Annex: RCMP Mini-Binder

Table of Contents

• Systemic Barriers (A)
  • a. Examine and remove barriers for women
• Recruitment (B)
  • a. Assess “merit” criteria
  • b. Background checks for bias and domestic violence.
  • c. Education requirements
  • d. Recruit diverse applicants
• Training at Depot (C)
  • a. Review of Cadet Training Program
  • b. Enforce zero-tolerance policy for harassment and discrimination
  • c. Teach anti-harassment and discrimination course
• Recruit Field Training (D)
  • a. Establish mentorship program for women
  • b. Establish mandatory counselling program for all
  • c. Formalize Field Coaching Program
• Postings (E)
  • a. Adequate housing and supports for women
• Ongoing Training (F)
  • a. Effective career plan for all members
  • b. Transparency in allocating courses
  • c. Centralize allocation of training
• Human Resources and Staffing (G)
  • a. Independent human resources branch and Staff are trained professionals
  • b. Human resources training on removing systemic barriers
• Maternity and Parental Leave (H)
  • a. Managers should ensure meaningful work for pregnant women
  • b. Government should provide sufficient human resources funding;
  • c. System to ensure sufficient resource levels for operational duties;
  • d. Backfill positions, including maternity leaves and Endorse the practice of floaters
  • e. Reduce transfer of members with young children
• Employment Flexibility (I)
  • a. Establish daycares in all detachments
  • b. Ensure access to job-sharing/part-time opportunities
• Grievances and Discipline (J)
  • a. Independent external body, and;
  • b. Should not use mediation for violence
  • c. Address reprisals against complainants
  • d. Effective sanctions for harassers
  • e. Retirement before conclusion of sexual harassment investigation
  • f. Monitor those found to engage in harassment
  • g. Disclose sexual assault to external body
• Mental Health (K)
  • a. Privacy Commissioner Investigation of use of medical information
  • b. Health Services into independent human resources branch
  • c. Flag retirement/discharge proceedings if mental health is identified
  • d. Regular mental health assessments
  • e. Alcohol and Drug Awareness Campaign
  • f. Define hazing in the Code of Conduct
  • g. Resources promoting safe debriefing after critical incidents
• Promotions (L)
  • a. Rigorous “blind” process for promotions
  • b. Track and encourage women to apply for promotions in operational areas
• Leadership (M)
  • a. Begin leader training at Depot
  • b. Recommit to core values upon promotion
  • c. Accountability for reporting harassment
  • d. Hold leader training in-person
  • e. Re-evaluate commissioned officers every 3-5 years.
• Specialized Teams (N)
  • a. Oversight of specialized teams and conduct of members
  • b. Confidential, independent harassment process for specialized teams
• Medical Examination (O)
  • a. Compensate women abused by medical officers
• Civilian Members and Public Service Employees (P)
  • a. Ensure RMs understand importance of CMs and PSEs
  • b. PSEs should have clear place to report workplace issues

Systemic Barriers (A)

a. Examine and remove barriers for women

• We know that many of the workplace barriers faced by women and diverse groups are “invisible” ones. We are committed to reviewing our policies and practices to eliminate systemic barriers
• Gender-based Analysis Plus (GBA+) is a tool designed to help us identify barriers and to ensure our policies are equitable and inclusive, and we have prioritized GBA+ implementation
• Since 2017, we have been using GBA+ in our decision-making at all levels
  • We have seen the results: GBA+ analysis has led to changes in our Officer Candidate Program, our uniform policies and our recruitment process, among many others
  • We continue to expand GBA+ capacity across the RCMP – our new RCMP GBA+ Network has over 70 representatives from all divisions and business lines
• A new RCMP Equity, Diversity and Inclusion Strategy was launched in January 2021, as a roadmap to implementing the changes needed to create an RCMP that values, respects and welcomes diversity
• We published a comprehensive RCMP Guide to Supporting Transgender, Non-Binary and Two-Spirit Employees to support a gender-inclusive RCMP
• We have partnered with experts to develop an Organizational Culture Inventory, to better understand our strengths and challenges, and to identify the behaviours that will support a healthy and inclusive workplace
• We are also reviewing the RCMP core values to ensure they reflect our modern vision, and developing an organizational values statement to support employees in living them out
  

