Results and Respect in the RCMP Workplace

Cultural Evolution at the RCMP

When appointed as RCMP Commissioner in late 2011, I was unequivocal in my pledge to transform the RCMP's culture by focusing on accountability, leadership, and addressing claims of harassment and bullying within the organization.

The unique cultures of all societies are constantly evolving, and the RCMP is no exception. Understanding our culture is imperative to encouraging positive change, and continuing to promote those practices that foster respect and inclusivity. At the same time, the RCMP must remain forward-looking, and aware that there will always be opportunities to improve. In this way, we can ensure that the RCMP provides the very best support to its employees.

This document details various steps the RCMP has taken in recent years to develop a more positive workplace culture, including changing its organizational and governance structures, providing programs and training to support our employees, and ensuring open communication and engagement with our employees and the public we serve. Our goal is to ensure that the RCMP is a place where all employees can realize their full potential in contributing to the RCMP's mission: preserving the peace, upholding the law, and providing quality service in partnership with the communities we serve.

Cultural evolution is a slow process, but we have taken many meaningful steps, and I am proud of the progress we have made. I look forward to seeing how our institution, a key component of Canada's heritage, and future, will continue to grow and innovate to meet new opportunities and challenges.

1. Evolving Organizational Structure

The organizational structure and governance model of the RCMP have, in recent years, changed to better reflect and encourage cultural changes within the organization. These changes have been, and will continue to be, informed by employees of the RCMP, as well as the public we serve.

a. Current Workforce Composition

The composition of the RCMP has greatly evolved throughout the years. The portrait of the RCMP as a predominantly male organization was forever changed in 1974, with the welcoming of the first female troop at Depot. In addition to encouraging female representation, the RCMP has set other employment equity (EE) goals to increase the presence of Indigenous and visible minority groups in uniform, to better reflect the communities we serve.

The Gender and Respect Action Plan (GRAP), published in 2013, set specific goals for the composition of the regular member (RM) workforce to reflect 30% women, 20% visible minorities and 10% Indigenous persons by 2025. To date, nearly all of the recommendations made in the GRAP have been implemented, and those that remain outstanding are in advanced stages of completion.

Over the years, the RCMP has seen clear and consistent increases in the representation of women at various levels of promotion. Though equity has not yet been fully achieved, for the most part, women are achieving rank at the commissioned officer levels in about the expected proportions compared to men. To illustrate, as of February 2017, the:

  • Percentage of female Commanding Officers has increased from 12.5% (2011) to 31%;
  • Percentage of female Criminal Operations Officers has increased from 14% (2011) to 20%;
  • Percentage of successful female applicants in the Officer Candidate Program (OCP) has increased from 24% (2011-12 cycle) to 62% in the 2016-17 cycle.

It is worth noting, additionally, that for the first time in the history of the RCMP, both training colleges (the Canadian Police College and Depot) are currently under the leadership of female members. In terms of the proportions of civilian members (CMs) and public servants, the numbers are even more impressive. Currently, there is a high proportion of women at the EX-01 (33%), EX-02 (33%), and EX-03 (50%) classes of CM, and 55% of public servant executives are women.

The RCMP is also making great strides to meet EE goals for visible minority and Indigenous members. To this end, the percentage of successful EE group applicants (other than female) in the OCP has increased from 28% in the 2011-12 cycle to 51% in the 2016-17 cycle. In addition, it is RCMP policy that female and other EE categories must be represented on the Selection Boards of all OCP interviews, as well as on the Pre-qualification Boards for Senior Executives.

In terms of visible minority presence, statistics show that with similar experience levels, members are achieving promotions within the same timeframes as other members, up to 25 years of service. A similar pattern is noted for Indigenous members; however, the number of Indigenous RMs in the 20-24 and 25-29 years of service groups are very small, resulting in fewer members to promote to higher ranks.

Though there is still work to be done, the improvements seen due to these initiatives are indisputable. As evidenced below, current statistics show that the RCMP's EE representation generally meets or surpasses Canadian Labour Market Availability.

