# Royal Canadian Mounted Police’s 2026–27 Departmental Plan

## On this page

- At a glance
- From the Minister
- Plans to deliver on core responsibilities and internal services
  - Core responsibility 1: Federal Policing
  - Core responsibility 2: National Specialized Services
  - Core responsibility 3: Indigenous, Provincial, Territorial and Municipal Policing
  - Internal services
- Department-wide considerations
  - Related Government Priorities
  - Key Risks
  - Gender-based Analysis Plus
- Planned spending and human resources
  - Spending
  - Funding
  - Future-oriented condensed statement of operations
  - Human resources
- Supplementary information tables
- Federal tax expenditures
- Corporate information
- Definitions

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Copyright information

Departmental Plan 2026–2027

© His Majesty the King in Right of Canada, as represented by the Minister of Public Safety, 2026
ISSN: 2371–6282
Catalogue PS61–33E-PDF

List of acronyms and abbreviations

CAFC
  Canadian Anti-Fraud Centre
GBA Plus
  Gender-based Analysis Plus
NC3
  National Cybercrime Coordination Unit
RCMP
  Royal Canadian Mounted Police
AI
  Artificial Intelligence
FIFA
  Fédération Internationale de Football Association
DRR
  Departmental Results Report
GC
  Government of Canada
IM/IT
  Information Management/Information Technology
PEO
  Professional Ethics Office

List of charts

- Chart 1: Approved funding (statutory and voted) over a six-year period

List of tables

- Table 1: Canada and Canadian interests are safe and secure against serious and complex criminal threats
- Table 2: Canada’s most fundamental democratic and social institutions are secured through ensuring the safety and security of protected persons, sites, and government-led events
- Table 3: Planned resources to achieve results for Federal Policing
- Table 4: Modern specialized police services and technologies support law enforcement and the public
- Table 5: Planned resources to achieve results for National Specialized Services
- Table 6: The RCMP provides effective contract policing services
- Table 7: The RCMP provides policing services that meet the unique cultural needs of Indigenous communities
- Table 8: Planned resources to achieve results for Indigenous, Provincial, Territorial and Municipal Policing
- Table 9: Planned resources to achieve results for internal services this year
- Table 10: Percentage of contracts planned and awarded to Indigenous businesses
- Table 11: Three-year spending summary for core responsibilities and internal services (dollars)
- Table 12: Planned three-year spending on core responsibilities and internal services (dollars)
- Table 13: Budgetary gross and net planned spending summary (dollars)
- Table 14: Future-oriented condensed statement of operations for the year ended March 31, 2026 (dollars)
- Table 15: Actual human resources for core responsibilities and internal services
- Table 16: Human resources planning summary for core responsibilities and internal services

## At a glance

This departmental plan details the RCMP’s priorities, plans and associated costs for the upcoming three fiscal years.

These plans align with the priorities outlined in the RCMP’s Mandate Letters, as well as the Vision, mission, raison d’être and operating context.

### Key priorities

The RCMP identified the following key priorities for 2026–27:

- Recruiting and retaining a skilled and diverse workforce
- Ensuring a healthy and inclusive culture
- Supporting excellence in operations

### Comprehensive Expenditure Review

The government is committed to restraining the growth of day-to-day operational spending to make investments that will grow the economy and benefit Canadians.

As part of meeting this commitment, the RCMP is planning the following spending reductions:

- 2026–27: $39,201,000
- 2027–28: $42,901,000
- 2028–29: $50,801,000

It is anticipated that these spending reductions will involve a decrease of 173 full-time equivalents by 2028–29.

The RCMP will achieve these reductions by doing the following:

- creating efficiencies at National Headquarters by centralizing, restructuring and right-sizing key national and administrative functions
- reducing health benefit costs associated to RCMP members using cannabis for medical purposes
- making amendments to modify the escalation formula of the Disability Pension to reflect the Consumer Price Index

The figures in this departmental plan reflect these reductions.

### Highlights for RCMP in 2026–27

The RCMP will take bold steps to strengthen its recruitment and training capacity by graduating more cadets and expanding troops. A cornerstone of this effort is the Next Generation Induction Training and Development Program, which reimagines onboarding and modernizes the living and learning environment, marking the most significant change in training in over 30 years. At the same time, improvements to the application process, including regional suitability teams and new technologies, will reduce processing times and create a more positive experience for applicants. Recruitment will focus on attracting diverse talent from across Canada, including Indigenous peoples, women, and individuals from varied linguistic and cultural backgrounds, while progress will be monitored and reported through the National Recruitment Strategy.

The RCMP will build trust, strengthen accountability, and renew workplace culture, to promote a healthy and inclusive culture. The RCMP has centralized strategic policy and transformation at National Headquarters to ensure consistent, evidence-based decisions, while implementing workplace culture strategies that include a performance measurement framework and guiding change across four key culture priorities. This path also advances diversity and inclusion through initiatives like expanding Canada’s Women in National Security network, incorporating an Indigenous lens into Canadian Police College training, and designing outreach to better include underrepresented voices in feedback systems. At the same time, the RCMP is acting on calls for change by modernizing federal policing, supporting contract policing transitions, and implementing recommendations from the Mass Casualty Commission and the Bastarache Report in collaboration with victims’ families and policing partners. Through transparent reporting and meaningful engagement, the RCMP aims to demonstrate that accountability and inclusion are not just commitments—they are the foundation for a stronger, more trusted RCMP.

Operationally, the RCMP will maintain a focus on border safety to prevent and disrupt transnational criminal activities that threaten security. Integrity operations at regional borders will receive enhanced support through trained personnel and standards for using and maintaining protective technology. The RCMP is preparing to adopt artificial intelligence to streamline and improve service delivery, including reviewing Axon’s draft One AI tool, which aims to increase productivity by creating initial draft reports from audio transcripts of body-worn video. Additionally starting in 2026–27 the RCMP will bolster its ranks with 1,000 new personnel focusing on Federal Policing initiatives to enhance intelligence and investigative capacity and international cooperation when combatting financial and cybercrime. This work will include delivery of specialized training, technical assistance, and knowledge-sharing programs with partner nations and institutions to improve investigative effectiveness and organizational resilience.

In 2026–27, total planned spending (including internal services) for the RCMP is $6,286,720,991 and total planned full-time equivalent staff (including internal services) is 33,834.

#### Summary of planned results

The following provides a summary of the results the department plans to achieve in 2026–27 under its main areas of activity, called “core responsibilities.”

- Core responsibility 1: Federal Policing

  Federal Policing addresses the most serious and complex criminal threats to the safety and security of Canadians and Canadian interests, including democratic institutions, economic integrity, and physical and cyber infrastructure. Through Federal Policing, the RCMP prevents, detects, and investigates national security, cyber-crime, and transnational and serious organized crime, including financial crime. In addition, it enforces federal statutes, conducts international policing activities, and upholds Canada’s border integrity and the security of significant government-led events, designated officials and dignitaries. Highlights of our 2026–27 plans include:

  - enhance border integrity and international partnerships to prevent transnational criminal threats and safeguard Canada’s sovereignty and economic security
  - deliver targeted education and training on foreign actor interference to key security stakeholders, in line with Recommendation 36 of the Public Inquiry into foreign interference to protect Canada’s democratic processes and critical infrastructures
  - continue to deter and identify criminal and terrorist threats in airports and on select Canadian registered aircraft worldwide through the work of the Canadian Air Carrier Protective Program
  - collaborate with internal and external partners to collect and develop intelligence on high-priority criminal threats, including individuals and organizations involved in criminal activities with a Nexus card to Canada
  - collaborate with FIFA representatives from the Vancouver and Toronto Police, along with the North American Aerospace Defense Command, the Canadian Armed Forces, Transport Canada, and the Canada Border Services Agency, to support planning and ensure policing partners are trained and prepared
  - begin onboarding 1,000 new employees over the next four years
  - Planned spending: $1,464,946,152
  - Planned human resources: 5,470

  More information about Federal Policing can be found in the full plan.

- Core responsibility 2: National Specialized Services

  Externally, the RCMP provides specialized and technical services to all Canadian law enforcement agencies, which include advanced training for law enforcement; national criminal data repositories; firearms regulation and licensing; and investigative tools and services, including forensics, identification, firearms and child exploitation. Internally, a diverse range of technical services are also provided to advance RCMP operations and investigations, such as the collection of digital evidence and cybercrime intelligence, the delivery of policing information technology tools, and the implementation of departmental and personnel security standards. Highlights of our 2026–27 plans include:

  - evaluate the potential use of RapidDNA profiling to leverage DNA analysis technologies to help the National DNA Data Bank’s humanitarian identification capabilities
  - improve the licensing system with the new Canadian Firearms Digital Services Solution to allow clients renew licenses providing the Chief Firearms Officers the ability to manage licence lifecycles mor effectively
  - enhance opportunities for police services across Canada to access specialized skills and leadership development through modernized course content and customized learning options
  - deliver focused content shaped by Indigenous Elder guidance and Indigenous led approaches to strengthen communication with Indigenous survivors and build trust
  - provide specialized investigate units to support domestic and international efforts in identifying victims of child sexual exploitation, and reduce children’s vulnerability to sexual exploitation
  - advance efforts to recruit and retain a skilled and diverse workforce by enhancing RCMP capabilities to access and navigate the digital environment to support investigative and operational objectives
  - Planned spending: $614,294,853
  - Planned human resources: 2,901

  More information about National Specialized Services can be found in the full plan.

- Core responsibility 3: Indigenous, Provincial, Territorial and Municipal Policing

  Under the Police Service Agreements, the RCMP provides policing services to the provinces (except Ontario and Quebec) and territories, as well as municipalities and Indigenous communities including through the First Nations and Inuit Policing Program. These services include the general administration of justice, consisting of the preservation of the peace, prevention of crime, and fulfilment of all duties as outlined under the laws of Canada or the laws of respective provinces and territories. Highlights of our 2026–27 plans include:

  - advance culturally responsiveness public safety by integrating Indigenous, diversity, and GBA Plus lenses into policies, training, and emergency preparedness
  - improve reconciliation through strengthening Indigenous Policing Services, building respectful relationships with First Nations, Inuit and Métis communities, and implementing the RCMP National Pathway
  - develop resources for frontline members and communities to respond to hate crime incidents as part of the Safer Spaces Project to strengthen Canada’s justice and public safety systems towards violence and hate crimes
  - deliver enhanced training activities with a focus on tactical excellence, co-developed across divisions and implement a performance framework to measure the impact of the training on divisional outcomes
  - deliver training sessions in partnership with Justice Canada to frontline officers focused on Youth Criminal Justice Act
  - continue to review Axon’s Draft One AI tool to increase productivity by generating initial draft occurrence reports from audio transcripts of body-worn video
  - Planned spending: $3,130,828,189
  - Planned human resources: 19,464

  More information about Indigenous, Provincial, Territorial and Municipal Policing can be found in the full plan.

For complete information on the RCMP’s total planned spending and human resources, read the Planned spending and human resources section of the full plan.

## From the Minister

As Canada's Minister of Public Safety, I am pleased to present the Royal Canadian Mounted Police's (RCMP) Departmental Plan for the 2026–27 fiscal year.

The Government of Canada relies on a strong, non partisan public sector to protect our democratic institutions and deliver real results for people in Canada. As Canada’s national police service, the RCMP is dedicated to safeguarding communities, supporting national security, and upholding Canada’s sovereignty. The RCMP’s 2026–27 Departmental Plan sets out a clear, disciplined agenda to strengthen operational capacity, modernize how we work, and report transparently on outcomes.

