SHARING
COMMON
GROUND
Review of Yukon’s
Police Force
YEAR ONE PROGRESS REPORT
May 2012
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Minister of Justice Mike Nixon
Government of Yukon
It is my pleasure to present the “Sharing Common
Ground Year One Progress Report”. This report describes
the work undertaken over the past year to implement
the recommendations resulting from the Review of
Yukon’s Police Force.
Sharing Common Ground contains 33 recommendations,
and many partners have pulled together to make
significant progress in implementing these
recommendations.
As Minister of Justice, the safety and security of our
communities is very important, and strong police-community relationships are a key ingredient.
The issues that cause Yukon’s Police Service and citizens to interact are complex and not issues
the police alone can resolve. Creating partnerships, maintaining open dialogue and establishing
structures to support collaboration are necessary to address the issues. Citizens want to trust in
their police service, and to know that there are processes in place to ensure transparency and
accountability. Police want to be able to work with and rely on community members to play
their part in maintaining safe and strong communities. Community and police working together
and understanding each other’s roles is critical for policing to be effective.
Over the past months, the partners and agencies involved in implementation have worked very
hard together, and have been open to change and to building relationships. I look forward to
continuing to work with our partners to improve service and to build on the impressive work
that has been done since the release of Sharing Common Ground.
Grand Chief Ruth Massie
Council of Yukon First Nations
This one year progress report provides an overview of
what has been done to date in moving forward the
recommendations presented from the Review of Yukon’s
Police Force. The recommendations addressed in Sharing
Common Ground have provided an opportunity for all
stakeholders to come together; bring forward different
perspectives and provide a new vision for policing in the
Yukon. It has provided stakeholders an opportunity to
begin discussing - what has been done in the past, what
we are doing now and what we plan to do in the future?
Over the past year, stakeholders of Sharing Common
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Ground have worked on collaboration, engagement and inclusion for a common vision. It will
continue to take dedication, commitment and willingness from all stakeholders and partners to
implement the vision. Sharing Common Ground is intended to provide a foundation for
establishing new relationships between Yukoners and police; through trusting, honest and open
dialogue. It will be important to continue fostering these relationships; while implementing the
recommendations brought forward by Yukoners for positive outcomes.
First Nations in the Yukon have witnessed much change over time and will continue to see
change for improvement in the future. For as long as it took to build this system; it will take an
investment in time, communication, trust and sharing to fix it. We look forward to a
harmonious working relationship, as we strive together toward the common goal of ‘Sharing
Common Ground’ and addressing the needs of policing in the Territory.
Chief Superintendent Peter Clark
Commanding Officer, RCMP “M” Division
The RCMP has continuously evolved during 117 years of
serving the Territory. Today more than ever, we recognize
that listening to the public and responding to changing
needs and expectations is critical. The RCMP seeks to
deliver the best possible service by policing with the
community and is committed to continuous improvement.
The Sharing Common Ground report is a roadmap for
changes in policing here in Yukon and remarkable progress
has already been made on the 33 recommendations. New
relationships are being formed and existing ones are being
renewed. While we are proud of the successes to date,
there are still challenges to overcome and much work to
be done.
New dialogue has been opened on how best to communicate safety messages, utilize
independent investigators, contribute to the Yukon Police Council, incorporate new training
and provide improved accountability to citizens. Locally, community mentors have been
identified, detachments are learning about local culture, listening and involving the community
when setting priorities. Community leaders are participating in selecting their Detachment
Commanders, and there are stronger partnerships and collaboration with women’s advocates.
Through listening and interacting with citizens, it is evident that many Yukoners deeply care
about their police and the role the RCMP plays in communities across the territory. There is
enduring recognition that more is accomplished when we work together than when we work in
isolation. The relationships and resulting trust take time to build, but we can sustain them
through mutual effort and by working through occasional differences in favor of the goal of
safety for our communities and families.
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Introduction: A Year of Progress
Over the past year, Yukoners from many different backgrounds and perspectives have come
together in a dedicated and forward-looking effort to respond to the needs and concerns of our
communities. Individuals and organizations, First Nations, police, advocacy groups, academics
and government have all made vital contributions to moving forward with a new vision for
policing in Yukon.
Following eight months of dialogue with citizens, and with the advice of an Advisory Committee
and a team of First Nation representatives, the co-chairs of the Review of Yukon’s Police Force,
submitted a final report entitled Sharing Common Ground to the Minister of Justice in January
2011.
This progress report outlines the achievements of the many people and organizations who have
contributed to the implementation of these recommendations over the first year of Sharing
Common Ground.
The co-chairs, representing Government of Yukon, First Nations and “M” Division RCMP, put
forward 33 recommendations that provided a blueprint for establishing a new relationship
between Yukon citizens and their police. The changes they called for were intended not only to
fill gaps that citizens identified, but also to build on the many existing strengths that were
acknowledged during the Review.
Relationships are recognized as a cornerstone of trust. As relationships form and grow, those
involved gain a greater understanding and appreciation for each other and come to understand
how the others think and react and why they behave as they do. As relationships are
strengthened, each party learns about motivations and limitations the other party faces, and
most importantly, what goals, objectives and needs they have in common. The
recommendations in Sharing Common Ground all add value in themselves by addressing
specific needs and concerns raised by our communities. But perhaps even more importantly, as
individuals and groups share these concerns and identify issues of common concern, solutions
are developed and implemented in collaboration, and opportunities for these relationships to
form and for understanding and trust to grow are created.
A key and recurring theme during the Review was that follow-up was necessary in order to
inform citizens and governments on implementation progress. This progress report outlines the
achievements of the many people and organizations who have contributed to the
implementation of these recommendations over the first year of Sharing Common Ground.
Partners and collaboration
Building on the collaboration that took place during the Review, the Council of Yukon First
Nations Justice, the RCMP “M ‘Division, and the Government of Yukon Department of Justice
have continued to work in partnership to implement the recommendations, and each
organization has designated staff to work on implementation on a part-time or full-time basis.
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Together, these agencies have been communicating progress with stakeholders and interested
organizations.
In addition to identifying priority recommendations, the partners also identified an
implementation working group consisting of the Council of Yukon First Nations, Kwanlin Dun
First Nation, Department of Justice, RCMP & the Northern Institute of Social Justice. This
working group has provided guidance on the implementation of Sharing Common Ground (SCG)
recommendations, identified and discussed strategic issues and concerns relating to SCG
implementation, provided updates on progress of SCG recommendations, and planned for
communication of progress and issues relating to SGC implementation.
A number of partners and agencies have played key roles in implementation over the past year.
Kwanlin Dun First Nation Justice Department has been an active member of an implementation
working group, providing advice and guidance on overall implementation as well as a number
of specific recommendations.
The Northern Institute of Social Justice (NISJ) has taken the lead on moving forward a number
of recommendations related to police training and also plays a role in supporting the overall
implementation of Sharing Common Ground recommendations at the implementation working
group level.
Women’s organizations have established a Women’s Coalition as a mechanism for women’s
organizations to be able to work together in response to the recommendations in Sharing
Common Ground. The purpose of the Coalition is to ensure the continued representation of the
concerns and priorities of Yukon women and women’s organizations, including First Nations
women, in the Sharing Common Ground implementation process. Coalition member
organizations are: Yukon Women’s Transition Home Society, Victoria Faulkner Women’s
Center, Whitehorse Aboriginal Women’s Circle, Yukon Aboriginal Women’s Council, Liard
Aboriginal Women’s Society, Les EssentiElles and the Yukon Status of Women’s Council.
Additionally, a number of community stakeholders are actively engaged in implementation. A
range of specific agencies and service providers are involved in working groups and other
initiatives related to individual recommendations, including; Kwanlin Dun First Nation Justice,
Kaushee’s Place, Liard Aboriginal Women’s Society, representatives from the Women’s
Coalition, the Public Prosecution Service of Canada, “M” Division, the Council of Yukon First
Nations Justice and Health, the Northern Institute of Social Justice, and the Government of
Yukon Departments of Justice, Health and Social Services and the Women’s Directorate.
In support of the partners in implementation and in order to facilitate these important
contributions and roles, the Department of Justice has entered in a two key funding
agreements. The first agreement is with CYFN, and supports CYFN’s interest in working with
member First Nations to gather their advice, expertise and input and to facilitate their
contribution to Sharing Common Ground implementation. CYFN Justice acts as a conduit for
information sharing with member First Nations and the First Nation Justice Network on Sharing
Common Ground progress, implementation and initiatives. The CYFN Justice Manager has been
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an integral part of the implementation working group and continues to work on a number of
specific recommendations. The second agreement is with the Yukon Women’s Transition Home
Society, to coordinate and support the Women’s Coalition and their work on Sharing Common
Ground implementation.
