Royal Canadian Mounted Police's 2025–26 Departmental results report

Publication information

His Majesty the King in Right of Canada, as represented by the Minister of Public Safety, 2026

Catalogue number PS61-35E-PDF
ISSN 2560-9483

Note: The RCMP used its generative AI tool (Copilot) to support the development of content in this report. A human has reviewed and validated all AI-generated content.

Aussi disponible en français sous le titre : Rapport sur les résultats ministériels 2025–2026

At a glance

A departmental results report details the RCMP’s actual accomplishments against plans, priorities and expected results outlined in its 2025–2026 Departmental Plan.

These results align with the priorities outlined in the May 21, 2025, mandate letter from the Prime Minister, as well as with the RCMP’s vision, mission, raison d’être and operating context.

Key priorities

The RCMP identified the following key priorities for 2025–2026:

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

Highlights for the RCMP in 2025–2026

Striving toward excellence in operations, the RCMP protected Canada’s sovereignty by strengthening security and operational readiness in the Arctic, at Canada’s borders, and against foreign interference. The RCMP supported Government of Canada Arctic security initiatives by participating with partners in operational exercises in the North. It also strengthened its capacity to prevent, detect, investigate and disrupt foreign actor interference through specialized investigative and legislative training, enhanced domestic and international collaboration, and outreach to communities vulnerable to foreign state-linked intimidation, harassment or coercion. To address evolving border threats, the RCMP established the Border Intelligence Fusion Centre to improve the collection, sharing and operationalization of intelligence and completed a strategic review that informed the National Border Technology Plan. Collaboration with federal and international partners reinforced border integrity and supported the upstream disruption of illicit drugs and cross-border crime targeting Canadians. Together, these efforts strengthened Canada’s ability to protect its territory, borders, institutions, interests and people.

Total actual net spending: $6,581,355,524
Total full-time equivalent staff: 33,807

For detailed information on the RCMP’s total spending and human resources, read the Spending and human resources section of its full departmental results report.

Summary of results

The following provides a summary of the results the department achieved in 2025–2026 under its “core responsibilities” (its main areas of activity).

Core responsibility 1: Federal Policing
- Actual spending: 1,665,674,464
- Actual full-time equivalent staff: 5,424
In 2025–2026, Federal Policing:
- successfully ensured the safety for high-profile national and international events, including the G7 Summit, Ministerial meetings, a Royal Visit by His Majesty the King, intergovernmental conferences and FIFA preparations by leading and supporting security coordination efforts
- demonstrated the effectiveness of international cooperation through coordinated INTERPOL channels in the successful arrest of a Canadian fugitive linked to the major 2019 Desjardins data breach affecting 9.7 million members
- through the Interpol Global Network, played a pivotal role in investigations related to parental abduction, leading to the successful reunification of children with the custodial parent
- used strategic intelligence reporting in cooperation with federal partners to gain an enriched threat picture on synthetic precursors as part of the Prime Ministerial directive on Transnational Crime and Border Security
- supported the implementation of Canada’s Border Plan through collaboration and engagement with partners to collect data, acquire assets and resource initiatives
For more information on the RCMP’s activities related to Federal Policing read the "Results - what we achieved" section of this report.
Core responsibility 2: Specialized Policing Services
- Actual spending: $785,345,719
- Actual full-time equivalent staff: 4,065
In 2025–2026, Specialized Policing Services:
- published the High-Risk Child Sex Offender Database, a publicly accessible database containing information on individuals who have been found guilty of a sexual offence against children and who pose a high risk of committing crimes of a sexual nature
- officially released the Canadian Criminal Intelligence System, to strengthen collaboration and provide partners across Canada with access to critical serious and/or organized crime data from multiple jurisdictions
- continued to support frontline operations by advancing the replacement and modernization of aging aircraft assets through enhanced fleet planning, procurement activities, and the integration of modern technologies contributing to improved operational reliability, availability, and readiness ensuring that air services remain responsive to evolving policing and public safety requirements
- led Maple Disruption 2025, a joint operation with government and private sector partners to disrupt fraud activities, allowing partners to share information on suspected fraud, take coordinated action, and disrupt more than 3,000 fraud enablers, including 1,622 fraud reports linked to an estimated $4.7 million in losses
- launched the Report Cyber and Fraud website, a publicly available platform that enables Canadian victims and witnesses of cybercrime and fraud to report these crimes via a secure and reliable digital platform, and carried out more than 10,000 disruptive actions targeting e-transfers, bank accounts, telephone numbers, email addresses and websites facilitating fraud and cybercrime through a joint effort with the U.S. Federal Bureau of Investigation (FBI)
- continued to make advancements on bank account recoveries, which accounted for more than $10.72 million in recovered funds for victims of fraud during the reporting period
- recovered $2.3 million lost in a cross-border Business Email Compromise fraud targeting a Vancouver area law firm through collaborating with the Hong Kong Police Force’s Anti Deception Coordination Centre
For more information on the RCMP’s activities related to Specialized Policing Services read the "Results - what we achieved" section of this report.
Core responsibility 3: Contract and Indigenous Policing
- Actual spending: $3,145,951,229
- Actual full-time equivalent staff: 19,153
In 2025–2026, Contract and Indigenous Policing:
- launched a national rollout of Computer-Aided Dispatch (CAD) Mobile to frontline members, enabling the right resources faster, secure communication, improved safety, and reduced IT costs through replacing the legacy system
- rolled out body-worn cameras to 86% of RCMP detachments in February 2026 to strengthen transparency, accountability and public trust
- achieved 96% national compliance under School Action for Emergencies (SAFE), with 5 divisions attaining 100% compliance
- increased the used of restorative justice 10% from the previous fiscal year and 31% since tracking began in 2020
- built an interim regular member demand model to help the organization meet its immediate regular member gaps through articulating workforce demand and supply.
For more information on the RCMP’s activities related to Contract and Indigenous Policing read the "Results - what we achieved" section of this report.

