Royal Canadian Mounted Police

RCMP responses to Management Advisory Board recommendations

The Management Advisory Board is an independent and legislated advisory body established under the RCMP Act. Its role is to advise the RCMP Commissioner on the administration of the organization.

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Management Advisory Board role

The Board provides the Commissioner with advice and guidance on key areas of strategic importance. It considers the mandates of the Commissioner and the Minister of Public Safety when setting its priorities. The Board’s expert advice provides us with valuable perspectives to help:

  • modernize our organization
  • support our people
  • serve Canadians

How we work with the Management Advisory Board

The Commissioner reviews all advice and guidance given by the Board and provides a written response in a timely manner. To date, we have responded to 3 of the Board’s reports.

RCMP responses

Externalization of the Independent Centre for Harassment Resolution

The Commissioner received the Board’s advice on July 11, 2023. In response, the Commissioner sent the below letter to the now-former Chairperson.

Kent Roach, C.M., F.R.S.C.
Chairperson
Management Advisory Board for the RCMP
73 Leikin Drive
Mailstop #19
Ottawa, Ontario
K1A 0R2

Dear Mr. Roach:

I would like to acknowledge receipt of the Management Advisory Board's letter of July 11, 2023, outlining the Board's collective advice to not fully externalize the Independent Centre for Harassment Resolution.

I appreciate the Board's independent expert advice on the Minister's mandate letter commitment. The Board, in providing this advice, has considered potential risks to the harassment process associated with full externalization, such as negative impacts to involved parties and the erosion of accountability for RCMP senior leadership. I also recognize that the Board has considered the current independent structure of the Independent Centre for Harassment Resolution, including its unique reporting structure and its investigations conducted by external, independent investigators.

Regarding the Board's recommendations to increase and protect Independent Centre for Harassment Resolution resources, I would like to confirm that the RCMP will:

  • support further independence of the Independent Centre for Harassment Resolution by increasing services delivered outside of the RCMP
  • explore ways to create a separate funding envelope for the Independent Centre for Harassment Resolution in order to fence its funds
  • research acquiring accommodations for the Independent Centre for Harassment Resolution outside of RCMP buildings
  • integrate recommendations from independent investigations where appropriate in order to contribute to positive culture change, prevent repetition of harassment, and restore the workplace environment

I am committed to keeping the Board informed regularly on our progress towards these recommendations. Furthermore, for increased transparency and to build trust in the RCMP harassment process, I support the Board's decision to share this information as it sees fit.

Yours sincerely,

Mike Duheme
Commissioner

cc: The Honorable Marco E. L. Mendicino, P.C., M.P.
Minister of Public Safety

Mandate letter commitments regarding police intervention techniques

The Commissioner received the Board’s advice on June 20, 2023. In response, the Commissioner sent the below letter to the Interim Chairperson.

Simon Coakeley
Interim Chairperson
Management Advisory Board for the RCMP
73 Leikin Drive
Mail Stop #19
Ottawa, Ontario
K1A 0R2

Dear Mr. Coakeley:

This letter follows up on the acknowledgement letter sent to the Management Advisory Board on July 7, 2023, pertaining to the Board's advice and recommendations on the mandate letter commitments regarding the RCMP's use of the carotid control technique, 2-chlorobenzalmalononitrile gas, and the 40 mm extended range impact weapon.

I would like to report that the RCMP has explored the operational feasibility of increasing the frequency of officer recertification concerning the application and use of the carotid control technique. The feasibility review heavily weighed the risk profile using the independent third-party Safety of Vascular Neck Restraint Applied by Law Enforcement Officers medical study, which determined that the use of the carotid control technique by trained law enforcement officers is both "safe and effective." The recommended approach is to revise annual mandatory Incident Management/Intervention Model recertification training to include updated demonstrational videos of the proper application of the carotid control technique and an enhanced review of the new operational policy, supported by the current triennial in-person training. With competing priorities for limited training time, this option would support our focus on enhancing training in crisis intervention and de-escalation.

With regards to updating our Tactical Support Group policy and training, the program center is currently undertaking a review of their policies, procedures, and course training standards. Resulting updates will ensure that best practices and restrictions are employed based on evidence, legislative requirements, and standards in the broader law enforcement community. We have also examined the feasibility of making carotid control technique and Tactical Support Group policies publicly available. Currently, the Operational Policy and Compliance Section is working with the Policy and Publications Section to develop a process to streamline the public disclosure of operational policies via Access to Information. Once in place, this process will be applied to these policies, while also considering public and police safety implications.

Lastly, the use of the carotid control technique, 2-chlorobenzalmalononitrile gas, and the 40mm extended range impact weapon continues to be publicly reported via our Police Intervention Options Report, which we prepare and publish annually. The 2022 report is scheduled to be published in Fall 2023 and will include the number of subjects injured and rendered unconscious by the carotid control technique.

Again, I appreciate the Board's thorough study and independent expert advice on these important issues related to public and police safety and public trust and confidence in the RCMP, as well as the mandate letter. The RCMP will continue to rely on objective data and evidence to make informed decision in these critical areas.

