Rcmp volunteer programs ottawa

These changes will standardize and strengthen this important program, while permitting Auxiliaries to continue serving their communities safely. GRC rcmp-grc. Tier 1: Tier 1 provides RCMP Auxiliaries an opportunity to participate in community policing services, such as watch programs, public education initiatives, non-enforcement support to operations, community fundraising events and participation in parades and public ceremonies.

Tier 1 Auxiliaries will perform these activities under the general supervision of an RCMP employee and will not be given peace officer status. Tier 2: Tier 2 includes all of the activities listed in Tier 1 with the addition of community presence via foot and bicycle, access and traffic control, and disaster assistance.

An analysis of cultural, racial, and socio-economic backgrounds was not included in the scope of the evaluation due to the lack of disaggregated data. Document review and key informant interviews indicated that, during the redesign of the Auxiliary Program in , there was ongoing engagement from the national policy centre to facilitate information sharing and to support divisional implementation of the three-tiered Auxiliary Program. However, while almost all auxiliary and RM interviewees were aware of the Auxiliary Program redesign and the rationale behind it, many interviewees indicated that communication from the national policy centre to divisions about detailed program changes and the way forward was ineffective.

Interviewees attributed communication challenges to a lack of information being shared at all levels i. This gap was evident when interviewees were asked if the governance structure, and roles and responsibilities were clearly defined. While most senior management and coordinators considered the roles and responsibilities of the Auxiliary Program to be clearly defined and understood, only half of auxiliaries and some RMs agreed.

Finding 3 : Since restrictions were placed on the Auxiliary Program in , the rate of recruitment and retention for auxiliaries has decreased.

The program delivery tier adopted by each division may have an impact in this regard. While the redesigned program has been in place since , it has yet to be fully implemented in all divisions. As a result, the program remains in transition. Most interviewees indicated the restrictions placed on the Auxiliary Program in have negatively impacted the recruitment of new auxiliaries.

Interviewees indicated that detachments largely halted all active recruitment and offered fewer volunteer activities in which auxiliaries could participate. One exception was in H Division where, through passive recruitment i. Based on data from HRMIS capturing the number of auxiliaries across Canada, the majority of divisions lost approximately half of their auxiliaries from to Interviewees and survey responses identified the following contributing factors for the decrease:.

More than half of auxiliary survey respondents indicated that they planned to continue volunteering under the redesigned program. However, if divisions opt to implement Tier 1 only, attrition may increase as auxiliaries who were undertaking Tier 2 or 3 activities prior to the restrictions placed on the program in may not be interested in the new Tier 1 roles available to them.

The percentage of respondents planning to continue in the redesigned program was consistent regardless of demographic factors e. Figure 2. Trend of respondents planning to continue volunteering as an auxiliary by age group. The image is a line graph representing the upward trend of the proportion of respondents planning to continue volunteering as an auxiliary by age group. When auxiliaries were asked in the survey what their initial motivation was for volunteering, the most prevalent motivation was their desire to make a contribution to their community, while some respondents indicated personal growth or exploring a career in policing, as shown in Figure 3.

Figure 3. The image is a bar graph representing the weight scores from respondents for the initial motivations for volunteering as an auxiliary. The initial motivation of "to give something back to my community and help others" had a weighted score of 4. The initial motivation of "to have a role in making my local community safer" had a weighted score of 4. The initial motivation of "to be part of a team, make new friends, and comradery" had a weighted score of 3.

The initial motivation of "to explore if a career in policing would be a good fit for me" had a weighted score of 2. The initial motivation of "hoping to join police force in regular employment" had a weighted score of 2.

These motivations were consistent regardless of demographic factors e. Moving forward, a new recruitment strategy will be required, as existing auxiliaries may decide to leave the program if their interests lie outside the tier their division chooses to adopt. In addition, once the redesigned program is fully implemented in the divisions, interviewees indicated recruitment would need a more fluid approach compared to the past program.