From the Minister

As Canada’s Minister of Public Safety, I am honoured to present the Royal Canadian Mounted Police’s (RCMP) Departmental Results Report for the 2025–2026 fiscal year.

At a time when public safety threats are becoming increasingly complex and interconnected, the RCMP continues to play a critical role in protecting Canadians, safeguarding national security, and upholding the rule of law. With responsibilities that span municipal, provincial, territorial, federal, and international jurisdictions, the RCMP remains a cornerstone of Canada's public safety and security framework.

This year, the RCMP made important progress in strengthening the foundation of its workforce for the future. The organization advanced the implementation of its National Recruitment Strategy, modernizing recruitment processes to improve efficiency, enhance the applicant experience, and attract the diverse talent required to meet evolving policing demands. The RCMP also launched the national implementation of the Indigenous Career Navigator Program, with the goal of ensuring a strong diverse and capable work force. In addition, the RCMP continued to modernize training infrastructure and expand hybrid learning capabilities, improving accessibility for remote learners and enhancing the delivery of specialized training across the country.

Canada's commitment to strengthening public safety and federal policing was further demonstrated through funding to support the addition of 1,000 new RCMP personnel. These investments will enhance the RCMP's ability to combat serious and organized crime, including money laundering, fraud, online child sexual exploitation, cybercrime, and other threats to Canada's national security. Together, workforce growth and recruitment modernization will help ensure the RCMP has the capacity, skills, and expertise required to advance federal policing priorities and respond effectively to emerging threats.

The RCMP continued to deliver meaningful operational results in 2025–2026. Efforts to combat online child sexual exploitation led to the identification of 13 suspects through the High Value Target Taskforce and 59 victims through Europol's 17th Victim Identification Taskforce. The RCMP also supported victims of fraud through the recovery of more than $10.72 million in stolen funds. Through continued collaboration with domestic and international partners, including Five Eyes, Cyber 9 (C9), EUROPOL and INTERPOL member agencies, the RCMP strengthened its ability to address transnational criminal activity, organized crime, cybercrime, and threats to public safety. These outcomes reflect the organization's commitment to protecting vulnerable Canadians and disrupting increasingly sophisticated criminal activity.

The RCMP also demonstrated leadership in national security, border security, and protective policing. Through the Integrated Safety and Security Group, the RCMP led a coordinated security operation involving approximately 7,000 law enforcement and security personnel to ensure the safe and secure delivery of the 51st G7 Leaders' Summit in Kananaskis, Alberta. The RCMP also advanced initiatives under its Border Integrity Program, strengthening operational readiness, governance, and coordination to address evolving cross-border threats and support Canada's economic and security interests. These achievements reflected extensive planning and close collaboration with domestic and international partners to protect Canadians and support Canada's role on the global stage.

Building and maintaining public trust remained a key priority throughout the year. By the end of the fiscal year, 85% of frontline officers were equipped with body-worn cameras, strengthening transparency and accountability in policing. The RCMP also continued to advance the Digital Evidence Management Project, improving the collection, management, and accessibility of evidence to support investigations and the timely resolution of public complaints. Additional progress was made in modernizing policing tools and services, including enhancements to national forensic and criminal records capabilities that support law enforcement partners across Canada. The RCMP also continued to advance community safety initiatives, including the expansion of the Safer Spaces program and the completion of a review of de-escalation and crisis intervention practices to inform future improvements in frontline service delivery.

From strengthening federal policing capacity and protecting Canada's national security to modernizing recruitment, enhancing border security, advancing policing technologies, and deepening partnerships at home and abroad, the RCMP's achievements in 2025–2026 reflect its unwavering commitment to keeping Canadians safe. I commend the women and men of the RCMP for their dedication, professionalism, and service, and I look forward to the organization's continued leadership in addressing the public safety challenges of today and tomorrow.

Results: what we achieved

Core responsibility 1: Federal Policing

In this section

Description
Quality of life impacts
Progress on results
Details on results
Key risks
Resources required to achieve results
Related government priorities
Program inventory

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 to the Prosperity and Good Governance pillars of the Canada’s Quality of Life Framework. Specifically, in support of the Framework, Federal Policing:

developed long-term training capacity across missions, including the United Nations Organization Stabilization Mission in the Democratic Republic of Congo, Canadian Police Mission in Ukraine, International Anti-Corruption Coordination Centre, the United Nations Integrated Office in Haiti and the Haiti Technical Assistance Mission, as well as the United Nations Institute for Training and Research
strengthened partnerships and international collaboration with United Nation agencies, including the United Nations Office on Drugs and Crime and The Office of the High Commissioner for Human Rights, and alongside international policing partners, local police forces, embassies, Non-Governmental Organizations, and community partners
contributed to good governance by protecting Canada’s democratic institutions and addressing criminal and national security threats through intelligence-led operations and strong partnerships, thereby reinforcing the rule of law, strengthening institutional resilience, and supporting public confidence in Canada’s safety and security framework
disrupted and mitigated national security and transnational criminal threats through coordinated investigations and intelligence sharing
enhanced efforts to address financial crime, corruption, and cybercrime through threat identification and strengthened partner collaboration
supported a coordinated response to foreign actor interference to help safeguard democratic institutions and maintain public confidence
deepened police-to-police cooperation in the Americas by delivering drone operations and intelligence training to Haitian National Police in Jamaica, with graduates thereafter applying their newly developed skills in joint investigations
identified the highest criminal threats faced by Canada and its people and ensured Canada’s security through the development and sharing of national operating pictures on the highest criminal threats

Progress on results

This section details the department’s performance against its targets for each departmental result under Core responsibility 1: Federal Policing.

