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 Chairperson and Vice-chairperson
2. Background and Mandate
3. MAB Membership
4. MAB Priorities and Areas of Focus
   • Strategic Planning and Focus Areas
5. MAB Communication and Transparency
6. MAB Engagements
   1. Quarterly Meetings
   2. Standing Commitees
      1. Finance and Administration Standing Committee (FASC)
      2. Human Resources Standing Committee (HRSC)
      3. Reform, Accountability, and Culture Standing Committee (RACSC)
   3. Taskforces
   4. Advisory Council on Recruitment (ACR)
   5. Familiarization Visits
   6. Board Representation at External Meetings, Events and RCMP Ceremonies
7. Substantive Advisory Work of the MAB
   1. MAB Advisory Products
      1. Procurement at the RCMP
   2. MAB Verbal Advice
      1. People
      2. Funding
      3. Systems
8. Conclusion

1. Message from Chairperson and Vice-chairperson

The Management Advisory Board (MAB) for the Royal Canadian Mounted Police (RCMP) is pleased to share this report highlighting the work we have accomplished this fiscal year (April 2024 – March 2025). This year has been a challenging one for our country. Ongoing economic pressures, rising costs of living, and uncertainty about the future weighed heavily on the day-to-day lives of many Canadians. These concerns were compounded by the prorogation of Parliament in January, the call for a federal election in March, and the shifting relationship with a historical partner and ally. Canadians have been through a trying year which has tested, strengthened, and affirmed, their resilience. As Canada’s national police force, these challenges also created unique difficulties for the RCMP, requiring them to adapt quickly in the face of uncertainty while maintaining public and community safety from coast to coast to coast.

Throughout, the MAB has remained focused on our role of advising the RCMP Commissioner. During the reporting year, the MAB issued an advisory letter on RCMP procurement and provided extensive advice and recommendations on many other issues. One of our key areas of focus this year was the sustainability of RCMP operations – particularly, having enough members to meet the current and future policing needs of the Canadian population, being able to rely on adequate systems and technology, and receiving adequate funding for all RCMP critical functions. These topics will remain a priority in the coming year.  

We use our website to keep Canadians informed on our latest activities and to ensure transparency by sharing our advice and recommendations. This year, we have taken the extra step of writing to the Commissioner after each of our quarterly meetings, outlining what we heard and how this may impact our work in the future. Those letters are also available online.

In order to be sure that our advice is grounded in the realities of the communities that the RCMP serves, we make a point to travel across Canada and meet with policing leaders, RCMP staff, and community members. These interactions help us to shape our advice with the experiences of those who lived them. We value our relationships with the RCMP Commissioner, the Senior Executive Committee (SEC) members, and Public Safety Canada. Together, they help us ensure that our advice supports the RCMP as it looks ahead to future challenges.

We thank our MAB member colleagues for bringing their experience, insights, and effort to the work of our Board, which requires us to tackle difficult issues, so that we can provide impartial, independent advice on a range of issues central to the RCMP’s organizational culture and success. Looking ahead to 2025-2026, the MAB will continue to collaborate closely with the RCMP to support its modernization and transformation efforts and uphold the values expected from Canada’s national police force.

Sincerely,

Angela Campbell                                           Simon Coakeley

Chairperson,                                                   Vice-chairperson,
Management Advisory Board                      Management Advisory Board

2. Background and Mandate

The MAB was established in 2019 as an independent advisory body under the Royal Canadian Mounted Police (RCMP) Act. Its main role is to provide the Commissioner of the RCMP with recommendations and insights on the management and administration of the RCMP focusing on efficiency, accountability, and public trust.

The Board’s responsibilities, as outlined in Part V of the RCMP Act, include providing 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.

To ensure that its recommendations are well-informed, the MAB relies on research, consultations, evidence, and expertise. The Board considers the potential impacts of its recommendations on various communities, including Indigenous groups, women, men, gender-diverse individuals, and racialized populations. In addition to advising the RCMP Commissioner, the MAB also shares its recommendations with the Minister of Public Safety, as it collaborates closely with the RCMP and Public Safety Canada to support ongoing reform efforts and promote modernization. As always, the Commissioner remains responsible for the day-to-day operations and management of the RCMP.

