Military Police Complaints Commission of Canada

Goal setting

Question 1

Has your organization set goals (for fiscal year 2023-2024 or future fiscal years) for recruiting and promoting Indigenous peoples and Black and other racialized people?

• My organization has set recruitment goals for:
  • Indigenous peoples
  • Black people
  • Racialized people

Please provide details and/or examples, including what your organization is using to set its goals (e.g., operational priorities, labour market availability [LMA], population data, workforce availability [WFA]), and how these goals are communicated to employees, if applicable. What has been the most helpful in advancing towards the goals you have set? What challenges, if any, have you encountered?

The Government of Canada has a number of strategies to help create a representative federal workforce. Over the past few years, each federal organization has been informed of hiring targets to close their representation gap. The Military Police Complaint Commission (MPCC) uses the Treasury Board secretariat (TBS) indicators and the Employment Equity data reconciliation exercise as organizational goals.

Based on the various data received from TBS, the MPCC exceeds the workforce availability and fully meets our obligation as stated in the Employment Equity Act and Regulations. The workforce analysis data of March 2023 indicates that the MPCC continues to meet or exceed Labour Market Availability (LMA) in all categories of Employment Equity Group. Also, according to the collection of self-identification data for fiscal year 2022-2023, the MPCC surpassed the Persons with Disabilities workforce availability for 2022-2023.

The most helpful in advancing these goals have been: hiring a diverse and inclusive executive team, having racialized and minority represented at the deciding table, having hiring managers take the “Inclusive Hiring for a Diverse Workforce” course from the Canada School of Public Service (CSPS) to better identify potential biases and barriers in their assessment methods that could disadvantage people belonging to any equity-seeking group, as well as appropriate mitigation strategies and having hiring diverse committees, with members drawn from Canada's various equity, gender and official language groups. The MPCC applies principles of Fair Assessment in a diverse workplace developed by the Public Service Commission.  

The challenges in advancing these goals have been: we are a micro-organization of 30 employees with limited means and the fact that in the case of Indigenous people are they are often bilingual but not English/French and our positions require French and English. 

Question 2

Has your organization set goals to foster greater inclusion (for fiscal year 2023-2024 or future fiscal years)?

• My organization has set goals to foster greater inclusion.

Please provide details and/or examples, including which metrics or data your organization is using, if applicable (e.g., your Public Service Employee Survey results, pulse surveys, exit interviews, human resources administrative data).

The MPCC has set qualitative objectives on inclusion by promoting the creation of an open, welcoming, respectful of differences and inclusive workplace.

Given that the MPCC is a micro-organization of 30 employees, frequent contact with employees provides an overview of the inclusion.  More formally, to gather employee feedback and data on inclusion, after a few weeks on the job, the Chairperson meets each new employee who joined the organization. This approach makes it possible to collect information and allows us to improve our inclusive onboarding processes in a timely matter. Plus, the MPCC Executives conduct exit interview with employees to identify areas of improvement. Finally, the organization has confirmed its participation to the next iteration of the Public Service Employee Survey (PSES). The results of this survey will be invaluable for implementing improvements in our processes and formally collect data on different themes.

The MPCC is committed to strengthening its internal processes, as it strives to become more inclusive and accessible to the benefit of those it serves. The MPCC remains steadfast in using an approach that is trauma-informed, incorporates gender-based analysis plus (GBA+) principles, intersectionality, and viewing its work through an equity, diversity, and inclusion lens.

For many years, the Equity, Diversity and Inclusion (EDI) Champion was a senior executive. To gain greater employee commitment and a different vision, in April 2024, a call for interest was made to the staff to become our new EDI Champion. In May 2024, a new champion was appointed in her new role. 

Measuring progress

Question 3

Has your organization developed an approach for measuring progress towards your established goals? 

How is the approach being implemented within your organization (e.g., how is it communicated to employees? What are the roles of executive team members including the Chief Data Officer and Head of Audit and Evaluation and regional management if applicable? How are you reporting on results and outcomes both internally and externally?)?

We will continue to prioritize diversity, and in particular the recruitment and promotion of Indigenous, Black and other racialized people, and the ultimate measure of progress for us is whether or not we meet the targets set by the government. The PSES results will be another tool for measuring progress.

In 2023, the MPCC conducted a survey on accessibility which highlighted that all its employees felt that their accommodations needs were met. Also, 100% of employees who identified as persons with disabilities felt their accommodation needs were met.  Also, the MPCC will conduct regular employee surveys on accessibility to ensure that progress is made regarding its accessibility commitments as it strives to maintain a high level of employee satisfaction. The topic will also be raised at staff meetings to ensure that the population it serves, regardless of their abilities, receives barrier-free services and are treated with respect.

