Vision150 tracker

Vision 150 and Beyond is the RCMP's strategy for modernizing the organization. It is an ambitious plan that lays out priorities, risks and timelines, built upon a series of key initiatives that will drive the necessary changes to support the organization so it can evolve its culture, address critical needs and become a modern, inclusive, and stronger organization.

The initiatives are organized under four key themes:

Significant progress has already been achieved, and there is more to come.

On the tracker below, you can learn more about the individual initiatives and follow along as the progress continues.

Our people
initiatives

Total initiatives:

Our culture
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Total initiatives:

Our stewardship
initiatives

Total initiatives:

Our policing services
initiatives

Total initiatives:

Initiatives Objective Description Description updates Outcome Status Theme
Advance the collection and analysis of race-based data to address systemic racism and discrimination, in collaboration with partners Increased understanding of how to identify and prevent systemic barriers within RCMP policies and programs

The RCMP is undertaking research and engaging key stakeholders, experts and employees to support the implementation of tools for the collection of disaggregated race-based data on police interactions with racialized and Indigenous peoples. This information will support an evidence-based assessment and update of RCMP policies, processes and practices to address systemic racism and other forms of discrimination.

The RCMP will also participate in work being undertaken by the Canadian Association of Chiefs of Police and Statistics Canada to improve the collection public reporting of statistics on Indigenous and racialized groups in police reported crime statistics on victims and accused persons.

Update

April 2021: The RCMP has completed a draft policy framework outlining roles and responsibilities for the collection, analysis and reporting of Race-Based Data on police interactions. The RCMP revised its project timelines to include stakeholder engagement activities led by Statistics Canada in addition to stakeholder engagement by RCMP.

The RCMP continues to work with Statistics Canada to ensure it is compliant with changes made to the Uniform Crime Reporting Survey related to race-based data.

The RCMP consulted with the Office of the Ontario Solicitor General, the Ontario Anti-Racism and the Toronto Police Services to inform its policy work. The RCMP is also monitoring the discussions in Nova Scotia to implement recommendations from the Wortley Report to collect race-based data in that province, and in British Columbia, which recently announced anti-racism legislation.

The new RCMP policy on the collection of race-based data will be completed by the end of June 2021.

Previous updates

January 2021: The first phase of this project involves the development of an organizational policy on Collection, Analysis and Reporting of Race-Based Data. The team expects the new RCMP policy to be in place by March 31, 2021.

To develop the new policy, RCMP referred to Toronto Police Services’ race-based data policy as a useful model. RCMP is working in collaboration with Statistics Canada and the Canadian Association of Chiefs of Police to put in place consistent practices. RCMP will also engage with representatives from Black, Indigenous and other racialized communities, as well as other experts.

September 2020: Work is underway and will be completed by Spring 2021.

Ongoing - On track Our stewardship
Appoint experienced public servants to key positions Embrace modernization To improve internal management, the RCMP is hiring more experienced public servants. We are hiring public servants in: human resources, strategic policy, technology and governance roles. In the past, RCMP officers held many of these positions.
  • A Chief Administrative Officer was appointed in August 2019. The new position was filled with a candidate whose career spans several departments in senior positions.
  • A Chief Human Resources Officer was appointed in August 2019. The position was filled with a candidate whose career includes positions with several government departments as well as the Ottawa Police Service.
  • A Chief Information Officer was appointed in May 2020. The position was filled with a candidate who has held numerous executive positions in both government and business.
  • A new Chief Strategic Policy and Planning Officer was appointed in June 2020. The position was filled with a candidate whose career includes significant policy and oversight experience in the policing domain.
  • A new Chief Financial Officer was appointed in June 2020. The position was filled with a candidate who brings a wealth of public and private sector experience.
Completed Our stewardship
Create a new Psychological Health Screening Program Support employee health and wellness The RCMP will offer a new periodic psychological health assessment to all RCMP officers. This will complement the existing mandatory physical periodic health assessment. The psychological assessment will involve meeting with a psychologist to discuss psychological well-being. Employees will take part in a clinical interview, take psychometric tests, and receive awareness and education materials. The assessment aims to normalize discussions on mental health. It will also allow early intervention if an officer is in distress. Finally, it will make it easier for officers to access mental health services.

Update

April 2021: As of Feb. 25, 2021, a psychological health screening is now available to active regular members in Nova Scotia, Prince Edward Island, New Brunswick, Quebec and parts of Ontario. The RCMP continues to recruit additional psychologists to administer the program in the remaining provinces and territories.

Orientation and training sessions for the newly hired psychologists, and approximately 70 other RCMP Occupational Health Services employees, took place from February 8 to 19, 2021. The sessions provided an overview of the program, along with other well-being programs and services that are available to RCMP employees who may need support.

A new Psychological Health Screening (PHS) Program webpage is now available on the RCMP Intranet, as of February 2021. The website provides employees with a complete overview of the new program. The five RCMP divisions currently offering psychological screenings were also provided with additional information specific to their divisions to ensure they understand the processes and purpose. Employees can submit any questions or concerns about the new program to a new Psychological Health Screening email account, monitored daily by Occupational Health Services staff.

Previous updates

January 2021: The new periodic psychological health assessment (PPHA) is scheduled to launch on February 25, 2021, in divisions where psychologists have been hired so far. Communications will go out to all employees in mid February, after consultations are conducted with union representation. Recruiting for additional psychologists is ongoing for the remaining divisions. The new psychologists will receive orientation and training the week of February 8, 2021. The new periodic psychological health assessment (PPHA) is scheduled to launch on February 25, 2021, in divisions where psychologists have been hired so far. Communications will go out to all employees in mid February, after consultations are conducted with union representation. Recruiting for additional psychologists is ongoing for the remaining divisions. The new psychologists will receive orientation and training the week of February 8, 2021.

Comprehensive communications will be rolled out to inform all regular members of this new initiative, designed to better support their mental health. Occupational Health Services is working to ensure that PPHAs can be administered during COVID-19 via online tools, such as BlackBerry Messenger Enterprise (BBMe), if necessary.

The guiding policy for the PPHA is being circulated and consulted among key internal stakeholders and is set to be shared with the National Policy Health and Safety Committee and the Bargaining Agent in the near future.

October 2020: The RCMP is still working diligently to recruit psychologists to implement the PPHA. There has been success in several divisions however a number of positions are still in progress to be filled. At the same time, final consultations will be taking place in fall 2020, with program materials being completed in late fall (for example PPHA policy, structured clinical interview guidance, evaluation framework, orientation material, access to telepsychology, etc.). The intent at this time is to implement the PPHA in the divisions where psychologists have successfully been hired by January 4, 2021.

Ongoing - On track Our people
Deploy Android smartphones to employees with operational requirements Provide leading-edge policing services The RCMP is currently supplying smartphones to all employees working on the front line.

Update

January 2021: By the end of 2020, a total of 20,500 Android devices were distributed. New and replacement devices will continue to be issued as required.

Completed Our policing services
Develop an RCMP Guide to Supporting Transgender, Non-Binary and Two-Spirit Employees Build a diverse and professional workforce The comprehensive Guide to Support Transgender, Non-binary and Two-Spirit Employees provides employees with understanding of key issues and policies. The goal is to ensure an inclusive workplace. The guide was published in June 2020. It represents the most comprehensive guide of its kind for a Canadian law enforcement agency. Completed Our people
Disclose police information on a routine basis Employees, communities, partners and other stakeholders have trust and confidence in the RCMP The RCMP will publicly disclose the following on its external website:
  • Information on police intervention (use of force);
  • Information on calls for service, including mental health-related calls and wellness checks; and,
  • RCMP employee diversity statistics.

