Minister of Public Safety RCMP briefing binder - October 2021

This content represents the original documents that were provided in the transition binder for the new Minister of Public Safety. It has not been modified.

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Welcome letter

Dear Minister:

Congratulations on your election as a Member of Parliament and appointment as Minister of Public Safety and Emergency Preparedness. To help you get situated, foundational briefing material on the Royal Canadian Mounted Police (RCMP) is enclosed. The documents detail the RCMP mandate, including its operational independence and its structure, and provide a high-level overview of the organization, my leadership team, and some of our key issues.

I look forward to working closely with you, your office and Public Safety Canada to implement the Government's agenda, including your Platform commitments, with special attention placed on RCMP Reform measures. I am pleased to report that there is considerable alignment between these commitments and RCMP modernization efforts. Of note, an external review of the RCMP's sanctions and disciplinary regime is already underway, we are updating our crisis intervention and de-escalation training, and expanding the range of services at the community level in response to local priorities and expectations. In line with the Platform, the RCMP has also begun informal consultation to explore options to externalize the recently-launched Independent Centre for Harassment Resolution (ICHR), which may require legislative changes.

Since becoming Commissioner in 2018, my top priority has been working to modernize the RCMP. My almost singular focus has been on implementing a comprehensive agenda, known internally as Vision 150 and Beyond, which at its core is about putting people first, so we can provide the best services to communities to keep Canadians safe and secure. While launched in 2018, the modernization agenda continues to evolve to ensure we are meeting the expectations of Canadians, including a focus on addressing systemic racism, strengthening public trust and confidence, and moving forward on recommendations by the Honourable Justice Bastarache related to gender and sexual orientation-based harassment in the RCMP.

Further details on what we've achieved to date are enclosed; however, I would like to highlight a few initiatives. As mentioned above, the ICHR was recently launched to provide a trusted, civilian-led process to respond to harassment and to provide trauma-informed support to survivors. The ICHR also supports prevention by providing informal conflict management tools to support our employees to deal with workplace issues at the earliest point and support a culture where people are not afraid to speak up. I – and my entire leadership team – are committed to providing a workplace free of harassment and misconduct and employing appropriate sanctions in instances where behaviour does not align with the RCMP's core values.

I am excited as we implement the RCMP's first ever Equity, Diversity and Inclusion Strategy and our integration of Gender-Based Analysis Plus (GBA+) as a tool to identify and eliminate barriers in our policies and practices. We are reforming our recruitment processes with a focus on attracting a diverse workforce that is reflective of the communities we serve, and updating our training regime. This includes the introduction of a new "Leader Character" approach as part of our leadership development and training, to ensure we assess character alongside operational skill to help ensure we have the right people in the right jobs and that leaders have the skills and fortitude to hold employees to account when they don't live up to our core values.

We are progressing on a range of initiatives to strengthen public trust and confidence, including:

  • national roll-out of Body Worn Cameras for front-line officers;
  • updating the RCMP's crisis intervention and de-escalation tools and training, and working in parallel with policing partners to standardize our approach and improve police response options;
  • establishing the RCMP Indigenous Collaboration, Co-development and Accountability (RICCA) office to support our work with First Nation, Inuit and Métis communities and employees;
  • collection and analysis of race-based data;
  • renewing the RCMP's core values that guide our actions and decisions; and,
  • eliminating the backlog of responses to Interim Reports of the Civilian Review and Complaints Commission for the RCMP, and continuing to deliver timely (i.e., within six months) responses on an ongoing basis.

In moving forward on these and other initiatives, I will continue to work closely with the Management Advisory Board, which has provided me with critical advice and recommendations on a range of important issues. I also remain committed to making decisions that are informed by the best available evidence and through consultations with those most impacted by our decisions.

These and other changes are taking place at the same time as historical changes to the labour relations regime are underway. The National Police Federation (NPF) is now the sole certified bargaining agent for regular members and reservists below the rank of Inspector, and in August 2021 they signed the first ever collective agreement for these employees. The NPF, public service unions and our employees are critical partners as we move forward on our modernization agenda and advance new Government priorities.

As a result of this new collective agreement, our un-represented Commissioned Officer cadre (from Inspector to Deputy Commissioner) are experiencing a significant pay inversion as they have yet to receive any change in their compensation or benefits. This has weakened morale and has created recruitment, advancement and retention challenges.

I am extremely proud of the progress being made to modernize the RCMP's culture. There is no question that real and sustained change will take time, as it would for any organization. But we are up to the task and have initiatives underway that will facilitate change over the short, medium and long term. However, we cannot do it alone. To fully realize the objectives of our modernization agenda and ultimately strengthen the trust and confidence of employees and those we serve, we require your support and that of the Government.

I am available to provide additional information on any of the above and answer questions you may have related to the RCMP's modernization efforts, planned and underway. There are also other matters which I would recommend having an early briefing at your convenience, including commissioned officer compensation; efforts underway to support the City of Surrey as it establishes its own police service; and, the work the RCMP is doing internally and with Chiefs of Police to strengthen crisis intervention and de-escalation.

I look forward to establishing a collaborative and constructive relationship with you and your office to deliver on the RCMP's mandate and priorities, as well as your priorities and the Government's broader agenda.

Together we can strengthen the trust and confidence Canadians have in their national police service.

Kindest regards,

Brenda Lucki
Commissioner
Royal Canadian Mounted Police

RCMP snapshot (placemat)

The RCMP is a large organization with a complex mandate; its three operational business lines are supported by a range of internal services

Contract and Indigenous Policing

  • Front-line policing services provided under contract to 8 provinces (excluding Quebec and Ontario), three territories, 150 municipalities and 600 Indigenous communities.
  • General administration of justice, preservation of the peace, community policing and the prevention of crime.
  • Priorities – Indigenous reconciliation; connecting with vulnerable communities.

Specialized Policing Services

  • Provides critical front-line operational support services in areas such as forensic analyses, firearms, criminal records, advanced police technology, intelligence, advanced and specialized training, leadership development and combatting online child sexual exploitation.
  • Responsible for the stewardship and delivery of National Police Services – specialized police support services that are provided to the RCMP and Canadian law enforcement and criminal justice partners.
  • Administration of the Firearms Act and related Regulations; Canadian Firearms Program.

Federal Policing

  • Enforces federal laws; collects criminal intelligence; secures the borders; conducts international policing activities; and ensures the safety of critical infrastructure, major events, state officials, dignitaries and foreign missions.
  • Prevents, detects and investigates transnational serious and organized crime, financial crime, cybercrime, and criminal activity related to national security.
  • Operational priorities – financial crime; transnational serious and organized crime; foreign interference; ideologically motivated violent extremism; Canadian Extremist Travellers (CETs); cyber-enabled crime; border integrity.

Internal Services

  • Human Resources, Professional Responsibility Sector, Corporate Management and Comptrollership, Legal Services, Strategic Policy and External Relations, Audit and Evaluation.
  • Support 24/7 policing operations across the country, the effective administration of the RCMP, and the advancement of the Government's broader public safety agenda.

The RCMP is organized into divisions, each led by a Commanding Officer

  • M Division in Yukon
  • G Division in the Northwest Territories
  • V Division in Nunavut
  • E Division in British Columbia
  • K Division in Alberta
  • F Division in Saskatchewan
  • Depot Division in Regina, Saskatchewan
  • D Division in Manitoba
  • O Division in Ontario
  • RCMP Headquarters in Ottawa, Ontario
  • National Division in Ottawa, Ontario
  • C Division in Quebec
  • J Division in New Brunswick
  • L Division in Prince Edward Island
  • H Division in Nova Scotia
  • B Division in Newfoundland and Labrador

Commissioner's mandate

  • Section 5(1) of the Royal Canadian Mounted Police Act (RCMP Act) provides that, under the direction of the Minister of Public Safety and Emergency Preparedness, the Commissioner has the control and management of the RCMP and all matters connected to the Force

Police independence

  • The Commissioner is accountable to the Minister, but operationally independent
  • The RCMP is free from direction or influence of elected officials when fulfilling its core law enforcement functions
  • Individual police officers have discretion which, while not absolute, allows them to determine how they will enforce the law

Mandate

To prevent and investigate crime, maintain peace and order, contribute to national security, enforce laws, apprehend offenders, provide operational support to other police forces and protect designated officials.

Mission

To preserve the peace, uphold the law and provide quality services in partnership with communities.

Vision

A healthy, inclusive organization trusted by employees, partners and the public that keeps Canadians safe by consistently delivering exceptional policing services and continually striving to grow and improve.

Fast facts

  • $5B organization
  • 3,300+ buildings; 14,700+ vehicles
  • 30,000+ employees
    • 19,000+ Regular Members
    • 3,000+ Civilian Members
    • 8,000+ Public Servants
  • 700+ detachments
  • 12 international peace operations
  • 2.7 million annual calls for service
  • 1,200 cadets entering RCMP training academy (Depot) annually

Review bodies

Activities of the RCMP are subject to regular review:

  • Civilian Review and Complaints Commission for the RCMP
  • RCMP External Review Committee
  • National Security and Intelligence Committee of Parliamentarians
  • National Security and Intelligence Review Agency
  • Independent investigative bodies in provinces and territories mandated to examine serious incidents involving police (e.g., British Columbia Independent Investigations Office; Alberta Serious Incident Response Team; Manitoba Independent Investigation Unit; Nova Scotia Serious Incident Response Team; Serious Incident Response Team for Newfoundland and Labrador)

Operational priorities

  • Serious and organized crime
  • National security
  • Youth
  • Indigenous communities
  • Economic integrity

Organizational priorities

  • Indigenous Reconciliation
  • Federal Policing Revitalization
  • Equity, Diversity and Inclusion
  • Recruitment and Retention
  • Modernization and Culture Change
  • Preventing and Addressing Harassment

Management Advisory Board

  • Established by Government in 2019
  • Mandated to provide the Commissioner with external advice on the management and administration of the RCMP
  • Interim Chair: Doug Moen
  • 13 Board member positions; 9 currently filled (inclusive of Interim Chair)

Two years in, the Board has provided critical advice and recommendation on issues such as modernization, internal governance and, resourcing and workplace issues. The Board has been instrumental in the development of the new Independent Centre for Harassment Resolution, and in providing critical guidance on the RCMP's Indigenous recruitment efforts.