The RCMP is concentrating its efforts where they matter most. The RCMP will hire 1,000 personnel and deploy resources to priority requirements—suppressing financial crime, disrupting money laundering, and combating serious and organized crime. We will reinforce border integrity and cybercrime response through targeted, multi year investments and deeper collaboration with partners, including the Canada Border Services Agency, the Canadian Security Intelligence Service, and international counterparts such as the United States Border Patrol, INTERPOL, and Ameripol. The RCMP will also support major events, including the FIFA World Cup 2026, and continue to provide security for protected persons and government led events.

Canadians expect timely, effective services, and frontline members need enabling systems that keep pace with a fast changing environment. In 2026–27, the RCMP will increase the cadet recruitment allowance to attract and retain qualified and diverse candidates during recruit training. The RCMP will also streamline recruitment, training, procurement, and operational supports to ensure the organization is fully staffed, simplify and accelerate processes, speed up delivery where it is needed most, and to maintain the safeguards essential to public trust.

The RCMP is strengthening performance, transparency, and value for money. In 2026–27, the RCMP will continue significant investments—under budget 2025 Protecting Canada’s sovereignty and security section totalling $1.7 billion— strengthen the organisation`s response to a wide range of threats related to transnational organised crime, financial crimes and money laundering, while enhancing its intelligence and national security capacity.

In parallel, the RCMP will realign its organizational structure, governance, and resource deployment to ensure these investments translate into sustained operational capacity, clearer accountability, and improved service delivery across jurisdictions. Complementing broader Government investments to protect and strengthen Canada’s sovereignty, we will report clearly on results, outcomes, and the impact of these resources.

Listening makes the RCMP better, and diverse perspectives improve decisions. The RCMP is committed to regaining and growing trust by strengthening relationships with First Nations, Inuit, and Métis Peoples, and by engaging communities and employees. The RCMP is expanding equity evaluations to better understand experiences and career development opportunities for equity seeking groups and advancing Reconciliation through initiatives such as the Indigenous Peoples Atlas of Canada Giant Floor Map Exercise and Learning Truth and Leading Reconciliation sessions.

Above all, RCMP employees are proud to serve. The RCMP will continue to prioritize protecting Canadian sovereignty and keeping people in Canada safe and secure. I invite you to read the 2026–27 Departmental Plan for more information on their priorities and expected results and look forward to working with RCMP employees and partners across Canada and abroad to deliver on these commitments.

The Honourable Gary Anandasangaree, P.C., K.C., M.P.

Minister of Public Safety

## Plans to deliver on core responsibilities and internal services

### Core responsibilities and internal services

- Core responsibility 1: Federal Policing
- Core responsibility 2: National Specialized Services
- Core responsibility 3: Indigenous, Provincial, Territorial and Municipal Policing
- Internal services

### Core responsibility 1: Federal Policing

In this section

- Description
- Quality of life impacts
- Indicators, results and targets
- Plans to achieve results
- Planned resources to achieve results
- Program inventory
- Summary of changes to reporting framework since last year

#### Description

Federal Policing addresses the most serious and complex criminal threats to the safety and security of Canadians and Canadian interests, including democratic institutions, economic integrity, and physical and cyber infrastructure. Through Federal Policing, the RCMP prevents, detects, and investigates national security, cyber-crime, and transnational and serious organized crime, including financial crime. In addition, it enforces federal statutes, conducts international policing activities, and upholds Canada’s border integrity and the security of significant government-led events, designated officials and dignitaries.

#### Quality of life impacts

Federal Policing contributes meaningfully to the Prosperity and Good Governance pillars of the Quality of Life Framework for Canada. Through its mandate, Federal Policing helps safeguard the conditions that allow Canadians to thrive economically, socially, and institutionally and will:

- address national security threats to protect the safety and security of individuals, communities, and Canada’s democratic institutions
- combat cybercrime to foster a safer digital environment, supporting economic security, financial well-being, and protecting vulnerable populations
- reinforce intelligence and data capabilities to enhance evidence-based decision-making, operational effectiveness, and ability to anticipate and respond to emerging criminal threats
- combat corruption and financial crimes to promote economic stability and protect Canadians and businesses from financial harm
- contribute to economic resilience by protecting Canada’s financial systems, trade infrastructure, and digital economy from criminal exploitation
- detect and deter foreign states from advancing interests in Canada, including transnational repression and threats to democratic processes and institutions, reinforcing public trust and confidence
- target transnational and serious organized crime to uphold the rule of law and ensure public safety
- expand international partnerships and proactive measures to prevent and disrupt transnational criminal activities before they reach Canada’s borders, protecting citizens, institutions, and economic interests
- ensure the integrity of Canada’s borders to maintain national sovereignty and prevent illegal activities that threaten safety and economic resilience
- provide security for protected persons and government-led events, supporting Canada’s international presence and reputation
- represent and promote Canada’s interests abroad to strengthen global rule of law and enhance international police cooperation, reinforcing Canada’s role as a champion of democracy and strong institutions
- enhance Canada’s place in the world through international engagement and capacity-building, supporting global stability and cooperation
- support vulnerable populations by addressing crimes such as human trafficking, child exploitation, and cyber-enabled abuse, contributing to fairness and inclusiveness
- reinforce public trust in institutions through transparency, accountability, and integrity in law enforcement, contributing to confidence in governance and democratic systems

#### Indicators, results and targets

This section presents details on the department’s indicators, the actual results from the three most recently reported fiscal years, the targets and target dates for Federal Policing. Details are presented by departmental result.

##### Table 1: Canada and Canadian interests are safe and secure against serious and complex criminal threats

Table 1 provides a summary of the target and actual results for each indicator associated with the results under Federal Policing.

Table 1: Canada and Canadian interests are safe and secure against serious and complex criminal threats
Departmental Result Indicators | Actual results | 2026–27 target | Date to achieve target
--- | --- | --- | ---
Percentage of cleared Federal Policing-led files that were cleared by charge | 2022–23: 22% 2023–24: 71.7% 2024–25: 62% | 70% | March 31, 2027
Percentage of Federal Policing partners and stakeholders who agree with the statement: Federal Policing efforts effectively disrupt criminal networks operating in Canada and internationally | 2022–23: Not available 2023–24: Not available 2024–25: Not availablefootnote 1 | TBD following first collection cycle | March 31, 2027
Percentage of federal Policing concluded investigations that met their primary operational objective | 2022–23: Not available 2023–24: Not available 2024–25: Not availablefootnote 2 | TBD following first collection cycle | March 31, 2027
#### Table 1 notes Footnote 1 Previous results are not available for this indicator as it was newly introduced during the 2025 Departmental Results Framework amendment cycle and will be reported in the 2026–27 DRR. Return to footnote 1 referrer Footnote 2 Previous results are not available for this indicator as it was newly introduced during the 2025 Departmental Results Framework amendment cycle and will be reported in the 2026–27 DRR. Return to footnote 2 referrer

##### Table 2: Canada’s most fundamental democratic and social institutions are secured through ensuring the safety and security of protected persons, sites, and government-led events

Table 2 provides a summary of the target and actual results for each indicator associated with the results under Federal Policing

Table 2: Canada’s most fundamental democratic and social institutions are secured through ensuring the safety and security of protected persons, sites, and government-led events
Departmental Result Indicators | Actual results | 2026–27 target | Date to achieve target
--- | --- | --- | ---
Percentage of Federal Policing partners and stakeholders who report that RCMP Protective Operations is effectively contributing to the safety and security of protected persons, sites, and government-led events | 2022–23: Not available 2023–24: Not available 2024–25: Not availablefootnote 3 | At least 85% | March 31, 2027
#### Table 2 notes Footnote 3 Previous results are not available for this indicator as it was newly introduced during the 2025 Departmental Results Framework amendment cycle and will be reported in the 2026–27 DRR. footnote 3 referrer

Additional information on the detailed results and performance information for the RCMP’s program inventory is available on GC InfoBase.

#### Plans to achieve results

The following section describes the planned results for Federal Policing in 2026–27.

Planned result: Canada and Canadian interests are safe and secure against serious and complex criminal threats

##### Federal Policing Investigations

In 2026–27, the RCMP will:

- provide education and awareness on foreign actor interference and threats to national critical infrastructure to policing partners, government officials, private infrastructure, and public communities in accordance with Recommendation 36 of the Public Inquiry into foreign interference
- finalize the development of a world-class, in-person foreign actor interference training program for national security practitioners, while launching an introductory online course accessible to all police of jurisdiction and RCMP frontline officers
- continue implementing the national Ideologically Motivated Violent Extremism Strategy, including the development and delivery of an advanced training course for RCMP personnel and partner law enforcement agencies, to enhance organizational capacity and readiness to address emerging national security threats
- develop an official training program to standardize proactive intervention strategies in national security operations, supported by the selection of divisional coordinators to lead and harmonize the national response framework
- build capacity required to establish the National Coordination Centre of Expertise to support victims of terrorism, mass violence, mass casualty and mass victimization
- formalize coordination protocols and enhance unified response efforts amongst domestic federal agencies in international hostage taking situations
- foster strong, reciprocal domestic and international partnerships to align projects and priorities toward the most significant national and global cybercrime threats
- strengthen Cybercrime’s domestic and international contributions as a valued partner to enhancing the global threat intelligence picture and its supporting ecosystem through innovation of technical and analytical tools and techniques
- develop and retain a highly skilled and specialized workforce to bolster investigative, technical, and analytical capacity and expertise toward cybercrime and better serve Canadians
- improve collaboration with domestic and international partners to detect, disrupt, and dismantle transnational organized crime networks that exploit global trade and migration routes between ports of entry
- increase capacity to combat transnational and serious organized crime by leveraging advanced technologies to detect and disrupt transnational organized crime by targeting groups, infrastructure, enablers, and proceeds with a focus on synthetics and precursors
- disrupt and deter crime to prevent it from reaching Canada
- strengthen our national leadership role by enhancing relationships with domestic partners—such as Police of Jurisdiction, Canada Border Services Agency, and Canada Revenue Agency—and international partners—such as Homeland Security Investigations, the Federal Bureau of Investigation, and the United States Border Patrol—to better position our organization to prevent crime with an international nexus

##### Federal Policing Intelligence

In 2026–27, the RCMP will:

- collaborate with internal and external security and intelligence partners to collect and develop intelligence assessments on high-priority criminal threats, and in support of the Government of Canada’s Horizontal Initiatives and commitments
- strengthen and enhance domestic and international partnerships to collect, share, and deconflict information and intelligence and to promote operational effectiveness and intelligence capability
- sit on the Security and Intelligence Threats to Elections Task Force providing intelligence relating to foreign actor interference and violent extremist activities with RCMP nexus in support of the democratic process
- continue to deliver on the Prime Ministerial Directive on Transnational Crime and Border Security specifically the Joint Operational Intelligence Cell and the Border Intelligence Fusion Centre

##### International Operations

In 2026–27, the RCMP will:

- expand its presence in the United States and Mexico as part of the Joint Strike Force against Fentanyl and opioids under the Canada Border Action Plan, and in East Asia as part of the Indo-Pacific Strategy
- proactively identify and disrupt emerging threats, individuals and organizations involved in criminal activities with a Nexus to Canada
- reinforce Canada’s global law enforcement partnerships, including Canada’s bilateral and multilateral engagement with a variety with agencies and institutions
- strengthen the capabilities of partner nations by delivering specialized training, technical assistance, and knowledge-sharing programs that improve investigative effectiveness and organizational resilience

##### Federal Policing National Governance

In 2026–27, the RCMP will:

- bolster curriculum development with dedicated specialized training pathways for Federal Policing recruits to receive the skills, education and experience required to conduct increasingly complex and specialized investigations in the modern criminal threat environment
- plan and deliver operational information sessions and develop targeted awareness materials to inform partners, the front line, and the public about Federal Policing’s strategic priorities, mandate, activities, and threats

Planned result: Canada’s most fundamental democratic and social institutions are secured through ensuring the safety and security of protected persons, sites, and government-led events.