Recruitment (B)

a. Assess “merit” criteria

• It is critical that we attract and retain people that are strong in both character and skill – and can bring diverse perspectives to the table
• The modernization of recruitment is an ongoing priority and we have made important progress, aligned with the recommendations in the Independent Assessors’ report
• We want to look at all aspects of our process, and it starts with defining who we are looking for and identifying the tools we need to assess them

b. Background checks for bias and domestic violence

• We have been working with outside experts to:
• review and redefine the attributes and characteristics required for modern policing;
• modernize our aptitude assessment tools; and
• identify new screening tools for bias in relation to gender, race and other factors
• GBA+ is also being used to examine the modernization of the RCMP’s security screening process, including examining key risk factors for applicants

c. Education requirements

• The Independent Assessor has suggested we require that applicants have a minimum of 2 years of post-secondary education, and I can tell you that among 2020 applicants, over three-quarters had post secondary credentials
• Education requirements will continue to be considered as part of overall recruitment modernization

d. Recruit diverse applicants

• We continue to explore ways to attract and retain diverse people:
  • We are modernizing our proactive recruitment strategy to reach potential applicants, including in communities we have not typically recruited from, and developing a framework to better monitor the success of these efforts
• We are finding new ways to recruit civilians into specialized fields, including to support our federal criminal investigative mandate
• We are promoting equity by supporting particular groups in the application process
  • For example, to help increase the number of Inuit applicants, a recent pilot project in Nunavut provided a group of Inuit applicants with training and tools to help them successfully navigate the RCMP entrance exam
  • We know that certain areas of our organization have particularly low rates of diversity, and we want to change that. We are currently completing a GBA+ analysis of specialized units, to develop evidence-based strategies to improve diversity
  • Since the start of the project, we have already seen an increase in woman applicants to our air marshals and Emergency Response Teams

Training at Depot (C)

 a. Review of Cadet Training Program

• Depot is a Regular Member’s first experience of the RCMP and is where our culture starts
• What recruits learn at Depot, and how they learn it, will impact who they are as a police officer; we need to get it right
• A new Chief Learning Officer has been appointed to strengthen national standards, coordination and oversight for all RCMP learning, including Depot modernization
• Under the Chief Learning Officer, the RCMP will work with experts to conduct a full “level three” evaluation of the Cadet Training Program, to ensure the curriculum reflects the needs in the field
  • This will include a GBA+ lens to ensure the content is inclusive, does not unintentionally reinforce stereotypes, and reflects modern reality
  • Plans are underway to have representatives from the First Nations University of Canada review the Indigenous cultural awareness curriculum in the Cadet Training Program
  • The RCMP is also undertaking an assessment of the para-military aspects of the Depot training environment
• We are also working to ensure the physical environment at Depot is inclusive for all
  • Key facilities at Depot, including washrooms, locker rooms and dorms, are being reviewed by external experts through a GBA+ lens to ensure they are inclusive, including for transgender, non-binary and two-spirit people

b. Enforce zero-tolerance policy for harassment and discrimination

• Cadets, like all RCMP employees, are expected to comply with the RCMP harassment policy
• Cadets are made aware of expectations for performance and behaviour upon their arrival at Depot
  • The Cadet Training Agreement will be immediately terminated if a Cadet is involved in an incident of harassment or discrimination, where counselling is deemed to be insufficient or if it is ignored

c. Teach anti-harassment and discrimination course

• Aligned with the Independent Assessor’s recommendations, we have recently made changes to the Cadet Training Program to:
  • Improve content related to preventing and responding to harassment, the Code of Conduct and RCMP core values; and
  • Overhaul the sexual harassment case study to include a more realistic situation, and address the correlation between power imbalances and harassment and sexual harassment

d. If asked about the harassment resolution process at Depot

• Per recent changes to the RCMP harassment policy, harassment complaints at Depot are now addressed through the same process used by all RCMP employees
• Cadets will be able to access the process through the ICHR
• Cadets are offered mediation/conflict resolution in the first instance, but they may lodge a formal complaint if preferred, through the same process used by all RCMP employees
• We continue to examine ways to ensure effective processes and supports for cadets

