Regular and Civilian Members

Employment Equity Report 2003 - 2004

Royal Canadian Mounted Police (RCMP)

EMPLOYMENT EQUITY REPORT REGULAR AND CIVILIAN MEMBERS ROYAL CANADIAN MOUNTED POLICE 2003-2004
I DEPARTMENT OVERVIEW........................................4 Organization of the RCMP...................................4 COMMUNICATIONS........................................... ..5

II

III Human Resources Practices .................................6 Employment Equity Section..................................6 Executive Officer Development and Resourcing...............7 National Staffing Policy for the Non Commissioned Officers.8 National Recruiting Policy ................................9 RCMP Air Services ........................................10

IV Learning and Development .................................10 V Community, Contract and Aboriginal Policy.................10 VI EMBRACING CHANGE INITIATIVES IN THE REGIONS...............13

Central Region.................................................13 Atlantic Region................................................18

RCMP Employment Equity Report -Regular and Civilian members

North West Region..............................................20 Pacific Region.................................................33

Reporting Template for Departmental Employment Equity Progress Report

For the Reporting Period April 1, 2003 to March 31, 2004 Question 1: Please answer the questions listed under the following headings. Accountability and Monitoring How was accountability for EE reflected in EX Performance Agreements during the reporting period, and was it specifically linked to pay at risk? To what extent was responsibility for EE formally delegated to lower level managers in your organization during the reporting period? How were EE results monitored in your department during the reporting period? Integration How is commitment to EE reflected in your organizations business planning and HR planning processes? Corporate Culture What specific EE initiatives were used during the reporting period to make your corporate culture more receptive and attractive to designated group employees? Consultation What EE issues or initiatives were consulted upon with the EE designated groups and unions during the reporting period? Recruitment/Representation Did your organization use/encourage the use of representative selection boards during the reporting period? To what extent did these initiatives contribute to improving your EE representation? What initiatives were undertaken to track the participation of designated group members
RCMP Employment Equity Report -Regular and Civilian members

throughout the recruitment and selection process during the reporting period? Retention/Promotion/Separation What retention, promotion and departmental career development initiatives did your organization have in place during the reporting period? (Do not include any management development programs1 in your answer.) What results were achieved? How consistently did your organization collect information from departing employees (e.g. exit interview/ exit questionnaire) during the reporting period, and what use was made of the information collected? Learning How was EE included in Staffing and other departmental learning opportunities during the reporting period? What departmental management development programs (programs other than MTP, CAP and AEXDP2) did your organization have in place during the reporting period, and what percentage of program participants were from each of the designated groups? Accommodation What accommodation infrastructure (policy, training, funding provisions, tracking of accommodation requests, etc.) did your organization have in place during the reporting period? Other Achievements/Progress If your organization has achieved important results/progress in implementing its EE plan during the reporting period in areas that have not been captured in answers to the preceding questions, please describe them here. (This question is optional. You might prefer to describe any special achievements under question # 3 below. Progress in filling representational gaps does not need to be reported, because that information is already available to PSHRMAC.) Question 2: List your organizations major challenges with respect to EE. Question 3: Briefly describe any special accomplishments or new initiatives that you would like to see featured in the 2003-2004 Annual Report to Parliament on EE in the Public Service of Canada.

Note: Information on departmental management development programs is requested below in one of the questions on Learning. 2 Note: Information on your organizations use of such public-service-wide management developmental programs is not required in your report, because this information is available from other sources. RCMP Employment Equity Report -Regular and Civilian members

EMPLOYMENT EQUITY REPORT REGULAR AND CIVILIAN MEMBERS ROYAL CANADIAN MOUNTED POLICE 2003-2004
I DEPARTMENT OVERVIEW

Organization of the RCMP The Royal Canadian Mounted Police (RCMP) was originally founded in 1873 as the Northwest Mounted Police and had a very specific law enforcement mandate. Since then, its role and mandate have gone through considerable evolutions based on the authorities and responsibilities assigned by the Royal Canadian Mounted Police Act. Its organization reflects the complexity of its present day responsibilities. The RCMP has a regional management system under the direction of Deputy Commissioners. The four regions are: Atlantic Region Newfoundland, Nova Scotia, New Brunswick and Prince Edward Island Central Region Ontario and Quebec, National Capital Region North West Region Manitoba, Saskatchewan, Northwest Territories, Nunavut Territory, Alberta and Depot (Training Academy), Regina, Saskatchewan Pacific British Columbia and Yukon Territory; The RCMP provides contract policing to provincial, municipal and territorial governments. The RCMP Act is federal
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legislation, it supersedes all provincial/territorial legislation. Currently there are eight provincial and three territorial contracts, with an additional two hundred municipal contracts. Depending on jurisdiction, the RCMP enforces federal laws. It provides services to other police and law enforcement agencies nationally and internationally. The RCMP plays a prominent role in law enforcement and justice administration throughout Canadas Aboriginal communities.

The RCMP is federally regulated and serves Canadas diverse populations, therefore, its adherence to the principles of the Employment Equity Act is a large part of its day-to-day operations. The RCMP workforce is substantially different from all other federal government employers, because of the prominent role of municipal, provincial and territorial contract partners as well as the fact the vast majority of employees are sworn peace officers. As of May 27, 2004, the overall workforce consists of 15,634 Regular Members (RMs), 4,361 Civilian Members (CMs) and 4,436 Public Service Employees (PSEs). The overall representation of the designated groups in the RM/CM category is as follows:

DESIGNATED GROUPS Women Aboriginal Peoples Persons with Disabilities Visible Minorities RM CM RM CM RM CM RM CM

REPRESENTATION 2 746 2 244 1190 78 470 252 941 190 (17.5 %) (51.5 %) (7.6 %) (1.8 %) (3.0 %) (2.2 %) (6.0 %) (4.4 %)

