RCMP responses to Management Advisory Board recommendations

Commissioner

Co-lead: Deputy Commissioner, Federal Policing

Over the last 2 years, we have made progress in communicating the Federal Policing program sustainability issue to the Minister. A proposal has been submitted for the Minister’s consideration for investment into the program. The findings and recommendations of this Report, amongst others, were used as additional support to prompt change. Effort will continue to provide the Minister with regular updates.

In alignment with recommendation 1.b, regular and focussed discussions with the Minister to discuss matters related to Federal Policing are of utmost priority. The Commissioner will explore existing mechanisms to leverage with a view to ensure Federal Policing sustainability, associated risks of under-resourcing, financial impacts and operational results are regular agenda items.

• Identify current mechanisms to leverage
• Identify additional stakeholders
• Identify the preferred method and frequency (biannual per 1.b)

Commissioner

Co-lead: Deputy Commissioner, Federal Policing

Federal Policing Transformation has been widely discussed in strategic plans and annual reports and all business lines are supportive. Amongst other initiatives, Federal Policing is:

• actively participating in the development of the RCMP Strategic Plan, which will highlight the work being done to transform and modernize the Federal Policing program
• highlighting Federal Policing Transformation activities in the Departmental Plan, the Federal Policing Strategic Plan, and the Departmental Results Report
• working with Internal Audit and Evaluation to develop a logic model and performance indicators that will clearly articulate the success of transformation. While these will focus on the work of the Federal Policing Transformation Office, the larger Performance Indicator Profiles for Federal Policing will outline the trends to success.

These external documents will also help to highlight the communications work undertaken in recommendation 3.b

The Regional reporting model will be implemented on April 1, 2024 with the re-alignment of 10 positions under the newly created Federal Policing Regional Commanders.

Work with PwC is now complete and work is underway to put an implementation plan in place as a follow-on to their assessment of a capabilities-based model and governance framework.

Given the inter-dependencies within the organization, fiscal year 2024/2025 will require a concerted effort to properly align operational support and internal services to ensure that all business lines are properly supported. This includes:

• finalize the creation of 2 Chief Superintendent positions to support Northwest and Eastern Regions
• create 3 Federal officer-level positions to support operations in the North
• create standardized support structures for the new Regional Commanders
• review and adjust Federal Officer subordinate structures; including standardized work descriptions
• review and adjust to ensure all Federal Policing positions report in through the Regional Commanders
• ongoing quality assurance for system-related data, including Human Resource Management Information System, Operational Structure Management, Delegation of Financial Signing Authority, financial hierarchy

Ongoing initiatives on the operational spectrum include (but are not limited to):

• review of the RCMP intelligence function and review of operational framework
• delineating the threshold for the federal mandate in effort to provide enhanced clarity on roles and responsibilities
• determining proper way forward for integrated teams
• border Capabilities Project (technology-related)
• move toward operational campaign plans to ensure maximum operational impact

Over the course of the last 2 years, Federal Policing has endeavoured to ensure timely and relevant communications to keep all stakeholders apprised of developments. As with any large change initiative, Federal Policing is working through the balance of maintaining open dialogue while ensuring that stakeholders are advised in sequence.

With the regional reporting model being implemented as of April 1, 2024, regular communications will resume to advise on innovation taking place. Given the inter-dependencies within the organization, fiscal year 2024/2025 will require a concerted effort to properly align operational support and internal services to ensure that all business lines are properly supported. In fiscal year 2024/2025, Federal Policing intends to:

• focus and bolster all communications at the national Federal Policing program level
• establish a regular briefing cycle between all levels of law enforcement
• ensure consistent branding in the media for Federal Policing to foster a national program identity
• explore Federal Policing branding in social media to highlight the work across the country
• implement and move forward with the initiatives outlined in the internal communications strategy

Federal Policing Transformation Office will endeavour to resume its regular updates, as decisions and progress are made. In fiscal year 2024/2025, Federal Policing Transformation Office intends to regularly schedule a Senior Executive Engagement Table to ensure all business lines are collaborating on initiatives and that accountability for communication is shared by all participants – empowering them to be agents of change throughout the organization.

The current policy on transfers provides discretion concerning releasability to the divisional Delegated Manager for Human Resources, indicating that a member is suitably posted for 3 years. Divisions have introduced division-centric policies citing that the supply of cadets impacts their ability to replenish vacancies resulting from promotions, retirements and other attrition. As a result, work is ongoing to develop a national releasability policy, that will allow for members to be released from divisions when they meet pre-defined criteria.

This approach will address the notion that experienced members are not being released to Federal Policing, until divisions are able to backfill the vacancies. Federal Policing were clear that, due to their mandate, they required trained Regular Members. Their resource crisis was further exacerbated as a direct result of not receiving cadets. Recruiting numbers need to increase in order to maintain an adequate supply of members to backfill vacancies.

As the Commissioner possesses oversight on aspects up to Assistant Commissioner positions, Treasury Board of Canada Secretariat policies are unlikely impacting the staffing and recruiting at the RCMP.

Commissioner

Co-lead: Deputy Commissioner, Federal Policing

Commissioner

Co-lead: Deputy Commissioner, Federal Policing

Federal Policing is actively working on other initiatives to support direct entry, including:

• updating the Field Coaching Program for Federal Policing’s specific mandate
• proactively using social media to increase understanding of Federal Policing’s mandate and its unique staffing needs (all category of employees)
• identifying operational requirements for, and leveraging, Civilian Criminal Investigators
• developing a Federal Policing strategy for recruiting cyber expertise
• developing a national Federal Policing approach to the Experienced Police Officer Program

• An external consulting firm has completed their work in evaluating Training Program Support and Evaluation unit’s make up, structure, priorities and operating procedures
  • Work completed on 2023-08-13

In acting on this recommendation, we also proactively created a sub-action: A parallel Internal Review of Training Program Support and Evaluation unit’s structure, procedures, priority planning, and inclusion of outside ideas to be conducted and provided to review board as assistance. So far, we’ve made progress in a few areas:

• Increased network and connections with other police and educational agencies.
• Requirement to engage external partners and persons with lived experience has been added to the master curriculum design and every project plan.
• Transitioned into a flexible structure that regularly moves the designers and subject matter experts to different projects and teams so the breadth of knowledge and experience in the unit is shared amongst the entire team.
• Transitioned to (and trained all employees in) a new “Agile Project Management” process to allow curriculum development to be more flexible and responsive.