Update

March 2021: As part of the RCMP's on-going commitment to transparency, the RCMP is providing Canadians with information on:

To request a copy of the RCMP Employment Equity annual report, please e-mail Vision150-Vision150@rcmp-grc.gc.ca

Completed Our stewardship
Enhance Gender-Based Analysis Plus (GBA+) capacity across RCMP Build a diverse and professional workforce The RCMP has a dedicated Gender-Based Analysis Plus team. The team reviews our policies, programs and operations to identify barriers for diverse groups. We appointed a GBA+ expert to the Senior Executive Committee. This position ensures diverse perspectives are considered in senior decision-making. The RCMP is using GBA+ to inform a range of strategies. This includes our strategy to reintegrate and reimagine our workplace as we recover from COVID-19. This ensures we can be inclusive and responsive to diverse needs. A GBA+ Network has been established to expand RCMP capacity in this area. Completed Our culture
Ensure transparent oversight of serious incidents Employees, communities, partners and other stakeholders have trust and confidence in the RCMP The RCMP is working with provincial and territorial partners to formalize cooperation protocols with police oversight bodies to ensure that serious incidents (including death, assault, injury or serious misconduct) involving on-and off-duty police officers are referred to independent agencies for rigorous and objective investigations and enhanced transparency.

Update

April 2021: The RCMP is working closely with provincial and territorial partners to formalize cooperation protocols with police oversight bodies to ensure that serious incidents (including death, assault, injury or serious misconduct) involving on- and off-duty police officers are referred to independent agencies for rigorous and objective investigations.

Policy Update:

The RCMP is reviewing Operational Policy on investigation of RCMP employees involved in serious incidents to ensure fair, effective, thorough, and impartial outcomes. The renewed policy will provide greater structure, rigour and transparency for oversight activities that fall within the RCMP’s jurisdiction and authorities. The policy will integrate Civilian Review and Complaints Commission (CRCC) recommendations; enhancements include a revised Conflict of Interest Screening form, clarification of roles and responsibilities, terms of reference for role-specific mandates, templates, and more in-depth guidance dependent on what body is conducting the investigation.

This national policy is also being updated because of the creation of new independent bodies in some provinces and territories to ensure it allows RCMP Divisions the capacity to function within their respective jurisdictions’ designated authority regimes.

By July 2021, the goal is to complete the policy draft, translation, and then commence internal consultations on the draft policy. Due to the length and complexity of the current policy, it is expected that the revised policy will be published and in effect by July 2022.

Memoranda of Understanding [MOUs] with External Oversight Bodies:

In February 2020, the RCMP signaled its intention to work with provincial officials to develop formal MOUs with the provincial oversight bodies. The RCMP has begun reviewing existing MOUs with a view to determine the feasibility of developing a standard template. An MOU template will be completed in May 2021.

The target is seven signed MOUs with the existing oversight bodies in Canada. Initial discussions with existing oversight bodies will commence by June 30, 2021.Timelines for completion of MOUs will vary by Division.

Previous updates

February 2021: The RCMP is renewing its policy to ensure fair, effective, thorough, and impartial investigations of RCMP employees involved in serious incidents, particularly in situations where the RCRCMPMP is responsible for conducting the investigation. The renewed policy will provide greater structure, rigour and transparency for oversight activities that fall within the RCMP’s jurisdiction and authorities. It aims to clarify roles and responsibilities, to furnish those entrusted with investigative responsibilities with tools to ensure consistency in approaches, and to establish procedures to communicate findings and recommendations from investigations to internal and external stakeholders, including families/communities involved in the incident, independent oversight bodies and RCMP units. The new policy will address known gaps and be designed to be adaptable and responsive to the variations in approaches across the provinces and territories. Target completion: December 31, 2021

In October 2020, the Government of Nunavut tabled legislation to amend the Royal Canadian Mounted Police Agreement Act. The new Act, when enacted, will formalize authorities in Part VII.1 of the federal Royal Canadian Mounted Police Act and establish territorial procedures ensuring referral of serious incident investigations to a body independent of the RCMP.

September 2020: Discussions underway. Completion timelines will vary across the country given the consultation and engagement process.

Ongoing - On track Our policing services
Establish a Lived Experience Mental Wellness Advisory Team Support employee health and wellness The national Lived Experience Mental Wellness Advisory Team includes current and former employees. It will provide ongoing advice on mental health issues and initiatives.

The Lived Experience Mental Wellness Advisory Team was established and has met three times in 2020. It has changed its name from the National Mental Health Advisory Group to the Lived Experience Mental Wellness Advisory Team.

An update will be provided on annual basis.

Completed Our people
Establish an Indigenous Lived Experience Advisory Group Enhance the trust and confidence of partners and communities The RCMP seeks advice on reconciliation and addressing systemic issues by inviting current and former Indigenous employees to take part in an advisory group. The group encourages participants to share their lived experiences.

Established the first Indigenous Lived-Experience Advisory Group composed of retired RCMP members. The first meeting was held in June 2020.

An update will be provided on annual basis.

Completed Our policing services
Establish an Office for RCMP-Indigenous, Co-Development, Collaboration and Accountability Improved relationships with and outcomes for Indigenous people By Fall 2020, a new Office for RCMP-Indigenous, Co-Development, Collaboration and Accountability (RICCA) will be launched. Work has begun to recruit a team of individuals with lived experience and expertise in Indigenous relations. While the Office’s full set of functions will be identified through consultation, it is intended to have both external and internal-facing roles, providing a culturally sensitive setting where employees can seek support and where solutions to issues related to policing in Indigenous communities are addressed using a collaborative approach.

Update

April 2021: RCMP launched a staffing process in 2020 to find the leader for this important new office, and is pleased to announce that a candidate has been identified who is in the process of being engaged. Standard security and administrative processes are underway, and the new executive will be in place by June 30, 2021.

In anticipation of the new executive’s arrival, initial support staffing and scoping processes are underway to prepare for a smooth launch of the new office, which is anticipated for Fall 2021. Work has begun to recruit a team of individuals with lived experience and expertise in Indigenous relations to join this team.

While the COVID-19 situation has caused delays in staffing, consultation and administration processes, the RCMP remains committed to establishing this office as quickly as possible.

Previous updates

February 2021: Staffing and scoping processes are underway and taking longer than anticipated due to COVID-19. The project is delayed but efforts continue albeit with slower than anticipated progress. The office is now expected to be launched by Spring 2021 and the office’s leader in place by the end of 2021.

September 2020: Staffing and scoping process underway. Consultation and engagement process will commence Fall 2020. The Office’s leader will be in place in Spring 2021.

Ongoing - On track Our policing services
Establish national and provincial/territorial Gender and Harassment Advisory Committees Support employee health and wellness The goal of the Gender and Harassment Advisory Committees is to provide the Commissioner and Commanding Officers with advice on: gender, sexual orientation, harassment, equity and inclusivity.

National and provincial/territorial Gender and Harassment Advisory Committees exist nationally and in all divisions. The committees meet and report regularly.

An update will be provided on annual basis.

Completed Our culture
Establish the Independent Centre for Harassment Resolution (ICHR) Support employee health and wellness Since winter 2019, the RCMP has been working to develop a model for a new independent harassment and prevention resolution regime to ensure employees have access to a trusted, consistent process that is accessible, timely and accountable. The RCMP will establish the Independent Centre for Harassment Resolution (ICHR) comprised of full-time civilian employees who will report centrally under the Chief Administrative Officer. This will ensure that the resources responsible for carrying out the process are outside the employee’s usual chain of command to address any fears of bias and ensure impartiality.

Update

April 2021: Work is underway to support the launch of the RCMP’s new ICHR by June 30, 2021.

The director of the ICHR will be in place by June 30, 2021.

Staffing of positions to support the new director has started and some key support personnel will be in place by the end of June 2021. The RCMP is continuing to consult stakeholders across the organization on the ICHR’s structure and processes, including discussions with Commanding Officers, Senior Executives, Human Resources, Professional Responsibility Office, bargaining agents, and divisional Gender and Harassment Advisory committees.

Senior executives have approved the use of external investigators, and the roster is being developed jointly with bargaining agents as per legislation. The initial roster will established by June 30, 2021 and will include up to 30 investigators.

The RCMP’s new National Harassment and Violence policy is going through its final stages of review and consultation and will be published by June 30, 2021.

Previous updates

February 2021: In February 2021, the RCMP launched a process seeking a senior executive to provide leadership to lead the launch and the implementation of this transformational initiative.

