Annual Report of the Management Advisory Board for the RCMP (April 2023 – March 2024)

Land Acknowledgement

The Management Advisory Board for the Royal Canadian Mounted Police respectfully acknowledges the relationship that the First Nations, Inuit, and Métis across Canada have with the land all Canadians live on and enjoy.

We encourage all Canadians and visitors to learn about, and regularly acknowledge the historical, cultural, spiritual, and environmentally sustainable connection to the land that the First Nations, Inuit, and Métis communities and ancestors have.

We also encourage all Canadians to consider how they can personally contribute to improving Canada’s relationships and moving towards reconciliation with Indigenous communities.

On this page

1. Message from the Chairperson and Vice-chairperson
2. Background and Mandate
3. MAB Membership
4. MAB Governance Structure
   • The Board
   • Strategic Planning and Focus Areas
   • Governance Elements
   • Communication and Transparency
5. MAB Engagements
   • Quarterly Meetings
   • Topic-Specific Board Meetings
   • Standing Commitees
     • Human Resources Standing Committee
     • Finance and Administration Standing Committee
     • Reform, Accountability, and Culture Standing Committee
   • Taskforces
   • Familiarization Visits
6. Substantive Advisory Work of the MAB
   • MAB Advisory Letters
     • Police Intervention – Carotid Control Technique
     • Independent Centre for Harassment Resolution
   • MAB Advisory Reports
     • Indigenous Recruitment
     • Federal Policing Sustainability
7. Conclusion

1. Message from the Chairperson and Vice-chairperson

On behalf of the Management Advisory Board (MAB) for the Royal Canadian Mounted Police (RCMP), we are pleased to present the Board’s annual report for the March 2023 – April 2024 fiscal year.  

The MAB had an eventful year. There were big changes in our membership – we bid farewell to some members as their terms ended, and others who left for personal and professional reasons. The Board benefited greatly from the expertise and knowledge of its membership, and thanks its past members for their time and expertise. We are also pleased to welcome new appointees who have grown the Board to eleven members, which is close to our full complement of thirteen members.

We also evolved into a more transparent and open Board over the year, as requested by Canadians and recommended by the Mass Casualty Commission. The Board launched its website in 2023 with information on our activities, advice, and recommendations. We also began to participate in local events, and meet with RCMP leaders and officers, community members, and community leaders from across Canada. These engagements have allowed us to better understand the expectations of citizens and communities for police services, as well as learning about the day-to-day realities and challenges of RCMP members across Canada.

Of course, our mandate is to provide advice to the RCMP Commissioner, and the MAB weighed in on a number of important topics for the RCMP and Canadians. We issued two formal Taskforce reports, one on Indigenous representation in the RCMP through the MAB Taskforce on Recruitment and another on the sustainability of the RCMP’s Federal Policing program through the MAB Taskforce on Federal Policing. For the first time, the Board also provided advice to the Commissioner on key issues through formal letters, specifically on police intervention techniques and the externalization of the Independent Centre for Harassment Resolution. These reports and letters have all been posted to our website.

Looking ahead to 2024-25, the MAB is eager to continue to share meaningful and impactful advice, as the RCMP continues its concerted efforts to modernize. 

Sincerely,

Angela Campbell
Chairperson, Management Advisory Board

Simon Coakeley
Vice-chairperson, Management Advisory Board

2. Background and Mandate

The MAB was established in 2019 as an independent advisory body to provide the Commissioner of the RCMP with recommendations on the management and administration of the RCMP. The MAB is established as a statutory entity under the Royal Canadian Mounted Police Act (RCMP Act).

In fulfilling its mandate, the Board provides the Commissioner with recommendations, information, and reports - based on research and evidence. The MAB considers the impact of its advice on Indigenous communities, women, men, gender-diverse people, and racialized groups. Under Section V of the RCMP Act, the MAB is mandated to provide advice on:

• the development and implementation of transformation and modernization plans;
• the effective and efficient use of resources;
• the actions to be taken to reduce corporate risks;
• the development and implementation of policies and management controls that support the operation of the RCMP;
• the development and implementation of corporate and strategic plans; and
• the development and implementation of operating and capital budgets.

