RCMP Change Initiatives: Status update

The RCMP shall issue a directive substantively as set out in Schedule G, that there is to be no retaliation for making a Claim under this settlement.

On August 11, 2017, a notice of no retaliation was issued by Acting Commissioner Daniel Dubeau. The notice clearly stated that there was to be no retaliation against any individual for making a claim under the settlement and that any act of retaliation would be treated seriously and sanctions could be imposed commensurate with the circumstances and seriousness of any retaliatory action.

The RCMP will establish a scholarship fund, details of which will be at its discretion, with the objective of recognizing outstanding work in the area of anti-Harassment and the promotion of anti-Harassment principles.

The Troop 17 Scholarship has been established and will award up to five scholarships in the amount of $1000 annually to college or university students across Canada. For the third consecutive year, scholarships were awarded.

Treasury Board Directives and the RCMP Commissioner's Standing Orders include provisions that prohibit harassment, require supervisors and managers to enforce those directives and orders, and provide for sanctions and other consequences for breaches of the expected standard of behavior, failure to enforce, or for any retaliatory conduct against any person working within the RCMP who has reported harassment.

These considerations were included in the RCMP policy regarding the Investigation and Resolution of Harassment Complaints and the Commissioner's Standing Orders (Investigation and Resolution of Harassment Complaints) that came into force on November 28, 2014.

The RCMP Code of Conduct that came into effect on November 28, 2014 contains specific requirements and expectations regarding the behaviour of members.

The Public Service Disclosure Protection Act provides for procedures and protections for public service employees and persons employed in the public service (including RCMP members) who bring forward concerns regarding wrongdoing in the workplace.

The RCMP will establish support resources to assist supervisors in resolving harassment problems within their units.

In 2021, a new Independent Centre for Harassment Resolution (ICHR) will begin operation, as a civilian-staffed harassment prevention and resolution regime designed with experts to ensure employees have access to a trusted, consistent process that is accessible, timely and accountable. The ICHR will include expanded access to the Informal Conflict Management Program, which provides access to conflict management practitioners (for example, mediators, facilitators) to help managers and employees to address conflict at the earliest point.

This builds on improvements to date, such as: centralizing complaint intake, providing additional legal training to decision-makers, fully externalizing the investigation of all sexual harassment complaints, and establishing mandatory Respectful Workplace training for all RCMP employees.

In 2014, the RCMP initiated a National Early Intervention System (NEIS), to help supervisors to proactively identify members experiencing issues which may be impacting their work-life balance, health and well-being and/or performance. The goal is to ensure that all members have timely access to the supports they need, including counselling, training, coaching, mentoring, or services like the Employee Assistance Program and Informal Conflict Management. NEIS uses data and case management software to scan for key indicators in RCMP data bases, which produces a notification if a member exceeds a certain threshold of activity.

The RCMP will continue to review its harassment policy in line with Treasury Board Policy and Directives, and applicable legislation and jurisprudence.

In line with a number of external recommendations and stakeholder consultations, the RCMP implemented a significantly amended the Investigation and Resolution of Harassment Complaints policy in November 2014, to facilitate more timely investigation and resolution of harassment complaints. This policy is being revised to meet requirements under the new Canada Labour Code regulations, which come into effect in January 2021.

The sub-committee of the National Health and Safety Policy Committee, which includes bargaining agents, is feeding into: the development of the harassment policy; training materials and joint list of investigators; and a workplace assessment to address risk factors to ensuring a safe and respectful workplace.

The RCMP keeps apprised of Treasury Board Policy and Directives and applicable legislation and jurisprudence, as well as best practices in regards to harassment prevention, investigation, resolution and training through the Workplace Responsibility Branch.

The RCMP has set a goal to make the proportion of women in Regular Member positions equal to at least 30% by 2025. In addition, the RCMP will set a goal to make the proportion of women in officer and executive positions at all levels equal to at least 30% by 2025. If these goals are met, the RCMP will continue to set reasonably attainable goals to reach gender parity (including parity of meaningful workplace opportunities). If goals are not met, the RCMP will continue to strive to meet these goals, and will receive advice from the Gender and Harassment Advisory Committees, to be established in accordance with this Agreement as set out below, on recommended changes, including further appropriate goals and parity of meaningful workplace opportunities.