Regular and Civilian Members are engaged and managed under the RCMP Act.
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II COMMUNICATIONS RCMP employees have online access to all policies, bulletins, updates on major RCMP projects, communiques, etc. on Infoweb (Internal RCMP Internet). There are several RCMP publications which welcome and support ideas and submissions on diversity management, employment equity and human rights issues. These publications include the Pony Express, The Gazette, and on-line "e-News", among others. A force-wide communication strategy for the Workforce Survey was developed and implemented in conjunction with the launch of our census. Employees and applicants are encouraged to complete the Self-identification Questionnaire III HUMAN RESOURCES PRACTICES

EMPLOYMENT EQUITY SECTION The RCMP was brought under the Employment Equity Act in November 2002. A force wide self-identification survey was launched on September 15, 2003 with the backing of an Employment Equity Senior Management Steering Committee. To date, we have a very positive return rate of 81%. The Canadian Human Rights Commission(CHRC) expressed their informal support and approval of the work done on the census to date. National Occupation Codes have been completed for all categories of employees. The Workforce Analysis is currently underway and is expected to be completed by November 2004. The Employment Equity Section will rewrite internal employment equity policy upon completion of the Employment Systems Review and the Employment Equity Plan, these two legislative requirements will impact on our policy review. The Canadian Human Rights Commission is planning to audit the RCMP in early 2005. Continuous review of RCMP policies and procedures is common to ensure there are no barriers to the designated groups. The various functions of the RCMP continue to put measures in place with recommendations, changes and reviews of the different
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existing programs to improve and enhance present practices (e.g. recruitment, promotions, training and development). The E.E. Section provides ongoing advice to Staffing Section and divisional recruiters on recruiting targets, focused recruiting efforts and special programs. The E.E. Section responds to various and frequent requests for information and statistical data. Every effort is being made to keep abreast of all employment equity issues and concerns by attending conferences and seminars such as The International Association of Women Police (IAWP), Commissioners National Aboriginal Advisory Committee (CNAAC), Commissioners Advisory Committee on Visible Minorities (CACVM), K Division Cultural Diversity Committee (KDCDC), the Interdepartmental forum on Employment Equity. EXECUTIVE OFFICER DEVELOPMENT AND RESOURCING The Officer Candidate Developmental(OCDP) program has a key component, that being development contracts, which provides a developmental route to advancement (candidates who fall short of the GMIB (General Management In-Basket exam) cut-off score). Currently we have 2 in place who are from the designated groups. The Leadership practicum (OODC) challenges candidates to address EE issues in a simulated role of a Human Resources Officer. All developmental programs provide a mentoring/coaching element which encourages support, development and expansion of influence of the candidates. Stats: The 2004 Officer Candidate Development Program (OCDP) has 343 applicants in total of which 14% are women, 3.5% are Aboriginals and 3% are Visible Minorities. The 2003-2004 Full Potential Program (FPP) was launched on October 01, 2003. The purpose is to help candidates in assisting them in creating a development plan to address identified areas of weakness. The Full Potential Program FPP candidate to work with Personnel Branch to set up FPP educational components (FPP) has secured the services of the EE group within the Staffing and the framework for a womens forum. includes a study tour which takes
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candidates to remote, isolated communities and sensitizes candidates to the issues and challenges (socio-economic and environmental) of specific cultures (Inuit, aboriginal). Stats: The 2003 Full Potential Program (FPP) group no. 2, has 31 participants in total of which 35% are women, 9.6% are aboriginals and 6.5% are visible minorities.

NATIONAL STAFFING POLICY AND PROGRAMS SECTION Non-commissioned police officers Employment equity is an integrated and fundamental component of good human resource management. As such, part of the responsibility of our departmental human resource consultants is understanding employment equity, how it applies to staffing activities and involves assisting managers in reaching the departments employment equity objectives. This section monitors staffing activities to ensure that policies and practices do not create barriers in the recruitment and promotion of members of designated groups. Staffing and Promotional opportunities: for Non-Commissioned officers. The RCMP has a pilot project at the Staff/Sergeant level, where the community is able to participate at the selection of the Detachment commander. The project started in the Spring of 2003 and is being piloted by two Regions which include, the Pacific Region (British Columbia, Yukon) and the North West Region (Alberta, Saskatchewan, Manitoba, North West Territories, Nunavut). The process has been well received by the communities and we are consulting with members who have participated to get their feedback. The process has been used four times to date. Pilot Program: Selection Committee Survey. The career managers identify short listed candidates who are identified in one of the target groups in order to track success/failure rates in the promotion process. A policy is being formulated to ensure that composition of
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promotion boards coincides with target groups when staffing a Bona Fide Occupational Requirement Position (BFOR). Promoting knowledge and awareness of our duty to accommodate in regards to persons with disabilities: Requests for accommodation are reviewed and acted upon accordingly. Duty to accommodate is taken seriously, however, bona fide occupational requirements and safety issues are critical when reviewing accommodation requests. Much work has been done with Inuit Applicants in order to assist them to obtain required education, life skills and support in order that they are on a level playing field with other applicants across Canada. Based on the best candidate approach, and when possible and practical, culture based Organized Crime is being reflected in the filling of specific project positions at the Canadian Intelligence Service Canada (CISC). For instance, the coordinator position for the Aboriginal or Asian based Organized Crime projects may call for individuals of the same cultural background. Another example of the specificity of some projects would be the Sexual Exploitation of Children position. This sensitive and emotionally charged position requires the incumbent to have a great deal of compassion and sensitivity, and may be better suited for a woman. CSIC endeavors needs to attract and retain talented staff to maximize and retain their expertise, skill and corporate memory, regardless of gender, cultural background or physical abilities. NATIONAL RECRUITING POLICY SECTION The responsibility for employment equity is formally delegated to Divisional Recruiting Offices. These recruiters are responsible for attracting and processing EE designated groups in accordance with recruiting priorities. EE results are monitored by gathering statistics on the numbers of each designated group processed and enrolled for cadet training at our Depot Training Academy. Recruiting priorities are based on the need to make the RCMP representative of communities it serves and to ensure that the organizations recruiting efforts support community policing principles. Divisions/regions process qualified candidates from designated groups available in the applicant pool, based on the needs of the RCMP. Allocations for required new members are based on the following: 1) projected number of positions to be filled; 2) RCMP establishment in each division/region; and 3)
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general labor force availability for recruitment. Annual statistics are gathered on all groups recruited and subsequently engaged in the RCMP. Our 2003/2004 enrollments for the year of 2003-2004 was 1012 candidates. The following is a breakdown of our EE groups: Aboriginal Visible Minority Women 77 or 7.6% total 78 or 7.7% 289 or 28.6%

