Royal Canadian Mounted Police
Letter on Implementation of the Call to Action on Anti-Racism, Equity and Inclusion
Summer 2021 update
Dear Janice Charette:
I am pleased to provide an update outlining the steps the RCMP is taking to embrace diverse identities, perspectives, and experiences in and across our organization.
We are keen and focused toward making our organization more trusted and inclusive as both an employer and a service provider. The Call to Action on Anti‑Racism, Equity and Inclusion in the Federal Public Service amplifies the modernization agenda I launched when I took the chair as Commissioner approximately three years ago. I welcome the call and all levers that will help us deliver equitable and culturally sensitive policing services to Canada’s many diverse communities.
My Vision 150 modernization agenda, and particularly the Action Plan to Advance Equity, Accountability and Trust, targets strategic objectives under four pillars aligning with the Call to Action: our People, our Culture, our Stewardship, and our Policing Services. Key actions, underway and planned, are making meaningful change across RCMP business lines toward a more modern and inclusive organization that treats all individuals with dignity and respect.
Before I provide details about our progress and plans, I would like to share some context that gives rise to challenges that may be unique when compared to other federal institutions. As we take deliberate action to address the complex, urgent, and evolving priorities related to anti-racism, equity, and inclusion, we are identifying issues and effecting change across a number of platforms simultaneously. Our ambition is to be informed, respectful, and inclusive in our approach to change. We pursued the best practice of establishing extensive and ongoing consultation with employee groups, external advisors, affected communities, and recognized subject matter experts to ensure the relevance and longevity of our strategies, approaches, and actions to address racism, and discrimination and remove systemic barriers. To be inclusive in our consultation and engagement, we must balance respect for diverse identities with conflicting perspectives and divergent experiences within and across employee groups and communities. Finding an effective balance to deliver our mandate while simultaneously changing mindsets continues to be a fine-line exercise.
The challenge of effecting behavioural change is significant in an organization like the RCMP. I oversee a workforce of approximately 32,000 employees, many of whom are located in remote communities across Canada. Employees often work in small groups to provide policing services to multiple communities in the area and rely almost entirely on their colleagues for support and security. In these circumstances, it takes a great deal of effort to ensure my message to modernize the RCMP is heard and understood by everyone. It takes greater effort still to ensure employees are adopting the desired behaviours.
The distribution of our workforce is one of the reasons I am deliberately pursuing an Equity, Diversity, and Inclusion (EDI) Strategy focused on establishing the foundation for a diverse and inclusive organization. A key element of implementing the EDI Strategy is the robust tools and techniques in place and under development to support accountability, leadership and awareness.
After the murder of George Floyd, our Employment Equity Team experienced an immediate uptick and shift in demands for information and immediate action in the broader, more complex, and rapidly evolving EDI space. While we rose to meet the occasion, it was not without extra contributions by staff. I am pleased that the RCMP received support in the 2021 Federal Budget to address systemic racism in recognition of the important role we play in addressing systemic racism in law enforcement. This funding will go a long way to ensuring we can appropriately resource the work we need to do. I note, however, that we continue to face challenges with regard to attracting and hiring individuals with credible expertise in EDI. We are in a competitive market for EDI expertise and the parameters for what constitutes reasonable and real expertise are ambiguous.
It goes without saying that discussing race and racism is not easy. No matter how I introduce the discussion and clarify my intentions, some of our employees report feeling targeted and labeled as racist. I am balancing this challenge with my firm commitment to speak the truth about systemic racism and to drive toward a more inclusive RCMP. The resistance already discussed and the role tradition plays in shaping the RCMP’s culture provides a particular challenge to our agenda to educate and reform policies to change our culture, as does the nature of policing, the breadth of our jurisdiction, and the reality of our mandate.
EDI is important to keep us on the cutting edge and I am involving a broad range of talent and partners at domestic and international levels to support my progress. Moving in this direction requires that we ask our employees to re‑evaluate the manner in which they approach and think about policing. I am motivated and committed to keeping the conversation moving and I am conscious we are on a demanding road. I look to the centre for any tools or supports that can supplement what we are sourcing and developing ourselves.
Finally, the legislative framework and limited approaches to data collection that rely on self-identification as the basis for determining diversity and representation is an ongoing challenge. This is particularly so when it comes to producing reliable data for analysis and to establish an evidence base for action. Applicants, candidates, and employees are inconsistent when it comes to self‑identifying as a member of a designated group and the Employment Equity Act does not currently empower us to collect self‑identification information from members of LGBTQ2S+ communities. Frequently, privacy concerns limit our ability to share data within the organization for analysis.
