olympic water polo Evaluation of the Cadet Recruitment Allowance CRA

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Royal Canadian Mounted PoliceTable of contents 1. Executive summary 2. Background and program description 2.1 and scope of the evaluation 2.2 and approach 2.3 3. Findings 3.1 3.2 3.3 3.4 3.5 barriers 3.6 and recovery 4. Conclusion 5. Management response and action plan 5.1 response 5.2 action plan Appendices Acronyms and definitions CAPC Corporate Accounting, Policy Control CHRO Chief Human Resources Officer CO Commanding Officer CRA Cadet Recruitment Allowance Depot RCMP Cadet Training Academy EPS Edmonton Police Service HRMIS Human Resource Management Information System HRP Halifax Regional Police NCS National Compensation Services NHQ National Headquarters NRP National Recruiting Program NRS National Recruiting Strategy NSP National Staffing Program OPP Ontario Provincial Police RCMP Royal Canadian Mounted Police RM Regular Member SPVM Service de Police de la Ville de Montral TEAM Total Expenditures and Asset Management System TPS Toronto Police Service SQ Sret du Qubec VPD Vancouver Police Department WPS Winnipeg Police Service 1. Executive summary The Cadet Recruitment Allowance (CRA) was launched in a five year pilot project. Its objective was to supplement the Royal Canadian Mounted Police’s (RCMP) overall National Recruiting Strategy (NRS) by offering Cadets a allowance during the they were enrolled in the Cadet Training Program at the RCMP Cadet Training Academy (“Depot”) in Regina, Saskatchewan. Evaluators examined CRA related documents, literature, and data; conducted surveys with Cadets and Regular Members (RM) who benefited from the allowance as well as some who went to Depot before the CRA was implemented; and conducted interviews and focus groups with Cadets, Recruiters, and RCMP personnel from various parts of Canada.

What we found and what was recommended: The RCMP needs to ensure it is a competitive employer in the Canadian policing universe, especially in Western Canada where the RCMP draws half of its’ recruits, and where other police services’ Cadets are often full time, salaried employees. Since the introduction of the CRA in the RCMP has largely met its overall recruiting targets. From the perspective of age, ethnicity and gender, the profile of applicants has been relatively unchanged since implementation of the allowance. CRA recipients were divided over whether it influenced their decision to apply to the RCMP. The CRA plays a role in enabling successful applicants to attend Depot. Half of recruits who received the allowance indicated that they would not, or may not, have attended without it. Most Cadets left behind full time jobs that paid more than they earned as Cadets. The CRA has decreased financial barriers to attending Depot and has reduced the financial stress level of Cadets, especially those over the age of those with children, or those with financial obligations. RMs who went through Depot without the CRA were more likely to have taken on debt, depleted savings, or to have been receiving money from their families. The CRA has been paid in accordance with documented procedures and rules. There are consistent processes for identifying Cadets and Probationary Members who do not complete their commitments, and repayment orders are being issued in accordance with the CRA’s intent. There are procedural inconsistencies and policy gaps related to the creation of accounts receivables for CRA repayment orders, the collection of interest in cases where the debt is not repaid immediately, and in the sending of derelict accounts for collection.

A process should be developed to periodically revisit the amount of financial support offered to Cadets that gives due consideration to changes in the labour market, the needs of Cadets, and the RCMP’s ability to pay. Recommendation 3:

The financial policies, processes, roles and responsibilities governing the repayment of the allowance should be strengthened, clarified and documented. 2. Background and program description In the mid difficult labour market conditions, an unusually high rate of retirements, and an increased demand for policing services were contributing to a shortage of officers for the RCMP and for other police forces across Canada. In its effort to attract and recruit new Members, the RCMP was competing with other law enforcement agencies for the same pool of qualified applicants, at a time when only of indicated a “strong interest” in pursuing a career in policing.

As a result, a National Recruiting Strategy (NRS) comprising an investment of was established for order to address the significant shortfall of personnel and the “unsustainable number of vacancies.” The NRS was a two year initiative that involved targeted advertising, the promotion of the RCMP at colleges, universities and career fairs by Regular Members working full time as Proactive Recruiters, the introduction of lateral entries options for experienced officers from other police forces, as well as process changes that were credited with shortening application wait times. While these efforts did, to some extent reduce vacancy levels, the RCMP still fell short of their recruitment target in To supplement the NRS, the RCMP launched the CRA in a five year pilot project. Its objective was to increase the number of recruits by offering Cadets a allowance while they completed the Cadet Training Program at the RCMP Cadet Training Academy (“Depot”) in Regina, Saskatchewan. Cadets attend Depot tuition free, and are provided with room and board, uniforms, and equipment, training, medical and dental insurance for themselves and their families (including prescription drugs), life insurance, and travel to and from Depot. By offering a weekly allowance in addition to these benefits, the RCMP hoped to reduce financial barriers for qualified applicants, and increase its competitiveness vis vis other Canadian police forces, some of which were hiring Cadets as salaried employees. The cost of the allowance each year is proportional to the number of Cadets the RCMP recruits and trains. The targeted number of recruits is determined by the RM Demand Model, an annual exercise that considers provincial/territorial and municipal contract commitments, vacancies and attrition rates. Between number of recruits needed in any given year ranged from the CRA was paid to an average of each year for an average annual cost of The total cost of the CRA during this period was in support of (see Table