Force-Wide Representation by Category of Employee (as of April 1, 2016)
Category of Employee Total Women (Count) Women (%) Indigenous Peoples (Count) Indigenous Peoples (%) Persons with disabilities (Count) Persons with disabilities (%) Visible Minority (Count) Visible Minority (%)
Regular Member 18462 3979 21.6% 1495 8.1% 368 2.0% 1863 10.1%
Civilian Member 3882 2017 52.0% 143 3.7% 110 2.8% 481 12.4%
Public Service Employee 6847 5409 79.0% 402 5.9% 307 4.5% 880 12.9%
Total 29191 11405 39.1% 2040 7.0% 785 2.7% 3224 11.0%

Representation by Regular Member Rank (as of April 1, 2016)
Rank Total Women (%) Indigenous Peoples (%) Persons with Disabilities (%) Visible Minorities (%)
Special Constable 67 10.40% 16.40% 6.00% 7.50%
Constable 11588 23.10% 7.40% 1.50% 10.50%
Corporal 3462 22.30% 10.40% 2.90% 10.10%
Sergeant 1905 16.70% 8.60% 2.90% 10.40%
Staff Sergeant 828 11.10% 8.10% 2.80% 6.90%
Inspector 347 19.00% 6.90% 1.40% 8.60%
Superintendent 174 14.40% 6.30% 0.60% 4.60%
Chief Superintendent 57 26.30% 7.00% 1.80% 5.30%
Assistant Commissioner 26 19.20% 11.50% 0.00% 0.00%
Deputy Commissioner 7 28.60% 14.30% 0.00% 0.00%
Commissioner 1 0.00% 0.00% 0.00% 0.00%
Total 18462 21.60% 8.10% 2.00% 10.10%
Labour Market Average 21.70% 4.60% N/A 7.40%

b. Committees for Employment Equity

To further elevate the voices of those who have historically been underrepresented, the RCMP currently has five Employment Equity National Advisory Committees, designed to offer employees a conduit to connect with colleagues with similar cultural backgrounds. These five committees are:

  • RCMP Aboriginal Employee Council;
  • National Advisory Committee for Visible Minorities;
  • National Women's Advisory Committee;
  • National Advisory Committee for Persons with Disabilities;
  • Lesbian, Gay, Bisexual, Trans/Two-Spirited National Advisory Committee.

These committees are much more than an internal support system; they are also tools for change. By working in regular partnership with the Diversity Policy Centre, and providing important recommendations through their senior Champions, they address employment equity issues and advocate on behalf of all categories of employees at the national and divisional levels.

To further advance diversity and employment equity in the RCMP, the Champions of the National Advisory Committees have proposed the creation of an RCMP Diversity Council. This Diversity Council would be representative of all five National Advisory Committees and would set the strategic direction for diversity and inclusion in the RCMP. This council will be launched in 2018/19, supported by EE sub-committees.

As we move forward, the RCMP will continue to monitor its progress in the development of its female, Indigenous, and visible minority members, building on best practices and lessons learned. One important strategy used, and which will continue to be a focus, is the introduction of new recruiting strategies and guidelines; which will ensure that no one is dissuaded from becoming a police officer because of their background or culture.

c. Recruiting Strategies

In pursuit of further enhancing the diversity of its workforce, the RCMP is constantly assessing its recruiting strategies, and making changes to process where improvements can be made. The RCMP recently expanded its recruiting efforts to allow permanent residents of Canada to apply as police officers, as long as they had lived in the country for the last ten years. These changes will not only support the RCMP to be more competitive and attract candidates with valuable skill sets, but will also positively impact the organization's diversity. In efforts to promote policing as a career opportunity for permanent residents of Canada, RMs visit new Canadians and engage in cultural centre activities to introduce themselves and policing in Canada. In some countries, policing is not viewed as favourable a career as it is in Canada; for this reason it is important for open communication to occur between the community and the police.