The MAB may also provide the Minister of Public Safety, Democratic Institutions and Intergovernmental Affairs with copies or summaries of its advice.

In May 2023, the Minister of Public Safety issued a Ministerial Direction to the RCMP that impacted how the RCMP engages with the MAB, and how it supports the MAB’s mandate. The Direction recognizes the expertise of the MAB members and the importance of their advice for the RCMP’s reform. It further directs the RCMP to continue to work with the Board and use its advice to the fullest extent, especially recommendations on meaningful organizational change and reform. The Direction also identifies areas for the RCMP to consult the MAB, such as implementing the recommendations of the Mass Casualty Commission. The Direction outlines clear expectations for organizational accountability and transparency by calling on the RCMP to respond to the MAB’s written advice and to update the public on how it is being incorporated.

The MAB welcomed this direction, and is pleased to report that the RCMP is in full compliance. The MAB and the RCMP are now publishing details on the advice provided, and how it is being addressed, on their respective websites.

3. MAB Membership

The MAB members are appointed by a Government of Canada merit-based selection process via the Governor in Council. Under the RCMP Act, the MAB is composed of up-to thirteen part-time members, which includes the Chairperson, Vice-chairperson, and eleven members. The MAB has historically had fewer members than allowed for under the RCMP Act – for example, in 2022-23, the Board’s membership at its height included seven members, which restricted the capacity of the Board. Despite fluctuating membership since its inception, the MAB has worked diligently to share meaningful advice on a number of key topics.

In 2023-24, the MAB welcomed seven new members, which brought the MAB’s composition to eleven members. The appointments included new Chairpersons and a Vice-chairperson. The Board members possess a broad range of lived and professional experiences, and bring valuable perspectives from across Canada. A full list of the Board’s current membership can be found on the MAB website here: Biographies.

Over the year, the Board also saw a number of changes to its leadership and membership. At the beginning of the year, the MAB welcomed the appointment of Professor Kent Roach as Chairperson. During his tenure, Professor Roach shared his considerable knowledge and expertise on policing reform, made significant contributions to the Board’s governance, and spearheaded the evolution of the MAB into a more transparent body. Regrettably, Professor Roach stepped down from this role in September 2023 for personal reasons, and, as the Vice-chairperson, Simon Coakeley served as the Interim Chairperson until December 2023. Afterwards, Professor Angela Campbell was reappointed to the Board as Chairperson.

The Board is grateful to all of its former members for their service during their tenure in the 2023-24 fiscal year, and wishes them the best in their retirement or pursuit of other opportunities.

4. MAB Governance Structure

The following section describes the governance structure of the MAB, as well as the significant work the Board conducted in 2023-24 to strengthen its foundational pillars as an advisory body for effective management, governance, and administration. A sound governance structure is key in laying the groundwork for the Board to provide advice to the RCMP.   

    a. The Board

The Board independently establishes its annual priorities and workplans in support of its mandate. The MAB considers a variety of factors, including, but not limited to, the wider public safety environment, community expectations of policing, the Minister’s and Commissioner’s priorities, RCMP organizational vision and risks, and the Board’s legislative mandate.

    b. Strategic Planning and Focus Areas

In Winter 2023, the MAB initiated a strategic planning and prioritization exercise to identify its areas of interest. By the end of the fiscal year, the MAB had identified a list of priority areas for the Board’s advice, including but not limited to:

• Future of the RCMP and Future of Policing
• Modernization and Culture Change
• Sustainability of Federal Policing
• Recruitment and Retention (including Recruitment of Indigenous Peoples)
• Leadership Selection and Development      
• Accountability and Transparency
• Procurement and Real Property
• RCMP Strategic Plan
• Information Management/Information Technology
• MAB Communications

    c. Governance Elements

The MAB improved its governance processes by developing and revising the following foundational documents during the reporting period: 

• The MAB Charter outlines at a high-level the Board authorities and mandate, responsibilities, operation procedures, and accountability measures, amongst other areas;
• The Roles and Responsibilities related to the MAB identifies the Board’s governance principles and commitments, roles of the MAB membership, Standing Committees and Taskforces, the responsibilities of the MAB Secretariat, etc.; and,
• The Standing Committees Terms of Reference for the MAB. 

    d. Communication and Transparency

On March 2023, the Mass Casualty Commission – the joint public inquiry that examined the tragic 2020 mass casualty incident in Nova Scotia – released its final report. The report called for increased transparency from the MAB in terms of the advice it provides to the RCMP. The MAB has taken this recommendation to heart, and has worked in collaboration with the RCMP to ensure that MAB’s advice is made available online. The Board also continues to ensure that its advice is provided to the Minister of Public Safety at the same time it is provided to the Commissioner. 