Table 1 shows the target, the date to achieve the target and the actual results for each indicator under Canada and Canadian interests are safe and secure against serious and complex criminal threats in the last three fiscal years.

Table 1: Canada and Canadian interests are safe and secure against serious and complex criminal threats
Departmental result indicator	Target	Date to achieve target	Actual results
Percentage of cleared Federal Policing-led files that were cleared by charge	70%	March 31, 2026	2023–2024: 71.7% 2024–2025: 62% 2025–2026: 65% ^{table 1 note 1}
Degree to which Federal Policing disrupted criminal activities and networks domestically and abroad	At least 3 out of a total of 4	March 31, 2026	2023–2024: Not available 2024–2025: Not available 2025–2026: Not available ^{table 1 note 2}
Percentage of Policing Partners and Stakeholders who agree that the RCMP is effectively responding to National Security, Transnational and Serious Organized Crime, and Cybercrime threats	75%	March 31, 2026	2023–2024: 57% 2024–2025: Not available 2025–2026: Not available ^{table 1 note 3}

Table 1 notes

Note 1

During fiscal year 2025–2026, there were a total of 4,613 cleared FP-led occurrences (offence-related), out of which 65% (3,001) were cleared by charge.

Return to table 1 note1 referrer

Note 2

Results for disruption are not currently available as the RCMP is in the process of establishing a methodology for measuring such impacts. Establishing a disruption metric is challenging due to the covert and adaptive nature of criminal networks, the complexity of their operations and the lack of universally accepted benchmarks. Efforts are ongoing to develop standardized disruption metrics.

Return to table 1 note2 referrer

Note 3

The RCMP Policing Partners & Stakeholders survey was not administered for 2025–2026.

Return to table 1 note3 referrer

Table 2 shows the target, the date to achieve the target and the actual results for each indicator under Canada’s most fundamental democratic and social institutions are secured through ensuring safety and security of protected persons, sites, government-led events and Canadian air carriers in the last three fiscal years.

Table 2: Canada’s most fundamental democratic and social institutions are secured through ensuring safety and security of protected persons, sites, government-led events and Canadian air carriers
Departmental result indicators	Target	Date to achieve target	Actual results
Percentage of Federal Policing Partners and Stakeholders who agree with the statement, “Protective Operations contribute to keeping the public and Canadian Interests safe”	85%	March 31, 2026	2023–2024: Not available 2024–2025: Not available 2025–2026: Not available ^{table 2 note 1}

Table 2 notes

Note 1

The RCMP Policing Partners amd Stakeholders survey was not administered for 2025–2026.

Return to table 2 note1 referrer

The Results section of the Infographic for the RCMP on GC Infobase provides additional information on results and performance related to its program inventory.

Details on results

The following section describes the results for Federal Policing in 2025–2026 compared with the planned results set out in the RCMP’s departmental plan for the year.

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

Results achieved

The RCMP's ability to use and continuously improve its investigative and intelligence techniques and policies, including dedicated governance, is critical to its ability to serve the public at home and abroad.

Federal Policing Investigations

In 2025–2026, the RCMP:

strengthened specialized investigative capacity to address terrorist financing by developing and delivering the Terrorist Financing Investigators Course to 67 RCMP candidates and 10 partner law enforcement officials improving the RCMP’s ability to detect, investigate and disrupt terrorism-related financial activity
strengthened the RCMP’s capacity to prevent, detect, investigate, and disrupt foreign actor interference threats through the development of the 2-week, in-person Advanced Foreign Actor Interference Investigations (AFAII) Course, enhancing operational preparedness and investigative readiness in an emerging and high-priority threat environment and equipping National Security investigators with specialized knowledge of emerging threat patterns, methodologies, and investigative considerations
expanded the RCMP’s training framework to support specialized and informed foreign-interference investigations, promoting stronger collaboration with key domestic and international partners by improving shared understanding of the threat environment
delivered in-person legislative training across the country to Integrated National Security Enforcement Teams (INSET) and National Security Enforcement Sections (NSES) investigators on the Foreign Interference and Security of Information Act (FISIA), improving operational readiness to respond to foreign interference and use of legislative authorities
through a joint initiative involving Public Safety portfolio partners, strengthened interdepartmental and community engagement on transnational repression involving foreign states, strengthening partnerships and increasing the RCMP’s ability to identify, respond to, and prevent foreign interference including transnational repression
expanded outreach to communities potentially affected by intimidation, harassment or coercion linked to foreign states, to reinforce trust and reporting pathways among communities vulnerable to foreign state-linked threats
conducted multiple sanctions outreach initiatives in collaboration with Global Affairs Canada (GAC), building awareness and investigative capacity across public and private sectors to detect, report, and disrupt sanctions evasion and financial crime
developed the RCMP Foreign Corruption Action Plan, enhancing Canada’s capacity to combat foreign bribery and economic crime through strengthened partnerships, improved information-sharing, and coordinated investigative strategies
negotiated a national Memorandum of Understanding with Export Development Canada (EDC), enhancing information-sharing and collaboration to strengthen the collective ability to identify and respond to financial crime risks, including sanctions evasion and foreign corruption
participated in multiple international task forces, including the International Investigative Cooperation Alliance (IICA) targeting global scam centres, as well as the International Foreign Bribery Taskforce (IFBT) contributing to the renewal of the IFBT Memorandum of Understanding and strengthening multinational enforcement capacity against transnational financial crime
renewed a national Memorandum of Understanding (MOU) with the Forensic Accounting Management Group (FAMG) within Public Services and Procurement Canada, increasing access to specialized forensic expertise and supporting more effective investigations and prosecutions of complex financial crime
participated in the establishment of the Integrated Money Laundering Intelligence Partnership (IMLIP) to facilitate voluntary and permissible information-sharing related to money laundering and organized crime activities between law enforcement and Domestic Systemically Important Banks (DSIBs), with the objective of improving Canada’s response to these crimes
contributed to the establishment of the Counter-Proliferation Policy Working Group (CPPWG), advancing whole-of-government policy coordination by identifying legislative and policy enhancements and leveraging technical expertise to support Canada’s counter-proliferation objectives
established the Money Laundering Disruption Working Group to strengthen collaboration between law enforcement agencies and Government of Canada and/or provincial/territorial regulatory bodies involved in combating money laundering
established the National Proceeds of Crime Working Group comprised of Provincial, Territorial, and Municipal policing partners across the country to enhance national collaboration in removing the profits from crime
developed and provided specialized threat and risk assessment training to RCMP and partner policing organizations in support of the 2025 G7 Summit in Kananaskis and the 2026 FIFA World Cup

Federal Policing Intelligence

In 2025–2026, the RCMP:

collaborated with RCMP regions and municipal, provincial and international partners to develop intelligence on priority threats, including illicit fentanyl and the criminal exploitation of Marine Ports, resulting in a more holistic understanding of the criminal threats to facilitate improved coordination, operationalization and decision-making
collaborated with the Privy Council Office’s Intelligence Analyst Community of Practice (PCO-IACOP) to establish common tradecraft guidelines and standards, which were subsequently implemented across Federal Policing intelligence nationally
augmented the footprint of criminal intelligence analysts deployed abroad to better identify disruption opportunities abroad to prevent criminality from reaching Canada
enhanced collaboration with Government of Canada intelligence partners on joint assessments of emerging threats, resulting in more comprehensive understanding, stronger engagement and decision-making
provided partners with timely information to advance investigations, assess emerging threats, identify potential risks and inform operational responses to counter ideologically motivated violent extremism, through the Ideologically Motivated Criminal Intelligence team’s generation of 24 actionable tips and leads, response to 146 requests for information, support of 15 disclosure requests for domestic and international law enforcement partners, and production of 48 intelligence products
increased partner awareness of evolving ideologically motivated threats across Canada through the provision of strategic intelligence that supported threat assessment, preparedness and informed decision-making among the RCMP, Government of Canada and Five Eyes partners
collaborated with Transport Canada on an initiative aimed at disrupting the criminal exploitation of restricted access passes at Marine and Airports
collaborated with federal partners, including the Canada Border Services Agency (CBSA), Communications Security Establishment (CSE), Financial Transactions and Reports Analysis Centre of Canada (FINTRAC), Canadian Security Intelligence Service (CSIS), and the Joint Operational Intelligence Cell (JOIC), to enhance collective understanding of transnational organized crime and illicit drug trafficking threat actors, with a particular focus on fentanyl, in support of the Prime Minister's Directive on Transnational Crime and Border Security
in response to the RCMP’s initiative on securing the border, the Border Intelligence Fusion Centre (BIFC) was established to enhance the collection, sharing, and operationalization of timely and relevant intelligence among the RCMP and its partners to combat border-related criminal activity

International Operations

In 2025–2026, the RCMP:

expanded influence and operational reach by building trust, improving coordination, and creating new avenues for joint action resulting in deeper, more effective collaboration with United Nations agencies, international policing partners, local police forces, embassies, Non-Governmental Organizations, and community actors
chaired the Canadian Police Arrangement’s Annual General Meeting, which provided the RCMP, Global Affairs Canada, and Public Safety Canada with a forum to engage partner agencies, review key developments from the past year, and discuss international deployment opportunities for the year ahead
signed Memoranda of Understanding with 8 partner agencies, allowing members to be deployed through the Peace Operations program, and which could lead to future capacity building/assistance programs
delivered training to strengthen Haitian National Police skills, including Remotely Piloted Aircraft System (RPAS) operations, criminal intelligence analysis, tactical combat casualty care, and public order readiness, certifying operators and instructors to support safer and more effective policing
built sustainable local training capacity, supporting equipment delivery, instructor development, and the establishment of a polygraph unit, enabling Haitian personnel to independently lead training, strengthen vetting and integrity, and reduce reliance on international support
through the INTERPOL Network, the RCMP played a pivotal role in investigations related to parental abduction, leading to the successful reunification of children with the custodial parent
in coordination with Canadian and international authorities, INTERPOL Ottawa contributed to the successful arrest of Juan Pablo Serrano, a Canadian fugitive linked to the major 2019 Desjardins data breach affecting 9.7 million members, marking a significant milestone in a long-running investigation that demonstrated the effectiveness of international cooperation coordinated through INTERPOL channels
assigned personnel to Colombia to strengthen the National Police of Colombia to manage peacebuilding projects and related activities
expanded the RCMP’s U.S. footprint by establishing 2 new postings in Chicago and Virginia and strengthening presence in Los Angeles, reinforcing border integrity and cross-border crime efforts while supporting the upstream disruption of illicit drug flows and related criminal activity targeting Canadians
enhanced the operational capabilities of partner law enforcement agencies by delivering 45 targeted training and mentorship sessions across 10 countries. These efforts reached over 925 international participants and were supported by the expertise of more than 90 Canadian subject matter experts, reinforcing Canada’s leadership in international policing
through the sustained operational engagement of the Fugitive Apprehension Support Team, supported 81 enforcement actions, including the arrest and extradition of one of Canada’s most wanted fugitives to face 17 Criminal Code and Controlled Drugs and Substances Act charges, directly strengthening public safety and accountability
participated in Operation Giant Slalom, Operation Hard Ball, and Operation Dead Hand, with the FBI, targeting the highest levels of transnational organized crime and resulting in significant disruption of criminal activities, with over 90 charged in multiple countries and more than 5,600 kilograms of cocaine and methamphetamine seized before reaching Canada

Federal Policing National Governance

In 2025–2026, the RCMP:

launched a harm/impact assessment to collect baseline data on the most pressing threats facing Canada, its interests and its people
initiated the development of a workforce planning framework for Federal Policing to address recruitment and retention needs, to support the commitment to hire 1,000 RCMP personnel
engaged in development of the Federal Policing Designation plan through multiple iterations for specialized training requirements which is being piloted in October 2026
completed a strategic review of the border integrity program, which informed the development of the National Border Technology Plan to review the current and future needs of the program
supported the Government of Canada Arctic security initiatives, including participation in operational exercises in the North with partners
developed an expanded intelligence analyst modular training curriculum to ensure intelligence analysts have the skills they need to support RCMP operations

Result 2: Canada’s most fundamental democratic and social institutions are secured through ensuring safety and security of protected persons, sites, government-led events and Canadian air carriers

Results achieved

Federal Policing Protective Operations

In 2025–2026, the RCMP:

successfully deployed 7,000 law enforcement and security personnel into Kananaskis, Alberta, ensuring a safe and secure 51st G7 Leaders' Summit, representing months of planning by an integrated team made up of employees from the RCMP, Calgary Police Service, Alberta Sheriffs, Alberta Conservation Officers and the Canadian Armed Forces
through the Major Events Coordination Centre (MECC), strengthened Canada’s capacity to deliver secure, coordinated federal policing operations in support of major international events and domestic priorities
undertook advanced planning and coordination for the FIFA World Cup 2026 with the host cities’ police of jurisdiction, the Toronto Police Service and Vancouver Police Department, including regular meeting at the Chiefs’ level, ensuring an integrated security strategy, creating a national intelligence hub to ensure national coordination, and gathering intelligence and undertaking investigations with a nexus to FIFA World Cup 2026
led and supported security coordination efforts for high-profile national and international events, including 6 G7-related Ministerial meetings, a Royal Visit by His Majesty the King, intergovernmental conferences and FIFA preparations

Key risks

Risk: RCMP’s ability to combat evolving and converging cyber threats

To mitigate the risks, the RCMP:

enhanced collaboration with domestic and international law enforcement and security partners, improving information-sharing, operational coordination, and interoperability to more effectively respond to complex and evolving cybercrime threats
enhanced collaboration with domestic and international partners to improve information-sharing, operational coordination, and deconfliction, strengthening the RCMP's ability to address the convergence of state, non-state, and criminal cyber threats. These efforts increased agility and interoperability, allowing investigators to better adapt to the evolving, borderless nature of cybercrime and advance planned objectives
enhanced strategic oversight through modernized doctrine and improved reporting capabilities, enabling more informed decision-making, greater situational awareness, and increased transparency, while strengthening the RCMP's ability to proactively protect Canada's citizens, institutions, and economic interests
invested in enhanced cyber capabilities, specialized expertise, and collaborative partnerships

Risk: RCMP’s ability to address transnational criminal and national security threats

To mitigate the risks, the RCMP:

advanced international operations by expanding its global presence and embedding officers with key international partners, enabling earlier identification and disruption of transnational criminal and national security threats while mitigating risks arising from increasingly adaptive threat actors
positioned law enforcement personnel in strategic locations and strengthened formal international partnerships and frameworks by establishing and maintaining clear bilateral and multilateral agreements to streamline cooperation and clarify authorities to mitigate the risk of threats having international dimensions and requiring coordination with foreign partners
expanded the international capabilities and prioritized enhanced engagement with strategic partners to advance cooperation on transnational crime threats and risks, focusing bilateral efforts on information-sharing and joint operational planning to identify, disrupt and dismantle criminal networks operating across borders

Resources required to achieve results

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

Table 3: Snapshot of resources required for Federal Policing
Resource	Planned	Actual
Spending	$1,550,889,261	$1,665,674,464
Full-time equivalents	5,165	5,424

The Finances section of the Infographic for the RCMP on GC Infobase page and the People section of the Infographic for the RCMP on GC Infobase page provide complete financial and human resources information related to its program inventory.