The RCMP launched the Aboriginal Recruitment Strategy in the fall of 2015, with a mandate to increase the number of First Nations applicants. A First Nations mentorship program was also recently launched, which partners Indigenous RMs with Indigenous RCMP applicants, to provide guidance, insight, and support throughout the recruiting process. To date, the pilot project has been a great success, with 60 partnerships established.

A new National Recruiting Strategy, to be implemented in 2017/18, is nearing completion. This strategy will aid in focussing the work of recruiters across Canada, in order toincrease the number of qualified applicants to the RCMP. This strategy will include the use of newly implemented geo-spatial system tools to support recruiters with improved access to data pertaining to applicant populations.

d. Leadership

Changes made to the reporting structure for senior executives have ensured that the Commanding Officers of divisions report directly to the Commissioner, rather than through regional Deputy Commissioners. This development has ensured that divisional needs are efficiently communicated to the highest level as they arise, without having to go through unnecessary bureaucratic layers. Each RCMP division has unique challenges, and it is important that they are given an equal voice in pursuit of developing solutions.

In late 2016 and early 2017, two new executive-level positions were added to lead our continued efforts to address misconduct in the workplace through the encouragement of a more inclusive workforce and improved conduct processes. A new Workforce Culture and Employee Engagement unit has been created, led by a senior officer. This unit is helping the RCMP to adopt new and innovative approaches to analysis and promote gender equality and cultural change, with the aim of increasing female, minority, and Indigenous representation in the RCMP, in line with larger Government of Canada priorities, and promoting the positive accomplishments of all employees.

A new Chief Conduct Adjudicator has also recently been named, and will have the responsibility of maintaining and enforcing the effective and timely adjudication of formal conduct matters. This new role will complement recent changes made to the RCMP's conduct processes.

e. Conduct Process

Parallel to fulfilling its EE obligations, the RCMP has made continuous efforts to address gaps in our grievance and discipline processes, and in how we handled harassment and conduct complaints.

A joint Human Resources (HR)-Professional Responsibility Sector (PRS) working group has met regularly since 2016 to examine integration and alignment between the two groups, and allow for more efficient and coordinated delivery of their responsibilities as they pertain to conduct and human resources matters. This group has supported several parallel policy changes that have been or soon will be completed.

Since the coming into force of the revised RCMP Act in November 2014, the RCMP conduct process has seen significant changes to hearings and the role of the conduct board. Under the former process, adjudication boards were sometimes presented with an agreed statement of facts (ASFs) without also being provided with details of the investigation or the extent of the available evidence – much like judges in courtrooms. However, in the cases outlined in the Report on Allegations of Harassment and Sexual Misconduct at the RCMP's Canadian Police College Explosives Training Unit (CPC Report), published in July 2016, it was concluded that the ASFs led to a "watering down" of the facts, which contributed to weak responses to the transgressions. The new conduct process furnishes the conduct board with extensive knowledge of the circumstances of the case, including the complete investigation report and all supporting materials, effectively eliminating any need for practical or tactical application of the ASF. For this reason, ASFs will no longer be used in conduct proceedings. Instead, conduct boards are now required to issue a "Determination of Established Facts" and direct the parties to address any remaining relevant inconsistencies or disputed facts during the conduct hearing.

To further underscore a culture of openness, the RCMP has also determined that future decisions taken by Conduct Boards on employee misconduct will be made publicly available. Negotiations with a service provider who will host the information online have been completed, and the procurement process will launch imminently. Existing Conduct Board decisions are being translated for public release, and necessary technical, security, and official languages requirements for future cases are being finalized.

Legislation alone is not enough to develop changes to culture that will benefit the RCMP. The organization has also re-examined the workplace programs offered to provide employees with an inclusive workplace that respects its people and gives them a sense of belonging and an understanding of their contributions to the RCMP's mandate. The RCMP is proud of the support it provides to all employees, be they RMs, CMs, or public servants.

