Ladies and gentlemen, I appreciate the opportunity to appear before you today to clarify the issues of concern in relation to the RCMP pension and insurance plans. In particular, I would like to thank the MP from Etobicoke Centre, Borys Wrzesnewskyj, who has taken the time to read between the lines of the OAG report and uncover the real story. His persistence and dedication to justice have been extremely helpful to allow this story to be told and are a great service to the citizens of Canada.
Before I address these issues, I feel it's important to briefly explain my role within the RCMP. I have been retired for over two years, after 35 years' service. During the last 10 years, I was a full-time elected staff relations representative for the members of RCMP national headquarters. I represented all ranks and levels, including management. Staff relations representatives perform duties similar to those carried out by unions and associations.
I first became aware of the serious wrongdoings concerning the outsource of the RCMP pension and insurance plan in early 2003 and other related wrongdoings by senior executive-level employees of the RCMP as far back as 2001, which are related to the whole story we're about to hear today. While trying to expose these wrongdoings, which were both criminal and code of conduct violations, I had face-to-face meetings with and produced written complaints up to and including Commissioner Zaccardelli. To my disappointment, I was met with inaction, delays, roadblocks, obstruction, and lies. The person who orchestrated most of this cover-up was Commissioner Zaccardelli. In retrospect, I failed in my attempt to rectify the wrongdoings, in my belief that the internal processes under the RCMP Act and related policies would do the job. I now know this to be untrue, after six years of trying. I've exhausted every process available, and now you, the lawmakers, are my last resort.
Several years ago I was advised by senior RCMP members, including the ethics advisor, who was also the integrity officer for the RCMP, that I would have to go outside the RCMP to resolve this matter, and they were correct. It is painfully clear that the RCMP could have nipped this in the bud back in 2001. However, management override of our processes has led us to your door and has tarnished the reputation of the RCMP. The processes of internal investigations require change. This is a long and complicated story. There were hundreds of allegations of wrongdoings recorded in the investigation reports. In fact, there were so many violations by Dominic Crupi, they could not be included in the 40-page summary.
I realize there are procedural and time limits. Therefore, I wish to be very strategic in my evidence. I do not intend to deal with minor details of the investigation or to re-open the investigation. We've missed those opportunities. I do wish to identify why this whole process has failed and offer solutions to prevent it from happening again. I will address the issues of which I have direct knowledge and documentation. I can relate 11 critical actions or omissions by Commissioner Zaccardelli and others that led to these failed investigations. I hope more details will emerge through your questions.
A culture was created by several senior executives where it became very dangerous for employees to report wrongdoings. The risk to their careers and financial well-being was high. On the other hand, wrongdoers were protected by these senior executives and supported by Commissioner Zaccardelli. This culture exists today, since some of these senior executives are still in place. But I wish to emphasize that the RCMP is not rotten to the core. The rot exists only within a small group of senior executives. Some are gone. Some have left recently. Some still remain. The good employees are still suffering emotionally, financially, and career-wise, while the wrongdoers are back on the job reaping benefits.
How did this whole process fail?
First, lateral-entry executives were brought into the RCMP to manage human resources, finance, and strategic direction. Some of these key individuals demonstrated substandard values and lacked the integrity expected of members of the RCMP. When these executives were found committing wrongdoings, they were protected by Commissioner Zaccardelli rather than punished.
Secondly, the senior executives of the RCMP have delegated authority, under the RCMP Act, for internal investigations and discipline. They determine if an investigation should be initiated, who conducts the investigation, who's to be charged, the type of discipline, and finally, they're involved in the appeal process. It's totally internal. Therefore, when allegations of wrongdoing are made against the senior executives, they are in a conflict of interest. The potential or even the perception of cover-up is real.
I have three recommendations.
One, an independent, external body or individual should be appointed to handle all allegations of criminal activity or violations of the RCMP Act when the subjects of the allegations are senior executives of the RCMP.
Two, all funds owing to the RCMP pension plan should be returned immediately. It was noted in the OAG report that hundreds of thousands of dollars are still unrecovered. Deputy Commissioner Gauvin indicated that only transactions of more than $50,000 were reviewed. All transactions should be reviewed.
Three, the OAG report, in paragraph 9.51, recommended that the RCMP develop charging principles for its insurance plans and review the amounts charged for outsourcing insurance plan administration according to these principles. This is very important: as long as Deputy Commissioner Gauvin is in charge of finance for the RCMP, there will be a conflict of interest, since he was accountable for the violations in the first place. An independent evaluation is required.
Thank you very much. I would like to table the documents that will support my allegations today, along with a longer version of my opening statement, which I prepared because I didn't think I'd get the full story in.
Thank you very much.