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
  • 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?

Building a workforce representing the communities we serve is a key priority for the RCMP. Since 2021, the organization has launched several modernization initiatives aimed at reducing or eliminating bias and systemic barriers in our recruitment approaches. Attracting and retaining diverse talent at the Royal Canadian Mounted Police (RCMP) is a priority across the organization and is embedded in our strategic plan and serves as a commitment in the performance management agreements of Officers/Executives. 

The RCMP has set 2023-24 recruitment goals for Indigenous and racialized employees. Goals for Black employees will be forthcoming as of the RCMP prepares to implement the amendments to the Employment Equity Act. There are three employee categories at the RCMP: Regular Members, civilian members and public service employees. For public service executives, we have applied the specific labour market availability benchmark (2016 census) set by the Treasury Board of Canada Secretariat (TBS). The RCMP will update these figures to reflect the 2021 census.

In terms of regular members at the executive level (Commissioned Officer community), a new methodology was implemented to provide a more accurate picture of the workforce availability (WFA) of this community. Given that Commissioned Officers are recruited from within the RCMP and mainly from the Staff Sergeant and Sergeant ranks, we developed a new WFA to reflect this feeder group population. Overall, this work is informed by the results of an independent review of the RCMP Officer Candidate Process (OCP) which the organization uses to evaluate and consider non-commissioned officers for potential promotion to the rank of Inspector (Commissioned Officer) as the future leaders of the organization. The review's objectives are to identify potential barriers racialized members face in obtaining promotions through the OCP and to make recommendations on how these barriers can be addressed and eliminated.

For regular members at the non-executive level, we have developed multi-year targets that are based on labour market availability, and trend information in the number of applicants who wish to join the organization as policing members as well as the rates of departures from the department. These targets are specific to the employment equity groups of Indigenous, Black and other racialized employees as well as women. We will build on the approach to setting targets for officers and apply it to other employee categories.

Recruitment as a key organizational priority and leadership support have both been helpful in advancing towards the goals that have been set. In terms of the trends, the representation of women remains the same at about one in five of regular members and two-thirds of civilian employees. For Indigenous employees and visible minority groups (racialized employees), workforce representation increased for civilian employees. However, there is low representation for both groups in the leadership ranks. Employees with disabilities are otherwise under-represented among the public service leadership ranks, and remain largely underrepresented among Senior Officer Ranks.

As we position the RCMP to reflect the workforce of the future and to represent the communities we serve, we are evolving and expanding the collection of disaggregated data on the RCMP’s workforce and applicants who wish to become police officers and to make this available to support the roll-out of organizational priorities at a national level.

The National Learning Services Unit has designated one of the instructional designer positions on the Modernizing Intercultural Learning and Engagement team for an Indigenous hire.

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).

As part of the 2021-2022 Equity, Diversity and Inclusion (EDI) Strategy, the RCMP is pursuing culture change and transformation, awareness and education, accountability and clear leadership and governance. Inclusion goals in this strategy include reducing barriers and biases in the career continuum, addressing systemic racism, reconciliation with Indigenous Peoples, building trust with diverse communities, and supporting workplace wellbeing and accessibility. This Strategy leverages the Public Service Employee Survey, workforce representation data along with other HR data and pulse surveys to track progress. In 2024, we are re-aligning the Strategy to reflect changing and increasingly diverse demographics, recent employee perception data and audits led by the Office of the Auditor General on the experiences of racialized employees and outcomes of investments made in addressing persistent gaps. We will also be building on work undertaken by Pricewaterhouse Coopers to apply an equity lens to the collection, monitoring and reporting on human resources-related data including EDI. This work will serve as a foundation to measure the progress of the various priority strategies in anti-racism and EDI.

In 2023, the RCMP released its first Accessibility Strategy and Accessibility Plan. Based on numerous consultations with employees, internal partners and senior leadership, the Strategy highlights key barriers related to the five goals of the Accessible Canada Act: communication, employment, built environment, design and delivery of program services and procurement. For the employment goal, for example, we will address the barriers reported through an Action Plan and in partnership with the RCMP Disability and Accessibility Action Group and Network.