2. Employee Support

The health and wellbeing of employees is key to a positive workplace culture. The RCMP has made support for its employees, throughout the duration of their career, and beyond, a top priority. RCMP employees can attest, and evidence has shown, that they feel valued at work, and see the RCMP as a positive place to build their careers.

a. 2014 Public Service Employee Survey

Quantitative surveys with large sample sizes demonstrate clearly how employees feel about their work environment. According to the 2014 Public Service Employee Survey, RCMP employees (RMs, CMs, and public servants) are generally happy with their work life, and in many cases, have indicated that they have a more positive work life than their counterparts in other federal government departments and agencies. This survey, which is conducted every three years to measure federal government employees' opinions about their engagement, leadership, workforce, and workplace, included 182,165 employees from 93 federal departments and agencies. It found that, in the case of RCMP employees:

  • 92% said that they had positive working relationships with co-workers;
  • 92% were proud of the work they did;
  • 93% indicated they had not been the victim of discrimination on the job (for the past two years prior to the survey)
  • 81% were of the opinion that they were supported regarding the use of flexible work arrangements;
  • 80% felt the RCMP implemented activities and practices supporting a diverse workplace and individual differences.

Before 2014, the last time this survey was completed was in 2011. In comparing the data between 2011 and 2014, RCMP employees showed generally consistent or improved views of their work life, implying that work life has improved for many since 2011.

To ensure the health and wellbeing of all employees, the RCMP has, in recent years, established new national processes and programs to support a respectful and inclusive workplace. Such initiatives include the Peer-to-Peer (P2P) program, a mental health strategy and action plan, respectful workplace training, informal conflict management program, violence prevention policy and a centralized office for the coordination of harassment complaints, to name a few.

b. Inclusive Workplace Activities

The RCMP regularly looks for ways to celebrate our diverse workplace, fostering an environment of inclusivity where employees are encouraged to learn about and celebrate one another.

Aboriginal Awareness Week is celebrated in the month of May, and National Aboriginal Day is celebrated annually on June 21, as an opportunity to acknowledge the unique achievements of First Nations, Metis, and Inuit peoples.

Each year, the RCMP also hosts a National Diversity Week, which encourages divisions to host activities, forums and presentations that celebrate diversity. For example, during the 2016 National Diversity Week, H Division (Nova Scotia), L Division (Prince Edward Island) and J Division (New Brunswick), used it as an opportunity for outreach to new Syrian refugees, to create valuable linkages and encourage positive future relations. The Canadian Race Relations Foundation nominated the RCMP National Diversity Week for a race-relations best practice award.

On April 1, 2017, the RCMP launched an enhanced Disability Management and Accommodation Program for members, which provides coordinated support for ill or injured members while they recover, and to help members remain at, or return to work as soon as it is safe to do so. This program is available to all members, regardless of the nature or cause of their illness, injury or disability.

c. Mental Health Strategy

Another essential component of the RCMP's support for employees was the 2014 launch of the RCMP Mental Health Strategy (2014-2019) and the Mental Health Action Plan, developed annually in support of it. The Mental Health Strategy and corresponding action plans are based on clinical experience, the Mental Health Commission of Canada's voluntary standards for psychological health and safety in the workplace, and the RCMP's reality as a policing organization, where many employees are exposed to traumatic events on the job. The strategy is designed to improve awareness and use of mental health policies, programs and services. It also highlights the critical role that the organization's leaders play in being proactive and supportive in addressing mental health issues their employees may experience. While work remains to be done, both the initiation of the strategy and its first steps represent our ongoing acknowledgment, awareness, and commitment to employee mental health.

The RCMP launched an awareness campaign to promote the Mental Health Strategy and created a Mental Health Toolkit to help managers address issues in the workplace. The toolkit includes information on taking action when warning signs appear, managing mental illness in the workplace, taking appropriate steps while an employee is off for mental health-related reasons, and facilitating their return to work. Other tools available to employees include the My Mental Health Care Package, Critical Incident Stress Management Aftercare Guide, Suicide Prevention, Intervention and Risk Review Guide, and a Self-Awareness Tool.