Recruit Field Training (D)

a. Establish mentorship program for women

• The report highlights the need to ensure recruits have access to supports and safe spaces to help them adjust to their new roles in healthy ways
  • Those in the Field Coaching Program have access to a number of supports, including the Peer-to-Peer program and the Employee Assistance Program
  • Information will be added to the Field Coaching Program to ensure new members are aware of existing confidential counselling services
  • A national mentorship program is currently being explored
    • An environmental scan and needs assessment have been completed and options are being developed

b. Establish mandatory counselling program for all

We will explore the creation of a mandatory counselling program for all new members in the Field Coaching Program

c. Formalize Field Coaching Program

• In 2019, the Field Coaching program was moved under Depot
• A Kirkpatrick Level 3 Evaluation of the Field Coaches’ Course and Field Coaching Program will be conducted in 2021/22 to assess how well these programs are preparing members and coaches for their roles
  • The evaluation will inform the modernization of both the Field Coaches’ Course and the Field Coaching Program
• The report calls specifically for an independent, confidential harassment resolution process for field recruits
  • The ICHR has been developed to ensure a trusted, consistent process that is accessible, timely and accountable to all employees, including field recruits
  • The RCMP will increase its awareness and prevention activities through communication, training, policy and process updates

Postings (E)

a. Adequate housing and supports for women

• Cadets are encouraged, and provided with early opportunities, to share any concerns or limitations they may face in advance of posting assignments being made
• Depot works closely with the Divisional Career Development and Resourcing Offices when posting Cadets, taking into consideration the operational needs of Divisions
• To ensure Cadets understand the supports, resources and programs available to them as Regular Members, Depot provides a Family Workshop, where Cadets and their families receive a presentation by the RCMP’s Support for Operational Injury Program
• We will continue to consider the specific findings and recommendations of the report, including to address gender-specific barriers
  • This will include engaging in ongoing dialogue with our contract partners to ensure women and all employees are well supported in their communities during each posting, with access to formal and informal supports, including safe housing and child care

Ongoing Training (F)

a. Effective career plan for all members

• A career and talent management framework is being developed to help employees understand the options for career paths and development opportunities
• This framework will also support succession planning for leadership positions

b. Transparency in allocating courses

• Aligned with the recommendations in the report, we will ensure that employees have equitable access to the training they need to advance in their careers:
  • The RCMP’s Learning Management System can track, report and provide accountability in a national centralized system.  Many system enhancements are currently underway that will promote transparent decision-making with respect to learning opportunities, and learning decisions.
  • A GBA+ review will be conducted of our training processes to remove unintended barriers and ensure fairness and transparency in how training is allocated

c. Centralize allocation of training

• Ensuring that we have effective, modern and inclusive training is critical to us being able to effectively fulfil our mandate
• A Chief Learning Officer has recently been appointed to strengthen national standards, coordination and oversight for all RCMP learning
• Diversity and inclusion is a priority in all that we do, including RCMP training
• We are raising the awareness of all employees by launching new mandatory training on equity, diversity and inclusion

If asked about training on diversity and inclusion:

• The RCMP’s Cultural Learning Strategy includes a wide variety of learning products
• All RCMP employees are required to take the new mandatory “Cultural Awareness and Humility” course
• New mandatory anti-racism training is being developed with experts and will be launched in early 2021 for all employees
  • This training will look at the behaviours, attitudes and biases that need to be recognised and changed in the RCMP
  • This training has been developed through wide consultation with acknowledged academics, experts with lived experiences and leader-experts from the communities served by the RCMP
  • It will be a strong addition to other learning that focuses on building the cultural competence of all RCMP employees