Commissioner's mandate letter

Brenda Lucki, Commissioner
Royal Canadian Mounted Police
RCMP National Headquarters
73 Leikin Drive
Ottawa ON K1A 0R2

Dear Commissioner Lucki:

Congratulations on your appointment as the 24th Commissioner of the Royal Canadian Mounted Police (RCMP). As Commissioner, you have a key role in ensuring that the RCMP are keeping Canadians safe, and safeguarding Canadians' rights and freedoms in an open, inclusive, and democratic society. Canadians deserve a police service which reflects our shared values and the diversity of Canada, from coast to coast to coast. In May 1873, the Parliament of Canada established the RCMP and Canadians are proud to celebrate this 145 year history. You will be building on the existing strengths of the RCMP and its members and employees; you will be leading a world-class organization, unlike any other.

Open and Accountable Government (2015) recognizes that the integrity and coherence of government activities depend strongly upon Ministers' ability to coordinate their respective portfolios in an integrated way while respecting any necessary operational independence. Section 5(1) of the Royal Canadian Mounted Police Act provides that, under the direction of the Minister, the Commissioner has the control and management of the RCMP and all matters connected to the Force. I want to be clear that the Government of Canada recognizes and respects that police independence underpins the rule of law and ministerial direction cannot infringe on the independence of the RCMP in the exercise of police powers in criminal investigations. In exercising the authorities conferred upon me in the Department of Public Safety and Emergency Preparedness Act, section 5, I will rely on your advice and input to help me establish strategic priorities for the RCMP and to anticipate and manage issues that affect public safety or the soundness of the organization.

In leading one of Canada's oldest and most prestigious institutions, your role will be to reinforce the very best of the RCMP and to support the organization through a period of transformation to modernize and reform the RCMP's culture. This transformation includes continuing to ensure the health and safety of RCMP employees and members are protected, including from harassment and violence in the workplace, and enhancing its role in reconciliation with Indigenous Peoples. Ultimately, these actions will bolster the efficacy, the credibility and the trust upon which the RCMP's authority depends.

I have great confidence in your ability to lead the RCMP through a transformation of its culture and management practices. Innovative governance is an enabler of cultural change and I look forward to hearing your views on ways to enhance the RCMP's internal and external governance structures and practices. You will want to ensure that the RCMP is well managed and that it efficiently and effectively delivers policing services based on appropriate priorities while keeping Canadians safe and protecting their civil liberties.

In support of culture change, you will need to prioritize that the RCMP is free from bullying, harassment, and sexual violence, including a comprehensive response to the underlying issues identified in recent reviews undertaken by the Civilian Review and Complaints Commission for the RCMP and Sheila Fraser. Part of that work will also be leading the organization through the unionization of regular members and reservists and engaging constructively with a new bargaining agent.

A priority will also be to implement measures that address mental health and wellness across the RCMP, including the issues identified in the 2017 Spring Report from the Auditor General of Canada on Mental Health support for employees.

I know you will continue to act and lead the RCMP in a manner that supports our continued efforts for a renewed, nation-to-nation relationship with Indigenous Peoples, based on recognition of rights, respect, co-operation, and partnership given the current and historical experiences of Indigenous Canadians with policing and the justice system.

I would encourage you to foster a collaborative and cooperative working relationship with all stakeholders and partners including the RCMP's civilian review bodies, the new National Security and Intelligence Committee of Parliamentarians and other national security review bodies, Public Safety Portfolio agencies, and other federal departments and agencies.

It is important that Canadians see themselves reflected in the people that police them. To that end, I would encourage you to ensure that the RCMP is representative of Canada's diverse population, including gender parity, and that women, Indigenous Peoples and minority groups are better reflected in positions of leadership.

The presence of the RCMP in our communities is a vital component of both our public safety and our national security. At its best, the RCMP embodies what Canada and Canadians aspire to be: upstanding, loyal and committed to the pursuit of justice. The RCMP must be a modern organization that reflects Canadian values and culture, and has the trust, confidence and the enthusiastic support of the people they serve.

As a proven leader with almost 32 years of service in the RCMP, there is no question you are equipped to keep our communities safe and secure and to transform and modernize the RCMP. As the Commanding Officer of Depot, your commitment to ensuring cadets receive the best possible training – including on diversity, inclusion and a respectful workplace – and your work to improve the relationship between Indigenous communities and the RCMP in northern Manitoba are important building blocks upon which to strengthen the foundation and set a new course for the RCMP.

Know that you have my support to advance measures to address your key mandate priorities and I look forward to a productive and collaborative working relationship.

Yours sincerely,
The Honourable Ralph Goodale, P.C., M.P.
Minister of Public Safety and Emergency

RCMP senior executive team

Brenda Lucki, (she/her/elle)
Commissioner

Commissioner Brenda Lucki, under the Royal Canadian Mounted Police Act, and direction of the Minister of Public Safety, has the control and management of the RCMP. This includes overseeing the delivery of front-line policing services in most provinces (except Ontario and Quebec) and all territories, law enforcement and investigative services to enforce federal laws, technology and support services to the broader policing community, and international policing duties.

Brenda Lucki was born in Edmonton, Alberta, and joined the RCMP in 1986. Throughout her career, she's served in Quebec, Ontario, Manitoba, Alberta, Saskatchewan, at the RCMP Academy (Depot Division), as well as internationally.

Her first posting was in Granby, Quebec, in federal policing. In 1993 and 1994, she served on a peacekeeping mission in the former Yugoslavia, overseeing investigations and monitoring aid delivery.

In 1995, she transferred to the RCMP's peacekeeping program in Ottawa. Following that role, she advanced through the non-commissioned officer ranks, first as an instructor at the RCMP Academy, then as an acting Detachment Commander in Manitoba.

In 2003, she was promoted to Inspector, working as the Traffic Services Officer for Saskatchewan, followed by the Community and Contract Policing and District Operations Officer.

In 2009, she rose to the rank of Superintendent, and became a District Commander in Manitoba. In 2012, she was promoted to Chief Superintendent, and became a District Commander in Alberta.

In 2016, she was named Commanding Officer of the RCMP Academy, and on March 9, 2018, she was announced as the RCMP's 24th Commissioner.

Commissioner Lucki has a Bachelor of Arts in psychology and sociology from the University of Alberta. She is married and has two step-daughters and three grandchildren.

Frances McRae, (she/her/elle)
Chief Administrative Officer

Chief Administrative Officer Frances McRae is a key member of the Senior Executive Team, providing leadership to the overall administration of the organization outside of policing operations. This includes providing the Commissioner with advice on operational administrative policy, strategic direction and the corporate operations of the RCMP, as well as leadership on key modernization files for the RCMP, while working with partners in government and elsewhere.

Chief Administrative Officer Frances McRae joined the RCMP in September 2021. Previously, she served as Assistant Deputy Minister, Small Business and Marketplace Services at Innovation, Science and Economic Development Canada (ISED), fostering business and consumer confidence in the marketplace and small business competitiveness, by championing and administering responsive legislation, policies, programs and services. In this capacity, she worked with national business organizations, including those supporting entrepreneurs facing barriers to economic participation, such as Indigenous peoples, women, racialized Canadians and LGBTQ2S+ business owners, to improve their access to programs, services and financing.

Ms. McRae has worked in a variety of departments in the National Capital Region and Atlantic Region, including on public service renewal in the Privy Council Office, in strategic planning and change management at Shared Services Canada, on international summits at Global Affairs Canada, and in public affairs at Employment and Social Development Canada. She spent several years in mid-career outside government as a Senior Vice President with the international public affairs firm Fleishman-Hillard Canada.

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Brian Brennan, (he/him/il)
Deputy Commissioner, Contract and Indigenous Policing

Deputy Commissioner Brian Brennan is responsible for Contract and Indigenous Policing, which includes overseeing delivery of local policing services in Canada's three territories and in all provinces except Ontario and Quebec. He and his team ensure a uniform level of service and consistent responses to operational issues that arise as a result of the RCMP's frontline policing responsibilities. They are frequently called upon to provide leadership to the broader public safety community to advance federal priorities, including providing culturally competent police services to more than 600 Indigenous communities.

Deputy Commissioner Brian Brennan joined the Royal Canadian Mounted Police in 1986 and spent the first few years of his career in Saskatchewan performing general policing duties in rural areas, Indigenous communities and isolated northern detachments

After six years in Saskatoon's Integrated Drug Unit, he became an Inspector serving as Executive Officer to the Deputy Commissioner of Operations at National Headquarters in Ottawa. In 2004, Brian became the Officer in Charge of Drug Operations for Federal and International Operations, later serving as the acting Director of Drug Branch. In 2006, he transferred to Nova Scotia as the Federal Policing Officer and went on to become the Officer in Charge of Criminal Operations where he oversaw all contract and federal law enforcement operations for the province.

In 2014, Brian became the RCMP's Commanding Officer in Nova Scotia, a position that enabled him to help advance Indigenous culture. He introduced the RCMP's first Eagle Feather as an option for Indigenous people to use when swearing oaths, then established the RCMP's first permanent sweat lodge, offering Indigenous and non-Indigenous employees a space to attend ceremonies for spiritual cleansing, self-reflection and prayer.