• Assessing opportunities (within the Public Service Human Resources guidelines) for contracts, deployments, stretch assignments, and sharing workload with Learning and Development to diversify Training Program Support and Evaluation and import/export new ideas

• The Chief Learning Officer’s office engaged an independent consultant to assist in creating formal and regular mechanisms to allow the intake and feedback of ideas and regular external evaluation of the Cadet Training Program. Work completed 2023-07-28
• Internal Measures to increase feedback mechanisms have also been successful:
  • Incorporating the requirement to identify and engage external partners into the master curriculum design and development project plan template utilized in all curriculum design.
  • Increase in cadet feedback surveys from once to three times along with new electronic platform that will allow us to identify and address trends.
  • New process to engage in additional feedback with the facilitators.

• An external consultant firm has commenced the end-to-end curriculum review to enhance cultural issues and diversity considerations within the Cadet Training Program. Work completed 2023-08-13
• Internal Measures to action equity, diversity and inclusion components are also underway with additions to enhance Intercultural Learning, Character Leadership, Self awareness and reflection, Renewed Core Values, Unconscious Bias and an Increased Understanding and Competence with our Clients and Partners with regard to intersectionality

In acting on this recommendation, we proactively created two sub-actions and have progressed on both:

• Hire full time Equity, Diversity and Inclusion Advisor and full time Indigenous Advisor to assist in further development of Cadet Training Program and in culture shift toward more inclusive environment (physical environment, practices, decisions etc.)
  • Depot Executive Management and Depot Research and Strategic Partnerships are currently creating these positions
• Creation of a Community Consultative Circle (whom have lived experience and/or other expertise) to assist in the review and delivery of the curriculum and support culture shift
  • expanded to include external and internal collaboration and governance structures. Consultant has been hired and is currently meeting with Canadian Police Colleges and Police Organizations to develop best practices in developing an inclusive and collaborative external advisory body (similar to the Management Advisory Board)

• External consulting firm commenced this work in Phase 2 of their end-to-end review of the Cadet Training Program and have provided their recommendations. Review of these recommendations is currently underway.
• Internal measures have been taken to remove and update outdated curriculum and practices

• The University of Regina completed its analysis in May 2022

As part of this action, we proactively created a sub-action: The University of Regina’s external report was provided to external consultant group as set out in recommendation 2.1.a, as it will form part of the terms of reference for the external consultative group.

• Will form part of new Governance Model the consultant is assisting us in developing

• Depot has been actively engaging with Diversity Support groups to advise us how to effectively reach and engage equity seeking employees to come to Depot
• All job advertisement and promotional opportunities are forwarded to equity seeking members in the RCMP to ensure they are aware of the opportunities
• Human Resources has been attending workshops with Diversity Support groups
• We are utilizing the Special Measures Program to bring facilitators from equity groups into Depot
• Planning is underway by Depot Human Resources in partnership with Learning Technologies and Creative Services to produce a Depot Division recruitment video targeting individuals from equity seeking groups to transfer to Depot and become facilitators
• Since Sept 2023, Depot has welcomed 5 Regular Members facilitators who have self identified as being in equity seeking groups (gender, sexual orientation and ethnicity).
• Full Recruitment Strategy should be completed by the end of March 2024

• Planning is currently underway.

• Process is completed with success. Several facilitators have been transferred out of Depot since Sept 2022 with new members being rotated in who are aware of the limited tenure requirements

• We have increased the civilian facilitators who are instructing and currently have these facilitators instructing on mental health, victim services, child abuse, domestic violence, and clients with disabilities, elder abuse, and Indigenous perspectives
• Internal review is underway to identify additional opportunities for civilian facilitators

• External consultant firm review that is underway will also assist in identifying alternatives to facilitation

• Action completed on 2023-06-05. The results of which are currently under review.

• A Wellness Ambassador has been brought in full time to support the Cadet Resource Liaison with cadet and employee wellness
• A social worker position has been created and we are in the hiring process to fill this position

As part of our work on this recommendation, we proactively created 2 sub-actions, which we’re progressing on:

• Create and implement a comprehensive Wellness Action Plan (for cadets and Depot staff) based on the concepts of community and the 13 factors of psychological health and safety in the workplace.
  • The Wellness Ambassador and Cadet Resource Liaison are developing a Depot Wellness Plan
• Undertake research to determine how can we improve our multilateral internal communication and build a greater sense of trust.
  • Engaged Inquiry research to improve communication is completed. Collaboratively devised actions have been identified and are in progress

• Work has not commenced yet. Depot is planning on working with the Director of Strategic Coordination and Horizontal Integration of Learning

• The RCMP conducted audience profiling benchmarking studies within the Market Research Study, Spring 2023, that included municipal police, Canadian Armed Forces, Canada Border Services Agency and firefighting services.

• By the end of March 2024, the RCMP will be in its final stages of producing an overarching, multi-pronged recruitment strategy. One of the prongs from the overarching strategy is a dedicated plan focused on First Nations, Inuit and Métis recruitment which launched in June 2023 and will continue to be implemented over the next three years.