Our caucus has made submissions time and time again in relation to the process: criticism of the process, suggested amendment of the process.... For me, this goes back to...I believe the first working group that I personally attended was six months after the policy was introduced—a meeting in Winnipeg. I said, this is not going to work for our members because there is the absence of participation without prejudice, if I can put it this way. They were worried about it. They said, if I participate and look for a resolve, then the gorilla is going to come into the room with the code of conduct and whack me, so I'm just going to sit back and protect my interests.
Now, that wasn't always the case, but that was always the elephant in the room. How do we deal with that? There was a collision of two policies: ours in relation to the code of conduct and Treasury Board's in relation to resolution.
Hopefully we will be able to sit down once there is royal assent and the commissioner decides to build—and he will have to build—a policy around harassment. In our organizational response to it, we'll be able to sit down and develop something that's meaningful given the uniqueness of our organization and the context of the broader public service. One thing that we'll take into consideration is our organizational needs. That would include training: awareness training—a meaningful awareness training program.
We live in an environment in policing where there are dark moments that you don't necessarily see in other clinical environments. There has to be an awareness created of harassment, of the sensitivities of others. That's all something positive that we look forward to, because we haven't been satisfied with what was there in the past.