TABLE OF CONTENTS

• CHAIRPERSON'S MESSAGE
• MANAGEMENT REPRESENTATION STATEMENT
• SUMMARY OF DEPARTMENTAL PERFORMANCE
  • Progress and Performance Against Report on Plans and Priorities (RPP) Commitments
• PERFORMANCE CONTEXT
  • Raison d'Être
  • Performance Highlights
  • Risks, Challenges and Possible Solutions
• DEPARTMENTAL PERFORMANCE BY STRATEGIC OUTCOMES
  • Strategic Outcome One
  • Strategic Outcome Two
  • Strategic Outcome Three
• APPENDIX A: FINANCIAL PERFORMANCE OVERVIEW
• APPENDIX B: 2003-04 EVALUATIONS AND REVIEWS
• APPENDIX C: HOW TO REACH THE COMPLAINTS COMMISSION

Performance Discussion

To ensure that this process occurs as quickly as possible, the Complaints Commission strives to maintain a good working relationship with the CDS, the CF Provost Marshal and other stakeholders. While it is difficult to measure the quality of this relationship, it is important to note that, in this fiscal year, 97% of the Chairperson's recommendations were accepted by the CDS or the CF Provost Marshal.

In addition, the Complaints Commission has no control over the volume and complexity of the complaints received in any given reporting period. In an effort to manage this uncertainty, the Complaints Commission is continually fine-tuning the risk management strategy (which includes lists of lawyers, writers and investigators) that it can use when the volume of complaints exceeds the capacity of the Complaints Commission's internal resources to deal with individual cases in an expeditious manner.

To address some of the issues that impede the effectiveness of the Complaints Commission in providing the type of civilian oversight that is expected, the Complaints Commission took part in the five-year review of the NDA. Of the 17 propositions put forward by the MPCC Chairperson, the following three were accepted:

• the need for a legislative prohibition on retaliation against complaints;
• the need to grant both the person who filed the complaint and the subject of the complaint the right to request a review of the CF Provost Marshal's handling of a complaint about the conduct of military police; and
• the need for Complaints Commission members whose terms have expired to have the authority to complete the cases before them.

The adoption of these proposals will bring additional fairness and balance to the complaints process.

In addition, in early 2004, the Chairperson was provided with the outcomes of a complete organizational review, including a workload analysis that was conducted by Consulting and Audit Canada. This review was undertaken for two reasons: as a result of a report following the independent review of Bill C-25 that recommended an audit of the Complaints Commission and as a result of a report from the Minister's Advisory Committee on Administrative Efficiency that suggested a re-alignment of resources affecting a number of agencies that fall under the broad umbrella of DND. The organizational review led to a significant re-organization of the Complaints Commission and the elimination of 10 FTEs and 4 vacant positions.

STRATEGIC OUTCOME TWO

Performance Discussion

While the Complaints Commission continues with its efforts to raise awareness through such activities as visiting Military Police members and attending national and international conferences, it does not possess formal data to measure its success. To address this issue, the Complaints Commission will undertake Communications Review that will include mechanisms to measure the effectiveness of the communications undertaken by the Complaints Commission.

In addition, the Complaints Commission is currently in the process of finalizing a report on its Informal Resolution Framework for Part IV Complaints. This report will also include details regarding internal issues as required by the new Public Service Modernization statute.

STRATEGIC OUTCOME THREE

Performance Discussion

While variables such as the unpredictable number and variety of complaints make it difficult for the Complaints Commission to engage in some aspects of financial forecasting, the creation of the modern comptrollership action plan will facilitate the Complaints Commission's planning processes.

The Complaints Commission remains committed to the ongoing implementation of modern comptrollership - an important component of the Management Accountability Framework. As such, the Complaints Commission has drafted an action plan based on the results of its modern comptrollership organizational capacity assessment. Five main priority areas were identified for the 2003-04 to 2005-06 period:

• develop business planning and operational reporting processes, including a performance measurement system;
• develop a client feedback measurement capability;
• measure and track the costs of investigations and cases;
• enhance the Complaints Commission's work environment; and
• implement integrated risk management.

In addition, work plans that detail main tasks, a time frame for implementation and the required resources were developed for each priority area.

Once implemented, the plan will result in improved information on the Complaints Commission's results, improved planning and workload management, increased information about the Complaints Commission's clients, the ability to assess the quality of the Complaints Commission's outputs, and increased capacity to manage risks.

APPENDIX A: FINANCIAL PERFORMANCE OVERVIEW

In the Complaints Commission's 2003-2004 RPP, the MPCC's planned spending was indicated as $4.021 million. Through Supplementary Estimates, the MPCC received an additional amount of $105,000, including contributions to employee benefit plans. The Complaints Commission spent $3.566 million or 86.4% of its $4.126 million total authorities.

