Overall, we found some key problems with the implementation of this plan: first and foremost, they developed a strategy but didn't put into practice or develop what it was going to cost, how exactly they were going to do it, or how they would make sure it was getting done. In other words—I know we'll use performance audit-speak—they needed a performance measurement framework in order to know that the strategy was being implemented as intended and that it was working, or if it wasn't, that they could course-correct accordingly. I will add that in the strategy, they made an explicit commitment that putting in place a performance measurement framework was one of their goals. Unfortunately, that hasn't yet come to pass. From a management perspective, those are the very first things: what's our business plan and how are we going to monitor to make sure it's working?
If we put that aside, we also found that there are challenges across divisions in terms of consistency around the policies to support members' mental health. This is particularly important for us to understand, because, as you know, with the RCMP, members can be transferred from division to division. It's really important that they understand that they're going to have consistency of support, because a lack of support can obviously have an impact on their career outcomes. That's also something that we found was problematic.