In terms of reporting on results, given the size of the MPCC (30 Full Time Employees), we cannot break down results neither report on them without the risk of identifying individuals and create a privacy breach.

Consequential accountability

Question 4

How is your organization using performance management and/or talent management processes to establish accountability for results?

• Qualitative objectives are in performance management agreements.

Please provide details about how performance management and/or talent management processes are being used to establish accountability for results.

It has been a long-standing practice at the MPCC to have common objectives on each employee’s performance management agreement dealing with advancing Reconciliation, Anti-Racism, Equity, Accessibility, and Diversity and Inclusion in the Public Service. This practice continued in 2023-24 and also in 2024-2025.   

Specific, tangible actions outlined in the forward direction of the Call to Action

Question 5

Have you, as head of your organization, and/or your executive teams sponsored at least two Indigenous employees and Black and other racialized employees to prepare them for leadership roles?

• Work is underway to develop an approach to sponsorship.

Please provide details about the nature of sponsorship that you and/or your executive team have provided, along with other programs, such as mentorship or leadership development, if applicable.  

The MPCC is a civilian, quasi-judicial oversight agency with approximately 30 employees. Our small organization has 3 executive positions (EX and LC), two of which are specialized in Legal Services. Plus, generally low turnover rates, the MPCC does not staff positions on a recurring basis. However, the MPCC management team exemplifies diversity in faith, race, language and gender. For the past 2 years, no staffing action at the executive level has been required.

During the Performance Management Year-End Assessment exercise for non-executive (26 employees in total) for 2023-2024, the MPCC Panel Review Committee identified a talented employee who is a racialized. Hence, a talent management plan will be established in 24-25. Mentorship is part and parcel of each executive’s performance assessment. Given that we exceed our targets for diversity, this means that every employee, including Indigenous and Black employees are provided one-on-one mentorship and sponsorship.

The MPCC Human Resources Plan outlines strategies which will be used in subdelegated managers in order to meet their staffing needs. One of them is that the Employment Equity information could be used for staffing decisions and also to justify the choice of the process. The MPCC has used this staffing strategy on several occasions in recent years. Mentorship is an important part of the MPCC approach to performance management and team building in our microenvironment and our results in exceeding Government of Canada targets speaks for itself, including at the executive level. 

Question 6

Have you, as head of your organization, personally endorsed at least one recruitment campaign for Indigenous employees and Black and other racialized employees?

• I have personally endorsed at least one recruitment campaign for:
  • Black employees
  • Racialized employees

Please provide details.

In the summer of 2023, a position in the Corporate Services Division was created and the pre-screening and screening of potential candidates were restricted to those who self-identified as belonging to a visible minority group. This process resulted in the appointment of a fully qualified Black employee.

In 2022, First Nations Chiefs of Police, Association of Black Law Enforcers, and Serving with Pride were consulted on the bid selection process for the hiring of contract investigators to attract retired and diverse police officers to the MPCC’s pool of investigators. Several meetings were held during which potential barriers were discussed and feedback was gathered on the proposed criteria prior to posting. In 2023, feedback from these groups continued to influence the recruitment for the pool of investigators.

Question 7

Has your organization prioritized official language training for Indigenous employees and Black and other racialized employees who are ready for advancement?

• My organization has prioritized official language training for:
  • Black employees
  • Racialized employees

How is your organization prioritizing official language training?

The MPCC has developed and maintained an inclusive, diverse and bilingual work environment to provide a high level of service in both official languages to carry-out its mandate. In addition, the MPCC offers an environment where the use of second languages is encouraged.

At the beginning of each fiscal year, a dedicated budget allocation for language training is set aside in the departmental budget. In 2023-2024, MPCC facilitated access to language training to employees who identified as being members of equity seeking groups. As a team player for the federal government, this training facilitates employees to access other or higher positions within the federal government and contributes globally to have a diverse workforce in a leadership role within the public service.  

Does your organization offer access to Indigenous language training or have plans to offer access? Please provide details. 

The MPCC does not offer access to Indigenous language training but despite the size of our organisation, offering access in such activities may be interesting if the Canada School of Public Service offers such training within their platform.

Question 8

Has your organization provided support and/or invested resources for organizational employee networks and communities?