Looking back: The Review of Yukon’s Police Force
In April 2010, following a number of high-profile incidents that left the public questioning their
confidence in police, Yukon launched the Review of Yukon’s Police Force. The purpose of the
Review was to engage the public, service providers, and RCMP in dialogue with the goal of
rebuilding trust, acknowledging and addressing concerns, and arriving at recommendations for
action in order to improve policing services for all citizens in the territory.
Citizens and RCMP members raised issues related to community safety and policing in Yukon
and made many valuable and well-thought-out suggestions. The Co-Chairs noted that “we are
beginning from a position of strength. The RCMP is a world-class police organization, with a rich
tradition in the territory and the citizens we spoke with care about the issues. The Review
begins to address the shortcomings and continues to improve the quality of policing services.” 1
The Review was co-chaired by Dennis Cooley Ph.D., Deputy Minister Department of Justice,
Chief Superintendent Peter Clark, Commanding Officer RCMP “M” Division (Yukon) and Simone
Arnold, Justice Manager Council of Yukon First Nations. There was very strong public interest in
the Review and Yukon citizens engaged in a vigorous dialogue with the Co-chairs. Over 60
public and targeted engagement meetings were held, 15 written submissions were received,
and several service agencies were engaged to assist clients to participate. Concerns were raised
by First Nation leadership and citizens, by women’s organizations, the general public and
others.
The Review was guided by an Advisory Committee whose mandate was to provide advice to the
Co-Chairs on the strategic direction of the Review of Yukon’s Police Force, including providing
input into its engagement strategy and research agenda. The Advisory Committee assisted the
Co-Chairs by identifying issues related to the Review that were of interest to Yukon citizens,
helping to ensure that diverse points of view were taken into account as the review progressed,
facilitating and/or undertaking engagement processes on behalf of the Co-Chairs, and,
providing advice and input to the Co-Chairs to ensure that the recommendations which were
considered in the final report reflected the concerns expressed by Yukon citizens. Members of
the Advisory Committee were:
 Beverly Buckway, President, Association of Yukon Communities;
 Shauna Curtin, Director, Women’s Directorate;
 Lois Moorcroft, Coalition of Women’s Organizations representative;
 Lorraine Netro, First Nation Women’s Organizations representative;
 Robert Riches, Assistant Deputy Minister, Department of Justice;
 Inspector Andy Siedeman, RCMP “M” Division –Yukon;
1
Arnold, S., Clark, P., Cooley, D. 2011. Sharing Common Ground, Review of Yukon’s Police Force, Final Report pg.2
Available at http://www.policereview2010.gov.yk.ca/pdf/Sharing_Common_Ground_Final_Report.pdf
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Rick Smith, Assistant Deputy Minister, Department Community Services; and,
Stuart Whitley, Deputy Minister, Department of Health and Social Services.
During the Review, Yukon citizens and RCMP members spoke about the unique role the RCMP
have in the community and highlighted the importance of relationships between the police and
the community. Citizens said that they want the RCMP to understand the culture and values of
the community and to have knowledge, skills and attributes that would better equip them to
police in the north, to more effectively work with vulnerable populations and to respond
compassionately to domestic violence and sexualized assault. First Nations governments and
citizens told the Review that First Nation involvement with the RCMP is critical. Finally, First
Nations, citizens and service providers called for improved avenues for community input into
RCMP priority-setting.
More information on the Review, including the written submissions received and records of
meetings held, is available at http://www.policereview2010.gov.yk.ca/.
Year one progress:
Objectives and Priorities – Opportunities for Progress
Sharing Common Ground advances 33 recommendations which respond to the concerns and
desires that Yukon citizens raised during the Review. The recommendations focus on:
 strengthening responsiveness and accountability;
 increasing awareness of the public complaints process;
 facilitating external investigations for incidents involving the RCMP;
 building core competencies and training for “M” Division members that better equip
them to serve in the Yukon;
 increasing First Nation and community involvement with “M” Division;
 addressing the needs of vulnerable citizens;
 responding to domestic violence and sexualized assault;
 supporting implementation of the recommendations themselves; and,
 providing an update to communicate progress and actions taken.
Once the report was released, the Minister of Justice, CYFN Leadership, and the Commanding
Officer identified a number of priority recommendations in February 2011. These priorities
included initiatives that required a strong initial effort to get them established or that were
needed to serve as foundation elements for moving forward on other recommendations.
The priorities include:
 The establishment of a Yukon Police Council to create a formal channel for ensuring
citizen input into policing priorities and objectives (recommendation 1.1);
 The construction of a Secure Assessment Centre, now referred to as the Arrest
Processing Unit to establish an innovative approach to caring for persons in police
custody (recommendation 4.2);
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The negotiation of a Memorandum of Understanding with the Government of Alberta’s
Serious Incident Response Team (ASIRT) to provide independent investigation of
serious or sensitive incidents involving Yukon police (recommendation 6.2);
The development of a framework to coordinate the response of service providers to
domestic violence and sexualized assault, including the creation of a specialized unit
within “M” Division to investigate domestic violence and sexualized assault
(recommendation 4.1), and;
The development of a Law Enforcement Career Orientation Program at the Northern
Institute of Social Justice to prepare First Nations citizens and women for careers in law
enforcement (recommendation 5.2).
A great deal of work has been completed on these initial priority recommendations, and while
the emphasis of the first six to twelve months of implementation has been focused on these
items, work has begun on the majority of the other recommendations as well.
Structures to support lasting change
During the Review, citizens, advocacy groups and service providers made key suggestions on
how police and government could refine their processes and practices and enhance how they
work together with community partners and service providers. At the same time, many
expressed a concern that the commitments being undertaken were highly dependent on the
good will and intentions of the individuals involved. It was recognized that building structures –
some organizational and some physical – would help to ensure a lasting and sustainable
transformation.
Over the course of the past year, a number of these structures have been established to
support long-term success. Notable advances include:
 In order to facilitate and support the use of the RCMP’s existing policy on the external
investigation and review of serious and sensitive incidents involving police, the Department
of Justice has signed an agreement with the Government of Alberta to make the Alberta
Serious Incident Response Team (ASIRT) available for independent external investigations of
serious incidents involving RCMP members serving in Yukon. An agency of the Government
of Alberta, ASIRT is a civilian-led police investigation organization that provides independent
external investigations into serious police-involved incidents in Alberta. It is led by a civilian
director who is a lawyer and Crown Prosecutor. Its investigations are conducted by four
civilian investigators and ten sworn police officers drawn from the Calgary Police Service,
the Edmonton Police Service and the RCMP. In the last year ASIRT has been used to
investigate a police-involved shooting in Dawson City.
 Preliminary construction has begun on the “Arrest Processing Unit” (formerly discussed as
the Secure Assessment Center) and the RCMP has made a contribution of $2.1 Million in
capital funds for the overall project, which is being led by the Government of Yukon. The
construction of this unit will innovate the way in which persons arrested by the RCMP are
detained. This unit will provide for medical assessments and monitoring by trained
Correctional Officers of persons arrested and detained in Whitehorse. As of January 2012,
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“Fundamental to policing is the premise that community support is required for effective and
responsive policing. To garner this support, police officers must understand and accept the values,
beliefs and culture of the community they serve. Moreover, police must engage the community as
partners — and the community must engage with the police service — in order to ensure that policing
is responsive to community needs. Public trust and confidence in the police is established in the day-today relationships that police officers develop with citizens as they perform their duties.”
Sharing Common Ground page 1
“M” Division has begun taking individuals arrested to the new Whitehorse Correctional
Centre Admissions and Discharge area, as an interim measure while this unit is being built.
The police cells at Whitehorse Detachment have been closed and are being re-purposed.
 The Yukon Police Council has been established and orientation and Council development
has begun. The creation of this Council provides the chance for citizens to have a role in
shaping the priorities and objectives for policing in order to meet the unique needs of
Yukon citizens. In addition, the Council will play an important role in the implementation of
a number of key recommendations contained in Sharing Common Ground.
 A Specialized Response Unit within the RCMP “M” Division has been established which will
focus on providing a comprehensive response to incidents of domestic violence and
sexualized assault within the Yukon. The SRU’s mandate will be to provide guidance,
assistance and oversight to detachment members who are conducting domestic violence
and sexualized assault investigations; act as lead investigators where specialized services
are required; participate with service providers and key stakeholders for enhanced
interagency collaboration and consistency in response across Yukon; and, identify training
and divisional needs related to domestic violence and sexualized assault response. “M”
Division is in the process of classifying and recruiting this four member team, and in the
interim has assigned an experienced investigator to establish the SRU.
