2018‑19 Departmental Results Report

Table of contents

• Chairperson's Message
• Results at a glance
• Results: what we achieved
  • Core Responsibilities
    • Complaints Resolution
  • Internal Services
• Analysis of trends in spending and human resources
  • Actual expenditures
  • Actual human resources
  • Expenditures by vote
  • Government of Canada spending and activities
    • Financial statements and financial statements highlights
      • Financial statements
      • Financial statements highlights
• Supplementary information
  • Corporate information
    • Organizational profile
    • Raison d'être, mandate and role: who we are and what we do
    • Operating context and key risks
  • Reporting framework
  • Supplementary information on lower-level programs
  • Supplementary information tables
  • Federal Tax expenditures
  • Organizational contact information
• Appendix: definitions

Chairperson's Message

I am pleased to present the Military Police Complaints Commission of Canada (MPCC)'s 2018‑19 Departmental Results Report.

We have recently completed a major revamping of the MPCC. The organization has been redesigned to strengthen monitoring mechanisms. There is a new executive structure to oversee the complaints process and staff and I am very optimistic about the expected benefits from all the work that went into developing the new structure.

The MPCC had identified as a priority the importance of timeliness in completing investigations, and has re-aligned many of its performance indicators in 2017‑18 to the timeliness of its responses. This Department Results Report is the first to report on our performance on those new indicators and I am pleased to report that we have outperformed all of our indicators in the performance of our mandate.

We greatly value the positive relationships we have with all stakeholders in the military justice system. Our outreach visits to Canadian Armed Forces Bases provide us the opportunity to explain the importance and benefits of civilian oversight. We welcome the questions and opinions of Military Police members and are keen to learn about their challenges. These informal interactions provide us with a better understanding of the context in which the Military Police work.

As an organization, we continue to strive to be a stigma-free work environment where we can openly discuss issues of diversity and mental health. As an employer of choice, the MPCC is committed to maintaining an environment where all employees feel welcome and safe. This has involved hosting workshops on mental health, acknowledging a diverse range of holidays and events and also ensuring that all employees could participate fully in National Public Service Week by adjusting events to take into account Eid al‑Fitr.

It goes without saying that the foundation of our work and our steady progression is due to the dedicated and highly professional MPCC staff. My thanks go out to each of these individuals whose commitment and perseverance are an ongoing source of pride and inspiration.

Original signed by

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

Results at a glance

The MPCC's total actual spending for 2018‑19 was $4,775,505.

The MPCC's total actual full-time equivalents for 2018‑19 was 28.

The MPCC;

• Worked with the Canadian Forces Provost Marshal, the Deputy Commander Canadian Forces Military Police Group and other senior Military Police staff to foster an environment that supports the acceptance and implementation of Military Police Complaints Commission recommendations;
• Completed eight Final Reports detailing the results of investigations into allegations of military police misconduct. The MPCC also made six recommendations to the Canadian Forces Military Police further ensuring the highest standards of conduct in military policing. The MPCC adds another layer of accountability and transparency to the complaint process by ensuring that allegations of military police misconduct and allegations by military police of interference in their investigations are reviewed and investigated in a manner that is impartial, thorough and fair;
• Continued its outreach visits at Canadian Armed Force (CAF) Bases and to the Military Police Academy and provided interactive sessions communicating the importance of civilian oversight, as well as information about the processes used by the MPCC and key findings and results of the MPCC's investigations;
• Held a training workshop for all those involved in investigations including decision-makers, Operations staff and investigators to refine, standardize and improve  the conduct of investigations, with particular focus on improving timeliness and ensuring that the resources devoted to a file match its complexity;
• Welcomed two part time Commission Members who act as decision-makers;
• Continued to foster a work environment free of stigma and discrimination by hosting workshops on mental health, acknowledging a diverse range of holidays and events and offering Positive Space training to all of its employees.

For more information on the Military Police Complaints Commission of Canada's plans, priorities and results achieved, see the “Results: what we achieved” section of this report.

Results: what we achieved

Analysis of trends in spending and human resources

Supplementary information

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 Military Police Complaint Commission website.

For more information on the department's organizational mandate letter commitments, see the Minister's mandate letter.

Operating context and key risks

Information on operating context and key risks is available on the Military Police Complaint Commission website.

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):

A Departmental Result represents the 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 an appropriated department's actual accomplishments against the plans, priorities and expected results set out in the corresponding Departmental Plan.

experimentation (exprimentation):

Activities 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 approach used to help identify the potential impacts of policies, Programs and services on diverse groups of women, men 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 2018‑19 Departmental Results Report, 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 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 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.

priorities (priorité):

Plans or projects 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 Strategic Outcome(s).

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.

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.