FINANCIAL SUMMARY TABLES

TABLE 1 - SUMMARY OF VOTED APPROPRIATIONS
Table 1 details the way Parliament votes resources, including voted appropriations and statutory authorities, and details the actual usage of these resources.
Financial Requirements by Authority (thousands of dollars)
Military Police Complaints Commission		2003-2004
		Total Main Estimates	Total Planned Spending	Total Authorities	Total Actual Spending
Vote
20	Program Expenditures	3,662	3,662	3,792	3,232
(S)	Contribution to Employee Benefit Plan	359	359	334	334
	Total for the MPCC	4,021	4,021	4,126	3,566
Total Main Estimates is reflected in the Estimates Part II 2003-2004. Total planned spending is reflected in the 2003-2004 Report on Plans and Priorities. Total authorities correspond to the Main Estimates plus all Supplementary Estimates and other authorities. Total actual spending is reflected in the 2003-2004 Public Accounts

TABLE 2 - COMPARISON OF TOTAL PLANNED TO ACTUAL SPENDING
Table 2 details resources used by the Complaints Commission in a standardized fashion.
Departmental Planned versus Actual Spending ($ thousands except FTEs)
Military Police Complaints Commission	2003-2004
	Total Main Estimates	Total Planned Spending	Total Authorities	Total Actual Spending
FTEs*	23.5	23.5	23.5	21.0
Operating	4,021	4,021	4,126	3,566
Capital	-	-	-	-
Total Gross Expenditures	4,021	4,021	4,126	3,566
Less: Respendable Revenues	-	-	-	-
Total Net Expenditures	4,021	4,021	4,126	3,566
Cost of services provided by other departments**		136		141
Net Cost of the Program	4 021	4 157	4 126	3 707
* Full-time equivalents ** Includes the employer's share of Public Service insurance plans Total Main Estimates is reflected in the Estimates Part II 2003-2004. Total planned spending is reflected in the 2003-2004 Report on Plans and Priorities. Total authorities correspond to the Main Estimates plus all Supplementary Estimates and other authorities. Total actual spending is reflected in the 2003-2004 Public Accounts.

TABLE 3 - HISTORICAL COMPARISON OF DEPARTMENTAL PLANNED VERSUS ACTUAL SPENDING ($ THOUSANDS)
Table 3 provides an historical perspective on how resources are used by the Military Police Complaints Commission.
			2003-2004
Vote	Actual 2001-2002	Actual 2002-2003	Total Main Estimates	Total Planned Spending	Total Author-ities	Total Actual Spending
MPCC	3,635	3,642	4,021	4,021	4,126	3,566
Total	3,635	3,642	4,021	4,021	4,126	3,566
Total Main Estimates is reflected in the Estimates Part II 2003-2004. Total planned spending is reflected in the 2003-2004 Report on Plans and Priorities. Total authorities correspond to the Main Estimates plus all Supplementary Estimates and other authorities. Total actual spending is reflected in the 2003-2004 Public Accounts.

TABLE 4 - CROSSWALK BETEEN STRATEGIC OUTCOMES AND BUSINESS LINES ($ THOUSANDS)
	Strategic Outcomes
Business Line : Investigation and Review of Complaints	Expeditious Handling of Complaints	Raise Profile of Complaints Commission	Greater Efficiency in Complaints Commission Operations	Total 2003-2004
Planned	1,450	349	1,863	3,662
Total Authorities	1,501	361	1,929	3,792
Expended	1,280	308	1,644	3,232
Total Main Estimates is reflected in the Estimates Part II 2003-2004. Total planned spending is reflected in the 2003-2004 Report on Plans and Priorities. Total authorities correspond to the Main Estimates plus all Supplementary Estimates and other authorities. Total actual spending is reflected in the 2003-2004 Public Accounts.

APPENDIX B: 2003-04 EVALUATIONS AND REVIEWS

• The First Independent Review by the Right Honourable Antonio Lamer P.C., C.C., C.D. of the provisions and operation of Bill C-25, An Act to amend the National Defence Act and to make consequential amendments to other Acts, as required under section 96 of Statutes of Canada 1998, c.35
  
  
• Achieving Administrative Efficiency - Report to the Minister of National Defence by the Advisory Committee on Administrative Efficiency
  
  

APPENDIX C: HOW TO REACH THE COMPLAINTS COMMISSION

• Call our information line at (613) 947-5625 or toll-free at 1 800 632-0566 and speak to an intake officer.
  
  
• Send us a fax at (613) 947-5713 or toll-free at 1 877 947-5713.
  
  
• Write us a letter describing your situation and mail it with any supporting documents to
  
  Military Police Complaints Commission
  270 Albert Street
  10th floor
  Ottawa, ON KIP 5G8
  
  
• Visit our office for a private consultation - appointments are recommended.
  
  
• E-mail us at Complaints Commission@mpcc-cppm.gc.ca.
  Note: Do not send confidential information. We cannot guarantee confidentiality at this time.
  
  
• Visit our Web site at www.mpcc-cppm.gc.ca.