##### Protective Operations

In 2026–27, the RCMP will:

- maintain flexibility in protecting public figures and key sites by updating strategies, hiring more Close Protection Officers and International Protection Officers and strengthening intelligence and threat assessment capabilities
- improve support functions by enhancing regional and divisional awareness through a Real-Time Protective Operations Centre
- enhance training for Close Protection Officers to ensure they are prepared for evolving threats
- strengthen planning and readiness for major events by working closely with domestic and international partners
- lead RCMP Federal Essential Services for the FIFA World Cup with partners domestically and internationally including a centralized Intelligence and Investigations hub
- increase coordination and intelligence sharing with federal partners by leveraging their expertise and holding regular Deputy Ministers Protective Committee meetings
- apply international best practices to prevent, detect, and respond to criminal and terrorist threats at airports and on select Canadian-registered aircraft through the Canadian Air Carrier Protective Program

#### Planned resources to achieve results

##### Table 3: Planned resources to achieve results for Federal Policing

Table 3 provides a summary of the planned spending and full-time equivalents required to achieve results.

Table 3: Planned resources to achieve results for Federal Policing
Resource | Planned
--- | ---
Spending | $1,464,946,152
Full-time equivalents | 5,470

Complete financial and human resources information for the RCMP’s program inventory is available on GC InfoBase.

#### Program inventory

Federal Policing is supported by the following programs:

- Federal Policing Investigations
- Federal Policing Intelligence
- Federal Policing National Governance
- International Operations
- Protective Operations

Additional information related to the program inventory for Federal Policing is available on the Results page on GC InfoBase.

#### Summary of changes to reporting framework since last year

- New Departmental Result indicator: “Percentage of Federal Policing partners and stakeholders who agree with the statement: Federal Policing efforts effectively disrupt criminal networks operating in Canada and internationally”
- New Departmental Result indicator target: 80%
- New Departmental Result indicator: “Percentage of federal Policing concluded investigations that met their primary operational objective”
- New Departmental Result indicator target: 80%

### Core responsibility 2: National Specialized Services

In this section

- Description
- Quality of life impacts
- Indicators, results and targets
- Plans to achieve results
- Planned resources to achieve results
- Program inventory
- Summary of changes to reporting framework since last year

#### Description

Externally, the RCMP provides specialized and technical services to all Canadian law enforcement agencies, which include advanced training for law enforcement; national criminal data repositories; firearms regulation and licensing; and investigative tools and services, including forensics, identification, firearms and child exploitation. Internally, a diverse range of technical services are also provided to advance RCMP operations and investigations, such as the collection of digital evidence and cybercrime intelligence, the delivery of policing information technology tools, and the implementation of departmental and personnel security standards.

#### Quality of life impacts

National Specialized Services contributes to the Good Governance pillar of the Quality of Life Framework for Canada, more specifically the Safety and Security subdomain. In support of the Framework, National Specialized Services will:

- strengthen trust, transparency and accountability between police and the public through the timely resolution of public complaints through continued implementation of the Body Worn Cameras and Digital Evidence Management Project
- promote awareness of the National Cybercrime and Fraud Reporting System, a public reporting website, which will also improve understanding of the nature and extent of cybercrime and fraud, contributing to public safety and security, and economic security
- work with domestic and international partners to combat and disrupt new and evolving types of fraud, such as crypto-enabled investment scams and links to organized crime, as well as to coordinate and advance joint, sequenced law enforcement operations against cybercrime to contribute to public safety and security, and economic security
- strengthen assistance to domestic and foreign law enforcement agencies to combat firearm trafficking by providing firearm tracing services that identify the origin and lineage of seized firearms
- support domestic and international efforts to identify victims and offenders of child sexual exploitation and contribute intelligence to INTERPOL’s International Child Sexual Exploitation Database
- advance intelligence-led initiatives that focus on protecting vulnerable populations and sharing intelligence to strengthen the capacity of Canadian and international police services

#### Indicators, results and targets

This section presents details on the department’s indicators, the actual results from the three most recently reported fiscal years, the targets and target dates for National Specialized Services. Details are presented by departmental result.

##### Table 4: Modern specialized police services and technologies support law enforcement and the public

Table 4 provides a summary of the target and actual results for each indicator associated with the results under National Specialized Services

Table 4: Modern specialized police services and technologies support law enforcement and the public
Departmental Result Indicators | Actual results | 2026–27 target | Date to achieve target
--- | --- | --- | ---
Average percentage of forensic laboratory services requests completed within target time | 2022–23: Not available 2023–24: Not available 2024–25: Not availablefootnote 4 | 80% | March 31, 2027
Percentage of Policing Partners and Stakeholders who strongly agree or agree with the statement, “Overall, the RCMP provides high quality scientific, technical, and investigative services” | 2022–23: 65% 2023–24: Not available 2024–25: Not availablefootnote 5 | At least 80% | March 31, 2027
Percentage of National Cybercrime Coordination Centre (NC3) Cyber Victim Notifications completed within 24 hours | 2022–23: Not available 2023–24: Not available 2024–25: Not availablefootnote 6 | 90% | March 31, 2027
Percentage of calls answered by the Canadian Anti-Fraud Centre (CAFC) | 2022–23: Not available 2023–24: Not available 2024–25: Not availablefootnote 7 | TBD following first collection cycle | March 31, 2027
#### Table 4 notes Footnote 4 This indicator was previously reported as five separate measures. In the 2025 Departmental Results Framework amendment cycle, these have been consolidated into a single indicator that calculates the average of the five measures. footnote 4 referrer Footnote 5 The Policing Partners and Stakeholders survey was not administered during these years. Efforts are underway to resume administration, with results expected to be available for reporting on this indicator in 2026–27. footnote 5 referrer Footnote 6 Previous results are not available for this indicator as it was newly introduced during the 2025 Departmental Results Framework amendment cycle and will be reported in the 2026–27 DRR. footnote 6 referrer Footnote 7 Previous results are not available for this indicator as it was newly introduced during the 2025 Departmental Results Framework amendment cycle and will be reported in the 2026–27 DRR. footnote 7 referrer

Additional information on the detailed results and performance information for the RCMP’s program inventory is available on GC InfoBase.

#### Plans to achieve results

The following section describes the planned results for National Specialized Services in 2026–27.

Planned result: Modern specialized police services and technologies support law enforcement and the public

##### Canadian Firearms Investigative and Enforcement Services

In 2026–27, the RCMP will:

- expand training and resource support to law enforcement agencies to advance firearm investigations and prosecutions
- advance efforts to support law enforcement by performing open-source internet investigations regarding the criminal use of firearms and to support the firearms regulatory framework
- strengthen assistance to domestic and foreign law enforcement agencies to combat firearm trafficking by providing firearm tracing services that identify the origin and lineage of seized firearms
- continue to enhance technical expertise for identifying and classifying firearms and related devices, conducting inspections, delivering technical training on firearm trends and technology

##### Criminal Intelligence Service Canada

In 2026–27, the RCMP will:

- coordinate and integrate intelligence from, and for, federal, provincial, municipal and Indigenous law enforcement partners to enhance senior decision maker awareness of organized crime threats, improve targeting decisions and enhance strategic results
- promote the Canadian Association of Chiefs of Police Canadian Law Enforcement Strategy on Organized Crime to ensure that intelligence is operationalized and that non-traditional enforcement partners are integrated into the strategy to promote alternative forms of disruption
- focus on enhancing the productivity of the Illicit Drug Fusion Center by increasing stakeholder engagement, developing specialized training, and identifying new sources of intelligence
- leverage the new Canadian Criminal Intelligence System’s functionality to enhance intelligence sharing and data contributions from partner agencies

##### Forensic Science and Identification Services

In 2026–27, the RCMP will:

- improve efficiency, accuracy, and national integration such as 3D Microscopy, expanded drug detection tools, enhanced ballistics workflows and partners for the Canadian Integrated Ballistics Identification Network
- expand the National DNA Data Bank’s humanitarian identification capabilities by leveraging advanced lineage and DNA analysis technologies, evaluating the potential of RapidDNA technology for DNA profiling, and exploring innovative tools to support disaster victim identification and missing persons investigations
- collaborate with multiple vendors to review booking photographs collected from law enforcement agencies in Canada for potential future use of Facial Recognition Technology as a National Police Service, where algorithms will be tested for quality, performance, accuracy and demographic bias in a Canadian context; all necessary security protocols and Privacy Act requirements will be in place to ensure the integrity and confidentiality of the test data
- advance modernization of the Canadian Police Information Centre application by transforming user-defined requirements into operational capabilities; this next phase—built on extensive consultations with public safety partners—will ensure mission-critical availability and enable the delivery of new enhancements, keeping this essential national service aligned with evolving public safety needs

##### Canadian Police College

In 2026–27, the RCMP will:

- implement curriculum updates and flexible delivery models to better serve police agencies nationwide, including modernizing course content to reflect emerging public safety priorities, expanded digital and blended delivery and customizable learning pathways that align with rank-based leadership programs
- advance the College’s digital transformation by upgrading platform features, expanding online course delivery, and strengthening collaboration among learners, instructors, and external experts across Canada
- integrate Indigenous perspectives into training by inviting an Elder to ceremonially open and close core rank-based leadership courses, while also offering content shaped by Indigenous Elder guidance and have an Indigenous lens on key topics throughout curriculums
- host a three-day session on “Learning Truth and Leading Reconciliation” that incorporates perspectives from Indigenous police services and subject matter experts
- target communication and marketing efforts toward policing services and partner agencies across Canada to promote new and expanded online course offerings and increase enrolment

##### Sensitive and Specialized Investigative Services

In 2026–27, the RCMP will:

- implement a train-the-trainer model for the “Taking Care of the Caregivers” health and wellness course for employees exposed to highly sensitive and disturbing material, to ensure both the sustainability of training within Canada and accessibility
- strengthen operational partnerships by providing services, support, compliance reviews and training to international law enforcement agencies and partners
- expand international adoption of a behavioural analysis system that links sexual offense cases to identify serial offenders
- focus on technological solutions to help identify victims and offenders of interpersonal violence while safeguarding employee wellbeing

##### Specialized Technical Investigative Services

In 2026–27, the RCMP will:

- enhance support to regional border integrity operations by advising trained regional personnel on standards for use and maintenance of protective technology, including its procurement
- advance modernization of the RCMP’s air fleet through the Fleet Renewal Initiative which aims to strengthen airborne law enforcement, search and rescue, surveillance, and disaster response capabilities
- continue efforts on the Remotely Piloted Aircraft Systems Program by advancing the use of innovative uncrewed technologies and data-driven tools to support frontline operations
- explore new capabilities in the realm of Internet of Things and Smart Vehicles
- evaluate the use of Artificial Intelligence in the analysis of collected intercepted communication

##### Canadian Firearms Licensing and Registration

In 2026–27, the RCMP will:

- advance public safety priorities through the administration of Canada’s firearms regulatory regime
- strengthen relationships with other federal partners to implement legislative and regulatory changes to the Criminal Code and the Firearms Act
- continue to modernize the licensing system with the new Canadian Firearms Digital Services Solution
- allow firearms clients to renew licenses and update their accounts through the online MyCFP portal

##### National Cybercrime Coordination Centre

In 2026–27, the RCMP will:

- collaborate with Canadian and international partners to prevent and disrupt cybercrime and fraud through joint operations
- strengthen engagement with private industry partners such as academia, telecommunications service providers and IM/IT companies, in support of combatting cybercrime and fraud
- leverage reports from the new National Cybercrime and Fraud Reporting System, which allows victims to report cybercrime and fraud incidents online to combat cybercrime and fraud
- advance the National Cybercrime Coordination Centre’s leadership role within the International Cyber Offender Prevention Network and implement new and existing strategies to redirect at-risk individuals away from committing cybercrime and fraud offences
- mobilize private industry resources to work with law enforcement in the prevention and recovery of financial losses for victims of cybercrime and fraud

#### Planned resources to achieve results

##### Table 5: Planned resources to achieve results for National Specialized Services

Table 5 provides a summary of the planned spending and full-time equivalents required to achieve results.