Human Resources and Staffing (G)

a. Independent human resources branch and staff are trained professionals

• Recognizing current challenges, a new RCMP People Strategy will modernize our people management function to enable diversity, innovation and a culture of respect and inclusion
• Under the People Strategy, work is underway by external experts to identify priority areas in need of reform to achieve modern, efficient and effective human resources processes
• This includes an end to end review of the RCMP’s human resources approaches with a strong focus on anti-racism, equity, diversity and inclusion
• Consideration for needs and perspectives of diverse groups of people, including those with children, is also a focus, to ensure appropriate supports are available

b. Human resources training on removing systemic barriers

• It is important that RCMP employees, including those involved in the delivery of internal services, have the necessary education on diversity related issues
• The Canada School of Public Service is developing a range of products that we will use to enhance our delivery of internal services
  • We recently entered into an agreement with the Canada School of Public Service to enable all RCMP employees to access their content
• We will continue to explore how we can perfect our delivery of human resources services to a diverse workforce as we move forward with the implementation of the EDI Strategy
• In line with this, a new GBA+ tool to help employees better understand and address systemic barriers in the workplace is also currently being developed

Maternity And Parental Leave (H)

a. General lines – Workplacesupports

• It is important that our employees have the supports they need to ensure their attachment to the workplace as they move through life transitions, including becoming parents
• We will continue to engage employees on issues and solutions related to maternity/parental leave, including through the Gender and Harassment Advisory Committees, and National Council on Diversity and Inclusion
  • We will explore leveraging the member reintegration program to ensure members have the support they need as they return from leave
  • We will also provide additional guidance for managers to better support employees and foster a healthy and inclusive workplace

b. Managers should ensure meaningful work for pregnant women

• It is important that all RCMP employees feel valued and have opportunities to contribute to meaningful work at the appropriate level
• The RCMP will review its Pregnant Member policy and best practices to address the issue of meaningful work during pregnancy

c. Government should provide sufficient human resources funding;

d. System to ensure sufficient resource levels for operational duties;

e. Backfill positions, including maternity leaves; and Endorse the practice of floaters

• We are planning changes to our workforce planning practices and HR operating model to better address vacancies and support the delivery of policing services across the country
  • We will continue to engage with the Minister of Public Safety and contract partners to explore options and ensure proper resourcing to facilitate backfilling during long-term leave

f. Reduce transfer of members with young children

• We will continue to consider the specific findings and recommendations of the report, including to address gender-specific barriers
• This will include engaging in ongoing dialogue with our contract partners to ensure women and all employees are well supported in their communities during each posting, with access to formal and informal supports, including safe housing and child care

Employment Flexibility (I)

 a. Establish daycares in all detachments

• The report reinforces the need to ensure that all employees have adequate workplace supports throughout their career
• We will continue to consider the specific findings and recommendations of the report, including to address gender-specific barriers
• This will include engaging in ongoing dialogue with our contract partners to ensure woman and all employees are well supported in their communities during each posting, with access to formal and informal supports, including safe housing and child care

b. Ensure access to job-sharing/part-time opportunities

We are reviewing the current job-sharing arrangement to ensure it is inclusive and does not disadvantage any employees