As part of ongoing efforts to address systemic racism, the RCMP established the Race-based Data Collection Initiative which is a program, to collect, analyze and report race-based data to better understand the experiences of Indigenous, Black and other racialized individuals and communities in their interactions with RCMP frontline officers in order to improve our services, be more transparent with the public and build community trust. This initiative was launched in four pilot locations in early 2024, with a launch in one remaining location to follow later in the year. The pilot was launched across three locations (Thompson, Manitoba; Whitehorse, Yukon; and Fort McMurray, Alberta) in January 2024, followed by Burnaby, BC, in April and a pilot in Nova Scotia set for late 2024.

The Intercultural Learning Strategy was developed to support the procurement, design, development, delivery and promotion of learning products to integrate intercultural competence throughout all aspects of learning. It is a strategic guide for Learning (and the RCMP) to recognize and address systemic racism, harassment and discrimination through intercultural learning.

Moving forward, the RCMP is developing its first Anti-Racism Strategy which will include success measures in line with the Call to Action, the Government of Canada Anti-Racism Strategy and promising practices from other departments and agencies. These measures will include indicators related to creating a representative workforce within the RCMP, ensuring a sense of belonging and psychological safety for Indigenous, Black and other racialized employees and embedding anti-racism into employee wellness approaches and business planning processes, programs and practices within the organization.

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?)?

The RCMP has developed a measurement approach to track and report on its measurement goals outlined in key inclusion, equity and anti-racism strategies.

For example, the inclusion measures in the EDI Strategy were shared with employees through the internal website and subsequent organization-wide emails. There are also several working groups and committees with employee networks, divisional representatives and culture change teams to disseminate the information. Some of the inclusion-related measures are:

• relationships are trust-based;
• employees are engaged, equipped and innovative;
• diversity across the workforce including executives;
• client perceptions about policing services;
• employee perceptions about their workplace; and,
• attraction and retention rates and engaged.

Additionally, the Anti-Racism Strategy will include an accountability and transparency framework that will track progress across a number of common commitments, outputs and metrics. Gathered from human resources (HR) administrative data, Public Service Employee Survey and interviews/focus groups, these measures include:

• Percentage of Indigenous, Black and other racialized representation at mid and senior levels of organization
• Time at level for above employees
• Percentage of policies and programs that utilize an anti-racism lens, including business planning, mental health plan and the implementation of the RCMP core renewed values
• Percentage of employees feel safe to raise concerns within the workplace (e.g. racism, harassment)

Throughout the RCMP EDI and Anti-Racism strategies, there is an effort to include both quantitative and qualitative indicators considering that the qualitative data allows us to better understand people’s lived experiences and provide insight into the disproportionate impact of our policies, programs and practices. These indicators will form the basis of annual and ongoing reporting to RCMP employees and senior leadership. Further, the RCMP plans to implement a modernized approach to self-identification that will allow for better and more comprehensive data on the composition of the RCMP workforce.

In support of Indigenous employees and communities, the RCMP Indigenous Collaboration Co-development and Accountability Unit (RICCA) are in the process of developing an approach to measuring progress towards our established goals, both through the implementation of the RCMP National Reconciliation Pathway and the implementation of an Indigenous Community Outreach Survey. RICCA is seeking qualitative data through feedback received and quantitative data through existing RCMP sources (i.e. HR business data).

Challenges still exist in our attempts to measure progress, for example, the RCMP collects limited forms of disaggregated data through various survey products developed by the Survey Centre as part of its strategic policy and planning. This makes identifying gaps and establishing progress toward objectives difficult. There is work underway to collect and share disaggregated data to support the RCMP’s first Accessibility Survey that seeks to collect disaggregated and intersectional data on the experiences of employees with disabilities.

The RCMP’s approach to the evaluation of learning products and programs aligns with TBS best practices, the modernization of self-identification and efforts to gather disaggregated data on equity groups. In order to support the collection of disaggregated data, the RCMP has a standardized set of demographics questions which are used in all of survey-based learning evaluations. This allows us to examine potential group differences, identify potential barriers, and support the development of the best training possible for all RCMP employees. In addition, in consultation with RCMP Equity, Diversity and Inclusion Unit (EDIU) and Gender-based Analysis Plus (GBA Plus) colleagues, a specific standardized question was included in learning evaluations that attempts to identify potential barriers learners may encounter within RCMP learning products.

