Ministerial Transition Information Package for Tammy Tremblay (January 2023)

Table of Contents

  1. Overview of the organization and the Role of the Military Police Complaints Commission
    1. 1.1 Mission Statement
    2. 1.2 Mandate
    3. 1.3 Mission
    4. 1.4 Vision
    5. 1.5 Values
  2. Organizational structure
    1. 2.1 Organizational Background
    2. 2.2 Organizational Structure
    3. 2.3 Deputy Head Responsibilities
    4. 2.4 Designated Senior Officials
  3. Corporate Information
    1. 3.1 Delegated Authorities and Delegation Instruments
    2. 3.2 Corporate Reports
    3. 3.3 Strategic and Operational Plans and Programs
    4. 3.4 Fiscal Year 2022-23 Operational Planning Context
  4. Committees and Working Groups
    1. 4.1 Corporate Committees

1. Overview of the organization and the Role of the Military Police Complaints Commission

1.1 Mission Statement

The Military Police Complaints Commission (the MPCC or the Commission) was established by the Parliament of Canada to provide independent civilian oversight of the Canadian Forces military police, effective December 1, 1999. This was executed by an amendment to the National Defence Act (NDA), Part IV of which sets out the full mandate of the Commission and how complaints are to be handled. As stated in Issue Paper No. 8, which accompanied the Bill that created the Commission, its role is “to provide for greater public accountability by the military police and the chain of command in relation to military police investigations.”

1.2 Mandate

The Commission 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.

1.3 Mission

To promote and ensure the highest standards of conduct of Military Police in the performance of policing duties and to discourage interference in any military police investigation.

The Commission fulfills its mandate and mission by exercising the following responsibilities:

  • Monitoring investigations by the Canadian Forces Provost Marshal (CFPM) of Military Police (MP) conduct complaints;
  • Reviewing the disposition of conduct complaints about Military Police members at the request of the complainant;
  • Investigating complaints of interference made by Military Police members; and
  • Conducting public interest investigations and hearings.

1.4 Vision

To be an organization that exhibits fairness and impartiality, inspires trust and contributes to a climate of confidence in military policing.

1.5 Values

  • Mutual respect (within the organization and externally)
  • Integrity
  • Fairness
  • Dedication
  • Open and Effective Communications
  • Professionalism

2. Organizational structure

2.1 Organizational Background

The MPCC is one of 8 organizations in the Defence Portfolio. While it reports to Parliament through the Minister of National Defence (MND), the MPCC is both administratively and legally independent from the Department of National Defence (DND) and the Canadian Armed Forces (CAF). The MPCC is not subject to direction from the MND in respect of its operational mandate.

The MPCC is an independent federal government institution as defined under Schedule I.1 of the Financial Administration Act (FAA). As an independent oversight agency, the MPCC must operate at a distance and with a degree of autonomy from government, including the DND and the CAF. The MPCC Commission Members and employees are civilians and are independent of the DND and the CAF in fulfilling their responsibilities and accountabilities in accordance with governing legislation, regulations and policies.

Tribunal decisions and MPCC operations and administration must also be, and be seen to be, free from ministerial influence, other than seeking the signature of the MND as the Minister responsible for routine tabling of the MPCC’s Departmental Results Reports, Departmental Reports, Annual Reports to Parliament, and other accountability documents such as Memoranda to Cabinet and Treasury Board submissions.

The Chairperson, as Chief Executive Officer (CEO) of the MPCC, is accountable for all MPCC activities and for the achievement of results. Based on the Terms and Conditions of Employment for Full-Time Governor in Council Appointees, the Chairperson is CEO, statutory deputy head or Deputy Head, as defined by the FAA and as designated through the Governor in Council.

As Deputy Head, the Chairperson is accountable to Parliament for fulfilling management responsibilities, including financial management. This includes accountability for allocating resources to deliver MPCC programs and services in compliance with governing legislation, regulations and policies; exercising authority for human resources as delegated by the Public Service Commission; maintaining effective systems of internal controls; signing accounts in a manner that accurately reflects the financial position of the MPCC and exercising any and all other duties prescribed by legislation, regulations or policies relating to the administration of the MPCC.

2.2 Organizational Structure

NOTE: The MPCC benchmark is 28 full-time equivalent employees, plus part-time members who are Governor in Council appointees and investigators who are consultants.

organizational structure
Alternate format

The image illustrates the Military Policy Complaints Commission's (MPCC) organizational structure, last updated in December 2022.

The highest position is the Chairperson.

The Senior General Counsel and Director General and the Commission Members report directly to the Chairperson.

The General Counsel and Senior Director of Operations and the Senior Director of Corporate Services report to the Senior General Counsel and Director General.