In addition to completing a Police Leadership Study Program at Dalhousie University, Brian has a Bachelor of Arts degree from the University of Prince Edward Island. He holds the RCMP's Long Service and Good Conduct Medals, the Queen Elizabeth II Golden Jubilee Commemorative Medal and the Queen Elizabeth II Diamond Jubilee Commemorative Medal.

Michael Duheme, (he/him/il)
Deputy Commissioner, Federal Policing

Deputy Commissioner Michael Duheme is responsible for Federal Policing, which includes overseeing the enforcement of federal laws, collection of criminal intelligence, assisting in the securing of Canada's borders, and ensuring the safety of major events, state officials, dignitaries, and foreign missions. Federal Policing is also charged with protecting Canada's institutions and national security by preserving public safety and the integrity of Canada's political and economic systems.

Deputy Commissioner Mike Duheme has been an RCMP officer for more than 34 years. Hailing from Chambly, Quebec, he began his career as a general duty investigator in New Minas, Nova Scotia and since then, has gone on to work in four different provinces in a variety of roles.

In addition to serving on a Kosovo peacekeeping mission, Mike has been a member of the RCMP's Emergency Response Team, a VIP personal protection officer, Operations Commander for the Francophone Summit and Director of the Parliamentary Protective Service. From 2016 to 2019, he served as the Commanding Officer of National Division in Ottawa.

Mike is leading the effort to modernize Federal Policing, one of the RCMP's core lines of service across Canada and around the world. He strives to empower RCMP officers to create value for the communities the RCMP serves, both domestically and abroad. He feels the increasing complexity of crime can be effectively countered by improving the organization's ability to respond to threats in collaboration with its domestic and foreign partners.

Stephen White, (he/him/il)
Deputy Commissioner, Specialized Policing Services

Deputy Commissioner Stephen White is responsible for Specialized Policing Services, a broad range of critical services that include the Canadian Firearms Program, the Canadian Police College, Criminal Intelligence Service Canada, the IM/IT Program, Forensic Science and Identification Services, Departmental Security, and Technical Operations. His responsibilities also include stewardship for National Police Services, a suite of scientific, technological and police educational programs that support the broader Canadian law enforcement community.

Stephen joined the RCMP in 1986 and has spent most of his career working in operational and investigative policing. After a five-year assignment as the RCMP Liaison Officer in Venezuela, he returned to Canada and continued working in International Policing, first as the Director of Interpol and later as the Director of the RCMP's International Operations Branch.

In 2007, he was appointed Director of the RCMP's Integrated Proceeds of Crime and Anti-Money Laundering Programs, the Director of the Integrated Market Enforcement Program and later, the Director General of Financial Crime. In 2011, Stephen was appointed the RCMP's Commanding Officer in Ontario. From 2016 to 2019, he was the RCMP's Associate Chief Human Resources Officer and spent a significant amount of time acting as the Chief Human Resources Officer before he was appointed Deputy Commissioner of Specialized Policing Services.

Alison Whelan, (she/her/elle)
Chief Strategic Policy and External Relations Officer

Chief Strategic Policy and External Relations Officer Alison Whelan has a broad range of responsibilities including: strategic policy; executive governance; external partnership and engagement; national communication services; planning and priorities; access to information and privacy; and public affairs. In addition, her sector leads Vision 150 initiatives and identifies and supports a range of projects to help modernize the RCMP by using a diverse lens to challenge assumptions, build inclusivity and make evidence-based decisions. It also provides strategic and administrative support to the Management Advisory Board for the RCMP.

Alison has been with the RCMP since 2003, when she joined the Strategic Policy and Planning Branch as a policy analyst before taking on more senior-level roles, including acting as the Chief Strategic Policy and Planning Officer for an extended period of time. In 2013, Alison joined the RCMP's Federal Policing program where she was responsible for managing the policy development and analysis on national security, serious and organized crime, financial crime and cybercrime as Director General Strategic Policy, and later as Executive Director Strategic Policy and External Relations. In 2018, she was appointed Executive Director of National Security and Protective Policing – the first public servant to hold the position. She assumed her current role in August 2020.

Alison's professional career began in 1999 at the Public Policy Forum. She joined the federal public service in 2001 working at the National Secretariat on Homelessness. A proud Newfoundlander, Alison holds a Master of Arts degree in Political Science from Memorial University of Newfoundland, and completed the Harvard Kennedy School's Senior Executives in National and International Security program.

Jen O'Donoughue, (she/her/elle)
Chief Financial Officer

Jen O'Donoughue is the RCMP's Chief Financial Officer (CFO). She supports the Commissioner to achieve the RCMP's strategic and operational priorities by providing guidance on financial administration, strategic investment, asset and real property management, procurement and contracting, and corporate management systems.

Originally from Northern Ontario and now based in Ottawa, Jen brings a wealth of public and private sector experience to the RCMP. In 2018, she was appointed Assistant Deputy Minister and Chief Financial Officer of Fisheries and Oceans Canada. She was responsible for overseeing the department's budget and for providing strategic advice to the Minister, ensuring that all plans and business decisions were based on sound financial analysis. Before that, she served as the Director General and Agency Comptroller for the Canada Border Services Agency. She managed $30 billion in annual revenue and oversaw the Agency's corporate accounting functions. She also held senior positions at the Canadian Institutes of Health Research and the City of Ottawa, where she led several transformation projects.

Before joining the federal public service, Jen spent eight years working in progressively senior roles for a global consulting firm. Jen began her career working for the Ottawa Police service where she held several roles. She holds a Master's in Business Administration from the University of Ottawa, with a specialization in Finance.

Gail Johnson, (she/her/elle)
Chief Human Resources Officer

In September 2019, Gail Johnson became the RCMP's Chief Human Resources Officer (CHRO), responsible for all matters related to the well-being, safety and compensation of RCMP employees. The CHRO's leadership is fundamental to many of the organization's ongoing modernization initiatives.

Gail came to the RCMP from the federal public service, where she served as Assistant Deputy Minister, most recently in charge of the Human Resources Services Branch and prior to that the Learning Branch at Employment and Social Development Canada. Gail has worked in a number of other departments in the public service in various capacities, including the Department of National Defense and the Canada Border Services Agency.

Before she joined the federal public service, Gail spent a decade working for the Ottawa Police Service as the Director of Corporate Planning, where she co-led the amalgamation of Ottawa-Carleton's police services.

She holds a Ph.D. in Higher Education with a specialization in Organizational Behavior from Pennsylvania State University, a Master of Public Administration degree from Queens University, as well as Master of Science and Bachelor of Arts degrees.

Curtis Zablocki, (he/him/il)
Deputy Commissioner, Commanding Officer for K Division

As Commanding Officer for K Division, Deputy Commissioner Curtis Zablocki is responsible for overseeing Alberta, the RCMP's second largest division. K Division provides federal police services on behalf of the Government of Canada, serves as Alberta's contract provincial police force, provides contract municipal police services to large municipalities, and is a key partner in joint forces law enforcement operations.

Deputy Commissioner Curtis Zablocki, a 31-year veteran of the RCMP, was born and raised in rural Saskatchewan. In September of 2018, he was appointed the 25th Commanding Officer of the Alberta RCMP (K Division). Curtis knew Alberta well before becoming its Commanding Officer, having spent most of his RCMP career in the province performing operational duties including district advisory and detachment command functions, and serving as the Deputy Criminal Operations Officer. He then moved to Saskatchewan where he served as Commanding Officer for two years.

When he accepted his current role, Curtis set three divisional priorities to focus and guide K Division RCMP employees: our people, our community and our service. With a strong, healthy workforce and strong relationships with the communities it serves, K Division continues to build a foundation that helps it be responsive and flexible while keeping Alberta safe.

Curtis holds a Bachelor's degree in Criminology from the University of Alberta and is a Member of the Order of Merit of Police Forces.

Dwayne McDonald, (he/him/il)
Deputy Commissioner, Commanding Officer for E Division

As Commanding Officer for E Division, Deputy Commissioner Dwayne McDonald is responsible for overseeing the RCMP's largest division British Columbia. E Division provides federal police services on behalf of the Government of Canada, serves as British Columbia's contract provincial police force, provides contract municipal police services to large municipalities, and is a key partner in joint forces law enforcement operations.

Deputy Commissioner Dwayne McDonald has over 29 years of experience in law enforcement having served both the Canada Border Services Agency (CBSA) and the RCMP. D/Commr. McDonald has a vast knowledge of federal, provincial and municipal policing with experience in positions of leadership and command in a number of high profile RCMP positions in British Columbia.

Most recently, Dwayne served as the Assistant Commissioner and Criminal Operations Officer for Federal, Investigative Services and Organized Crime for the province of British Columbia. He had oversight of a large portfolio of including RCMP Major Crime, Police Support Services, Criminal Intelligence, Federal Policing, National Security, and the Combined Forces Special Enforcement Unit-BC (CFSEU-BC).

Dwayne holds a Bachelor in Business Administration from Simon Fraser University. He lectures at the Canadian Police College in Major Case Management, Major Crime and Kidnapping investigations. He belongs to the Canadian Association of Chiefs of Police, and is a member of a number of significant law enforcement and intelligence-related committees.

In 2015, Dwayne was invested as a Member of the Order of Merit of Police Forces by The Governor General of Canada, His Excellency the Right Honorable David Johnston.