The individual will provide leadership:

  • In the review and implementation of initial policies, processes, standards, reporting framework and training pertaining to the new ICHR and ensure compliance with the Canada Labour Code.
  • In the link between the new ICHR and the broader Workplace Culture Regime by ensuring a holistic approach which will include Awareness and Prevention initiatives, Early Conflict Resolution model, Informal Conflict Management Services and Learning and Development.

In addition, they will be responsible for establishing and maintaining collaborative relationships with key stakeholders including: officials from Public Safety Canada, bargaining agents, employees, RCMP internal committees, key government partners and academic leaders.

December 2020: In 2021, the ICHR will begin operation.

Ongoing - On track Our culture
Establish the RCMP Management Advisory Board Practise sound management

In January 2019, the Government of Canada announced the creation of an RCMP Management Advisory Board (MAB). Thereafter, in June 2019, the MAB was established to provide the RCMP Commissioner with advice on modernization and management matters.

The MAB is an independent group of 13 external experts, who were appointed in June 2019. As of February 1, 2021 there were 11 MAB members.

Update

February 2021: An introductory call was held with the MAB in August 2019, followed by the first formal meeting in September 2019. The Management Advisory Board continues to meet regularly with the Commissioner and RCMP senior management.
Completed Our stewardship
Establishment of Troop 17 Scholarship Support employee health and wellness The RCMP's Troop 17 Scholarship was established to recognize students who have made significant efforts toward the prevention of bullying and harassment in their schools and/or communities. The scholarship is named after the first troop of women to attend the RCMP Academy in Regina, Saskatchewan, and be hired as regular members of the RCMP. Up to five scholarships in the amount of $1000 will be awarded annually to full-time college or university students. Scholarships were awarded in 2018 and 2019. Winners for 2020 were announced in October. Completed Our people
Expand Recruitment of Permanent Residents Build a diverse and professional workforce Immediately, the RCMP will adjust the recruitment application process so that Permanent Residents who have lived in Canada for three of the last five years may apply to be a police officer, a change from the previous 10-year requirement. In May 2020, recruiting standards were updated to expand access for Permanent Residents. Completed Our people
Further Update the Cadet Training Program Improved ability to sustain future workforce needs Over the last two years, the RCMP applied a diversity lens (Gender-Based Analysis Plus+) to the curriculum of the Cadet Training Program to ensure cadets receive the knowledge and skills to work effectively with diverse people and communities. Additional work will be undertaken this fall to assess the impact on cadets and on organizational culture of key aspects of RCMP training, including those that are founded on military tradition. Work will continue to identify ways to further strengthen diversity and inclusion both within the curriculum and the training environment. Cadets will also be required to take the new mandatory training on cultural humility and anti-racism.

Update

April 2021: The RCMP continues to identify ways to strengthen diversity and inclusion both within the cadet training curriculum and the training environment in efforts to meet future workforce needs.

Through an applied diversity lens (Gender-Based Analysis Plus+) the RCMP is reviewing the curriculum of the Cadet Training Program to ensure cadets receive the knowledge and skills to work effectively with diverse people and communities.

Mandatory training on cultural humility and anti-racism

As of December 2020, all cadets are required to complete the new Cultural Humility and Anti-racism training, at the beginning of the Cadet Training Program. This section of the initiative is now completed.

To date, the compliance and completion rate of this training by cadets is 100%.

Review of the Cadet Training Program (CTP)

National Program Evaluation Services (NPES) is currently conducting a comprehensive review of the Cadet Training Program curriculum and the training environment at Depot Division to identify advantages and limitations posed by paramilitary training as it relates to preparing graduates to work effectively with diverse communities.

NPES has thus far collected information and data from a variety of sources, including interviews and surveys involving key stakeholders and previous graduates. They examined relevant academic literature, various training materials and other documentation.

Preliminary findings of the CTP review alongside the information from the new tracking process will be presented to Depot senior management in April 2021 and the final report will be presented to the RCMP Performance Measurement and Evaluation Committee in June 2021. The results of this initiative, along with various other evaluation processes currently underway (including a Kirkpatrick Level 3 Evaluation and a legal review), will be used to inform evidence-based revisions to the Cadet Training Program curriculum. Performance indicators will be developed once the final report is completed in Summer 2021 and Depot Division establishes a project plan for making evidence-based revisions to the Cadet Training Program curriculum.

Previous updates

February 2021: As of December 2020, all cadets will now complete new cultural humility and anti-racism training, either prior to arriving at the RCMP Academy or during their training period.

National Program Evaluation Services (NPES) is assessing the RCMP’s Cadet Training Program, to identify advantages and limitations posed by paramilitary training as it relates to preparing graduates to work effectively with diverse communities. Interviews and surveys will also be conducted with stakeholders and previous graduates.

September 2020: Assessment to be complete by Spring 2021. New training on cultural humility and anti-racism implemented immediately.

Ongoing - On track Our people
Immediately update the RCMP’s crisis intervention and de-escalation tools and training Modernize operational tools and technologies

The RCMP will update its mandatory training to ensure officers are provided with improved crisis intervention training and de-escalation tools and techniques that reflect current best practices. This will further reduce the number of occasions where force is used in police interactions with community members. Routine, periodic reviews of this training will ensure alignment with emerging approaches. Employees will be mandated to participate in the updated training on an annual basis.

The Incident Management / Intervention Model (IMIM) is a tool that helps the officer visualize an event and explain the rationale for chosen methods. The RCMP's IMIM aligns with the Canadian Association of Chiefs of Police (CACP)'s National Use of Force Framework and contributes to a common approach for police agencies across Canada.

Update

April 2021: The RCMP Learning and Development Unit (L&D) completed their final steps of Phase I to update the RCMP’s Crisis Intervention and De-escalation (CID) tools and training. This included the development of both online and instructor-led training placing an increased emphasis on the development of CID techniques.

On April 19th, the updated Incident Management Intervention Model (IMIM) Online annual recertification is scheduled to launch nationally in both official languages. This training explains the rationale behind changes to the model itself, including a greater emphasis on Crisis Intervention & De-escalation (CID). The model also further emphasizes the importance of both Verbal and Non-Verbal communication in police interactions. The training has also been updated to include a module dedicated to CID and the recognition of Emotionally Disturbed Persons or subjects experiencing a mental health crisis. As this is an annual recertification, this training provides RCMP members with an opportunity to refresh their knowledge and abilities in the important subject of CID on an annual basis.

In addition to this annual mandatory online training, RCMP members are provided with practical, hands-on experience to further develop their CID techniques through scenarios that have been specifically designed to involve subjects in crisis. A suite of 15 exclusive CID scenarios has been included in the inventory of scenarios delivered as part of the IMIM Scenario Based Training Recertification at National Block Training, which RCMP are required to take every three years. The National Block Training Program was scheduled to launch in 2020, but this component of the training has been unable to be delivered as a result of COVID-19 safety protocols.

The RCMP launched a national-level dialogue with the Chiefs of Police from across the country to discuss key issues for policing including responding to mental-health calls, de-escalation and crisis intervention. A national Task Force is working to identify additional evidence-based options for crisis intervention-de-escalation procedures, training, equipment and post-incident assessment. This important work is being pursued while recognizing Provincial/Territorial leadership and responsibility for the administration of justice.

Previous updates

February 2021: Due to COVID-19, in-person recertification training for RCMP regular members has been temporarily suspended. Work on this initiative is underway but has not been fully implemented.

A review of the IMIM is underway and broad consultation is planned with other police of jurisdiction, academia and the various communities served by the RCMP. This is to ensure that the evolution of the IMIM is based on facts, evidence, and with the overarching goals of maximizing de-escalation of encounters and further minimizing use of police interventions. While this has always been the goal of the training for RCMP members, in order to ensure the concerns of the communities are heard, this wide consultation will begin early in FY 2021-2022.

As an interim step, the Crisis Intervention and De-escalation training has been updated, and will now be provided annually on a mandatory basis. This training, in both official languages, will be available beginning in March of this year. Further, a new suite of scenarios are currently in development that will allow officers to practice their de-escalation skills as part of the Block training program. The new training elements will be included in mandatory in-person training as soon as this type of training resumes.