Table 5: Planned resources to achieve results for National Specialized Services
Resource | Planned
--- | ---
Spending | $614,294,853
Full-time equivalents | 2,901

Complete financial and human resources information for the RCMP’s program inventory is available on GC InfoBase.

#### Program inventory

National Specialized Services is supported by the following programs:

- Canadian Firearm Investigative and Enforcement Services
- Criminal Intelligence Service Canada
- Forensic Science and Identification Services
- Canadian Police College
- Sensitive and Specialized Investigative Services
- Specialized Technical Investigative Services
- Canadian Firearms Licensing and Registration
- National Cybercrime Coordination Centre

Additional information related to the program inventory for National Specialized Services is available on the Results page on GC InfoBase.

#### Summary of changes to reporting framework since last year

- Core responsibility name changed to National Specialized Services
- New Departmental Result indicator: Percentage of calls answered by the Canadian Anti-Fraud Centre (CAFC)
- New Departmental Result indicator target: TBD following first collection cycle

### Core responsibility 3: Indigenous, Provincial, Territorial and Municipal Policing

In this section

- Description
- Quality of life impacts
- Indicators, results and targets
- Plans to achieve results
- Planned resources to achieve results
- Program inventory
- Summary of changes to reporting framework since last year

#### Description

Under the Police Service Agreements, the RCMP provides policing services to the provinces (except Ontario and Quebec) and territories, as well as municipalities and Indigenous communities including through the First Nations and Inuit Policing Program. These services include the general administration of justice, consisting of the preservation of the peace, prevention of crime, and fulfilment of all duties as outlined under the laws of Canada or the laws of respective provinces and territories.

#### Quality of life impacts

Indigenous, Provincial, Territorial and Municipal Policing contributes to the Good Governance pillar of the Quality of Life Framework for Canada. Specifically, in support of the Framework, Indigenous, Provincial, Territorial and Municipal Policing will:

- strengthen recruitment and retention of skilled candidates with diverse life experiences, essential to build trust in the RCMP’s ability to fulfill its mandate and keep communities safe
- conduct research to provide evidence-based approaches to policing operations, identify and address gaps in operational policy, training, practices and national standards, such as collecting and reporting on race-based data for those who encounter the criminal justice system, and supporting the development of national standards for the use of force, de-escalation and crisis intervention
- publicly disclose the use of police intervention options and conduct public consultations on the RCMP’s modernized police intervention and de-escalation framework, contributing to the safety and security of both the public and police officers, as well as public trust and confidence in the RCMP
- provide increased trust and transparency through the continued use of body-worn cameras
- strengthen governance and oversight on the application of policing standards across the RCMP, such as major investigations, sexual assault investigations and independent officer reviews, contributing to public and police officer safety, and confidence in the RCMP’s ability to respond to, resolve, and sensitively address serious criminal matters
- provide a broad and vast range of supports developed and delivered to frontline officers, supporting Federal Policing and other provincial and municipal services operating across Canada and internationally, which include but not limited to traffic, marine, emergency response, critical incidents, police dogs, operational communications centers, operations systems, body-worn cameras, tactical and mandatory training, and uniform and equipment, all of which contribute to both public and police officer safety
- develop and maintain national operational policies, procedures and business strategies for RCMP police officers’ activities and equipment that are grounded in rigorous research and compliance methodologies, driven by legislative updates, judicial decisions, technological advancements, incident reviews, public inquiries, and evolving operational needs, playing a critical role in enhancing national operational effectiveness, informed decision-making, and both public and police officer safety
- ensure that the RCMP across Canada is prepared with interoperable resources to support a coordinated and effective response to emergencies, critical incidents and disasters through public alerting, interagency coordination, and culturally responsive training, all of which ensure communities are protected, resilient, and supported during times of crisis
- strengthen the RCMP’s ability to prevent and respond to crimes affecting vulnerable communities by delivering trauma-informed, victim-centered training, tools, and policies that build trust, promote safety, and support well-being
- advance evidence-based policies, fostering collaboration with partners, and ensuring consistent, accountable policing practices relating to human trafficking, gender-based violence and hate crimes, all of which contribute to strengthening transparency, integrity, and responsiveness within Canada’s justice and public safety systems
- support divisions and detachments in advancing local level engagement on community safety and crime prevention; increase the use of restorative justice including referrals to community and Indigenous justice programs, and provide effective, timely and informed support to victims of crime to reduce the harmful effects of victimization and re-victimization, all of which contribute to public safety and security through the reduction of crime and victimization
- support the RCMP’s operational priority of contributing to the safety and wellbeing of Indigenous communities by leading national priorities, strategies and accountability for Indigenous policing services including maintaining and developing policies, programs, and initiatives; strengthen and build relationships with First Nations, Inuit and Métis Peoples, organizations and governments; and advance RCMP reconciliation
- develop and maintain partnerships, engagement and recruitment initiatives aimed at increasing Indigenous representation in the RCMP workforce
- engage, collaborate, and consult federal, provincial, and territorial representatives on issues or proposals that may or will affect the governance, cost, quality or capacity of contract policing services that directly contributes to public and police officer safety

#### Indicators, results and targets

This section presents details on the department’s indicators, the actual results from the three most recently reported fiscal years, the targets and target dates for for Indigenous, Provincial, Territorial and Municipal Policing. Details are presented by departmental result.

##### Table 6: The RCMP provides effective contract policing services

Table 6 provides a summary of the target and actual results for each indicator associated with the results under for Indigenous, Provincial, Territorial and Municipal Policing.

Table 6: The RCMP provides effective contract policing services
Departmental Result Indicators | Actual results | 2026–27 target | Date to achieve target
--- | --- | --- | ---
RCMP weighted clearance rate across contract policing jurisdictions | 2022–23: 30.89 2023–24: 28.91 2024–25: 29.76 | 30 | March 31, 2027
Crime Severity Index | 2022–23: 114.29 2023–24: 117.72 2024–25: 110.80 | Not applicable | March 31, 2027
Percentage of the surveyed public within contract policing jurisdiction who agree with the statement “I feel safer because of the RCMP” | 2022–23: 56% 2023–24: Not available 2024–25: Not availablefootnote 8 | 80% | March 31, 2027
Percentage of contract partners who report that the RCMP provides effective policing services | 2022–23: Not available 2023–24: Not available 2024–25: Not availablefootnote 9 | 75% | March 31, 2027
#### Table 6 notes Footnote 8 The Canadian Views of RCMP Policing Services survey was not administered during these years. The survey question will resume in 2026-27 fiscal year. footnote 8 referrer Footnote 9 Previous results are not available for this indicator as it was newly introduced during the 2025 Departmental Results Framework amendment cycle and will be reported in the 2026–27 DRR. footnote 9 referrer

##### Table 7: The RCMP provides policing services that meet the unique cultural needs of Indigenous communities

Table 7 provides a summary of the target and actual results for each indicator associated with the results under Indigenous, Provincial, Territorial and Municipal Policing.

Table 7: The RCMP provides policing services that meet the unique cultural needs of Indigenous communities
Departmental Result Indicators | Actual results | 2026–27 target | Date to achieve target
--- | --- | --- | ---
Percentage of Indigenous advisory boards, organizations and governments who report that the RCMP provides culturally responsive policing services | 2022–23: Not available 2023–24: Not available 2024–25: Not availablefootnote 10 | 75% | March 31, 2027
Percentage of 500 annual engagement hours spent to support the continued strengthening of culturally responsive policing services with Indigenous advisory bodies, organizations and Governments across Canada | 2022–23: Not available 2023–24: Not available 2024–25: Not availablefootnote 11 | 80% | March 31, 2027
#### Table 7 notes Footnote 10 Previous results are not available for this indicator as it was newly introduced during the 2025 Departmental Results Framework amendment cycle and will be reported in the 2026–27 DRR. footnote 10 referrer Footnote 11 Previous results are not available for this indicator as it was newly introduced during the 2025 Departmental Results Framework amendment cycle and will be reported in the 2026–27 DRR. footnote 11 referrer

Additional information on the detailed results and performance information for the RCMP’s program inventory is available on GC InfoBase.

#### Plans to achieve results

The following section describes the planned results for Indigenous, Provincial, Territorial and Municipal Policing in 2026–27.

Planned result: The RCMP provides effective contract policing services

##### Provincial/Territorial/Municipal Policing

In 2026–27, the RCMP will:

- continue to augment resource levels in response to a variety of situations, including provincial or federal emergencies, and major events as stipulated under Article 9 of the Police Service Agreements, allowing for the seamless redeployment of RCMP Regular Members in support of these scenarios, including for major events such as G7 or provincial emergencies such as wildfires or other natural disasters
- establish a national framework for Limited Duration Posts that will be used to determine whether a detachment should be classified as a Limited Duration Post and the tenure of each Regular Member posted to the detachment
- advance recommendations from the evaluation of the Fly-in / Drive-in Policing Models with a particular focus on creating a consistent, well-coordinated national approach
- complete the full rollout of body worn cameras for all RCMP front line officers

##### Operational Policing Support

In 2026–27, the RCMP will:

- launch a targeted outreach and recruitment strategy for the National Tactical Training Section, and expand bilateral training exchanges with international partners to enhance cultural competency and operational interoperability for tactical sections
- improve the National Tactical Training Program by integrating psychological health and safety, enhancing tactical excellence through the delivery of training activities, co-developed with stakeholders from Carleton University, the Forces Sciences Institute and RCMP Divisions, and implementing a performance framework to measure operational impact
- develop a national policy in response to upcoming Safe Consumption Site legislation, aimed at enhancing the level of policing service and operational excellence
- launch a national Emergency Management training strategy that will strengthen emergency management preparedness across divisions and ensure culturally responsive operational readiness in Indigenous communities
- advance Emergency Management by modernizing preparedness tools, standardizing response frameworks, strengthening onboarding and mentorship, enhancing incident command leadership, supporting national security exercises, and establishing full-time Emergency Response Teams across divisions by a modernized, nationally led process
- restructure training for the national Operational Communications Center program by regionalizing training for northern remote areas, and centralizing training for the remaining areas by establishing an Operational Communication Centre training centre at Depot
- implement the newly developed Initial Critical Incident Response 200 and 300 courses to train police officers to lead in a critical incident and further develop decision-making and critical incident management skills in supervisory roles

##### Excellence in Operations

In 2026–27, the RCMP will:

- collaborate with international partners in establishing best practices pertaining to protecting privacy interests in Genetic Genealogy investigations
- establish policies and best practices pertaining to the use of Artificial Intelligence to assist with criminal investigations, working with internal and other domestic stakeholders
- deliver recommendations through the National Independent Officer Review Team in consultation with Divisional Criminal Operations and other key stakeholders that identifies internal process improvements, focusing on systemic solutions—such as training, policy, or supervision
- support the development of national guidelines and model policies for the use of force, and de-escalation and crisis intervention techniques, in collaboration with the Canadian Association of Chiefs of Police
- pilot an evidence-based de-escalation training program for frontline police officers
- complete a public consultation on the RCMP's modernized police intervention and de-escalation framework

##### Community Safety Policing Support

In 2026–27, the RCMP will:

- enhance community safety by improving frontline awareness and response to Intimate Partner and Gender-Based Violence through specialized training, updated risk assessment tools and policies, and practical investigation resources co-developed with experts
- lead the RCMP’s national policing response to combat human trafficking, including in-depth workshops, training and resources to support human trafficking investigations across Canada and facilitate effective information sharing and cooperation between policing partners and stakeholders
- work to develop the Safer Spaces Project to improve frontline policing responses safety threats and incidents including hate crime and other risks at or near places of worship and other public spaces
- lead a youth-focused crime prevention centre of expertise to focus on early signs of radicalization, preventing harmful behaviours among youth, and promoting awareness of hate crimes and online safety, including working in partnership with Justice Canada to deliver training to frontline officers on the Youth Criminal Justice Act and to develop a Pathway to Violence Model specific to Canadian youth
- support effective frontline policing response to reduce hate crime and online harms, including dedicated training, resources and operational policy updates
- improve trauma-informed victim support at all stages of the policing process, by providing new resources, improved training and stronger awareness and understanding of obligations for police in the Canadian Victims Bill of Rights

##### Force Generation

In 2026–27, the RCMP will:

- enhance the Cadet Recruitment Allowance for cadets attending the Cadet Training Program in order to recruit and retain diverse and qualified candidates for all three of the RCMP’s core policing mandates
- develop and implement training and development pathways from diverse recruitment points to streamline entry into various policing programs
- continue to implement changes to the Regular Member application process to reduce processing time of applicants, by exploring alternative technologies for the processing of applicants, including future specialized talent needs, to better capture data, track progress, and offer a more positive experience to applicants creating regional Suitability teams to better support the processing of applicants
- focus recruitment and outreach on attracting the right people to meet operational needs, especially those from diverse geographic, linguistic, and racialized communities, as well as Indigenous and female applicants
- monitor and report on progress made towards the priorities identified in the National Recruitment Strategy and the activities outlined in the action plan

Planned result: The RCMP provides policing services that meet the unique cultural needs of Indigenous communities

##### Indigenous Policing

In 2026–27, the RCMP will:

- support the development of the First Nations, Inuit and Métis Regular Member Recruitment Strategy; provide national oversight and lead the Indigenous Pre-Cadet Training Program designed to give First Nations, Inuit, and Métis applicants a first-hand look at a career in policing, while also preparing them to become competitive in the application process and enhancing their cadet training experience
- lead and deliver the Indigenous Career Navigator Program and various Indigenous resourcing initiatives
- liaise with Indigenous community partners on a national level, undertaking engagement and recruitment events; and promoting cultural learning opportunities
- release the Indigenous Peoples Atlas of Canada Giant Floor Map Exercise, nationally, as a reconciliation learning tool
- develop, analyze and report on national performance indicators in support of Indigenous Policing Services Programs, including the First Nations and Inuit Policing Program and Métis Community Liaison Program

#### Planned resources to achieve results

##### Table 8: Planned resources to achieve results for Indigenous, Provincial, Territorial and Municipal Policing

Table 8 provides a summary of the planned spending and full-time equivalents required to achieve results.

Table 8: Planned resources to achieve results for Indigenous, Provincial, Territorial and Municipal Policing
Resource | Planned
--- | ---
Spending | $3,130,828,189
Full-time equivalents | 19,464

Complete financial and human resources information for the RCMP’s program inventory is available on GC InfoBase.

#### Program inventory

Indigenous, Provincial, Territorial and Municipal Policing is supported by the following programs:

- Operational Policing Support
- Excellence in Operations
- Community Safety Policing Support
- Force Generation
- Indigenous Policing
- Provincial/Territorial/Municipal Policing

Additional information related to the program inventory for Indigenous, Provincial, Territorial and Municipal Policing is available on the Results page on GC InfoBase.

#### Summary of changes to reporting framework since last year

- Core responsibility name changed to Indigenous, Provincial, Territorial and Municipal Policing
- Core responsibility description changed to include “and Inuit”

### Internal services

In this section

- Description
- Plans to achieve results
- Planned resources to achieve results
- Planning for contracts awarded to Indigenous businesses

#### Description

Internal services are the services that are provided within a department so that it can meet its corporate obligations and deliver its programs. There are 10 categories of internal services:

- acquisition management services
- communications services
- financial management services
- human resources management services
- information management services
- information technology services
- legal services
- materiel management services
- management and oversight services
- real property management services

#### Plans to achieve results

This section presents details on how the department plans to achieve results and meet targets for internal services.

##### Corporate Management and Comptrollership Sector

In 2026–27, Corporate Management and Comptrollership will:

- enhance the cost-effective life-cycle management and stewardship of the RCMP’s real property portfolio and continue with implementation/transitioning to a corporate approach to accommodation management
- explore a renewed RCMP Relocation Directive which will endeavour to incorporate high-priority amendments to align with modern operational and personnel needs, while also supporting RCMP employees
- support implementation of Comprehensive Expenditure Review proposals and implementing and communicating travel, hospitality, conference and events expenditure reduction measures, while continuing to provide information sessions for senior departmental managers on their corporate and financial accountabilities
- strengthen a forward-looking capital planning process that aligns funding decisions with organizational priorities, lifecycle needs, and long-term asset strategies
- implementation/reorganization of Corporate Management and Comptrollership Sector structure to provide dedicated corporate support services to Federal Policing across the country
- support employees, through the Independent Centre for Harassment Resolution, in understanding their role in preventing and addressing workplace harassment and violence, through education, outreach, and meaningful dialogue
- continue to review and gather detailed requirements to achieve greater efficiencies within corporate systems as we work to migrate to a new enterprise system
- support RCMP safety and security operations for FIFA World Cup through the provision of essential facilities, equipment, and services
- in collaboration with Strategic Policy and Transformation Sector, document and clarify how RCMP policing services are connected to enhance transparency on resource requirements; this will support the development of a future RCMP-wide cost attribution model

##### Human Resources Sector

In 2026–27, the Human Resources Sector will:

- roll out Race-Based Data Collection to expanded pilot sites to improve best practices and data collection, in advance of national roll-out
- expand the Diverse and Inclusive Pre-Cadet Experience Program to support the ongoing Federal Policing recruitment strategy
- create and implement the RCMPs Black Action Plan in response to the “Study on the Black Executive Community in the Federal Public Service”
- implement the on-demand virtual remote interpretation program on Smartphones to improve communication with deaf and hard of hearing clients
- strengthen the RCMP official languages complaint resolution process and its implementation of recommendations from the Office of the Commissioner of Official Languages
- support the implementation of amendments to the Official Languages Act, including providing equitable access to second official languages training to employees, and
- advance the implementation of the Indigenous Languages Act in detachments and with employees providing services to Indigenous communities
- implement a modern, cloud- based learning management system to align the RCMP’s efforts to industry best practices and facilitate an integrated learning experience and enhance capabilities for cadet and employee learning
- successfully begin the onboarding of 1,000 RCMP personnel over the next four years in support of the RCMP’s Federal Mandate, maximizing their integration and operational impact

##### Professional Responsibility Sector

In 2026–27, the Professional Responsibility Sector will:

- streamline public complaint processing by using new technologies, creating a centralized reporting support function, and implementing a notification system for senior managers to enable timely intervention and accountability
- ensure consistency in disciplinary decisions by monitoring and assessing the modernized Conduct Measures Guide against legal practices, societal values, and modernization efforts
- advance renewed core values by sharing ethical decision-making stories on the PEO SharePoint site, recognizing employees who model these values, exploring a virtual “fireside chat” with a senior leader, and finding ways to showcase RCMP Core Values externally
- provide trauma-informed, person-centred support through the Affected Persons Liaison Unit for affected people involved in conduct investigations, tailoring assistance to individual needs and ensuring they remain informed, engaged, and supported throughout the process
- reinforce professional conduct standards through internal bulletins and targeted communication
- create dashboards to track volume, services standards and trends for public complaints
- integrate anomaly detection to flag unusual delays in public complaints processes
- use existing approved software to obtain audio summaries/transcriptions of statements and meetings and improved efficiencies related to queries in the Conduct and Employment Relations Section

##### Strategic Policy and Transformation Sector

Established in October 2025, the Strategic Policy and Transformation sector provides a centralized strategic policy function, ensuring a whole-of organization lens on important organizational issues in support of RCMP operations. Among its areas of responsibility, the sector also leads and coordinates major transformation and renewal initiatives across the RCMP’s three operational business lines; leads the RCMPs response to significant external reviews; and provides secretariat support to the RCMP’s Management Advisory Board.

In 2026–27, the Strategic Policy and Transformation Sector will:

- complete the centralization of the strategic policy function at National Headquarters, including organizational design and related staffing actions, and begin to realize the associated efficiencies
- support the Minister, Commissioner and other senior officials on Cabinet and Parliamentary business, though the provision of evidence-based advice, analysis and reporting, with a focus on advancing whole-of-RCMP interests
- advance efforts to modernize federal policing in response to external reports that have called on the Government and RCMP to strengthen the federal policing mandate
- continue work with Public Safety Canada on an approach to the renegotiations of the Police Service Agreements expiring in 2032
- support the implementation of ongoing policing service transitions with other contract jurisdictions, including the conclusion of RCMP municipal policing services in Surrey, British Columbia and Grande Prairie, Alberta
- implement further, recommendations stemming from the Mass Casualty Commission final report and engaging key stakeholders to further the RCMP’s work, including the families of the victims, the Canadian Association of Chiefs of Police, and federal and provincial government partners
- ensure continued public transparency and accountability efforts by publishing progress on implementing major external reviews, including the Mass Casualty Commission final report on the RCMP Progress Hub, and Broken Dreams, Broken Lives: The Devastating Effects of Sexual Harassment on Women in the RCMP (PDF, 4,441 kb) (the Bastarache Report) on the RCMP Bastarache Progress Hub

##### Information Technology, Security and Data Analytics

In 2026–27, Information Technology, Security and Data Analytics will:

- engage with the Canadian Centre for Cyber Security learning centre to facilitate group training on the latest technological security-oriented courses relevant to the program
- provide advanced physical security training sessions to Government of Canada security experts and their respective teams
- support Public Services and Procurement Canada’s initiative related to higher-security contracts geared toward Canadian defence and security vendors
- strengthen organization-wide security awareness by promoting updated training, encouraging vigilance and digital resilience, emphasizing the importance of digital literacy and cyber hygiene and increasing the frequency of IT security related awareness bulletins
- modernize management systems for Government of Canada security screenings with IT improvements focused on efficiency, policy alignment, and facilitating the recruitment and retention of a skilled and diverse workforce
- foster the adoption of innovative hardware, software, Artificial Intelligence and policing technologies to strengthen law enforcement capabilities and enhance the protection and security of Canadians
- explore upgrades to key policing systems to harness technological advancements that improve public and officer safety, such as the Canadian Firearms Digital Service Suite, the Canadian Police Information Centre and the RCMP’s Computer-Aided Dispatch
- following the deployment of body-worn cameras, focus on the supporting Digital Evidence Management System, with full implementation expected by the end of 2026

#### Planned resources to achieve results

##### Table 9: Planned resources to achieve results for internal services this year

Table 9 provides a summary of the planned spending and full-time equivalents required to achieve results.

Table 9: Planned resources to achieve results for internal services this year
Resource | Planned
--- | ---
Spending | $1,076,651,797
Full-time equivalents | 5,999

Complete financial and human resources information for the RCMP’s program inventory is available on GC InfoBase

#### Planning for contracts awarded to Indigenous businesses

In supporting the Government of Canada’s commitment to economic reconciliation with Indigenous peoples, the RCMP is committed to contributing to improved socio-economic outcomes by increasing opportunities for First Nations, Inuit and Métis businesses through the federal procurement process.