The RCMP continues to track the number of women applicants and is committed to increasing the number of women through a variety of intiatives focused on identifying and removing systemic barriers, and through proactive recruitment. This includes using Gender-based Analysis Plus (GBA+) to identify the impacts of policies and programs on diverse groups of people.

The RCMP is advancing a recruitment modernization plan to ensure processes are inclusive and barrier-free. The RCMP is working with outside experts on an in-depth review of the attributes and characteristics required for effective modern policing; and the identification of modern screening tools that promote diversity and inclusion, including additional measures to detect discriminatory attitudes and beliefs.

Women's representation in all categories of employees has been stable for the past six years. Currently, approximately one fifth of the RCMP's police officers are women. Gender parity has been achieved on the RCMP Senior Executive Committee, and among divisional Commanding Officers. As of October 2020, 25% of the officer cadre were women. Also as of Fall 2020, women represented over 59% of the executive cadre.

Identified GBA+ considerations resulted in a procedural change to the Officer Candidate Program in October 2017. This contributed to in an increase in women applicants from 17% to 29% in one year. To further reduce unconscious biais, all OCP interview boards must have women representation.

Additionally, to enhance diversity in specialized teams, the RCMP undertook a GBA+ analysis of the Emergency Response Team (ERT) selection process. Findings were incorporated into the ERT modernization plan, and include targeted recruitment and support for women applicants.

The RCMP will recruit and train expert civilian employees to support its federal criminal investigative mandate, with targeted efforts to increase diversity and equitable representation.

Additionally, the RCMP Equity, Diversity and Inclusion (EDI) Strategy is being launched, that takes a firm stance against racism and discrimination, both with respect to RCMP internal operations and external service delivery.

The RCMP will take steps to improve the design and content of its recruitment materials to include more women, as well as more broadly inclusive language. The RCMP will solicit from all persons working within the RCMP input on all of its recruitment resources on a regular basis.

Ongoing. The Police officer careers website has been aligned with the new common look and feel rules implemented by the Government of Canada.

Language has been updated to incorporate inclusive pronouns and terminology.

Creative products and materials continue to be developed that include an inclusive approach, and a continued effort to highlight diversity throughout the RCMP. See also Change Initiative #4.

The RCMP will continue to communicate and publicize:

1. a clear, written harassment policy to all persons working within the RCMP, and make this policy readily available and accessible at all times
2. that input from persons working within the RCMP on the effectiveness of the harassment policy is encouraged

A major overhaul of the Investigation and Resolution of Harassment Complaints policy and procedures was undertaken in 2014, and a further update was completed in Spring of 2018. The policy is currently under review – please see Change Initiative #3 for further details. Input on the policy is obtained regularly via teleconferences and through an annual symposium that includes practitioners from across the organization.

In 2017, a new version of the harassment complaint form was released providing greater clarification for complainants, thereby streamlining the intake process. The changes included the addition of an instruction page and important reference material with links to policy, definitions of sexual harassment and roles and responsibilities and the Canadian Human Rights Act.

The new Independent Centre for Harassment Resolution (ICHR), which will begin operating in Summer 2021, includes a comprehensive communications plan that will inform RCMP employees of the changes to the harassment and violence resolution policy and processes, and highlight steps related to the new Canada Labour Code regulations and Treasury Board Policy and Directives. Policy changes will be communicated internally by senior management, and emphasized in new training that will be developed specifically for harassment resolution decision makers and investigators, and all RCMP employees.

The RCMP will regularly communicate updates, news, and decisions affecting the organization and its membership to all persons currently working within the RCMP.

National Communications Services (NCS) Strategic Communications liaises with each business line, providing communications delivery advice and support, facilitating the organization-wide sharing of information . All provinces/territories have designated communications resources who relay information to employees. Urgent updates are distributed through the chain of command.

Members of the Senior Executive Committee provide regular updates through the Intranet regarding organizational change activities within their specific areas of responsibility.