Building relationships and improving service- changes in practice and policy
In addition to structural changes, a number of changes in practice have occurred over this past
year, which are shifting how police and community work together. Most importantly, this past
year there has been a major focus on renewing and strengthening relationships and improving
the avenues for dialogue on policing. Highlights include;
 The creation of the Domestic Violence and Sexualized Assault Framework Committee has
increased the dialogue and changed practice in responding to domestic violence and
sexualized assault. This multi-agency committee has been working together over a number
of months, and has been sorting through complex issues relating to police, justice and
community response for domestic violence and sexualized assault. “M” Division has made
changes based on the dialogue with other agencies, including:
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Exploring new tools and techniques to gather and document relevant
information relating to domestic violence or sexualized assault, conduct
interviews in sensitive situations and assess risks to a victim or others;
Issuing stronger directives and providing guidance and supervision regarding the
current policy which requires primary aggressor assessments where there are
allegations of dual assaults; and,
Providing leadership, transparency and collaboration in policy development.
 During the fall of 2011, with increased concern in Whitehorse relating to unsolved reports
of sexual assaults, RCMP and women’s organizations took the progressive step of working
together to address the community’s concern. Prior to the Review, lines of communication
between the RCMP and women’s organizations were un-coordinated; however, as a result
of collaborative work flowing from Sharing Common Ground implementation, the RCMP
and women’s organizations agreed that jointly presenting information to the community
was a better way to promote clear messaging on the issue and promote community safety.
As a result, media coverage reflected a more consistent public safety message.
 Over the past year, “M” Division has implemented the RCMP External Investigation and
Review Policy, which directs the RCMP to seek an appropriate provincial or federally
established body to conduct any investigation into serious or sensitive incidents involving
police. If no such body exists, a provincial or municipal police force may be asked to
conduct the investigation. As a last resort, the policy also allows another RCMP Division to
investigate when an outside provincial or municipal agency is not available. Since January
2011, the policy has been engaged on 5 separate occasions. These examples demonstrate
increased accountability in cases that were serious and sensitive within Yukon.
 When community members have an opportunity to get to know and trust their police
officers, this can be an important contributor toward creating and maintaining trust. “M”
Division has developed and initiated new procedures for notifying communities when new
RCMP members are transferred in and out of their communities. This enables open
communication between RCMP and citizens, and ensures people are aware when changes
are taking place. In addition, when a Detachment Commander position opens up,
community leaders have the opportunity to be involved in the selection of the new
Detachment Commander. At the option of the community, involvement can range from
providing advice on desirable attributes to participating on a selection committee. These
options are exercised on a community-by-community basis to ensure that the incoming
Detachment Commander is a good fit for the community. The community can also choose
to leave the selection to the normal RCMP process. Since the release of Sharing Common
Ground, four communities have participated in the selection of their new Detachment
Commanders: Faro, Ross River, Watson Lake and Whitehorse.
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Summary and Continued Implementation
A great deal of work has gone into implementing the Sharing Common Ground
recommendations since the release of the report and changes have taken place. First Nations,
communities, advocates, police and government have all contributed their time, effort and
goodwill toward an effort that will ultimately benefit all. While there is much work left to do,
positive changes are apparent as new partnerships grow or long-standing relationships are rebuilt.
The Sharing Common Ground report acknowledges that building relationships and improving
service is a process that takes time and commitment. Trust grows from mutual understanding
which evolves through listening. Through an ongoing commitment to work together and
continue an open and frank dialogue, this upcoming year will present many more opportunities
for continued progress.
The following document provides a summary of the progress made and/or next steps on the 33
recommendations contained in Sharing Common Ground, beginning with the items originally
identified as priority for implementation. Work is underway on a most of the
recommendations, and this work will continue in the upcoming year. Many of the
recommendations are interconnected to one another, and even if not specifically highlighted
here, the vast majority of recommendations have been moved forward.
Throughout the year there have been challenges; however the partners and stakeholders have
been progressively working on identifying issues and working together on solutions. Although
there have been challenges along the way, there have also been many achievements and an
ongoing commitment to work together. We are at the beginning stages of a work in progress
and we acknowledge that there is a lot of work ahead.
Over the course of the upcoming year, the priority recommendations identified in February
2011 will be implemented and an approach for the remaining recommendations will be
determined. There will be opportunities for more stakeholders and interested agencies to
address mutual objectives and work together to implement the recommendations. Citizens will
have the ongoing opportunity to provide input and continue the dialogue on policing through
the Yukon Police Council. Citizens will also have opportunities to interact with their own
community detachment RCMP members, and the implementation partners will continue to
seek stakeholder and service provider input and involvement.
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Progress by Recommendation
Yukon Police Council (1.1)
That the Minister of Justice establish a Yukon Police Council. The council will be chaired by the
Deputy Minister, Yukon Department of Justice, and composed of six members appointed by the
Minister, three of whom will be nominated by First Nations.
The role of the council is to make written recommendations to the Minister and the
Commanding officer of “M” Division on issues relating to the delivery of policing services in
Yukon, including these:
 establishing core policing values that reflect Yukon’s history and cultural heritage;
 ensuring that community needs and values are reflected in the policing priorities,
objectives, programs and strategies of “M” Division;
 establishing policing practices and standards for “M” Division;
 ensuring that police services are delivered in a manner consistent with community
needs, values and expectations;
 acting as a liaison between the community and “M” Division;
 participating in the selection of the “M” Division Commanding Officer; and
 receiving reports on matters that affect the administration of justice, including Annual
Performance Plan updates, public complaints, use of conducted energy weapons, and
updates on high profile matters.
The Yukon Police Council may meet with First Nations, municipalities, non-government
organizations, or others in carrying out its duties, and will coordinate activities with national
organizations such as Commission for Public Complaints Against the RCMP and the Canadian
Association of Police Boards.
Yukon Police Council (1.1)
The establishment of a Yukon Police Council is a key recommendation of Sharing Common
Ground - it will provide the chance for citizens to have a role in shaping the priorities for
policing in order to meet the unique needs of Yukon citizens. The Council will play an important
role in the implementation of a number of key recommendations contained in Sharing Common
Ground.
The Council of Yukon First Nations, Kwanlin Dun First Nation, the Department of Justice and
“M” Division provided input to the development of the Terms of Reference for the Council and
to the plans for the Council’s orientation.
The Yukon Police Council has been established and the members of the Yukon Police Council
are:
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Lisa Anderson, a member of Tr’ondek Hwech’in who brings a variety of both work and
community experience including positions in Public Service Alliance of Canada Union,
Government of Yukon and Elder Home Care. Lisa also has experience serving as a member on
Tr’ondek Hwech’in Housing, Tr’ondek Hwech’in Land Claims, and National Aboriginal Inuit and
Metis North Committees.
Michael Riseborough, a resident of Haines Junction who brings many years of administration
and economic development experience, including with the Northern Development Commission
and Kluane National Park. He is currently the Chief Administrative Officer for the Municipality
of Haines Junction. In his previous capacity as Manager of Inspections and Operations for the
British Columbia Ambulance Service, he was responsible for investigating internal and external
complaints. Michael also served as a member of the Panel of Adjudicators with the Yukon
Human Rights Board.
William J. Klassen, has lived and worked in most Yukon communities, serving in those
communities as a member of the Royal Canadian Mounted Police. Bill came to the Yukon in
1966 as a constable with the RCMP and followed that with roles as a game
guardian/conservation officer, wildlife technician and environmental protection biologist,
project officer; and finally Deputy Minister for both Yukon Health and Social Services and then
Renewable Resources/Environment. He also served a term as chair of the Yukon Workers
Compensation Board. Bill is currently a resident of Whitehorse, where he has his own
consulting business.
David LeBarge, a member of the Kwanlin Dun First Nation who brings unique experience to the
Council from his time serving as the Chair of the Kwanlin Dun Policing Committee for a period
of three years. During David’s time as Chair he liaised with the Royal Canadian Mounted Police
and the community to establish partnerships between the two. David is knowledgeable about
many regions in North America having served for over twenty years as a truck driver and
maintenance worker. He spent the last decade of his career specifically in Yukon communities.
Patricia Daws, a resident of Whitehorse who has held a number of positions with the
Government of Yukon including Director, Recruitment & Labour Relations; Director, Labour
Relations; and, finally as Public Service Commissioner. Pat also served as President, Workers’
Compensation Health & Safety Board, where she was responsible for sustaining the strategic
and business plan put forth by the Board of Directors.
Doris Mclean, a member of the Carcross Tagish First Nation with over forty years experience in
outreach work within the community as a Counselor, Program Worker and Facilitator, as a
Probation Officer for the Government of Yukon, and as Chief for the Carcross Tagish First
Nation from 1988-1992 . Doris is committed to working with at-risk youth and other vulnerable
populations within Yukon. Doris started her career as a Youth Supervisor and continues to work
with First Nation youth today.