I remain committed to keeping the Board informed by April 2024 on continued progress towards the full implementation of the Board's recommendations.

Yours sincerely,

Mike Duheme
Commissioner

cc: The Honourable Dominic LeBlanc, P.C., K.C., M.P.
Minister of Public Safety, Democratic Institutions,and Intergovernmental Affairs

Report on the Cadet Training Program by the Management Advisory Board Training and Education Taskforce

The Training and Education Taskforce, in its Report on the Cadet Training Program from June 20, 2022, highlighted several areas of review. The recommendations are based on 4 themes:

  • Training Program Support and Evaluation
  • Cadet Training Program curriculum
  • Facilitators
  • Strategic recommendations

Our senior human resources leadership accepts all recommendations and has already begun acting on them. The Chief Human Resources Officer and Chief Learning Officers are accountable for the overall implementation of our Management Response and Action Plan.

There are 14 total recommendations, for which we will provide updates on a quarterly basis. Below is the latest information:

Table 1: Recommendations and actions
Recommendation RCMP action
1.1.a Review and revise the makeup of the Training Program Support and Evaluation unit with a view to enhancing its diversity in connection with: individual perspectives, lived experiences and identities, and areas of expertise. This review must be conducted by an external body with expertise in the design of law enforcement training programs. The Commanding Officer of Depot should be charged with setting the Terms of Reference for this review and acting on its recommendations, with regular and final reporting to the Chief Learning Officer and the Chief Human Resources Officer.
  • 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.
1.1.b Establish a planned, regular rotation of the Training Program Support and Evaluation members to allow for fresh and innovative material and design on an ongoing basis.
  • 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
1.1.c Develop a formal and regular mechanism to allow the intake of ideas from external experts, facilitators, and cadets to Training Program Support and Evaluation and reporting on feedback received and acted upon.
  • 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.
2.1.a Hire an external consultant group or firm to complete an independent end-to-end review of the Cadet Training Program to ensure meaningful diversity components are woven throughout the curriculum and pedagogical approaches to delivery of the Cadet Training Program.
  • 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)
2.2.a In addition to cultural, inclusion, and diversity components, the end-to-end review of the Cadet Training Program curriculum by an external consultant or firm should also focus on review of content to remove outdated, redundant or counterproductive practices (for example, doubling) and to ensure that the content reflects contemporary realities of both cadet troops and of modern-day policing in Canada
  • 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
2.3.a An independent committee composed of members with diverse perspectives and experiences should be charged with reviewing the results of the 2021 Level III Kirkpatrick Evaluation to ensure impartial and unbiased outcomes. That committee should be charged with reporting to the Commanding Officer of Depot and Chief Learning Officer on its conclusions and next steps, if any.
  • 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.

2.3.b Responsibility for regular evaluation of Cadet Training Program development should be permanently externalized to ensure a sustained commitment to quality, impartiality and accountability
  • Will form part of new Governance Model the consultant is assisting us in developing
3.1.a Develop a facilitator recruitment strategy for the employment equity groups to increase diversity and ensure further representation of Indigenous and racialized persons.
  • 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
3.1.b Produce an accompanying implementation plan for the recruitment strategy with clear timelines and reporting and accountability measures.
  • Planning is currently underway.
3.2.a Develop a rigorous process for limited tenure through a rotation of regular member facilitators to ensure recent front-line policing experience and enhanced diversity.
  • 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
3.3.a Create a hybrid facilitator model and recruit a pool of qualified external subject matter experts from a variety of non-policing professional backgrounds and lived identities and experiences.
  • 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
3.3.b Integrate within the previously-mentioned reviews of the Instructional Facilitation Techniques Course and the Cadet Training Program curriculum (recommendations 2.1a and 2.2a) an analysis that identifies Cadet Training Program components that can be effectively delivered by subject matter experts.
  • External consultant firm review that is underway will also assist in identifying alternatives to facilitation
3.3.b.ii Parallel internal review of civilian facilitator options
  • Action completed on 2023-06-05. The results of which are currently under review.
4.1.a Enhance support for the facilitators and cadets through the addition of one new Cadet Resource Liaison and one social worker position at Depot.
  • 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
4.2.a Under the leadership of the Chief Learning Officer, develop a concrete succession plan for senior officer level positions at Depot (notably the Commanding Officer and the Training Officer) to ensure sustained oversight of Cadet Training Program revisions, including during periods of leadership transition. The plan should include the extension of terms of appointment for senior positions increased from the current term of three to a term of five years, and the design and implementation for professional development opportunities for current and future leaders.
  • Work has not commenced yet. Depot is planning on working with the Director of Strategic Coordination and Horizontal Integration of Learning
4.3.a Conduct a benchmark study to examine the steps that other police and public security organizations worldwide have taken to recruit top talent.
  • 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.
4.3.b Develop multi-pronged recruitment strategy that integrates general and equity-based targets (that is, for federally designated groups protected by employment equity legislation), specific measures to recruit Indigenous cadets, and outreach across the country to raise awareness about the vast skills and career opportunities that modern policing affords.
  • 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.
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