On this page

• Introduction
• MAB Governance Principles and Commitment
• Roles and Responsibilities of the Members
• Roles and Responsibilities of the Chairperson
• Roles and Responsibilities of the Vice-Chairperson
• Meetings
• Committees and Task Forces
• Roles and Responsibilities of the MAB Secretary
• Roles and Responsibilities of the Minister, Deputy Minister, and Commissioner

1. Introduction

1.1. This document complements the Charter of the Management Advisory Board (hereinafter referred to as the “MAB” or the “Board”) for the Royal Canadian Mounted Police (hereinafter referred to as the “RCMP”) to outline the roles and responsibilities of the MAB Chairperson, Vice-Chairperson, members, and Secretary. The roles related to MAB of the Minister of Public Safety, Deputy Minister of Public Safety Canada, and Commissioner of the RCMP as outlined in the RCMP Act, are also included in this document. If in conflict, the RCMP Act Part V supersedes these roles and responsibilities.

2. MAB Governance Principles and Commitment

As a legislated advisory body, the MAB membership operates within these governance principles. Board members shall:

2.1. Demonstrate high standards of ethics at all times.

2.2. Act in good faith and in the best interests of the Management Advisory Board as a whole.

2.3. Uphold public trust, and are mindful of the fundamental public service role of serving Canadians, their communities and the public interest with consideration of the elected government and in accordance with the law.

2.4. Provide independent advice and advisory functions within the government’s policy and legislative framework.

2.5. Contribute to the development of advice to the RCMP Commissioner, attend Board meetings, lead or serve on Board committees, and participate in engagement activities to the best of their ability.

2.6. Not serve as representatives of any organization they are affiliated with, and conduct themselves independently of political or professional affiliation or interest groups, during any and all MAB business. In other words, while members may be a part of other organizations or groups during their professional or private time, they may not reflect the views, advance the interests, or represent other entities when contributing to any work of the MAB (e.g. provision of advice to the Commissioner).

2.7. Engage with colleagues and participate in respectful discussions, even if not in full agreement with each other.

2.8. Develop, review and endorse MAB’s public-facing reports and advisory products within a consensus-based approach to the provision of collective MAB advice and recommendations.

2.9. Notify the MAB Secretariat and the Chair of any requests for meetings or discussions with external parties and, where such meetings occur, ensure there is clarity that a member is not representing the MAB as a whole.  Provide a formal debrief of any resulting meeting(s) or exchange(s) of information to the Board Chair.

2.10. Prioritize the security of information, confidentiality, and adherence to security protocols. Members are prohibited from disclosing any confidential or non-public information received as part of their involvement in the MAB. This applies to, but is not limited to, information received in writing or orally, including through email correspondence, telephone calls, print materials, as well as during presentations and discussions.

2.11. Recognize that under the Access to Information Act, Canadian citizens, permanent residents and all other individuals or corporations present in Canada have a right of access to any information held by a government institution, regardless of its source, subject to exclusions and exemptions as described in the Access to Information Act. This includes all non-transitory communications as it relates to work on the Board.

2.12. Conduct themselves at all times in accordance with the values and ethics of the public sector, including adhering to expected behaviours and avoiding conflicts of interest; acknowledging members are subject to all the requirements, terms, and conditions of part-time Governor in Council appointees (i.e., public office holder), including but not limited to the terms and conditions applying to Governor in Council appointees, the Ethical and Political Activity Guidelines for Public Office Holders, the Conflict of Interest Act, the Values and Ethics Code for the Public Service and the Lobbying Act.

2.13. Abide by the RCMP Act Part V and MAB Charter, noting that the RCMP Act Part V supersedes the Charter.

3. Roles and Responsibilities of the Members

3.1. Members draw upon their knowledge and expertise in close collaboration and discussion amongst each other to provide advice and strategic direction in support of the RCMP’s efforts towards a modern, effective, healthy, and inclusive organization.

3.2. As alternates are not permitted, members are expected to attend MAB meetings and actively participate in discussions.