The RCMP recently launched the Vision 150 Results Tracker on its internal and external websites to allow employees and all Canadians to track RCMP modernization efforts under Vision 150, the RCMP's modernization plan towards its 150^th anniversary in 2023. The Tracker highlights modernization initiatives and provides regular updates on implementation milestones.

Policy changes related to the the new ICHR will be published in the RCMP Administration Manuals, which is accessible to all employees on the RCMP's internal website.

The RCMP will post its policies, including those concerning recruitment, hiring, transfers, promotions, qualifications, evaluations, leaves of absence, mentoring, collegiality, and harassment on its internal website, Infoweb.

All policies referred to are currently posted on the RCMP internal website and are updated as needed. Policies specific to public service employees can be found on the Government of Canada website.

Subject to Government of Canada and Treasury Board requirements, the RCMP will make ongoing efforts to improve the design of its website. The RCMP will continue to receive feedback and suggestions in writing directly from persons working within the RCMP.

As a federal institution, the RCMP is governed by the Government of Canada Directive on the Management of Communications, which includes Mandatory Procedures for Web Communications as well as Standards on Web Accessibility and associated technical requirements. The RCMP also complies with these best practices for the internal intranet (Infoweb). Mechanisms for employees to provide immediate input or suggestions are already in place through the "Contact Us" button.

Content renewal of the website is continuous based on employee feedback. Improvements were made in 2017 on the search engine, contacts, navigation and homepage elements.

The RCMP has also established the Innovation Inbox as a mechanism for employees to:

• submit ideas for change
• seek clarification on Vision 150
• share success stories

The RCMP will continue to update promotion policies and materials, and will consider, among other things, whether they:

• make clear the RCMP and its leadership believe people of all genders and sexual orientation are equally capable of working in the RCMP and having positions and should therefore expect to be promoted at proportional rates

The National Staffing Program and National Promotions Unit conducted a GBA+ review of promotion policy, processes, and forms to identify systemic barriers and ensure merit criteria are inclusive. Analysis and review of the outcomes and application to staffing and promotion procedures was completed in March 2018.

Character Leadership is being integrated across the organization, to ensure the assessment and development of people-centered competencies alongside operational skills. RCMP senior leadership received early training; Character Leadership will be integrated into recruitment, development, and promotional policies and programs.

Completion of the online Introduction to GBA+ course is now mandatory for all Commissioned Officers (executive equivalent) as well as members of the Senior Executive Committee. A commitment to support diversity and inclusion and to promote anti-racism and anti-discrimination was included in the performance agreements of all RCMP executives for 2020-21 An RCMP GBA+ Network was launched in 2020, and GBA+ awareness sessions have been delivered across RCMP business lines in headquarters, and with senior executive teams in the Divisions.

The RCMP is also advancing specific initiatives to ensure that promotional criteria place appropriate emphasis on inclusive people management. The RCMP has engaged the Personnel Psychology Centre of the Public Service Commission to conduct a fairness review of the Officer Candidate Program to ensure the process does not unintentionally disadvantage certain groups of candidates, and to identify any misalignment between job requirements and the evaluated competencies. As a result, interview questions were modified to eliminate language barriers and the "Notice of Intent to Apply (NIA)" was implemented. The NIA provides an opportunity to NCOs to demonstrate their interest without requiring their line officer' support. This ensures consistency and fairness when considering portential candidates and allow for informed discussions with the COs during succession planning sessions. In addition, Character Leadership will be integrated in the assessment process. This will allow for the candidates to be evaluated on potential and less reliant on passed experiences.

The RCMP has made training widely available to all employees that promotes an inclusive and safe workforce, free of harassment and discrimination, including:

• Respectful Workplace
• Violence in the Workplace: Recognizing the Risk and Take Action
• Bias Awareness for Employees and for Supervisors
• Resolving Conflict Effectively

A new mandatory Cultural Awareness and Humility course was recently launched, and new mandatory anti-racism training, developed with external experts, will be launched in early 2021 for all RCMP employees. Unconscious bias, anti-racism and anti-discrimination expectations will be established for senior managers and leaders.