Table Cadet Recruitment Allowance Spending and Recipients Footnote 2 2008 09 2009 10 2010 11 2011 12 2012 13 2013 14 2014 15 Avg. Total CRA Distributed ($M) $15.4 $14.3 $6.2 $6.5 $4.9 $4.7 $9.3 $8.8 $61.4 CRA Recipients 2,005 1,933 894 860 637 579 1,121 1,147 8,029 (Source: Royal Canadian Mounted Police: Human Resources Sector. “Cadet Recruitment Allowance Review Royal Canadian Mounted Police: Human Resources Sector. First, if a Cadet requires supplementary weeks of training, an additional be allotted for each additional week. Second, if a Cadet fails to complete the Cadet Training Program, or an RM fails to complete their two year probationary period, and the circumstances are deemed to be within his/her control, the full value of any CRA paid may be recovered. The NRP is responsible for coordinating the development, implementation, maintenance, and communication of CRA policies, as well as the preparation of reports to satisfy Treasury Board conditions for the allowance. The NRP collects CRA performance data from both Depot and the National Staffing Program (NSP). Pay Operations at Depot is responsible to inform cadets of their entitlement and obligations related to the CRA, ensure payment of CRA and, when directed by the Commanding Officer of Depot, to recover CRA from cadets. Pay Operations at NHQ initiates action to recover CRA from probationary RMs as directed by Divisional Commanding Officers (CO). Pay Operations (at both Depot and NHQ) also collects and reports performance related data to the NRP. 2.1 and scope of the evaluation The objective of the evaluation was to assess the relevance and performance of the CRA in accordance with Treasury Board Policy on Evaluation (2009). This included the assessment of the allowance’s impact on RCMP recruiting, the reduction of the financial barriers to becoming an RCMP Member, and its impact in enhancing diversity through the recruiting process.

The scope of the evaluation aligns with the CRA Performance Measurement Strategy implemented in and the RCMP’s to provide an evaluation of the impact the CRA has had since its inception in the context of the RCMP’s over arching Recruitment Strategy. In accordance with the Treasury Board Policy on Results (2016) which superseded the Policy on Evaluation, a risk based approach was employed in evaluating key components of the CRA.

2.2 and approach The data collection and research were conducted under the Board Secretariat Policy on Evaluation, Directive on Evaluation Function, and Standard on Evaluation for the Government of Canada; while the report has been prepared in accordance with the requirements of the Policy on Results. Qualitative and quantitative information was used to develop findings and recommendations for improvement, and to help inform senior management decision making. The following lines of evidence were used to assess the relevance, effectiveness, and efficiency of the CRA:

Surveys: Two parallel surveys were conducted, one with Cadets at Depot the other with RMs. The surveys captured quantifiable responses to a number of key questions relevant to determining the CRA’s relevance and effectiveness. Cadets completed a paper based survey in class the week of February while the RM survey was disseminated by email to RMs who were sworn in between April January The surveys were essentially the same; RMs were asked to reflect back on their experiences as Cadets, and Cadets were asked about their current experiences. A total of were completed by Cadets (response rate close to and were completed by RMs (response rate of Importantly, the survey was sent both to RMs who went to Depot prior to the CRA and to those who attended Depot after the CRA was implemented. This allowed comparative analysis of the differences between those who received the Allowance and those who did not. Focus groups: To better understand the nuances and context around the data collected in the surveys, two focus groups were conducted with Cadets at Depot in The focus groups also gave Evaluators an opportunity to speak directly to Cadets to ensure that their issues and perspectives were acknowledged and considered. Document review: Internal documentation and secondary research was examined, including Departmental Performance Reports, Reports on Plans and Priorities, performance related reports, reviews, operational documentation, policies and media reports. Data analysis: Data from the Human Resource Management Information System (HRMIS), RM Applicant Status Reports, attrition data tracked by Depot Division, and financial data from the Total Expenditures and Asset Management System (TEAM) was analysed to inform the evaluation about the efficiency, effectiveness, and economy of the program. Where possible and appropriate, HRMIS numbers were cross referenced to data from alternate sources. Interviews: To garner perspective on the efficacy of the CRA, in person and telephone interviews were conducted with four senior executives, four Depot personnel, and nine Proactive Recruiters from British Columbia, Alberta, Saskatchewan, Manitoba, Nunavut, Ontario, Qubec, Nova Scotia, and Newfoundland and Labrador. 2.3 The key limitations of this evaluation were the inability to access financial information about Cadets or applicants collected at various points in the recruitment and training processes, the inability to seek input directly from individuals who may have considered a career with the RCMP but ultimately chose not to apply or chose to pursue a policing career elsewhere, and the lack of a single responsibility centre charged with coordinating, compiling and analyzing CRA related data in support of ongoing management or performance measurement. Responsibility for tracking CRA related data is distributed across a number of groups within the RCMP, and there is currently no one group responsible for compiling and reconciling key pieces on information.

3. Findings

3.1 Finding The RCMP needs to ensure it is a competitive employer in the Canadian policing universe, especially in Western Canada where the RCMP draws half of its’ recruits, and where other police services’ Cadets are often full time, salaried employees. In Ontario and Western Canada, Cadets are typically hired at the beginning of their training as salaried employees. In Quebec and Eastern Canada, Cadets are typically required to pay for their own training prior to being hired. In offering a allowance to Cadets, the RCMP’s intention was to be competitive without being unnecessarily generous.
olympic water polo Evaluation of the Cadet Recruitment Allowance CRA

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