2023‑24 Departmental Plan

Table of Contents

• 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

As incoming Chairperson, I am pleased to present the 2023‑24 Departmental Plan for the Military Police Complaints Commission of Canada (MPCC).

This 2023‑24 Departmental Plan is intended to provide Parliamentarians and Canadians with information on the MPCC’s objectives, planned activities and expected results during the reporting period, as well as the financial and human resources forecast to deliver those results.

Civilian and independent police oversight is essential to promote and maintain the trust of Canadians in their police services. The MPCC is a civilian, quasi-judicial oversight agency that operates at arm’s length from the Government of Canada. The MPCC reviews and investigates complaints concerning military police conduct and investigates allegations of interference in military police investigations. It reports its findings and makes recommendations directly to the Military Police and National Defence leadership. As a federal institution, it is part of the Defence portfolio for reporting purposes.

The MPCC will continue to deliver and advance its mandate to review and investigate complaints concerning military police conduct and investigate allegations of interference in military police investigations.

The MPCC will also continue to work with stakeholders to ensure the recommendations of the Third Independent Review Authority of the National Defence Act dated April 30, 2021, as they relate to military police oversight, are implemented in a timely manner. Since the creation of the MPCC in 1999, there has been a significant strengthening of independent police oversight bodies in Canada. The MPCC has not undergone similar reforms; rather, we have fallen considerably behind the national trend of more robust civilian oversight of policing, especially as it relates to accessing the documents necessary to carry out our mandate.

This fiscal year marks the implementation of the Common Hybrid Work Model for the Federal Public Service announced by the Treasury Board Secretariat (TBS) in late December 2022. The MPCC will review its work environment in light of the TBS recent announcement and integrate the lessons learned during the MPCC Hybrid Workplace model implemented in September 2022. During this exercise, the MPCC will also consider the suggestions and concerns received from employees during the Employee Engagement sessions.

We will also continue to collaborate with central agencies, within our capacity as a micro-organization, on TBS horizontal initiatives for people management and corporate services. In addition, we will continue to engage with the Canadian Armed Forces through the MPCC’s renewed Outreach program to ensure that our mandate is well understood by the Military Police, the community they serve and the public at large.

Finally, the persons employed by the MPCC are its greatest resource and we will continue to prioritize their physical and mental well-being. We will continue to ensure they are working in a healthy, secure, accessible, diverse and inclusive work environment free of harassment. We will accomplish this by respecting these principles at all stages of decision-making processes and by providing employees with the tools and resources to help themselves and others.

I am impressed by the level of dedication and professionalism of the MPCC team observed since assuming the role of Chairperson on January 3, 2023. I am privileged to be part of this team and I look forward to advancing the work of the MPCC in the next five years.

Original signed by

_______________________
Me Tammy Tremblay, MSM, CD, LLM
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 leverage technology in order to enhance the timeliness, efficiency and fairness of the complaints resolution process.

Work with partners to implement the recommendations of the Third Independent Review Authority on the National Defence Act as they pertain to military police oversight: The MPCC continues to work with its stakeholders to ensure the recommendations of the Third Independent Review Authority dated April 30, 2021, are implemented in a timely manner to enhance the MPCC’s authority and, in particular, to obtain relevant information necessary to carry out its mandate.

Pursue the MPCC's Outreach program: The MPCC will continue to diversify its outreach program and engage with the Canadian Forces Provost Marshal (CFPM) and bases across Canada as well as the Canadian Forces Military Police Academy (CFMPA) and other stakeholders. After piloting a new virtual outreach program last fiscal year, we will continue to refine and improve our topic specific presentations to engage our audiences more meaningfully on topics that are most relevant to them based on lessons learned from last year. Furthermore, we expect to return to have in-person engagement in instances where it is most efficient and effective including some classes at the CFMPA this year.

Adapt to the future of work: During the pandemic, the MPCC staff was highly productive and demonstrated great adaptability and resilience to change. As the Core Public Administration shifts towards Common hybrid work in 2023, the MPCC will continue to ensure the advancement of the future of work and enable all services and programs to move to digital services. The MPCC will also collaborate with central initiatives to improve cybersecurity for Small Departments and Agencies in terms of network, security and digital services.

Continue to promote mental and physical well-being in the workplace: The MPCC will continue its efforts to maintain a standard of organizational excellence as well as employee mental health and well-being and will continue to invest in our greatest resources, our people, in order to ensure a healthy workforce.

Diversity, Inclusion and Accessibility is MPCC’s Strength: The MPCC will maintain a workforce that is well equipped, inclusive and diverse to provide a high level of service in both official languages to carry out the MPCC mandate. As a micro-organization, our small size allows us to engage every employee on key issues such as anti-racism, equity, accessibility, reconciliation, inclusion and mental health.

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. It also contains information on key risks related to achieving those results.

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 2023‑24 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 on GC InfoBase.

Supplementary information tables

The following supplementary information tables are available on the MPCC website:

• Gender-Based Analysis Plus

Federal tax expenditures

The 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 letter
  Military Police Complaints Commission of Canada
  270 Albert Street, 10^th Floor
  Ottawa, ON K1P 5G8
  Canada
• 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.

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 tool used to support the development of responsive and inclusive policies, programs and other initiatives. GBA Plus is a process for understanding who is impacted by the issue or opportunity being addressed by the initiative; identifying how the initiative could be tailored to meet the diverse needs of the people most impacted; and anticipating and mitigating any barriers to accessing or benefitting from the initiative. GBA Plus is an intersectional analysis that goes beyond biological (sex) and socio-cultural (gender) differences to consider other factors, such as age, disability, education, ethnicity, economic status, geography, language, race, religion, and sexual orientation.

government‑wide priorities (priorités pangouvernementales)

For the purpose of the 2023–24 Departmental Plan, government-wide priorities are the high-level themes outlining the Government’s agenda in the 2021 Speech from the Throne: building a healthier today and tomorrow; growing a more resilient economy; bolder climate action; fighter harder for safer communities; standing up for diversity and inclusion; moving faster on the path to reconciliation and fighting for a secure, just, and equitable world.

high impact innovation (innovation à impact élevé)

High impact innovation varies per organizational context. In some cases, it could mean trying something significantly new or different from the status quo. In other cases, it might mean making incremental improvements that relate to a high-spending area or addressing problems faced by a significant number of Canadians or public servants.

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 compared 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 a department and that 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.