The RCMP Guide to Supporting Transgender, Non-Binary and Two-Spirit (TNB2S) Employees was published in 2020, which aims to help to help promote a gender-inclusive workplace. It provides accessible information for managers and employees, including defining key terms and providing practical advice to support TNB2S employees.

The RCMP will continue to update promotion policies and materials, and will consider, among other things, whether they:

• use language that reflects the belief that women are equally capable and meritorious of promotion as men

The National Staffing Program and National Promotions Unit conducted a GBA+ review of promotion policy, processes, and forms to identify systemic barriers and ensure merit criteria are inclusive. Analysis and review of the outcomes and application to staffing and promotion procedures was completed in March 2018. In November 2019, NPU updated its promotion policy (CCM 4) to reflect gender inclusive language.

The RCMP will continue to update promotion policies and materials, and will consider, among other things, whether they:

• make clear that promotions will be based on objective and relevant measures of merit, taking into account the operational needs and requirements of the RCMP

The National Staffing Program reviews and modifies the current promotion process on an ongoing basis, and researches other selection tools and best practices and develops options for making amendments and modifications to Program activities. Please also see Change Initiative #10b.

Character Leadership is also being integrated across the organization, to ensure the assessment and development of people-centered competencies alongside operational skills. RCMP senior leadership received early training; Character Leadership will be integrated into recruitment, development, and promotional policies and programs.

The RCMP will continue to update promotion policies and materials, and will consider, among other things, whether they:

• communicate that persons working within the RCMP will also be evaluated, in part, based on how respectfully and fairly they treat others in their workplace

A member who fails to treat others fairly and respectfully can be prevented by their supervisor/line officer from competing for promotion. The supervisor completes form 5146 and the member is ineligible to apply for promotion for at least six months. A member whose disrespectful behaviour has resulted in a Code of Conduct investigation may be ineligible for promotion, as determined by the conduct authority or the Delegated Manager of HR, pending the outcome of the investigation.

Online courses, including Respectful Workplace and, most recently, Cultural Awareness and Humility are mandatory for all employees.All applicants applying to the Officer Candidate Program (OCP) must demonstrate that they have completed the following mandatory training courses:

• Respectful Workplace
• Violence Prevention in the Workplace
• Introduction to GBA+

Additionally, Character Leadership will be integrated into recruitment, development, and promotional policies and programs.

The RCMP will undertake a review of its core values and, in consultation with key stakeholders, will develop a new values statement for the organization to articulate expected behaviours for all employees.

The RCMP will continue to update promotion policies and materials, and will consider, among other things, whether they:

• continue to provide that the RCMP will evaluate and nominate individuals for awards and recognition using its established committee process

The RCMP understands that recognizing merit and achievement serves to create a positive work environment. The RCMP has a long-standing Awards and Recognition program. Recipients can be any category of employee, and awards and recognition include internal RCMP rewards, those provided for by the Treasury Board, provinces and the Governor General. Current policies and procedures promote the principle that recognition is everyone's responsibility, and encourage a broad application of formal, informal and external awards.

In 2019 the RCMP applied GBA+ to the review of the eligibility criteria for the RCMP Long Service Award. The review resulted in recommendations for policy change to include periods of leave without pay (for example, maternity/parental leave) when calculating years of service for the purpose of service awards.

In January 2018 the RCMP moved from the Awards of Distinction (which was administered by the Mounty Shop) to the greater public service program called iBoutique. To date the response has been positive.

The RCMP will take steps to strengthen and support anti-harassment training during Cadet Training Program (CTP).

Cadets currently receive anti-harassment training and instruction at various points during the Cadet Training Program (CTP). This includes supporting both their personal well-being and establishing harassment resolution skills in the workplace. The CTP has been modified to include additional content on harassment and discrimination, the Code of Conduct, and RCMP core values.

The CTP curriculum is continually reviewed and updated to respond to current needs in front-line community policing and to conform to the Commissioner's mandate, including on diversity, inclusion, harassment and respectful workplace. It is being reviewed using a GBA+ lens to ensure the language and scenarios are inclusive, do not unintentionally reinforce stereotypes, and reflect modern reality.