RCMP modernization and culture change

Vision 150 and beyond – The RCMP's modernization and culture change agenda

Overview

  • In 2018, the RCMP launched Vision 150, a comprehensive multi-year modernization plan to ensure a healthy, modern, trusted and inclusive RCMP (see Tab 4A). The plan has evolved considerably over the last year and will continue in line with Canadians expectations. Considerable progress has been made, with much more work underway.
  • The plan responds to expectations for modernization and culture change outlined in the RCMP Commissioner's mandate letter, and to recommendations articulated in a series of external reviews related to workplace culture, governance, accountability and transparency.
  • These reviews signaled the need to: make significant reforms to RCMP governance and ensure the appropriate management expertise; strengthen diversity and inclusion across the organization; improve efficiency and trust in harassment resolution; and, ensure RCMP leaders have the appropriate character and skills to support a healthy workplace.
  • Significant progress has been made in these areas, creating a strong foundation for continued reform. Of note, a number of changes have been made to strengthen RCMP governance and accountability, including hiring experts into key senior leadership positions (e.g., in human resources, finance, strategic policy, and information technology and management) and appointing a new Chief Administrative Officer to play a lead role in the administrative management of the organization. In addition, new resources were identified to oversee and ensure accountability for modernization and culture change efforts.
  • Further, the RCMP has embedded diversity and inclusion at the core of its modernization and culture change efforts. In particular, since 2018, Gender-Based Analysis Plus has been systematically integrated across the organization and has resulted in policy changes in many areas. For example, changes were made to the Officer Candidate Process, the process by which officers apply to senior ranks. The annual timing of applications was changed from September to a continual intake process, to remove barriers for those with school-aged children. This has already resulted in an increase of over 15% in the number of women applicants. Additionally, in 2021, the RCMP launched its first-ever Equity, Diversity and Inclusion Strategy and developed reconciliation strategies across the country with focussed activities in each division.
  • Addressing harassment and sexual misconduct remains a key priority. As a centrepiece to culture change activities, and in line with many external reviews for greater independence of the harassment regime, in summer 2021, the RCMP established a civilian-staffed Independent Centre for Harassment Resolution (ICHR). The ICHR will support a full continuum of activities, including prevention, conflict resolution, and workplace restoration, using a trauma-informed approach to support survivors.
  • Finally, the RCMP has focused on enhancing leadership development and professionalization. This has included the adoption of a modernized recruitment process that addresses barriers for diverse applicants, and by integrating a Leader Character approach in executive and officer promotional processes to assess people skills and personal character, alongside operational know-how.
  • A snapshot of actions to prevent harassment and promote culture change is available at TAB 4B.

Strategic considerations

  • While progress is being made in key areas, change of this magnitude takes time and requires sustained focus, effort and adequate resources. While some incremental funding has been provided to support culture change, including for the ICHR and to combat systemic racism, other pressures related to transformation remain, which the organization is seeking to address to the extent possible within existing resources.
  • Demonstrating sustained progress in addressing harassment and sexual misconduct is critical to the credibility of the RCMP modernization agenda. This means continuing to advance a comprehensive approach to address not only harassment resolution, but to address the underlying factors that create workplace inequalities and allow misconduct to occur. The RCMP is also taking the necessary steps to ensure that appropriate consequences are in place for those who engage in misconduct through the modernization of sanctions.
  • The RCMP's overall approach to addressing harassment and sexual misconduct is informed by the November 2020 Final Report on the Implementation of the Merlo Davidson Settlement Agreement by the Honourable Justice Bastarache on gender and sexual orientation-based harassment in the RCMP. The Report notes that long-term efforts of over a decade or more will be required to realize the change needed. Further, while many of the recommendations in the Report align with modernization initiatives already underway, there are some critical gaps that the RCMP cannot close alone. For example, the Report calls for greater externalization of the harassment resolution regime, and for a range of actions to tackle long-standing systemic barriers impacting women's participation in the workforce (e.g., backfilling employees on parental leave and improving access to child care), and social and housing supports. Meaningfully addressing these issues will require comprehensive, well-resourced solutions in partnership with a range of stakeholders.
  • Informed by recent public discourse on systemic racism and discrimination in policing, including in interactions with Black, Indigenous and people of colour, the RCMP will continue to enhance actions to: address internal issues of systemic racism, discrimination and related misconduct; demonstrate transparency and accountability; update the RCMP's crisis intervention and de-escalation tools and training; and, work with partners to implement local policing models that meet community needs.
  • Public trust and confidence in the RCMP – and policing in general – has decreased over time. The RCMP will continue to communicate modernization efforts regularly and clearly to employees and the public, as well as evolve modernization efforts in line with employee and Canadians' expectations.

Next steps

  • The RCMP will continue work launched through its plan to modernize the organization. In the near term, this includes: moving forward with Budget 2021 funding for anti-racism measures; continuing significant work to modernize recruitment and onboarding of employees; enhancing initiatives to foster reconciliation with Indigenous communities; and, improving communications regarding progress and commitments of the modernization agenda.
  • A key priority is the roll-out of the ICHR, which is ongoing through a collaborative approach with bargaining agents and key external stakeholders, focused on awareness on how to access the Centre's services. The ICHR recently enhanced the services it provides to victims, survivors and employees coming forward with incidents of work place violence and harassment by creating a unit dedicated to support services. The RCMP is also advancing analysis and consultation to explore options to make the ICHR fully external or more independent from the organization, including possible legislative changes. A status report on steps required to externalize the ICHR is anticipated for December 2021.
  • The RCMP is undertaking an external expert review of current disciplinary measures and their application to ensure they meet modern expectations of fairness, transparency and effectiveness. Phase one of the review includes a focus on harassment and sexual misconduct (targeting completion in 2022), followed by other forms of misconduct in phase two (for December 2022). Recommendations will be used to inform a modernized conduct measures guide to ensure meaningful, fair, transparent, and consistent application of discipline.
  • In the coming year, consultations will be undertaken with employees and partners to develop potential solutions to persistent barriers to gender equality in the workplace, with a focus on the backfilling of parental leave, and access to child care and social and housing supports in under-served areas.

Advancing equity, accountability and trust in the RCMP (placemat)

Advancing equity, accountability and trust in the RCMP

The RCMP is committed to taking bold actions to demonstrate meaningful change toward a modern and inclusive organization that is responsive to community needs.

Snapshot

Drivers
  • Societal systemic racism and discrimination.
  • Recognition of need to modernize policing models and services.
  • Requirement to enhance accountability and transparency.
Objectives
  • RCMP modernization.
  • Comprehensively address systemic racism and discrimination in the RCMP.
  • Strengthen trust and confidence in the RCMP.
  • Contribute to progress across domestic law enforcement.
Consultation

Focused 4-month consultation with:

  • RCMP Management Advisory Board
  • Indigenous Leaders
  • Racialized Communities
  • Policing/Criminal Justice Community
  • Parliamentarians
  • RCMP Employees
  • Government Departments/Agencies

The way forward – Vision 150

Grounded in ongoing stakeholder engagement. Supports and builds upon RCMP Vision 150.

Advancing equity, diversity and inclusion
  • Forums for information exchange (e.g., National Council for Diversity and Inclusion; national and divisional Gender and Harassment Advisory Committee).
  • Comprehensive RCMP Guide to Supporting Transgender, Non-binary and Two-Spirit Employees.
  • Commissioner's Mental Health Advisory Group.
  • Equity, Diversity and Inclusion Strategy, including anti-racism training.
  • Modernize recruitment through proactive action to diversify and reduce bias in processes.
  • Leverage civilian expertise in criminal investigations.
  • Further update Cadet Training Program.
Indigenous reconciliation
  • Establish Office for RCMP-Indigenous Collaboration, Co-Development and Accountability.
  • Implement national and divisional reconciliation strategies.
  • Partner with Indigenous women's groups.
  • Increase use of restorative justice.
Transparency and accountability
  • Advance the collection and analysis of race-based data to address systemic racism and discrimination, in collaboration with partners.
  • Support immediate deployment of body-worn cameras for RCMP Officers (including Iqaluit pilot).
  • Strengthen timelines in public complaint process.
  • Ensure transparent oversight of serious incidents.
  • Disclose policy information on a regular basis.
  • Implement an independent harassment reporting and resolution process for all employees.
Modernized RCMP policing model and approach
  • Update the RCMP's crisis intervention and de-escalation tools and training.
  • Implement local policing models that meet community needs.
  • Support greater integration of community, heath and social services.
  • Refresh RCMP Core Values and develop Operational Values Statement.

Outcomes

  • The RCMP is a healthy and inclusive organization that provides modern policing services.
  • RCMP culture is characterized by respect for diversity and the contributions of all employees.
  • Employees, communities, partners and other stakeholders have trust and confidence in the RCMP.
  • Strengthened transparency and accountability mechanisms.