4. MAB Priorities and Areas of Focus

Each year, the Board independently sets its annual priorities and workplans through discussions with the RCMP and other key stakeholders. This approach helps the MAB to address both ongoing and emerging issues that have a significant impact on the organization.

The MAB’s work is also shaped by other factors, including the public safety landscape, community expectations, the priorities of the Minister of Public Safety and the Commissioner, the RCMP’s organizational vision, and the Board’s legislative mandate.

Strategic Planning and Focus Areas

This year, the MAB focused its advice and recommendations on several key areas of interest, including, but not limited to: police transitions (e.g. a change in policing jurisdiction from RCMP to a municipal or provincial police force, such as the transition in Surrey BC in November 2024); modernization and culture change; Federal Policing sustainability and transformation; recruitment and retention (including recruitment of Indigenous Peoples); leadership; procurement; and the modernization of Specialized Policing Services.

The Board has also reviewed and provided input this year on items such as the RCMP Strategic Plan 2024-27, the RCMP Risk-Based Audit and Evaluation Plan, and the progress on the RCMP response to the Mass Casualty Commission.

At the November 2024 MAB quarterly meeting, the Board identified five overarching priorities to further guide its work, including: 

• The RCMP’s relationship with Indigenous communities to support community safety, including community outreach, community policing, developing and rebuilding trust after a traumatic event, as well as Indigenous recruitment.
• The future of the RCMP, specifically the way forward and interconnectivity among Contract Policing, Federal Policing, Specialized Policing Services, and police transitions.
• Recruitment and Retention of Regular Members to help the RCMP respond to its current and future staffing needs and the needs of the communities it serves.
• Leadership, with a focus on culture, development, and succession planning to ensure that future RCMP leaders can juggle the responsibilities of traditional policing in a modern world.
• Operational independence and accountability of the RCMP, exploring how to further ensure the RCMP remains accountable to elected officials, while maintaining the independence to conduct its policing work without political interference. 

The Board drew on these priorities to develop a workplan which was shared with the RCMP, detailing how these topics will be explored, including through quarterly meetings, Standing Committee meetings, Councils, and Taskforces (see Section 6 for more information). This allowed meeting participants to have awareness of upcoming topics, increased MAB’s ability to quickly finalize their upcoming meeting agendas and ensured that the Board’s priorities were explored throughout all of its meetings.

5. MAB Communication and Transparency

The MAB is committed to further improving its communication with the public, particularly through its online presence. Over the past year, the MAB continued to make its advisory letters, reports, and other key documents publicly available online, allowing Canadians to easily access its advice. The RCMP also posts their organizational responses online, along with links to the MAB’s original recommendations, a step that the MAB supports as aligned with the principle of transparency.

This year, the MAB began tracking its website data, including the number of site visits in total and the types of content being viewed. This helps the Board assess how to improve its communication and provide information in an accessible way.

Figure 1 shows that the months with increased page views corresponded to MAB publishing dates. The MAB published various advisory products, letters, and other key documents in May, June, and November.

In September 2024, the MAB finalized its communications strategy for greater transparency, openness, and accountability. Work also began this year to enhance the MAB’s digital efforts. This includes a redesign of the MAB webpage to provide a more user-friendly experience and ensure the public has timely access to updated information.

6. MAB Engagements

a. Quarterly Meetings

The RCMP Act requires the MAB to meet at least four times a year. As the backbone of the MAB, quarterly meetings allow the MAB to engage with senior officials from the RCMP, Public Safety Canada, and other stakeholders from across the country. In 2024-2025, the MAB made changes to the format of its time together at quarterly meetings so that they can have more meaningful and free-flowing conversations focused on themes, which are aligned with the priorities outlined in Section 4. In November 2024, the meeting theme was “Indigenous Community Safety” and in February 2025, “RCMP Leadership”. The MAB is grateful to meet with Senior Executive Committee (SEC) members and hear their views on issues of common interest.

During 2024-2025, the MAB held its four (4) quarterly meetings in: 

• Dartmouth, Nova Scotia (May 2024);
• Regina, Saskatchewan (September 2024);
• St. John’s, Newfoundland and Labrador (November 2024); and
• Victoria, British Columbia (February 2025).