Related government priorities

This section highlights government priorities that are being addressed through this core responsibility.

Gender-based analysis plus

In 2025–2026, the RCMP:

launched a domestic chapter of a Five Eyes’ initiative to help address gaps and barriers to women in leadership positions within Canada’s National Security domain, entitled Women in National Security (WiNS) – Canada
advanced inclusion by continuing to use a bias-reduced assessment tool to promote fair and equitable candidate selection
strengthened equity considerations in candidate selection to support increased recruitment of women and broaden representation within the pool of qualified police personnel for international deployments
introduced inclusive information sessions to expand participation in international roles by addressing key family readiness factors, including spousal employment, children’s education and deployment adaptability mitigating factors that may limit participation in international assignments

United Nations 2030 Agenda for Sustainable Development and the 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.

Innovation

In 2025–2026, the RCMP:

collaborated with domestic, international, and private-sector partners to explore and advance the development and implementation of advanced tools and technologies aimed at enhancing Federal Policing’s capacity to efficiently analyze large volumes of digital data, improving the organization’s ability to support cybercrime and national security investigations in an increasingly data-rich and complex threat environment
consulted different groups impacted by ideological motivated violence and criminality, including Multidisciplinary Death Investigation Rounds (Ontario WG), TRISC (domestic and foreign partners), Paramedics and Firefighters, the Montreal SPCA, and Humane Canada to support overall intelligence and operational responses
introduced and applied a tailored recruitment strategy in Protective Operations to streamline hiring, better target qualified candidates and modernize staffing processes to meet the specialized demands of protective operations
expanded its Protective Operations intelligence function by growing its dedicated team and improving analytical capacity, significantly improving the program’s ability to anticipate, evaluate and respond to emerging threats and enhancing member and protectees’ safety, situational awareness and the overall effectiveness of the program
transformed an inward-facing strategic planning and reporting product into an interactive, outward-facing Power BI dashboard readily available to RCMP senior management. This innovation supports evidence-based decision-making, strengthens coordination between NHQ and international posts, and contributes to more effective alignment of resources and activities to the most serious and complex threats to Canada and Canadian interests abroad
established the International Covert Operations Procedure that revolutionized the RCMP’s approach to parallel international investigations utilizing covert operations, which has proven to be very effective with RCMP multilateral operations

Program inventory

Federal Policing is supported by the following programs:

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

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

Core responsibility 2: Specialized Policing Services

In this section

Description
Quality of life impacts
Progress on results
Details on results
Key risks
Resources required to achieve results
Related government priorities
Program inventory

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

Specialized Policing Services contributes to the Prosperity and Good Governance pillars of the Canada’s Quality of Life Framework. Specifically, in support of the Framework, Specialized Policing Services:

implemented the National Cybercrime Solution, a multi-faceted information-sharing platform developed for and by the National Cybercrime Coordination Centre (NC3) and the Canadian Anti-Fraud Centre (CAFC), which improved information-sharing capabilities amongst law enforcement and onboarded partners
launched the Report Cyber and Fraud website, a publicly available platform that enables Canadian victims and witnesses of cybercrime and fraud to report these crimes via a secure and reliable digital platform, ensuring availability, stability and secure intake of cybercrime data; the reporting site has doubled the quantity of online cyber and fraud reports received by the CAFC/NC3
launched the Cyber Choices notification letter, a new early-intervention tool for Canadian law enforcement sent to first-time offenders involved in phishing or denial-of-service attacks to warn them about legal consequences and encouraging them to use their technical skills in positive, lawful ways. This innovative approach was shared with international policing partners, helping to strengthen global cooperation to prevent and disrupt cybercrime
onboarded 2 additional partner organizations, and began initial planning phases with a third,to the Canadian Integrated Ballistics Identification Network to continue addressing gun crime and improve community safety and security
enhanced the Canadian Firearms Information System to flag mental health alerts for situational awareness of high-risk files and developed and piloted the Mental Health Investigations Workbook on live files to strengthen rigour and oversight of mental health investigations
introduced a new licence suspension mechanism for Chief Firearms Officers as the Canadian Firearms Program put in place new measures to refuse or revoke firearms licences in cases of domestic violence and stalking
strengthened organizational safety and security by modernizing security awareness, policies and risk management practices to protect employees, information and systems against evolving threats
supported an inclusive and supportive workplace by designing accessible security training, consulting internal stakeholders to identify barriers, and improving documentation practices to reflect diverse user needs and operational realities
delivered and maintained the National Cybercrime Reporting application, enabling Canadians to submit cybercrime information through a secure and reliable digital platform, ensuring availability, stability and secure intake of cybercrime data
strengthened public safety, with improved client-matching accuracy, and enhanced compliance with retention policies which expands accreditation and continuous eligibility checks for other clients through automated accreditation background checks against Canadian Police Identification Centre and INTERPOL databases

Progress on results

This section details the department’s performance against its targets for each departmental result under Core responsibility 2: Specialized Policing Services.

Table 4 shows the target, the date to achieve the target and the actual result for each indicator under modern specialized police services and technologies that support law enforcement and the public over the last three fiscal years.