Depending on which tier is adopted by a division, recruitment strategies must adapt and appeal to different types of recruits e. Finding 4 : The redesigned Auxiliary Program has resulted in some positive program enhancements. However, a number of challenges remain that may hinder the success of the program once implemented.

An objective of the redesign was to standardize the program, which was previously administered quite autonomously by the divisions. A review of relevant documents outlined how the national policy centre, in collaboration with stakeholders at NHQ and the divisions have.

While key pieces are in place for the redesigned program, since the publication of the national policy in no active auxiliaries have met the new requirements, and divisions have not yet fully implemented the redesigned program.

Due to this context, interviewees mainly described successes with the previous program. When interviewees were asked to describe opportunities for program improvement, many of the opportunities identified were items already being addressed by the national policy centre, including:. Finding 5: The Auxiliary Program is comparable to similar domestic and international programs in a number of respects. Across Canada and around the world, there are a number of police forces using auxiliary volunteers to support their officers.

It also offers a number of indirect and intangible benefits. However, to help determine the value of the program for the evaluation, a comparative approach similar to studies conducted by National University Footnote 13 and the National Policing Improvement Agency Footnote 14 was taken. The method was to draw a comparison between the known costs for police volunteers e.

For the purposes of the assessment, a comparison was made between auxiliaries and RMs at the constable rank. As the redesigned Auxiliary Program progresses from Tier 1 to Tier 3, there are graduated associated costs for the additional training requirements and uniform specifications see Appendix for detailed breakdown of costs for each tier.

In accordance with the Auxiliary Program policy, prior to starting their activities, auxiliaries must successfully complete all mandatory training and are expected to contribute a set minimum of volunteer hours. For Tier 1, auxiliaries are expected to contribute a minimum of 60 hours per year; for Tier 2, auxiliaries are expected to contribute a minimum of hours per year; and for Tier 3, auxiliaries are expected to contribute a minimum of hours per year. The total known costs for one auxiliary are shown in Table 6 below, with minimum costs associated with existing auxiliaries and maximum costs associated with new auxiliaries.

Footnote 17 The cost ranges if constables were to replace auxiliaries in conducting Tier 1, 2 and 3 activities for the minimum hours in each tier are shown in Table 7. When the costs for auxiliaries are compared to the costs for constables taking on Tier 1, 2 and 3 activities, the minimum savings and maximum savings are illustrated in Table 8.

There is a potential for savings with auxiliaries contributing the minimum 60 hours per year, and that amount increases as more hours are contributed.

In addition to cost savings, the evaluation found the program provided indirect and intangible benefits to the RCMP and the communities it serves. The evaluation found there is a continued need for the Auxiliary Program, as it addresses gaps in RCMP services and plays a unique role within the suite of programs available to support RCMP community policing objectives.

While the redesigned Auxiliary Program has resulted in some positive program enhancements, the evaluation found a number of challenges that may hinder its success once fully implemented. Changes to the program have not been well conveyed, primarily due to gaps in communication between the division, detachments, and auxiliaries. In addition, due to the restrictions placed on the program in , the rate of recruitment and retention of auxiliaries has decreased.

It provides value to the RCMP through cost savings as well as a number of intangible benefits. Program profile The Auxiliary Constable Program now called the Auxiliary Program was established in to enhance RCMP service to communities by enlisting volunteers from the community to engage in community policing, crime prevention, and public safety activities. What we found There is a continued need for the Auxiliary Program as it addresses gaps in RCMP services, and plays a unique role within the suite of programs available to support RCMP community policing objectives.

Since restrictions were placed on the Auxiliary Program in , the rate of recruitment and retention of auxiliaries has decreased. The redesigned Auxiliary Program has resulted in some positive program enhancements. The Auxiliary Program is comparable to similar domestic and international programs in a number of respects. Develop an engagement strategy to promote the Auxiliary Program with contract partners, and to facilitate the implementation of the appropriate tier to meet the needs of each division.