In 2026–27, the RCMP’s procurement and contracting units, in partnership with business owners, will continue to advance Indigenous procurement to exceed the 5% minimum target of total contracts awarded to Indigenous businesses, by:

- leverage Indigenous procurement considerations, such as set asides and participation plans, where possible as part of its procurement strategies
- include Indigenous suppliers in selection lists where possible, when using Public Services and Procurement Canada-created procurement mechanisms
- require Indigenous considerations to be addressed as part of strategy development decisions and subsequently documented on procurement files

In support of these actions, the RCMP continues its dedication to socio-economic reconciliation by advancing its efforts to foster a culturally inclusive and aware procurement process, and will:

- encourage its corporate management community to partake in annual learning activities
- produce job aids and ad-hoc reports to assist business owners and procurement specialists in conducting procurement with an Indigenous conscientious approach
- maintain oversight on Indigenous considerations in procurement by mandating additional reviews for files in Comprehensive Land Claim Areas and the Nunavut Settlement Area

The RCMP will seek approval, as required by the Directive on the Management of Procurement, to exclude procurement requirements from the calculation of the mandatory minimum 5% target for fiscal year 2026–27 where restrictions such as proprietary rights and/or Public Services and Procurement Canada-mandated procurement tools prohibit the inclusion of Indigenous considerations as part of the procurement strategy.

##### Table 10: Percentage of contracts planned and awarded to Indigenous businesses

Table 10 presents the current, actual results with forecasted and planned results for the total percentage of contracts the department awarded to Indigenous businesses.

Table 10: Percentage of contracts planned and awarded to Indigenous businesses
5% Reporting Field | 2024–25 Actual Result | 2025–26 Forecasted Result | 2026–27 Planned Result
--- | --- | --- | ---
Total percentage of contracts with Indigenous businesses | 10.80% | 5% | 5%

## Department-wide considerations

In this section

- Related Government Priorities
- Key Risks
- Gender-based Analysis Plus

### Related Government Priorities

#### United Nations 2030 Agenda for Sustainable Development and the United Nations Sustainable Development Goals

More information on the RCMP’s contributions to Canada’s Federal Implementation Plan on the 2030 Agenda and the Federal Sustainable Development Strategy can be found in our Departmental Sustainable Development Strategy.

#### Artificial Intelligence

The RCMP will:

- leverage Artificial Intelligence for English to French and French to English translation as part of the GC Translate and GC Traduction pilot program to prepare the RCMP workforce and organization for AI adoption and increases in data readiness by delivering strategic guidance and governance through the AI Policy and Solutions unit, leveraging training to build AI literacy and provide approved tools, and evaluating AI technologies while establishing clear guidelines to ensure their safe, ethical, and effective use
- pilot an AI-powered tool within the Digital Program for Federal Policing to automatically transcribe and translate multilingual audio, video, and text content in over 60 languages, accelerating operational response times, improving review productivity, reducing translation outsourcing costs, supporting mental wellness by limiting exposure to graphic material, and enabling transcript certification to meet national court disclosure standards
- implement AI-enabled data triage and visualization tools that integrate digital evidence workflows, allowing investigators to rapidly interpret large volumes of complex data (for example, emails, photos, texts, calls, servers), train custom models for summarization, improve human understanding, increase productivity, and support timely operational decision-making
- focus on developing an RCMP-wide AI governance framework, advancing ethical and privacy considerations, data readiness and governance, and expanding partnerships to ensure that AI tools are used responsibly, transparently, and in alignment with federal digital standards
- develop guidelines, in conjunction with the Canadian Association of Chiefs of Police, for responsible and transparent use of artificial intelligence within Canadian policing
- enable the further integration of AI in administrative and operational contexts both with the end goal of enhancing/improving policing outcomes and public safety
- utilize artificial intelligence to increase productivity in operational policy by reducing research times by compiling case laws and summaries
- review Axon’s Draft One AI tool which seeks to increase productivity by generating initial draft occurrence reports from audio transcripts of body-worn video

### Key Risks

1. Risk: RCMP’s ability to counter operational and national security threats as they increase in scale and complexity. To mitigate the risks, the RCMP will:
   - respond to sophisticated Transnational and Serious Organized Crime’s exploitation of encrypted platforms, fraud schemes, and global financial systems, through intelligence-led targeting, advanced financial crime analytics, and joint operations with domestic and international partners
   - address violent extremism, including ideologically motivated violent extremism (IMVE), which is projected to continue leveraging online spaces to radicalize and mobilize individuals, creating unpredictable public safety risks, through integrated threat assessments, prevention and community outreach efforts, and specialized investigative capabilities
   - mitigate cyber threats and the malicious use of artificial intelligence by state and non-state actors are expected to increase in volume and speed, targeting government systems, critical infrastructure, and Canadians, through modernizing cyber investigative tools, sharing real-time threat intelligence, improving investigative techniques, and conducting exercises to strengthen resilience and incident response
   - counter persistent foreign interference and espionage targeting democratic institutions, policy processes, and diaspora communities through whole-of-government coordination, protective security measures, proactive investigations, and engagement with affected communities
   - respond to climate-driven emergencies and natural disasters that create cascading security effects and surge demands on federal coordination through readiness planning, scalable deployments, and interoperable command structures with emergency management partners
   - clarify jurisdictional roles in sea ice response through legal review of the Oceans Act and collaborating with the Coast Guard and Canadian Armed Forces to align operational protocols and expectations
   - promote consistent emergency readiness by engaging divisions early, piloting procedures in high-readiness regions, and integrating feedback into national rollout
   - advance the public alerting program by establishing a national working group and executing a phased, coordinated implementation plan to overcome interagency coordination challenges
   - harmonize use-of-force and de-escalation standards across provinces and territories by developing guidelines and model policies in collaboration with the Canadian Association of Chiefs of Police
2. Risk: RCMP’s ability to sustain effective operations and deliver on its commitments if it does not maintain a capable workforce, modernize its digital and physical infrastructure, and manage resources efficiently in an increasingly complex operating environment. To mitigate the risks, the RCMP will:
   - manage workforce pressures related to recruitment, retention, and digital upskilling that reduce organizational agility through targeted hiring, streamlined staffing, continuous training and leadership development, and flexible talent models, while sustaining specialized capabilities and promoting employee wellness
   - manage budget constraints and resource pressures that intensify as Federal Policing expands its mandate while reducing operating budgets through strategic prioritization, efficiency initiatives, flexible staffing models, and ongoing engagement to align funding with evolving requirements
   - close gaps in data quality and integration that limit situational awareness and hinder performance measurement through strengthened data governance, improved validation and interoperability, and investments in analytics to support real-time decision-making
   - modernize infrastructure, systems, and applications to keep pace with emerging technologies, including counter-drone capabilities and IT systems that support both operational and administrative needs. Recruit, retain, and train skilled IM/IT personnel to uphold service delivery and digital program integrity
   - secure the RCMP’s aging IT footprint by strengthening cybersecurity infrastructure to defend against increasingly sophisticated threats from nation-state actors and insider risks by streamlining core business functions and explore technology solutions to improve efficiency and resilience
   - ensure timely digital tool deployment by securing infrastructure and maintaining close collaboration with IT teams
   - reduce delays in equipment modernization by engaging procurement staff in training and providing expert guidance and deployment resources
   - improve access to advanced tactical training by aligning schedules with divisional needs, securing multi-year funding, and offering flexible delivery formats
   - support psychological resilience, retention and performance among tactical personnel by embedding mental health modules in training, fostering peer networks, and partnering with RCMP wellness services
   - safeguard international knowledge exchange by diversifying partnerships, maintaining adaptable training agreements, and preparing contingency plans
   - sustain service delivery in high-demand areas such as Sensitive and Specialized Investigative Services and the Canadian Firearms Program by conducting effective workforce and business planning, strengthening governance, prioritizing essential roles, and engaging partners early to align resources with core program objectives
   - maintain optimal service delivery within the Canadian Firearms Program by proactively planning resources, online services modernization, prioritizing critical services, and engaging stakeholders to manage multiple legislative and regulatory changes
   - optimize service delivery by pursuing new funding avenues, strategic workload management, scalable initiatives, and partnerships despite an increasingly dynamic environment with shifting priorities and demand on resourcing
3. Risk: RCMP’s ability to maintain public trust, relationships with diverse communities, and improving collaboration across agencies. To mitigate the risks, the RCMP will:
   - mitigate reputational and operational risks from sociopolitical polarization and rising expectations for transparency and culturally competent policing through enhanced public reporting, meaningful engagement with diverse communities, and strengthened cultural awareness and bias sensitivity
   - build lasting and trusting relationships with Indigenous communities through direct engagement, local partnerships, and culturally informed dialogues
   - increase representation in tactical policing roles through targeted outreach, inclusive joint exercises, and mentorship programs tailored to Indigenous and underrepresented groups
   - strengthen interagency coordination by formalizing service-level agreements, increasing executive engagement, and leveraging governance mechanisms
   - address jurisdictional and legal complexities across provinces and international boundaries that delay investigations and prosecutions through clear operational protocols, expanded use of international agreements and mutual legal assistance, and early coordination with prosecution services

#### Gender-based Analysis Plus

In 2026–27, Federal Policing will:

- advance initiatives such as Canada’s Women in National Security network, part of a Five Eyes collaboration to promote women’s leadership in national security and address workplace barriers while fostering diversity, allyship, and stronger organizational capacity to meet future security challenges
- in collaboration with Indigenous, Provincial, Territorial and Municipal Policing, bring together operational experience and training in the areas of victim support, trauma response, and victim/family liaison to assist first responders and government agencies in responding to the needs of victims in the aftermath of terrorism, mass casualty or mass victimization events all while considering and respecting culturally unique and diverse communities through the National Coordination Centre of Expertise
- embed GBA Plus in specialized training, including cybercrime and intelligence programs, to strengthen cultural competence, situational awareness, and bias-free analysis
- apply GBA Plus analysis to ensure culture, context, and gender considerations inform its intelligence and operational processes

In 2026–27, National Specialized Services will:

- incorporate an Indigenous lens, expand space for culturally specific practices including a trauma-informed approach, and prioritize diverse cohorts in core courses at the Canadian Police College
- prioritize enhancing systems to better capture data, identify trends, and report on impacts by gender for interpersonal violence by Sensitive and Specialized Investigative Service, and actively advance key initiatives that help to identify victims and remove them from abusive situations
- enhance and automate workflows to bolster data collection and analysis, to improve service delivery, support evidence-based decision making, and equal access to digital tools and resources in Criminal Intelligence Service Canada, Operational IM/IT, and the Canadian Firearms Program
- adopt a modern, flexible system in Forensic Science and Identification Services to collect GBA Plus data and other critical information as part of the Canadian Police Information Centre modernization, enabling richer insights to better understand and respond to the diverse needs of communities across Canada

In 2026–27, Indigenous, Provincial, Territorial and Municipal Policing will:

- refine data collection tools that capture gender and diversity impacts across tactical training cohorts
- incorporate GBA Plus into the newly developed RCMP Gold, Silver, Bronze Incident Command System course through its Course Training Standard to ensure command and control training reflects diverse leadership styles and decision-making approaches
- increase diverse scenarios in emergency management exercises that reflect the needs of vulnerable populations such as Indigenous communities, persons with disabilities, newcomers and gender-diverse individuals to test inclusive response capabilities
- assess how different populations receive and respond to public alerts; ensure public alerts are accessible across languages, formats (for example, visual, auditory), and multiple platforms
- design outreach efforts to include underrepresented groups in the alerting system feedback loops, ensuring alerts are culturally and contextually appropriate
- support the evaluation of equity impacts by improving data collection on emergency management training and exercises by tracking participant gender, region, role and other identity factors
- review emergency operations procedures and standard operating procedures to ensure they reflect inclusive language and roles in divisional activation protocols
- support the pilot for the collection of race-based data in select pilot sites across the country with a focus on understanding outcomes in three types of incidents: use of force, wellness checks, and arrests, in order to address systemic racism, and update training policies and practices
- conduct a review of de-escalation police training across Canada, in conjunction with the Canadian Association of Chiefs of Police, examining whether the training was developed with persons with lived experience of mental illness or crisis, with relevant stakeholders and with a trauma-informed lens, ensuring the inclusion components of bias-free policing, trauma-informed approaches and procedural justice
- utilize gender- and race-based analyses to help inform the body-worn camera program initiative monitoring the impact of body-worn cameras on Indigenous partner communities through a national public opinion survey, with results intended for public release
- identify tools, research, and expertise to strengthen capacity to apply GBA Plus principles consistently and meaningfully within the Vulnerable Persons Unit, including examining practices from other jurisdictions, collaborating with partners to improve inclusivity, and reviewing all training, policies, and resources to reflect the diverse realities of those most affected

## Planned spending and human resources

This section provides an overview of the RCMP’s planned spending and human resources for the next three fiscal years and of planned spending for 2026–27 with actual spending from previous years.