Canadians can now easily access information online about the MAB. This includes details on the Board’s mandate, membership, and topics of discussion at Board meetings. Canadians can also access the MAB’s advisory letters and reports for the RCMP. Similarly, the RCMP Commissioner has also directed that the RCMP organizational responses and implementation plans be posted on the RCMP website with a link to the original MAB recommendations. The MAB is committed to continuing to publicly sharing its advisory products and other information in the future.

The MAB is also developing a communication strategy to increase visibility and awareness of the MAB mandate, work, and priorities; build the relationship between the MAB and the RCMP and its employees; uphold the MAB’s commitment to public transparency and accountability; and, build awareness, trust, and confidence in the modernization of the RCMP. As the MAB continues to evolve, so will its web presence.

The MAB meets regularly through its full-Board quarterly meetings, Standing Committee meetings, taskforce meetings, and topic-specific meetings, as needed. Instead of formal motions and votes, the MAB operates on a consensus basis. Given their knowledge and experience in their respective fields, the MAB members regularly provide the RCMP with verbal advice at meetings. The MAB also captures its formal advice – based on research, discussion, and collective consensus amongst members – in letters, reports, or other written products for the Commissioner.

5. MAB Engagements

The MAB deeply appreciates its access to information, data, and expertise from the RCMP programs and members, which is critical for the MAB to provide effective advice to the Commissioner.

a. Quarterly Meetings

As required under the RCMP Act, the MAB holds in-person quarterly meetings. All MAB members are expected to attend the meetings, and quorum is achieved when a simple majority of the sitting members is present. As outlined in the Act, quarterly meetings are also attended by the Deputy Minister of Public Safety Canada or their delegate. This participation provides important insights into the latest Ministerial and departmental priorities, and identifies connections between the MAB and the broader work of the federal government. 

In 2023-24, in consultation with the MAB’s Chairperson, the Commissioner decided that the RCMP’s Senior Executive Committee (SEC) members – the highest leadership body in the RCMP – should attend the MAB quarterly meetings. While SEC members were regular participants in MAB meetings previously, their engagements were largely limited to discussions on their specific portfolios (e.g. the Chief Financial Officer would attend if the MAB requested a financial update). By inviting the broader SEC, the Commissioner wanted to provide the RCMP’s most senior decision-makers the opportunity to raise issues for the MAB’s advice, as well as ensuring that the MAB could engage with and hold the broader RCMP leadership accountable. The MAB has found this to be an extremely successful approach, as it has enhanced the depth of the discussions at the meetings. This initiative supports the MAB’s situational awareness of the RCMP work, increases opportunities for the Board to provide advice, and improves the RCMP’s culture of leadership. The MAB also believes that the Commissioner’s decision concretely shows his appreciation for the independent advice of an external Board.

In addition to the broader engagement of SEC, the Commissioner also encouraged the MAB to hold its quarterly meetings across Canada, rather than hosting them in Ottawa as had been the practice to date. The intent was to provide the Board with a broader understanding of the realities the RCMP faces in different communities across Canada. It also respects the national makeup of the members forming the MAB, who are situated all across Canada. During 2023-24, the MAB held two quarterly meetings outside Ottawa – one in Saskatchewan (Depot Division) in September 2023, and another in the Northwest Territories in November 2023. The MAB leveraged these opportunities to tour regional RCMP facilities and nearby detachments, meet with other advisory committees and frontline officers, learn about cultural practices and experiences, and attend local events and ceremonies. This has been a major initiative in helping the Board learn first-hand the realities and perspectives of the RCMP and the diverse communities it serves across Canada.