Grievances and Discipline (J)

a. Independent external body, and should not use mediation for violence

• For many years we have worked towards ensuring our harassment resolution process is accessible, timely and accountable
• We made key improvements based on the recommendations of experts, including centralized complaint intake, additional training for decision-makers, and expanded access to informal conflict management tools to address issues at the earliest point
• Since April 2019, all cases of sexual harassment have been investigated by external investigators to ensure the independence of this process and to prevent re-victimization
• We have also recognized that a larger structural change is needed
• In line with the recommendation of the Independent Assessor and previous reports, over the past two years we worked with experts to develop a new Independent Centre for Harassment Resolution (ICHR)
• Efforts are underway to formally establish the ICHR, to begin operations with interim measures by June 30, 2021, and be fully staffed by early 2022
• The ICHR will be fully resourced with a Budget of $32m over 5 years and $8M per year ongoing.
• It has been designed in line with best practices, and to specifically address key issues raised in this and other reports. For example:
  • The ICHR will focus on prevention, including awareness and education campaigns, with and emphasis on effectively addressing conflict at the earliest stage
  • It will provide access to training for supervisors on addressing workplace conflict, and focus on increasing the use of the Informal Conflict Management Program, where appropriate
  • To increase trust and address concerns of retribution and perceptions of bias, the new model is internal to the RCMP but is independent, outside of the chain of command, and uses external investigators
• For harassment complaints, we will have a roster of expert investigators from outside the organization that will conduct the investigation, reach conclusions, and provide recommendations to restore the workplace
  • The organizational structure will include analytical support to promote consistency in decision-making and disciplinary action
  • An employee feedback mechanism will measure satisfaction rates at each stage of the process (e.g., service standards, client support, conflict resolution strategies, and communication with the complainant). This will identify areas that need to be adjusted or modified
• The ICHR will comply and align with the new Canada Labour Code Workplace Harassment and Violence Prevention Regulations under Bill C-65
  • As part of the new regulations, measurable service standards will be integrated into the ICHR, including an annual report to the Minister of Labour
• We are mindful that the recommendations called for a fully external body to address all harassment issues
• Our initial assessment on creating a fully external body found that it would require new legislation and Machinery of Government requirements, and that this would take time
• We have decided to launch the ICHR now, separate from the chain of command, employing an external investigation model, and built so that it can be fully externalized
• We have recruited a seasoned senior Public Servant to lead us through the implementation, including assessing the options and steps to make it fully external

b. Address reprisals against complainants

• RCMP policy prohibits acts of reprisal or retaliation. Employees who engage in retaliation against a complainant, respondent, witness, investigator, or decision-maker may be subject to disciplinary or conduct measures, up to and including dismissal
• The new ICHR will provide clear and accessible information on the policy, and will accept reports of reprisal to be resolved according to the Canada Labour Code Regulations

c. Effective sanctions for harassers

• We will have an external review of the Conduct Measures Guide to ensure the discipline administered is reflective of the misconduct. The Guide was last reviewed in 2014
  • This external review will consider the recommendations of the Independent Assessors
  • Ultimately, we will ensure that our conduct measures and their application support a fair and transparent process that meets the public’s expectation of police accountability
• The RCMP will obtain a legal opinion concerning the feasibility of “automatic dismissal” as a sanction for harassment
  • Given the broad range of behaviours that can result in a finding of harassment, a blanket automatic dismissal may not be appropriate
  • However, previous misconduct is an aggravating factor that is considered by the Board
• In recent years, we have improved our internal expertise on “trauma-informed” practices
  • Training in trauma-informed approaches is mandatory for those who engage with complainants in the investigation and resolution process to ensure that complainants are not negatively impacted

d. Retirement before conclusion of sexual harassment investigation

• The RCMP will obtain a legal opinion on its ability to prevent a member from retiring prior to the completion of an investigation of sexual harassment
• The resignation of a member accused of wrongdoing prior to a dismissal hearing is, in some cases, accepted by a victim as a satisfactory outcome as it pre-empts a protracted hearing, which can be a difficult process
• We know that many victims or witnesses are hesitant to testify in a hearing, and may prefer to avoid it