Ongoing - On track Our policing services
Implement Disability Case Management (DCM) Solution Support employee health and wellness A new disability case management solution will ensure consistency across the RCMP. It identifies trends in workplace and health issues, as well as gaps. The new system will make the disability case management process more efficient. It will also inform new changes to disability policies and strategies. Finally, the system will allow easy monitoring and evaluation of accommodation efforts.

Update

April 2021: Training on the AbilitiManage, the core component of the new disability case management solution, was extended to additional staff in occupational health services including doctors, psychologists and administrative staff that support the RCMP Disability Management Program. The system is now in use throughout the divisions. Based on training and feedback, supplementary resource materials were shared with users to ensure accurate understanding of how this new system works.

The launch of AbilitiConnect, the supervisor portal for which referrals will be made to the program, originally planned for April 1, 2021 will be delayed until a future date. At present there are a number of issues related to connecting RCMP users to the system and some outdated RCMP IT infrastructure that is not compatible with this tool. It was decided to delay implementation of this component until these issues can be resolved. If the supervisor portal is deployed prematurely, there is limited capacity to support and resolve connection issues. Despite the technical difficulties, this delay does provide additional time for our AbilitiManage users to become more familiar with using this new technology and allows the RCMP to utilize all system capabilities.

Previous updates

January 2021: AbilitiManage, the disability case management component, used by Disability Management Advisors and Occupational Health professionals, was implemented at the RCMP on November 5, 2020. Core users received training, with additional training will be provided next to other users.

The AbilitiConnect component, which is the supervisor portal through which referrals of work-related illness/injury, non-work related sick leave and medical-related workplace accommodations, are processed will be launched on April 1, 2021. This will provide supervisors and management with real-time updates on specific cases, generate aggregate data reports and support more accurate and timely analysis of sick leave, work related incidents, and accommodation efforts.

August 2020: A new solution will be introduced in 2021. The solution has been procured and the RCMP is working with the vendor to configure the software to meet the needs of the RCMP.

Ongoing - Facing challenges Our people
Implement local policing models that meet community needs Improved collaboration with partners, communities, and other stakeholders

The RCMP will expand the range of service delivery options, to reflect the evolving expectations of individuals and communities across Canada.

The RCMP will immediately engage with Indigenous, northern and rural communities to develop solutions reflective of locally identified priorities. This may include the increased use of Special Constables (full members of the RCMP at the rank of Special Constable, including Community Constables) and/or support for community led safety models, including unarmed options.

Update

April 2021: The RCMP will expand the range of service delivery options, to reflect the evolving expectations of individuals and communities across Canada.

Consultation with RCMP Divisions, which took place in October 2020, showed that the implementation of alternative police service delivery models has been, and continues to be, effective in addressing gaps in community policing. The RCMP conducted a survey of its contract policing divisions in December 2020 to identify local policing needs in use, or previously employed, as well as any gaps in current services. The survey results will inform the development of options in May 2021 to respond to local needs in a variety of communities.

Once the options are presented to RCMP Senior Management, consultations with key stakeholders, including Indigenous, northern and rural communities, contract partners, and the National Police Federation are planned for Summer 2021. These consultations will focus on outlining a national enhanced service delivery model with two streams (uniformed/armed and non-uniformed/unarmed), as well as support for community-led safety models reflective of locally identified priorities.

Previous updates

September 2020: Consultations and engagement began in September 2020.

Ongoing - On track Our policing services
Implement national and divisional reconciliation strategies Improved relationships with and outcomes for Indigenous people

The RCMP has been actively working with partners and stakeholders, including Indigenous communities, employees, individuals and groups to co-develop divisional reconciliation strategies. These strategies will be reviewed and updated on a three-year cycle.

The RCMP will build on this work to develop a National Reconciliation Strategy in line with Government of Canada’s actions to address the Calls to Action of the Truth and Reconciliation Commission and the National Inquiry into Missing and Murdered Indigenous Women and Girls Calls for Justice.

Update

April 2021: To date, eight of the 13 RCMP Divisions have completed their required divisional reconciliation strategies. Several factors have resulted in delays in some Divisions, but work to complete all 13 strategies is ongoing. The biggest challenge has been the effects of COVID-19, which has led to the interruption of the consultations needed to develop the strategies.

The eight completed divisional reconciliation strategies have been published publicly on a newly launched RCMP national page for reconciliation. Remaining divisional strategies will be posted here when the are finalized; all strategies will be posted by Summer 2021.

A national RCMP reconciliation strategy is being developed to align divisional strategies, engagement and collaboration, and federal government direction. The national strategy is expected to be completed by end of Summer 2021 and posted to the RCMP reconciliation page.

Previous updates

February 2021: Indigenous Strategic Operations has been supporting divisions in developing their respective reconciliation plans. All divisions are expected to have completed and translated their reconciliation strategies by the end of February 2021. The national reconciliation strategy will be completed by Summer 2021.

September 2020: Divisional strategies will be submitted by Winter 2020. Exact dates for completion and implementation vary given the co-development process and the differences across the country. The national strategy will be finalized by Summer 2021.

Ongoing - On track Our policing services
Inclusive Design Building better spaces for everyone

This initiative involves a suite of RCMP-wide actions related to inclusive design. Inclusive design aims to remove barriers and ensure that facilities are inclusive and accessible by everyone.

Update

March 2021: Through this initiative, external consultants are currently developing evidence-based national guidelines for inclusive design in new and existing RCMP infrastructure, with a particular focus on the needs of people of diverse genders and religions, and people with disabilities. These guidelines will be completed in Fall 2021.

Following that, inclusive design best practices and lessons learned will be used to explore improvements to RCMP policy and facility design standards for new and existing RCMP infrastructure, including change rooms, dormitories and washrooms.

Pilot projects involving inclusive design principles, grounded in gender-based analysis+, are occurring in RCMP facilities across the country. Over the next three years, new and existing detachment facilities in Alberta, Nova Scotia, New Brunswick, and Newfoundland and Labrador are integrating inclusive facility design into new all-gender locker areas for employees. The RCMP cadet training academy (Depot) in Saskatchewan is also exploring inclusive facility design in plans to renovate existing and build new facilities, with implementation beginning in 2021. Employee engagement will be an important component as detachments consider their inclusive design options.

Ongoing - On track Our culture
Increase the use of restorative justice Improved relationships with and outcomes for Canadians The RCMP will work in partnership with jurisdictions to increase referrals to restorative justice programs across the country, and to establish programs where none exist. This work will be undertaken thorough consultation and collaboration to meet local community needs. The goal is to better utilize alternatives to the traditional criminal justice system.

Update

April 2021: An environmental scan of restorative justice use in the RCMP has been completed and the data is being analysed. This scan will enable the organization to address gaps, leverage successes and address challenges in order to increase the rates of use of restorative justice. RCMP Contract & Indigenous Policing has completed a detailed report on pre-charge restorative justice referrals in all RCMP jurisdictions for 2020, providing a baseline measurement for ongoing comparison and has developed a draft version of a restorative justice awareness and guidance training course for RCMP personnel.

Tools to facilitate the use of restorative justice are under development, and will include the following: a reference tool to assist members to identify how and when to make a referral; a national restorative justice referral form to provide consistency; and the national restorative justice policy is being revised and will be completed in Fall 2021.

This initiative is making progress, and next steps include obtaining final approval for the restorative justice training course for RCMP personnel in Fall 2021, developing tools to facilitate the use of restorative justice, and continuing to partner with local organizations in the development of approaches aiming at increasing pre-charge referrals to restorative justice.

Previous updates

January 2021: Contract & Indigenous Policing has collected the number of restorative justice pre-charge referrals in all RCMP contract policing jurisdictions for January through September, 2020. By February 2021, a detailed report of RCMP restorative justice pre-charge referrals for 2020 will be available, to be used as base line measurement going forward.

An RCMP community of practice has been established with representatives from each of the contract policing divisions. A current assessment of the RCMP’s use of restorative justice has been completed, which will enable the organization to leverage successes and best practices as well as to address challenges in increasing referral rates.

September 2020: The consultation process is underway. Exact dates for completion and implementation vary given regional differences.