Consequential accountability

Question 4

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

• Quantitative goals are part of performance management agreements. 
• Qualitative objectives are in performance management agreements.

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

The RCMP has set out the following commitments for its senior leadership (executives and officers) regarding Anti-Racism, equity and inclusion for 2023-24, including:

• Taking purposeful action to address systemic racism and other barriers to diversity and inclusion in the workplace
• Personal pledge to embed organizational values
• Raise awareness and engage in Anti-Racism, equity and inclusion
• Ensure mandatory training, including Anti-Racism is completed by employees
• Continue efforts to increase cultural diversity and inclusion of the workforce by accounting for a broad range of perspectives in governance and decision-making and prioritizing the recruitment of Black, other racialized employees

RCMP employees and leadership are also assessed against the renewed organizational core values of:

• Act with integrity - We conduct ourselves ethically, and do so with honesty, dignity, and honour
• Show respect - We treat all people with fairness. We value and promote reconciliation, diversity and inclusion by being considerate of the democratic rights, history and lived experiences of others
• Demonstrate compassion - We care for each other and the communities we serve by approaching each situation with empathy and a genuine desire to help
• Take responsibility - We are transparent about our decisions and actions and hold ourselves accountable for the results and impacts
• Serve with excellence - We commit to continuous learning, and work collaboratively with colleagues, communities, and partners to provide and support innovative and professional policing services

Managers are encouraged to discuss career interests with employees and a plan strategy to work towards those goals. Public Servant Performance Management is an ongoing process that involves coaching, developing, and providing feedback and evaluating employee performance. All RCMP members, once qualified, can add a sought-after career path to their Human Resources Management Information System (HRMIS).

Performance and Talent Management has been used to hold employees accountable in the above areas. Additionally, mandatory training courses and events require completion at the mid-term and final term of the employees’ performance agreement. Finally, the core values of the RCMP are used to ensure employees are committed and contributing to EDI.

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?

• My executive team has 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.

As we wind down Vision 150 and implement the RCMP’s new Strategic Plan, the RCMP is continuing to diversify its senior ranks with the recent recruitment of Indigenous, Black and other racialized employees. It is also committed to developing a standardized National Mentorship Program (NMP) to enhance employee development. The Program will be accessible to and for all categories of employees, at all ranks and levels across the organization and will align with organizational strategic objectives. To guide the development of the Program, and in support of the RCMP’s priority of addressing systemic racism, a pilot was launched in spring 2023 to increase representation of equity-seeking groups in management and leadership positions across the organization. As part of this pilot, senior leaders mentored Indigenous and racialized employees. The feedback from the participants has been positive. The National Program will be implemented in summer 2024 and will be accessible to all employees at all levels and ranks. The NMP Pilot took place in "B", "D", and "E" Divisions at the Sergeant, Staff Sergeant, Inspector ranks and corresponding public service employees and civilian members levels for those who identify as part of the employment equity and equity seeking groups. The pilot took place March 2023 - January 2024 and the feedback from the participants has been positive. The team is waiting for the end of pilot evaluation which will be completed in May 2024.

The launch of the national program will take place June/July 2024 and will be accessible to all employees at all levels and ranks.

In addition, Learning is modernizing our existing suite of leadership development programs. They will provide a pathway for leadership development for all employees in the RCMP and the tools to support leadership in this new policing and public service environment. The training will align with the RCMP’s ongoing transformational efforts, to influence positive culture change, and in response to the rapidly changing landscape in which we are operating.

Furthermore, the African Canadian Experience Workshop is currently being rolled out nationally. The workshop covers topics such as; Black Canadian history, Anti-Black Racism, Unconscious Bias, Micro-aggressions, White Privilege, Scenario Based Training and the Canadian Education System and their effects on the African Canadian Community. A community panel is also held which allows for open dialogue and the sharing of the Black Canadian experience.

In addition, the National Leadership Programs are modernizing the existing suite of leadership development programs. They will provide a pathway for leadership development for all employees in the RCMP and the tools to support leadership in this new policing and public service environment. The training will align with the RCMP’s ongoing transformational efforts, to influence positive culture change, and in response to the rapidly changing landscape in which we are operating.