Status updates on the initiatives will be available quarterly at: www.rcmp-grc.gc.ca/vision150/tracker-suivi-eng.htm

Objectives and initiatives

Our people

Build a diverse and professional workforce

  • Completed a GBA+ analysis of RCMP recruitment
  • Achieved gender parity on RCMP senior executive
  • Published a Guide to Supporting Transgender, Non-Binary and Two-Spirit Employee

Develop employees throughout their careers

  • Implemented Foundations of Leadership program
  • Introduced Character Leadership training
  • New mandatory "Cultural Awareness and Humility" course for all RCMP employees

Support employee health and wellness

  • Development of a new Employee Well-Being Strategy
  • Established periodic psychological health assessment for RCMP officers
  • Launched Mental Health Advisory group
Our culture

Build and maintain trust and confidence of our employees

  • Made improvements to the harassment resolution regime
  • Launched the Innovation Inbox for employee feedback
  • Completing an Organizational Culture Inventory

Make sound decisions

  • Developing an RCMP Data and Analytics program
  • Enhanced Gender-Based Analysis Plus (GBA+) capacity across RCMP
  • Implemented a Disability Case Management Solution
Our stewardship

Practice sound management

  • Collaborated with RCMP Management Advisory Board
  • Updated governance structure and terms of reference for the Senior Executive Committee
  • Appointed experienced public servants in key leadership roles

Embrace modernization

  • Established RCMP Action, Innovation and Modernization Office
  • Modernized the RCMP uniform and dress policy
  • Deployment of an Enterprise Geospatial Information System (EGIS)
Our police services

Provide leading-edge policing services

  • Implementing policing models to meet community needs
  • Introduce a new major case management system
  • Deployed 17,000 smart phones to front line employees

Enhance the trust and confidence of partners and communities

  • Advanced reconciliation through: new Indigenous Lived-Experience Advisory Committee; use of Eagle Feather for oaths; Blanket exercise; land transfers
  • Dedicated team to implement MMIWG Calls for Justice
  • Piloting on-line crime reporting System (EGIS)

Bastarache report and key progress (placemat)

Report of the independent assessors for the Merlo-Davidson Settlement Agreement (Bastarache Report)

Merlo-Davidson settlement agreement
  • Concerns gender and sexual orientation-based harassment and discrimination of women RCMP employees in the workplace from 1974 to 2017
  • Confidential and independent Claims Process was undertaken by three Independent Assessors and overseen by the Hon. Michel Bastarache
  • 2,304 claimants found entitled to compensation, totalling $125.4M

Information shared by claimants was used solely for the settlement and claims process; the identities of claimants, witnesses or alleged perpetrators were not disclosed to the RCMP.

Engagement

Including:

  • Management Advisory Board
  • Gender and Harassment Advisory Committees
  • National Council for Diversity and Inclusion
  • Lived Experienced Mental Wellness Advisory Team
Bastarache Report recommendations
  • Bastarache Report lists 52 recommendations to address the underlying issues contributing to harassment, including sexual harassment, in the RCMP
  • Recommendations echo findings of a series of reviews of harassment and culture change in the RCMP undertaken over the past decade (e.g., the Brown Task Force, the Reform Implementation Council Reports, CRCC Report, and Fraser Report)
  • Recommendations align with four overarching themes, which informed the RCMP response:
    1. Harassment process and discipline
      • 10 recommendations related to grievances/discipline
    2. Systemic barriers
      • 24 recommendations related to postings; human resources and staffing; maternity/ parental leave; employment flexibility; mental health; access to specialized teams; actions toward civilian members and public service employees
    3. Recruitment
      • 10 recommendations related to recruitment, training at Depot, recruit field training
    4. Training and leadership development
      • 8 recommendations related to ongoing training, promotions, leadership
Key progress and milestones in preventing and addressing sexual harassment in the RCMP

Significant progress to date

Numerous initiatives underway aligned with Bastarache recommendations – a holistic approach toward a workplace free of harassment and violence. Four areas for action:

  1. Harassment prevention and resolution
    • Establishment of the Independent Centre for Harassment Resolution (ICHR)
    • Launched on June 30, 2021
    • Provides a trusted, consistent and trauma-informed process that is accessible, timely and accountable to all RCMP employees and cadets
    • Independent process outside RCMP chain of command:
      • A new Executive Director reports to the Chief Administrative Officer
      • Responsible for the management of the harassment process from beginning to end
      • Investigators are external to the organization: 25 investigators currently engaged, more in the staffing/security phase
    • Analysis of trends and investigation recommendations will inform future prevention activities
    • Ensures compliance and alignment with new Canada Labour Code regulations
  2. Systemic barriers
    • E.g., Identification, removal and prevention of systemic barriers from RCMP policies, programs and operations through reliance on Gender-based Analysis+; launch of first RCMP Equity, Diversity and Inclusion Strategy; review of RCMP core values; new RCMP Well-Being Strategy; release of RCMP Guide to Support TNB2S+ Employees; advancement of Organizational Culture Inventory; development and implementation of Cultural Awareness and Humility Course with 96% completion rate
  3. Recruitment and onboarding
    • E.g., New tools to assess character and aptitude and screen for racist and discriminatory attitudes; undertaking GBA+ assessment of Cadet Training Program and assessment of paramilitary training to strengthen diversity and inclusion in the curriculum and training environment
  4. Leadership training and development
    • E.g., Integration of Leader Character in recruitment, training and promotion processes; new mandatory training for all employees on cultural awareness and humility, and anti-racism; improvements to the Officer Candidate Process following a fairness and GBA+ review; GBA+ review to ensure equity in the allocation of training
The way forward – short-term initiatives

Internal education and awareness campaign

  • Provide RCMP personnel with ongoing information on and exposure to the ICHR regime to support confidence in reporting

Enhancing support for survivors

  • Provide additional support within the ICHR to current and past employees who have experienced workplace harassment and violence of a potential criminal nature
  • Dedicated resource to offer support and services, including guidance, advice, direction and referrals to external entities (i.e., local police of jurisdiction; Crown Prosecutors)

Strengthening internal application of disciplinary measures

  • Enhance response to instances of harassment, with a focus on consistent and effective application of measures (i.e., sanctions and consequences)
    • External expert review and assessment of current measures and their application to ensure modern expectations of fairness, transparency and effectiveness are met
  • Engagement with Ontario policing counterparts to explore options to support timely, meaningful consequences and discipline for established misconduct

Exploring the further externalization of the ICHR

  • Analysis and consultation activities are underway and options are being explored; Government may be required to amend legislation if full externalization adopted

Additional areas of action:

  • Exploration of ways to address systemic issues impacting women's participation in the workforce
    • Housing and social supports
    • Backfilling for maternity/parental leave

Progress in these areas requires resources, partnership and support by Government, contract and community stakeholders.

Key short-term milestones

July 2021:
Exploration of options for further externalization of ICHR
September 2021:
Dedicated resource hired to offer support and services to survivors
September 2021:
Engagement with women employees on options for ICHR externalization
October 2021:
Pilot of United Against Racism Course
October 2021:
External contractor starts work on conduct sanctions review
November 2021:
Launch of United Against Racism Course for all RCMP employees
November 2021:
Launch of internal ICHR communications strategy
November 2021:
Release updated reporting/narrative on RCMP modernization initiatives on website
December 2021:
Status report on ICHR externalization
January 2022:
New RCMP entrance exams for recruits based on modern, inclusive best practices
Early 2022:
Completion of first report of external conduct sanctions review

Measures of success

  • Initial increase in number of harassment reports to ICHR to demonstrate trust in the process, followed by decrease in number of reports over time
  • Improvements in measures from Public Service Employee Survey on harassment and trust
  • Recruitment and retention rates among women, Indigenous Peoples, and racialized people
  • Statistics related to the National Early Intervention System used to detect workplace issues
  • Bargaining agents satisfaction with progress
  • Feedback from internal and external advisory committees

Recruitment

Overview

  • The RCMP is committed to building an inclusive and representative workforce that fully embraces diverse identities, perspectives, and experiences in roles across the organization.
  • The RCMP is facing a number of recruitment and retention challenges in meeting this objective, including:
    • changing Canadian demographics, declining interest in policing as a career, and evolving public expectations for policing conduct; and,
    • complexities and evolution of crime and associated changes in law enforcement duties and required skill sets.
  • The COVID-19 pandemic is compounding recruitment challenges. Due to health restrictions, most of the in-person portions of the recruitment process are halted or significantly delayed. Of note:
    • currently, more than 70% (approximately 7,000 applicants) are waiting to take their entrance exam, a backlog that started to build in May 2020;
    • medical and psychological assessments are delayed and dependent on provincial re-opening schedules; and,
    • security screening processes are significantly delayed due to the complexities of files and limited resources (e.g., stretched security personnel, which the RCMP is working to address), resulting in successful applicants receiving only 1 to 2 weeks notice to attend training at Depot, the RCMP's training academy in Regina, compared to three months notice previously.
  • As of April 1, 2021, of the 19,673 funded Regular Member (RM) positons, 414 were vacant, representing a 2.1% national vacancy rate. In addition to these 'hard vacancies', RCMP detachments are also struggling with 'soft vacancies', which include members on short and long term sick leave, maternity/parental leave and training leave.
  • Soft vacancies can have a significant impact on employee health and wellness. As noted in a recent external report on harassment in the RCMP Footnote 1 , backfilling for employees on maternity or parental leave is also a critical issue for women in the RCMP and to the achievement of equality. Since vacancies are often not backfilled, women continue to face resentment that impacts their treatment in the workplace. These pressures are significantly exacerbated in small and remote RCMP detachments where resources are scarce.
  • The RCMP is advancing a number of initiatives to:
    • attract applicants from a wide range of backgrounds;
    • address low levels of representation for women, Indigenous, Black, and racialized people in the workforce with particular attention to the RM ranks (see TAB 5A);
    • update the Cadet Training Program to reflect a modern training curriculum that embodies inclusivity, including a review of the paramilitary aspects of cadet training;
    • address key retention issues; and,
    • advance culture change by introducing the RCMP's first comprehensive Equity, Diversity and Inclusion (EDI) Strategy – Setting a Foundation: Serving Employees and Communities with Dignity and Respect.
  • For example, changes have been made to application requirements to enable more Permanent Residents to apply to the RCMP in an effort to increase diversity and make employment with the RCMP accessible for a growing immigrant population. The RCMP has also implemented mandatory Cultural Awareness and Humility training with a 96% completion rate, that is designed to improve the knowledge, self-awareness and skills of employees who work with individuals from different cultures.