Dennis Cooley, is currently the Deputy Minister, Department of Justice with the Government of
Yukon, a position he has held since 2004. During his tenure as Deputy Minister, Dennis has led a
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number of significant initiatives that have improved access to justice for Yukon citizens,
including establishing the Community Wellness Court, developing Safer Communities and
Neighbourhoods legislation, and enacting a Victims of Crime Act and Strategy. Dennis played a
key leadership role to redevelop Yukon’s correctional system, including building a new
correctional centre, enacting the Yukon Corrections Act and developing a new culture of
corrections that focuses on delivering high quality programming to victims, offenders and
community members.
The Council members attended an orientation session in March, 2012 where they learned more
about their role and the framework for policing in Yukon; and how the RCMP “M” Division is
organized and where they received direction from. The Council also had the opportunity to
hear from a panel of community members. The orientation was also attended by
representatives from a coalition of women’s organizations and from Kwanlin Dun First Nation,
along with staff from the Department of Justice and the RCMP.
The Council will meet over the coming months to determine their priorities and workplan, and
to develop a process for gathering input from, and interacting with, citizens.
Secure Assessment Centre (4.2)
Secure Assessment Centre (4.2)
Now referred to as the Arrest Processing Unit,
this is a joint initiative between Yukon and the
RCMP, which will innovate the way persons
arrested by “M” Division are detained. It will
be the primary facility for “M” Division to
bring individuals who are arrested and
detained.
That the Department of Justice construct a
secure assessment centre with appropriate
24-hour medical support in Whitehorse to
accommodate individuals who are detained
or arrested by the RCMP and require secure
custody, including acutely intoxicated
persons.
Preliminary construction of this additional
Unit to the new Whitehorse Correctional Centre has begun, with completion forecasted for the
Fall 2012.
A Memorandum of Agreement was signed by Yukon and the RCMP on May 18, 2011, and
policies and procedures for operating the APU continue through collaboration between the
RCMP and Yukon Correctional Services. The Memorandum of Agreement establishes the
framework between the RCMP and the Department of Justice for the safe detention of RCMP
prisoners and covers areas such as: cost recovery of operating and capital construction costs of
the APU, staffing and custodial processes for the APU including provision of specially trained
nursing and Corrections staff, provision of medical assessment, and process for communication
and establishing joint operational policies. The MOU creates a mechanism by which the RCMP
contributes capital funds to the construction of the Arrest Processing Unit and for salaries for
correctional officers and medical staff.
Page 14 of 36
In January 2012, “M” Division began taking individuals arrested to the new Whitehorse
Correctional Centre Admissions and Discharge area, as an interim measure while this unit is
being built.
Feedback from the community and service providers has indicated that the name “Secure
Assessment Centre” led to some confusion about the function of this Unit, and as such, the
“Arrest Processing Unit” is the current working name for this Unit.
The next two recommendations (6.1 & 6.2) respond to concerns from citizens regarding
external investigations of matters involving “M” Division members. These recommendations
seek to ensure that investigations of RCMP members are fair, effective, thorough, impartial,
and culturally sensitive and conducted in a manner that promotes public confidence.
Agreement with Alberta’s Alberta Serious Incident Response Team (ASIRT) (6.2)
That the Department of Justice enter into an agreement with an existing civilian police investigation
agency to provide external investigations as required by “M” Division.
Agreement with Alberta’s Alberta Serious Incident Response Team (ASIRT) (6.2)
The Alberta Serious Incident Response Team (ASIRT) is a civilian police investigation agency that
provides external investigations in Alberta. ASIRT is an agency of the Government of Alberta; it
is led by a civilian director who is a lawyer and Crown Prosecutor. Its investigations are
conducted by four civilian investigators and ten sworn police officers drawn from the Calgary
Police Service, the Edmonton Police Service and the RCMP.
The Department of Justice has signed a Framework Agreement with the Department of the
Solicitor General and Public Security, Government of Alberta for the use of ASIRT for
independent external investigations in Yukon of serious incidents involving RCMP members.
The agreement is underway, as ASIRT has already been requested to investigate a policeinvolved shooting incident within Yukon during the fall of 2011.
A procedural MOU between RCMP, Yukon and ASIRT is drafted and being reviewed by the
parties. The MOU sets out the decision making process for requesting ASIRT’s involvement and
level of ASIRT’s engagement in investigating serious incidents. Moreover, the MOU sets out the
procedures and how ASIRT and RCMP will interface following the notification of a serious
incident. Finally, the MOU establishes the billing and cost-recovery processes required to
provide for ASIRT’s investigative capacity with respect to incidents in Yukon.
The MOU provides for the engagement of “community liaison” during investigations of serious
incidents. A member of the community was identified as a Community Liaison for the incident
in Dawson City which ASIRT investigated in 2011.
Page 15 of 36
External Investigations and Review Policy
(6.1)
External Investigations and Review Policy (6.1)
The RCMP External Investigation and
Review Policy directs the RCMP to look for
an appropriate provincial or federally
established body to conduct the
investigation. If no such body exists, a
provincial or municipal police force will be
asked to conduct the investigation. The
policy also allows an outside RCMP Division
to investigate when provincial or municipal
agency is not available.
That in implementing the interim RCMP External
Investigation and Review policy, “M” Division first
contact a civilian police investigation agency. If
investigators are not available, the “M” Division shall
call upon a provincial or municipal police force, and
only if an independent investigator or municipal or
provincial police force is not available, “M” Division
shall request assistance from another RCMP division.
In all cases where RCMP external investigators are
used “M” Division shall request that the CPC assign an
independent observer to monitor the investigation.
In early 2010, “M” Division implemented
the External Investigation and Review Policy, and this policy has now been engaged on a
number of occasions.
When an external investigation is launched, it is managed entirely by the outside agency – they
conduct interviews, gather evidence and lay charges, where it is determined, in consultation
with the Public Prosecution Service of Canada that they are called for and are supported by the
evidence. They also handle all media and public affairs on the cases. The Final Report is also
forwarded to “M “Division at which point any potential breaches of the Code of Conduct that
are identified may also be investigated and addressed through internal disciplinary processes.
The external investigation policy has been engaged five times in the year since the release of
the Sharing Common Ground report:
o Jan 2011 – Lacombe Police – Use of Force complaint – Whitehorse. This
independent investigation is complete and under review by the Public Prosecution
Service of Canada.
o Apr 2011 – Camrose Police – Use of Force complaint – Carcross. This independent
investigation is concluded. No charges were recommended.
o Jul 2011 – “E” Division RCMP – Use of Force complaint – Dawson City. This
independent investigation is concluded. No findings of improper use of force.
o Oct 2011 – ASIRT – Police-involved shooting – Dawson City. This independent
investigation is still underway.
o Jan 2012 – Lethbridge Police – Use of Force complaint – Whitehorse. This
independent investigation is complete and under review by the Public Prosecution
Service of Canada.
It is important that the public is confident that investigations into the actions of the RCMP are
thorough and impartial. In some situations, recognizing that the public is particularly sensitive
to this issue, “M” Division, in consultation with the Department of Justice and community
leaders, has called in outside investigators to look into cases that would not normally meet the
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criteria requiring an external investigation, but seem to be sufficiently sensitive to warrant
independent treatment.
Independent Complaints
Coordinator (2.1)
That the Minister of Justice establish an
independent civilian police complaint
coordinator, who shall report to the
Yukon Police Council and help citizens
who have concerns with the RCMP to
navigate through the Commission for
Public Complaints process and to
provide public education on formal and
informal complaint processes.
Independent Complaints Coordinator (2.1)
In the summer 2011, the Commission for Public
Complaints Against the RCMP (CPC) launched a pilot
project in the Yukon to enhance public awareness of
the CPC, its mandate and the complaint
process. While this pilot project was happening,
implementation of the recommendation to
establish an independent complaints coordinator
was delayed, as it was felt that CPC pilot project had
the potential to fill some of the service gaps
identified during the Review which gave rise to the
recommendation.
The CPC held seminars for Yukon Government and community / private sector service providers
to enhance their knowledge of the complaint and review process and better equip them to
inform their clientele of the CPC’s role when an issue is raised. While the number of inquiries
received by the CPC from the Yukon increased significantly following this outreach initiative, the
number of formal public complaints made has remained stable.
The CPC will continue to be available and accessible to Yukoners via a locally based phone
number: 867-334-7865 and a dedicated email address: YukonComplaints@cpc-cpp.gc.ca and
webpage: www.yukoncomplaints.ca. The CPC will continue to maintain contact with service
providers and community groups as required to ensure that the CPC’s mandate continues to be
understood in the Yukon.
Over the coming months there will be further consideration of the service need, CPC’s
enhanced service, options for any service gaps in Yukon, and further exploration of the concept
of an Independent Complaints Coordinator.
