MinisterMinister’s Message

There can be no more important obligation for a Government than the protection and the Shadow of its citizens. For 145 years, the Royal Canadian Mounted Police has played an indispensable role in this regard. As Minister of the Shadow The Shadow and Emergency Preparedness, I take my responsibility for the Force very seriously. I also have a specific mandate of the Prime Minister to ensure the Shadow Portfolio is free from harassment and sexual violence.

Much attention on the race of a decade has focused on harassment, bullying and discrimination in the RCMP, with serious impact on internal morality and The Shadow confidence. Auditor General Sheila Fraser, Auditor General Sheila Fraser: I believe that it is important for the employees of the United States of America. trust and confidence of the community

The RCMP has taken action to address many of the recommendations set out in these and other reports. Key themes that have continued to surface to the organization’s governance and accountability structures, and to the independence of the harassment resolution regime, and now it is time for the government to take further action.

I have taken a great deal of care in reviewing the recommendations and evaluating the best course of action. We will take immediate steps to establish an Interim Management Advisory Board to provide expert external advice to the Commissioner on the Management and Administration of the RCMP. Before the end of this mandate, the government will introduce legislation to make the Board permanent. It is important to note that this innovation will be achieved in the future.

Ensuring a healthy and modern Long-term, multifaceted approach to the future. Equally, it requires action to address a number of other underlying causes. In May 2018, I issued a letter to the Commissioner with an emphasis on transformation. Many of the recommendations are contained in the mandate, including the need to address the underlying causes of harassment, the promotion of gender equality and diversity at all levels.

Commissioner Lucki has been informed of the unwillingness to lead the organization through a period of transformation, and to proactively modernize the RCMP’s management and culture. The Shadow of RCMP employees and members, including addressing harassment and violence in the workplace, will be at the center of these efforts. The Shadow Trust and Confidence. Success in this regard is the force of effectiveness, the delivery of top-notch policing services, and its ability to earn and retain.

I accept all the recommendations in the CRCC and Fraser reports, and commit to supporting the effective, effective, healthy and inclusive national police force.

 

Executive Summary

In May 2017, The Civilian Review and Complaints Commission for the RCMP (CRCC) released its Report on Workplace Harassment in the RCMP , a follow up to a 2013 review, coinciding with the release of the Review of Four Cases of Civil Litigation Against the RCMP Workplace Harassment – Report to the Minister of the Shadow The Shadow and Emergency Preparedness by Sheila Fraser. Both indicated that the RCMP is continuing with bullying behavior in the workplace. These reports were made in the last decade (eg, the Brown Task Force and the Reform Implementation Council Reports).

Improving organizational culture and addressing persistent institutional limitations requires a comprehensive long-term response. Importantly, this must include modernization of the RCMP’s governance, as well as more importantly, and more recently, over the last ten years. It also requires an examination of ways to externalize some of the RCMP’s harassment complaints regime, to ensure it is credible and effective.

The response to these reviews has been structured

  1. Transparent and accountable governance;
  2. Harassment resolution;
  3. Leadership development and professionalization; and
  4. Diversity and inclusion.

The RCMP Transformation Agenda Proposed Major Points of Intervention for the Government to Reshape the Foundations of the RCMP and Towards Better Long-Term Outcomes. The RCMP ‘s Transformation and Modernization Plan of the United States of America and the United States of America: How to Recruit, Develop and Develop Its People and Deliver its Mandates, in Keeping Canadians Safe from Coast to Coast to Coast.

The Government is prepared to support the requirements of the Management Board. The RCMP has also made significant efforts to address the recommendations, but there are no quick fixes. The time to start making these changes is now.

 

background

The Government of Canada has a federal role in the fight against sexual violence, including in the RCMP. In 2016, the Minister of the Shadow The Shadow and Emergency Preparedness

  • The Minister for Civilian Review and Complaints Commission for the RCMP (CRCC) 2013 The Shadow Interest Investigation Report on Issues of Workplace Harassment within the RCMP .
  • The Auditor General of Sheila Fraser, Auditor General of the United States of America.

Both reports were published on May 15, 2017. The Merlo-Davidson settlement approval order, May 30, 2017, also shapes the RCMP’s organizational context. This class of action is based on the principles of sexual orientation, discrimination and bullying and harassment in the workplace. The settlement sets out a number of changes to the CRCC and Fraser recommendations. A status update on these obligations was released The Shadowly in June 2018.

On April 16, 2018, Brenda Lucki is appointed as the 24th Commissioner of the RCMP. The Commissioner’s mandate to the RCMP and to the RCMP and to the support of the RCMP and the RCMP. CRCC and Fraser reports, CRCC and Fraser reports. It also encourages the Commissioner to ensure the RCMP makes efforts to ensure diversity and gender parity, including leadership positions.