Strategic considerations

  • The RCMP continues to advance a comprehensive review of the current RM recruitment processes. Recognizing changing social expectations and norms, in 2020, this included work to examine a whole-scale alternative to recruit evaluation and to define the characteristics, attributes and qualities required of a modern, front-line police officer, as well as appropriate screening tools to assess these attributes and qualities.
  • Work is underway to pilot a new Recruitment Evaluation Centre (REC) model intended to reduce the overall RM recruiting process time. The goal of the REC is to assess the attributes of RM applicants, provide a heightened awareness of careers within the RCMP, increase unconscious bias self-awareness, and create an environment that is representative of the diversity and inclusion goals of the RCMP. The REC pilot is virtual and leverages technology to reach applicants from across Canada. The REC may run in-person once the COVID-19 pandemic is behind us.
  • The REC pilot will inform a business case to define the parameters of a new RM recruitment evaluation model. This work supplements other recruitment renewal actions taken including completing an end-to-end review of the program and redefining roles and responsibilities for key positions within the recruitment process, including the roles and responsibilities for RM proactive recruiters.
  • Work is advancing on measures to address general recruitment challenges caused by the COVID-19 pandemic. Implementation is imminent for a new, non-proctored entrance exam, and outsourced medical and psychological assessments. The RCMP is also in the midst of reviewing the security clearance program and implementing efficiencies where and when possible.
  • COVID-19 health restrictions have significantly affected Depot's ability to graduate its regular commitment of 40 troops per year, with 32 cadets per troop (1,280 cadets total). This has long-term implications for the organization and its ability to meet demands for new RMs.
    • Over fiscal years 2020-21 and 2021-22, the RCMP will see 960 less cadets attend Depot than previously envisioned.
    • During the pandemic, Depot has also seen an increased attrition rate in cadets. A review is underway to identify and address any barrier that may be contributing to attrition rates more generally.
    • A reduction of troops at Depot and a continued increase of attrition will further increase the RCMP national vacancy rate and may jeopardize the ability to meet contractual obligations and modernization objectives.
  • The RCMP Management Advisory Board prioritized the examination of RCMP recruitment, with a particular focus on Indigenous recruitment. The RCMP will continue to work closely with the Board to identify and implement actions to attract and retain members from Indigenous and other diverse communities and racialized groups. Action will support reconciliation and broader equity, diversity and inclusion initiatives. Efforts will have benefits for all diverse communities.
    • For example, the RCMP is leveraging experienced officers, community leaders, and associations to participate in Indigenous recruitment initiatives focused on recruiting, retaining, and increasing representation of Indigenous peoples; and, is taking concrete action to ensure that the recruitment process is bias-free.
  • The current recruitment model is driven by the need for front-line police to meet the organization's contract policing obligations. Alternative models are required to attract and retain recruits with specialized skills or technical abilities to support areas such as cybercrime and national security under the federal policing mandate. Initiatives are underway to better leverage civilian expertise including new recruitment processes for specialized skill sets.

Next steps

  • The RCMP will continue to identify and implement new tools to assess applicants, including screening for bias and discriminatory attitudes, and will develop new recruitment and assessment approaches to meet increasing demands.
  • At the Minister's convenience, the RCMP is available to provide a briefing on matters related to recruitment renewal.

Representation by employment equity group – RCMP employees

Representation by employment equity group – RCMP employees As of April 1, 2021
Employee group Women Members of a visible minority group Indigenous peoples People with disabilities Total
Regular Members as of April 1, 2021 4,173
(21.8%) 		2,357
(12.3%) 		1,344
(7.0%) 		259
(1.4%) 		19,164
Labour market availability 49.4% 17.8% 3.8% Not available Not available
Civilian Members as of April 2, 2021 1,557
(50.4%) 		456
(14.8%) 		111
(3.6%) 		82
(2.7%) 		3,087
Indeterminate Public Service Employees as of April 1, 2021 6,249
(75.2%) 		1,213
(14.6%) 		443
(5.3%) 		302
(3.6%) 		8,307
Workforce availability 48.3% 17.4% 4.3% 9.1% Not available

Federal mandate of the RCMP

Federal mandate

Overview

  • As the federal police force of Canada, the RCMP has a unique and distinct role among the Canadian policing community. Defined by the RCMP Act, the RCMP is mandated at the federal level to:
    • enforce federal laws, secure Canada's borders, collect and operationalize criminal intelligence, and ensure the safety of critical infrastructure;
    • investigate criminality related to national security, serious and organized crime, financial crime and cyber crime;
    • ensure the safety of Internationally Protected Persons and other designated persons, significant national or international events, designated protective sites;
    • provide specially-trained RCMP officers on board selected Canadian-registered aircraft; and,
    • leverage international partnerships for domestic operational advantage, while investing in international law enforcement capacity building and international peace operations.
  • This mandate gives the RCMP the responsibility to tackle the highest level of criminal threats and contribute to the safety and security of Canada, Canadians, and Canadian interests both at home and abroad. Close working relationships with international and domestic (provincial/territorial and municipal police services) law enforcement and partners through Joint Force Operations, or other integrated units are critical to success.
  • The mandate is executed by approximately 5,000 employees across Canada and abroad (Regular Members, civilian members and public servants). It is guided by over 150 statutes and acts of Parliament, with operational delivery falling under the auspices of the Federal Policing Program and Specialized Policing Services.
  • The federal program is facing an increasingly complex criminal environment. It is responding to rising cybercrime and money laundering operations, both of which support organized crime and an increasing range of national security threats. These types of criminal threats tackled at the federal level are increasingly transnational, and investigations are resource intensive. For example, a single federal investigation can involve upwards of 300 resources and last up to 5 years.
  • Emerging technology, social media, growth in cryptocurrencies, advances in artificial intelligence, the ease of flow for goods and people across borders, changing Canadian demographics, shifting global geopolitical situation, among other facts are converging and changing how criminality is being conducted, who is conducting it, and where it is being conducted.
  • These change factors are shifting the very nature of police work, especially in the federal policing world, and have set in motion a growing delta between the RCMP's capabilities and capacity dedicated to fulfilling its federal mandate activities. This delta has been growing for over a decade and as a result, the RCMP is increasingly challenged to deliver on its federal mandate.
  • Addressing these challenges will require continued modernization efforts to bring about cultural change, to be more open to new ways of doing things, to embrace technology in support of improved operational performance, and to find, develop and retain the right talent. It will also require investment.

Strategic considerations

The RCMP's ability to effectively deliver on its federal mandate is hampered by challenges in three inter-related themes as follows:

  1. Increasing Priorities and Expectations – Internal and external reviews Footnote 2 have documented the importance of the RCMP's federal mandate while raising significant concerns about the RCMP's ability to deliver on its mandate. The collective impact of changes in the criminal environment noted above, new Government priorities and the expectations of partners and stakeholders has stretched the organization beyond its current capabilities and capacity. The RCMP cannot continue to effectively deliver on the full breadth of its federal mandate without addressing significant resourcing challenges.
  2. Responding to Technology and Infrastructure Gaps – The importance of keeping pace with technological developments cannot be overstated. The RCMP's technical capabilities and capacity, which are required for almost every large-scale federal investigation, are outpaced by increasingly sophisticated and tech-enabled criminal networks. Systemic underfunding, both in initial investment and support to ever-green (e.g., to maintain and keep current or abreast of technological developments), in different areas of technology that support federal operations means that current capabilities do not always align with immediate and medium-term operational needs. This growing technological gap inhibits the federal program's ability to effectively respond to an increasingly cyber-based, global threat environment.
  3. Meeting Review and Oversight Requirements: The RCMP fully recognizes the importance of being accountable and transparent in all aspects of its work, particularly as a means to enhance public trust and confidence. To this end, the RCMP is working collaboratively with external review and oversight bodies and interested stakeholder groups. These collective efforts continue to shape and influence positive change to operations, including revisions to structures, standards and policies. Effective engagement, however, requires dedicated and specialized resources.

Recognizing these challenges, the RCMP has sought to better align existing federal mandate resources to be able to identify and respond to areas of highest risks and needs. Progress to date includes:

  • optimizing capacity within existing resource levels, including leveraging civilian expertise to enhance capabilities where appropriate. This approach is supported by concerted efforts to implement a dedicated Federal Training Centre with specialized curriculum, training and recruitment processes to better identify, develop and retain specialized skill sets; including lateral entries; and experienced civilians;
  • implementation of a national prioritization model to align resources to the most serious threats facing Canada and Canadians, both at home and abroad. This includes refocusing investigative activities to enable a more flexible and responsive federal program designed to directly support national and public interests; and,
  • modernizing the collection, analysis and use of data (i.e. business intelligence) to provide a better understanding of operational, human and financial resources to support improved evidence-based decision-making, address transparency and accountability requirements, appropriately plan and allocate resources, and be more adaptive to emerging threats.

Next steps

  • The RCMP is, and will remain, significantly challenged to deliver on its federal mandate absent ongoing support for a significant change in approach and resources aligned to capabilities and capacity needs.
  • A more detailed, classified briefing can be provided to expand on the federal mandate, its scope of operations, and proposed options for the way forward, including mandate scope and related investments.

Challenges and opportunities in front-line policing

Overview

  • The administration of justice, including policing, falls under the constitutional responsibility of the provinces and territories (P/T), which delegate fiscal and governance responsibility to larger, urban, municipal governments.
  • The RCMP provides front-line policing services through Police Services Agreements (PSA) at the P/T and municipal level. These cost-shared agreements authorize the RCMP to act as the police service of jurisdiction and are currently in place for all P/Ts except Ontario and Québec, and in over 150 municipalities.
  • To be effective, these contract policing arrangements require strong partnerships with diverse communities, governments and partner agencies to ensure coordinated and effective service delivery and to address local priorities. The current PSAs, were signed in 2012 and extend to 2032, but can be terminated by either party with two years notice. Contract partners establish the level of resources, budget and policing priorities in their jurisdiction.
  • The City of Surrey is in the process of transitioning from the RCMP to its own police service. The RCMP is working closely with Public Safety Canada, the City of Surrey, the Province of British Columbia and the Surrey Police Service to help ensure an effective transition for the RCMP and all implicated partners.
  • The delivery of front-line policing services by the RCMP through PSAs offers a number of benefits, including:
    • providing leadership to the Canadian law enforcement community;
    • supporting a consistent quality of services across the country;
    • enabling the RCMP and the Canadian Government to redeploy resources when needed or requested (e.g. major investigations, emergencies, hosting international events); and,
    • facilitating the sharing of intelligence and cooperation among all levels of policing.
  • At the same time, the PSAs are complex to administer and present unique challenges for the organization with respect to funding, governance, adapting to local needs and expectations, and service delivery in rural and remote communities.
  • In 2020, high profile events in Canada and abroad involving interactions between police and the public, notably individuals from Indigenous and racialized communities, brought to the forefront issues of systemic racism in policing, heightened scrutiny of policing models, and led to increased calls for greater accountability and transparency.
  • The RCMP is taking action to address these issues and is committed to working with partners to meet community needs and strengthen public trust and confidence. This includes a focus on police interactions with the public and supporting greater integration with health and social services.