In addition, the Mental Health Strategy promotes several programs and services to RCMP employees, designed to support their wellbeing and foster a more supportive workplace. For example, through Health Canada's Employee Assistance Services, employees have 24/7 access to a crisis and referral centre and professional counseling services nationally. The utilization rate for this program has increased steadily since the launch of the Strategy, indicating a possible decrease in the stigma around mental illness within the RCMP.

The RCMP also relies on a P2P System, which has similarly encouraged acceptance for those struggling with mental illness. The P2P System provides assistance in managing personal and work-related issues. As of September 2016, 400 RCMP employees had been trained as P2P coordinators, and new individuals will receive training in April, June, and October of 2017.

The RCMP also recently adopted the Canadian Armed Forces Road to Mental Readiness (R2MR) Program. The evidence-based program encourages employees to discuss mental health challenges, and increases employee resilience by providing tools to help reduce the effects of stressful situations. In late 2015, mandatory workshops for employees and leaders rolled out nationally after the completion of successful pilot testing, and in 2016, 1,200 RCMP leaders received R2MR leadership training. R2MR training is now mandatory for all categories of RCMP employees; approximately 15,500 employees have received the training so far, with a target to have every employee trained by March 2018.

In addition to internal programs, the RCMP participates annually in Bell Canada's Let's Talk campaign, to encourage mental health awareness.

d. Compensation and Benefits

Since the phasing out of the Staff Relations Representative (SRR) Program, National Compensation Services (NCS) has established alternative formats for consulting members on compensation and benefits. This has been particularly important in light of the 2015 Supreme Court of Canada decision that RCMP members have the right to collective bargaining.

As the repercussions of this decision continue to reverberate, NCS has been proactive in many regards, including: working to reduce the administrative burden on employees working in isolated posts; strengthening relationships with external stakeholders, such as Veterans Affairs Canada, the RCMP Veterans Association, and the Royal Canadian Legion, in order to partner for the more effective delivery of common programs and services; and, proposing new, more effective approaches for the management of operational stress injuries.

e. Learning and Development

To encourage ongoing culture change, the RCMP must continue to invest in the development of its employees. To this end, it is important that employees are provided with opportunities to learn better methods to support and help one another, as well as provide the best possible service to Canadians.

i. Depot

All RMs begin their career at Depot, and carry the lessons they learn there throughout their careers. The training they are given there is imperative to ensuring that they enter the field prepared to serve Canadians effectively and with respect.

Since 2012, approximately 5,400 graduating cadets have been required to read, acknowledge, and sign a document titled, "Acknowledgement of Professional Responsibilities in the Royal Canadian Mounted Police." This document is reviewed with the Commanding Officer of Depot during a meeting with cadets in the final week of the program. Cadets are provided information on the code of conduct, RMs' responsibilities, and duties consistent with the RCMP Act. Cadets sign this document on three different occasions prior to becoming a member of the RCMP: as part of their Selection package, upon enrolment into the Cadet Training Program, and prior to graduation. Cadet Field Coaching also includes components on ethics and responsibilities.

The Commanding Officer of Depot also meets with cadets at the beginning and end of their training to discuss the core values of the RCMP, a respectful and harassment-free workplace, courage of conviction, holding one to account for behaviour, and the public's expectations of a police officer. A similar meeting is also held with the Training Officer in week four of cadet training.

ii. Harassment Prevention

Following the release of the CPC Report and its recommendations, the RCMP National Performance Program completed a review of the Supervisor Development Program (SDP), Manager Development Program (MDP), and Executive Officer Development Program (EODP) in order to determine gaps in the curriculums related to ensuring a healthy workplace. As a result, some additions were made to training modules, specifically to highlight awareness of managerial authorities regarding health assessments of employees. As of January 2017, 4,629 RMs had completed the SDP, 1,643 had completed the MDP, and 192 had completed the EODP.