RCMP AIR SERVICES The Air Services continues to actively hire pilots who are civilian members of designated employee groups under the Employment Equity Act. Air Services Management has successfully identified qualified applicants through selective advertising (eg: advertising employment opportunities in Nunavut newspapers for openings in that Region); personal recruiting within the aviation industry by Air Services Managers; and selective review of submitted resumes. Of approximately seventy pilots in Air Services, nine are women; two are aboriginal; one is a visible minority; and one is of Inuit ancestry; for a total of approximately (18%) eighteen per cent designated group representation. IV LEARNING AND DEVELOPMENT Employment Equity principles are integrated into all aspects of the RCMPs Learning and Development Program. Through the Employee Continuous Development Process, the RCMP continues to make available varied learning opportunities. These opportunities are available on the Learning and Development Internet website (www.rcmp-learning.org.) to all employees, including members of designated groups. On the website, employees have access to learning material on a variety of issues, including harassment in the workplace,
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alternative dispute resolution, Moral Reasoning and Ethical Decision Making, among others. In addition, all learning materials are designed to be gender neutral. The RCMP is a learning organization focused on problembased and team-based learning strategies. This approach to learning recognizes and draws upon the diversity of team members to address realistic work-related problems. Learning and Development Branch is committed to a learning strategy which embraces diversity. V COMMUNITY, CONTRACT AND ABORIGINAL POLICING SERVICES Accountability and Monitoring: During the reporting period, the EX Performance Agreements within Community, Contract and Aboriginal Policing Services (CCAPS) had a commitment to reduce the vacancies within the directorate by 10 %. In ensuring that the vacancies were staffed the EX level and all lower level managers were expected to locate suitable candidates including those categories covered by employment equity. Another commitment on the EX Performance Agreement of the Assistant Commissioner CCAPS was a review of all RCMP Aboriginal designated positions across Canada, with recommendations to follow. The commitments from the Performance Agreements were monitored every 60 days through the use of the Balanced Scorecard. The staffing of positions within CCAPS is regularly discussed at monthly management team meetings Integration: The branch/section managers within CCAPS are aware of Employment Equity and ensure the various categories are considered through the HR planning process. The managers have consistently provided employment opportunities to people of aboriginal origin, visible minorities, women, and those that speak other languages than English and French. Those hired have been at various levels, and throughout the past year all have been provided opportunities to develop their skills and abilities. Consultation:
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CCAPS is responsible for overseeing the Commissioners Advisory Committees on Aboriginal People and Visible Minorities. Both committees are made up of representatives from various aboriginal and visible minority groups from across Canada. These committees meet twice a year and provide information to the Commissioner and senior management on a number of issues. Some of these issues involve human resource programs such as recruiting, retention, and staffing. National Aboriginal Policing Services (NAPS) acts as a resource center for divisional recruiting strategies geared at increasing Aboriginal compliment. For example, we recently provided input and ongoing guidance to "G" Division (Iqaluit) as they piloted their "G" Division Access Program. The program is intended to identify Northern Aboriginal people who have the potential and interest to become outstanding police officers but may lack some of the academic or other qualifications for entry into the RCMP. It is funded by Public Safety and Emergency Preparedness Canada, Government of NWT and the RCMP. The candidate's home community will be a partner in this initiative and will play a key role in the candidate's development. The goal is to provide NWT with a police service that is reflective of each community's cultural diversity. Successful candidates will become community role models. NAPS also provides advice/support to RCMP Recruiting as they work to develop new strategies under the umbrella of EE. One such example is the RCMP Aboriginal Employee Council (RAEC) which is currently a proposed 2 year pilot project. RAEC would provide a formal mechanism to address Aboriginal employee concerns and opportunities to share work related experiences and successes. Discussions and issues stemming from RAEC will serve as the basis to analyze the impact of current policies, procedures and practices. The Officer in charge of NAPS, sits on the RCMP Senior Management Steering Committee for Employment Equity Cochaired by Assistant Commissioner of A Division and Chief Human Resource Officer. The Committee held it's first meeting in July, 2003. The mandate of the Committee is to facilitate compliance within the RCMP with Employment Equity provisions. The Committee will be examining self-identification surveys as well as a communications strategy to raise awareness about EE in the RCMP. Recruitment/Representation: Contract Community Aboriginal Policy Section (CCAPS) is represented at all levels by many within the EE categories. The levels include senior and middle management, lower level
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supervisors and other employees. Currently, of the eight employees in National Aboriginal Policy Section (NAPS), 5 (63%) are Aboriginal. More significantly, the leadership Officer in charge (O I/c ) position is occupied by an Aboriginal Inspector. NAPS is currently part of a working group on 'Aboriginal Identity' along with Legal Services, National Policy Recruiting Section and RCMP Employment Equity. Specifically, this group is looking into how we identify individuals during the recruiting process as Aboriginal, as the processes we have used in the past such as the self-identification - may not be appropriate under EE and the Charter of Rights. Legal Services will be providing a legal position on the options for recruiting Aboriginal young people and collecting/capturing data on these individuals. During the EE reporting period (April 1, 2003 - March 31, 2004) NAPS facilitated the Aboriginal Youth Training Program for 22 Aboriginal Youth from across Canada. This program is a pre-recruiting program which aims to provide summer employment to Aboriginal youth interested in a policing career. Retention/Promotion/Separation: Each branch/section manager within CCAPS provides learning and development opportunities for their employees. Many of the employees that fit under the EE categories were involved in initiatives such as acting appointments, project management or involvement, or other courses and workshops. The various learning and development initiatives increased the skills and abilities of the employees involved. Learning: Several CCAPS employees were involved as Harassment Training facilitators and many CCAPS employees completed the training. During the training sessions EE issues were regularly raised and discussed. As mentioned earlier, one of the developmental programs the RCMP has in place is the Full Potential Program. Three employees from CCAPS were involved in the program during the year, one who is Aboriginal and one whose predominant language is French. VI EMBRACING CHANGE INITIATIVES IN THE REGIONS - A (National Capital Region), O Ontario
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CENTRAL REGION