Topic-Specific Board Meetings

In addition to its quarterly meetings, the MAB also held eight ad-hoc, or topic-specific Board meetings. During these meetings, the MAB tackled a number of issues, such as advising on the revised RCMP Conduct Measures Guide, reviewing Progress Monitoring Committee updates, best practices for Standing Committee and Taskforce updates and advice, and preparations in advance of MAB quarterly meetings. This fiscal year, the Board also organized four preparatory meetings to strategize and ensure that the quarterly meetings yielded the best possible outcomes.

b. Standing Committees

The MAB’s three Standing Committees provided advice in key areas of RCMP finance and administration, human resources, and reform, accountability, and culture change. The Standing Committees are instrumental to maintain awareness of relevant aspects of the RCMP’s activities pertinent to the MAB’s mandate, mainly through meetings where Committee members received updates from RCMP officials and provide verbal advice.

Annually, the Committees undertake a review of their priorities to assess progress and identify new priorities for the coming year. The Standing Committees and the MAB also hold strategic discussions to identify issues of common interest and ensure that their work is aligned and to avoid redundancies. To this end, in 2024-2025, the Chairperson and Vice-chairperson met with the Committee Leads for a total of four times.

I. Finance and Administration Standing Committee (FASC)

The FASC held five meetings this fiscal year, focused on key areas of interest, including: quarterly updates on the RCMP’s financial situation; the Contract Policing funding model; northern and remote policing; RCMP budget and forward planning; the impact of the Refocusing Government Spending (RGS) initiative on the RCMP; and the current and future state of Information Management/Information Technology (IM/IT).

The FASC also conducted a deep-dive examination of the issue of procurement. The process and resulting advisory product are outlined in detail under Section 7– Substantive Advisory Work of the MAB.

II. Human Resources Standing Committee (HRSC)

During its four meetings this year, HRSC members and various RCMP officials discussed recruitment and retention initiatives (including tracking progress on key recommendations from the MAB’s Advisory Report on Indigenous Recruitment); updates from the Independent Centre for Harassment Resolution (ICHR); police education and training (including RCMP responses and progress on the 2022 MAB Advisory Report on the Cadet Training Program); revised conduct measures (i.e. discipline); and leadership and promotions at the RCMP.

III. Reform, Accountability, and Culture Standing Committee (RACSC)

The RACSC pursued engagements at its three meetings related to: the future of the RCMP and its programs (i.e. Federal Policing, Contract Policing, and Specialized Policing Services); the RCMP Strategic Plan; organizational culture change initiatives and measurement; the RCMP’s response to public reports/external reviews; and RCMP modernization initiatives. In addition, the RACSC held two meetings in advance of their Committee meetings, for planning purposes.

Additional information on each Standing Committee can be found on the MAB website.

c. Taskforces

The MAB establishes, as needed, taskforces to study in-depth complex issues for a limited time. In 2024-2025, the MAB Well-Being Taskforce (WBTF), established in November 2023, continued its study of issues related to the well-being of RCMP Regular Members and employees during its ten meetings. In August 2024, the WBTF provided feedback on the RCMP’s draft Psychological Health and Safety policy. In the second half of the year, the WBTF focused on Off-Duty Sick (ODS) leave. Seven interviews were conducted with RCMP staff and senior executives to understand key ODS issues and challenges. RCMP senior executives, including those within the RCMP’s Occupational Health and Safety Branch, have provided the WBTF great support and helpful information that will inform the Advisory Report, which the WBTF will submit to the Commissioner early in the new fiscal year.

d. Advisory Council on Recruitment (ACR)

In November 2024, the MAB established the MAB-ACR to support the RCMP with its ongoing work on recruitment modernization. Launched as a one-year initiative, this is a new approach for the Board that focuses on providing timely and precise advice on the complex and urgent issue of recruitment. The ACR met two times this year and collaborated closely with the RCMP Chief Human Resources Officer and their team to support the development of a five-year RCMP Recruitment Plan for Regular Members and to address key recruitment challenges.

e. Familiarization Visits

MAB members continued to visit and meet with RCMP personnel in communities in which the RCMP serves as the local police of jurisdiction. In July 2024, two MAB members travelled to RCMP “K” Division in Alberta and visited the Red Deer and Maskwacis detachments. There, they met with RCMP senior leadership and spoke informally with RCMP Members and personnel. The MAB members were grateful for the warmth and openness of everyone they met, as well as the knowledge shared by RCMP officials during this visit. The MAB members were touched, in particular, by the reality, challenges, and resilience they witnessed among RCMP personnel.

