2018-19 Departmental Plan

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____________________________
The Honourable Harjit S. Sajjan
Minister of National Defence

© Her Majesty the Queen in Right of Canada, represented by the Military Police Complaints Commission of Canada, 2018.

ISSN 2371‑7076

Table of Contents


Chairperson’s Message

I am pleased to present the 2018‑19 Departmental Plan for the Military Police Complaints Commission of Canada (MPCC).

In the coming fiscal year, we will continue to promote the highest standards of conduct of Military Police members in the performance of their policing duties, and to ensure the integrity of Military Police investigations through our monitoring and investigation of complaints. In doing so, we will continue to review our investigation guidelines and processes on a regular basis in order to achieve continued improvement in the timeliness, efficiency and fairness of the complaints process.

The MPCC’s Outreach program is key to building relationships with the Military Police, the community they serve and the Canadian Armed Forces (CAF) at large. We will further develop the Outreach program by maintaining our increased participation in courses at the Canadian Forces Military Police Academy as well as at CAF bases and refining presentations to be as relevant as possible to our participants.

In line with the government-wide workplace mental health strategy, we will continue to promote a healthy, respectful, and supportive work environment through holding awareness seminars and by providing employees with the tools and resources to help themselves and others. We will continue to focus on the development and implementation of Talent Management within the organization to engage, develop and retain excellent talent. The MPCC is also committed to promoting diversity and inclusion measures into hiring and recruitment strategies and practices.

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

Plans at a glance

Improve the effectiveness and efficiency of the complaints resolution process: The Military Police Complaints Commission of Canada continues review its investigation guidelines and processes on a regular basis in order to achieve continued improvement in the timeliness of our complaint resolution and to enhance the efficiency and fairness of the complaints process.

Continue to promote mental wellness in the workplace: The Military Police Complaints Commission of Canada continues to promote a respectful workplace and mental wellness in the workplace through positive interactions with staff in meetings and mental health awareness activities. The Military Police Complaints Commission of Canada continues to hold regular sessions to provide staff with tools to promote mental wellness.

Implement an effective talent management strategy plan: The Military Police Complaints Commission of Canada continues to invest in its employees by developing talent management plans for employees who surpass their work objectives for the year.

Refine the MPCC’s Outreach program: The Military Police Complaints Commission of Canada continues to engage with the Canadian Forces Provost Marshal and bases across Canada as well as the Canadian Forces Military Police Academy to refine the Military Police Complaints Commission of Canada Outreach program in order to target specific groups which include providing a more interactive style presentation to senior Military Police members.

These plans support the mandate of promoting the highest standards of conduct of Military Police members in the performance of policing duties, and to ensure the integrity of Military Police investigations.

For more information on the Military Police Complaints Commission of Canada’s plans, priorities and planned results, see the “Planned results” section of this report.

Planned Results: What We Want to Achieve this Year and Beyond

Core Responsibilities

Independent oversight of the Military Police

Promotes and ensures the highest standards of conduct of Military Police in the performance of policing duties and discourages interference in any Military Police investigation through independent and impartial reviews, investigations and hearings which result in sound findings and recommendations in response to complaints about or by Military Police members as well as through Outreach activities.

Planning highlights

During the 2018-19 fiscal year, the Military Police Complaints Commission of Canada will:

Planned Results
Departmental Results Departmental Result Indicators Target Date to Achieve Target 2014–15
Actual results
2015–16
Actual results
2016–17
Actual results
Final Reports provide sound findings and recommendations and are issued in a timely manner. Percentage of recommendations resulting from investigations of conduct or interference complaints are accepted by the responsible Department of National Defence authority (usually the Canadian Forces Provost Marshal). 70% March 31, 2019 N/ANote * N/ANote * N/ANote *
Percentage of Final Decisions not overturned on Judicial Review. 70% March 31, 2019 N/ANote * N/ANote * N/ANote *
Percentage of findings and recommendations issued in non-public interest cases within 18 months from the time disclosure is substantially received to the issuance of the interim report. It is recognized that there may be exceptionally complex cases which will not meet this indicator. 70% March 31, 2019 N/ANote * N/ANote * N/ANote *
Information requests pertaining to complaint files are responded to in a timely manner. Percentage of information requests initially responded to within 48 hours. 95% March 31, 2019 N/ANote * N/ANote * N/ANote *
Military Police and the public have access to current information on the issues addressed by the Military Police Complaints Commission of Canada. Quarterly website updates of Military Police Complaints Commission of Canada findings and recommendations through case summaries and Military Police Complaints Commission of Canada Final Reports in public interest cases. 4 March 31, 2019 N/ANote * N/ANote * N/ANote *
Number of Outreach activities/presentations given on the mandate, roles and responsibilities of the Military Police Complaints Commission of Canada. 6 March 31, 2019 N/ANote * N/ANote * N/ANote *
Percentage of presentations to stakeholder or target groups that were received positively. 70% March 31, 2019 N/ANote * N/ANote * N/ANote *
Budgetary Financial Resources (dollars)
2018−19
Main Estimates
2018-19
Planned Spending
2019-20
Planned Spending
2020-21
Planned Spending
2,611,859 2,611,859 2,611,859 2,611,859
Human Resources (Full-Time Equivalents)
2018-19
Planned full-time equivalents
2019-20
Planned full-time equivalents
2020-21
Planned full-time equivalents
15 15 15

Financial, human resources and performance information for the MPCC’s Program Inventory is available in the GC InfoBase.