In line with building a more diverse workforce, there is a commitment in the mandatory performance commitments/objectives for RCMP Executives and Officers to sponsor/mentor interested applicants and cadets to support them through the recruiting process. In addition, the RCMP is modernizing our existing suite of leadership development programs which will provide a pathway for leadership development for all employees and the tools to support leadership. The training will align with the ongoing organizational transformational efforts, to influence positive culture change, and in response to the rapidly changing operating environment.

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
  • Racialized employees

Please provide details.

In addition to concrete efforts to diversify its senior ranks, the Commissioner of the RCMP has endorsed multiple recruitment programs aimed at increasing the representation of Indigenous, Black, and other racialized employees. The Diverse and Inclusive Pre-Cadet Experience (DICE) program as well as the Indigenous Pre-Cadet Training Program (IPTP) which inspired the creation of the DICE program.

The IPTP is a paid commitment for individuals ages 19–29, aimed at providing a glimpse into the life of a Depot (the RCMP’s officer training facility) cadet. One of the foremost goals of the IPTP is to encourage Indigenous persons to join the RCMP as regular members or public service employees. Candidates are exposed to applied police sciences, simulated firearms, and driver training, as well as physical fitness and self-defense training. The youth are issued uniforms which they must maintain to standard and participate in hours of drill to prepare them for the Sergeant Major’s parade and graduation ceremonies. After their three weeks at Depot, many candidates continue with a 90-day contract where they work with detachment employees in their home communities.

DICE is a recruitment and retention initiative focused on removing barriers that impact racialized and underrepresented groups who aspire to join the RCMP. Applicants are paired with an RCMP employee mentor. The program also provides a three-week training session at the RCMP Academy. Candidates who complete the training experience receive ongoing support and guidance from the DICE team as they go through the police officer application process. The program has seen much success having graduated two troops of 32 with 70% of graduates applying to become regular members of the RCMP.

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 prioritized official language training for:
  • Indigenous employees
  • Black employees
  • Racialized employees

How is your organization prioritizing official language training?

The RCMP’s Official Languages Strategy was approved in 2023 and includes aspects to ensure equitable access to second language training. Specific actions proposed as part of the Strategy include reducing official languages barriers in the career continuum and supporting reconciliation with Indigenous Peoples. The Strategy also aims to explore the second language training budget's centralization to allow a national approach to the prioritization of language training, thereby enabling an equitable approach.

The Official Languages Directorate is working on the creation of a weighted system to process requests for second language training that includes consideration of Employment Equity data. The aim is to create a system where language training resources are allocated based on the needs of the organization with respect to both official languages obligations and the creation of a qualified and diverse workforce using an approach that supports equitable access to language training. Many equity-seeking groups have mentioned that lack of access to language training remains a barrier to career advancement and growth.

Decisions around Official language training are decentralized and made by each RCMP province or territory (division).

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

The RCMP is currently working to implement the Indigenous Languages Act, which includes plans to offer access to Indigenous language training for employees who work directly with Indigenous communities and/or employees seeking to reclaim their Indigenous language. The RCMP is planning to establish pilot sites in Nunavut and Nova Scotia.

Question 8

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

• Engagement with employees and employee networks in my organization’s decision-making is meaningful and regular.
• Governance structures are in place to support employee networks and communities (e.g., champions, champions/chairs participate at management tables).
• Material supports are provided for employee networks and communities (e.g., dedicated funding, FTE support, allowing time to engage in activities).

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

The RCMP is creating an lnternal Employee Network Secretariat to offer centralized support to the networks. Networks continue to be engaged on key RCMP priorities to apply the Nothing without us principle across the organization.