A Harassment Investigator's Course was successfully delivered as a pilot project in J Division (New Brunswick) from October 31, 2016 to November 4, 2016. This course included updated material on the RCMP's specific requirements for investigations into sexual harassment. Participants were taught how to identify the differences between discrimination, harassment and other inappropriate behaviour in the workplace, and how to investigate such complaints. Feedback has been positive, and the course is now being offered in other divisions; the most recent course took place in E Division (British Columbia) in January 2017.

iii. Career-Long Learning

RCMP employees currently have access to approximately 20 courses to encourage an inclusive culture. Many of the newest of these courses are detailed below.

In January 2016, two online courses were launched to address unconscious bias. The Bias-Awareness course is directed at all employees, and the Bias-Awareness and Bias-Free Staffing course is targeted to supervisors and managers. Within six months of the launch of these courses, over 2,000 employees had taken them. Unconscious bias awareness is also embedded in the newly redesigned Executive/Officer Development Training Program and the Management Development Training Program to assist new supervisors and managers to understand their role in creating and safeguarding a respectful workplace.

To further underscore the goal of ensuring bias-free policing, several RCMP divisions have developed their own cultural competency courses to aid RMs working in predominantly Inuit, First Nations, and black communities, in order to enhance cultural understanding and respect.

The Respectful Workplace Online Training module has been mandatory for all RCMP employees since its launch in January 2014. This course identifies behaviours that are conducive to fostering a respectful workplace, including the importance of diversity and inclusion.

Critical Incident Stress Management Online Training is mandatory for Occupational Health Services and P2P personnel. This course explains the potential outcomes of critical incident stress, including physical, emotional, and behavioral responses that can hamper an individual's ability to function during or following an event. As of January 2017, 3,239 employees have completed this course.

The RCMP is rolling out the Applied Suicide Intervention Skills Training to employees who are in positions where they are likely to encounter individuals living with serious mental stress. These employees will complete the classroom training by April 2018; the RCMP will encourage all employees to complete the online training as part of their yearly learning plan.

Learning and Development policies are currently undergoing revisions to emphasize leadership development in policy. Newly promoted corporals will soon be required to complete the SDP, sergeants will need to complete the MDP, and all newly commissioned officers will complete the EODP. National Promotion Policy will ensure that the appropriate programs are considered mandatory by requiring RM non-commissioned officers (NCOs) to successfully complete the training in order to become eligible for promotion at the next rank.

Finally, the RCMP is evolving the way it approaches problems and develops solutions. As of April 2017, all members of the RCMP Senior Executive Committee and Senior Management Team have completed Status of Women Canada's Gender-Based Analysis Plus (GBA+) course, and have committed to making GBA+ an integral part of future strategic planning. As of April 2017, over 2,000 RCMP employees have completed this training, and it is now mandatory for all commissioned officers and public servants of an equivalent level. It will also soon be mandatory for all non-commissioned officers applying for promotion. In order to change the culture of our organization, we must change the way we approach problems and develop solutions, and the completion of this course is an important first step.

3. Continuous Engagement

Clear communication and transparency are essential to ensuring employees and Canadians' confidence in the RCMP. As such, the RCMP is making continuous efforts to better understand and provide guidance to employees, as well as to engage closer with the communities it serves. Dialogue is imperative to ensuring the culture of the RCMP is evolving in such a way that benefits all Canadians.

a. Understanding Employee Needs

To understand the unique needs of its employees, the RCMP must ensure that it is listening to them. On September 25, 2013, the PRS launched the Professional Climate Survey (PCS) for all RCMP employees. The results of the PCS have helped gauge what actions need to be taken to further strengthen the professional and ethical culture of the RCMP. Under the strategic priority of the PRS Ethical Leadership unit, there was a general focus in 2014/15 on reviewing survey results to identify strengths and weaknesses, in order to set initiatives based on the work already underway. As a result of this study and other initiatives, a Professional Responsibility Framework was developed to support employee professionalism, including strengthening it, when appropriate.