Table 4: Modern specialized police services and technologies support law enforcement and the public
Departmental result indicator	Target	Date to achieve target	Actual results
Percentage of policing partners and stakeholders who strongly agree or disagree with the statement “overall, the RCMP provides high quality scientific, technical, and investigative services”	At least 80%	March 31, 2026	2023–2024: Not available 2024–2025: Not available 2025–2026: 79% ^{table 4 note 1}
Percentage of national cybercrime law enforcement partners who agree with the statement "my organization is satisfied with the assistance or investigational support provided by the National Cybercrime and the Canadian Antifraud Centre”	At least 80%	March 31, 2026	2023–2024: Not available 2024–2025: Not available 2025–2026: Not available ^{table 4 note 2}
Percentage of forensic laboratory service requests completed within target time, by program: biology	At least 80%	March 31, 2026 ^{table 4 note 1}	2023–2024: 38% 2024–2025: 45% 2025–2026: 75% ^{table 4 note 3}
Percentage of forensic laboratory service requests completed within target time, by program: toxicology	At least 80%	March 31, 2026	2023–2024: 88% 2024–2025: 97% 2025–2026: 95%
Percentage of forensic laboratory service requests completed within target time, by program: firearms and toolmark identification	At least 80%	March 31, 2026	2023–2024: 86% 2024–2025: 70% 2025–2026: 82%
Percentage of forensic laboratory service requests completed within target time, by program: national anti-counterfeiting bureau	At least 80%	March 31, 2026	2023–2024: 71% 2024–2025: 63% 2025–2026: 15% ^{table 4 note 4}
Percentage of forensic laboratory service requests completed within target time, by program: trace evidence	At least 80%	March 31, 2026	2023–2024: 56% 2024–2025: 50% 2025–2026: 32% ^{table 4 note 5}

Table 4 notes

Note 1

Specialized Policing Services will examine the results of the 2025–2026 NSS Client, Policing Partners and Stakeholders survey to assist in a determination of how to improve services and better meet needs.

Return to table 4 note1 referrer

Note 2

Data are not available for this reporting period, as this question was not included in this year's survey.

Return to table 4 note2 referrer

Note 3

Although the fiscal year 2025–2026 result did not meet the target of 80%, it represents a substantial improvement from prior fiscal years. The increase was driven by a significant reduction in average turnaround times, resulting in a greater proportion of files being completed within the established service standard.

Return to table 4 note3 referrer

Note 4

A sharp increase in the service requests received (133%) and continued staff capacity challenges has resulted in a significant decline in percentage meeting target times.

Return to table 4 note4 referrer

Note 5

NFLS's smallest program continues to experience instrumentation and staff capacity issues during the reporting period, which impacted its ability meeting target times.

Return to table 4 note5 referrer

The Results section of the Infographic for the RCMP on GC Infobase provides additional information on results and performance related to its program inventory.

Details on results

The following section describes the results for Specialized Policing Services in 2025–2026 compared with the planned results set out in the RCMP’s departmental plan for the year.

Result 1: Modern specialized police services and technologies support law enforcement and the public

Results achieved

The RCMP offered consistent and modernized specialized policing services to all Canadian law enforcement partners, supporting the achievement of public safety from coast to coast to coast.

Canadian Firearms Investigative and Enforcement Services

In 2025–2026, the RCMP:

provided law enforcement and criminal justice partners with support to combat smuggling, trafficking, and illicit manufacturing of firearms, with the National Weapons Enforcement Support Team responding to 10,534 operational calls, and providing training to 4,188 law enforcement officers
supported investigations and enforcement related to illicit firearms by producing 25 tactical reports on issues such as 3D printed firearms, trafficking, cross border movement, and illicit manufacturing of firearms
contributed to the progression of firearms investigations by conducting open-source analysis to establish links and provide tactical intelligence on associated individuals in response to requests from domestic partners, including RCMP units, police of jurisdiction, and the Canada Border Services Agency
completed 6,820 firearm traces to support criminal investigations and prosecutions through the Canadian National Firearms Tracing Centre
completed 49 inspections of devices and firearms for law enforcement (including 11 3D-printed devices and firearms), created and modified 3,511 Firearms Reference Table records, and provided firearms technical support to law enforcement by responding to 1,891 calls and 1,681 correspondence requests under Specialized Firearms Support Services
delivered 18 targeted training sessions, including Firearms Reference Table training, Firearms Familiarization training, New Trends briefings, the Firearms Analyst Course, and 3D-printing awareness sessions, reaching 239 participants from Canadian Armed Forces Special Operations Forces Command, the Ontario Provincial Police, the National Weapons Enforcement Support Team, the Ottawa Police Service, the RCMP, and the Winnipeg Police Service

Criminal Intelligence Service Canada

In 2025–2026, the RCMP:

officially released the Canadian Criminal Intelligence System, to strengthen collaboration and provide partners across Canada with access to critical serious and/or organized crime data from multiple jurisdictions
engaged with the National Executive Committee, resulting in valuable and viable feedback and direction regarding actionable intelligence
finalized the Canadian Law Enforcement Strategy, resulting in the creation of working groups, development of best practices, reporting dashboards/intelligence bulletins and performance metrics to support evidence-based decision-making
enhanced the productivity of the Illicit Drug Fusion Centre by creating a working group, bringing together non-traditional partners at a national level to identify new sources of intelligence and alternative forms of disruption