Even in the face of these and other challenges, I am encouraged that the RCMP is realizing progress aligned with implementing the Clerk’s Call to Action. The enclosed two annexes outline key actions taken as the RCMP continues to address racism and discrimination and to build an inclusive and respectful culture. Annex A is a summary of key actions and accomplishments and Annex B our most recent data set. My focus this year was to set a solid foundation by establishing and reinforcing employee networks and setting a clear agenda for change in the EDI space.
In closing, I would like assure you of my deep resolve to support the Clerk’s Call to Action and to execute my vision for a modern and professional police service trusted by communities everywhere. We will continue to set clear targets for change within the organization; will continue to build a baseline of knowledge and to set organizational expectations regarding anti-racism, diversity and inclusion; and will continue to work in close collaboration with internal and external experts and community members. The RCMP aims to build a healthy and inclusive organization for providing modern policing services and founded on a culture characterized by respect for diversity and the contributions of all employees. I encourage you to stay apprised of our progress by visiting the public tracker for my Vision 150 Plan to Advance Equity, Accountability and Trust.
Thank you for the opportunity to share our challenges and progress.
Kindest regards,
Brenda Lucki
Commissioner
Annex A - Key Changes to the RCMP Approaches to Advancing Anti-Racism, Equity and Inclusion
Key Change Initiatives |
Key Change Details |
Personally Learning about Racism |
I personally moved along my learning journey on the issue of race and racism to develop a deep understanding of how deeply it permeates our society. I brought my management team along with me, after reading White Fragility by Robin Diangelo, I sent a copy to each member of the Senior Management Team. I heard from many who confirmed that reading the book caused them to question their own beliefs and perspectives with respect to race and racism. This opened the opportunity for frank discussion about how each member of the Senior team has a role to play in addressing racism and improving inclusion. |
Employee Engagement |
I personally meet with employees and the newly established network for Black and Racialized employees to listen to their views and concerns and assigned senior executives to key roles to lead the development, support and implementation of organization-wide EDI action; and to support me in keeping connected to employees and employee networks. The RCMP’s Chief Human Resources Officer is also the organization’s National EDI Champion. As a member of the Senior Executive Committee, the EDI Champion ensures that decision making at the most senior levels consider an EDI lens. I appointed the Associate CHRO as the Designated Senior Official for Employment Equity Diversity and Inclusion. In addition to being accountable for achieving departmental EDI results in line with Treasury Board policy, the Designated Senior Official established ongoing collaboration with bargaining agents and the newly established network for Black and Racialized employees meeting with each regularly to gather their input and keep them informed as we make progress in the EDI space. |
Stakeholder Engagement |
I engaged a broad stakeholder community to advance equity, accountability, and trust in the RCMP, and I created space for formal and informal dialogue with representatives from equity-seeking groups and employee representatives to include diverse perspectives in the development of transformation strategies and policy reviews. Engagement with my Diversity Advisory Committee, my National Indigenous Advisory Committee, the National Council for Diversity and Inclusion, and the National Gender and Harassment Advisory Committee helped inform my decision making about the RCMP’s modernization agenda, the development of the EDI Strategy, the RCMP People Strategy and the Vision 150 Plan to Advance Equity, Accountability and Trust. Executive Sponsors for equity-seeking employees, as well as Official Languages and Mental Health Champions also play an important role in promoting an integrated approach to raising awareness on key issues and enabling important contributions from employees in support of the Call to Action. Recently, the RCMP welcomed the newly formed Women’s Indigenous Network, the GBA+ Network, and the Racial Diversity Employee Network. We are examining how to provide support for these networks as a means to engaging and learning from the lived experience of a broad base of diverse employees. |
Implementation of the Equity, Diversity and Inclusion Strategy |
I launched the first comprehensive Equity, Diversity and Inclusion Strategy in consultation with employee groups and external advisory committees. The EDI Strategy sets a foundation for change starting with removing barriers to inclusion in the workplace by taking action to transform the RCMP’s practices with a view to changing our culture. In January 2021, I launched the first comprehensive RCMP Equity, Diversity and Inclusion Strategy – Setting A Foundation: Serving Employees and Communities with Dignity and Respect (EDI Strategy). The EDI Strategy takes a firm stance against racism and discrimination both in how we manage our people and how we police the communities we serve. All of the actions outlined in the strategy drive toward culture change in the RCMP. I am including the full strategy for your information (Attachment A) as it will give a sense of the focus and scope of my ambition to establish a solid foundation for change. I am particularly pleased with the strategy because it responds to broad consultations with employee groups and external advisory committees made up of people with relevant lived experience as well as various recommendations stemming from external studies and reviews. I appreciate that cultural and institutional change is most effective when it grows from the bottom-up and is supported and promoted from the top-down. As such, the EDI team is now equipped to support an EDI community of practice; employee networks are in place to effectively organize and mobilize as well as to provide leaders within the RCMP with supports to promote EDI and to take actions to address racism and discrimination within their respective areas. |