The PRS also recently undertook a review of the RCMP's core values. This review was completed in 2016 and preliminary results were presented to the RCMP Senior Executive Committee, to enhance strategic decision-making. The intention of the review was to ensure that the RCMP's core values, the definitions applied in respect of those values, and the practical application of the values in action, are occurring in a manner consistent with best practices and lessons learned. A second phase of the core-value review will launch soon, and will entail a thorough consultation process with key stakeholders and employees.

b. National Initiatives for a Respectful, Inclusive, and Harassment-Free Workplace

In recent years, the RCMP has launched a number of national initiatives designed to support and promote a respectful and inclusive workplace. Communication to employees in all corners of the organization remains a constant priority.

One RCMP, One Voice is a unique communiqué created to encourage face-to-face communication with employees. It is disseminated to all managers and supervisors in the RCMP on a monthly basis, with the expectation that managers meet in person with their employees to review the important changes and messages in the communiqué. It is used in the divisions as well as at National Headquarters, and adapted to various environments. Members of the Senior Management Team have also committed to hold town halls across the country to address a variety of subjects affecting our employees' daily lives and to answer their questions in person.

Other proactive efforts to promote employee wellness include the Not Myself Today campaign. It was launched in 2014 and continues into 2017, and promotes an empathetic work environment where employees feel comfortable raising issues, supporting their colleagues and asking for help when they need it.

In addition, a national awareness initiative launched in January 2017 and lasting for four weeks intended to support the eradication of sexual misconduct in the workplace, by educating employees on how to recognize and respond to workplace sexual misconduct.

c. Strengthening Community Ties

In the interest of establishing and strengthening ties between the RCMP and the people it serves, the RCMP actively engages in the promotion of inter-cultural and inter-faith understanding, through participation in cultural ceremonies and celebrations. For example:

  • RCMP Members in E Division (British Columbia) regularly attend the Vaisakhi Parades in Vancouver and Surrey, BC, hosted by Sikh communities in celebration of the harvest season.
  • RCMP members regularly participate in Aboriginal ceremonies across Canada including powwows, Sacred Star Lodge Ceremonies, Sisters in Spirit vigils, Treaty Days, First Nation school presentations, residential school survivor presentations, Missing and Murdered Indigenous Women and Girls' ceremonies, and Truth and Reconciliation Blanket exercises.
  • The Cultural Diversity Liaison Officer in D Division (Manitoba) has taken the initiative to attend to a number of Immigration and Settlement services, and RCMP members are often present at swearing-in ceremonies for new Canadians across the country.
  • The Commanding Officer of L Division (Prince Edward Island) visited the Great Enlightenment Buddhist Institute monastery to conduct an open dialogue concerning the unique policing needs of the Buddhist monks.
  • In April 2015, the Commanding Officer of National Headquarters (NHQ) spoke at the 40th anniversary of the Vietnamese boat people's journey to Canada.
  • In February 2016, representatives from H Division (Nova Scotia) participated in honouring and recognizing the 100th anniversary of the No. 2 Construction Battalion, an all-black battalion that served Canada in World War I.

In 2017, bilingual name tags were introduced for RMs' uniforms. This will allow the public to easily locate police who are able to communicate and provide services to them in both official languages. A name tag has also been produced to illustrate that an RM working in Nunavut can speak Inuktitut. This initiative demonstrates the RCMP's commitment to provide quality service to Canadians, in addition to promoting the use of Canada's official languages.

4. Concluding Remarks

Culture is never stagnant, but instead is constantly shifting and advancing to suit the society it characterizes. The RCMP is no exception to this trend, and thus, has made it an organizational priority to ensure its cultural evolution is keeping pace with changes in Canadian society.

I would be remiss if I failed to mention the settlement of two class-action lawsuits – Merlo and Davidson - and the apology that I made in October 2016, to all members who have suffered bullying, discrimination, and harassment on the job. That sober time of reflection continues to be a reminder to me that we must always strive to do better. As Commissioner, I endeavour every day to improve this workplace for all employees, and it is my belief that the initiatives detailed in this report will help carry the momentum of change long after I have departed from this role.

I am hopeful that the culture of the RCMP will always continue to grow and change in positive ways, with service to the Canadian people, and to its employees continually at the forefront of our minds. I look forward to seeing the good that this organization will continue to do in the future.

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