In order to facilitate MAB engagement with senior leadership of the RCMP, Public Safety Canada, and the broader Government of Canada, the May 2023 and February 2024 meetings were held at the RCMP’s National Headquarters in Ottawa.

This has been an extremely successful initiative. Each quarterly meeting has taught the MAB something different about the RCMP and the diverse Canadian communities they serve. The MAB leverages the quarterly meetings to visit RCMP detachments, meet with community leaders and stakeholders, and participate in local events. For example, at Depot, MAB members met with RCMP cadets and heard about the changes being made in response to the MAB’s 2023 Cadet Training Taskforce Report. In the Northwest Territories, the MAB visited a rural detachment and met with indigenous leaders who advise RCMP leadership in the Territory.

b. Topic-Specific Board Meetings

In addition to its four quarterly meetings in 2023-24, the MAB also held twelve ad-hoc, topic-specific, Board meetings. These meetings allowed the MAB to explore different topics in greater depth. Topics covered through these meetings included the use of police intervention techniques, options for the externalization of the Independent Centre for Harassment Resolution (ICHR), upcoming renewal of Contract Policing agreements in 2032, revisions to the RCMP’s Conduct Measures Guide, and the Mass Casualty Commission final report.   

The detailed discussions at the topic-specific Board meetings have allowed the MAB to produce many of the advisory products described under Section 6 – Substantive Advisory Work of the MAB.

c. Standing Committees

Given the scope of the MAB’s mandate, and the broad range of issues on which it advises the RCMP, the MAB also leverages Standing Committees to explore a broad range of issues within a common theme. In 2023-24, the MAB struck three Standing Committees to focus its efforts and provide targeted advice to the RCMP on key areas. Standing Committees meet a minimum of four times per fiscal year, but can meet more frequently.

Each Standing Committee has a designated MAB Lead who chairs the Committee, and each Committee is supported by a SEC member as the Primary RCMP Executive Liaison. Each Standing Committee is also joined by the MAB Vice-chairperson as an ex-officio member, which helps maintain an awareness of all Standing Committees work and limit any duplication of efforts.

I. Human Resources Standing Committee

The Human Resources Standing Committee (HRSC) focuses on the RCMP’s human resources policies, programs, and practices. The HRSC may provide advice on topics such as: recruitment and retention (including Indigenous recruitment); the RCMP response to the 2022 MAB Advisory Report on Cadet Training Program; conduct measures (i.e. discipline); promotions and the RCMP rank system; and the RCMP’s Equity, Diversity, and Inclusion Strategy. The MAB’s Well-Being Taskforce is a sub-group of the HRSC.

The HRSC is led by Ms. Patricia Grier, with Dr. Ghayda Hassan, Mr. Edward Lennard Busch, Ms. Lynn Chaplin, and Ms. Ingrid Berkeley as members. The HRSC is supported by the RCMP Chief Human Resources Officer Jasmin Breton and Deputy Chief Human Resources Officer Shelley Peters.

II. Finance and Administration Standing Committee

The Finance and Administration Standing Committee (FASC) examines the RCMP’s financial and administrative risks and challenges. The FASC areas of interest include: financial management and use of resources; the RCMP budget and financial sustainability; procurement and real property; and Information Management/Information Technology (IM/IT).

The FASC is led by Mr. Douglas E. Moen, with Ms. Audrey Campbell, and Mr. Stanley T. Lowe as members. The FASC is supported by the RCMP Chief Financial Officer Samantha Hazen.

III. Reform, Accountability, and Culture Standing Committee

The Reform, Accountability, and Culture Standing Committee (RACSC) explores the RCMP’s key transformation and modernization initiatives. The scope of the RACSC includes: the future of the RCMP and its programs (i.e. Federal Policing, Contract Policing, and Specialized Police Services); the RCMP Strategic Plan; culture change initiatives and measurement; the RCMP’s response to external reviews; and modernization work. 

The RASC is led by Dr. Elaine Bernard, with Ms. Lynn Chaplin, Ms. Audrey Campbell, Mr. Douglas E. Moen, Mr. Stanley T. Lowe as members. The RASC is supported by the RCMP Senior Assistant Deputy Minister of Reform,Accountability, and Culture, Alison Whelan.