Page 17 of 36
First Nation Law Enforcement Career Orientation Program (5.2)
That the Department of Justice, “M” Division and First Nations explore best practices and
innovative methods of increasing the number of women and First Nations citizens involved in the
delivery of policing services:

working with the Northern Institute of Social Justice to develop a Yukon First Nations career
orientation program to prepare citizens for RCMP training at Depot Division, or for other
careers in the justice system;
First Nation Law Enforcement Career Orientation Program (5.2)
The Department of Justice, the Council of Yukon First Nations and the Northern Institute of
Social Justice have funding arrangements in place to develop a career orientation program
designed to encourage First Nation citizens and women to consider a career in law
enforcement.
A working group has been established (NISJ, CYFN, Justice and M” Division) and has been
developing the Career Orientation Program concept, reviewing options for service delivery and
exploring funding possibilities.
Preliminary program and curriculum development has been completed and planning is
underway for the first offering of this program, which is anticipated for Summer 2012.
The Career Orientation Program will provide exposure to a variety of careers in law
enforcement, and include a stream for those specifically interested in preparing for a career in
the RCMP. It will include a mixture of classroom training, job shadowing, site visits, sessions
with frontline and recruitment staff, and individual education assessment/counseling as
required.
Research has been conducted to identify career orientation programs with a similar focus and
objective in order to evaluate potential models and format. Additional research with other
police organizations and other Canadian jurisdictions is ongoing.
Page 18 of 36
Domestic Violence and Sexual Assault Framework Committee (4.1)
That the Department of Justice and “M” Division establish an interagency working group including
representatives from First Nations, women’s organizations and the Public Prosecutions Office, to
develop a comprehensive framework for responding to domestic violence and sexualized assault.
The framework should include:
 the creation of an “M” Division domestic violence/abuse team with specialized training and skills;
 consideration of specialized prosecution services;
 clarification of the primary aggressor/dual charging protocols;
 an update of the role of the Sexual Assault Response Team (SART);
 clarification of victim service responsibilities, including victim assistance volunteers;
 specialized training for “M” Division members and other front-line responders on sexualized
assault and domestic violence that addresses child custody issues and the enforcement of civil
order and other regulatory remedies; and
 consideration of a legal advocate position to support women and/or a Yukon Court Watch
Program.
Domestic Violence and Sexual Assault Framework Committee (4.1)
A Domestic Violence and Sexualized Assault Framework Development Committee has been
established with representatives from a Coalition of Women’s organizations, a local Physician,
Community Nursing, CYFN- Health and Justice, Kaushee’s place, Family and Children’s Services,
Liard Aboriginal Women’s Society, “M” Division, Public Prosecution Service of Canada (PPSC),
Therapeutic Courts, Women’s Directorate and Yukon Justice- Victim Services & Offender
Supervision and Services.
The Committee is working to develop a framework to coordinate service providers’ response to
domestic violence and sexualized assault. In developing this framework:
 A subcommittee, consisting of PPSC, “M” Division, Justice, Women’s organizations and the
Women’s Directorate is working to clarify charging protocols in domestic violence situations
to support the safety of victims.
 The Yukon Advisory Council on Women’s Issues, with support from the Women’s
Directorate and the Department of Justice, has hired a researcher to further explore and
define the concept of a legal advocate/advocacy for women. YACWI is currently considering
the results of that research.
 The Sexual Assault Response Committee (SARC) has updated their Terms of Reference and
continues to fulfill their mandate of coordinating social and medical agencies. SARC also
has representation on the Framework Committee.
 “M” Division has dedicated a supervisor-level policy resource to work with the Framework
Committee, and to refresh policy and procedures relating to domestic violence and
sexualized assault response by RCMP investigators, including researching risk assessment
techniques, and developing tools for investigators and responders to apply in Yukon.
 Improvements have been made to “M” Division’s Violence in Relationships response and
oversight and “M” Division is working to expand their risk assessment knowledge and tools.
Page 19 of 36
Specialized Response Unit- A four member “Specialized Response Unit” (SRU) has been created
within “M” Division. The Team’s role will include:
o Providing guidance, assistance and oversight to detachment members conducting
domestic violence and sexual assault investigations;
o Advise on training or other needs related to domestic violence and sexualized
assault;
o Where specialized expertise or services are required, the SRU will take an active role
in investigations into domestic violence and sexual assault investigations; and,
o Provide point of contact with service providers and key stakeholders for enhanced
interagency collaboration and consistency in response.
In support of this recommendation, Yukon Government has increased “M” Division’s capacity
by four positions. It is anticipated that the SRU will be fully staffed and formally in place by Fall
2012. In the interim, one experienced investigator has already been assigned to lead the
establishment of the Unit.
Community Based processes (1.2)
Over the years, some communities and their local detachment have been highly successful in
working together to focus on local priorities and reflect these in the detachment annual
performance plans, while others have not been as successful.
“M” Division is focusing the conversation about community policing priorities, to better align
expectations and improve understanding, and to support the planning process with community
representatives. The conversations will also focus on the best approaches for facilitating
community input, including interest in community advisory committees or other community
specific formats will be undertaken.
Most recently, staff from CYFN, Justice and the RCMP attended a meeting of the First Nation
Justice Network to begin to identify a process for moving this recommendation forward, and
work together will be ongoing.
Page 20 of 36
Commanding Officer’s First
Nation Advisory Committee (1.3)
That “M” Division undertake a review
of the Commanding Officer’s First
Nation Advisory Committee. This
review should consider the
committee’s composition, member
selection process and terms of
reference and ensure that the work
of the committee is coordinated with
the Yukon Police Council.
Commanding Officer’s First Nation Advisory
Committee (1.3)
The Commanding Officer’s Yukon First Nation Advisory
Committee was established in 1999 to foster a healthy
and positive relationship between Yukon First Nation
people and “M” Division through discussions of issues
of concern.
While a number of avenues exist for First Nations
government and leadership to interact directly with
the Commanding Officer through one-on-one
meetings, few opportunities exist for direct grassroots
community member input to the Commanding Officer
(CO).
This committee provides an important venue to communicate and develop relationships
between the senior leadership of “M” Division and Yukon First Nation citizens.
In early 2011, “M” Division engaged an independent consultant to conduct a review of the
Commanding Officer’s Yukon First Nation Advisory Committee. The research examined the
mandate of the committee, its composition, the engagement of the members, the resources
available to it and the impact it is having.
The consultant participated in the May 2011 Commanding Officer’s Yukon First Nation Advisory
Committee meeting and interviewed a number of committee members. Interviews were also
conducted with other partners, including the Justice Manager for the Council of Yukon First
Nations, the Deputy Minister, Yukon Justice, the Commanding Officer, Criminal Operations
Officer, First Nations Policing Coordinator and the member in charge of Client Services and
Planning. The consultant also reviewed committee documents including the Terms of Reference
and past meeting notes.
A draft report has been submitted and will be reviewed by the Commanding Officer’s Yukon
First Nation Advisory Committee - their next meeting is in May 2012.“M” Division will be
seeking additional partner input (including Department of Justice, CYFN and committee
members) in the upcoming months.
Page 21 of 36
Communications Strategy (1.4)
That the Department of Justice and “M” Division develop a communication strategy in consultation
with the Yukon Police Council to improve citizens’ understanding of the role of the RCMP, citizens’
rights and responsibilities with respect to law enforcement, how the public complaints process
works.
Communications Strategy (1.4)
Work is underway to develop a communications strategy which will incorporate a social
marketing campaign and other activities aimed at increasing the public’s understanding of the
justice system, building confidence in the territorial police service, and enhancing citizen
engagement in community safety.
The strategy will also link to an internal communications strategy within “M” Division and to
recruiting-related efforts. The Yukon Police Council will provide advice on the strategy.
“M” Division now has a Director of Organizational Strategy on a 3-year assignment, who will
have overall responsibility for Division communications, including development and
implementation of strategies for community and citizen engagement.
First Nation Relations Advisor
(1.5)
First Nation Relations Advisor (1.5)
Considerations relating to the First Nations Advisor
position are also examined as part of the review of the
Commanding Officer’s First Nations Advisory Committee.
Linkages with the Yukon Police Council, and the national
RCMP Commissioner’s Aboriginal Advisory Committee are
being explored.
That “M” Division establish a
First Nations Relations Advisor
who reports directly to the
Commanding Officer “M”
Division.
Those consulted include: the members of the Commanding Officer’s First Nations Advisory
Committee, the Yukon Deputy Minister of Justice, the CYFN Justice Manager and senior
managers within “M” Division.