The MAB also held discussions with local municipal and provincial officials and visited the Central Alberta Child Advocacy Centre in Red Deer. These visits helped the MAB better understanding the challenges and dynamics within the RCMP in Alberta.

This year, the MAB has purposefully selected the locations of the quarterly meetings bearing in mind opportunities to visit local detachments and communities. The MAB set aside time to meet and speak with RCMP Regular Members and staff in “H” Division (Nova Scotia), “F” Division (Saskatchewan), “B” Division (Newfoundland and Labrador), and “E” Division (British Columbia) to learn more about the priorities, challenges, and accomplishments in each location. These visits have proven invaluable to the MAB and allowed for connection and interaction with Regular Members and RCMP staff who carry out front lines policing and community safety work.

f. Board Representation at External Meetings, Events and RCMP Ceremonies

Throughout the year, MAB members also connected with stakeholders, committees, and organizations with a view of enhancing their understanding of key issues that affect and shape community safety and law enforcement in Canada. One notable meeting was the Contract Management Committee (CMC)^{Footnote 1}meeting, in November 2024, where the MAB Chair presented on the work of the MAB.

The MAB also continues to be represented at the Mass Casualty Commission’s Progress Monitoring Committee^{Footnote 2} (PMC) meetings by MAB’s Vice-chairperson. PMC meetings occurred in June, September, December 2024, and March 2025, and the full MAB membership has received the RCMP’s material for these meetings, given the importance of this work to the MAB’s mandate to advise on RCMP modernization, transparency, and accountability.

In January 2025, some MAB members were virtual attendees of the Canadian Association of Police Governance (CAPG) Summit, with a focus on better collaboration and alignment of policing with the needs of communities. Two MAB members also attended an in-person Chiefs of Police Roundtable Workshop in Toronto, Ontario, where the main theme discussed was the role of law enforcement in responding to persons in crisis calls.

Different MAB representatives also had the honour and privilege to attend the RCMP National Memorial Service in Regina, Saskatchewan in September 2024, and the RCMP Change of Command ceremony in Newfoundland and Labrador in November 2024. The MAB respects the significance of these ceremonies and appreciates the opportunity to show its support for the RCMP through member attendance.

7. Substantive Advisory Work of the MAB

In 2024-2025, the MAB chose to study more closely, through “deep-dives”, issues that required immediate attention given their impact on the entire organization, such as procurement processes within the RCMP and the use of long-term ODS leave entitlements. These deep-dives often result in written advisory products (see Section 7(a)). This written advice is supplemented by verbal advice, imparted by the MAB through interactions at various meetings (see Section 7(b)).

a. MAB Advisory Products

I. Procurement at the RCMP

This year, the MAB’s FASC explored procurement processes within the RCMP, in an effort to address ongoing challenges related to complex and cumbersome processes that can lead to significant delays in obtaining key equipment, goods, and services essential to RCMP operations. To this end, over the period of June to September 2024, the FASC gathered and reviewed relevant information and policies, and conducted seven interviews with senior RCMP officials across the organization.  

Based on this research and engagement, the FASC issued an advisory letter on Procurement in October 2024, containing 17 recommendations on where the RCMP could focus efforts to transform and modernize procurement processes in the organization. They were organized under five broad themes, including Procurement Process, Intake, and Life-Cycle Management; Resources and Recruitment; Procurement Training; Exceptions; and Delegated Authority Levels.

The recommendations included boosting recruitment and retention practices, investment in targeted training programs, creation of a procurement playbook for all staff, learning from other police services processes, seeking an increase of delegated authority limits, and streamlining procurement processes through digital solutions to replace paper-based processes and multi-layer approvals.

