2022‑23 Departmental Plan

Table of Contents

• Interim Chairperson's Message
• Plans at a glance
• Core responsibilities: planned results and resources
• Internal services: planned result
• Planned spending and human resources
  • Planned spending
  • Planned human resources
  • Estimates by vote
  • Future-oriented condensed 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 2022‑23 Departmental Plan for the Military Police Complaints Commission of Canada (MPCC).

This year will mark the arrival of new leadership for the organisation as our former Chairperson, Hilary C. McCormack, ended her term last fall. The arrival of a new Chairperson is always an opportunity for renewal and experimentation within our mandate.

This fiscal year will also mark the transition to a hybrid work environment and the integration of the lessons learned during our remote work experience in response to the COVID‑19 pandemic.

The MPCC welcomed the recommendations of the Third Independent Review Authority, many of which were supportive of the MPCC submissions to strengthen its ability to carry out its mandate effectively. We look forward to continuing to work with our partners to ensure that the recommendations are implemented so that we can continue to deal with complaints involving sensitive information in a credible and resource-effective manner and carry out our oversight mandate as Parliament intended.

We will also continue to adapt our work environment to the realities imposed by the COVID‑19 pandemic as we advance our important work of investigating conduct and interference complaints and 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.

Original signed by

_______________________
Bonita Thornton, LL.B., BA
Interim Chairperson

Plans at a glance

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 and will explore how to leverage technology in order to enhance the timeliness, efficiency and fairness of the complaint's resolution process.

Work with partners to implement the recommendations of the Third Independent Review Authority, including being listed on the schedule of designated entities: The 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 MPCC will continue to diversify its virtual outreach program and engage with the Canadian Forces Provost Marshal and bases across Canada as well as the Canadian Forces Military Police Academy. This year we will pilot more tailored experiences on different topics of interest to various audiences.

Adapt to the future of work: In 2022, the MPCC is launching engagement with employees on the future of work and how hybrid work will change how the Commission performs its work and how we collaborate and work together. Lessons learned from the COVID‑19 pandemic and remote work will be instrumental in adopting hybrid work.

Continue to promote mental wellness in the workplace: The MPCC continues to promote a respectful workplace and mental wellness in the workplace through positive interactions with staff by way of mental health awareness activities.

Diversity is MPCC's Strength: The MPCC 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, Queer and Two-Spirit (LGBTQ2) communities.

For more information on the MPCC's plans, see the “Core responsibilities: planned results and resources” section of this report.

Core responsibilities: planned results and resources

This section contains information on the department's planned results and resources for each of its core responsibilities.

Internal Services: planned results

Planned spending and human resources

This section provides an overview of the department's planned spending and human resources for the next three fiscal years and compares planned spending for 2022‑23 with actual spending for the current year and the previous year.

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 are available on the MPCC website:

• Departmental Sustainable Development Strategy
• Gender-Based Analysis Plus

Federal tax expenditures

Military Police Complaints Commission of Canada's Departmental Plan does not include information on tax expenditures.

Tax expenditures are the responsibility of the Minister of Finance. 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 plus.

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
• Contact us for a private consultation.
• 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
• Follow us on Twitter
  @MPCC_Canada
• Follow us on LinkedIn
  @MPCC-Canada
• Like us on Facebook
  @MPCCCanada

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 document that sets out a department's priorities, programs, expected results and associated resource requirements, covering a three-year period beginning with the year indicated in the title of the report. Departmental Plans are tabled in Parliament each spring.

departmental result (résultat ministériel)

A change that a 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)

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 a department's actual performance in a fiscal year against its plans, priorities and expected results set out in its Departmental Plan for that year. Departmental Results Reports are usually tabled in Parliament each fall.

experimentation (expérimentation)

The conducting of activities that explore, test and compare the effects and impacts of policies and interventions in order to inform decision-making and improve outcomes for Canadians. Experimentation is related to, but distinct from, innovation. Innovation is the trying of something new; experimentation involves a rigorous comparison of results. For example, introducing a new mobile application to communicate with Canadians can be an innovation; systematically testing the new application and comparing it against an existing website or other tools to see which one reaches more people, 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 Plus) (analyse comparative entre les sexes plus [ACS Plus])

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 2022‑23 Departmental Plan, government-wide priorities are the high-level themes outlining the government's agenda in the 2021 Speech from the Throne: protecting Canadians from COVID‑19; helping Canadians through the pandemic; building back better – a resiliency agenda for the middle class; the Canada we're fighting for.

horizontal initiative (initiative horizontale)

An initiative in which 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.

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)

Individual or groups of services, activities or combinations thereof that are managed together within the department and focus on a specific set of outputs, outcomes or service levels.

program inventory (répertoire des programmes)

An inventory of a department's programs that describes how resources are organized to carry out the department's core responsibilities and achieve its planned 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.

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.