• RICCA provides administrative support to the Women's Indigenous Network (WIN) specific to information sharing through emails, setting up meetings, and compilation of a newsletter. In February 2024, a new RCMP Uniform Ribbon Skirt was developed by the WIN for Indigenous employees who identify as women, two-spirit, and non-binary for use by currently serving and retired Regular Members. The Uniform Ribbon Skirt, launched in May 2024, was a collaborative effort with different RCMP business lines within the RCMP.
  • Additionally, there is the RCMP Indigenous Employee Council (RIEC) is a volunteer council for First Nation, Inuit, and Métis employees to be involved in modernizing human resources and supporting RCMP reconciliation efforts. RIEC provides advice, strategies, and recommendations to all levels of management on issues related to First Nation, Inuit, and Métis employees. RICCA provides secretarial support to the RIEC, establishing Terms of Reference, developing its framework, establishing workplans, taskings, etc. In this capacity, RICCA is able report and monitor initiatives, to afterwards be able to effectively communicate results. Coordination with RIEC is underway for a first meeting within the newly developed framework.
• The RCMP-Jewish Public Servants Networks (JPSN) has regular contact with RCMP EDI Unit. This dialogue is meaningful and regular. However, engagement with other areas of the organization is ‘ad hoc’ if they exist at all. The governance structures are not in place for employee networks such as the RCMP-JPSN to participate in management tables or other high-level consultative groups. Material support like funding is not provided to employee networks like the RCMP-JPSN. Though there are many overlapping needs and objectives among the various employee networks, there is no formal collaborative approach established between them.
• The RCMP-Pride Network, launched in 2023, provides a safe forum for RCMP 2SLGBTQIA+ employees and their allies to connect and discuss issues related to the promotion of a healthy and inclusive work environment for RCMP 2SLGBTQIA+ employees.
• Both the Pride Network and the Disability Network have been approached by EDIU to develop communication materials together and have met on an ad-hoc / sporadic basis. Looking to work more meaningfully engagement, particularly at senior management tables and with the Designated Senior Official for EDI to name Champions, and we are hoping to see a structure in place that includes dedicated supports including logistical support and funding.

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 regional and/or branch plans.

The RCMP has released a multi-year Employee Well-Being Strategy based on consultation with employees and networks. EDI and GBA Plus considerations have been integrated into the Strategy and anti-racism will be integrated into the upcoming Well-Being Policy.

The RCMP has embedded EDI in its business plan and mental health strategy. The organization is currently developing its first Anti-Racism Strategy which will include an Anti-Racism lens to be applied to horizontal, ongoing, and emerging priorities, including updates to mental health approaches, setting of organizational strategic priorities, implementation, and guidance on the core renewed values, among others.

Question 10

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

• My organization currently has a calendar for this purpose.

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

In May 2024, a comprehensive national calendar was created highlighting significant religious, spiritual, and cultural periods. The calendar will be made available to all RCMP Divisions and units to avoid holding major meetings and events during significant religious, spiritual, and cultural periods.

The RCMP collaborates with employee networks and supports their role as essential change agents for various strategies which include Reconciliation, employee wellness, culture change and equity, diversity and inclusion. Employee networks within the RCMP s are vital stakeholders to leverage when developing and modernizing inclusive policies and practices, as the diversity of viewpoints can lead to more successful implementation. They can better identify areas for improvement or attention that can shape more innovative solutions and products to solve business challenges. This is how the RCMP is putting the co-creation principle of ‘Nothing without us’ into action. Networks also represent safe spaces for equity-seeking employees to gather and support one another. In doing so, employees can feel empowered and have an improved sense of belonging.

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.

• A lack of awareness and understanding of anti-racism and its urgency and importance (e.g., conflating Anti-Racism with other culture change approaches and lenses).
• Limited access to disaggregated data to better understand persistent barriers (e.g., lack of disaggregated data on the employment barriers faced by Indigenous, Black, and other racialized employees with intersectionality in mind).
• From an employee network perspective, lack of a champion, lack formal support arrangements between networks and the organization, including lack of budget and logistical support for events.
• Barriers we have faced in advancing work on the Call to action are related to the availability and dissemination of employment equity data due to privacy considerations, lack of ability to identify equity-seeking employees, and the misconceptions and lack of understanding of employees on the importance of self-identification.

Of note, the concept of ‘intersectionality’ underpins and is foundational to the RCMP’s approach to inclusion. The RCMP recognizes that Indigenous, Black and other racialized employees also belong to the 2SLGBTQIA+ community as well as religious minority communities and may be people with disabilities.

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 RCMP Anti-Racism Strategy that is currently being developed is guided by the Nothing without us principle, which means centering the voices and experiences of racialized, Black and Indigenous employees at the RCMP and applying an intersectional approach. In doing so, it recognizes and seeks to address the different forms of racial discrimination, such as anti-Black, Anti-Indigenous and Anti-Asian racism that exist in the organization along with religious discrimination, including Islamophobia and Antisemitism. 

