realization of this realignment became effective in 2018‑19 and is reflected in future years.

Estimates by Vote

For information on the Military Police Complaints Commission’s organizational appropriations is available in the 2019‑20 Main Estimates.

Future-Oriented Condensed Statement of Operations

The Future-Oriented Condensed Statement of Operations provides a general overview of the Military Police Complaints Commission of Canada’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 MPCC website.

Future Oriented Condensed Statement of Operations
For the Year Ended 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 5,435,917 5,204,954 (230,963)
Total revenues 0 0 0
Net cost of operations before government funding and transfers 5,435,917 5,204,954 (230,963)

The MPCC's 2019‑20 planned results reflect the amounts we have received through our Main Estimates, and does not take into account the Operating Budget Carry Forward that is received during the Supplementary Estimates process. In 2018‑19 the MPCC received $210,397, which explains the majority of the current variance.

Additional information

Corporate information

Organizational Profile

Appropriate Minister: The Honourable Harjit S. Sajjan, Minister of National Defence

Institutional Head: Hilary C. McCormack, Chairperson

Ministerial Portfolio: Defence Portfolio

Enabling Instrument(s): National Defence Act, Part IV

Year of Incorporation / Commencement: 1998

Other: For more information, please visit the MPCC website

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 MPCC website.

Reporting Framework

The Military Police Complaints Commission of Canada Departmental Results Framework and Program Inventory of record for 2019‑20 are shown below:

Departmental Results Framework and Program Inventory of Record for 2019‑20
Core Responsibility Independent Oversight of the Military Police
Internal Services
Departmental Results Framework Final Reports provide sound findings and recommendations and are issued in a timely manner.
  • Percentage of recommendations resulting from investigations of conduct or interference complaints are accepted by the responsible Department of National Defence authority (usually the Canadian Forces Provost Marshal.
  • Percentage of Final Decisions not overturned in Judicial Review.
  • Percentage of findings and recommendations issued in non-public interest cases within 18 months from the time disclosure is substantially received to the issuance of the interim report. It is recognized that there may be exceptionally complex cases which will not meet this indicator.

Information requests pertaining to complaint files are responded to in a timely manner.

  • Percentage of information requests initially responded to within 48 hours.

Military Police and the public have access to current information on the issues addressed by the MPCC.

  • Quarterly website updates of MPCC findings and recommendations through case summaries and MPCC Final Reports in public interest cases.
  • Number of outreach activities/presentations given on the mandate, roles and responsibilities of the MPCC.
  • Percentage of presentations to stakeholder or target groups that were received positively.
Program Inventory Complaints Resolution

Supporting Information on the Program Inventory

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

Supplementary Information Tables

The following supplementary information tables will be available on the MPCC website:

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 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