As noted above, the Vice-chairperson, Simon Coakeley, is an ex-officio member of all Standing Committees.

d. Taskforces

When appropriate, the MAB establishes time-limited Taskforces to examine complex and priority topics. The Board then provides the Commissioner with formal recommendations through a written advisory report, or through a letter. The RCMP, in response, drafts a formal Management Response Action Plan (MRAP) that outlines to the MAB the action it will take in response to the advice. Taskforces are dissolved after their work is complete, and the MAB then receives regular updates from the RCMP on its implementation of the advice provided. In 2023-24, the MAB concluded efforts on two Taskforces, issuing formal reports to the RCMP. These efforts are outlined in more detail in section 6b.

The MAB Taskforce on Well-Being was struck in November 2023 to assess and provide advice on the well-being of all categories of employees within the RCMP. As of March 2024, the Taskforce has met twice, and has engaged with the RCMP’s Occupational Health and Safety Branch to better understand their challenges. This engagement will help the Taskforce in establishing its main priorities and workplan for the year ahead.

The Taskforce recognizes the complexity of well-being in a decentralized organization that provides policing services to Canadians across the country. It will continue to explore the topic, specifically the obstacles and challenges, and trends and statistics. The Taskforce will submit its advice to the RCMP in due course. 

e. Familiarization Visits

The MAB is committed to continuing to learn about the community needs for public safety, as well as on-the-ground policing realities, to provide informed advice to the RCMP Commissioner. As the RCMP provides policing services to hundreds of communities across Canada, all with their own unique priorities, challenges, and needs, it is important for the MAB to understand these different perspectives. That is why the RCMP has also encouraged the MAB to visit communities across the country in 2023-24.

The purpose of these visits is in part to provide the MAB a first-hand understanding of RCMP front-line policing challenges, by allowing the MAB members to engage directly with RCMP personnel, from senior leadership to front-line officers, in these communities. They are also intended to impart an understanding of the community’s own view of the RCMP and their policing services. During these visits, a small selection of the participating MAB members meet with local stakeholders, which can include provincial/territorial and municipal public safety leaders, Indigenous community members and representatives, as well as other community stakeholders.

In 2023-24, small sub-groups of two to four MAB members travelled to the following regions:

• British Columbia and Yukon: In April 2023, MAB members travelled to the RCMP “E” Division (British Columbia) and Surrey Detachment, where they met with a number of police and local government officials, and participated in a police ride-along. Afterwards, MAB members travelled to the RCMP “M” Division (Yukon), where they met with representatives of local First Nation communities and visited Ross River.
• Manitoba: In July 2023, MAB members visited the RCMP “D” Division (Manitoba), where they met with police leaders, union representatives, and provincial official, and front-line officers (i.e. RCMP Constables and Corporals). They also visited Gods Lake Narrows and Shamattawa, where they toured the local Detachments and communities.
• Nunavut: In August 2023, MAB members visited RCMP “V” Division (Nunavut), where they met with police leaders, government officials, representative of the local Inuit communities, and providers of local services (i.e. men’s shelter). They also visited the RCMP Kinngait Detachment, and Iqaluit, where they participated in a police ride-along.
• Saskatchewan: In March 2024, MAB members met with the RCMP “F” Division (Saskatchewan) leaders and personnel, as well as various provincial and municipal officials. The members also visited Buffalo Narrows and the RCMP Dillon Detachment.

As a result of this effort, MAB has come to better understand on-the-ground needs of the RCMP and the communities it serves. The MAB has learned about the demands and expectations placed upon officers across Canada, growing policing responsibilities, the experiences of the front-line officers, as well as the needs of federal policing and specialized policing. Engagements with local stakeholders have provided the MAB with important context to consider the diverse needs of Canadians in its advice. It has also allowed the MAB to understand first-hand the differing perceptions that citizens have of the RCMP, from the positive to the highly critical. 

6. Substantive Advisory Work of the MAB

The MAB routinely explores complex topics in detail that may be a priority for the RCMP, Canadians, or the government. While the MAB regularly provides the RCMP with verbal advice at its meetings, the Board also shares its recommendations with the Commissioner through written advisory letters or reports. This section provides an overview of the advisory letters and reports developed by the Board in 2023-24.