Strengthening trust in police interactions with the public

  • All interactions between RCMP members and the public are grounded in a commitment to the preservation of life and a duty of care. The RCMP is taking action to improve responses to crisis situations and to re-instill trust through increased transparency and accountability.
  • To this end, the RCMP is: updating training to incorporate a greater emphasis on crisis intervention, communication and de-escalation; implementing an enhanced mandatory review of all instances where police intervention occurs; releasing, on a regular basis, police intervention information to demonstrate accountability and transparency; and, implementing a national Body Worn Camera Program for front-line RCMP officers. Further, the RCMP has partnered with the Canadian Association of Chiefs of Police (CACP) in creating a Task Force to standardize and improve police response options at the national level, as well as associated training, focusing on de-escalation, crisis intervention and responding to mental health incidents.

Supporting integration with health and social services

  • The RCMP is committed to strengthening collaboration with health and social service partners in the response to calls related to mental health crises, wellness checks, substance use and addiction, homelessness and assisting persons with other unique needs.
  • Several RCMP divisions have existing partnerships with mental health associations or collaborate regularly with provincial health authorities. This includes through Mobile Crisis Response Teams or other frameworks pairing mental health professionals with RCMP police officers when attending mental health-related calls for service. This work - grounded in a commitment from police and health agencies to ensure the safety of those in crisis - reflects just a portion of the work underway and is indicative of the RCMP's commitment to engage in these collaborative efforts across the country.

Strategic considerations

  • With respect to funding, while PSAs are cost-shared, the model does not capture the full cost of service delivery for the RCMP and there is no automatic funding mechanism for many of the items that are not cost-shared with contract jurisdictions. In addition, there are challenges in managing growth, which is determined by the jurisdictions. These issues impact the RCMP's financial flexibility and ability to deliver on other mandates such as the federal mandate, and put significant pressure on its recruitment capacity.
  • The contract policing footprint provides the only federal presence in many northern, isolated and Indigenous communities. It also enables cooperation and collaboration with other federal government departments and agencies through access to shared assets and training, and common objectives.
  • The CACP approved a resolution in August 2021 that called on federal, provincial and territorial Ministers to support action to enhance de-escalation and crisis intervention. National leadership and a commitment by all levels of government to de-escalation will be important to achieve the expectations of the Canadian public.
  • Actions to increase trust in police interventions will be supported by broader organizational efforts to address systemic racism, including the development of mandatory unconscious bias and anti-racism training for all employees, and changes to the RCMP's recruitment process to increase diversity.
  • A tension exists between a national policing model and local governance and control over policing, particularly at a time when stakeholders are calling for greater accountability and alternative models of policing.
  • The RCMP has played a key role during the COVID-19 pandemic in assisting the Public Health Agency of Canada (PHAC) in enforcing orders under the Quarantine Act. However, the pandemic continues to put pressure on front-line policing, as the RCMP supports PHAC and other agencies, while responding to protests associated to vaccination or public health related masking requirements. As Canada enters the fourth wave, it is expected the pressures related to public education and compliance/enforcement activities under public health orders as the police of jurisdiction will increase. With easing of Canada-United States border restrictions, it is anticipated that the demand will increase further. Work is underway to determine a way forward that will reduce the draw on limited police resources, and ensure the system is both effective and sustainable.

Next steps

  • An early briefing on contract policing and related organizational pressures, including the Surrey Transition can be provided by the RCMP at the Minister's convenience.

Supporting reconciliation

Overview

  • The RCMP is committed to renewing its vital relationship with Indigenous Peoples through a continuous reconciliation process to strengthen trust, and ultimately provide services in line with expectations (see Annex A). The RCMP recognizes that it has a dark and challenging history with Indigenous Peoples, given its role in colonization and the residential schools system, and that this legacy is not just part of the past but remains part of the present.
  • Contributing to the safety and well-being of Indigenous communities is a key strategic priority for the organization, and a critical component of the RCMP's service delivery model. The RCMP is the police of jurisdiction for approximately 22% of the Canadian population and approximately 75% of the country's landmass. In this capacity, it directly serves approximately 600 Indigenous communities, including through the First Nations and Inuit Policing Program (FNIPP). The RCMP is committed to delivering culturally sensitive policing services and to building relationships and partnerships with the Indigenous communities and people it serves.
  • The FNIPP is a cost-shared program that provides professional and dedicated policing services that are culturally responsive in Indigenous communities. The RCMP is currently the service provider under approximately 146 Community Tripartite Agreements for 425 communities. Budget 2021 announced $540 million over 5 years in additional support for the FNIPP to stabilize the program and, together with partners, expand it to new Indigenous communities.
  • RCMP efforts and services are informed by:
    • the findings of the Truth and Reconciliation Commission of Canada (TRC), the Many Voices, One Mind Report, and the National Inquiry into Missing and Murdered Indigenous Women and Girls (MMIWG);
    • the Government's commitment to the implementation of the United Nations Declaration on the Rights of Indigenous Peoples; and,
    • the recently released MMIWG National Action Plan (NAP) and associated Federal Pathway outlining commitments in response to the MMIWG Calls for Justice.
  • These reports highlight several areas for change including but not limited to: providing trauma-informed training to employees; support to victims and families; and, collecting distinctions-based and intersectional data about Indigenous women, girls, and LGBTQ2S+ people in the criminal justice system. They also include commitments in the following areas for the RCMP:
    • enhancing human trafficking and sexual exploitation training and investigations;
    • addressing systemic racism through new approaches to recruitment and training; and,
    • establishing collaborative approaches to improve community engagement; and enhancing education and training using an Indigenous lens.
  • The RCMP recognizes that rebuilding trust and strengthening respectful relationships with Indigenous communities and peoples will take time and is committed to this work. To this end, to build a strong foundation the RCMP has taken steps to:
    • strengthen cultural awareness and trauma-informed training;
    • increase communication with survivors and families;
    • improve investigative practices;
    • expand consultations and engagement with Indigenous groups; and,
    • increase Indigenous representation within its workforce.
  • RCMP divisions have worked with stakeholders (e.g. communities, employees, subject matter experts, youth, P/T governments) to co-develop divisional distinctions-based reconciliation strategies. Currently, 12 out of 13 divisions have published their plans on divisional and national websites.
  • Two issues that require specific focus in the near-term are related to residential schools and Indigenous recruitment and retention.
  • Regarding residential schools, the RCMP has implemented a national approach to coordinate and manage its actions in relation to the identification of suspected unmarked graves at former residential schools. This approach will ensure an aligned and consistent national response that meets the expectations of Indigenous communities, peoples and Canadians.
  • As outlined in more detail in the Recruitment and Retention Paper at TAB 5, the RCMP is prioritizing modernization of its police officer recruitment program, to promote the RCMP as a career of choice among Canadian citizens and permanent residents, with a focus on attracting Black, Indigenous and other racialized groups as applicants.

Strategic considerations

  • In May 2021, the RCMP launched the RCMP Indigenous Collaboration, Co-development and Accountability (RICCA) office. Its mandate is to develop collaborative relationships with Indigenous communities, co-develop culturally sensitive policing solutions, and enable the RCMP to proactively address non-operational issues that affect Indigenous employees. RICCA will play an integral role in advancing and removing systemic barriers for First Nations, Métis, and Inuit communities.
  • Budget 2021 included funding to support culturally responsive policing and community safety services in Indigenous communities. Work is underway to support the implementation of this announcement, including to access funding for the RCMP to support stabilization of the current FNIPP footprint, and subsequent expansion into the territories. The RCMP is also working to support Indigenous policing capacity through advanced training and leadership development for Indigenous and non-Indigenous, RCMP and non-RCMP officers serving Indigenous communities.
  • The RCMP remains focused on resolving unsolved cases of MMIWG and missing and murdered LGBTQ2S+ people within its jurisdiction to provide justice to victims and closure for families. The RCMP will also continue working to increase rates of Restorative Justice referrals, as identified in the MMWIG Calls for Justice and in the contributing partner and provincial/territorial submissions for the NAP.
  • The RCMP approach to support Indigenous communities pursuing work to research and locate residential school burial sites is Indigenous-led, community-based, survivor-centric and culturally sensitive. While some individuals or communities may seek to advance criminal investigations, others are focused on the identification of unmarked graves, appropriate commemoration, and potential repatriation or relocation. The RCMP has and will continue to utilize the existing legal framework to support investigations related to residential schools (i.e., existing Criminal Code provisions, work with provincial coroners).
  • The RCMP is actively working to gather timely and accurate statistics on the RCMP's role in investigations related to unmarked graves at former residential schools, as well as any incidents occurring and potentially linked to the confirmations.