3.3. Members review research and conduct thorough analysis with considerations given to complex factors to holistically problem-solve to develop and communicate collective MAB advice and recommendations.

3.4. All members are encouraged to participate in the work of one or more of the MAB’s standing committees or taskforces, based on their expertise, interest and availability.

3.5. The provision of access to any information by the Commissioner to the Board that is subject to a privilege under the law of evidence, solicitor-client privilege, litigation privileges, or the professional secrecy of advocates and notaries does not constitute a waiver of any of these privileges or secrecy. Thus, members have an obligation to maintain the confidentiality of information provided to them, verbal or written, and respect procedures to ensure the security of documents left in their care, including, but not limited to, email correspondence, telephone calls, print materials, presentations, and discussions.

3.6. Having been granted necessary security clearance from the Government of Canada Board members will not engage in activities that jeopardize their security clearance. 

3.7. Members are committed to transparency of their work, while upholding the relevant security measures and following available Ministerial directions. Whenever possible, the members will publicly share, through the MAB external website and with approval of the MAB Chairperson, the topics discussed at their official meetings with RCMP officials, their formal advice (e.g. advisory reports and letters), their priorities or lines of inquiry, and any other key information relevant to the public.  

4. Roles and Responsibilities of the Chairperson

4.1. The MAB Chairperson (Chair) is subject to the roles and responsibilities of MAB members, outlined in section 3 and operates within the MAB Governance Principles and Commitment outlined in section 2 of this document. Within this framework the Chair is responsible for providing strong leadership to facilitate effective Board outcomes. The Chair also ensures that the Board fulfils its legislated mandate with transparency, accountability, and the application of sound governance practices.

4.2. The Chair helps the Board strategically structure its work along specific priorities or lines of inquiry. The MAB’s priorities or lines of inquiry are set in consultation with the Board members, Commissioner, and Deputy Minister of Public Safety Canada. The MAB’s priorities or lines of inquiry are set and reviewed at regular intervals. The priorities or lines of inquiry are topics or thematic opportunities that are consistent with the Board’s mandate.

4.3. The Chair fosters good relations and communications with MAB members, engaging them both collectively and individually. The Chair initiates regular engagement with MAB members, which may occur outside regularly scheduled MAB meetings.

4.4. The Chair is responsible for conducting MAB meetings in a manner that all members are heard and respected, and that discussions remain within the MAB’s legislated mandate. The Chair supports all members in sharing their views with their colleagues, even if not in full agreement. The Chair aims to build consensus within the Board to develop collective MAB advice and recommendations, whenever possible.

4.5. If the Chair is unable to be physically present for an in-person meeting, the Vice-Chair will conduct the meeting on behalf of the Chair.

4.6. The Chair directs the objectives and activities of the Board to align with its legislated mandate, seeks opportunities to advance the Board’s work with a focus on strategically important issues, and provides leadership on MAB priorities and efforts with consideration to the mandates and goals of the Commissioner and Minister of Public Safety. The Chair engages with the Commissioner of the RCMP and Deputy Minister of Public Safety as required in fulfilment of the MAB’s mandate.

4.7. The Chair works with the MAB Secretary to ensure all relevant stakeholders are identified and their views are considered in the Board’s discussions and processes.

4.8. The Chair acts as the representative of the MAB and ensures the clarity of communications, written and verbal, between the Board and its partners and stakeholders. As such, the Chair is responsible for ensuring clear communication of the Board’s position, objectives, and advice and recommendations principally to the Commissioner of the RCMP, but also to Minister of Public Safety, media, and other public and private partners and stakeholders, as required. The Chair will be closely supported by the MAB Secretariat in this endeavour.

4.9. The Chair is responsible for the Board’s decisions, such as the timing or location of the Board’s quarterly meetings. Such decisions should be based on consensus whenever possible.