RCMP Employment Equity Report - Regular and Civilian members

C (Quebec) O Division (Ontario) Accountability and Monitoring EE is currently being reflected in EX Performance Agreements and is specifically linked to pay at risk. This is being monitored by Headquarters and in the event that the performance agreements are not met, it will be reflected. The responsibility for employment equity is formally delegated in several aspects to lower level managers in O Division. One aspect of this is reflected in bona fide occupational job requirements for EE group members. There are dedicated positions within the Division that are occupied by employment equity group members. The responsibility of identifying these positions rests with the Line Officers in the Division. EE results are being monitored through the implementation of the balance scorecard. Information can be inputted and extracted very effectively from this process. Integration The EE strategy is being reflected in the business plan of O Division through the implementation of the balanced scorecard. The intent of this plan is to enhance and develop relationships with a broad range of communities linked through operational activities. This is to be achieved by establishing a Commanding Officers (C.O.) Multi-Cultural Advisory Committee and to begin preparations for the hosting of the Aboriginal and Diversity Law Enforcement Conference in June of 2005. The C.O.s Employment Equity Committee was established in the spring of 2003. The purpose of this committee is to provide constructive suggestions to the Commanding Officer to improve the working climate in the Division with respect to Employment Equity. The Committee continues to meet regularly to discuss issues relating to Employment Equity, such as the current NCO promotion process, the Full Potential Program, a Division recruiting plan and the development of a mentoring/coaching program for all employees including employment equity groups. The Advisory Committee also has a website on the Infoweb (internal RCMP internet) so all members can access this site and broaden their awareness of Employment Equity groups. Bridging the Gap is currently being implemented at several test sites throughout O Division. The purpose of this
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program is to provide all employees with the necessary tools in order to perform their jobs to the best of their ability. Corporate Culture: EE initiatives carried out in O Division include; a targeted recruitment program. The purpose of this initiative is to target a multitude of EE groups and cultures within the Division by attending numerous job fairs, community awareness sessions, sporting events, conducting information sessions, advertisements in newspapers and magazines. This year the Career Development and Resourcing Section was allotted a number of positions for the summer student program. This program enabled the hiring of four (4) Aboriginal youths along with two summer students, which include one (1) male and one (1) female. The Full Potential Program was initiated in O Division. The objective of this program is to identify and develop members/employees who demonstrate high potential to take on future officer level management roles. There is currently one visible minority male on this program and several other EE groups members are presently being considered. A Diversity Liaison position was created for the Greater Toronto area in 1999. The position has recently been vacated and discussions are ongoing regarding how the position should be staffed and whether it should be staffed as a Bona Fide Occupational Requirement (BFOR), which would mean staffing it with an EE group employee. Consultation: See Integration and Corporate Culture (page 13) Recruitment/Representation The current NCO promotion process contains policy that encourages an EE member to be a part of the Selection Committee for promotion. This activity continues to be encouraged and is also being monitored by the C.O.s Employment Equity Committee. There are ongoing discussions on how to improve the EE representation on selection committees especially when an EE member is being considered for promotion. The tracking of EE statistics through the recruiting process is maintained in O Division by the Recruiting section. This has been an ongoing activity since the new recruiting process was undertaken.
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Retention/Promotion Separation The NCO promotion process is governed by national policy. Several improvements to this process were made on a Divisional level to enhance the existing policy and to continue to promote fairness and equity for all employees in the process. Members who exit the RCMP are requested to be interviewed but this is a voluntary process. The information is kept and retained on the service and personnel files of the members concerned. Learning - See Corporate Culture (page 13) Organizations Major challenges with respect to EE. Developing interest in the existing EE members to aspire to the next level of management. Increase the representation of EE members at the Senior NCO rank and Officer level. To ensure that the proper mentoring/coaching is put in place for EE members to develop the necessary skill sets in order to move to the more senior levels of management. Provide opportunities for EE members to utilize their skill sets in order to gain the experience necessary to aspire to the next level of management. Retain existing EE group members within the Division. Recruiting EE employees for all positions in the Division. A Division (National Capital Region) Accountability and Monitoring EE is currently being reflected in EX Performance Agreements and is specifically linked to pay at risk. This is being monitored by Headquarters and in the event that the performance agreements are not met, it will be reflected. EE results are being monitored through the implementation of the balanced score card. Information can be inputted and extracted very effectively from this process.

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Integration The EE strategy is being reflected in the business plan of A Division specifically through objectives set in our balanced score card. The intent of this plan is to enhance and develop relationships with a broad range of communities linked through operational activities. This is also being achieved through the C.O.s Multi-Cultural Committee that has been established in the early 1990's . Our current strategy is to reach-out to the various communities in the NCR by participating in many events. The C.O. has personally addressed various communities with an emphasis on Recruiting for all categories of employees. A Division produced promotional materials for recruiting such as post-cards, posters and other paraphernalia that are distributed in local area schools and community events. These promotional items depict the various career opportunities in the RCMP as well as the diversity of our employees. A Division participates in the Full Potential Program and has one female corporal on the Program. Further, the C.O. is the personal mentor to two other female officers. The Program Bridging the Gap is currently being implemented throughout A Division. The purpose of this program is to establish the competencies required to deliver on our operational mandates , conduct an inventory of the existing skills and knowledge of the employees and reduce the gap where needed through developmental plans.