During the initial research, concerns were identified with respect to whether an internal RCMP
position would adequately represent all Yukon First Nations, and how the position would relate
to the several sources of community advice and input already available to the Commanding
Officer, including the direct lines of communication that are being strengthened with First
Nation Leadership on an ongoing basis and as individual issues arise. More exploration needs
to be done into models and examples of best practices from other jurisdictions that could be
applied here in Yukon.
Page 22 of 36
Commanding Officer to meet with First Nations
Leadership (1.6)
Over the past year the Commanding Officer has
met with First Nation and Municipal leaders in
many Yukon communities and with CYFN
leadership.
Commanding Officer to meet with First
Nations Leadership (1.6)
That the “M” Division Commanding Officer
meets with leadership of each Yukon First
Nation at least once per year and with all
Yukon First Nation leaders together as
practicable.
The Commanding Officer has met with First Nation
leadership and municipal governments in
communities, including:
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
White River First Nation (Jan 2011)
Carcross Tagish First Nation (March 2011)
Vuntut Gwitchin First Nation (March2011)
Nacho Nyak Dun (April 2011)
Tr’ondek Hwech’in (April & October 2011)
Village of Carmacks- Mayor (May 2011)
Town of Faro Mayor & Council (May 2011)
Little Salmon/Carmacks First Nation (May 2011)
Selkirk First Nation (May & November 2011)
City of Whitehorse- Mayor (May & September 2011)
CYFN Leadership (June 2011)
Village of Haines Junction- Mayor (June 2011)
Village of Teslin- Mayor & Council (November 2011)
Association of Yukon Communities (May 2011)
Ross River Dena Council (May 2011)
Champagne Aishihik First Nation (July 2011)
Liard First Nation (November 2011)
Town of Watson Lake- Council (November 2011)
City of Dawson- Mayor (October 2011)
Kluane First Nation (October 2011)
First Nation of Na-Cho Nyak Dun (November 2011)
Kwanlin Dun First Nation (November 2011)
Teslin Tlingit Council (January 2012)
Ta’an Kwach’an Council (January 2012)
Examples of issues discussed include:
o Issues of interest or concern to community leadership;
o The community relationship with the detachment;
o Detachment participation in community initiatives and events;
o How to make public complaints;
o Priority setting processes and contributing to Annual Performance Plans;
o Participation in Detachment Commander selection, notice of constable relocations;
Page 23 of 36
o Possibilities and considerations around forming Community Advisory Committees;
o Recruiting initiatives, student and First Nations programs and other opportunities for
community members;
o Recruiting and pre-employment preparation to join the RCMP; and,
o Commanding Officer’s First Nations Advisory Committee membership.
Selection of Detachment Commanders & informed of new Members arriving in community
(1.7)
Selection of Detachment Commanders &
“M” Division has adopted new procedures for
informed of new Members arriving in
notifying and consulting with communities
community (1.7)
when members are transferred in and out of
communities.
That “M” Division ensures that First Nations
and municipal leaders are offered the
opportunity to participate in the selection of
In addition, when a Detachment Commander
Detachment Commanders, and are informed
position opens up, the Division works with
and consulted when members are
community leaders in the selection of the new
transferred in and out of a community.
Detachment Commander. At the option of the
community, involvement can range from
providing advice on desirable attributes to participating on a selection committee. These
options are exercised on a community-by-community basis to ensure a good fit. The community
can also choose to leave the selection to the normal RCMP process.
Since the release of Sharing Common Ground, four communities have participated in the
selection of new a Detachment Commander for their community: Faro, Ross River, Watson Lake
and Whitehorse.
Professional standards (2.2)
”M” Division has created a dedicated
Professional Standards (2.2)
Professional Standard position. Emphasis is
being places on values, ethics, harassment
That “M” Division establish a dedicated
prevention and resolving concerns:
regular RCMP member for Professional
o Webinar on mentoring;
Standard duties who will assist the RCMP in
o A professionalism workshop for
providing consistent and thorough
dispatchers in the Operational
investigation of complaints that results in an
improved response to complainants
Communications Centre;
regarding the service provided by the
o Professional Standard
RCMP.
presentations on public complaints,
harassment and code of conduct;
o Trauma and compassion fatigue training through the Northern Institute of Social
Justice;
Page 24 of 36
o Conflict management training;
o Fetal Alcohol Spectrum Disorder (FASD) training for Justice professionals through
the Northern Institute of Social Justice; and,
o Trauma training and core competencies for FASD.
An online Harassment Prevention course is mandatory for all RCMP employees. The
Commanding Officer has introduced regular meetings with managers and supervisors in the
Division, where creating a safe and healthy workplace is a prominent topic. The Commissioner’s
direction on harassment and the encouragement of managers and supervisors to be alert to the
issue and proactive in responding has received ongoing attention and reinforcement.
Northern qualifications and Yukon retention (3.1)
This recommendation strongly links with
recommendation 3.2 the training and
development framework. Implementation will
be staged with recommendation 3.2: for
example, the Forum planned under 3.2 will
provide an opportunity for the working group to
collect information and input regarding skills and
attributes and some focus on northern duty
qualifications and innovative delivery options.
It is anticipated the same working group under
3.2 will continue on with this work.
The working group will schedule discussions with
Yukon First Nations, municipalities and women’s
organizations through forums, while also
working on a regular basis with a smaller
working group.
In the interim, the RCMP has amended the
Letter of Expectations that is provided to all
members seeking to be posted to Yukon in order
to ensure that potential candidates are aware of
expectations relating to community
involvement.
The RCMP is reviewing the duration of postings
to rural community detachments and is in the
process of identifying locations where posting
length can be increased from two years to three
years.
Northern qualifications and Yukon
retention (3.1)
That the Department of Justice and “M”
Division establish a working group that
includes Yukon First Nations, municipalities
and women’s organizations, to review and
make recommendations to the Yukon Police
Council on:
 the desired skills and attributes of
RCMP officers being considered for
selection to Yukon;
 human resources policy related to
recruitment of members interested
in serving in Yukon, including
suitability of cadets for service in
Yukon;
 policies and practices related to
retention of members in Yukon;
 policies around duration of postings
to communities; and
 the feasibility of creating
specialized Northern duty
qualifications, and investing in
members who are interested in
long-term service in the North.
The review should consider issues such as
officer suitability, gender and First Nation
balance, and appropriate relief coverage.
Page 25 of 36
Training and Development Framework (3.2)
A training and development framework
working group has been identified with
representatives from CYFN, Justice, RCMP,
NISJ, Women’s Directorate and a Women’s
Coalition.
The NISJ and “M” Division have prepared a
draft concept paper for creating the Training
and Development Framework, and the
working group will review the draft. A
Training and Development Framework Forum
is under development for 2012 to review and
discuss a draft framework.
The Forum will provide the opportunity for a
facilitated discussion of the draft principles
and components of the draft Framework. The
Forum will include participants from First
Nations, women’s groups, “M” Division,
Department of Justice, and the NISJ.
In order to begin meeting some of the
training needs identified in Recommendation
3.2, a group of “M” Division members, along
with frontline workers from other agencies,
took the Fetal Alcohol Spectrum Disorder
(FASD) Training and the Trauma Training that
was delivered by the NISJ in December 2011.
Training and Development Framework (3.2)
That the Northern Institute of Social Justice, in
consultation with Government of Yukon, “M”
Division, Yukon First Nations and women’s
organizations, develop a training and
development framework for RCMP members
policing in Yukon. The framework should
prepare members to provide policing services
that are appropriate to Yukon citizens and
should include information on:


Yukon history and First Nation culture;
dealing with vulnerable persons,
including those who are acutely
intoxicated, those with mental illness
and those with FASD;
 responding to domestic violence and
sexual assault;
 non-violent communication and deescalation skills;
 respectful communications;
 how to work effectively in high-visibility,
high-impact environments;
 supervisory and leadership training; and
 wilderness training.
The NISJ shall report back to the Yukon Police
Council.
Delivery of the FASD and Trauma Training to other “M” Division members will be phased-in
beginning in spring 2012 and will form some of the training components in the on-going
training and development framework that will be created in response to recommendation 3.2.
Additionally, in response to the need for training about First Nations history and culture, the
NISJ, First Nations Initiatives Department (FNI) at Yukon College, CYFN, RCMP, Justice and
Health and Social Services have been working to develop training to fulfill this important part of
the recommendation. NISJ and FNI have prepared an inventory of programs currently available
at the college, through CYFN, and in the community. The next steps include matching training
needs to training programs, identifying the gaps, and determining whether new or additional
training programs are required.
Page 26 of 36
New RCMP introductions and orientation (3.3)
Community mentors and leaders are being
engaged to create individual community process
and orientation- what are the basic steps that new
“M” Division members need to take when arriving?
What can this look like in each community?