The General Counsel and Senior Director of Operations manages

  • Legal
  • Registry
  • Investigations

The Senior Director of Corporate Services manages

  • Human Resources and Security
  • Finance and Procurement
  • Corporate Reporting, Access to Information and Privacy (ATIP), and Administration
  • Information Technology and Information Management

2.3 Deputy Head Responsibilities

2.4 Champions and Designated Senior Officials

List of Champions
Committees Champions
Awards and Recognition Bruno Prévost

Senior Director, Corporate Services
Diversity, Inclusion and Gender-Based Analysis Plus (GBA+) Elsy Chakkalakal

General Counsel and Senior Director of Operations
Government of Canada Workplace Charitable Campaign (GCWCC) Elsy Chakkalakal

General Counsel and Senior Director of Operations
Mental Health and Well-Being Julianne Dunbar

Senior General Counsel and Director General
Official Languages Bruno Prévost

Senior Director, Corporate Services
Values and ethics Julianne Dunbar

Senior General Counsel and Director General
Designated Senior Officials
(assigned responsibility or delegated authority
for personnel management requirements)
Responsibilities Head of the position
Head of Human Resources (HR) (Chief of HR) Bruno Prévost

Senior Director, Corporate Services
Senior official responsible for the prevention and resolution of workplace harassment and violence Julianne Dunbar

Senior General Counsel and Director General
Senior official responsible for prevention and resolution of conflict of interest and conflict of duties situations Julianne Dunbar

Senior General Counsel and Director General
Senior official responsible for deciding and responding to classification grievances Bruno Prévost

Senior Director, Corporate Services
Senior official responsible for employment equity, diversity and inclusion Elsy Chakkalakal

General Counsel and Senior Director of Operations
Senior official responsible for organizational emergencies and evacuations Bruno Prévost

Senior Director, Corporate Services
Designated Senior Officials
(responsibilities assigned by the Deputy Head)
Responsibilities Head of the position
Chief Financial Officer Bruno Prévost

Senior Director, Corporate Services
Chief of Information Officer Bruno Prévost

Senior Director, Corporate Services
Chief of Security Officer Bruno Prévost

Senior Director, Corporate Services

3. Corporate Information

3.1 Delegated Authorities and Delegation Instruments

Mandatory instruments signed by the Chairperson indicate the levels of delegation of accountability and authority for various actions related to corporate services.

  1. An instrument of delegation of signing authority for financial administration.
  2. An instrument frames the delegation of authority for all actions related to people management and staffing.
  3. A Delegation Order under the Access to Information and Privacy Act.
  4. An instrument of delegation of authority in security matters

3.2 Corporate Reports

The Departmental Plan (DP) and the Departmental Results Report (DRR) are accountability instruments required under the Treasury Board of Canada's Policy on Results.

3.3 Internal Audit Report

In 2017, the Treasury Board approved a new Policy on Financial Management, replacing the Policy on Internal Controls (PIC). With the introduction of this new policy, the focus of internal control is on financial management. As a result, the Military Police Complaints Commission took the initiative to document significant business processes and controls. The Commission carried out the assessment of the design effectiveness and operating effectiveness of its internal controls and put in place adequate Management action plans to address the opportunities for improvement identified. | Internal Controls Framework (mpcc-cppm.gc.ca)

3.4 Strategic Projects Underway (January 2023)

3.4.1 Optimization of Office Space for Security Oversight Organizations Initiative – Update

MPCC's lease at 270 Albert expires in 2027. Public Services and Procurement Canada (PSPC) has initiated a potential consolidation project for the following organisations: the Military Police Complaints Commission, the Military Grievances External Review Committee, the Office of the Correctional Investigator and the Civilian Review and Complaints Commission. A PSPC project manager has been appointed and a few internal meetings have been held over the past few months. MPCC has tabled its space and fit-up requirements. The next steps in the project are:

  • Developing the Financial Case: This is where preliminary project cost estimates and schedules will be obtained as well as the engagement of a project management consultant to expedite the development of the preceding documentation.
  • Confirm specific MPCC requirements – e.g., Specifications of the Secured Room.

3.4.2 MPCC Accessibility Plan

As part of the federal government's Accessibility Strategy, all departments were required to take steps to identify, remove and prevent all forms of barriers to accessibility. The accessibility plan was to be submitted by the end of December 2022. Thereafter, the accessibility plan is to be published every three years and annual progress reports are required to monitor their implementation. | MPCC Multi-Year Accessibility Plan

3.4.3 Future of Work – Common Hybrid model April 2023

On December 15, 2022, the Treasury Board Secretariat (TBS) announced the implementation of a new common hybrid model applicable to all organizations in the Head Office. The MPCC must review its successfully implemented model on September 22, 2022. We must adhere to the TBS guidance by March 31, 2023.

4. Committees and Working Groups

4.1 Corporate Committees

Many committees are in place including:

  • Executive Committee composed of the Chairperson and the MPCC Senior Managers
  • Labour-Management Consultative Committee
  • Liaison Committee
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