Internal Services

Description

Internal Services are groups of related activities and resources that are administered to support the needs of programs and other corporate obligations of an organization. Internal services include only those activities and resources that apply across an organization, and not those provided to a specific program. The groups of activities are Management and Oversight Services; Communications Services; Legal Services; Human Resources Management Services; Financial Management Services; Information Management Services; Information Technology Services; Real Property Services; Materiel Services; and Acquisition Services.

Budgetary financial resources (dollars)
2018−19
Main Estimates
2018-19
Planned Spending
2019-20
Planned Spending
2020-21
Planned Spending
2,105,539 2,105,539 2,105,539 2,105,539
Human Resources (Full-Time Equivalents)
2018-19
Planned full-time equivalents
2019-20
Planned full-time equivalents
2020-21
Planned full-time equivalents
14 14 14

Planning highlights

During the 2018‑19 fiscal year, the Military Police Complaints Commission of Canada will:

Spending and Human Resources

Planned spending

Departmental Spending Trend Graph (dollars)
2015-16 2016-17 2017-18 2018-19 2019-20 2020-21
Statutory 375,364 370,830 433,053 428,892 428,892 428,892
Voted 5,031,875 3,748,700 4,354,482 4,288,506 4,288,506 4,288,506
Total 5,407,239 4,119,530 4,787,535 4,717,398 4,717,398 4,717,398
Budgetary planning summary for Programs and Internal Services (dollars)
Responsibilities and Internal Services 2015–16
Expenditures
2016–17
Expenditures
2017–18
Forecast spending
2018–19
Main Estimates
2018–19
Planned spending
2019–20
Planned spending
2020–21
Planned spending
Independent oversight of the Military Police 2,545,782 2,056,958 2,667,326 2,611,859 2,611,859 2,611,859 2,611,859
Subtotal 2,545,782 2,056,958 2,667,326 2,611,859 2,611,859 2,611,859 2,611,859
Internal Services 2,861,457 2,062,572 2,120,209 2,105,539 2,105,539 2,105,539 2,105,539
Total 5,407,239 4,119,530 4,787,535 4,717,398 4,717,398 4,717,398 4,717,398

2018–19 Budgetary planned gross spending summary (dollars)

Budgetary financial resources (dollars)
Core Responsibilities and Internal Services 2018–19 Planned gross spending 2018–19 Planned gross spending in specified purpose accounts 2018–19 Planned revenues netted against expenditures 2018–19 Planned net spending
Independent oversight of the Military Police 2,611,859 0 0 2,611,859
Subtotal 2,611,859 0 0 2,611,859
Internal Services 2,105,539 0 0 2,105,539
Total 4,717,398 0 0 4,717,398

Planned Human Resources

Human Resources Planning Summary for Core Responsibilities and Internal Services (full-time equivalents)
Core Responsibilities and Internal Services 2015-16
Actual
2016-17
Actual
2017-18
Forecast
2018-19
Planned
2019-20
Planned
2020-21
Planned
Independent oversight of the Military Police 10 10 10 15 15 15
Subtotal 10 10 10 15 15 15
Internal Services 15 16 15 14 14 14
Total 25Note * 26Note * 25Note * 29 29 29

Note: Further to changes to the organizational structure, it was necessary to realign resources to support the core responsibility in order to resolve complaints in a timely manner and reduce those devoted to internal services;

Estimates by Vote

For information on the MPCC’s organizational appropriations, consult the 2018–19 Main Estimates.

Future-Oriented Condensed Statement of Operations

The Future-Oriented Condensed Statement of Operations provides a general overview of the Military Police Complaints Commission of Canada’s (MPCC) operations. The forecast of financial information on expenses and revenues is prepared on an accrual accounting basis to strengthen accountability and to improve transparency and financial management.

Because the Future-Oriented Condensed Statement of Operations is prepared on an accrual accounting basis, and the forecast and planned spending amounts presented in other sections of the Report on Plans and Priorities are prepared on an expenditure basis, amounts may differ.

A more detailed Future Oriented Statement of Operations and associated notes, including a reconciliation of the net cost of operations to the requested authorities, are available on the MPCC website.