The RCMP provided its initial response to the advisory letter in January 2025, with the formal Management Response Action Plan (MRAP) presented to the full MAB the following month. The RCMP will continue to provide updates to the FASC, on a semi-annual basis, in 2025-2026.

b. MAB Verbal Advice

In 2024-2025, the MAB provided significant verbal advice, support, and insight on a number of priority areas, including recruitment and retention, future of policing and future of Federal Policing, police transitions, and Specialized Policing Services (SPS) modernization. Additionally, with the RCMP called upon to spearhead action related to securing the border with the United States, the MAB engaged with senior executives on related topics and will continue to do so in the coming year. These areas are critical to the RCMP’s continuous development and transformation. The MAB outlines its verbal advice and discussions in a letter to the Commissioner following each quarterly meeting, each of which is publicly shared on the MAB website.

As the MAB provided advice throughout the year, three recurring themes clearly emerged: people, funding, and systems. These are areas in which the RCMP must act to effect essential change. The MAB’s advice through the year regularly broached all three themes. 

I. People

This year, the MAB provided advice on recruitment and retention to address systemic issues within the RCMP. The MAB emphasized the need to increase recruitment numbers and streamline the process to reduce delays and eliminate inefficiencies within recruitment processes. The Board noted some progress in the number of new recruits and full-time employees as well as the creation of content tailored to the recruitment of First Nation, Inuit and Métis applicants to the RCMP.

Despite the increase in the interest in joining the RCMP and the number of applicants who submit their candidacies, the MAB noted that this will not be enough to meet operational needs, especially in light of forthcoming vacancies due to retirements. The MAB stressed the need for a clear vision with ambitious and realistic recruitment goals. The newly created MAB-ACR has also begun assisting the RCMP on the development of a five-year Recruitment Strategic Plan, with initial work focused on identifying key factors impacting recruitment.

Hiring and retention of talent with specialized skills, particularly in procurement, digital and cyber skills, and federal policing is a significant challenge for the RCMP. Throughout the year, the MAB has communicated to the RCMP the need to consider specialized or direct entry recruitment and to develop training initiatives that will address gaps in specialized skills and ensure that the RCMP remains competitive as an employer. A key group for which training is particularly important is new recruits. As future leaders, they require modern, innovative training and tools to provide them with the competencies and skills that set them up for success, in light of the modern realities of public safety across our country. The MAB has emphasized that having the right people in key leadership roles is crucial to drive positive change and foster an environment conducive to the RCMP modernization and transformation.

On the issue of police transitions to and from the RCMP, the MAB has monitored and provided advice on this relatively new issue with a view to ensure that Regular Members have the support they need during the transition process. Following the recent transition of policing responsibilities from the RCMP to the Surrey Police, the Board has encouraged the RCMP to continue documenting action taken, recognizing that similar transitions are underway or anticipated in other regions. This documentation is essential for mitigating risks and informing future transitions, ensuring that Regular Members are equipped with the necessary tools and resources during these periods of change.  

Collaboration within the RCMP and with key partners to advance the RCMP modernization agenda is ongoing. The RCMP is currently reviewing the Federal Policing and Contract and Indigenous Policing mandates, working closely with Public Safety Canada, which is responsible for broad policy direction and strategic oversight in law enforcement. As this work unfolds, the MAB has and continues to emphasize the importance of clear communication and enhanced collaboration between Public Safety Canada and the RCMP.

II. Funding

Another theme that surfaced throughout nearly all MAB discussions with the RCMP is a lack of adequate funding across all areas of the organization. This challenge directly impacts core issues such as recruitment, staffing, and operations.

Key operational areas within the RCMP are experiencing funding pressures, made worse by a growing mandate and the need for more specialized staff. As Canada’s national police service, the RCMP provides Federal Policing, Contract and Indigenous Policing, and Specialized Policing services across the country. With a broad and complex mandate, the RCMP manages more than 31,000 employees and has a presence at the federal, provincial/territorial and municipal levels in more than 800 detachments^{Footnote 3} across Canada.

In recent years, due to competing priorities, inadequate funding levels, and increased pressures to address new and emerging issues, the organization’s financial and human resources have been stretched to the detriment of some operational priorities. The MAB acknowledges that the RCMP needs appropriate funding to fulfill its expanding mandate.