5. Roles and Responsibilities of the Vice-Chairperson

5.1. The Vice-Chairperson (or Vice-Chair) is subject to the roles and responsibilities of MAB members, outlined in section 3 and operates within the MAB Governance Principles and Commitment outlined in section 2 of this document.

5.2. The Vice-Chair is responsible for supporting the Chair in the management and administration of the MAB to facilitate Board outcomes with transparency and accountability. The Vice-Chair may also provide independent advice to the Chair – on their own initiative or at the Chair’s request – on the governance of the MAB.  The Vice-Chair assists the Chair in ensuring members are fulfilling their responsibilities and contributions to the Board, including their attendance at meetings. The Vice-Chair supports the Chair in the engagement of members to ensure that the MAB’s advice is based on consensus, whenever possible.  The Vice-Chair works with the MAB Director and/or Secretary to involve all relevant stakeholders in processes.

5.3. In accordance with section 45.19(5) of the RCMP Act, in the absence of the Chair (absent, incapacitated, or vacant), the Vice-Chair is to act as Chair, for a period of not more than 90 days without the Governor in Council’s approval.

5.4. The Chair may delegate duties to the Vice-Chair who shall report to the Chair on any such duties.

6. Meetings

6.1. In accordance with the provisions of the RCMP Act, the MAB meets in person four times per year and the Commissioner of the RCMP and the Deputy Minister of Public Safety or their delegates are invited to participate in these quarterly meetings.

6.2. Additional meetings are scheduled, as required.  Additional meetings may be in-person or virtual and may be limited to MAB members only (in camera) at the direction of the Chair or the request of the members.

6.3. Members and other attendees are encouraged to use both English and French at all meetings.

6.4.  The Chair determines the times and locations at which the Board may meet with due consideration to MAB members, the Commissioner, and Deputy Minister of Public Safety Canada.

6.5. To the extent possible, MAB members are expected to attend all meetings of the MAB.  In the event that a member is not able to travel to the location of an in-person meeting, the member may attend virtually.

6.6. The Chair, in consultation with the Secretariat and members of the MAB determines the agendas for all meetings. A member who wishes to have an item added to an agenda may make such a request of the Chair or the Secretariat at least one month prior to the scheduled date of the meeting.

6.7.  Meeting documentation is distributed to all meeting participants, at least one week prior to a meeting. Members may request documentation in the official language of their choice.

6.8. The MAB operates on a consensus basis. Consequently, formal motions and votes are not normally required.  On any matter, the Chair will seek the input of members and determine whether a consensus exists. If it does not, the Chair will either continue discussion of the matter until a consensus does exist or put the matter over to a subsequent meeting of the full Board or one of its committees.

6.9.  The Secretariat will create a written record of each meeting and will submit the record to the subsequent meeting of the MAB for approval.

7. Committees and Task Forces

7.1. MAB may create and dissolve standing committees or taskforces to enable it to better discharge its duties.

7.2. Membership on committees and task forces is determined by the Board.

7.3. Standing committees are created to provide ongoing monitoring and awareness of specific aspects of the RCMP’s activities that are in line with the MAB’s mandate. A committee’s organization will generally mirror RCMP organizational entities. They include Human Resources, Finance/Administration, and Reform, Accountability and Culture.

7.4. Committees and taskforces provide regular debriefs to the MAB on their work, as decided by the Standing Committee Lead, Taskforce Lead, and the full MAB.

7.5. Taskforces are created to address specific, time-limited issues and cease to exist once they have discharged the task assigned to them.

7.6. The Board will adopt a specific document outlining the Terms of Reference for each standing committee and taskforce.  Unless otherwise specified, in the event of an inconsistency between a specific Term of Reference and this document, this document will prevail.

8. Roles and Responsibilities of the MAB Secretary

8.1. The MAB Secretary, appointed by the RCMP as head of the MAB Secretariat, or their delegate, is responsible for supporting the MAB and all of its committees in their capacity as the head of the MAB Secretariat.

8.2. The MAB Secretary and Secretariat staff are RCMP employees.  As such, they will work transparently with both the RCMP and the MAB, and will be guided by the Board’s independence in supporting and advising the MAB.