e. Monitor those found to engage in harassment

• We have several ways in which we monitor employee conduct or harassment issues
• The RCMP’s National Early Intervention System (NEIS) helps to monitor employee behaviours by alerting supervisors to “check-in” at an early stage with employees who present certain indicators, including having conduct or harassment allegations against them
  • The NEIS provides guidance and support, through a non-disciplinary process, to address issues that may be impacting work-life balance, health and well-being, or performance
• The RCMP’s Administrative Case Management Tool tracks conduct and harassment files, which can identify members who have been involved in more than one file
  • Conduct measures include the ability to order “close supervision,” to monitor those who have been found to have harassed employees
• The RCMP also monitors the results of the Public Service Employee Survey, which includes questions about experiences of harassment that may not have been reported
• This allows the organization to identify trends, including sections or regions where rates may be higher, in order to ensure additional supports are provided
• The RCMP Senior Executive Committee and Commanding Officers routinely review this information

f. Disclose sexual assault to external body

Any allegation that is criminal in nature is referred to the appropriate local authorities. This is a standard response to any misconduct that has a criminal element

Mental Health (K)

General lines – Well-Being Strategy

• Mental health and wellness remains a top priority
• A new Well-Being Strategy was recently launched, with a focus on promoting and protecting mental health and overall well-being, and fostering a safe, respectful and healthy workplace
• I have also convened a Lived Experience Mental Wellness Advisory Team to ensure mental health initiatives reflect the reality and needs of the RCMP’s diverse workforce

a. Privacy Commissioner Investigation of use of medical information

• The privacy and confidentiality of our employees is of the utmost importance
• The RCMP has done a complete Privacy Impact Assessment for the “Abiliti” system and implemented strict rules, based on input from internal Privacy colleagues, to protect the medical information it captures 
• Occupational Health staff are aware of and continue to emphasize the need to safeguard members’ health information
• These issues continue to be considered in the current review of our occupational health services 

 b. Health Services into independent human resources branch

• The RCMP is currently reviewing its delivery model for occupational health services
• We will be working with an external consultant to complete the review, including exploring an efficient and effective model that will best serve the organization
• Aligned with the recommendations of the report, this review will seek to address key concerns, including those related to privacy and conflict of interest

c. Flag retirement/discharge proceedings if mental health is identified

• The RCMP has a robust disability management program with a focus on recovery and return to work, as well as workplace accommodation
• If a medical discharge is being considered, it would only be after a determination that the member cannot return to work or be accommodated based on their limitations and restrictions
• Other types of departures from the RCMP, including regular retirement, are outside the scope of Health Services

d. Regular mental health assessments

We have begun to implement new mandatory periodic psychological health screening for all RCMP officers

e. Alcohol and Drug Awareness Campaign

• The RCMP will be undertaking a review of its Substance Use Policy
• We will use this opportunity to develop further national awareness campaigns around the use of alcohol and drugs

f. Define hazing in the Code of Conduct

• Hazing includes a broad range of behaviours that are currently captured by the existing Code of Conduct
• The RCMP will add a definition of hazing to its Annotated Code of Conduct and the Conduct Measures Guide, to ensure consistency in training across the organization
• An internal communications strategy will be developed on the issue of hazing. This will be similar to a recent communications project on sexual misconduct

g. Resources promoting safe debriefing after critical incidents

• Broader RCMP efforts, including under the Well-being Strategy, will help foster a heathy workplace culture that is a safe space, free of stigma, and will allow employees to debrief in healthy ways on the stresses their job may bring
• The RCMP also has existing policy regarding critical incident stress debriefings
  • Such briefings are mandatory in certain circumstances, which helps to de-stigmatize this issue
  • These group or individual sessions are conducted by a psychologist with employees recently subjected to a traumatic incident and are organized by a Critical Incident Stress Management Coordinator, a Peer-to-Peer coordinator or advisor, or a detachment or unit commander
• The RCMP also has a Peer-to-Peer network where employees can connect with a trained Peer who can listen and provide information on the services offered through Health Canada’s Employee Assistance Services and resources within the RCMP
  • The Peer-to-Peer network has provided much needed mental health support when employees were not able or willing to access more formal supports
• Employee Assistance Services offers free and confidential short-term counselling services for all RCMP employees and their dependents 24/7, 365 days per year. Crisis counselling is also offered during the intake call if required