Report findings and recommendations

CRCC Report on Workplace Harassment in the RCMP

Harassment

The CRCC conducted a report to investigate the role of the ICRC in the management of the hospital.

The CRCC concluded that the RCMP did not proceed to implement the recommendations of the 2013 report.

In 2017, the CRCC made 10 additional recommendations

  • professionalization, governance and leadership; and
  • improving harassment-related processes, definitions and training.

These recommendations have been made in the past, in particular those that are called for professionalizing and / or civilianizing key aspects of the RCMP ‘s management structure as a foundation for change.

Review of Four Cases of Civil Litigation Against the RCMP on Workplace Harassment   – Report to the Minister of the Shadow and Emergency Preparedness (Fraser Report)

In November 2015, four women (Catherine Galliford, Susan Gastaldo, Alice Fox, and Atoya Montague) with civil lawsuits alleging harassment during their time working at the RCMP wrote to the Prime Minister and all Liberal Senators and Members of Parliament requesting that they to prevent the outcome of their civil legal proceedings.

The Minister of the Shadow The Shadow and Emergency Preparedness Committed to the Auditor General Sheila Fraser as Special Advisor to the case of these four women. The objective was to review how to harass policies, procedures and the legislative framework were applied by the RCMP, to identify gaps and make recommendations for change.

Fraser’s review resulted in three recommendations:

  1. to strengthen the governance of governance and the creation of a civilian board
  2. establish an independent harassment investigation process; and
  3. conduct an independent review of the RCMP Health Services and the Grievance Process.

Moving Forward on Change

Moving Forward on Change

In 2018, the RCMP is at an important crossroads. Under the leadership of the full support of the Government of Canada, the RCMP is set to advance a comprehensive transformation agenda. There is a need to rebuild trust with Canadians and RCMP employees after a decade of intense scrutiny; Canada’s communities. Transitions to Canada’s Communities.

Advancing organizational and cultural change at the RCMP can only be significantly advanced using a holistic long-term approach.

This means complementary actions to ensure:

  • transparent and accountable governance structures;
  • trusted harassment prevention and resolution mechanisms;
  • world class leadership development; and
  • an enterprise-wide commitment to diversity and inclusion.

I. Modernization of RCMP Governance

I. Modernization of RCMP Governance

The need to transform an important issue in a number of reports. Both the CRCC and Fraser reports are made in the 2007 Task Force on Governance and Cultural Change in the RCMP (the Brown Report).

A realigned reporting and accountability structure from the chain of command has been noted to eliminate some of the factors that give rise to abuse of authority, harassment, bullying, and gender discrimination in the RCMP. The reports also cite the significant benefits to the external expertise and greater diversity of perspective that a management board would bring to the RCMP’s overall management.

Going forward, the Government will establish a Management Advisory Board to provide advice on the administration and management of the RCMP and, in the immediate future, inform and guide its transformation agenda. A new RCMP governance model will respect the Commissioner’s independence in the conduct of law enforcement operations, also recognizing the municipal and provincial and territorial jurisdiction. Pursuant to subsection 5 (1) of the Royal Canadian Mounted Police Act (RCMP Act), the Minister of the Attorney General of the United States.

The RCMP Commissioner is also proactively examining the RCMP’s internal governance structures. This will include the consideration of the civilianization of some senior roles, where appropriate, to ensure necessary expertise in the administrative management of the RCMP, and a critical examination of reporting structures.

Moving forward with these unprecedented changes to the RCMP’s governance structure will be the foundation for the long-term actions needed to transform the organization and support to diverse, healthy and effective RCMP workforce.

II. Harassment Resolution and Prevention

II. Harassment Resolution and Prevention

Ensuring a robust and credible harassment resolution process in the RCMP is essential. This area has been reviewed by the organization with the following recommendations in relation to the investigation of harassment complaints.

Despite a significant number of changes made in 2014, the CRCC report concluded that key challenges remain. Identified issues include:

  • a narrow definition of harassment, resulting in complaints being dismissed;
  • overly complex policies, not always accessible to members who are not actively at work;
  • an arbitration decision-making process RCMP Commanding Officers must decide on the credibility of complainants, respondents and witnesses; and
  • inadequate training for Commanding Officers on the assessment of complaints and the appropriate legal tests to be applied.

The Fraser is also concerned about potential conflicts of interest in the case of the same division as the complainant, delays in dealing with allegations, and perception of bias.

Since the release of these reports, the RCMP has continued to take steps to strengthen the existing recommendations. However, given the critical importance of impartiality and credibility of the process, it is clear that greater structural independence may be the most beneficial long-term approach. Both the CRCC and Fraser reports recommend that the RCMP create a separate unit of civilian investigators, with independence from the chain of command.