The RCMP is also currently undertaking an assessment of the impact of the military aspects of the Depot training environment and curriculum on cadet learning and organizational culture. Ongoing analysis will identify ways to strengthen diversity and inclusion both within the curriculum and the training environment to ensure cadets move forward with the right character and skills.

The RCMP will provide mandatory training on harassment for all persons working within the RCMP in accordance with the current views on best practices. The RCMP is committed to enforcing the mandatory completion of the course. Completion of the course will be a consideration for any potential promotion or advancement in the RCMP.

Since 2014, all current and new RCMP employees are required to successfully complete the online Respectful Workplace course.

Performance agreements also include specific expectations regarding the establishment of respectful workplaces.

Under the new Canada Labour Code Regulations, which come into effect January 1, 2021, the RCMP must jointly develop (with the National Health and Safety Policy Committee) mandatory training specific to the culture, conditions and activities of the work place. This training must be provided to new employees within three months after the day on which their employment begins and to existing employees, within one year after January 1, 2021. This training must be provided at least once every three years thereafter.

The RCMP commits to further developing the respectful workplace component in the supervisor and management development program, including training on inclusive leadership, accountability, and bias awareness training.

The RCMP's National Performance Programs supports employee development through programs which include:

• Foundations of Leadership (FOL)
• Supervisor Development Program (SDP)
• Manager Development Program (MDP)
• Executive/Officer Development Program (EODP)

Each program builds on and progresses through competency levels with a focus on enhancing leadership and management skills.

The FOL suite was launched in 2020 to ensure a comprehensive leadership continuum from cadet to executive development. The FOL is available to all employees and includes content on character leadership, bias awareness, effective decision-making and conflict management.

An annual review of program content is conducted and material is updated accordingly to reflect the most current policies and best practices. A module on "Being an Inclusive Leader and Supporting an Inclusive Workplace", which includes sections on accountability and bias awareness, was incorporated in the MDP in April 2018.

The concept of inclusive leadership is currently threaded throughout the in-class modules for the SDP and is regularly reinforced as a best practice in exercising effective supervision and becoming a respected leader. The EODP Inclusive Leadership module program content was created in 2015. An update to this module to include addition of a section on GBA+ was incorporated in June 2017. This interactive, discussion-based module is presented by subject matter experts in GBA+ and inclusive leadership.

The RCMP will regularly review its harassment training in accordance with Treasury Board Policy and Directives, and applicable legislation and jurisprudence.

RCMP courses are reviewed and updated on a regular basis. The regular maintenance cycle for established courses takes place each year, and is overseen by the Learning and Development Branch in collaboration with relevant policy centres.

RCMP Learning and Development, with the support of the Department of Justice Canada, ensures alignment with any new legislation and training requirements related to preventing and addressing workplace violence and harassment in the federally regulated work sector.

Under the new Canada Labour Code Regulations which come into effect January 1, 2021, the RCMP must jointly develop (with the National Health and Safety Policy Committee) mandatory training specific to the culture, conditions and activities of the work place. This training must be provided to new employees within three months after the day on which their employment begins and to existing employees, within one year after January 1, 2021. This training must be provided at least once every three years thereafter.

The RCMP will establish and maintain, subject to the Public Service Labour Relations Act, SC 2003, c 22, s 2, including but not limited to the unfair labour practice provisions, and any applicable collective agreements:

1. National Gender and Harassment Advisory Committee that will serve as an advice giving forum to the Commissioner or his or her delegate on matters involving issues of gender, sexual orientation, harassment, equity, and inclusivity
2. in each Division, a local Gender and Harassment Advisory Committee that will serve as an advice giving forum to the Commanding Officer of the Division or his or her delegate on matters described in (a); the relevant content of the advice received will be reported annually to the National Gender and Harassment Advisory Committee

The National Gender and Harassment Advisory Committee (NGHAC) and 16 divisional GHACs were formed in 2017.

