Question Period Note: Final Report - Tiller/Copland/Roach RCMP Class Action

The release of the final report from the Independent Assessors of the Tiller/Copland/Roach RCMP Class Action, related to sexual harassment and discrimination experienced in the RCMP between 1974 and 2019.

• The Government of Canada recognizes the significant impacts of workplace violence, harassment and discrimination and is committed to eliminating it in all its forms.

• The RCMP is advancing a holistic, long-term approach to culture change:

o The Independent Centre for Harassment Resolution was launched on June 30, 2021. It addresses harassment prevention and resolution, and provides trauma-informed support for employees. Options are being explored to further externalize the ICHR.

o An external expert recently conducted a review of the RCMP conduct measures and their application to ensure they meet modern expectations of fairness, transparency and effectiveness. The recommendations of this review are now being examined by the RCMP.

o The RCMP recruitment process is being modernized, including by improving the proactive recruiting program, piloting implicit bias testing, and modernizing the screening entrance exam.

• The RCMP continues to implement the recommendations of the 2020 Bastarache report and will closely review those made in the Tiller report to support culture change and modernization.

The Tiller/Copland/Roach RCMP class action concerned gender and sexual orientation-based harassment and discrimination of women who worked or volunteered with the RCMP, but were not directly employed by the organization (e.g., municipal employees, contractors, commissionaires, students, some public service employees) between 1974 and 2019. A settlement agreement was approved by the Federal Court in March 2020 that provided compensation at levels that ranged from $10,000 to $220,000 depending on the seriousness of the conduct at issue and impact on the claimant. Claims were assessed by a team of retired judges who were appointed as Independent Assessors by the Court. The settlement agreement protects the confidentiality of the claimants, their identities and the content of their claims.

A total of 615 claims were filed. Of these, 417 claimants were awarded compensation across the six incremental levels of conduct/injury that were set out in the settlement agreement. Seventy-nine family members also received compensation. Approximately $18.5 million was distributed to claimants in compensation.

The Tiller settlement agreement provides that the Assessors would draft a report with an overview of the Assessors’ observations and recommendations from the claims process. A similar report by Justice Bastarache was released in 2020 related to the Merlo/Davidson class action concerning sexual harassment and discrimination of women employed by the RCMP. The findings and recommendations of the Tiller report largely build on those in the Bastarache report, and conclude that the “culture within RCMP workplaces tolerated misogyny, homophobia, and a range of other prejudices and deeply objectionable misconduct within its ranks and leadership”. The report describes a sexually charged, hierarchical and patriarchal workplace, with many Tiller claimants asserting they were treated as “lesser than” uniformed members. The report also raises concerns about women’s safety in the workplace, abuse of authority, and a lack of reporting or speaking out due to fear of reprisal.

The report notes that Tiller claimants may have been particularly vulnerable to harassment and discrimination. Many were young, single, had little work experience, were dependent on superiors for positive performance reviews, or were single parents, who couldn’t afford to leave their job.

The Assessors made seven recommendations – in addition to supporting the Bastarache recommendations – that they believe will contribute to culture change. The recommendations relate to addressing systemic barriers; establishing a trusted, confidential and trauma-informed external harassment complaints process that non-RCMP employees can access; creating a dedicated complaints facilitator to support individuals through the harassment process; establishing drug and alcohol awareness programs; enhancing training and education; and conducting a review of workplace security.

Informed by past reports on culture, the RCMP is advancing a holistic, long-term approach to culture change through its modernization plan, Vision 150 and Beyond. This plan includes a vision for a healthy, inclusive and modern RCMP, free of violence, harassment and discrimination. A range of initiatives in four key areas are underway to contribute toward this goal, many of which align with the Minister of Public Safety’s mandate commitments:
- Harassment prevention and resolution: (e.g., exploring options to further externalize the Independent Centre for Harassment Resolution; and examining the recommendations of an external expert review of conduct measures and their application).
- Systemic barriers: (e.g., conducting an Organizational Culture Inventory, a tested approach that has been used in large organizations to affect change; identifying, preventing and removing barriers from our policies, programs and operations through Gender-based Analysis Plus; and renewing the RCMP core values).
- Recruitment and training: (e.g., modernizing the police officer recruitment process; reviewing the Cadet Training Program).
- Leadership development: (e.g., integration of Character Leadership in recruitment, training and promotion processes to assess people for their character and judgment, alongside operational skill).

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