As noted earlier, as part of the MAB’s commitment to transparency, a full accounting of this work can be found on the MAB website in both official languages at: Advice and Recommendations - Canada.ca.The RCMP also publishes its response to the MAB’s recommendations and implementation plans at: RCMP responses to Management Advisory Board recommendations | Royal Canadian Mounted Police.

a. MAB Advisory Letters

I. Police Intervention – Carotid Control Technique

The 2021 mandate letters for the RCMP Commissioner and the Minister of Public Safety called on the RCMP to prohibit the “…use of neck restraints in any circumstance and the use of tear gas and rubber bullets for crowd control...”.  In 2022, the Minister requested the MAB’s input on developing standards nation-wide for police intervention techniques, such as the carotid control technique (CCT).

Following the Minister’s request, the MAB researched police intervention techniques. This effort clarified to the MAB that the CCT was not to be confused with chokeholds or neck restraints, which are not used by the RCMP due to the danger they pose to citizens, and their ineffectiveness as a police intervention technique. The RCMP issued formal policy on the use of neck holds in November 2022, expressly forbidding their use. It was also clear that findings of independent studies consistently demonstrated that CCT was an effective and safe intervention option. In addition to the CCT, the MAB also examined the use of chemical munitions (tear gas) and sponge rounds. Independent evidence suggested that the RCMP requires CCT, chemical munitions (tear gas), and sponge rounds for police intervention for the safety of both the public and officers.

In June 2023, the MAB wrote a letter to the Commissioner and the Minister of Public Safety on these police intervention techniques, expressing its support for their use in specific circumstances. The MAB also expressed its concern that limiting or removing these intervention methods could decrease the non-lethal options in an officer’s toolkit. In other words, by removing these non-lethal options, officers may need to use more forceful options (e.g. firearms) in critical situations, negatively impacting public safety. In its letter, the Board also provided recommendations to the RCMP to strengthen its training and accountability to the public – for example, the Board recommended that the RCMP continue to publicly report on all uses of the CCT.

II. Independent Centre for Harassment Resolution

The Independent Centre for Harassment Resolution (ICHR) is a centralized, independent unit that works on the resolution of harassment and violence incidents for RCMP employees. As the Minister’s mandate letter called for the externalization of the ICHR, the MAB received a briefing from the RCMP on the options for externalization.

In November, 2022, the MAB advised the RCMP Commissioner and the Minister of Public Safety that while the ICHR should, and does, have independent investigators and adjudicators outside the chain of command, it should not be made fully external to the RCMP. The changes made to the ICHR allow for independent investigations of harassment complaints; combined with the RCMP’s work to support the independence of the ICHR, this aligned with the spirit and intent of the Minister’s mandate letter commitment.

In July 2023, the MAB followed up on its earlier letter, and advised that a full externalization would be highly disruptive to the parties involved, may require complex legislative changes, and may decrease the accountability of RCMP leadership for culture change and workplace restoration. The MAB is of the view that recommendations and findings from the ICHR should be brought to the attention of RCMP leadership, so that the RCMP can address the root causes of harassment within the organization. The MAB also provided additional recommendations on strengthening the RCMP’s support of the ICHR.

In March 2024, the MAB received a briefing on the ICHR’s focused efforts on awareness, outreach, prevention, and related data. The MAB continues to engage on the important work of the ICHR through the HRSC, given its importance for modernization, trust and culture of the RCMP.

b. MAB Advisory Reports

I. Indigenous Recruitment

Since the MAB’s report on the Indigenous recruitment for Regular Members (RMs) was finalized in 2021, much has changed. There have been key governmental efforts in this area, as well as focused work by the RCMP to increase its recruitment of Indigenous people through many new initiatives and programs.

The MAB Taskforce on Recruitment used this opportunity to further its work and publish an updated report on Indigenous recruitment in June 2022. The updated report aimed to connect with the experiences of Indigenous Regular Members and communities within the RCMP as a matter of utmost importance. Given the number of Indigenous communities that the RCMP serves and the dramatic decline in RCMP Indigenous representation forecasts, bold and urgent action was needed for the future success, modernization and advancement of the RCMP in its Indigenous Recruitment efforts. The recommendations of the updated advisory report are crucial for building an equitable Indigenous representation in the RCMP in the long-term. The report also supports the RCMP’s commitments to improving relations with Indigenous peoples and moving towards reconciliation.

