Evaluation of Military Police Services
- Assistant Deputy Minister (Infrastructure and Environment)
- Assistant Deputy Minister (Information Management)
- Assistant Deputy Minister (Materiel)
- Assistant Deputy Minister (Review Services)
- Authorities, Responsibilities and Accountabilities
- Canadian Army
- Canadian Air Division
- Canadian Armed Forces
- Criminal Code of Canada
- Chief of the Defence Staff
- Canadian Forces Air Marshal Detail
- Canadian Forces Military Police Academy
- CF MP Group
- Canadian Forces Military Police Group
- Canadian Forces Provost Marshal
- Canadian Forces Service Prison and Detention Barracks
- Chief of Review Services
- Code of Service Discipline
- Director General Defence Security
- Department of National Defence
- Fiscal Year
- Force Protection
- Global Affairs Canada
- Government of Canada
- In accordance with
- Information Management/Information Technology
- Life Cycle Materiel Management
- Lessons Learned
- Management Action Plan
- Master Implementation Plan
- Military Police
- Military Police Security Service
- Mutual Support Agreement
- Non-Commissioned Member
- National Defence Act
- National Defence Security Order and Directive
- Office of the Auditor General of Canada
- Office of Collateral Interest
- Office of Primary Interest
- Program Alignment Architecture
- Performance indicators
- Performance Measurement and Evaluation Committee
- Queen’s Regulations and Orders
- Royal Canadian Air Force
- Royal Canadian Navy
- Security and Military Police Information System
- Tactical Aircraft Security Officer
- Unit Detention Room
- Vice Chief of the Defence Staff
- Military police support to the military justice system is aligned with federal government priorities and responsibilities
- Military Police roles and responsibilities in non-policing tasks require clarification
- A task-to-resource analysis is recommended to identify gaps and help fulfill the CFPM force generator, force developer and force employer responsibilities.
|The Military Police Services Program aligns with Government of Canada priorities|
|1. There is a continuing need for Military Police Services.||-|
|2. The Military Police Services Program aligns with Federal roles and responsibilities.||-|
|3. The Military Police Services Program aligns with Government of Canada priorities.||-|
|4. The Military Police Services Program aligns with DND/CAF priorities.||-|
|Performance – Effectiveness|
|Military Police services are available in the quantity and capabilities that enable the readiness and employment of multi-purpose combat capable military forces and other defence services|
|5. There is strategic policy and guidance for policing activities that meet DND/CAF requirements.||-|
|6. The utilization of police investigation performance indicators would support CFPM decision making.||
1. It is recommended that CFPM monitor the investigation time as a performance indicator of the Military Police Services Program.
|7. Military Police non-policing services provide vital support to DND/CAF force generation and force employment.||-|
|8. Defence security has improved the strategic governance documentation that defines authorities, responsibilities and accountabilities of security stakeholders.||-|
|9. Defence security lacks the linkage to the operational and tactical level governance documentation that clearly defines the authorities, responsibilities and accountabilities of security stakeholders including the Military Police.||
2. It is recommended that security orders and directives include CFPM responsibilities.
|10. Formal authorities, responsibilities and accountabilities are required between CFPM and Level 1s for non-policing Military Police activities.||
3. It is recommended that, with VCDS support, CFPM document authorities, responsibilities and accountabilities and identify the level of support required for Military Police non-policing activities.
|11. There are policy guidance, orders, and procedures for pre-trial service custody. However, the policy guidance, orders and procedures for post-trial committal are lacking.||
4. It is recommended that CFPM complete and promulgate the post-trial committal to service custody procedures.
|12. The policy and guidance on detention room inspection and certification requires clarification.||
5. It is recommended that CFPM generate policy and procedures for inspections, restrictions and certification of detention facilities.
|13. The CFPM is not represented on the Infrastructure and Environment Portfolio Management Committee or the Infrastructure and Environment Management Board leading to difficulties in informed decision making regarding detention infrastructure.||
6. It is recommended that VCDS ensure that CFPM requirements are represented in decisions affecting MP infrastructure at appropriate committees and boards.
|14. Military Police specific equipment lacks a formal Lifecycle Materiel Management support structure.||
7. It is recommended that CFPM, with the support of ADM(Mat) and ADM(IM), assess the equipment utilized by the Military Police with the aim to identify and formalize the materiel responsibility and support requirements.
|Military Police members have the requisite occupational, technical and procedural knowledge and skills to make them employable in their occupation|
|15. CFPM governance and oversight on police training has improved but further work remains.||
8. It is recommended that CFPM ensure training documentation, such as CF MP Group training orders, is completed.
|16. A robust Lessons Learned program to support Military Police activities is not complete.||
9. It is recommended that CFPM complete and implement the MP Lessons Learned program to further reduce risk in operations, training, and governance.
|Military Police services are managed, coordinated, and overseen so that Military Police personnel are continually available to supply CAF readiness needs and satisfy other defence services requirements|
|17. Six years after its inception, CF MP Group HQ is still not operating at full operational capability – the roles and responsibilities of CFPM as a force generator and force employer are not clear, contributing to the delay.||
10. It is recommended that CFPM conduct a task-to-resource analysis that encompasses the CF MP Group Headquarters and CFPM responsibilities.