In this section

- Spending
- Funding
- Future-oriented condensed statement of operations
- Human resources

### Spending

This section presents an overview of the department's planned expenditures from 2023–24 to 2028–29.

#### Budgetary performance summary

##### Table 11: Three-year spending summary for core responsibilities and internal services (dollars)

Table 11 presents the RCMP’s spending over the past three years to carry out its core responsibilities and for internal services. Amounts for the 2025–26 fiscal year are forecasted based on spending to date.

Table 11: Three-year spending summary for core responsibilities and internal services (dollars)
Core responsibilities and internal services | 2023–24 Actual Expendituresfootnote 12 | 2024–25 Actual Expendituresfootnote 13 | 2025–26 Forecast Spendingfootnote 14
--- | --- | --- | ---
Federal Policing | 1,161,734,103 | 1,359,848,694 | 1,644,609,513
National Specialized Services | 758,610,631 | 749,755,014 | 876,589,587
Indigenous, Provincial, Territorial and Municipal Policing | 2,403,919,443 | 2,689,928,254 | 3,000,779,472
Subtotal (s) | 4,324,264,178 | 4,799,531,962 | 5,521,978,572
Internal services | 819,034,332 | 944,839,931 | 980,839,922
Total (s) | 5,143,298,510 | 5,744,371,893 | 6,502,818,494

Analysis of past three years of spending

Forecasted spending for 2025–26 which includes amounts presented in the 2025–26 Main Estimates, incremental funding from Supplementary Estimates “B” and “C”, and carry forwards, is estimated to be $6,502.8 million.

When compared to the 2025–26 Planned Spending, the 2025–26 forecasted spending represents an increase of $758.4 million or 13.2%. A main factor contributing to this increase is growth in the Indigenous, Provincial, Territorial and Municipal Policing core responsibility from the provision of policing services to the provinces (except Ontario and Quebec) and territories, as well as municipalities and Indigenous communities including through the First Nations Policing Program under the Police Service Agreements and tripartite agreements.

Additionally, one-time costs associated with activities in support of Canada’s G7 Presidency as well as costs associated with the implementation of newly and previously approved initiatives, such as Enhancing Border Integrity, the Assault-style Firearms Compensation Program, Increased Protection for Public Figures and Democratic Institutions, renewal of the federal framework for the legalization and regulation of cannabis in Canada, Canada’s Black Justice Strategy, and drug-impaired driving initiatives contributed to the 2025–26 forecasted spending increase.

Lastly, organizational costs continue to trend upwards due to increases in expenditures to compensate members for injuries received in the performance of their duties, incremental costs for regular members’ health benefits, and incremental costs relating to compensation increases resulting from collective bargaining, as well as statutory benefits.

#### Table 11 notes

Footnote 12

  2023–24 and 2024–25 figures are based on actual expenditures approved in the Departmental Results Report.

  footnote 12 referrer

Footnote 13

  2023–24 and 2024–25 figures are based on actual expenditures approved in the Departmental Results Report.

  footnote 13 referrer

Footnote 14

  2025–26 figures are based on projected authority figures from the 2025–26 Departmental Plan, plus any in-year increases to authorities such as Supplementary Estimates and Budget Carry Forwards.

  footnote 14 referrer

More financial information from previous years is available on the Finances section of GC Infobase.

##### Table 12: Planned three-year spending on core responsibilities and internal services (dollars)

Table 12 presents the RCMP’s planned spending over the next three years by core responsibilities and for internal services.

Table 12: Planned three-year spending on core responsibilities and internal services (dollars)
Core responsibilities and internal services | 2026–27 Planned Spending | 2027–28 Planned Spending | 2028–29 Planned Spending
--- | --- | --- | ---
Federal Policing | 1,464,946,152 | 1,563,134,429 | 1,627,241,975
National Specialized Services | 614,294,853 | 564,403,345 | 575,865,018
Indigenous, Provincial, Territorial and Municipal Policing | 3,130,828,189 | 3,168,731,316 | 3,148,799,415
Subtotal | 5,210,069,194 | 5,296,269,090 | 5,351,906,408
Internal services | 1,076,651,797 | 1,079,021,499 | 1,154,942,578
Total | 6,286,720,991 | 6,375,290,589 | 6,506,848,986

Analysis of the next three years of spending

The RCMP’s 2026–27 net planned spending is $6,286.7 million spread across its three Core Responsibilities and Internal Services. Of that total, $3,130.8 million is in support of Indigenous, Provincial, Territorial and Municipal Policing which provides policing services to provinces, territories, and municipalities under Police Services Agreements and tripartite agreements. An additional $1,464.9 million is in support of resources devoted to Federal Policing, which encompasses all federally mandated activities, as well as International Policing Operations. Moreover, $614.3 million is in support of National Specialized Services functions that are critical to effective, intelligence-led policing. Lastly, there is $1,076.74 million in planned spending related to Internal Services that support police operations.

The 2026–27 planned spending reflects the amounts presented in the 2026–27 Main Estimates which represents an increase of $210.3 million (or 3%) in comparison to the 2025–26 Main Estimates. It is important to note that the RCMP is implementing a new Department Results Framework as of 2026–27, which accounts for the changes in nomenclature of the Core Responsibilities as well as changes to the Program Inventory mapping, which explains the increase in Planned Spending for Internal Services, and decrease in the National Specialized Services Core Responsibilities.

The increase in planned spending for 2026–27, 2027–28 and 2028–29, compared to the 2025–26 Departmental Plan ($6,076.4 million) is mainly due to funding to support Federal Policing and increases within Indigenous, Provincial, Territorial and Municipal Policing whereby incremental funding was provided to address growth and service continuity.

The above increases were partially offset by initiatives with sunsetting funding, such Canada’s G7 Presidency (2025–26) and the Assault-Style Firearms Compensation Program (2026–27) as well as other sunsetting programs.

More detailed financial information on planned spending is available on the Finances section of GC Infobase.

##### Table 13: Budgetary gross and net planned spending summary (dollars)

Table 13 reconciles gross planned spending with net spending for 2026–27.

Table 13: Budgetary gross and net planned spending summary (dollars)
Core responsibilities and Internal Services | 2026–27 Gross planned spending (dollars) | 2026–27 Planned revenues netted against spending (dollars) | 2026–27 Planned net spending (authorities used)
--- | --- | --- | ---
Federal Policing | 1,465,446,152 | (500,000) | 1,464,946,152
National Specialized Services | 644,062,237 | (29,767,384) | 614,294,853
Indigenous, Provincial, Territorial and Municipal Policing | 5,521,100,108 | (2,390,271,919) | 3,130,828,189
Subtotal | 7,630,608,497 | (2,420,539,303) | 5,210,069,194
Internal services | 1,080,452,797 | (3,801,000) | 1,076,651,797
Total | 8,711,061,294 | (2,424,340,303) | 6,286,720,991

Analysis of budgetary gross and net planned spending summary

The RCMP vote netted revenue authorities are largely related to the provision of Indigenous, Provincial, Territorial and Municipal Policing services for recoveries of eligible costs from contract jurisdictions in accordance with the Police Services Agreements and Tripartite agreements. In addition, revenues are collected in relation to DNA analysis through biology casework analysis agreements with provinces and territories, and for services provided by the Canadian Police College to the law enforcement community.

The RCMP’s 2026–27 planned gross spending is $8,711.1 million, with $2,424.3 million in vote netted revenues, for a total budgetary planned net spending of $6,286.7 million. The vote netted revenue increase over 2025–26 is related to incremental authorities within Indigenous, Provincial, Territorial and Municipal Policing incremental funding was provided to address service growth.

Planned vote netted revenues in 2027–28 and beyond are consistent with those of 2026–27. Indigenous, Provincial, Territorial and Municipal Policing revenues will increase year over year as provinces and municipalities seek additional police services within the Police Services Agreements and Tripartite agreements in response to growth.

Information on the alignment of the RCMP’s spending with Government of Canada’s spending and activities is available on GC InfoBase.

### Funding

This section provides an overview of the department's voted and statutory funding for its core responsibilities and for internal services. For further information on funding authorities, consult the Government of Canada budgets and expenditures.

### Chart 1: Approved funding (statutory and voted) over a six-year period

Graph 1 summarizes the department's approved voted and statutory funding from 2023–24 to 2028–29.

Approved funding (statutory and voted) over a six-year period
Fiscal year | Total | Voted | Statutory
--- | --- | --- | ---
2023–2024 | 5,143 | 4,569 | 574
2024–2025 | 5,744 | 5,095 | 649
2025–2026 | 6,503 | 5,771 | 732
2026–2027 | 6,287 | 5,507 | 780
2027–2028 | 6,375 | 5,580 | 795
2028–2029 | 6,507 | 5,708 | 799

Analysis of statutory and voted funding over a six-year period

RCMP’s total spending for 2023–24 was $5,143 million and increased in 2024–25 and 2025–26. The reduction between the 2025–26 forecasted spending and 2026–27 through 2027–28 planned spending is mainly attributable to one-time costs associated with activities in support of Canada’s G7 Presidency, as well as carry forwards and reprofiles accessed through the 2025–26 Supplementary Estimates included in the 2025–26 forecasted spending but not yet known for the 2026–27 through 2028–29 fiscal years. Additionally, the year over year reduction is due to a decrease in funding levels for the Assault-Style Firearms Compensation Program, as well as other sunsetting programs.

The forecasted increases from 2026–27 through 2028–29 are due to funding to support increased capacity for Federal Policing, as well as increases within Indigenous, Provincial, Territorial and Municipal Policing whereby incremental funding was provided to address service growth.

For further information on the RCMP’s departmental appropriations, consult the 2026–27 Main Estimate.

### Future-oriented condensed statement of operations

The future-oriented condensed statement of operations provides an overview of the RCMP’s operations for 2025–26 to 2026–27.

#### Table 14: Future-oriented condensed statement of operations for the year ended March 31, 2026 (dollars)

Table 14 summarizes the expenses and revenues which net to the cost of operations before government funding and transfers for 2025–26 to 2026–27. The forecast and planned amounts in this statement of operations were prepared on an accrual basis. The forecast and planned amounts presented in other sections of the Departmental Plan were prepared on an expenditure basis. Amounts may therefore differ.