Corporate Culture: Because A Division has a small number of employees, there are no positions that have been identified for EE Bona Fide Operational Requirements. However, the Division includes the presence of Aboriginal, Oriental and other visible minority employees A Division has one Aboriginal and Ethnic Liaison officer who coordinates all the diverse community relations and events. Our Liaison officer is the first white male RCMP member in the NCR to have been named by the Algonquin Elders at an official community ceremony last spring. This officer now bears an Algonquin name. The C.O. has personally attended religious ceremonies at the Mosque and will be guest speaker at the Ramadan Congregation addressing the Bangladesh Community at the end of October. Consultation: See Integration and Corporate Culture
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Recruitment/Representation The current promotional process is regionally managed and contains policy that encourages an EE member to be a part of the Selection Committee for promotion. The tracking of EE statistics through the recruiting process is maintained by the Regional Human Resources and the C.O. monitors closely the process. Retention/Promotion Separation The NCO promotion process is governed by national policy. Several improvements to this process were made on a Divisional level to enhance the existing policy and to continue to promote fairness and equity for all employees in the process. Members who exit the RCMP are requested to be interviewed but this is a voluntary process. The information is kept and retained on the service and personnel files of the members concerned. Learning An objective on our Balance Score Card is the development of our employees on cross-cultural issues. Various ethnic community leaders are invited to speak about their culture. The most recent speakers have been the Imam from the Muslim faith and a Sikh leader, Dr Buthar.

Organizations Major challenges with respect to EE. (National challenges) Developing interest in the existing EE members to aspire to the next level of management. Increase the representation of EE members at the Senior NCO rank and Officer level. To ensure that the proper mentoring/coaching is put in place for EE members to develop the necessary skill sets in order to move to the more senior levels of management. Provide opportunities for EE members to utilize their skill sets in order to gain the experience necessary to aspire to the next level of management. Retain existing EE group members within the Division.
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ATLANTIC REGION J (New Brunswick), H (Nova Scotia), B (Newfoundland)L (Prince Edward Island) Accountability & Monitoring The Human Resources Officer(HRO) for Atlantic Region (AR) actively promotes employment equity awareness among all branches under his purview. Employment equity (EE) issues are carefully monitored by the Officer in Charge (OIC) of the respective programs. They ensure managers and service providers are mindful of our continuing efforts to make our organization more reflective of the Canadian population. The HRO was an active supporter of the self identification process. Integration Human Resource Advisors for the AR RCMPs public servants have taken advantage of the Public Service Commissions (PSC) mechanism that automatically taps into the EE pool of candidates for both term employees and permanent positions. EE considerations are also an integral part of the Balanced Scorecard for Recruiting activities in Atlantic Region. Corporate Culture See comments under Accommodation (see page 13).

Consultation Consultations are also held with RCMP Headquarters (HQ) to use some of the Bridging Funding to recruit visible minorities. Recruitment / Representation AR RCMP recruits from four target groups: Aboriginals, women, visible minorities and Caucasian males. Regular member recruiters work throughout all policing districts in the AR, though their recruiting duties are secondary to their front line policing responsibilities. These recruiters travel throughout their respective areas several times a year conducting information sessions, test sessions and attending various other functions, including events at community schools, colleges, conferences, and career fairs. These sessions have been offered in many AR Aboriginal communities as well as at the Black Cultural Centre, Dartmouth, Nova
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Scotia. AR RCMP is actively involved in a national initiative to review recruiting processes to ensure our systems are seeking and retaining the best candidates from the four target groups. AR RCMP cannot guarantee that all cadets recruited in the region will return to the region. However, all stakeholders realize how important it is to EE efforts and our aboriginal / visible minority communities, to return as many of these positive role models as possible. The staffing of the Big Cove First Nation Detachment position was completed with the assistance of the band council. One Aboriginal board member and one band member were selected to assist with the interviews. This was well received by the First Nation and helped maintain fairness and transparency during the selection process. Retention / Promotion / Separation The promotion system for AR RCMP is a national system and follows all rules and polices as they pertain to positions that have Bona Fide Operational Requirements (BFOR). There are eight positions in AR that have BFORs. These positions are staffed under national policies and procedures. AR RCMP follows national policy in offering exit interviews to all employees who leave under circumstances other than retirement. Learning AR Career Development & Resourcing provides learning assistance to all employees within the region. The AR is proactive in tailoring learning opportunities to employees who have unique cultural or personal / family circumstances. Commanding Officers forums have been held in the provinces to examine issues unique to our female employees. The forum in Newfoundland & Labrador identified several ideas from women in the division that would enhance their ability to take part in learning and development opportunities. Wherever possible, accommodations are made to facilitate learning and development for women, as well as those employees with special needs. Accommodation The Human Resource Officer (HRO) actively supports the fair and equitable treatment of all employees and the organization through the duty to accommodate. AR RCMP recognizes that the design and adaptation of the work environment is required to
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accommodate the needs of employees to the point of undue hardship. Each Division in the Region has a duty to accommodate facilitator in its Complaints and Internal Investigations Section (CIIS)Section. The HRO has also established two Graduated Return to Work Coordinators for AR who work with members / employees who are long term Off Duty Sick (ODS) with a view to accommodating their needs and returning them to productive contributors to the organization. Major Challenges concerning Employment Equity AR RCMP is challenged with identifying members of the target groups who are interested in policing as a career. These challenges are being met by actively targeting them in their communities and not simply by relying on providing a quality police service. This is an evolving process that we must actively continue so that there is no doubt that we are serious and sincere. Efforts to improve our visible minority representation are difficult because this particular target group is very small in AR. The most significant issues continue to be the creation of qualified / trained visible minority and aboriginal board members and self identification issues.

