In a surprising development, RCMP Commissioner Bob Paulson voiced his frustration with his inability to fire “a few bad apples” in an open letter to Canadians.
The RCMP has, in the commissioner’s words, a history that is mostly good, some bits not so much. Among the most recent bad bits is the Mountie’s collective response to a long and complex history of sexual harassment in the workplace. There is a class action suit developing in BC over sexual harassment. Women, who might under other circumstances be a recruiting target for the Mounties, would likely look at this history with some justified trepidation.
The most recent incident involves a decision to demote RCMP Sgt Don Ray and transferred him from Edmonton to BC as part of his punishment for actions he admitted. These included, according to published reports, having sex with subordinates, drinking with them at work, and sexually harassing some colleagues over a three year period.
His transfer to BC has led the Premier to express her dis-satisfaction with the transfer, and get an assurance that the transferred officer will work on Federal policing matters, not provincial or municipal ones. She is quoted as saying that women who are “watching this” would conclude “this isn’t right.”
The Commissioner’s position is that the process, enshrined in the RCMP Act, is so burdensome and slow, that it can take a very long time to take an action that is clear. He virtually apologizes in the letter for having to keep a bad apple on the payroll.
In most companies, anyone admitting to that would simply be fired. This leads to Commissioner Bob Paulson’s problem. He can’t, or so he says. And he apologizes to Canadians for it, is lobbying the Government to change the RCMP Act which governs discipline, and is reduced to taking the heat while a “bad apple” is transferred from Edmonton to BC.
This is an unusual risk management strategy – taking your case for change to your broadest constituency (Canadians) to make the need for your owner (the Government in this case) to make what seem to be long-overdue changes to your enabling legislation.
The strategy is a unique one in the Public Sector, but may be effective in this case. Whether it becomes a pattern remains to be seen.