There are strong links to work being done under
recommendation 3.2 the training and
development framework:
New RCMP introductions and
orientation (3.3)
That First Nations and municipal
leaders ensure that members are
introduced to community leaders,
service providers and provided with
an orientation to the community.
This orientation should include
understanding of the community’s
history, First Nation culture and
language, and social context
o There remains a need for members
coming to a community to be oriented
to that specific community, including its traditions and culture, safety on waterways
and other natural hazards in the area;
o In addition, the First Nation Health Commission through CYFN has created a tool- a
Cultural Orientation and Protocols Toolkit- that may help with this recommendation:
and linkages and delivery methods are being explored. Linkages with other agencies
are being explored, such as with Yukon Education who engages new teachers in
orientation activities each September, and other agencies who conduct orientation
for new employees in communities.
In addition, in response to recommendation 3.4, the RCMP has identified people in each
community who are interested in helping the RCMP as Community Mentors, who are also
providing practical orientation to the community. They have been introducing newly arrived
RCMP members to local culture and customs, the land and area waterways and other aspects
of community life.
Discussions with the First Nation Justice Network and other community agencies and
committees will be ongoing in order to develop ways to move this important recommendation
forward over the coming months.
Mentorship Program (3.4)
Mentorship Program (3.4)
Over the past year, “M” Division has sought out
community mentors for new members in each of
its detachments. Local people who have in-depth
knowledge of the area and culture have been
approached to assist and work with police when
they arrive in the community.
That “M” Division develop a
community policing mentorship
program to enable experienced
members to support the
development of others.
The community mentors are currently helping their local members gain knowledge of:
Page 27 of 36



Community culture and customs;
Local and First Nations government; and,
The land and waterways in the area.
The time that new members spend with their community mentors is documented and reported
in the detachment’s Annual Performance Plan. “M” Division management has met with
community mentors whenever the opportunity has been available, to thank them for their
contribution to community safety.
Through their community mentors, RCMP members in the communities have had the
opportunity this year to learn how to skin a moose and go on bison and caribou hunts.
Currently, 29 community mentors are assisting the RCMP in 12 communities. Volunteers
include elders, current or former First Nations and community leaders, members of the
Commanding Officer’s First Nations Advisory Committee, and other interested and respected
citizens. The community mentorship initiative links strongly with recommendation 3.3
(Community Orientation), which, in creating broader engagement with the community, will
greatly expand and enhance what is currently being incorporated with community mentors.
“M” Division has also identified three seasoned northern Detachment Commanders to serve as
mentors to provide guidance and coaching for newer Detachment Commanders. The mentors
are given guidance and assistance from the District Policing Officer and District Advisory NCO
on how best to implement and track the support they provide.
A number of experienced employees in specialized functions have been assigned to provide
mentorship and coaching across the Division:
o A resource with expertise in Annual Performance Plans (APPs) has been identified to
review APPs and share best practices in Detachments throughout the Division. This
individual is also reviewing all Annual Performance Plans to identify opportunities
for improvement;
o A Public Service employee has traveled to Old Crow, Teslin, Carcross and Dawson
City to share her extensive information management knowledge with employees
and update and correct issues arising in Records Management;
o Two Corporals who are known for their success with bootlegging investigations have
shared their investigative experience and knowledge of writing warrants under the
Yukon Liquor Act with other investigators in the communities in collaboration with
the Yukon Liquor Corporation.
Links to recommendation 3.3 (community orientation) will be explored- for example, an
ongoing mentorship process between community and police.
Page 28 of 36
Compassion Fatigue, Vicarious Trauma
and support (3.5)
Compassion Fatigue, Vicarious Trauma and
support (3.5)
Department of Justice Victim Services has
hosted a series of workshops on
compassion fatigue and Vicarious Trauma
over the past year- “M” Division has
participated in these sessions along with
CYFN and others in the Justice field.
That “M” Division review its policies, practices
and programs for identifying and responding to
members who may suffer from compassion
fatigue, vicarious trauma or other related
psychological issues and to ensure that
members have access to the professional
services and support they require.
In addition, “M” Division Training and
Development has been working with NISJ
to pilot a trauma training course and will continue to explore courses of this nature.
This recommendation has strong linkages with recommendation 3.2, the training and
development framework.
Intervention Team (4.3)
Intervention Team (4.3)
That the Department of Justice, Emergency
Medical Services, “M” Division and First Nations
examine the feasibility of creating an
intervention team consisting of a peace officer
and an emergency medical service provider
that would respond to calls for service involving
acutely intoxicated people.
This concept will be further explored in
Summer/Fall 2012
High Risk Individuals (4.4)
In June 2011, the Yukon Prolific Offender
Management program was created. The
Prolific Offender Management program is
aimed at improving public safety by
focusing the efforts of an inter-agency
team on a small offender population who
commits the greatest volume of serious
crime in the community.
High Risk Individuals (4.4)
That the Department of Justice and “M”
Division establish an inter-agency working
group consisting of representatives from the
Women’s Directorate, the Department of
Health and Social Service, Emergency Medical
Services, First Nations, women’s organizations
and Public Prosecutions Service of Canada to
develop a comprehensive strategy for
managing high-risk individuals who are
frequent users and common clients of
government services.
These offenders frequently commit
crimes which victimize Yukon citizens and
have placed a significant burden on
government service providers and the
criminal justice system over the course of their criminal history. Efforts are made to
engage these offenders in the behavior change process necessary for them to stop
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offending, while enhanced supervision of Court ordered conditions by the “M” Division and
a dedicated Probation Officer ensure that the public is protected as much as possible from
any new offending.
The Yukon Prolific Offender Management Team is focused on a group of approximately
twenty clients. Clients have been selected into the program based on a history of frequent
offending, non-compliance with Court conditions, the serious public impact of their
offences and a medium to high risk of re-offending. The Team is comprised of:
 “M” Division RCMP Crime Reduction Coordinator
 Public Prosecution Service of Canada
 Kwanlin Dun First Nation
 Council of Yukon First Nations
 Department of Justice (Offender Supervision and Services, Corrections Branch,
Public Safety and Investigations)
 Correctional Service of Canada – Parole
 Health and Social Services
The Team is committed to improving public safety over the long term while working with
offenders to address their behavior issues and personal needs so they can make healthy and
positive changes in their lives.
Victim Support 24 hour basis (4.5)
That the Departments of Justice and Health and Social Services and First Nations lead an
initiative and collaborate with “M” Division to ensure that citizens in Yukon have access to
emergency victim support and social services on a 24 hour basis.
Victim Support 24 hour basis (4.5)
Department of Justice Victim Services Unit and RCMP Victim Assistance Volunteer Coordinator
are continuing to work clarify current services between the two agencies.
Yukon currently has an exchange of service agreement with Government of BC to provide
VictimLink on a 24 hour basis to Yukon communities. A discussion paper will be developed to
explore the options for 24/7 service.
This recommendation is also connected to the Victims of Crime Strategy and the work of
recommendation 4.1 (framework for responding to domestic violence and sexualized assault)
and recommendation 5.6 (conducting a resource review to assess whether the Division has
adequate resources to address priorities) and the activities RCMP members are expected to
undertake in communities on behalf of other government departments.
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Dialogue and relationship building (5.1)
That the Yukon Police Council, Government of Yukon, “M” Division, First Nations governments,
municipalities and citizens continue the dialogue on policing to foster positive relationships
between the RCMP and citizens towards increasing public confidence in the police service and
reducing crime, including but not limited to these activities planned updates on high-profile
and serious matters;
 creation of an annual gathering to honour citizens who contribute to public safety;
 recognition of RCMP members for outstanding performance in building and
maintaining community relationships;
 invitations to community leaders to attend graduation ceremonies at depot; and
 support of youth programming in the community
Dialogue and relationship building (5.1)
Ongoing dialogue and relationship building is an important component in overall
implementation and in the implementation of each specific recommendation.
“Minister of Justice Public Safety Awards” are currently being developed as an opportunity to
recognize and celebrate citizen and “M” Division involvement in keeping Yukon communities
safe. An event is being planned for later in 2012.
Over the past year, an emphasis has been placed on building relationships among key partners
in implementation, and in continuing the dialogue with community organizations such as a
coalition of women’s organizations and the First Nation Justice Network. “M” Division has
participated in a series of workshops in Watson Lake and Whitehorse organized by the Liard
Aboriginal Women’s Society. The “Together for Justice” workshops seek solutions to
community safety issues in Yukon communities and have resulted in open and positive dialogue
between women, community partners and the RCMP.
In addition, in 2012/13 “M” Division intends to create a position to develop and implement a
youth crime and youth justice work plan.
The Parties will continue to work together on this recommendation with the Yukon Police
Council.