NORTH WEST REGION - D (Manitoba), F (Saskatchewan), G (Northwest Territories), V (Nunavut Territory), K (Alberta) Depot (Regina, Saskatchewan) DEPOT DIVISION (RCMP Training Academy) Accountability and Monitoring EE was not specifically reflected in Depots Performance Agreements. Information regarding the RCMPs EE policy was shared with managers during unit manager meetings. Each manager was encouraged to fulfill his or her professional responsibility in relation to EE by considering affected group members in staffing actions for the unit and in selecting employees for developmental assignments. EE was also monitored by the Depot Staffing and Personnel Unit. When new requests for staffing actions were received, the staffing unit would explore EE alternatives and bring this to the attention of unit managers. Depot Division has a special program that sets goals for target group members at the facilitation/instructors ranks. Depot
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staffing unit monitors the divisions progress towards these goals and will specifically seek members of the target groups to fill positions in order to insure that the goals are met. Integration It is reflected by our commitment to the goals set forth in the special program. Also, thorough communication with unit managers by the staffing unit and senior management. Corporate Culture Staffing actions open specifically to members of the target groups, specifically VM and aboriginal. Culturally sensitive issues included in the curriculum of the Cadet Training Program to promote understanding of issues. Promoting, hosting and facilitating culturally diverse programs to promote the RCMPs relationship with target group members (eg: Aboriginal Youth Development Program, Stetson and Spurs). Inviting members of various target groups to address cadets on issues impacting these groups. The creation of support groups and the creation of designated venues for members of target groups (eg: the Aboriginal Room and the location for sweat lodges). Encourage and facilitate cultural customs (eg: sweat lodge). Consultation The perceived under-representation of target groups at the NCO level was brought forward by the divisions member representative. The information session with unit managers on EE issues was, in part, a response to this issue. Recruitment/Representation

The use of representative selection boards has helped us to achieve our goals with respect to the special program. This is a necessity in order for us to achieve our goals. Retention/Promotion/Separation Depot Division has put in place a Special Program for the staffing of Visible minority, women and aboriginal facilitators/instructors. RCMP cadets who do not complete the Cadet Training Program, and who leave training, are always interviewed by a member of the staffing unit. The reasons for their departure are explored in depth. If there is any indication that their departure is a
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result of discrimination, or any issue related to fairness, the circumstances are brought to the attention of senior management and thoroughly investigated. Learning As per above, staffing issues are addressed through the Depot Special Program, and an individual review of NCO staffing action requests. Full Potential Program for members of the RCMP who aspire to the Commissioned Officer rank. One member from Depot was sponsored for the reporting period. This member is a woman. Accommodation Depending on the specific accommodation issue, the infrastructure at Depot Division is poised to address all issues that may surface. RCMP policy is comprehensive and need only be followed. Depots primary responsibility is to train new members of the RCMP. Depot is not only a cadets training site, it is their home. As such, Depot has long been aware of the necessity to be accommodating to all individuals on a much more profound level than that of only a work site. Communication between the management of Depot and the cadets and staff is formalized through scheduled cadet debriefings and numerous cadet committees for everything from Food Services to Pistol/Range Club. Problematic issues are addressed in a timely manner. Where policy is a starting point, Depot Division will move forward beyond this point where it is both necessary and right to do so. The same philosophy of open communication with, and accessibility to, management is extended to Depot staff, as well.

G Division (Northwest Territories) Accountability Accountability was reflected in the EX Performance Agreement under ongoing commitments. The commitment was to foster, recruit and retain employees with special emphasis on aboriginal recruitment. As part of the on going commitments, performance is linked to pay at risk.

Responsibility for EE remains with the Commanding Officer, however, the ability to develop programs to eliminate barriers
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has been delegated to unit managers. EE along with other divisional priorities was reported on a sixty day basis. Integration G Divisions EE programs are reflected in the divisions business plans. These programs operate with involvement from HR. Corporate Culture Aboriginal development positions are in place. These positions are designed to give aboriginal members specific operational and administrative experience. In addition, an aboriginal recruitment strategy was developed for the division, in partnership with the Territorial contracting partner. Consultation There was extensive consultation between HR and Aboriginal Policing on the application of the Aboriginal Development positions. In addition, there was consultation between a wide variety of members, aboriginal and non, on the development of the aboriginal recruitment strategy. As indicated, the Territorial government was also a major part of this process. Recruitment Representative selection boards were utilized in the promotional process. It did not appear to have any impact on improving EE representation. Aboriginal recruitment was closely monitored and was reported on every sixty days. Retention Aboriginal designated positions were in place. This resulted in one aboriginal promoted within this reporting period. Exit interviews are voluntarily requested of all employees. They are not often completed.

Challenges with respect to EE: The major problem facing the division is aboriginal recruitment. Currently 50% of all aboriginal applicants are
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unable to pass the RCMP Police Aptitude Test (RPAT). Accomplishments or new initiatives: In partnership with Public Safety and Emergency Preparedness Canada, the Government of the Northwest Territories, G Division has created the RCMP Access Program. This program is designed to assist aboriginal applicants in meeting the RCMP applicant standards. It is funded from 2003-2005. The program will accept it first candidates in July of 2004.

K Division (Alberta) Accountability and Monitoring EE was placed in the Diversity Management Portfolio, which is managed by a Regular Member at the Sgt. rank. This Diversity Program Managers position was approved; implemented; and staffed by June 1, 2003. Program Manager is monitoring the EE results. The K Division Strategic Management Plan was recently updated to reflect the EE results in February 2004. Integration The Diversity Program Manager works very closely with personnel at the Divisional Level and has agreed to a in implementing the K Division Strategic Management Positions have been specifically earmarked to fulfill in an efficient manageable manner. To quote K Division Staffing and Personnel (S&P): HR process Plan. the Plan

NWR S & P in "K" Division are committed to achieving a successful Integration of EE within the Division: By identifying and removing barriers; By remedying the effects of past discrimination through active recruitment, selection and training of designated group employees; By establishing an environment supportive of the principles of employment equity that would attract and retain designated
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group employees; By ensuring the appropriate representation of designated groups throughout the organization. Further, "K" Div S & P will actively continue to identify and remove systemic discrimination. Corporate Culture Open that Plan else communication. Program Manager has met with the units are directly affected by the K Div Strategic Management and is encouraging dialogue with these units and anyone that may have questions.