We are also aligning the RCMP EDI Strategy with the priorities articulated in the federal Pride networks call to action and modernized self-identification to have better intersectional data as demonstrated by our approach to gathering data on accessibility within the organization.

The RCMP recently published its first Gender-based Analysis Plus Policy Statement formalizing the RCMP's commitment to implement GBA Plus (and intersectionality) and confirming the requirement to apply GBA Plus as standard practice in the development and implementation of all RCMP policies, programs, initiatives, and operations. This will help promote consideration of people’s diverse identities, perspectives, and experiences.

We have also developed an Intercultural Learning Strategy which supports the procurement and design of learning products to foster intercultural competence. The Strategy supports the training of employees so that they understand and implement culturally appropriate and trauma-informed practices. As the Strategy evolves, it will enhance training to reflect lived experiences of learners and the communities they serve, while acknowledging community concerns and strengthening public trust.

Several training products have been launched, including:

• Uniting Against Racism Learning Series - This mandatory course was developed in consultation with internal and external stakeholders to increase knowledge of the realities of racism in Canada and develop intercultural competence skills for working with Indigenous and racialized communities. The course promotes a lifelong commitment to anti-racism and allyship.
• Cultural Awareness and Humility course - This mandatory course was developed in consultation with internal and external stakeholders to increase self-awareness of personal biases and develop intercultural competence skills for working with Indigenous and racialized communities. The course emphasizes the benefits from lifelong learning about diverse cultures, values, and beliefs. 
• Race-Based Data Collection Job Aid – launched in November 2023 to equip frontline members at pilot site detachments with the necessary skills to collect race-based data proficiently during specific policing interactions.
• African Canadian Experience Workshop – This workshop raises awareness about diversity in the workplace and equips employees with the knowledge and skills needed to effectively support a workplace that is inclusive, diverse and free of discrimination. The workshop also assists in understanding obstacles and circumstances faced by those in the African Canadian and Nova Scotian Communities.
• Additionally, RCMP employees have access to the Canada School of Public Services’ Indigenous Learning Series and others related to addressing and reducing racism and stereotyping, such as Advancing the Conversation on Systemic Racism, 2SLGBTQ+, Adapting an Inclusive Mindset, Addressing Disability and Inclusion and Responding to Unconscious Bias.

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. 

In the first year of implementing the forward direction of the Call to Action, this work has positively impacted the culture of the RCMP. There is a keen sense and awareness, and respect within the workplace on reconciliation and creating an inclusive environment where all employees and members can reach their full potential. 

The 2022 Public Service Employee Survey included a question (#51) on whether the Call to Action had a positive impact on each department or agency, since its launch in 2021. For the RCMP, 32% of racialized employees reported that it had a positive impact, while 29% of Indigenous employees felt the same. The RCMP continues to raise awareness of the importance and urgency of tackling systemic racism and further embedding the forward direction on the Call to Action, including ensuring that employees across the organization complete the mandatory United Against Racism course.

In October 2023, an evaluation report on the national Uniting Against Racism course was completed. The Uniting Against Racism evaluation examined knowledge and attitudes pre and post training. Over 14000 employees responded to the evaluation; an unprecedented number. Overall, positive feedback was received. Evaluation findings are being reviewed in order inform upcoming changes to the course, but also to inform additional learning solutions that may be required moving forward.

Work is underway to conduct an analysis of the responses to the newly added “barriers question” in the learning evaluations of various RCMP training products. Once this analysis is complete, it will serve as a baseline for the current state of training barriers in learning. In the future, when a similar analysis is done, it is anticipated that concrete changes in the culture of organizational learning can be identified.

The forward direction set the stage for the creation of the RCMP anti-racism team which is the national policy centre that provides subject matter expertise in addressing systemic racism at the RCMP. This year, we created a team dedicated to developing the organizations first Anti-Racism Strategy. The team engaged employees, networks, partners and senior leadership to help co-develop the Strategy and support implementation. The forward direction identified areas that require concrete action to address persistent and systemic barriers that disproportionately impact Indigenous, Black and other racialized employees, including setting representation goals, embedding anti-racism into our mental health approaches, among other areas of action.