BC RCMP needs major reform. Here's some suggestions to get the ball rolling ...

How to kick-start change in BC policing

These are just some ideas that came to mind.  I’m not trying to trivialize in any way. This is an enormous, complicated, politically treacherous task, but it has to be done.  The problem has to be solved. 

While the federal government lingers in making a final decision to discontinue RCMP local policing contracts, I hope BC takes the plunge to move toward a more responsive, comprehensive policing governance structure — as a duty of care.

Objectives of Police Governance Consolidation

• consistent framework for police standards, including discipline and correction
• consistent leadership across all police forces acting in the province of BC
• consolidation of leadership with direct, exclusive reporting relationships
  (i.e. severing any national scope of accountability, participation, obligations or deference, other than federal laws)
• consolidation of the accountability for policing in the province under the provincial Solicitor General

Drivers: Need for Change

• RCMP understaffed, coupled with recruiting challenges.  Staffing levels must meet need. Trying to do better is insufficient.  Time is up.
• RCMP accountability system scope is too limited, resulting in unmanaged behaviour.
• RCMP public confidence is steadily eroding.
• From my own experience, I have transformed from liking police, not understanding why people would say they “Hate cops”, to understanding completely.  Now it’s more like fear of ever encountering one again.  Feral dog wouldn’t be too far from the truth, but in a very metaphoric sense.
• RCMP seems incapable or unwilling to understand how it needs to change, much as a dog in a manger.
• Recent actions on the part of BC RCMP management have transgressed into arenas where they hold no mandate.  One such very public instance was the bizarre re-direction taken to what was originally a normal investigation at the detachment level based on a complaint, to a public mischief charge against the original complainant — the incumbent Mayor.  Defying any earthly bound logic and flouting the officers’ belief to a criminally fallacious level, they waded into the realm of political interference.
• That is a serious violation of role and place.  This needs to be addressed, either overtly or covertly, but swiftly and all at once.  All of the participating decision makers can find employment in another part of the RCMP organization.
• This dismissal/retirement/career move should provide vacancies for Solicitor General appointees, to lead from the inside.  Appoint people who have two demonstrated skills sets: deep knowledge of the system and having lead fairly large scale changes in a related organization or discipline.
  
  

Preparation of Police Governance Consolidation

• selection and preparation of the senior leadership team, to lead a team of higher level, remaining mid-level and all detachment level leaders both capable and willing to implement change
• develop a reorganization plan to account for 22% (an overall average) under staffed RCMP officer positions with detachments.  Suggest end goals of consolidation and reduction of national RCMP reporting relationships, while replacing the closed detachments with a new model of policing.
• Up to 40 of the 143 detachments could be considered to be part of this plan.
• Using a cautious approach, starting with a few detachments, perhaps those with a plan for resources, waiting for implementation, would be a good starting point.  Start with something that has the least number of complicating factors.
• The idea is to start with a win, if you can.  Learn quickly, build momentum as you succeed, broadening the horizons at a controlled pace. Redeployment options for BC RCMP officers would be reduced to about 103 from 143.
• If you maintain control over who the actors are in the plan, you’re half way to succeeding.
• I think leaving the detachment leaders out of any sudden personnel changes is a good idea for two reasons.
• One is that they are a major stability factor. No matter who they are, they have learned to survive in that system.  They know the system.  They are a valuable resource for how things have operated, probably had a few ideas on how to reform but were stopped by their superiors.  These detachment leaders have the ‘street cred’.  The telling of the tale will be in what these leaders do with the revised autonomy.  Some may need some skill building or it may already be there.  (Not sure how to ‘do change’ in a militaristic culture, but I’m sure somebody does.)
• Two is this is your main pool of developed candidates for promotion and leadership, once the replaced leadership positions require permanent candidates and to fill newly formed leadership positions.
• Replacing key positions of BC RCMP leadership will be both a jolt to the system and a signal to pay attention.  This is a new day.  The time is now to fulfil the mandate and associated duty of care of the Solicitor General.
    
  As my favourite boss ever — a wizard of organizational change, said “This is not a democracy”.