2020-21 Departmental Plan

Table of Contents

• Chairperson’s Message
• Plans at a Glance
• Core responsibilities: planned results and resources, and key risks
  • Independent Oversight of the Military Police
  • Planned results for Independent Oversight of the Military Police
  • Planned budgetary financial resources for Independent Oversight of the Military Police
  • Planned human resources for Independent Oversight of the Military Police
• Internal Services: planned result
• Spending and Human Resources
  • Planned Spending
  • Planned Human Resources
  • Estimates by Vote
  • Condensed Future-Oriented Statement of Operations
• Corporate Information
  • Organizational Profile
  • Raison d'être, Mandate and Role: Who We Are and What We Do
  • Operating context
  • Reporting Framework
• Supporting Information on the Program Inventory
• Supplementary Information Tables
• Federal Tax Expenditures
• Organizational Contact Information
• Appendix: Definitions

Chairperson’s Message

I am pleased to present the 2020‑21 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.

We will also continue our efforts to have the MPCC added to the Canada Evidence Act's Section 38 schedule. This is important to continue to deal with complaints involving sensitive information in a credible and resource-effective manner and carry out our oversight mandate as Parliament intended. Being a ‘designated entity' would ensure timely access to the essential information we need to monitor and investigate complaints without going through the time consuming procedures in the Federal Court.

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

To improve the effectiveness and efficiency of the complaints resolution process: The Military Police Complaints Commission of Canada (MPCC) continues to 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. In collaboration with employees, implement and monitor progress against PSES Action Plan with respect to employee development, innovation and initiative, and values and ethics.

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 “Core responsibilities: planned results and resources” section of this report.

Core responsibilities: planned results and resources

Internal Services: planned results

Spending and Human Resources

This section provides an overview of the department's planned spending and human resources for the next three consecutive fiscal years, and compares planned spending for the upcoming year with the current and previous years' actual spending.

Corporate information

Supporting Information on the Program Inventory

Supporting information on planned expenditures, human resources, and results related to the Military Police Complaints Commission of Canada’s Program Inventory is available in the GC InfoBase.

Supplementary Information Tables

The following supplementary information tables will be available on the Military Police Complaints Commission of Canada website:

• Departmental Sustainable Development Strategy
• Gender-Based Analysis Plus

Federal Tax Expenditures

The Military Police Complaints Commission of Canada's Departmental Plan does not include information on tax expenditures that relate to its planned results for 2020‑21.

Tax expenditures are the responsibility of the Minister of Finance, and the Department of Finance Canada publishes cost estimates and projections for government-wide tax expenditures each year in the Report on Federal Tax Expenditures. This report provides detailed information on tax expenditures, including objectives, historical background 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 solely the responsibility of the Minister of Finance.

Organizational Contact Information

How to reach the Military Police Complaints Commission of Canada

• Call our information line
  613‑947‑5625 or toll free at 1‑800‑632‑0566
• Send us a fax
  613‑947‑5713 or toll free at 1‑877‑947‑5713
• Send us a letter
  Military Police Complaints Commission of Canada
  270 Albert Street, 10^th Floor
  Ottawa, ON K1P 5G8
• Visit us at the above address for a private consultation. An appointment is recommended.
• Send us an email
  commission@mpcc-cppm.gc.ca

  Note: We cannot guarantee the security of electronic communications.

• Visit our website:
  mpcc-cppm.gc.ca

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 priority (priorité ministérielle)

A plan or project that a department has chosen to focus and report on during the planning period. Departmental priorities represent the things that are most important or what must be done first to support the achievement of the desired departmental results.

Departmental Result (résultat ministériel)

A consequence or outcome that a department seeks to achieve. 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)

A framework that 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.

experimentation (expérimentation)

The conducting of activities that seek to first explore, then test and compare, the effects and impacts of policies and interventions in order to inform evidence-based decision-making, and improve outcomes for Canadians, by learning what works and what doesn't. Experimentation is related to, but distinct form innovation (the trying of new things), because it involves a rigorous comparison of results. For example, using a new website to communicate with Canadians can be an innovation; systematically testing the new website against existing outreach tools or an old website to see which one leads to more engagement, is experimentation.

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 assess how diverse groups of women, men and gender-diverse people experience policies, programs and services based on multiple factors including race, ethnicity, religion, age, and mental or physical disability.

government-wide priorities (priorités pangouvernementales)

For the purpose of the 2020‑21 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 federal organizations 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 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 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.

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)

Individual or groups of services, activities or combinations thereof that are managed together within 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.

Strategic Outcome (résultat stratégique):

A long-term and enduring benefit to Canadians that is linked to the organization’s mandate, vision and core functions.

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.