Consultation K Division has in place, the K Division Cultural Diversity Committee (KDCDC), which is made up of members of varying ranks; service; and visible minority cultures; and of three civilians from our visible minority communities. The KDCDC, was instrumental in putting together the K Division Strategic Management Plan. The K Division Strategic Management Plan deals with Recruiting; Training; Retention; Promotion; Advancement; and Placement of our visible minority membership. A third part has now been put together involving the connection to our visible minority communities. The KDCDC held a 2 day Visible Minority conference in Edmonton in Sept. 2004. It was very well attended by some 35 visible minority police officers, as well as the Commissioner of the RCMP and other senior RCMP Officers. The police officers also met privately with the Commissioners National Advisory Committee on Visible Minorities and expressed openly any concerns they had. Recruitment/Representation Recruiting has removed the visible minority (VM) applicants from the overall system to allow a more intimate monitoring of them.

For 03/04 there were 7 VMs and 32 females of a total 169 applicants that were sent to Depot. At the current time in K Division, there are 23 VMs in the process.
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Retention/Promotion/Separation K Division has 14 visible minority specific positions, designated under Special Programs/Bonafide Operational Requirement of Sec 16(1) of the Canadian Human Rights Act. 12 of these 14 positions are at the constable level in specialized areas that are marked as developmental positions. The specialized sections are those sections that have the most contact with our visible minority communities. These positions are competition based and the candidate that exhibits the aptitude for that specialized section is picked for the developmental position. The two remaining positions, one is at the Cpl level and the other is at the Sgt. level. The Sgt position is currently filled and the Cpl position has just gone forward to be staffed. K Div S & P reports, for 03/04 there has not been any exit interviews conducted with any VM members. Presently there is an informal policy that allows members the opportunity to have an exit interview with S & P upon the termination of their employment. Learning K Div S & P reports that all HR practitioners in K Div S & P are committed to continuous learning. All have submitted learning plans to facilitate their learning goals. Through this formalized training EE has been, and continues to be a focus for HR. To date all training has been received from formal external sources Accommodation The RCMP has a Duty to Accommodate Policy and K Division endeavors to meet the needs of employees who require accommodation. Other Achievements/Progress K Division is actively working to meet the statutory requirements of the Employment Equity Act.

Major challenges with respect to EE:

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The major challenge that K Division is experiencing is the acceptance of special programs by the VM membership in any name, let alone EE. These special programs are designed to utilized to their fullest potential, the natural skills that VM members possess and to gain proper representation throughout all ranks of the Force. VM members are hesitant to participate in any special programs that single them out. VM members very much want to be recognized for what they do and not simply by the way they look. D Division (Manitoba)

Accountability and Monitoring Employment Equity was reflected in the Executive Performance Agreement Ongoing Commitments to Build Capacity relating to Diversity Management. The ultimate responsibility for Employment Equity remains with the Commanding Officer although all areas of the Division Management Team inclusive of Human Resources remain committed to a diversified employment environment. During the reporting period the results of the Divisions EE initiatives are monitored on a regular basis via Staffing & Personnel and Recruiting statistics. Integration Employment Equity Commitments in D Division are reflected in each and every facet of the overall business and Human Resource planning processes both from the perspective of the RM/CM and Public Service staff concentrating on recruitment, development and staff retention . Corporate Culture In an effort to make our corporate culture more receptive and attractive to designated group employees D Division has aggressively undertaken the development and attendance at over 20 Career Fairs throughout the province targeting interested applicants from all levels of education and culture. Our Immigration & Passport Section members remain cognizant of our open door policy for all members of the designated groups. Consultation
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D Division has taken a very active and supportive role in the Commanding Officers Visible Minority Committee which meets twice a year to promote a healthy and productive Employment Equity Program . Ongoing formal consultation via all members of the Senior Management Team and in particular the Officer in charge (OIC) CCAPS continue to result in an effective relationship with our Designated Groups and Aboriginal Leaders. The D Division Staffing & Personnel Team in partnership with the Division Management Team deals with Recruiting; Training; Retention; Promotion; Advancement; and Placement of our visible minority membership. Recruitment/Representation We have not utilized a formal representative selection committee to date although we remain receptive towards the initiative . Our experience has shown that the placement of Aboriginal members on Selection Committees for promotion has provided a unique and positive perspective to the process. Lateral placement of Aboriginal Constables (self identified) has been the target of all specified and unspecified staffing actions where there is any Aboriginal cultural component to the community of issue. For the year 03/04 there were 3 VMs, 13 females and 6 persons of Aboriginal descent of a total of 50 applicants that were sent to Depot. At the current time in D Division, there are 17 VMs, 70 females and 56 applicants of Aboriginal descent in process. Retention/Promotion/Separation D Division has 41 Aboriginal specific positions, designated under Special Programs/Bonafide Operational Requirements of Sec 16(1) of the Canadian Human Rights Act. There are also 38 VMs and 115 Aboriginals throughout the province in non-designated positions. In addition to the above a recent Officer in charge (OIC)- CCAPS position and the OIC Informatics has been staffed with Inspectors of Aboriginal descent.

Of these 41 positions 37 are at the constable level, 2 at the Corporal and two at the Sergeant level. The specialized sections involved are those sections that have the most contact with our visible minority communities. These positions are competition based and the candidate that exhibits the
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aptitude for that specialized section is picked for the developmental position. D Div S & P reports, for 03/04 there has not been any formal exit interviews conducted with any VM members although one informal interview was conducted with a departing member of aboriginal descent. The results of this was reviewed by all HR staff members. D Division does have a structured exit interview tracking process in place which indicates that only approximately 15 % of departing members choose to become involved in this voluntary process to any formalized extent. Learning D Division reports that all HR practitioners in D Div S & P are committed to continuous learning. All have submitted learning plans to facilitate their learning goals. Through this formalized training EE has been, and continues to be a focus for HR. To date all training has been received from formal external sources including a comprehensive workshop presented by the Employment Equity-Embracing Change Secretariat-Canadian Heritage. All members of D Division S&P and Recruiting attended this training. Accommodation To date no formal accommodations to report although several informal temporary accommodations have been encountered.