Table 14: Future-oriented condensed statement of operations for the year ended March 31, 2026 (dollars)
Financial information | 2025–26 Forecast results | 2026–27 Planned results | Difference (planned results minus forecasted)
--- | --- | --- | ---
Total expenses | 9,737,477,947 | 9,076,856,366 | (660,621,581)
Total revenues | 2,363,835,565 | 2,440,033,192 | 76,197,627
Net cost of operations before government funding and transfers | 7,373,642,382 | 6,636,823,174 | (736,819,208)

Analysis of forecasted and planned results

For 2026–27, the RCMP is projecting $9,076.9 million in planned expenses based on 2026–27 Main Estimates and accrual information. The $660.6 million decrease in 2026–27 planned expenses compared to the 2025–26 forecast expenses is mainly due a one-time pension plan actuarial adjustment in 2025–26. The $76.2 million increase in 2026–27 planned revenues compared to the 2025–26 forecast revenues is mainly due to growth in Indigenous, Provincial, Territorial and Municipal Policing.

A more detailed Future-Oriented Statement of Operations and Notes for 2026–27, including a reconciliation of the net cost of operations with the requested authorities, is available on the RCMP’s website.

### Human resources

This section presents an overview of the department’s actual and planned human resources from 2023–24 to 2028–29.

#### Table 15: Actual human resources for core responsibilities and internal services

Table 15 shows a summary of human resources, in full-time equivalents, for the RCMP’s core responsibilities and for its internal services for the previous three fiscal years. Human resources for the 2025–26 fiscal year are forecasted based on year to date.

Table 15: Actual human resources for core responsibilities and internal services
Core responsibilities and Internal Services | 2023–24 Actual full-time equivalentsfootnote 15 | 2024–25 Actual full-time equivalentsfootnote 16 | 2025–26 Actual full-time equivalentsfootnote 17
--- | --- | --- | ---
Federal Policing | 5,037 | 5,311 | 5,313
National Specialized Services | 3,828 | 4,066 | 4,064
Indigenous, Provincial, Territorial and Municipal Policing | 18,313 | 18,796 | 18,798
Subtotal | 27,178 | 28,173 | 28,175
Internal services | 4,642 | 5,077 | 5,072
Total | 31,820 | 33,250 | 33,247

Analysis of human resources over the last three years

The RCMP is projecting 33,247 full-time equivalents by year-end which falls within 2% of the planned full-time equivalents from the 2025–26 Departmental Plan (33,076 full-time equivalents).

The RCMP continues to modernize its recruitment approach to identify and address barriers that have impeded Indigenous People, Women, Black, racialized and other equity seeking groups from being successful in the application process.

#### Table 15 notes

Footnote 15

  FTEs based on approved Departmental Results Report

  footnote 15 referrer

Footnote 16

  FTEs based on approved Departmental Results Report

  footnote 16 referrer

Footnote 17

  FTEs based on 2025–26 Salary Forecasting Tool

  footnote 17 referrer

#### Table 16: Human resources planning summary for core responsibilities and internal services

Table 16 shows information on human resources, in full-time equivalents, for each of the RCMP’s core responsibilities and for its internal services planned for the next three years.

Table 16: Human resources planning summary for core responsibilities and internal services
Core responsibilities and Internal Services | 2026–27 Planned full-time equivalents | 2027–28 Planned full-time equivalents | 2028–29 Planned full-time equivalents
--- | --- | --- | ---
Federal Policing | 5,470 | 5,672 | 5,861
National Specialized Services | 2,901 | 2,950 | 2,979
Indigenous, Provincial, Territorial and Municipal Policing | 19,464 | 19,523 | 19,520
Subtotal | 27,835 | 28,145 | 28,360
Internal services | 5,999 | 6,053 | 6,036
Total | 33,834 | 34,198 | 34,396

Analysis of human resources for the next three years

In 2026–27, the RCMP’s planned staffing is expected to increase by 587 full-time equivalents for a total of 33,834 full-time equivalents in comparison to the 2025–26 projected year-end full-time equivalent forecast. This increase is a result of continued implementation of previously and newly approved initiatives.

Over the next two years, the RCMP is planning to remain relatively consistent with planned staffing with increases of 365 and 198 full-time equivalents respectively. The increases are primarily due to funding to increase capacity for Federal Policing and incremental funding approved for the Indigenous, Provincial, Territorial and Municipal Policing program.

The RCMP Training Academy (“Depot”) in Regina, Saskatchewan is aiming to increase regular Troop Gate, as well as the Experienced Police Officer Program in 2026–27.

Factors such as the evolving nature of crime are driving the need for a diverse, representative and multi-faceted workforce that has the right mix of core policing skills, specialized technical knowledge, and personal characteristics for success. Police services across Canada are facing challenges to attract and retain such talent to meet current and emerging priorities.

Careers within law enforcement require a special set of skills and talents and the RCMP is competing with other police services within Canada for the same limited talent pool. This competitive environment is likely to challenge the RCMP’s ability to reach the targeted planned full-time equivalents in the short to medium term.

To mitigate these challenges, the RCMP is taking steps to improve the attraction and retention of skills, attributes, characteristics and abilities required to meet the spectrum of current and future business needs.

## Supplementary information tables

The following supplementary information tables are available on the RCMP’s website:

- Details on transfer payment programs

Information on the RCMP’s departmental sustainable development strategy can be found on the RCMP’s website.

## Federal tax expenditures

The RCMP’s Departmental Plan does not include information on tax expenditures.

The tax system can be used to achieve public policy objectives through the application of special measures such as low tax rates, exemptions, deductions, deferrals and credits. The Department of Finance Canada publishes cost estimates and projections for these measures each year in the Report on Federal Tax Expenditures.

This report also provides detailed background information on tax expenditures, including descriptions, objectives, historical information and references to related federal spending programs as well as evaluations and GBA Plus of tax expenditures.

## Corporate information

Departmental profile

### Appropriate minister(s)

The Honourable Gary Anandasangaree, P.C., K.C., M.P.

Minister of Public Safety

### Institutional head

Commissioner Michael Duheme

### Ministerial portfolio

Public Safety Canada

### Enabling instrument(s)

- Royal Canadian Mounted Police Act
- Royal Canadian Mounted Police Superannuation Act
- Enhancing Royal Canadian Mounted Police Accountability Act
- Royal Canadian Mounted Police Pension Continuation Act

### Year of incorporation / commencement

1873

Departmental contact information

### Mailing address

Royal Canadian Mounted Police
Corporate Management and Comptrollership
73 Leikin Drive
Ottawa ON K1A 0R2
Mailstop #19

### Email

rpp_dpr-rpp_rmr@rcmp-grc.gc.ca

### Website

https://rcmp.ca

## Definitions

List of terms

appropriation (crédit)
  Any authority of Parliament to pay money out of the Consolidated Revenue Fund.
budgetary expenditures (dépenses budgétaires)
  Operating and capital expenditures; transfer payments to other levels of government, organizations or individuals; and payments to Crown corporations.
core responsibility (responsabilité essentielle)
  An enduring function or role performed by a department. The intentions of the department with respect to a core responsibility are reflected in one or more related departmental results that the department seeks to contribute to or influence.
Departmental Plan (plan ministériel)
  A report on the plans and expected performance of an appropriated department over a 3 year period. Departmental Plans are usually tabled in Parliament each spring.
departmental result (résultat ministériel)
  A consequence or outcome that a department seeks to achieve. A departmental result is often outside departments’ immediate control, but it should be influenced by program-level outcomes.
departmental result indicator (indicateur de résultat ministériel)
  A quantitative measure of progress on a departmental result.
departmental results framework (cadre ministériel des résultats)
  A framework that connects the department’s core responsibilities to its departmental results and departmental result indicators.
Departmental Results Report (rapport sur les résultats ministériels)
  A report on a department’s actual accomplishments against the plans, priorities and expected results set out in the corresponding Departmental Plan.
full-time equivalent (équivalent temps plein)
  A measure of the extent to which an employee represents a full person-year charge against a departmental budget. For a particular position, the full-time equivalent figure is the ratio of number of hours the person actually works divided by the standard number of hours set out in the person’s collective agreement.
Gender-based Analysis Plus (GBA Plus) (analyse comparative entre les sexes plus [ACS Plus])

  Is an analytical tool used to support the development of responsive and inclusive policies, programs, and other initiatives. GBA Plus is a process for understanding who is impacted by the issue or opportunity being addressed by the initiative; identifying how the initiative could be tailored to meet diverse needs of the people most impacted; and anticipating and mitigating any barriers to accessing or benefitting from the initiative. GBA Plus is an intersectional analysis that goes beyond biological (sex) and socio-cultural (gender) differences to consider other factors, such as age, disability, education, ethnicity, economic status, geography (including rurality), language, race, religion, and sexual orientation.

  Using GBA Plus involves taking a gender- and diversity-sensitive approach to our work. Considering all intersecting identity factors as part of GBA Plus, not only sex and gender, is a Government of Canada commitment.

government priorities (priorités gouvernementales)
  For the purpose of the 2026–27 Departmental Plan, government priorities are the high-level themes outlining the government’s agenda in the 2025 Speech from the Throne.
horizontal initiative (initiative horizontale)
  An initiative where two or more federal departments are given funding to pursue a shared outcome, often linked to a government priority.
Indigenous business (enterprise autochtones)
  For the purpose of the Directive on the Management of Procurement Appendix E: Mandatory Procedures for Contracts Awarded to Indigenous Businesses and the Government of Canada’s commitment that a mandatory minimum target of 5% of the total value of contracts is awarded to Indigenous businesses, a department that meets the definition and requirements as defined by the Indigenous Business Directory.
non‑budgetary expenditures (dépenses non budgétaires)
  Non-budgetary authorities that comprise assets and liabilities transactions for loans, investments and advances, or specified purpose accounts, that have been established under specific statutes or under non-statutory authorities in the Estimates and elsewhere. Non-budgetary transactions are those expenditures and receipts related to the government's financial claims on, and obligations to, outside parties. These consist of transactions in loans, investments and advances; in cash and accounts receivable; in public money received or collected for specified purposes; and in all other assets and liabilities. Other assets and liabilities, not specifically defined in G to P authority codes are to be recorded to an R authority code, which is the residual authority code for all other assets and liabilities.
performance (rendement)
  What a department did with its resources to achieve its results, how well those results compare to what the department intended to achieve, and how well lessons learned have been identified.
performance indicator (indicateur de rendement)
  A qualitative or quantitative means of measuring an output or outcome, with the intention of gauging the performance of a department, program, policy or initiative respecting expected results.
plan (plan)
  The articulation of strategic choices, which provides information on how a department intends to achieve its priorities and associated results. Generally, a plan will explain the logic behind the strategies chosen and tend to focus on actions that lead to the expected result.
planned spending (dépenses prévues)

  For Departmental Plans and Departmental Results Reports, planned spending refers to those amounts presented in Main Estimates.

  A department is expected to be aware of the authorities that it has sought and received. The determination of planned spending is a departmental responsibility, and departments must be able to defend the expenditure and accrual numbers presented in their Departmental Plans and Departmental Results Reports.

program (programme)
  Individual or groups of services, activities or combinations thereof that are managed together within the department and focus on a specific set of outputs, outcomes or service levels.
program inventory (répertoire des programmes)
  Identifies all the department’s programs and describes how resources are organized to contribute to the department’s core responsibilities and results.
result (résultat)
  A consequence attributed, in part, to an department, policy, program or initiative. Results are not within the control of a single department, policy, program or initiative; instead they are within the area of the department’s influence.
statutory expenditures (dépenses législatives)
  Expenditures that Parliament has approved through legislation other than appropriation acts. The legislation sets out the purpose of the expenditures and the terms and conditions under which they may be made.
target (cible)
  A measurable performance or success level that an organization, program or initiative plans to achieve within a specified time period. Targets can be either quantitative or qualitative.
voted expenditures (dépenses votées)
  Expenditures that Parliament approves annually through an appropriation act. The vote wording becomes the governing conditions under which these expenditures may be made.

Date modified:
  2026-04-15