Document Reese Under he Aes to Ircrmaten et Dessert goon vere (hia ear leoeee raton Royal Canadian Gendarmerie royale 130 Dufferin Avenue Mounted Police du Canada P.O, Box 3240, Station “B” CommandingOficer Commandant division London, Ontario N6A 4K3 “O" Division July 21, 2010 nS BS ‘The Honourable Vie Toews Minister of Public Safety Canada Public Safety Canada 269 Laurier Avenue West Ottawa, Ontario KIA 0P8 7 & ES Dear Minister; In recent years, a series of high profile events have not only led to the erosion of public confidence in the Force but have adverstly affected the character of the Foroe and its membership. However, events like the sudden departure of former Commissioner, Giuliano Zaceardeli the parliamentary review of RCMP pension finds and the Dziekanski incident hrave served as catalysts for action, providing the Force the opportunity to embark not only con meaningful organizational change but a much needed change in ethos as well. As the Force continues to move forward with its transformation effort, it will be critically important that those in positions of authority throughout the organization, and yarticularly at the Commissioner level, provide the dynamic leadership that is needed to effect real change and instill public confidence. Sinilar ic any agency head or chief executive officer, the Commissioner's roles vitally important to the overall success of the RCMP. A report on the Examination of Internal Management Stractures of Police Forces (2007) by the Police Executive Research Forum stated that, “one of the primary functions ofa police agency head is to provide leadership and set the direction forthe organization” It hes also heen my observation that the character of RCMP Commissioners is often reflected in the work and spirit of the membership. Thus, is with great care and thought yet with a sense of urgency that J offer my insights to you on the current leadership ofthe RCMP s.19(t) Consequently, my comments are based solely on the Commissioner's execution of his duties ‘and are not, as some may contend, to be interpreted as a voice of the past tht i clinging to the notion ofa paramilitary organization resistant to change or transformation. Neither are Canada 000001[norman A! Docuet cdg on vrs (dot eur loose inomatin -2- my comments based on any il will towards the RCMP. 1f1 may borrow the mantra of our recruiting unit, the RCMP has certainly given me “a career nowhere near ordinary.” I leave with pride, I leave with gratitude and I leave with an abundance of respect for the men and ‘Women who form the comerstone ofthe Force. It is simply my obligation to the members of the RCMP and the citizens of Canada (to which the Force belongs) to share my observations '8.19(1) Despite being the first civilian’ RCMP Commissioner, Commissioner Elliott was welcomed with open arms into the RCMP, particularly by those in the senior ranks. He has had at his disposal, an advisor in the form of a Senior Deputy Commissioner as well as the commitment from the Senior Management Team (SMT) to assist him in achieving his vision for the Force. 8.19(1) In policing, the operational environment is one that can be best characterized as fluid, dynamic and often, dangerous and harsh, 9.19(1) ‘The need for change within the RCMP was a common held belief of our Parliament and the citizens of Canada following the recommendations of the Brown Task Force. T suggest that ‘any changes that have taken place were already in motion 8.19(1) ‘A stcong example of inertia that has plagued the membership’s desire for change is the failure of the Force to respond to the recommendation which stated: “We recommend that the regional structure within the RCMP be evaluated by senior management to determine whether itis the most cost effective and efficient way of | ‘managing an organization with the diversity and complexity of the RCMP.” An evaluation ‘study led by recently retired Senior Deputy Commissioner Bill Sweeney was completed without subsequent discussion or decision on Deputy Sweeney's findings to date. 000002Docuent Released Under the Accesso Pacman fel Boomer drach etatel sr taceteérovoymaian aie In essence, the RCMP is a grass-roots (based on community and intelligence led-policing models) organization that relies heavily on the work and trust of its members. Securing the 2010 Summits (June 25-27) was the largest security operation in the history of the Royal Canadian Mounted Police - an operation that would require the participation of 25% of Canada's police community. In preparation for the Summits, the Summit Integrated Security Unit (ISU) was operational in Barrie, Ontario for twenty months prior to the events. Numerous sub-offices were populated in the Huntsville/Toronto corridor. Throughout this ‘twenty month period D/Commr, SWEENEY visited quarterly and D/Commr. SOUCCAR at Teast bi-monthly with a higher frequency as the summits approached. At ro time prior to the Summits did our Commissioner choose to visit the men and women working under tremendous pressure to plan the security for the summits, During the week prior to the arrival of delegates, the ISU was visited by the Minister of National Defence and the Chief of the Defence Staff. On June 23, 2010, you visited as well Sit. Late on June 23, we leamed of our Commissioner's desire to visit the ISU in Barrie, Ontario, the G8 site at Deerhurst Resort, G20 site in Toronto as well as the Metro Incident Command Centre (MICC) at Toronto Police Headquarters. 8.19(1) 8.19(1) $.19(1) 000003‘Dscuent Rested Unde tho Acces to Intron At Document dc ects ‘Sous ew teocee a Fico eae $.19(1) Itis by custom, not by regulation, that the Chiefs of Police in Canada recognize the RCMP ‘Commissioner as the senior law enforcement officer in this country and pay him the courtesy and respect afforded the senior aw enforcement officer. 3.19(1) Sincerely, rhe tbe Mike McDonell, Assistant Commissioner Commanding Officer “O" Division (Ontario) Ms. Marie-Lucie Morin, National Security Advisor Mr. William Baker, Deputy Minister, Public Sefety Canada ‘The Honourable Stockwell Day, President of the Treasury Board Mr. David McAusland, Reform Implementation Council 00004.