Evaluation of the Employment Requirements for RCMP Members - Summary
About the program
The Employment Requirements (ER) process was implemented in November 2014, as part of a broader set of legislative reforms stemming from the Enhancing the RCMP Accountability Act. The Accountability Act introduced amendments to HR management for RCMP members (regular and civilian), creating an ER process consisting of three elements:
- Administrative Discharge and Demotion (AD&D) for reasons of unsuitability or other than a contravention of the Code of Conduct;
- Stoppage of pay and allowances (SPA); and
- Probationary Member discharge (PM).
The purpose of the ER process was to provide a mechanism for the RCMP to take administrative action against members for reasons other than conduct.
ER processes are conducted at the divisional level with oversight and support provided by the Director General Workplace Responsibility Branch (DG WRB) and the ER Policy Centre at National Headquarters (NHQ). There are 19 employees across the RCMP dedicated to the ER process, and many others who play a role in the ER process as part of their duties.
What we examined
The evaluation assessed the relevance and performance of the ER process from November 28, 2014 to December 31, 2018. Multiple lines of evidence were analyzed to support the findings and recommendations of the report.
What we found
The ER process is aligned with the priorities of the RCMP to enhance accountability and modernize HR management processes. The ER reforms introduced in accordance with the Accountability Act were intended to address deficiencies in managing HR issues and enhance the effectiveness and timeliness of the ER process, and align with the RCMP's vision and values statements.
Roles and responsibilities relating to the ER process were clear to NHQ employees but less so to divisional employees. The roles and responsibilities of the ER process are defined in policy and procedural documents, however interview evidence found they may not be well understood throughout the RCMP.
Policies and procedures were established for the ER process, but, despite the goal of consistent application, they may be applied inconsistently across the RCMP. Interview evidence found that the lack of information sharing from the ER Policy Centre at NHQ, a lack of training, and staff turnover were potential barriers to consistency.
Oversight and support mechanisms are in place for the ER process, but the support provided to Divisions could be improved.
The ER process is a more effective mechanism for taking administrative action than the previous process. The ER process is concluding cases that could previously drag on for years or not be addressed at all. The SPA and PM processes are useful tools to resolve cases early before they become more complicated.
While an in-depth efficiency assessment was not possible due to the lack of granularity of financial information, evidence suggests that the ER process has led to a more efficient use of RCMP resources by returning members to work and discharging members when necessary.
What we recommend
Based on the findings of the evaluation, the following two recommendations were made:
- Review and update ER policy to address gaps and improve consistency in the implementation of the ER process.
- In consultation with the divisions, determine and implement the required support to divisions with regard to training, communication, and information sharing.
For more information or to view the full report, please visit our Internal Audit, Evaluation and Review page.
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