Ongoing - On track Our policing services
Initiate an Equity, Diversity and Inclusion Strategy Advance the RCMP’s position as an equitable, diverse and inclusive workplace

The RCMP’s Equity, Diversity and Inclusion (EDI) Strategy is a key element of our Vision 150 modernization plan and introduces fundamental changes to the RCMP that will promote an inclusive organization that values diversity and serves employees and communities with dignity and respect. It also focuses on identifying and reducing workplace and service delivery barriers for Black, Indigenous and People of Colour (BIPoC), women, persons with disabilities and members of LGBTQ2+ communities.

This strategy will see the RCMP:

  • Provide Leadership and Governance
  • Be Clear, Accountable and Transparent
  • Enhance Awareness and Education
  • Change Culture and Transform

Update

April 2021: As of March 2021, almost all RCMP divisions and business lines across Canada had developed draft Equity, Diversity and Inclusion (EDI) implementation plans to support the RCMP national EDI Strategy. The implementation plans have been created by actively collaborating and sharing best practices and ideas. Members also have access to a variety of templates, tools and resources to support successful implementation going forward. Activities in the EDI plans include – increasing support for diverse employee networks, implementing staffing practices that support diversity, such as diverse selection boards, and to support the delivery of mandatory training and other learning materials available through the Canada School of Public Service, the Canadian Centre for Diversity and Inclusion and Catalyst Consulting Group.

The implementation of these EDI plans is being tracked in the RCMP Annual Performance Plan System (APPS) to monitor and measure progress. Progress is also being measured at the national level in accordance with the RCMP EDI Strategy, including national level initiatives.

As of April 15, 2021, all but 2 plans were completed are progressing well. The EDI office is working directly with business lines and divisions to finish outstanding plans, and is providing access to additional resources to assist them. While the COVID-19 situation poses a number of challenges that could impact the advancement of the EDI Strategy, the implementation of plans is going ahead wherever possible and contingency plans are being considered to ensure this important work stays on track.

Previous updates

February 2021:

  • On January 28, 2021, the RCMP officially released its EDI Strategy, which details the concrete actions we are taking to address racism and discrimination within our workforce and how we interact with the communities we police. Divisional and Business line leads are well equipped and are preparing robust implementation plans for 2021-22.
  • As of early February, a total of 9,735 RCMP employees across Canada have successfully completed the “Cultural Awareness and Humility” course, which effectively promotes a greater understanding of the impacts of culture and identity on perceptions and actions.
  • On March 31, 2021, the RCMP will launch a new mandatory anti-racism training course for all employees. Developed and informed by external experts, this training will be focused on reducing discrimination and advancing racial equity, diversity and inclusion.

September 2020: The Cultural Awareness and Humility course is now available. RCMP senior management will be required to complete by the end of 2020. The EDI strategy will be launched in the Fall 2020 and the additional new mandatory anti-racism training will be in place and activated in early 2021.

Ongoing - On track Our people
Launch Electronic Major Case Management (eMCM) Provide leading-edge policing services The new electronic major case management application will assist investigations in all areas of the RCMP. This includes complex and large-scale investigations.

Update

April 2021: In efforts to modernize its applications, the RCMP is implementing a new centralized and scalable electronic major case management (eMCM) application to better support RCMP police operations in managing major case investigations across the country.

The RCMP announced internally on May 14, 2020 that Powercase by Xanalysis was the successful vendor for the next generation project of eMCM. The new application will improve communication between RCMP divisions, applications and systems, provide centralized searching capabilities and enhance the electronic capabilities to collect, analyze and manage information for complex investigations and Disclosures.

The new eMCM software is currently in the Configuration Analysis Phase, where functional and technical requirements are being reviewed and finalized for approval. The project team has identified additional user and technology related needs. To mitigate the challenges of large storage capacity, a technical option analysis is being updated for the lowest cost option that will meet the various RCMP Operational requirements.

Upon completion of the Configuration Analysis Phase, testing will begin. The User Acceptance Testing and Quality Control testing is scheduled for Spring 2022 to ensure the product meets the RCMP’s Technical and Operational Requirements standards prior to the full deployment of the new eMCM tool. The deployment of the new eMCM tool will be done in phases and is set to begin in April 2022.

Previous updates

February 2021: After pandemic related delays in 2020, the project is now proceeding. The planning phase of this transformation initiative has been completed. The application is now being modified to meet RCMP specific requirements and the configuration will be completed by Fall 2021. Following testing and training, roll out of the new solution will begin in Spring 2022.

July 2020: A vendor has been selected and contract awarded for the new solution. RCMP and the vendor commenced user workshops in July 2020 to guide the configuration of the application. Configuration is expected to be completed in Fall 2020.

Ongoing - On track Our policing services
Leverage diverse civilian expertise in criminal investigations Improved ability to sustain future workforce needs The RCMP will recruit and train expert civilian employees to support its federal criminal investigative mandate. Individuals with specialized expertise and experience will be hired to meet current and future policing challenges, and to increase diversity and equitable representation across the RCMP workforce.

Update

April 2021: This initiative is currently in Phase 1, with the launch of the Civilian Criminal Investigators (CCI) pilot to hire 35 new full-time employees with expertise in IT and Finance. The response to the recruitment efforts was very positive with over 700 applications received. The candidates have been screened and are currently being assessed. The selected candidates are expected to arrive starting in June 2021 and all be working by late Summer 2021.

Training for the new employees is being developed by RCMP Learning and Development, and will be delivered starting in June and September, 2021. New materials are also being developed to support managers and employees with change management, which will contribute to the success of the pilot.

Next steps will include an in depth review and analysis of Phase I to identify lessons learned that could be applied in next phases of the project.

Previous updates

January 2021: The first step in the application process to hire Civilian Criminal Investigators (CCI) in the RCMP’s Financial Crime and Cybercrime unit is complete. The prospective candidates are undergoing further assessment, and those who are successful in the process will go on to form part of the CCI pilot, which is anticipated to launch in June 2021. Thirty-five CCIs are expected to be on boarded this year.

September 2020: Research and consultation with internal and external partners is nearing completion. Active recruitment to begin in Winter 2021.

Ongoing - On track Our people
Modernize recruitment through proactive action to diversify and reduce bias in processes Improved ability to sustain future workforce needs The RCMP will increase diversity among proactive recruiters, to represent the diversity we seek to attract. The RCMP will also implement modern applicant screening tools to promote diversity and ensure candidates have the characteristics and attributes needed for policing into the future, including screening for bias, racism and discriminatory attitudes and beliefs.

Update

April 2021: Work is ongoing to enhance the RCMP’s recruitment processes to increase diversity and reduce bias. Part of that work will include hiring proactive recruiters who are representative of the communities the RCMP serves, including proactive recruiters who are Black, Indigenous and People of Colour, and diversifying approaches and venues for recruitment. Work on this front has been temporarily delayed due to COVID-19 and its impact on in-person recruiting events. Currently, efforts have been placed on holding virtual recruiting events for potential applicants. At this time, efforts are focussed on amending the recruiting presentations to align with a virtual environment.

Work is also underway to develop a modern work description and training guide for proactive recruiters to ensure they have the skills and abilities required to effectively recruit a diverse workforce. This will be completed by May 2021.

Recently, in February 2021, the RCMP launched a pilot project that delivered implicit bias tests to all police officer applicants. Implicit bias testing identifies an individual’s neural associations they have developed between particular groups of people and associated good or bad ideas or stereotypes. Research suggests that these associations can affect the decisions individuals make and how they behave. For the purposes of the pilot project, results will not be used to screen applicants. Rather, the implicit bias testing results will be used to gain information about the RCMP’s applicant pool and determine training requirements for Cadets and newly engaged Regular Members.

RCMP also completed work to identify the key characteristics and attributes required in recruits for modern policing, and presented this information to RCMP senior management in February 2021. A business plan for implementing new recruiting processes that incorporate this information is now being completed and it is expected to be implemented in phases, beginning in Summer 2021. Work is also underway to identify the key characteristics and attributes needed for specialized areas within the RCMP (i.e. Federal Policing, Specialized Policing Services).