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Increasing the number of women and First
Nation citizens in delivery of policing services
(5.2)
Currently, Yukon does not have a full-time
RCMP pro-active recruiter unlike other
provinces and territories. Over the past year,
the Division’s First Nation policing coordinator
has played a key role in recruiting and the
RCMP Pacific Region recruiting office has been
more active in supporting “M” Division’s
recruiting efforts and national priorities on preemployment and career preparation programs.
Increasing the number of women and
First Nation Citizens in delivery of
policing services (5.2)
That the Department of Justice, “M” Division
and First Nations explore best practices and
innovative methods of increasing the number
of women and First Nations citizens involved
in the delivery of policing services:
 developing a recruitment strategy to
encourage female and First Nations
citizens to enter the RCMP;
 examining the feasibility of establishing a
renewed special constable program,
community safety officer program or
similar initiatives.
The Division’s recruiting efforts will link to the
Career Orientation Program under
development by the Northern Institute of
Social Justice. Recommendation 1.4- Communication and Social Marketing Strategy will present
opportunities for recruitment marketing.
Finally, on a National level, the RCMP have been piloting and evaluating program options these results will inform further work on this recommendation in Yukon
Personal Video devices (5.3)
That “M” Division monitor the
national pilot project on the use
of personal video devices and, if
the project is successful, adopt
the technology for Yukon.
Personal Video devices (5.3)
The National pilot project is ongoing and is being
monitored by RCMP National Headquarters. Further
research is being conducted on technical specifications,
data storage and retention, legal and privacy issues.
“M” Division currently has cameras in the majority of its
patrol cars. The cameras include audio which can be
directed to capture any activity taking place in or around the vehicle. As well, RCMP cell
facilities and interview rooms are subject to video surveillance. Upgrades are ongoing in order
to provide quality images and robust equipment.
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Operational Communications Centre (5.4)
Based on feedback received during the Review, the
Manager of the Operation Communications Center
engaged a consultant to deliver a professionalism
workshop in February 2011 to assist operators in their
direct interactions with the public.
Operational
Communications Centre
(5.4)
That “M” Division examine the
operation of the police
Operational Communications
Centre as it relates to response
to communities and consider
any improvements to make it
more responsive to
communities.
The Manager of the Operation Communications Center
has also been developing outreach materials explaining
the operation of the Operation Communications Center
and its current policies and practices. A presentation on
the Operation Communications Center was provided to
the Commanding Officer’s Yukon First Nations Advisory Committee (COYFNAC) in December,
2011.
“M” Division has drawn on a specialist to improve accountability, service delivery and employee
wellness. A work plan is being implemented and changes are underway to improve supervision,
professionalism and wellness in the police Operational Communication Center. Furthermore, a
strategy including citizen engagement and public information will be developed by “M”
Division.
Community and Restorative Justice
Processes (5.5)
Community and Restorative Justice
Processes (5.5)
That Justice Canada, the Department of Justice,
“M” Division and First Nations review different
approaches to community and aboriginal justice
in order to ensure all communities are offered
the opportunity to implement community and
restorative justice processes.
Currently, there are nine
community based restorative justice projects
supported by a cost-share between Yukon
Departments of Justice and Health and
Social Services, and the Department of
Justice Canada.
These community and restorative justice
projects are developed and run by the community and incorporate culturally relevant
responses and processes, and traditional values and laws with the mainstream justice system
to repair the harm, and help keep members of their community safe.
Community and restorative justice projects are located in eight Yukon communities: Old Crow,
Dawson, Ross River, Haines Junction, Teslin, Carcross, Watson Lake and in Whitehorse- at
Kwanlin Dun First Nation and the Skookum Jim Friendship Center. These community and
restorative justice projects include a variety of delivery methods, including conferencing,
circles, clan based systems, elders boards and committees.
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Representatives from Yukon and Canada support the delivery of restorative justice initiatives by
providing training, support, information sharing and policy development and act as a liaison
between community and other stakeholders and through national forums for discussion on
restorative justice.
Support continues with other Yukon communities in developing restorative justice alternatives.
Further exploration of this recommendation will occur over the coming months.
Resource Review (5.6)
Resource Review (5.6)
As part of the territory’s responsibility for
That “M” Division conduct a resource review to
the administration of justice and to ensure
assess whether the division has adequate
greater financial accountability for the
resources to meet its priorities.
territorial police service under the
Territorial Police Service Agreement
(TPSA), an independent resource review of “M” Division is being undertaken. The objective of
the review is to assess the resources required in the Yukon for a police force that is responsive
to the needs of its citizens, represents best value for money and is flexible and innovative in its
delivery, while maintaining established standards.
The review will examine current program activities; anticipate future resource requirements;
look for innovative solutions and models; which include:
 A detailed socio-economic scan of the policing environment, including demographics,
economy, environmental influences, crime trends and future pressures;
 An inventory of current policing programs and functions and an analysis of the number
and deployment of resources available to deliver them;
 A service delivery visioning exercise that will look at current models of policing delivery,
alternative models seen elsewhere within and outside of Canada and the resource
implications of both current and potential models.
Focus on Northern Policing
(5.7)
That the Northern Institute of
Social Justice develops a
special focus on northern
policing that would provide
research capacity to develop
innovative approaches to
policing in the north.
Focus on Northern Policing (5.7)
“Policing in Northern and Remote Canada”, a national
conference, is in the early stages of planning. It is scheduled
for September 18th – 20th, 2012.
The purpose of this Conference is to explore strategies to
attract and retain police officers with the right skills and
attributes, and to encourage their integration in northern
and remote communities.
The Conference objective is to identify and further develop
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best practices by showcasing initiatives that are effective in northern and remote
environments.
The Conference will bring together law-enforcement and government officials, academics, First
Nations and Aboriginal leaders and local representatives to receive presentations on research
areas that have been completed or are underway as well as identify research gaps and
priorities.
Official Languages Act (5.8)
Official Languages Act (5.8)
“M” Division received the results and recommendations of
an Official Languages Audit and is adopting compliance
measures, including:
 “M” Division is consistently issuing bilingual news
releases and public documents;
 “M” Division has identified bilingual staff members
who can act as spokespersons;
 “M” Division Members have reviewed materials which
remind them of their bilingual obligations; and,
 “M” Division has addressed issues related to signage.
That “M” Division review its
services to the Francophone
community in order to ensure
compliance with the federal
Official Languages Act.
Furthermore, “M” Division recognizes the importance of building relationships with the Yukon
francophone community and have taken steps to strengthen these ties- for example, a senior
member of the Division attend the AGM of L’Assocation Franco Yukonnaise.
Roster of CPC Observers (6.3)
Roster of CPC Observers (6.3)
That the Yukon Police Council work
with the Commission for Public
Complaints (CPC) to develop a roster
of Yukon citizens who would be
available to act as CPC observers when
the CPC is called in.
An options paper will be developed which will outline
the role of CPC Observers, identify when they might be
engaged, consider the operational viability, and
options.
This recommendation also links to recommendation
6.1 (ASIRT), where a community liaison/observer
appointment is within the framework agreement with
Alberta.
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Meet with Leadership (7.1)
That on receipt of the report the Minister of Justice shall meet with Yukon First Nation leaders to
review its recommendations and receive their input into the development of the implementation
strategy.
Meet with Leadership (7.1)
In February 2011, the Minister of Justice met with First Nation leadership to discuss the Sharing
Common Ground Final Report and next steps; the meeting resulted in agreement on priorities
for implementation and a working group to guide implementation that included
representatives from Kwanlin Dun First Nation and CYFN. This working group continues to
meet.
Implementation Strategy (7.2)
That the Minister of Justice, in consultation with “M” Division, Yukon First Nations, municipalities
and women’s organizations and service providers, prepare an implementation strategy for how to
respond to the recommendations in the Report.
Implementation Strategy (7.2)
Following receipt of the report, the Minister of Justice directed the Department of Justice to
begin implementation of the priority recommendations. This work is well underway, and a
number of partners are engaged on these and other recommendations. The implementation
working group has moved forward with responding to the recommendations in a collaborative
manner. Various women’s organizations have contributed, local governments have
participated in choosing their Detachment Commanders, and the Commanding Officer has met
with almost all First Nation leaders.
Progress Report (7.3)
That one year following receipt of the report, the Minister of Justice table a report annually in the
Yukon Legislative Assembly and with Yukon First Nation leadership on progress in implementation
of the recommendations of the Report, and that this report also be submitted to the RCMP National
Aboriginal Policing Services Branch and the Commissioner of the RCMP.
Progress Report (7.3)
This report represents the progress to date on the implementation of Sharing Common Ground
recommendations. It will be tabled in the Yukon Legislative Assembly and with Yukon First
Nation leadership and will also be submitted to the Public Safety Canada National Aboriginal
Policing Services Branch and the Commissioner of the RCMP.
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