Civilian Review and Complaints Commission for the Royal Canadian Mounted Police

Goal setting

Question 1

Has your organization set goals (for fiscal year 2023-2024 or future fiscal years) for recruiting and promoting Indigenous peoples and Black and other racialized people?

• My organization has set recruitment goals for:
  • Indigenous peoples
  • Black people
  • Racialized people

Please provide details and/or examples, including what your organization is using to set its goals (e.g., operational priorities, labour market availability [LMA], population data, workforce availability [WFA]), and how these goals are communicated to employees, if applicable. What has been the most helpful in advancing towards the goals you have set? What challenges, if any, have you encountered?

The Civilian Review and Complaints Commission (CRCC) for the Royal Canadian Mounted Police (RCMP) has leveraged available hiring tools in an effort to increase diversity. Specifically, the CRCC leveraged social media groups focused on specific groups as well as existing pools limited to those groups. We have also leveraged specific programs such as the Federal Student Work Experience Program to further improve opportunities through bridging.

The CRCC does not have specific promotion goals. As a micro-agency with a small staff, the CRCC has very limited promotion opportunities. Work is ongoing to build promote-from-within programs, especially in light of Bill C-20.

Question 2

Has your organization set goals to foster greater inclusion (for fiscal year 2023-2024 or future fiscal years)?

• My organization has set goals to foster greater inclusion.

Please provide details and/or examples, including which metrics or data your organization is using, if applicable (e.g., your Public Service Employee Survey results, pulse surveys, exit interviews, human resources administrative data).

Broad inclusion goals were established in the CRCC Accessibility Plan, including:

• Improving recruitment, retention and promotion of persons with disabilities
• Enhancing accessibility of the built environment
• Ensuring information and communications technology are usable by all
• Equipping staff to design and deliver accessible programs and services
• Building accessibility-confident staff

The CRCC relies on Public Service Employee Survey results to provide metrics. In addition, the current Chairperson meets with all employees when they arrive and when they leave the CRCC.

Measuring progress

Question 3

Has your organization developed an approach for measuring progress towards your established goals? 

How is the approach being implemented within your organization (e.g., how is it communicated to employees? What are the roles of executive team members including the Chief Data Officer and Head of Audit and Evaluation and regional management if applicable? How are you reporting on results and outcomes both internally and externally?)?

Departmental reporting on human resources and the Public Service Employee Survey (PSES) are the primary formal means of measuring progress towards inclusion. The PSES results are shared with staff and assessed by senior management. Departmental reports are public, and are posted either on the CRCC or the Treasury Board Secretariat website.

Informally, the Chairperson and senior management receive input from the Inclusion, Diversity, and Equity Advisory Committee on issues and initiatives that impact inclusion.

Consequential accountability

Question 4

How is your organization using performance management and/or talent management processes to establish accountability for results?

• Work has not yet started to develop approaches to establish accountability for results in either of these processes.

Please provide details about how performance management and/or talent management processes are being used to establish accountability for results.

The CRCC is reviewing accountability mechanisms for both performance and talent management processes.

Specific, tangible actions outlined in the forward direction of the Call to Action

Question 5

Have you, as head of your organization, and/or your executive teams sponsored at least two Indigenous employees and Black and other racialized employees to prepare them for leadership roles?

• Neither I nor my executive team have sponsored at least two Indigenous employees and Black and other racialized employees to prepare them for leadership roles.

Please provide details about the nature of sponsorship that you and/or your executive team have provided, along with other programs, such as mentorship or leadership development, if applicable.  

The CRCC expressed interest in using the Mosaic Leadership Development program and had identified a suitable candidate. However, the program required that the sponsoring organization promote sponsored individuals into an executive position within the organization. Given the CRCC’s small size and relatively limited number of executive positions, this was not possible. The CRCC will explore other such opportunities by potentially partnering with another agency or department.

Question 6

Have you, as head of your organization, personally endorsed at least one recruitment campaign for Indigenous employees and Black and other racialized employees?

• I have personally endorsed at least one recruitment campaign for:
  • Indigenous employees

Please provide details.

An important component of the CRCC’s work involves engagement with Black, Indigenous and people of colour (BIPOC) communities. To improve relationships with these communities, we established an Indigenous Relations unit and a Partnerships and Engagement unit. 

Recruitment for the Indigenous Relations unit was specifically targeted towards Indigenous applicants.

Recruitment for the Partnerships and Engagement unit prioritized the hiring of individuals from BIPOC communities.

Question 7

Has your organization prioritized official language training for Indigenous employees and Black and other racialized employees who are ready for advancement?

• My organization has not prioritized official language training for Indigenous employees and Black and other racialized employees who are ready for advancement.

How is your organization prioritizing official language training?

Language training at the CRCC focuses on refresher training for those due to test or those hired bilingual non-imperative. In general, the CRCC has one to two individuals on full-time French training at a time, as resources permit.

The CRCC also offers refresher language training to all staff on a weekly basis through an online video conferencing platform with a contracted language school.

Does your organization offer access to Indigenous language training or have plans to offer access? Please provide details. 

The CRCC does not provide or offer access to Indigenous languages. There are no plans to offer such access. When required to offer services, the CRCC leverages contracted interpreters.

Question 8

Has your organization provided support and/or invested resources for organizational employee networks and communities?

• My organization has not provided support for and/or invested resources in organizational employee networks and communities.

Please provide additional detail about how your organization engages with and supports employee networks and communities.

The CRCC has an established and supported social network for all staff. This network engages in inclusive social activities throughout the year, enabling dialog and engagement between employees regardless of who they are or where they work.

Question 9

Has anti-racism, equity and inclusion work been embedded in your organization’s integrated business plan and/or mental health plan?

• Anti-racism, equity and inclusion work has been embedded in the organizational plan.

Question 10

Does your organization have a calendar to avoid holding major meetings and events during significant religious, spiritual, and cultural periods?

• Work is underway to develop this calendar at my organization.

If the calendar already exists, please provide additional details on how this calendar is communicated or promoted within your organization.  

The CRCC avoids holding major meetings and events during significant religious, spiritual, and cultural periods.

Additional information about your organization’s ongoing initiatives 

Question 11

What are two or three specific barriers that you have faced in advancing work on the Call to Action?

Please provide two or three examples.

The size of the CRCC and the availability of resources are the two main barriers to advancing the work on the Call to Action. As a micro-agency, the CRCC has limited administrative support, leveraging support from other departments and agencies through memoranda of understanding to access services. All other staff are in place to deliver on the mandate. Any effort in advancing work on the Call to Action must be done as a secondary duty by staff member, as there is no ability to dedicate an individual let alone a team to advancing this important work.

Financial resources to hire new staff or contracted support to advance this work are limited. We rely on the limited availability of key staff members, and available educational opportunities to advance this important work.

Question 12

Recognizing that employees often have multiple identities, what actions is your organization undertaking to support Indigenous employees and Black and other racialized employees who are also members of other communities, such as persons with disabilities, 2SLGBTQIA+ communities and religious minorities who face compounding barriers of discrimination?

Please provide details.

The CRCC is not taking any specific action to support employees who face compounding barriers of discrimination.

Question 13

In your first year of implementing the forward direction of the Call to Action, what impact has this work had on the culture of your organization?

Please provide the two or three most important impacts. 

Internal communications have greatly improved. Various events and activities (e.g. Black History Month) are advertised through weekly emails.

Inclusion underlies everything that the CRCC does. We have made extensive use of the Gender-based Analysis Plus in our work to ensure that both our internal policies and external‑facing work are looked at through this lens.