8.3. The MAB Secretary interprets regulations, policies, and plans to deal with complex and sensitive situations, and provides advice to the Chair, Vice-Chair, members and RCMP executives related to the MAB. They identify and assess evolving client requirements to monitor and assess service delivery performance, provide strategic advice, and resolve issues. They also oversee the development, implementation, and continual improvements to MAB related processes, systems and procedures in consultation with the Chair.

8.4. The MAB Secretary is responsible for developing and maintaining relationships and liaising between the Board and the RCMP. The MAB Secretary has an integral function of clearly communicating the position, context, challenges, objectives, and current efforts of the MAB to the RCMP, and vice versa, in order to support the MAB’s advisory role to the RCMP and advance the MAB’s mandate and priorities. Additionally, the MAB Secretary liaises with officials and staff in the Minister’s Office, Public Safety Canada, the Privy Council Office, and the Commissioner’s office in relation to Board processes, priorities. and policies. 

8.5. The MAB Secretary manages the Board and Secretariat budgets, the allocation of human resources in the Secretariat, and the central administration of Board information. The MAB Secretary acts as the senior liaison with RCMP senior management regarding the Board’s information requirements and processes to meet their legislative responsibilities.  

8.6. The MAB Secretary plans and directs the MAB Secretariat in the delivery of the secretarial, administrative, research/analysis, compensation, and training services to the MAB. Under the direction of the MAB Secretary, the MAB Secretariat provides critical administrative and policy support to the Board and its committees as follows:

I. Strategic/Policy Support: The MAB Secretariat is responsible for providing professional analytical and strategic services to the MAB in relation to its mandate and priorities. This includes, but is not limited to: developing written products for the Board (e.g. summaries, reports, meeting materials, records of meeting, and presentations), results reporting, preliminary scoping of taskforce work, and supporting MAB advisory products through research, analysis and contribution to drafting, as well as liaising with RCMP business lines and program areas and developing correspondence and briefing materials on behalf of the MAB.

II. Logistical/Administrative Support: The MAB Secretariat is also responsible for critical logistics and administrative support of the Board. This includes, but is not limited to, information management, procurement and contracting, administrative practices such as developing agendas and scheduling meetings, liaising and tasking RCMP business lines with agenda requirements, providing technological support, supporting remuneration and security processes for members, and handling hospitality and travel bookings.

9. Roles and Responsibilities of the Minister, Deputy Minister, and Commissioner

9.1. In accordance with the provisions of the RCMP Act, if the Chairperson or the Vice-chairperson are absent, unable to act, or if those positions are vacant, the Minister may designate a member of the MAB to act as Chairperson, but no member so designated is entitled to act for a period of more than 90 days without the Governor in Council’s approval.

9.2. The Deputy Minister and the Commissioner, or a delegate of each of them, are to receive notice of all quarterly meetings of the MAB and attend and take part in, but not vote at, those meetings.

9.3. Commissioner may request, or the Board may provide on its own initiative, advice, information, and reports on the administration and management of the RCMP as an advisory body. The Commissioner may be requested to provide the MAB with a formal response from the RCMP to advice received from the MAB within three months and subsequent updates on progress. The Board may also provide the Minister with a copy or a summary of any advice, information or report that they provide to the Commissioner.

9.4. Subject to the RCMP Act subsection (2) and with exceptions outlined under the RCMP Act 45.22 (2), the Commissioner is responsible for preparing and providing the MAB with any information, including statistical and analytical reports, under the control or in the possession of the RCMP that the Board deems necessary to carry out its mandate, within 60 calendar days. The Commissioner is also responsible for informing the MAB Chair if there is an expected delay to the provision of timely access to information.

9.5. Upon a MAB Committee’s discretion, the Commissioner may select an RCMP Senior Executive as a Primary RCMP Executive Liaison to support the work of MAB Committees. The RCMP Senior Executive does not thereby become a member of the MAB Committee.