A selection process continues to be in place to allow persons working in the RCMP to apply and be selected by the Commissioner.

The committees continue to meet, as per their Terms of Reference (ToRs), to provide advice to the Commissioner and Commanding Officers on matters related to gender, sexual orientation, harassment, equity and inclusivity. Annual reports are posted on the external RCMP website. For further information see Change Initiative #16.

The National Gender and Harassment Advisory Committee will be named by the Commissioner and will be composed of 8 to 12 individuals who will be 75% persons currently working within the RCMP who are reflective of the diverse composition of the RCMP and 25% RCMP managers. There will be a process established whereby persons currently working within the RCMP can put their name forward and be selected by the Commissioner to serve on the committee. The National Gender and Harassment Advisory Committee will meet at least annually, and whenever deemed necessary by the Committee, with the consent of the Commissioner or his or her delegate, and together with all other items for discussion, will receive and consider the reports of the Divisional Committees. The National Gender and Harassment Advisory Committee will issue a written Annual Report which will be publicly available. Minutes of meetings will not be made public subject to applicable laws which may require disclosure. The RCMP will provide a written Response to the Annual Report, which Response will be publicly available.

Meetings continue to occur as stated in the committee Terms of Reference (ToRs).

The NGHAC currently has seven members; the vacancy will be addressed as the Committee defines its structure in the coming year.

Between April 2019 and March 2020, the NGHAC met on three occasions, including an in-person meeting with the Commissioner.

The structure and strategic focus of the NGHAC is currently being explored. Consideration is being given to how to best leverage the work of national committees focused on equity, diversity and inclusion, including the NGHAC and National Council on Diversity and Inclusion, through greater integration and collaboration. Discussions on the way forward are ongoing and will ensure adherence to the Merlo-Davidson obligations. The NGHAC will continue to identify priority areas of focus, including for example, exploring ways to mitigate barriers linked to maternity/parental leave.

Annual Reports are posted on the external RCMP website in both official languges.

The Divisional Gender and Harassment Advisory Committees will be named by the Commanding Officer for the Divisions and will be composed of 8 individuals who will be 75% persons currently working within the RCMP who are reflective of the diverse composition of the Division, and 25% RCMP managers. There will be a process established whereby persons currently working within the RCMP can put their name forward and be selected by the Commissioner to serve on the committee. Meetings will be chaired by the Commanding Officer for the Division and will take place bi-annually. Division Gender and Harassment Advisory Committees will prepare a written Annual Report which will be publicly available and which will be provided, prior to its annual meeting, to the National Gender and Harassment Advisory Committee for its consideration. Minutes of meetings will not be made public subject to applicable laws which may require disclosure.

Committee ToRs outline the composition and schedule of meetings according to the terms set out in the settlement agreement. This obligation is ongoing.

Annual Reports are posted on the external RCMP website in both official languages.

Committee memberships are currently being reviewed.

For further clarity, the National and Divisional Gender and Harassment Advisory Committees do not have authority to issue directives to the RCMP, but may give advice in the development of policy and practices on matters involving harassment, gender, sexual orientation, equity, and inclusivity. The Commissioner or his or her delegate will consider this advice; final decisions with respect to policy development and content lie with the RCMP. The Gender and Harassment Advisory Committees will not take on a public advocacy role. The RCMP will give written reasons for not adopting advice given by the Gender and Harassment Advisory Committees.

Advice received from committees is forwarded for consideration to the relevant policy centres. Specific details of recommendations and actions taken continue to be outlined in committee annual reports and RCMP response.

The role of the Gender and Harassment Advisory Committees is to act as vehicles through which the Commissioner and Commanding Officers are advised of developments with respect to workplace harassment.

Committee ToRs outline that COs and the Commissioner receive advice from the Committees, in accordance with the settlement agreement. Divisional recommendations are shared at the national level for discussion.

The National Gender and Harassment Advisory Committee will have access to and obtain advice from one or more external experts on human resources and inclusive workplaces on an as needed basis within an annual budget set by the RCMP.

As outlined in the ToRs in accordance with the obligation, the Committee may obtain advice from guest speakers/advisors.