How to reach the Military Police Complaints Commission of Canada

Appendix: Definitions

Appropriation (crédit)
Any authority of Parliament to pay money out of the Consolidated Revenue Fund.
budgetary expenditures (dépenses budgétaires)
Operating and capital expenditures; transfer payments to other levels of government, organizations or individuals; and payments to Crown corporations.
Core Responsibility (responsabilité essentielle)
An enduring function or role performed by a department. The intentions of the department with respect to a Core Responsibility are reflected in one or more related Departmental Results that the department seeks to contribute to or influence.
Departmental Plan (Plan ministériel)
A report on the plans and expected performance of an appropriated department over a three-year period. Departmental Plans are tabled in Parliament each spring.
Departmental Result (résultat ministériel)
Any change or changes that the department seeks to influence. A Departmental Result is often outside departments' immediate control, but it should be influenced by program-level outcomes.
Departmental Result Indicator (indicateur de résultat ministériel)
A factor or variable that provides a valid and reliable means to measure or describe progress on a Departmental Result.
Departmental Results Framework (cadre ministériel des résultats)
Consists of the department's Core Responsibilities, Departmental Results and Departmental Result Indicators.
Departmental Results Report (Rapport sur les résultats ministériels)
A report on the actual accomplishments against the plans, priorities and expected results set out in the corresponding Departmental Plan.
evaluation (évaluation)
In the Government of Canada, the systematic and neutral collection and analysis of evidence to judge merit, worth or value. Evaluation informs decision making, improvements, innovation and accountability. Evaluations typically focus on programs, policies and priorities and examine questions related to relevance, effectiveness and efficiency. Depending on user needs, however, evaluations can also examine other units, themes and issues, including alternatives to existing interventions. Evaluations generally employ social science research methods.
experimentation (expérimentation)
A report on the actual aActivities that seek to explore, test and compare the effects and impacts of policies, interventions and approaches, to inform evidence-based decision-making, by learning what works and what does not.
full-time equivalent (équivalent temps plein)
A measure of the extent to which an employee represents a full person-year charge against a departmental budget. Full-time equivalents are calculated as a ratio of assigned hours of work to scheduled hours of work. Scheduled hours of work are set out in collective agreements.
gender-based analysis plus (GBA+) (analyse comparative entre les sexes plus [ACS+])
An analytical process used to help identify the potential impacts of policies, Programs and services on diverse groups of women, men and gender-diverse people. The “plus” acknowledges that GBA+ goes beyond sex and gender differences. We all have multiple identity factors that intersect to make us who we are; GBA+ considers many other identity factors, such as race, ethnicity, religion, age, and mental or physical disability.
government-wide priorities (priorités pangouvernementales)
For the purpose of the 2019‑20 Departmental Plan, government-wide priorities refers to those high-level themes outlining the government's agenda in the 2015 Speech from the Throne, namely: Growth for the Middle Class; Open and Transparent Government; A Clean Environment and a Strong Economy; Diversity is Canada's Strength; and Security and Opportunity.
horizontal initiatives (initiative horizontale)
An initiative where two or more departments are given funding to pursue a shared outcome, often linked to a government priority.
non-budgetary expenditures (dépenses non budgétaires)
Net outlays and receipts related to loans, investments and advances, which change the composition of the financial assets of the Government of Canada.
performance (rendement)
What an organization did with its resources to achieve its results, how well those results compare to what the organization intended to achieve, and how well lessons learned have been identified.
Performance indicator (indicateur de rendement)
A qualitative or quantitative means of measuring an output or outcome, with the intention of gauging the performance of an organization, Program, policy or initiative respecting expected results.
Performance Information Profile (profil de l’information sur le rendement)
The document that identifies the performance information for each Program from the Program Inventory.
performance reporting (production de rapports sur le rendement)
The process of communicating evidence-based performance information. Performance reporting supports decision making, accountability and transparency.
plan (plan)
The articulation of strategic choices, which provides information on how an organization intends to achieve its priorities and associated results. Generally a plan will explain the logic behind the strategies chosen and tend to focus on actions that lead up to the expected result.
planned spending (dépenses prévues)
For Departmental Plans and Departmental Results Reports, planned spending refers to those amounts that receive Treasury Board approval by February 1. Therefore, planned spending may include amounts incremental to planned expenditures presented in the Main Estimates.

A department is expected to be aware of the authorities that it has sought and received. The determination of planned spending is a departmental responsibility, and departments must be able to defend the expenditure and accrual numbers presented in their Departmental Plans and Departmental Results Reports.

priority (priorité)
A plan or project that an organization has chosen to focus and report on during the planning period. Priorities represent the things that are most important or what must be done first to support the achievement of the desired Departmental Results.
program (programme)
A group of related resource inputs and activities that are managed to meet specific needs and to achieve intended results and that are treated as a budgetary unit.
Program Inventory (répertoire des programmes)
Identifies all of the department's programs and describes how resources are organized to contribute to the department's Core Responsibilities and Results.
result (résultat)
An external consequence attributed, in part, to an organization, policy, Program or initiative. Results are not within the control of a single organization, policy, Program or initiative; instead they are within the area of the organization's influence.
statutory expenditures (dépenses législatives)
Expenditures that Parliament has approved through legislation other than appropriation acts. The legislation sets out the purpose of the expenditures and the terms and conditions under which they may be made.
sunset program (programme temporisé)
A time-limited program that does not have an ongoing funding and policy authority. When the program is set to expire, a decision must be made whether to continue the program. In the case of a renewal, the decision specifies the scope, funding level and duration.
target (cible)
A measurable performance or success level that an organization, program or initiative plans to achieve within a specified time period. Targets can be either quantitative or qualitative.
voted expenditures (dépenses votées)
Expenditures that Parliament approves annually through an Appropriation Act. The Vote wording becomes the governing conditions under which these expenditures may be made.
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