Next steps

  • Regarding residential schools, the RCMP continues to work closely with community leaders and is following their lead in determining next steps. The RCMP is also engaging with other federal departments to ensure its response is timely and informed by expertise in investigations and forensics. The RCMP will engage with provincial partners where it is the police of jurisdiction to ensure there is support to meet identified objectives.
  • The RCMP can provide an early briefing in relation to work in support of the residential school confirmations, including on items going forward and associated resources requirements.

Rekindling trust (placemat)

Rekindling trust with First Nations, Inuit and Métis peoples

Reconciliation and MMIWG leadership

Our stewardship

  • Acknowledging the past, evaluating current practices,
  • and collaborating with Indigenous communities for the future.
  • Equity, Diversity and Inclusion Strategy launched, including anti-racism training.
  • Divisional and national Reconciliation Strategic Action Plans in development.
  • Advancing the collection of raced-based data to address systemic racism and discrimination, in collaboration with partners.
  • Establishing Office for RCMP-Indigenous Collaboration, Co-Development and Accountability.
Shared voices, tradition and culture

Our people

  • Internal initiatives for Indigenous employees such as national and divisional councils.
  • Comprehensive RCMP Guide to Support Transgender, Non-Binary and Two-Spirited Employees.
  • Indigenous-created and led awareness workshop, Kairos Blanket Exercise, mandatory at Depot.
  • New mandatory Cultural Awareness and Humility course.
  • Region-specific cultural awareness workshops for all employees.
  • Trauma-informed approach training mandatory for all police officers.
  • Professional development training on human trafficking, and unsolved and historical death investigations with Indigenous awareness components.
Enhanced service delivery

Our police services

  • Proactive review of sexual assault cases and creation of division-level civilian overview committees to ensure investigational integrity.
  • National Office of Investigative Standards and Practices providing expertise/oversight on major case investigations, including MMIWG.
  • Updated Human Deaths policy to include provisions for greater cultural sensitivity.
  • Improved policies and procedures to all aspects of investigations to ensure strengthened quality, oversight and communication with families on missing person investigations.
  • Dedicated historic homicide units across the country, reinvestigating cases using forensic technology.
  • Increasing use of restorative justice referrals.
  • Implementing modern applicant screening tools to promote diversity and reduce bias in the process.
  • New National RCMP Indigenous Lived-Experience Advisory Group.
Partnerships and supporting resilient communities

Our culture

  • Partnering with National, Regional and local Indigenous Women's groups including — Pauktuutit Inuit Women of Canada; Native Women's Association of Canada; Les Femmes Michif – Women of the Métis Nation.
  • Strengthening relationships with National, Regional and Local Indigenous Organizations.
  • Providing victims, witnesses, suspects and police officers the option to swear legal oaths on an Eagle Feather.
  • Expanding consultation and engagement with Indigenous leaders and Elders, and seeking input on a variety of initiatives, training and operational policy.
  • Modernizing uniform policy to allow police officers to incorporate Indigenous ceremonial items of honour and distinction into the RCMP ceremonial uniform.
Support to families and victims
  • Best practice guide developed for using a trauma informed approach when contacting sexual assault victims.
  • Leveraging civilian expertise in external sexual assault case reviews across the country.
  • Developing guides for families of homicide victims and missing persons, covering the Canadian legal system, investigations and corrections.
  • Federal Family Violence Initiative Fund supports RCMP efforts delivering projects in Indigenous communities.
  • New Victims of Crime Unit working with community partners to support victims.
  • Annual social media campaign highlighting MMIWG cases across Canada.

Transparency and accountability

Transparency and accountability

Overview

  • Transparency and accountability are critical to the effective delivery of policing services. For the RCMP, the successful delivery of its mandate - whether in the investigation of complex criminality or front-line policing - depends on the trust and support of Canadians. To achieve this, the RCMP must ensure that Canadians have a solid understanding of the organization's roles and responsibilities, services, the challenges it faces, and the reasoning behind the decisions it makes.
  • The RCMP recognizes that there is much to do to improve its public transparency to meet the expectations of Canadians. That is why the RCMP has placed a priority on a number of specific initiatives, as outlined below.
Access to information and privacy (ATIP) modernization
  • In November 2020, the Information Commissioner of Canada released the results of a systemic investigation of the RCMP's Access to Information program, entitled Access at issue: The need for leadership. The report was highly critical of the RCMP's access to information program and articulated 15 recommendations. Subsequently, the Minister of Public Safety issued a Direction to the RCMP to action the Information Commissioner's recommendations and submit a strategy outlining a way forward developed in consultation with the Treasury Board Secretariat (TBS).
  • In response, the RCMP developed a comprehensive strategy – which has the concurrence of TBS – to address deficits in both the information and privacy programs entitled: Access Granted: Restoring Trust in the RCMP's Access to Information Program, supported by a concrete action plan outlining initiatives to modernize the program. The RCMP is committed to implementing this strategy over the course of the next five years to increase compliance rates and meet its obligations under both the Access to Information Act and the Privacy Act.
Addressing the Civilian Review and Complaints Commission for the RCMP (CRCC) response backlog
  • The CRCC is mandated to review public complaints and to conduct systemic investigations for the purpose of ensuring accordance with legislation, regulation, ministerial direction, or RCMP policies, procedures and guidelines. Canadians can request a formal review by the CRCC if they are not satisfied with the RCMP's resolution of a public complaint. Upon review of the file, in those cases where the CRCC identifies concerns with the RCMP's handing of a case – which is a minority of cases (e.g., approximately 20%) – the CRCC provides the RCMP with an Interim Report outlining recommendations to resolve areas of concern. The RCMP has come under significant public scrutiny in relation to delays in responding to the Interim Reports. While the RCMP Act requires that the RCMP respond "as soon as feasible", there is recognition that this standard has not always been met. As such, in 2019, the RCMP entered into a Memorandum of Understanding with the CRCC that commits the RCMP to provide a response within six months.
  • To eliminate the backlog of Interim Reports awaiting analysis, the RCMP implemented an action plan, which included the addition of permanent and temporary resources. This effort has resulted in a significant reduction – as of September 22, 2021, the backlog has been reduced to 21 outstanding reports, with the RCMP on track to fully resolve the backlog by November 30, 2021. Further, the six-month time limit for the RCMP response is being met for all Interim Reports received after April 1, 2021.
  • The CRCC does not post reports related to private complaints, which form the majority of the files to which the RCMP responds. The RCMP has started proactively posting a brief summary of some private complaints for 2020-21, along with the status of the recommendations the Commissioner has supported for implementation, with the intention to have all supported recommendations and their implementation status posted at a future date.
Proactive disclosure of police information
  • Transparency in police information enables the public and researchers to better examine law enforcement practices over time, including examining trends and disparities and determining how to address them. As such, ensuring that the public has easy access to key information, such as statistical reporting and common data points, is a critical component of the RCMP's transparency efforts.
  • To this end, in October 2020, the RCMP began releasing data and information pertaining to RCMP calls for service (e.g., well-being checks), police intervention options (i.e., use of force), and employee workforce diversity on its public website.

Strategic considerations

  • The RCMP is committed to making public its ATIP modernization strategy, as well as providing quarterly updates on the external website. This approach is supported by TBS, the Office of the Information Commissioner and the Office of the Privacy Commissioner. The Minister's support to publish the strategy and the Ministerial Direction, would enable the RCMP to meet this transparency commitment and present an excellent opportunity to demonstrate progress in supporting enhanced transparency early in the Government's mandate.
  • Civilian review and oversight is essential for ensuring public trust and confidence, and the RCMP fully supports the CRCC's role in this process. The RCMP aims to respond appropriately and effectively to all public complaints and maintain open communication with the CRCC. The RCMP is committed to responding to CRCC interim reports within the agreed upon timeframes. This is a significant yet necessary effort by the RCMP, particularly considering that recommendations can have considerable impacts to the organization and the public.
  • The RCMP is currently disclosing police information on the RCMP's website. Footnote 3 This information will be updated annually and work is underway to have the 2020 data sets and supporting documentation ready by October 2021. The RCMP recognizes that the public and researchers will have an interest in the underlying data rather than a summary report, and is currently exploring solutions to incorporate raw statistical reporting for release. Work is also underway to develop an approach to collecting and reporting on race-based data for police interactions and interventions.
  • Transparency is critical to the RCMP's public accountability, as it ensures that Canadians have access to information on the organization's overall activities. This is in addition to the RCMP's accountability through a number of formal mechanisms. For instance, the RCMP is accountable to Parliament through the Minister of Public Safety for the activities of the RCMP, as well as to the courts, with the judiciary examining whether the activities leading to arrest and prosecution are justifiable and proper. The RCMP is also subject to independent review, through bodies such as the CRCC. Certain Agents of Parliament also scrutinize the RCMP (e.g., the Privacy Commissioner of Canada reviews the RCMP's compliance under the Privacy Act).

Next steps

  • Efforts to implement the ATIP modernization strategy and action plan are well underway, with specific focus on implementing initiatives that do not require additional resources. As some measures (e.g., procurement of the new software identified by TBS and onboarding of new personnel), will have significant associated costs, the RCMP will work with its partners at TBS and the Government of Canada more broadly on a funding approach to address these pressures.
  • Once the CRCC backlog is eliminated, the RCMP will shift its focus to improving the resolution of public complaints during the initial phase of the process to reduce the number of CRCC interim reports. Additionally, the RCMP is developing training to improve the overall quality of public complaint investigations, by ensuring personnel have a fulsome understanding of the policies, procedures and document requirements in the investigation of public complaints.
  • Disclosure of police information will be expanded over the years to come and transition to an Open Government model that will identify and release raw data/statistics and information resources proactively. This will include a variety of topics informed by consultation with external partners, such as other police and government departments, non-governmental organizations, the private sector, academia, and diverse communities.

Footnotes

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