Future Oriented Condensed Statement of Operations
For the Year Ended March 31, 2019
(dollars)
Financial Information 2017−18
Forecast Results
2018-19
Planned Results
Difference
(2018–19 Planned Results
minus 2017–18 Forecast Results)
Total expenses 5,141,816 5,098,407 (43,409)
Total revenues 0 0 0
Net cost of operations before government funding and transfers 5,141,816 5,098,407 (43,409)

Supplementary information

Corporate information

Organizational Profile

Appropriate Minister: The Honourable Harjit S. Sajjan, Minister of National Defence

Institutional Head: Hilary C. McCormack, Chairperson

Ministerial Portfolio: Defence Portfolio

Enabling Instrument(s): National Defence Act, Part IV

Year of Incorporation / Commencement: 1998

Raison d’être, Mandate and Role

“Raison d’être, mandate and role: who we are and what we do” is available on the MPCC website.

Operating Context and Key Risks

Information on operating context and key risks is available on the MPCC website. In addition, the MPCC strives to use a gender lens to inform reviews and investigations.

Reporting Framework

The MPCC’s Departmental Results Framework and Program Inventory of record for 2018‑19 are shown below:

Departmental Results Framework and Program Inventory of Record for 2018‑19
Core Responsibility Independent Oversight of the Military Police
Description Promotes and ensures the highest standards of conduct of Military Police in the performance of policing duties and discourages interference in any Military Police investigation through independent and impartial reviews, investigations and hearings which result in sound findings and recommendations in response to complaints about or by Military Police members as well as through outreach activities.
Departmental Results & Departmental Results Indicators Final Reports provide sound findings and recommendations and are issued in a timely manner.
  • Percentage of recommendations resulting from investigations of conduct or interference complaints are accepted by the responsible Department of National Defence authority (usually the CFPM).
  • Percentage of Final Decisions not overturned in Judicial Review.
  • Percentage of findings and recommendations issued in non-public interest cases within 18 months from the time disclosure is substantially received to the issuance of the interim report. It is recognized that there may be exceptionally complex cases which will not meet this indicator.

Information requests pertaining to complaint files are responded to in a timely manner.

  • Percentage of information requests initially responded to within 48 hours.

Military Police and the public have access to current information on the issues addressed by the MPCC in its complaint files through reviews, investigations and hearings.

  • Quarterly website updates of MPCC findings and recommendations through case summaries and MPCC Final Reports in public interest cases.
  • Number of outreach activities/presentations given on the mandate, roles and responsibilities of the MPCC.
  • Percentage of presentations to stakeholder or target groups that were received positively.
Program Inventory Complaints Resolution
Concordance between the Departmental Results Framework and the Program Inventory, 2018‑19, and the Program Alignment Architecture, 2017‑18
2018–19 Core Responsibilities and Program Inventory 2017–18 Lowest-level program of the Program Alignment Architecture Percentage of lowest-level Program Alignment Architecture program (dollars) corresponding to the program in the Program Inventory
Core Responsibility 1: Independent oversight of the Military Police
Complaints Resolution Complaints Resolution 100%

Supporting Information on the Program Inventory

Supporting information on planned expenditures, human resources, and results related to the MPCC’s Program Inventory is available in the GC InfoBase.

Supplementary Information Tables

The following supplementary information tables will be available on the MPCC website:

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. The tax measures presented in this report are the responsibility of the Minister of Finance.

Organizational Contact Information

How to reach the Military Police Complaints Commission of Canada

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 Performance Report (Plan ministériel)
Provides information on the plans and expected performance of appropriated departments over a three-year period. Departmental Plans are tabled in Parliament each spring.
Departmental Result (résultat ministériel)
Any 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 the actual accomplishments against the plans, priorities and expected results set out in the corresponding Departmental Plan.
experimentation (expérimentation)
A report on the actual aActivities 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 process used to help identify the potential impacts of policies, Programs and services on diverse groups of women, men and gender-diverse people. The “plus” acknowledges that GBA+ goes beyond sex and gender differences to consider multiple identity factors that intersect to make people who they are (such as race, ethnicity, religion, age, and mental or physical disability).
government-wide priorities (priorités pangouvernementales)
For the purpose of the 2018‑19 Departmental Plan, government-wide priorities refers to 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 in which two or more federal organizations, through an approved funding agreement, work toward achieving clearly defined shared outcomes, and which has been designated (e.g. by Cabinet, a central agency, etc.) as a horizontal initiative for managing and reporting purposes.
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.
planned spending (dépenses prévues)
For Departmental Plans and Departmental Results Reports, planned spending refers to those amounts that receive Treasury Board approval by February 1. Therefore, planned spending may include amounts incremental to planned expenditures 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.

plans (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.
priority (priorité)
A plan or project 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 Departmental Results.
program (programme)
A group of related resource inputs and activities that are managed to meet specific needs and to achieve intended results and that are treated as a budgetary unit.
Program Alignment Architecture (architecture d’alignement des programmes)Note 1
A structured inventory of an organization’s programs depicting the hierarchical relationship between programs and the Strategic Outcome(s) to which they contribute.
results (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.
sunset program (programme temporisé)
A time-limited program that does not have an ongoing funding and policy authority. When the program is set to expire, a decision must be made whether to continue the program. In the case of a renewal, the decision specifies the scope, funding level and duration.
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.
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