Previous updates

September 2020: Consultation with RCMP management across the country is underway. Completion date of Winter 2021

Ongoing - On track Our people
Partner with Indigenous women’s groups Improved relationships with and outcomes for Indigenous people Building on current dialogue, the RCMP will work to establish formal agreements with Pauktuutit Inuit Women of Canada and the Native Women’s Association of Canada. These agreements will provide a framework for regular meetings, dialogue and engagement to identify priorities for collaboration to enhance the safety and well-being of women and children.

Update

April 2021: RCMP engagement with the Native Women’s Association of Canada (NWAC), the Pauktuutit Inuit Women of Canada, and Les Femmes Michif Otipemisiwak (Women of the Métis Nation), is continuing to strengthen these relationships.

Pauktuutit Inuit Women of Canada and the Commissioner signed a formal agreement virtually at the Pauktuutit Annual General Meeting on January 27, 2021.

Work is continuing to finalize a formal agreement and workplan to be signed by the President of the Native Women’s Association of Canada (NWAC) and the Commissioner of the RCMP, in spring/summer 2021. Logistics are being arranged for the signing.

RCMP’s Contract and Indigenous Policing is continuing efforts to formalize a working relationship with Les Femmes Michif Otipemisiwak – Women of the Métis Nation.

These three agreements will all provide a framework for regular meetings and a commitment to open dialogue to identify priorities for collaboration to enhance the safety and well-being of Indigenous women and children.

A half-day session aimed at collaboration with the three women’s organizations, to be led by an external consultant, is planned for Summer 2021. The intent of the session is broad collaboration between the RCMP and the three organizations on matters relevant to Indigenous women and girls.

The COVID-19 pandemic has impacted the work and priorities of these women’s organizations, and given limited capacity challenges, some collaboration activities have been affected.

Previous updates

February 2021: The Native Women’s Association of Canada (NWAC), the National Indigenous Organization (NIO) representing Indigenous women, girls and gender diverse people across Canada, and the Commissioner of the RCMP aim to sign an agreement and accompanying work-plan in January 2021 that will guide collaboration on matters of mutual interest.

Pauktuutit, the national representative organization of Inuit women in Canada, and the Commissioner signed a formal agreement virtually at the Pauktuutit Annual General Meeting on January 27, 2021. This agreement will guide work on matters of mutual interest between Pauktuutit and the RCMP.

RCMP’s Contract and Indigenous Policing has begun to formalize a working relationship with Les Femmes Michif Otipemisiwak – Women of the Métis Nation. That relationship and dialogue to coordinate future work will continue in 2021.

The Commissioner has directed the creation of a half-day session aimed at collaboration with these three women’s National Indigenous Organizations (NIOs), which will be led by an external consultant. The session will likely take place in the first or second quarter of 2021, with the intent of broad collaboration on matters relevant to Indigenous women and girls.

September 2020: The consultation process is currently underway.

Ongoing - On track Our policing services
RCMP Employee Well-being Strategy (2021-2024) Support employee health and wellness

The new RCMP Employee Well-Being Strategy (2020-2025) will focus on support services, early intervention, and the prevention and treatment of employee mental health illnesses.

Update

April 2021: RCMP senior management endorsed the “Employee Well-Being Strategy 2021-2024” on March 3, 2021.

The strategy is comprised of three priorities, which include:

  • development of a strong governance model to improve leadership and coordination of programs across the organization,
  • pro-active programs to address physical and psychological illness and injury, and
  • promotion and protection of all RCMP employees well-being, including new training, a Civility and Respect in the Workplace campaign, increased support for Informal Conflict Management Program, and a Well-Being education and awareness campaign.

The Commissioner announced the release of the Well-Being Strategy the week of March 22. The Strategy was shared with all employees via the Mental Health Minute Newsletter on March 29, 2021.

The strategy aims to take a more holistic approach to promote and protect RCMP employee well-being, dedicating effective timely and well-suited resources to help prevent and address physical and psychological illness and injury.

Next steps include promoting the strategy during Mental Health week which is May 3-9, 2021; collating the end of year results for the numerous initiatives reflected in the annual action plan for 2021; and updating annual action plans and performance measurement framework for years 2021-2024 as programs evolve. Stakeholders will be involved in updates to the action plans linked to the strategy.

Previous updates

January 2021: Based on feedback received, a decision was made to modify the effective period of the Strategy from 2021-2026 to cover the period of 2021 to end in 2024 with a commitment to report on progress annually. Furthermore, in order to ensure the RCMP maintains its commitment to the OAG a performance measurement and quality framework has been developed which will enable the organization to know whether it is achieving the Strategic Priorities of its Strategy and a three-year action plan will focus the work on three strategic priorities with supporting key initiatives and actions, aligned with the 13 Psychosocial Factors.

A draft Well-Being Strategy has been developed and is ready for final consultation. It was developed based on the Strategy Framework and in consultation with LEMWAT, HRMT, CHRO Tier II Management Committee and National Health and Safety Committee (NPHSC).

Next steps:

  1. The Workplace Well-Being Directorate will be reviewing the results stemming from the Workplace Assessment Survey in consultation with the LEMWAT to ensure key initiatives will address the gaps identified in the report.
  2. Final consultation with the NPHSC first week of January
  3. Seek CHRO approval January 13, 2021
  4. Seek Commissioner approval January 29, 2021
  5. Discuss final action plan with LEMWAT February 2, 2021
Ongoing - On track Our people
RCMP Policy Renewal Practice sound management

The RCMP Policy Renewal initiative involves reviewing the current RCMP policy landscape to build a modern and user-centric policy suite. It focuses on creating a single window for users to access all RCMP policy instruments, whether it be the current or historical version of a policy, procedure, or divisional supplement. It also involves creating a Policy Hub with a policy instrument framework that will ensure common standards, controlled environments, trained and supported policy centres and partners, and compliance with the policy lifecycle. This initiative addresses gaps identified in the Audit of Policy Management, and the feedback received through the Innovation Inbox and the 2016 National Communication Services Infoweb survey.

Update

April 2021: Significant consultation and research has been conducted to support policy renewal at the RCMP, including user interviews, survey, workshops and a prototype for the portal. For the Hub, a draft organizational chart was created and next steps include seeking funding for new positions and then initiating the staffing in Spring 2021; job posters for at-level opportunities are currently in development. For the Policy Renewal initiative, next steps to be completed by Fall 2021 include creating the architecture and technology to support the policy portal, implementing policy management recommendations, and developing a change management strategy to ensure smooth transition to this new approach. Work is also planned to migrate the RCMP manuals to the new policy portal starting in Spring 2022.

Previous updates

January 2021: From September through December 2020, all deliverables from the October 2020 update were completed.

Phase 1 will be completed on 2021-02-05.

  • response to the Audit on Policy Management, the audit developed options to address recommendations from the Management Action Plan, which were presented and discussed at the Departmental Audit Committee and the RCMP Management Committee

The decision was to create an RCMP Policy Hub under the CIO’s newly-created Analysis, Data, and Information Management (ADIM) area.

Next steps include:

Complete Phase 1 of the initiative.

  • Completing Phase 1 and begin implementing recommendations
  • Planning for Phase 2, which involves building the new policy portal
  • Setting up the RCMP Policy Hub, including funding and an HR strategy
  • Return to the Management Committee in early 20201 to discuss the Unit Level Quality Assurances (ULQAs)
Ongoing - On track Our stewardship
Refresh the RCMP Core Values and develop an Organizational Statement of Values RCMP culture is characterized by respect for diversity and the contribution of all employees The RCMP’s core values (Honesty, Integrity, Professionalism, Compassion, Accountability and Respect) are under review and will be updated through an internal and external stakeholder engagement process, to ensure our values are inclusive, well-understood, and continue to reflect a modern Canada. A new statement of values will also be developed, to provide guidance on how RCMP employees are expected to live out the core values in the workplace and in communities.

Update

April 2021: A diverse and inclusive engagement strategy has been developed to engage with external and internal stakeholders for their input on core values and ethical behavior expectations. The strategy includes an employee survey and engagement sessions.

RCMP employees participated in the survey in March 2021, which asked for views on the organization’s core values. Engagement sessions will begin in April, and will be completed in May.

The views collected from both these activities will inform a renewal of the RCMP’s core values and the development of a new Organizational Value Statement, which will clearly define ethical behaviours for all employees. The final report is expected to be presented to senior management for review and approval in Summer 2021.

