2020‑21 Departmental Results Report

Table of contents

• Chairperson's Message
• Results at a glance
• Results: what we achieved
  • Core responsibility
  • Independent Oversight of the Military Police
  • 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
• 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 Results Report for the Military Police Complaints Commission of Canada (MPCC).

This past year, the MPCC responded quickly to pandemic-driven changes. Our business is now largely conducted digitally, with widespread telework and the use of internet-based tools for collaboration, virtual meetings and even virtual outreach activities. The MPCC has emphasized employee mental wellness and safety during the pandemic. We are proud of the diversity and inclusiveness of our workforce, which has been created through conscious decisions over recent years. I can say with confidence that our statistics are well above the Public Service average.

Throughout adapting to a changing environment, we continued to promote the highest standards of conduct of Military Police members in the performance of their duties, and to ensure the integrity of Military Police investigations through our monitoring and investigation of complaints. In doing so, we continued to review our investigation guidelines and processes on a regular basis in order to achieve continued improvement in the timelines, efficiency and fairness of the complaints process.

In addition, this year marked the Third Independent Review of the National Defence Act (NDA). The Commission submitted a comprehensive brief to the Independent Review Authority on various suggested changes to Part IV of the National Defence Act, which deals with the military police complaints process. The MPCC submitted 24 proposals on the subjects of expanded access to information, more fair and efficient procedures and Military Police independence.

Finally, we are consciously striving to maintain open and productive relationships in our interactions with the Canadian Armed Forces 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.

Within the MPCC, I remain grateful to our Commission Members and staff for their unswerving support.

Original signed by

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

Results at a glance

The MPCC's total actual spending for 2020-21 was $4,946,675.

The MPCC's total actual full-time equivalents for 2020‑21 was 29.

The MPCC:

• Redrafted the MPCC Rules of Procedures for Public Interest Hearings (PIH) to take into account the MPCC's experience with PIHs and innovations that will result in more efficient and accessible hearings and worked with the Department of Justice Legislative Section to enact the new Rules;
• Submitted 24 proposals on the subjects of expanded access to information, more fair and efficient procedures and Military Police independence to the Independent Review Authority to Part IV of the National Defence Act, which deals with the military police complaints process.
• Worked with the Canadian Forces Provost Marshal (CFPM), 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 MPCC recommendations;
• Completed thirteen (13) Final Reports detailing the results of investigations into allegations of military police misconduct or allegations of interference in a Military Police investigation. The MPCC also made eighteen (18) recommendations to the CFPM 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;
• Piloted virtual outreach presentations at Canadian Armed Forces (CAF) Bases and to the Military Police Academy;
• Continued to provide to its employees various learning, professional and leadership growth opportunities through traditional and non-classroom initiatives such as acting opportunities, coaching and online training;
• Continued to foster a work environment free of stigma and discrimination by hosting workshops on mental health;
• Promoted diversity and inclusion by acknowledging a diverse range of holidays and hosting events celebrating the diversity of its workforce.

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

Corporate Information

Supporting information on the program inventory

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

Supplementary information tables

The following supplementary information tables are available on the Military Police Complaints Commission of Canada's website:

• 2020-21 Departmental Sustainable Development Strategy
• Gender-based analysis plus

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 and GBA+ of tax expenditures.

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 to schedule a private consultation.

Send us an email: commission@mpcc-cppm.gc.ca

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 3‑year period. Departmental Plans are usually tabled in Parliament each spring.

departmental priority (priorité)

A plan or project that a department 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.

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 quantitative measure of progress on a departmental result.

departmental results framework (cadre ministériel des résultats)

A framework that connects the department's core responsibilities to its departmental results and departmental result indicators.

Departmental Results Report (rapport sur les résultats ministériels)

A report on a department's 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, for whom and in what circumstances. Experimentation is related to, but distinct from 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. For a particular position, the full-time equivalent figure is the ratio of number of hours the person actually works divided by the standard number of hours set out in the person's collective agreement.

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 2019–20 Departmental Results Report, those high-level themes outlining the government's agenda in the 2019 Speech from the Throne, namely: Fighting climate change; Strengthening the Middle Class; Walking the road of reconciliation; Keeping Canadians safe and healthy; and Positioning Canada for success in an uncertain world.

horizontal initiative (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 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.

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)

Identifies all the department's programs and describes how resources are organized to contribute to the department's core responsibilities and results.

result (résultat)

A 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.