Relationship Building - RCMP-Indigenous Collaboration, Co-Development & Accountability (RICCA) |
I established the RCMP-Indigenous Collaboration, Co-Development & Accountability (RICCA) Office to promote a better handling of Indigenous workplace and service delivery issues. This new office will help the RCMP to build collaborative relationships with Indigenous communities and co-develop culturally sensitive policing solutions. It will also enable us to be proactive and address non-operational issues that affect Indigenous employees. As it gets its footing, the RICCA will play an integral role in moving the organization towards Reconciliation with Indigenous peoples and removing systemic barriers for First Nations, Métis, and Inuit communities. A key first priority is to re-establish a robust Indigenous employee network across the RCMP. |
Advancing reconciliation with Indigenous peoples |
In 2021, the RCMP published its first annual report on reconciliation, titled Royal Canadian Mounted Police Path of Reconciliation: Strengthening Trust in the RCMP. The report is a reflection of the RCMP’s approach to reconciliation and is an action of organizational transparency and accountability, built upon the advice and recommendations received from First Nation, Inuit and Métis partners and contributors. As well in 2021, Divisions each created their respective reconciliation strategies outlining actions and priorities from a grassroots and distinctions-based perspective from their time and engagement in Indigenous communities. These strategies are available online for staff and community members to familiarize themselves with and they highlight the good work and relationship building efforts that take place across Canada every day. |
Gender-Based Analysis Plus (GBA+) |
In 2017, the RCMP created a Gender-Based Analysis Plus (GBA+) Centre of Expertise responsible for the integration of GBA+ across the organization. I value GBA+ as a modernization tool that can foster an inclusive workplace by considering the impact of policies and programs on diverse groups of employees and communities. The RCMP used GBA+ in the past to evaluate our recruiting practices and low gender diversity rates in specialized units. I continue to look for opportunities to apply GBA+ to our policies and practices. The tool is in use to evaluate the culture at our Depot Training Academy in Regina. |
Launch of the Independent Centre for Harassment Resolution (ICHR) |
I launched the Independent Centre for Harassment Resolution (ICHR) to increase transparency and confidence in the harassment claims resolution process and to build on work already started by the GBA+ Centre of Expertise. On June 30, 2021, I launched the ICHR to provide impartial assessment of harassment claims outside of the traditional chain of command. In addition to the ICHR, I put plans in motion to examine how the RCMP can further increase impartiality in our harassment process, how conduct measures apply to offenders, and how we can implement supports for victims of harassment. The ICHR is an important step toward increasing employee confidence that we will address wrongdoing and behaviours that promote exclusion and that we are serious about supporting their wellbeing. |
Reforming HR practices to increase attracting, retaining, and promoting diverse talent |
I continue to promote ambitious reform to our HR practices to increase attracting, retaining, and promoting diverse talent, which is essential to RCMP modernization. I initiated a number of modernization initiatives aimed at reducing or eliminating bias and systemic barriers from our police officer recruiting program. The National Recruiting Program recently concluded a pilot project that used implicit bias testing to identify biases among police officer applicants towards gender, ethnicity, faith, and sexual orientation. We are now preparing to pilot the use of new tools into our police officer training program as a means to encouraging the self-reflection needed to identify and address implicit bias, racist and discriminatory attitudes and beliefs as soon as recruits join our training academy. In recognition of recruitment best practices, I have also made progress toward diversifying our complement of frontline recruiters so that they are more reflective of the communities we are trying to attract. I had a Gender-based Analysis Plus (GBA+) review completed on the current RCMP entrance exam which concluded that even when prospective applicants possess both the interest and qualifications to be an RCMP member, there is evidence that the exams themselves may create barriers to a diverse applicant pool. The RCMP is implementing a Commercial-Off-the-Shelf entrance exam that applies psychometric principles to test aptitude and personality traits and demonstrates GBA+ compliance. The selected test, which will roll out in the coming months, will take a continuous improvement approach to ensuring that questions used are free of inherent