Previous updates

January 2021: In February 2021, RCMP employees will be asked to complete a survey that will ask for their views on the organization’s core values. The views collected will help inform a renewal of the core values and a new Organizational Value Statement, which will clearly define ethical behaviours expected from all employees. The core values project will present its recommendations to senior RCMP management in Spring 2021 and the Organizational Value Statement is expected to be finalized and released in Summer 2021.

September 2020: Consultation will begin in fall of 2020 and will be completed by March 2021.

Ongoing - On track Our culture
Reporting on Modernization Progress Practice sound management

As part of its Vision 150 modernization mandate, the RCMP has identified in its Strategic Plan three key organization-wide outcomes:

  1. The RCMP is a healthy and inclusive organization that provides modern policing services
  2. RCMP culture is characterized by respect for diversity and the contributions of all employees
  3. Employees, communities, partners and other stakeholders have trust and confidence in the RCMP

The results of annual RCMP surveys of employees, Canadians and contract policing partners provide key indicators of progress toward these long-term outcomes.

Results from the 2020/21 round of surveys will be added in June 2021.

The RCMP is a healthy and inclusive organization that provides modern policing services

Percentage of employees:

  • who agree that the RCMP works hard to create a workplace that prevents discrimination 2017/18: 59%; 2018/19: 62%; 2019/20: 64%;
  • who state that they have been the victim of discrimination on the job in the past 12 months 2017/18: 13%; 2018/19: 8%; 2019/20: 10%;
  • who agree that the RCMP works hard to create a workplace that prevents harassment 2017/18: 54%; 2018/19: 59%; 2019/20: 62%;
  • who agree that my department or agency does a good job raising awareness of mental health in the workplace 2017/18: 66%; 2018/19: 69%; 2019/20: 69%.

Percentage of surveyed contract partners:

  • who agree that the RCMP treats Indigenous persons fairly. 2017/18: 72%; 2018/19: 73%; 2019/20: 76%;
  • who agree that the RCMP is advancing reconciliation with the Indigenous peoples of Canada. 2017/18: --; 2018/19: -- ; 2019/20: 59%;
  • who agree that the RCMP is contributing to safer Indigenous communities. 2017/18: 62%; 2018/19: 65%; 2019/20: 62%.

RCMP culture is characterized by respect for diversity and the contributions of all employees

Percentage of surveyed contract partners:

  • who agree that the RCMP is sensitive to the needs of different cultures and groups 2017/18: 81%; 2018/19: 80%; 2019/20: 81%.

Percentage of employees:

  • who agree that the RCMP implements activities and practices that support a diverse workplace 2017/18: 69%; 2018/19: 72%; 2019/20: 72%;
  • who agree that the RCMP respects individual difference (for example culture, work styles, ideas) 2017/18: 68%; 2018/19: 73%; 2019/20: 70%.

Employees, communities, partners and other stakeholders have trust and confidence in the RCMP

Percentage of surveyed Canadians:

  • who had contact with the RCMP and who agree that RCMP personnel are knowledgeable and competent 2017/18: 73%; 2018/19: 74%; 2019/20: 78%;
  • who agree that they have trust and confidence in the RCMP 2017/18: 74%; 2018/19: 74%; 2019/20: 69%;
  • who agree with the statement I feel safer because of the RCMP 2017/18: 68%; 2018/19: 70%; 2019/20: 64%;
  • who self-identify as Indigenous and agree with the statement I feel safer because of the RCMP 2017/18: 56%; 2018/19: 65%; 2019/20: 60%;
  • who agree that the RCMP is respectful to the cultural needs of Indigenous people 2017/18: --; 2018/19: 49%; 2019/20: 45%;
  • who agree that the RCMP is contributing to safer Indigenous communities 2017/18: 49%; 2018/19: 51%; 2019/20: 47%;
  • who agree that the RCMP is advancing reconciliation with Indigenous peoples of Canada. 2017/18: --; 2018/19: --; 2019/20: 43%;

Percentage of surveyed contract partners and policing partners or stakeholders who agree that they have trust and confidence in the RCMP 2017/18: 86%; 2018/19: 84%; 2019/20: 83%;

Percentage of employees who agree that they have confidence in RCMP senior management 2017/18: 37%; 2018/19: 50%; 2019/20: 53%.

Ongoing - On track Our stewardship
Strengthen governance, transparency, and communication for major RCMP decision-making bodies Make sound decisions The RCMP has more than 25 national committees. We recently completed an audit on the governance of national committees. Work is underway on an action plan that will respond to this audit. The plan will examine all senior level committees. It will also create a governance framework for committees. The goal is to improve decision-making, and strengthen transparency and accountability. Revised terms of reference for the Senior Executive Committee (SEC) and the Senior Management Team (SMT) have been approved. Terms of reference for new a Management Committee, Policy Committee and an Operations Committee have been developed and approved. The first meetings for these committees took place in September 2020. Completed Our stewardship
Strengthen timelines in our public complaints process Employees, communities, partners and other stakeholders have trust and confidence in the RCMP The RCMP has implemented a new service standard of 6 months to respond to new reports received via the Civilian Review and Complaint Commission (CRCC). The previous response rate was on average 18 months.

Update

April 2021: From April 1, 2020 to March 31, 2021, the RCMP Commissioner responded to 103 CRCC interim reports, and another 18 are pending review. That is more than triple the previous best year of 33 responses per year. This increased response rate is indicative of the RCMP’s renewed commitment to provide meaningful and timely responses.

In that same 12-month period, the RCMP received an additional 50 CRCC interim reports. There are currently 121 interim reports awaiting RCMP response, with 92 of them currently exceeding the six-month time limit agreed to in the MOU with the CRCC. The RCMP will eliminate the backlog of interim reports by December 2021.

Temporary resources continue to help clear the backlog and all advisor positions will be filled by the end of April 2021.

Starting in April 2021, the RCMP will be meet the agreed upon service standard of six months for responding to interim reports received after that date.

By the end of April 2021, the RCMP will post on its external website the Commissioner’s commitments made in response to CRCC interim reports.

Previous updates

February 2021: The RCMP is continuing to increase the staff working exclusively on reducing and responding to the backlog of interim reports from the CRCC.

Since March 2020, the RCMP’s Commissioner has responded to 65 interim reports. Another 20 will be completed before the end of the fiscal year. That response rate is more than double the previous rate of approximately 33 responses per year. This increased response rate is indicative of the RCMP’s renewed commitment to provide meaningful and timely responses.

Also since March 2020, RCMP has received 41 new interim reports. The current total of reports that need to be addressed is 140 and RCMP aims to respond to all of them by the end of 2021. On average, the RCMP receives 2,160 public complaints per year and 55 interim reports.

September 2020: Work is underway. The new standards will be in place by Fall 2020. The current backlog will be cleared by Fall 2021.

Ongoing - On track Our stewardship
Support greater integration of community, health and social services Enhanced relationships with partners, communities and stakeholders

The RCMP recognizes the need to strengthen collaboration with health and social service partners in the response to calls related to mental health crises, wellness checks, substance use and addiction, and assisting persons with other unique needs.

The RCMP launched a national-level dialogue with Chiefs of Police from across the country to discuss key issues of import to the policing community. Discussion issues included responding to mental-health calls, and de-escalation and crisis intervention. Future discussion will also focus on identifying promising practices in integrated health and policing service delivery, including tools, agreements, and models that facilitate collaboration to respond to health-related calls.

The outcomes of this engagement will feed into broader discussions at all levels of government to improve the integration of police, health and social service delivery in line with modern needs and expectations.

Update

April 2021: There are three inter-related aspects to this work: RCMP-led Research, Federal Engagement and the Chiefs of Police Roundtable.

Research: Since December 2020, the internal Core RCMP Group has met three times to examine mental health models currently delivered in RCMP divisions, as well as international models, and discuss their potential application on a national, provincial and community scale. The group is also reviewing mental health training programs offered to new RCMP cadets and other members to share information with internal stakeholders and discuss ways to improve. Results of the review will be shared with Divisions by September 2021.