Promotions (L)

a. Rigorous “blind” process for promotions

• The Public Service Commission’s Final report on its Anonymized Recruitment Pilot Project found that removing candidate’s identifiers decreased screen-in rates compared to traditional screening methods
• However, the RCMP is exploring other strategies for increasing diversity in the workforce, including through diverse boards, deployment of evaluator bias training and exploring opportunities to implement special measures under the Employment Equity Act
• Efforts under the RCMP’s Equity, Diversity and Inclusion (EDI) Strategy will work toward developing strategies to addressing systemic barriers that affect the career progression for women in all categories of employees

b. Track and encourage women to apply for promotions in operational areas

• Under the EDI Strategy, we will do a fulsome review of EDI representation gaps across the organization
  • We will consider the recommendation to examine disproportionality in supervisor and management positions across occupations
• We continue to review and improve our recruiting and staffing practices to increase the representation of diverse groups in operational and administrative functions to meet our employment equity obligations and other legal commitments
• The RCMP is also developing an enhanced national Executive Talent Management and Succession Planning Strategy. This will establish a process for identifying, developing, and integrating talent that goes beyond functional capabilities, and looks more closely at the qualities and attributes that make individuals good, ethical and value driven leaders
• We are also working to ensure equity specifically in our promotions processes
• We have already made a number of changes to the Officer Candidate Process (OCP), the process by which officers apply to the senior ranks, following the recommendations of a fairness review and a GBA+ analysis
  • We have made changes to the annual timing of applications 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
  • To further remove barriers, individuals may now directly self-identify their interest in the OCP without relying on a supervisor’s endorsement
  • The process requires candidates to go through a comprehensive assessment including a Review Committee, a structured interview and extensive reference checks
  • Candidates will also be required to participate in a Leader Character interview prior to continuing in the process
• We are also conducting a comprehensive review of the promotions aspects of the Career Management Manual to identify opportunities for improvement
  • We will engage with stakeholders on this review, including RCMP Divisions and the National Police Federation

Leadership (M)

a. Begin leader training at Depot

• Leadership development is a key driver of change and we continue to improve RCMP leadership training and processes
• I agree with the Independent Assessors that leadership development needs to start at Depot
• Launched last year, the RCMP Foundations of Leadership curriculum prepares employees for informal and formal leadership roles across their career path, from Cadet to Executive
  • It includes content on bias awareness, conflict management and effective decision-making
• We also know that a leader’s character is as important as their skills, and we are working to ensure this is reflected in our processes
• We are working with experts to embed “Leader Character” principles in recruitment, training, promotions and other processes, to emphasize self-awareness, well-being and inclusivity
• Incorporating this approach will allow us to continuously assess character alongside operational skill, throughout the RCMP career continuum
• We have successfully piloted the Leader Character approach in executive selection interviews, and are exploring additional areas where these principles can be integrated
• Unconscious bias, anti-racism and anti-discrimination expectations will also be established for senior managers and leaders, following education and awareness efforts

b. Recommit to core values upon promotion

• We are currently undertaking internal and external consultation on the renewal of RCMP's core values, to ensure they are modern, inclusive and well-defined
• An organizational values statement will be developed to provide guidance on how RCMP employees are expected to live out the core values in the workplace and in communities. These values and behaviours will be broadly communicated.