Since its inception, the Taskforce met 11 times in total, with five meetings occurring in the 2023-24 fiscal year. The Taskforce held key-informant interviews, and conducted a document review to learn more about this critically important topic. In its final report completed in October 2023, the MAB acknowledged with appreciation the collaboration and support of the RCMP in the development of its advisory report, as well as the RCMP’s commitment to recruit from Indigenous First Nations, Inuit and Metis (FNIM) communities. The MAB provided 27 recommendations to the Commissioner under four themes:

1. Identify all the barriers limiting Indigenous RMs recruitment;
2. Reinforce trust and partnership with FNIM communities;
3. Offer Indigenous-only troops, as well as troops that include clusters of approximately 8-12 Indigenous cadets at the RCMP Training Academy in Depot Division; and,
4. Communicate its commitment to Indigenous representation as a priority clearly, publicly, and repeatedly through both internal and external channels. 

In March 2024, the RCMP presented its formal response and implementation plan through the MRAP to the MAB HRSC. The HRSC expects to continue to receive semi-annual updates on the RCMP’s progress moving forward.

II. Federal Policing Sustainability

The MAB struck a Taskforce on Federal Policing in September 2022, after it learned about the program’s long-standing challenges with recruitment and retention. Since its inception, the Taskforce met 25 times, of which 11 meetings took place in the 2023-24 fiscal year. During this time, the Taskforce learned about the challenges with governance, training, and finances, all of which have contributed to the diminished sustainability of the Federal Policing program. This was a priority for the MAB, since Federal Policing plays a crucial role in the stability and safety of economic, political, and social systems in Canada. The sustainability of Federal Policing is essential not only to the RCMP, but at the very heart and spirit of Canadian public safety. In December 2023, the MAB Taskforce on Federal Policing shared its advisory report with the Commissioner on the sustainability of the RCMP Federal Policing program with strong recommendations and advice.  

The advisory report was founded on the following three principles, which are underpinned by the need for strong communications:

1. It is critical to establish a clear Federal Policing identity and capability with Ministerial support;
2. There is a need to develop structures to deliberately sustain the Federal Policing identity and capabilities; and,
3. A trained workforce with the necessary sophisticated skillsets is essential to deliver on the modern Federal Policing mandate.

The RCMP provided its initial response to the Advisory Report on Federal Policing Sustainability in February 2024, with a formal MRAP to be presented in the 2024-25 fiscal year. The MAB will continue to receive updates from the RCMP on a semi-annual basis, as Federal Policing continues to be an area of focus for MAB.

7. Conclusion

The MAB would like to acknowledge with deep appreciation the ongoing collaboration and support of the RCMP throughout the course of the Board’s work. We recognize the participation of the SEC at the quarterly meetings, and the significant time and effort that SEC members are devoting to the Standing Committees. It is a demonstration of the RCMP’s commitment to providing the Board with the information it needs to advance its important mandate. The MAB looks forward to continuing to work this closely with the RCMP over the course of the next fiscal year.

Over the coming months, the Board will focus on providing advice on priority areas that reflect the needs and goals of the RCMP and Canada. Notably, the Board’s work on procurement will help the RCMP overcome challenges that impact its ability to deliver on the expectations of Canadians, such as the use of body-worn cameras. Similarly, the MAB’s focus on the well-being will be essential in directly supporting the RCMP’s employees, while cultivating a healthy and inclusive organizational culture. Given the changing environment, the MAB will also remain flexible to make sure it is available to provide advice on emerging priorities.

The MAB recognizes that policing is complex. Demands placed upon officers are constantly changing, and the global criminal environment is evolving rapidly. Public expectations of police are also changing, with calls for reform and enhanced accountability. The MAB is confident that the RCMP is committed to modernizing to meet the expectations of Canadians. However, the MAB also recognizes that the RCMP needs help to advance this crucial effort. As the RCMP’s independent advisory body, the Board is committed to providing the RCMP with expert advice, and to draw attention to areas where it needs to improve, or where outside assistance is required for the RCMP to advance change.