• Governance structures are in place to support employee networks and communities (e.g., champions, champions/chairs participate at management tables).

Please provide additional detail about how your organization engages with and supports employee networks and communities.

At the MPCC, many champions have been appointed among them the Champion of Equity, diversity and Inclusion. Frequently, call-outs are sent to solicit employees' interest in becoming involved in one of these committees. In addition, employees are invited to get involved on an ad hoc basis in activities as part of awareness-raising weeks.

The MPCC is a small organization of 30 Full Time Employees, so our small size is our strength as it allows us to engage every employee on key issues such as racism, equity, inclusion and diversity. The MPCC also encourages employees to be part of interdepartmental networks and external networks where relevant.

The MPCC has held many awareness events such as:

In September 2023, the MPCC hosted an in person the KAIROS blanket exercise, an interactive learning tool that explores the historical and contemporary relationship between Indigenous and non-Indigenous peoples in Canada. This training, which was mandatory for all employees, is developed in collaboration with Elders, Knowledge Keepers and Indigenous educators. Employees appreciated this initiative, which was designed to support the government's Reconciliation priority.

In addition, the MPCC invited a speaker on the theme of policing and racial profiling. Plus, during the Black History Month. another training was held on anti-racism with a guest speaker. The presentation covered topics such as implementing an Inclusive Culture and understanding the Diversity, Equity and inclusion in Action. 

Question 9

Has anti-racism, equity and inclusion work been embedded in your organization’s integrated business plan and/or mental health plan?

• Anti-racism, equity and inclusion work has been embedded in the organizational plan.

Question 10

Does your organization have a calendar to avoid holding major meetings and events during significant religious, spiritual, and cultural periods?

• My organization currently has a calendar for this purpose.

If the calendar already exists, please provide additional details on how this calendar is communicated or promoted within your organization.  

In 2023-2024, the Commission continued to foster greater inclusion and provide tools to support employees and tribunal members. For example, a comprehensive diversity calendar was shared with all staff to consult when leading initiatives. It encompasses cultural, religious and other commemorative dates.

In April 2024, during the performance management year-end assessment exercise, the MPCC Panel Review Committee meeting was rescheduled in order to respect a religious celebration.

In May 2024, the 2024 Diversity-Calendar developed by the Canadian Center for Diversity and Inclusion was sent to all staff inviting everyone to participate in highlighting those days that are significant to them for any reason. The MPCC routinely shares information about and celebrates events and special days for diverse faith groups and cultures. In organizing activities and setting deadlines, the Executive Committee takes into account religious and cultural periods to avoid holding major meetings and events during those periods. For example, when a lunch & learn occurred during the Ramadan, the MPCC decided to defer its employee activity to ensure that employees observing Ramadan would be able to fully participate.

Additional information about your organization’s ongoing initiatives 

Question 11

What are two or three specific barriers that you have faced in advancing work on the Call to Action?

Please provide two or three examples.

The main challenge is the fact that our operational needs are greater than our current capacity to fulfill them both financially and in terms of adding tasks to our already overtasked teams.

Question 12

Recognizing that employees often have multiple identities, what actions is your organization undertaking to support Indigenous employees and Black and other racialized employees who are also members of other communities, such as persons with disabilities, 2SLGBTQIA+ communities and religious minorities who face compounding barriers of discrimination?

Please provide details.

The MPCC has established a Gender-based analysis plus (GBA +) strategy. As stated in the MPCC Training/Learning Road Map, all new employees at the MPCC are required to complete the GBA+ Course. This training raises awareness and explains intersectionality and all employees are required to use an intersectional lens in their work.

The Commission is continuing to encourage and promote an inclusive and diverse work environment by organizing various activities such as hosting workshops and events celebrating the diversity of the Commission's workforce and sharing messages on Horizontal Governmental Initiatives. Further, we reflected on how issues that impact diverse communities impact our work as a police oversight agency. For example, during Black History Month we had a presentation for all staff regarding the issue of racial profiling by police. Finally, we integrated the themes of respect and inclusivity in our hiring practices and performance assessment framework.

Question 13

In your first year of implementing the forward direction of the Call to Action, what impact has this work had on the culture of your organization?

Please provide the two or three most important impacts. 

The MPCC has long been committed to creating a diverse and inclusive workplace well before the Call-to-Action initiative was launched, which is probably why we exceed the Government of Canada’s goals.

We know that hiring a diverse and inclusive workforce makes us stronger as a team but it is too soon to determine if this Call to action had an impact on the culture of our organisation.