c. Accountability for reporting harassment

• All RCMP managers and supervisors are expected to report harassment.
• Mechanisms are currently in place through the conduct process to address behaviours relating to supervisors and managers neglecting their duty to act on situations of harassment or discrimination

d. Hold leader training in-person

• The suite of leadership courses (Supervisor’s, Manager’s and Executive Officer Development Programs) have been offered in-class since 2007.  All contain group discussion, role-play and syndicate work
• The content has been continuously updated over this period, most recently with the launch of the first four modules of Foundations of Leadership which emphasize cultural awareness, judgement and decision-making
• The Executive Officer Development Program includes role-playing on Conflict Management and Managing Organizational Change. Current updates will include table top exercises that focus on leadership skills needed during and post critical incidents
• Due to the current pandemic, the RCMP is following national and provincial health guidelines for training that restrict group, indoor contact. As a result, in-person leadership training has been temporarily suspended 
• The leadership suite has been transitioned to a virtual delivery format to ensure access to training while keeping employees safe 
• Virtual offerings of the Supervisor’s Development Program will start in May of this year, with the Manager’s Development Program and Executive Officer’s Development Programsto follow
• Programs are designed to ensure active participation of the candidates and interaction with facilitators and subject matter experts. The virtual delivery option will maintain the integrity of this delivery model

e. Re-evaluate commissioned officers every 3-5 years

• All officers, both Commissioned and Non-commissioned, have a mid-year and annual performance assessment
• The Officer Candidate Process (OCP), the process by which officers apply to the senior ranks, requires candidates to go through a comprehensive assessment including a Review Committee, a structured interview and extensive reference checks 
• The OCP process is being modernized to include a mandatory Leader Character assessment for each Member progressing through the process
• All members being considered for promotions, either to or within the officer ranks, undergo conduct checks, which include verifying past and current Code of Conduct, discipline or harassment investigations.  The information is closely considered in promotional decisions
• Any promotion also considers annual Performance Management information, used to assess employee accomplishments including the demonstration of leadership competencies

Specialized Teams (N)

a. Oversight of specialized teams and conduct of members

• The current conduct process has handled many conduct files arising from specialized teams including undercover teams
• A communique will be drafted and shared with all conduct advisors, all Level II Conduct Authorities in specialized teams, including undercover team members, as well as all Level III Conduct Authorities, that reminds them of their obligations as conduct authorities and describes the various mechanisms in place to handle any sensitive conduct matters appropriately (e.g. involving a confidential informant)

b. Confidential, independent harassment process for specialized teams

• It’s critical that all RCMP employees, regardless of where they work, have access to an effective harassment resolution process
  • The ICHR has been developed to ensure a trusted, consistent process that is accessible, timely and accountable to all employees, including those on specialized teams
  • The RCMP will increase its awareness and prevention activities through communication, training, policy and process updates

Medical Examination (O)

a. Compensate women abused by medical officers

• The RCMP recently agreed to certify a class action (Corriveau) related to women and men who were sexually assaulted during their medical examinations and were not covered in the Merlo-Davidson settlement
• We take this matter extremely seriously, and are currently considering our next steps

Civilian Members and Public Service Employees (P)

a. Ensure RMs understand importance of CMs and PSEs

• Each person in the RCMP has an important role to play in helping to achieve our mandate, regardless of whether they are a regular or civilian member or a public service employee
• While the front line is our most visible presence, there are so many supports behind the scenes that allow them to do their jobs effectively
• When my team and I developed Vision 150, we were careful to consider all categories of employees, and ensured our messaging was inclusive so that all employees would be able to see themselves and their value in the RCMP of the future
• Representation in leadership is also important. I’ve ensured balance between operational and civilian expertise on my senior executive team, with experienced public service executives in senior human resources, finance, technology and Chief Administrative Officer roles

b. PSEs should have clear place to report workplace issues

• The ICHR will provide accessible resources and information for all RCMP employees on what to do if they experience harassment in the workplace
• Importantly, the ICHR will increase access to timely supports for all supervisors and managers, regardless of their category, to help them build and maintain a healthy workplace and obtaining the tools and supports they need
• Additionally, Divisional Public Service Labour Relations (PSLR) advisors can assist employees with the resources and contact information for their union representative, should they wish to seek union support
• The divisional Occupational Health and Safety branch also offers an Informal Conflict Management Program to assist in early, effective resolution of workplace issues

Date modified:

2021-09-09