Federal Engagement: RCMP is meeting with other federal departments to identify national approaches and partnerships that could be leveraged to support police and social and health services collaboration in mental health responses. Since January 2021, RCMP has met with Public Safety Canada, Heritage Canada (Federal Anti-Racism Secretariat), Employment and Skills Development Canada’s Homelessness Secretariat, and the Public Health Agency of Canada.

There is early consensus that Federal programs need to be communicated down to the local level to ensure that proper support is offered to those with mental health, addictions and homelessness issues. Further, there is recognition of the need to work with provincial/territorial partners as mental health falls within the purview of the provinces and territories. Current partnerships through RCMP divisions will be of assistance in this regard. Results of this engagement will be shared with RCMP Divisions by September 2021.

Chiefs of Police Roundtable: The Chiefs of Police Roundtable’s Mental Health-related Calls for Service Taskforce met for the first time in early February 2021 to share innovative police approaches in responding to mental health/wellness checks across Canada. Subsequent meetings will be held in April and Fall 2021. The intent is to identify promising practices that can be leveraged by police services within their own jurisdictional context, beginning in early 2022.

Another Taskforce, which is charged with the development of a new/updated National Crisis Intervention/De-escalation Framework, met four times between January and March. The Taskforce recognizes provincial/territorial responsibility for the administration of justice. In addition to preliminary research and engagement with external experts, the Taskforce has developed a project plan to guide work over the coming months, including partner/stakeholder consultations. This initiative is expected to take 12-18 months, concluding with a new framework document in Spring 2022.

Previous updates

February 2021: The geographic, linguistic, cultural and demographic diversity in Canada requires ongoing engagement and consultation with a range of partners and stakeholders to ensure the RCMP is responsive to the realities and expectations of Canadians. In support of this as it relates to police response to mental health crises, the RCMP established an internal core group from our National Headquarters and Divisions (Provinces and Territories). The first meeting of the working group took place on December 3, 2020. To date, several divisions, who are represented in the core group, have launched pilots to address issues associated with the response to calls related to mental health crises, wellness checks, substance use and addiction, and assisting persons with other unique needs.

The work of the core group includes the sharing of existing best practices, knowledge and expertise from individual divisions and NHQ; evaluation and advice on training and promising approaches; and, assistance in further identifying and developing key partnerships in policing and health and social services to support circumstances before a mental health call, upon arrival at the scene, and post-call.

The RCMP has also started engaging with other federal government departments to examine national approaches and partnerships that could be leveraged. The first meeting took place with Health Canada on November 26, 2020 and with a subsequent meeting with Indigenous and Northern Affairs Canada on January 12, 2021. Additional meetings will be held with the Public Health Agency of Canada and the Federal Anti-Racism Secretariat of Canadian Heritage.

Chiefs of Police Roundtable Update

As part of the Chiefs of Police Roundtable, a number of Chiefs of Police from across the country have met virtually three times since the initiative was launched – Sept. 17 and Nov. 23, 2020, and Jan. 5, 2021. The next meeting of the roundtable is scheduled for Feb. 18, 2021.

At the inaugural meeting, the table supported the establishment of two specific task forces:

  1. Crisis Intervention/De-escalation Taskforce – which is charged with working on the development of a national crisis intervention/de-escalation framework. This taskforce held its first meeting in early December 2020, and is currently conducting research and analysis on potential models to inform the development of a national framework.
  2. Mental Health-related Calls for Service Taskforce – which is charged with exploring opportunities and approaches to responding to wellness checks and mental health-related calls for service, including integrated health and policing responses. The first meeting of this group will occur in February 2021.

September 2020: Consultations and engagement began in September 2020.

Ongoing - On track Our policing services
Support the immediate deployment of body-worn cameras for RCMP officers Trust and accountability

To improve public transparency and accountability and to respond to concerns about policing from racialized and Indigenous communities, the government has provided funding to the RCMP to implement a Body-Worn Camera Program (BWC). The objective of the program is to equip all RCMP officers who have operational interactions with the public with a body-worn camera while on duty. This includes the front-line police officers that hold specific duty functions in uniform policing activities and account for over 90% of use of force encounters documented. It is estimated that between 10,000 and 15,000 cameras will be deployed. This will include RCMP officers in both Contract and Federal Policing.

The program will also implement supporting software technology to store and ensure ready access to video evidence to support court proceedings, access to information requests and other complaints processes in a manner that respects privacy legislations across the country.

The key outcomes of this project are:

  • Improved transparency and accountability for police leading to increased public trust and confidence in police.
  • Encourage lawful and respectful interactions between the public and the police.
  • Improved evidence gathering and timely prosecutions.
  • Timely resolution or withdrawal of complaints due to video evidence

Update

May 2021: In response to the Request for Proposals processes initiated in October 2020 regarding body worn cameras, the procurement strategy has been modified to now include an Invitation to Qualify (ITQ) process. Under the ITQ process, respondents must meet all mandatory criteria in order to qualify for participation in the subsequent Request for Proposal (RFP) process.

The target is to have a contract awarded in late Summer or early Fall of 2021 with the first cameras being rolled out in early Fall 2021. The RCMP intends to continue to issue body-worn cameras in 2022 in a phased manner with initial test zones located in a mix of remote, rural and urban communities.

Additionally, a limited pilot project for Body Worn Cameras continues in Iqaluit, Nunavut, until May 31, 2021. This pilot, involving 24 officers, utilizes existing equipment that RCMP generally uses for rapid deployment to public order events. The purpose is to gather a variety of information, including but not limited to: community needs and concerns, RCMP use policy, RCMP training needs, and video use at trial. This information will help inform the broader rollout of body worn cameras across the country. The Nunavut pilot will evaluate community acceptance of cameras as well as the operational policies and processes surrounding their use.

Previous updates

February 2021: On behalf of the RCMP, Public Services and Procurement Canada has launched a Request for Information (RFI) process requesting industry feedback on proven business and technical solutions for Body-Worn Cameras and associated digital information management solutions. Information collected will be considered as procurement requirements are developed. The Request for Information was launched on October 20, 2020 and will be on-going until the Request for Proposal is formally launched. Additional consultation with industry will be conducted once the analysis of the first RFI responses is complete. The target is to have a contract awarded in late spring with the first cameras being rolled out in the summer. The RCMP intends to roll out body-worn cameras in 2022 in a phased manner with initial test zones located in a mix of remote, rural and urban communities.

Additionally, a limited pilot project for Body-Worn Cameras is currently underway in Iqaluit, Nunavut. This pilot utilizes existing equipment that RCMP generally uses for rapid deployment to public order events. The purpose is to gather a variety of information, including but not limited to: community needs and concerns, RCMP use policy, RCMP training needs, and video use at trial. This information will help inform the broader rollout of body-worn cameras across the country. The Nunavut pilot is scheduled to last until May 31, 2021 and will evaluate community acceptance of cameras as well as the operational policies and processes surrounding their use. The third Phase of the pilot project will commence February 15, when the use of cameras will be expanded to 24 officers.

Ongoing - On track Our policing services
Supporting Holistic, Long-Term Culture Change Achieving a modern, trusted and inclusive RCMP

The RCMP is committed to supporting a positive organizational culture that is characterized by respect for diversity and the contributions of all its employees.

The RCMP Organizational Culture Inventory was developed with respected external experts to provide a current and objective snapshot of RCMP culture. The inventory is designed to help the RCMP identify the organizational behaviours that will help foster positive culture change. The inventory will also provide a baseline for measuring change over time.

Update

March 2021: Six prominent organizational cultural traits were identified by analysing the results of the Fall 2020 employee survey, which generated over 6,500 responses, supplemented by a series of focused interviews. Presentations have been made to RCMP senior management to discuss the results, and to explore key behaviours to foster an organizational culture at the RCMP that is more collaborative, innovative, diverse and inclusive. Employee consultations are currently underway in all RCMP divisions to prioritize key behaviours based on the level of impact they would have in RCMP workplaces.

Next Steps: In Spring 2021, a pilot plan is being developed to test the effectiveness of the key behaviours to enable a more collaborative, innovative, diverse and inclusive culture.

Ongoing - On track Our culture
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