Coordinate with divisions to develop recruitment strategies adapted for the chosen tier. Evaluation objective and scope The objective of the evaluation was to provide a neutral, timely, and evidence-based assessment of the relevance and performance effectiveness and efficiency of the Auxiliary Program in accordance with the Treasury Board Policy on Results Evaluation methodology Evaluation approach The evaluation used a mixed methods approach qualitative and quantitative.

The following evaluation questions guided the evaluation: Is there a continued need for the Auxiliary Program? How effective was the design and implementation of the redesigned Auxiliary Program? To what extent is the Auxiliary Program delivering value for money? Evaluation objective and scope Multiple lines of evidence were triangulated to determine the findings and recommendations: Document review: Relevant internal and external documentation were reviewed, including foundational documents, policies, operational documentation, correspondence, literature, and media reports.

Table 1. Limitations The evaluation incorporated a number of best practices such as stakeholder engagement, mixed methods design, and several data sources dedicated to measuring the impacts of the previous Auxiliary Program and the transition to the redesigned program.

Table 2. Limitations and mitigation measures Limitations Mitigation measures Program is in transition The program is implemented at the divisional level. Many auxiliaries have left the program There was difficulty in reaching some stakeholders because a number of individuals have left the program since Gap in performance measurement The program lacks a standardized approach across divisions to track performance metrics such as training completed, and activities conducted by auxiliaries.

The evaluation team included targeted program performance questions in the key informant interviews and survey questionnaire. An analysis of cultural, racial, and socioeconomic backgrounds was not included in the scope of the evaluation. Gap in financial information The program lacks financial information detailing costs associated to the redesign of the program such as the development of training and review of uniforms.

In determining the value of the program, gaps in financial information associated with the program were listed as exclusions from the calculation. Program description Context The formerly named Auxiliary Constable Program was established in to enhance RCMP service to communities by enlisting volunteers from the community to engage in community policing, crime prevention, and public safety activities.

Table 3. Comparison of the three tiers under the redesigned program Tier 1 Tier 2 Tier 3 Provides auxiliaries the opportunity to participate in community and crime prevention initiatives. Addition of community presence through foot and bike patrol, traffic control, access control at event venues, and assistance during disasters. Addition of supporting RCMP employees in operational activities. General supervision by an RCMP employee. Close supervision by a RM. Direct supervision by a RM.

Auxiliaries contribute a minimum of 60 hours per year. Auxiliaries contribute a minimum of hours per year. Auxiliaries do not have peace officer status. Auxiliaries have peace officer status. Civilian type uniform without intervention tools see appendix for detailed list of items. The force will also reconsider whether they should continue to wear clothes that are very similar to the iconic work and dress uniforms of Canada's national police force.

Police brass in Ottawa say this is a safety measure for auxiliary constables, who were always supposed to steer clear of front-line policing. Yet volunteers such as Ms. Lintott say they have long had a quiet but outsized role in keeping order, mostly in Western Canada. For decades, the auxiliaries have filled roles in local policing, from leading community-safety workshops to riding as partners with regular Mounties.

Most are local homeowners and have regular full-time jobs. While auxiliaries are barred from high-risk situations, they carry handcuffs, a baton and pepper spray. The officers say they do not mind a degree of danger, and that taxpayers now may need to pay for hundreds of new salaried officers to pick up the slack in parts of Alberta and British Columbia. Angry isn't the right word.

I'm disappointed, but I saw this coming," says Ms. Lintott, an eight-year auxiliary constable and single mother from Strathcona County, outside Edmonton. The fundamental question is what form a volunteer police program that started in should have in While only the longest-serving volunteers get the blue-serge dress uniform, the work uniform is practically indistinguishable from that of a regular Mountie.

Now Ottawa is wondering whether that puts a target on volunteers who are not prepared for lethal confrontations. It is for that reason, he added, that "alternative uniform options are being considered to better differentiate between an auxiliary member and a regular member.

From the perspective of Sgt.