Table 1 Details - Summary of Key Findings and Recommendations
|-||FY 2015/16||FY 2016/17|
|Operations and Maintenance||Capital||Operations and Maintenance||Capital|
|Total of Policing, Security and Custody/Detention||$25,734,558||$1,791,905||$26,602,479||$1,714,242|
Table 2 Details - Program Spending by CF MP Group
|-||FY 2011/12||FY 2012/13||FY 2013/14||FY 2014/15||FY 2015/16|
|MP Officers Preferred Manning LevelFootnote 8||172||175||170||176||175|
|MP Officers actual||173||163||164||161||154|
|Surplus/Shortfall of Officers||+1||-12||-6||-15||-21|
|MP Non-Commissioned Member (NCM) Preferred Manning Level||1263||1258||1255||1243||1242|
|MP NCMs Actual||1212||1233||1182||1153||1150|
|Surplus/Shortfall of NCMs||-51||-25||-73||-90||-92|
Table 3 Details - Personnel Statistics
Table 4 Details - Military Policing Incidents
Table 5 Details - Security Incidents
Table 6 Details - Support to Operations
Table 7 Details - Detention and Imprisonment Statistics
Table 8 Details - Policing Statistics
Reference: A. 1258-200(CRS), Evaluation of Military Police Services, dated December 2013
IAW ref A, CF MP Group developed and promulgated a Lessons Learned (LL) directive for deployed CAF operations. While the directive proved valuable, CF MP Group was unable to fully initiate an LL capability due to being unable to dedicate the required staff personnel.
Action Plan 9.1 - This aforementioned directive is being further broadened to include all Group services: policing, custody, and security. The revised CF MP Group LL directive is scheduled to be promulgated no later than April 2018.
Action Plan 9.2 – To maintain the Group’s LL capability that will utilize established CAF capabilities such as Share Point LL Collection Tool (SPLLCT) and Knowledge Management System (KMS), CF MP Group will create two Class B positions (Maj and MWO) to perform the J7 LL/J Doctrine function. Staffing of the Reserve positions is ongoing with an expectation that they will need to be advertised for 90 days.
Target Date: Action Plan 9.1 - New revised directive promulgated April 2018. Action Plan 9.1 – LL capability operational October 2018 (dependent on hire of Reserve personnel).
CF MP Group Capability Review
Table B-1 Details - This table lists the evaluation’s limitations and mitigation strategies
Figure C-1 Details - This figure denotes the logic model for the Military Police program
Table D-1 Details - This table denotes the evaluation matrix for the relevance section
|Evaluation Issues/ Questions||Indicators||Program data||Document review||Questionnaire||Key informant interviews|
|2.1 Military Police services are available in the quantity and capabilities that enable the readiness and employment of multi-purpose combat capable Military forces and other Defence Services||2.1.1 Extent that DND/CAF is provided with military policing services.||Yes||No||No||Yes (stakeholders)|
|2.1.2 Extent that DND/CAF is provided with military security and other non-policing services.||Yes||Yes||No||No|
|2.1.3 Extent that custody and detention capabilities meet DND/CAF requirements.||Yes||Yes||No||Yes (stakeholders)|
|2.1.4 Extent that Military Police have the required resources.||Yes||Yes||No||Yes|
|2.2 Military Police members have the requisite occupational, technical and procedural knowledge and skills to make them employable in their occupation||2.2.1 Extent that MP training needs are met.||Yes||Yes||No||Yes|
|2.2.2 Extent that a lessons learned process is in effect.||Yes||Yes||No||Yes|
|2.3 Military Police Services are managed, coordinated, and overseen so that military personnel are continually available to supply CAF readiness needs and satisfy other defence service requirements||2.3.1 Extent that Internal ARAs within the MP organization are documented.||Yes||Yes||No||Yes|
|2.3.2 Extent that the MP HQ structure meets responsibilities, tasks and resources.||Yes||Yes||No||Yes|
Table D-2 Details - This table denotes the evaluation matrix for the performance effectiveness section
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