Question 2:
The challenges faced by D Division essentially focus on two points: The increasing demand for larger numbers of members of Aboriginal descent to staff Aboriginal communities and the inability to attract and process the required number of applicants of aboriginal descent to achieve this goal. The perceived bias, both from the aboriginal/VM members and the general membership, in the staffing of the related positions. Members of the designated groups normally do not want any special treatment based upon their appearance or culture and find the unwelcome perception of bias to be difficult to manage. This level of discomfort may be influencing the designated groups to not participate in any special programs which may promote this perceived bias.
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V Division (Nunavut) Accountability and Monitoring Employment Equity was placed in the Staffing & Personnel and Client Services Portfolio, which is managed by two Regular Members at the Sgt. rank. Employment Equity results are monitored through Human Resource Management Information System reports on a quarterly basis. Integration Commitment to Employment Equity best practices is reflected in areas of Recruiting, Training, development, and staffing of positions in V Division. Due to the population of this Territory being 85% Inuit, it is the continual commitment of this Division and all aspects of the Division Management Team, administratively and operationally to ensure employment equity practices, programs and legislature is followed. Corporate Culture The Inuit Recruiting and Development Initiative (IRDI) was developed and implemented during the reporting period in order to utilize screening processes which were more conducive to the applicant pool in Nunavut Territory. Applicants were recruited and sessions were given to explain the recruiting process as well as the additional testing tools being added to further assess their academic skills on a more specific measure. As a result, an integrated troop of both Inuit and non-Inuit, but solely northern candidates were enrolled and underwent the Cadet Training Program in Depot Division. Consultation During the planning and developing stages of the IRDI, National Staffing Policy Directorate and the Chief Human Resources Officer were contacted. Their support and advice was solicited and received throughout the process. The CHROs office supported the program with a monetary budget to assist in travel, testing and general processing of the candidates. Ongoing consultation with the Recruiting Policy Unit as well as Research Branch assured that our procedures were discussed and changed as necessary. The Justice Department of the Nunavut Government, Mayors and Councils throughout Nunavut and government officials were contacted and the program was explained to them. Conferences were held with the Inuit members currently serving in Nunavut in order to gain feedback from them regarding recruiting
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practices. Recruitment/Representation Selection of the candidates was done throughout the various stages of the process. All aspects of the recruitment process were required to be successfully completed by each candidate. Trained and experienced interviewers were utilized in the interviewing portion of the selection. Consultation with the Inuit members prior to the commencement of the IRDI was helpful for interviewing purposes. Additionally, Inuit members were identified to be available during the stages of the recruitment process in order that the candidates could call upon an Inuit member at any time for assistance. Since the Operational Communications Center was created in V Division in 2001, this division has been recruiting Inuit applicants to staff the Telecommunications Operator positions. Of the six positions, 2 are Inuit and speak fluent Inuktitut. In March, 2004, there were 29 self identified Aboriginal regular members, 2 civilian members and 2 public service employees in V Division. Of those, 18 regular members, the 2 civilian members and the 2 PSEs were Inuit. Retention/Promotion/Separation In 1999, two Inuit Constables were promoted to Corporal under a Special Program in order to place them in strategic positions, Recruiting Unit and Community Policing Unit, in order that they would be instrumental in the recruitment of Inuit applicants to the RCMP. Neither member had been processed through the normal channels of promotion as one had not written the promotional exams and the other had not been successful. The promotion of the two members was approved by the Commissioner of the day. Since that time, the increase in Inuit members to the RCMP has been substantial and in part due to the interaction of these two members in our recruitment programs. There has been only one Inuit member with enough service since 1999 to enter the promotion process; however within the next two years the division expects approximately 4 to 5 members will be eligible to write the exam.

Exit interviews have been conducted for those Inuit members who have resigned from the RCMP. Those who have left the Force have done so due to other career interests and have had the support of RCMP personnel and co-workers in securing other employment.
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Learning All members in V Division are committed to continuous learning. Learning plans are submitted to the Training NCO to assist in career goal setting. Each year V Division Training assists in the preparation of a conference directed to Inuit members. Several issues and training programs are offered to these members in the continued perseverance of development and excellence. Question 2: Major Challenges One of the major challenges experienced by V Division is in the area of recruitment. Nunavut is a territory where an inordinate proportion of the population is under 15 years of age, therefore reducing the recruitment pool. Many students leave school before finishing grade 12, further reducing those who are qualified. The academic levels of some applicants are lower than that required to pass the entrance exam, therefore the success rate of those who do apply is low. Several candidates who were successful in the IRDP program and who did enter the Cadet Training Program were not successful in Depot due to the heavy academic workload. They are simply not well prepared to overcome the challenges with which they are faced. The fact that our candidates are relatively young and have never been out of the Territory further decreases their level of confidence and many find it easier to quit the CTP than to carry on. Recruitment of civilian member applicants to staff our telecommunications center is equally as difficult and mainly due to the testing methods of our current recruitment process. While many applicants show interest in the job, the entrance exam is passed by a very low number of candidates. Those who do pass the exam, usually do very well on the interview and throughout the remainder of the process. The content of the entrance exam has been discussed with Research Branch with the intent to review and perhaps utilize a different testing or screening method.

E Division (British Columbia) Employment Equity Training Received

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Managers attended courses on Assessing Persons with Disabilities and the Duty to Accommodate and each of these courses provided information to assist us in becoming better prepared to accommodate persons in employment equity groups, specifically persons with disabilities. Employment Equity Goals over the next year Employment Equity training was included in a comprehensive staffing course to be presented in September 2004. This provided managers with an understanding of the different employment equity groups and how to effectively interact and assess these employment equity candidates. As well, our section regularly receives employment equity reports showing the population representation of employment equity members in the Pacific Region. This report is a tool that is used to determine employment equity shortfalls in the Pacific Region. Commitment to Employment Equity from the Pacific Region The Pacific Region has an ongoing commitment to employment equity and diversity. We strive to achieve a diverse and inclusive workforce and this commitment will be continued in the future.

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