By Erick Laming
In 2019, an RCMP Management Advisory Board (or the “Board”) was established to provide advice on the administration and management of the RCMP.
The federal government claimed that the Board’s mandate would focus on key priorities of RCMP “transformation,” including supporting the development of a “People First Strategy,” RCMP business modernization, and employee health and well-being. The Board would not be involved in matters relating to active law enforcement investigations or any day-to-day operational decisions.
Troublingly, the Board’s recommendations to the RCMP are non-binding which raises questions about the strength and legitimacy of this “oversight” and “governing” body.
A Board that doesn’t seem to do much
Since the Board was established, there has been very little information provided to the public about the operation of this body and its work in “transforming” the RCMP. In fact, there have been only a handful of announcements from the federal government regarding updates pursuant to work of the Board and its members.
The last update was given by then-Public Safety and Emergency Preparedness Minister Bill Blair on November 28, 2020. In that statement, the Minister announced the reappointment of the RCMP Management Advisory Board members for an additional 12-months members with six additional positions vacant.
The Board was already facing public criticism prior to its first meeting. Specifically, out of the 13 members named to the Board, there were no Indigenous women included. Though the Board did include one Indigenous man – John Domm, the former chief of police of the Nishnawbe Aski and Rama police services – the lack of representation of Indigenous women was concerning since the findings of the Missing and Murdered Indigenous Women and Girls’ Inquiry, as well as other key reports since the 1990s, emphasize the gender-based violence Indigenous women have faced at the hands of the RCMP. The six vacancy positions on the Board signify the opportunity to include more Indigenous representation on this body.
A Board that spends without reporting
Initially, the Board’s budget was approximately $1.5 million per year. However, due to the COVID-19 pandemic, costs were reduced, and the Board spent roughly $377,000 in its first year.
No budget or projected budget for the 2021, 2022, or 2023 years could be located and there is no indication of the costs incurred over those years.
Most of the costs for the first year were travel related or for meetings. For example, the former chair of the Board—Richard Dicerni—traveled to Regina to visit the Depot where RCMP officers are trained. The purpose of this trip was for Dicerni to understand the pedagogical approach to the training and to see what changes have been made or are being considered. There is no public information available on the outcome of that visit nor is there any information related to other travel-related expenses of Board members. This is concerning from both a transparency and civilian governance perspective.
A Board with uncertain power
Perhaps the most information the public has on the activity of the Board is from a December 2020 Toronto Star article that investigated the role and actions of the Management Advisory Board. At that time, Board chair Dicerni was the only member who provided comment—many other Board members who were contacted said that all media requests needed to go through Dicerni.
Some of Dicerni’s comments were questionable in terms of accountability and governing legitimacy. First, Dicerni declined to give his opinion on whether he believed the Board’s recommendations should be made public. Second, when asked if the Board would look into systemic racism, Dicerni commented, “I’m not sure there’s that much more to say than what the commissioner has said.” After fumbling a question on systemic racism, RCMP Commissioner Brenda Lucki had put out a statement acknowledging it existed in the force and making vague commitments to “work hard to address and overcome it.”
Dicerni also added that he is “not sure what value added commentary a lowly chair of a management advisory board could add to that discussion.” It is troubling that the Board chair would clearly minimize his role on this “civilian governing” body.
In fact, less than a week before the Toronto Star story was published, then-RCMP Commissioner Lucki commented that, “the Management Advisory Board plays a critical role in the future of our organization.” This illustrates a disconnect between RCMP brass and civilian advising members, where the commissioner is depicting the Board as critically important while the chair of the Board perceives his role or position as menial.
A Board without accountability
The most disturbing information disclosed in the Toronto Star article, though, is the fact that Dicerni claimed that the Board primarily gives verbal advice to the RCMP. This is bizarre because it suggests that there is a lack of any paper trail on the workings of the board.
Additionally, without documentation outlining the recommendations and advice given by the Board, there is no feasible way that any of the suggestions can be measured and realized. Most importantly, if any member of the public submits an Access to Information and Privacy (ATIP) request to obtain Board meeting minutes (e.g., similar to municipal police services boards meeting minutes) or information related to RCMP recommendations, they would be denied the information because it does not exist. This is a clear failure in transparency and accountability, especially given the purpose of this advisory body as a civilian-led entity working with a “People First Strategy.”
What the Board could do
If the federal government had any meaningful intention of RCMP oversight and/or reform, the Management Advisory Board would be more robust in its operation, functionality, membership, and authority. It would have the independent autonomy to make binding decisions on RCMP reform and be accountable and transparent to the Canadian public (e.g., releasing annual reports and other information on its activities and operation).
In September 2021, the RCMP provided a response to its efforts under Vision 150, which is the agency’s plan for modernization and culture change. The RCMP claimed that there have been significant improvements made to RCMP governance and decision-making through the establishment of the external Management Advisory Board. Additionally, in the Prime Minister’s December 2021 letter to Public Safety Minister Mendicino, he asked that the Minister achieve action to reform the RCMP by enhancing the Management Advisory Board to create an oversight role over the RCMP.
Unfortunately, this is the same lip service we have witnessed before regarding RCMP institutional change and reform. In the case of the RCMP Management Advisory Board, there is no tangible evidence that this body has achieved any real or measurable improvements in employee health and well-being specifically, or culture change within the RCMP generally.
Only very recently has the Board flexed some muscle. They issued a report following a review of the RCMP’s cadet training program, lamenting the crisis of recruitment to the force, and recommending changes to the training program. A CBC article notes that, regarding recruitment, “[p]art of the RCMP’s problem is that repeated reports of systemic racism and harassment in the ranks are depressing recruitment.” It remains unknown if any meaningful action will result from the latest report.