The MAB has stressed that changes to any part of the RCMP must take into consideration financial implications for other parts of the organization. The MAB emphasized the critical link between training (including public servants and Civilian Members) and operational excellence, and maintains that both areas must receive adequate investment for the organization to meet its mandate commitments with minimal disruptions to the other areas of the RCMP.

The RCMP also requires substantial financial support to modernize its outdated technology, acquire new tools, and replace its aging information systems. Historically, the RCMP has struggled to secure sufficient funding for the modernization and/or replacement of these systems. Aware of the urgency of the situation, the MAB has engaged with the RCMP on this topic to better understand and provide advice on ongoing challenges. In the course of these engagements, the MAB has come to appreciate the financial gaps that the organization is currently facing and strongly believes that the RCMP requires significant investment aligned with the needs of the future of public safety in Canada. The Board has advised the RCMP to develop a more coordinated and compelling case for funding to renew its aging information systems and technology, as well as its human resource gaps by relating the implications for public safety in Canada more clearly and prominently.  

III. Systems

The MAB and RCMP recognize that Information Technology systems and digital services must be agile and sustainable in the long-term as the criminal environment, coupled with technological advances, continue to evolve. The MAB highlighted several related areas of concern within the organization, such as procurement and recruitment, that would benefit from adopting digital tools and automation to improve the effectiveness of their processes, and to be able to collect and analyze accurate and relevant data.

As technology has become embedded in our lives and continuously affects daily police work, the RCMP has been working on large-scale digital transformation. These changes will take years to be fully completed. A key risk for the RCMP is its aging Information Management/Information Technology (IM/IT) infrastructure. Some of these systems are difficult to replace and need funding and resources for long-term sustainability. The RCMP plays a crucial role in supporting Canadian police agencies by providing essential services that depend on a robust, reliable, and modern IM/IT environment. These systems are fundamental to operational effectiveness, enabling timely intelligence sharing, coordination, and response capabilities that directly impact public safety. Canadian police agencies continue to depend on these services and, as operational demands grow, the IM/IT infrastructure must also evolve to support increasing expectations and additional pressures on these critical systems.

The MAB has recommended that the RCMP approach this issue from a whole of organization perspective by considering the needs of the entire organization. In carrying out this effort, the RCMP must avoid duplication and redundant costs. It can do so by connecting specialized, contract and federal police functions to improve efficiency in the long-term.

8. Conclusion

2024-2025 has been an impactful and rewarding year for the MAB. We have explored and provided advice on several important issues that are core to the RCMP’s modernization agenda. The MAB would like to thank the RCMP for its collaboration and support throughout the year to advance our priorities and important mandate. The MAB also wishes to thank the Senior Executive Committee members for their participation in our quarterly meetings and supporting the Standing Committees, and all other Board sub-groups. The significant time and effort they have put into supporting the Board and its work are deeply appreciated. Finally, the Board extends its profound appreciation to its Secretariat, which provides outstanding administrative and logistical advice and support that has deeply enhanced and facilitated the MAB’s work.

In the coming year, the Board has set priorities that will continue to support and inform the work underway on the RCMP modernization. The MAB is looking forward to completing its work and establishing recommendations related to long-term Off-Duty-Sick leave for regular members. The Board will remain deeply engaged with the topics of recruitment and retention, leadership culture, operational independence and democratic accountability, and the RCMP’s relationship with Indigenous communities. In each of these domains, the MAB shall seek to help guide the organization into the future.

In recognition that our public safety landscape is ever-changing, resulting in evolving expectations on the RCMP, the MAB remains attuned to any emerging operational demands on the RCMP, arising from national and global developments. The MAB will stand ready to offer its advice where this would be appropriate and aligned with its mandate.

These are exciting times for the MAB, as the Board has the privilege of witnessing and supporting the transformation of the RCMP into a modern, resilient, agile, and innovative organization prepared for tomorrow’s challenges. The MAB is proud to be part of this important legacy work. Members will strive to meet the responsibilities entrusted to the Board and deliver work that serves the organization and all Canadians.