gender, race and ethnicity based biases. Using data analytics, we will be able to determine if the framing of specific questions are having a negative impact on equity seeking communities and action will be taken accordingly. I care about development of RCMP employees and I acknowledge that we have a lot of work to do when it comes to allocating developmental opportunities in an equitable way. This is why I supported the creation of a National Mentorship Program, which aims to enhance employee and leadership development and to help marginalized and racialized employees prepare for leadership roles in the RCMP. The RCMP has also recently initiated work to develop a comprehensive National Executive and Officer Talent and Succession Management Strategy. A national committee is driving this important work, with a focus on ensuring inclusive engagement across the organization in an open and transparent manner. The strategy will fully explore the organization's current diversity needs and will help to inform our longer-term representation targets. |
Enhanced learning commitments |
I enhanced learning commitments with the objective of fostering a safe, positive work environment for all. I recently deployed an intercultural learning strategy to ensure that all senior leaders and managers within our organization take training on Unconscious Bias, Anti-Racism and Anti-Discrimination and I will expect them to demonstrate the values and best practices they have learned through these courses. I also implemented mandatory Cultural Awareness and Humility training, a course designed to improve the knowledge, self-awareness and skills of employees who work directly and indirectly with individuals from different cultures. A mandatory Anti-Racism training course, which will help learners understand individual and systemic racism, reflect on their impact, and examine how to make a difference is in development. The RCMP must mobilize well-equipped leaders to uphold and support cultural renewal. In this spirit, we developed a character-based leadership framework that we will embed in our policies, programs, and processes in order to improve inclusive leadership and address systemic behaviours including bias, harassment, discrimination, and racism. |
Measuring quantitative and qualitative progress to provide a clear and transparent picture of change to our employees and communities |
I am measuring quantitative and qualitative progress to provide a clear and transparent picture of change to our employees and communities The EDI Strategy Performance Measurement Framework identifies indicators for measuring specific outcomes related to cultural change, with baselines and targets, relevant to each area of the organization. The collection, analysis, and disclosure of disaggregated data on police interactions is crucial, as part of our ongoing efforts to ensure operational policies and programs are inclusive and do not introduce barriers for diverse communities. We are making efforts to examine disaggregated data on the RCMP’s workforce and applicants who wish to become police officers. Producing and understanding this data on an annual basis will allow the RCMP to develop enhanced attraction, recruitment and retention strategies based on concrete metrics. Progress will be measured through consultation and feedback received from employee networks, course evaluation forms and Public Service Employee Survey results. Finally, we are making progress to engage an expert in Race Based Data Collection and analysis who we hope to have in place by the end of the calendar year. |
Annex B - Recruitment and Promotions Data
Recruitment
In fiscal year 2020-2021, the percentage of regular member applicants from a visible minority group increased to represent 20.8% of all applicants (up from 18.5% the previous year). The percentage of applicants from Indigenous communities remained the same at 4%. It is important to note that applicants to the RCMP use jobs.gc.ca to apply, and are not required to identify employment equity information. For example, in 2020-21, 75% of applicants did not respond to the gender question.
Executive and Officer Development
In 2021, the RCMP promoted 26 Executives, of which one self-identified as an Indigenous person and one self-identified as a racialized employee.
The organization also appointed 63 new Inspectors and promoted 49 Commissioned Officers for 112 promotions. These include 6 individuals who have self-identified as an Indigenous person and 17 who self-identified as members of racialized groups.
Public Service Employee Executive and Executive Equivalent Promotions - Fiscal Year 2020/21
Promotion To |
Members of a Visible Minority Group |
Indigenous Peoples |
Total |
% Members of a Visible Minority Group |
% Indigenous Peoples |
EX 01 |
1 |
8 |
0.0% |
12.5 % |
|
EX 02 |
2 |
0.0% |
0.0% |
||
EX 03 |
1 |
0.0% |
0.0% |
||
EX 04 |
1 |
1 |
100 % |
0.0% |
Civilian Member Executive and Executive Equivalent Promotions - Fiscal Year 2020/21
Promotion To |
Members of a Visible Minority Group |
Indigenous Peoples |
Total |
% Members of a Visible Minority Group |
% Indigenous Peoples |
||
SPEX 01 |
1 |
11 |
9.1% |
0.0% |
|||
SPEX 03 |
1 |
0.0% |
0.0% |
||||
SPCP 05 |
2 |
0.0% |
0.0% |
||||
Commissioned Officer Promotions - Fiscal Year 2020/21
Promotion To |
Executive Equivalent |
Members of a Visible Minority Group |
Indigenous Peoples |
Total |
% Members of a Visible Minority Group |
% Indigenous Peoples |
Inspector |
No |
8 |
1 |
63 |
12.7% |
1.6% |
Superintendent |
No |
7 |
3 |
29 |
24.1% |
10.3% |
Chief Superintendent |
Yes |
2 |
2 |
14 |
14.3% |
14.3% |
Assistant Commissioner |
Yes |
6 |
0.0% |
0.0% |
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