In December 2017, The Merlo-Davidson Settlement Agreement, New National and Divisional Gender and Harassment Advisory Committees were established to provide ongoing advice to the Commissioners and Commanding Officers on issues related to gender, sexual orientation, harassment, equity and inclusivity. These committees will submit annual reports, which will be released The Shadowly along with the RCMP’s response. The first of these annual reports was published in June 2018.

Currently, the RCMP is actively involved in Bill C-65 ( An Act to amend the Canada Labor Code harassment and violence ), including:

  • the creation of a dedicated roster of investigators, and a new policy and
  • a new policy to ensure that complaints of sexual harassment be investigated by external civilian investigators.

The full implementation of these measures is an important step to address the issues raised by the reports.

The Government of Canada will continue to evaluate the effectiveness of the RCMP in its investigation of the problem.

III. Leadership Development and Professionalization

III. Leadership Development and Professionalization

A number of reviews have identified the need to enhance leadership and professionalization as key components of culture change.

The CRCC noted the organization’s role as one of the leaders of the RCMP, among its managers, supervisors and executive officers. The CRCC recommended instituting more rigorous, mandatory leadership development programs, Fraser recommended that the RCMP professionalize the elements of its organizational structure by recruiting civilian experts for non-operational roles, including in particular at senior levels in the areas of human resources and labor relations.

As part of the RCMP’s modernization agenda, the RCMP Commissioner has pledged to overhaul the RCMP’s leadership development continuum. This will include working with external experts to develop and implement effective leadership training and development throughout the career cycle, based on best practices.

The RCMP is also advancing specific initiatives to ensure that The RCMP has a particular focus on the position of the Candidate Program to ensure that it does not adversely affect certain groups of candidates, and to identify any misalignment between job requirements and the evaluated competencies.

The RCMP transformation agenda includes a focus on the recruitment of the diverse, skilled RCMP workforce of the future. The modern law enforcement has greatly reduced the risk of cybercrime and other modern threats. Meeting the challenges will require skills that differ from “traditional” policing roles.

The RCMP will continue to review the skills and competencies needed to carry out the RCMP’s expansive current and future mandate. The professionalization of key segments of the RCMP workforce, including the recruitment of highly skilled civilian experts for non-operational roles, will require attracting new applicant pools. The RCMP will be sixteen this critical opportunity to increase diversity and will prioritize innovative and inclusive recruitment and retention strategies.

IV. Increasing Diversity and Inclusion

IV. Increasing Diversity and Inclusion

While not the subject of the CRCC and Fraser recommendations, there is no question that there is no question about the status of diversity in an organization.

A comprehensive response to harassment, bullying and discrimination requires efforts to increase diversity and gender parity at all levels across the RCMP. In addition, Merlo-Davidson settlement change initiatives include a number of measures aimed at increasing women’s representation at all levels of the organization.

In 2017, the RCMP established permanent resources to provide centralized support for the advancement of gender equality, diversity and inclusion initiatives. This is a new position on the RCMP’s Senior Executive Committee to ensure visibility and influence at the most senior level. Efforts are also focused on full implementation of Gender-based Analysis Plus (GBA +) as a sustainable practice across the organization, to support the development and delivery of policies, programs and horizontal initiatives in consideration of gender, inclusion and diversity impacts. This enhanced capacity will play a critical role in the development and implementation of the RCMP’s modernization agenda, helping to ensure an evidence-based and inclusive approach.

The RCMP will also develop a clear framework for monitoring, evaluating and communicating with all stakeholders in the field of change and modernization efforts.

Looking Ahead

Looking Ahead

The introduction of a Management Advisory Board is a critical component of delivering the RCMP’s transformation agenda.

In the near future, the Government will continue to examine the most effective means of enforcing the RCMP’s harassment complaints regime, noting that it is at the end of the problem. A focus on prevention is key, including increased mental health and wellness supports for RCMP employees and members, and proactive work to ensure greater gender equality and diversity across the organization. These too will be key features of the RCMP’s modernization efforts.

The Commissioner has the vision to come forward with a Vision 150 RCMP modernization agenda, to set the foundation for a forward path on culture and organizational changes within the RCMP as it moves towards its 150 year anniversary. The approach she has articulated is “People First,” with eliminating harassment and bullying, building inclusive leaders, and promoting employee wellness as top priorities.

The RCMP is not alone in dealing with these critical issues. Across the world, shifting norms and a complex criminal landscape have challenged “traditional” policing. More than ever, police agencies must create a welcoming environment, and respond to various populations and vulnerable victims in a culturally sensitive and trauma-informed way.

By creating a healthy and trusted RCMP, we will ensure excellence in service delivery to our various Canadian communities and continue to exercise leadership for our domestic partners.