Forensic Science and Identification Services

In 2025–2026, the RCMP:

advanced the implementation of a client portal within the Laboratory Information Management System, with full implementation expected in 2027–2028, which will establish a fully digital submission process for police agencies across Canada, improving timeliness, accuracy, and accessibility of laboratory services
improved the analysis of plastic parts from homemade firearms by using new tools to compare 3D printed materials, building a reference library of over 400 plastic samples from more than 40 printing materials, sharing samples with partners, and continuing research to better analyze complex plastic evidence
delivered several specialized training courses and workshops across Canada, including advanced Forensic Identification Training, Mass Casualty Forensic Response, and a Forensic Mass Casualty Commanders Course, as well as certified 18 new Forensic Specialists through its certification process

Canadian Police College

In 2025–2026, the RCMP:

expanded access and advanced specialized policing training by increasing the availability of remote courses and flexible learning options which reduced barriers related to location, travel, and operational demands
improved the reach of training by strengthening the College’s digital learning platform through enhanced learning tools and more flexible delivery approaches to better support online education and connections between learners, staff, instructors, and subject matter experts across Canada
enhanced training delivery by incorporating Indigenous perspectives, including elder guidance in specific courses and the integration of Indigenous led, trauma-informed approaches to communication with Indigenous survivors, which helped build trust between police and Indigenous communities
introduced a 3-day Indigenous culture session and engaged experts from First Nations police services to strengthen understanding of Indigenous perspectives and support respectful and informed policing practices
modernized campus facilities by enhancing hybrid classroom technology to improve accessibility, learner experience, and participation from remote learners and subject matter experts
expanded online course offerings and supported modest enrolment growth through targeted communications and marketing, while ongoing client engagement and surveys helped identify emerging needs and training gaps to better align learning offerings with demand across the policing community

Sensitive and Specialized Investigative Services

In 2025–2026, the RCMP:

published the High-Risk Child Sex Offender Database, a publicly accessible database containing information on individuals who have been found guilty of a sexual offence against children and who pose a high risk of committing crimes of a sexual nature
identified 13 online child sexual exploitation suspects during the High Value Target Taskforce, and identified 59 victims during Europol’s 17^th Victim Identification Taskforce
established and led a working group between Five Eyes partners to combat the use and importation of Child-Like Sex Dolls, and continued to lead the Five Eyes sextortion working group
transitioned Switzerland and New Zealand to an upgraded version of the Violent Crime Linkage Analysis System, improving their ability to identify violent and serial offenders
assisted with the integrity vetting of members of the Mexican Federal Criminal Investigation Agency and Colombian National Police by conducting 52 polygraph examinations
in partnership with the Missing Children Society of Canada, developed and deployed a Missing Persons Investigators Library to share best practices, research, and investigative techniques with Canadian law enforcement partners
adopted forensic genetic genealogy as a method to enhance missing persons investigations and identify human remains more effectively
provided training and strategic guidance to the Singapore Police Force and Costa Rica’s Cybercrimes Department on health, wellness, and managing exposure to traumatic content
advanced the Virtual Global Taskforce Psychological Care International Research Project by evaluating the effectiveness of mental health recommendations using feedback from 330 current and former personnel worldwide
developed training materials and supporting documentation for the train-the-trainer model of Taking Care of the Caregivers, including a facilitator manual, course layout, activities, and feedback survey, in preparation for a 2026–2027 launch

Specialized Technical Investigative Services

In 2025–2026, the RCMP:

advanced the Air Fleet Renewal and Modernization initiative, a nationally coordinated program to replace aging aircraft, modernize aviation and mission systems, and implemented a standardized model for RCMP Air Services that supports policing operations across Canada
significantly strengthened the operational capability, regulatory readiness, and partnerships of the National Remotely Piloted Aircraft System Program, positioning it well for expansion and more complex operational use across the organization
continued to lead Canada's advancement in the field of counter drone operations, working closely with partners in national security and law enforcement to strengthen partnerships, deliver intelligence products, and test new specialized equipment
supported, under the Counter Drone Program, 48 operations, including major events such as the G7 Summit and a Royal Visit, and held over 25 partner and engagement sessions, including regular meetings with Five Eyes partners
increased the number of trained counter drone personnel nationwide, with 22 new operators certified in preparation for the G7 Summit
developed a draft National Technology Plan to address border capability gaps and coordinate the use of surveillance technologies to better detect illegal activity at the border
developed a case management and business intelligence system to support the National Digital Forensics Program
advanced the modernization of infrastructure for border operations by testing a large-scale wide area network solution as well as advanced video monitoring technology
worked with Canadian and international partners to monitor and review all Chemical, Biological, Radiological, and Nuclear and explosives incidents and identify emerging public safety threats

Canadian Firearms Licensing and Registration

In 2025–2026, the RCMP:

completed discovery and design work on the Canadian Firearms Digital Services Solution and began development work to migrate and modernize end-to-end application and licence lifecycle management for business licensing, including renewals, and for individual and minor licences
completed discovery, design, and proof of concept activities to automate the intake of court orders through a centralized process
provided firearms technical support to regulatory clients by responding to 1,891 calls, 5,819 emails and 457 Canadian Firearms Information System (CFIS) applications
recruited new resident firearms officers within Nunavut, Yukon and the Northwest Territories to ensure consistency in regulatory service delivery, increased the number of firearms instructors within all territories to support community needs, completed all-female focused firearm safety courses throughout the territories, and coordinated multiple youth-targeted courses and firearms safety information
strengthened public safety, improved client matching accuracy, and enhanced compliance with retention policies by launching automated background checks against Canadian Police Identification Centre and International Criminal Police Organization databases for non-resident temporary borrowing licence applicants, ensuring accurate identity matching and timely decisions while also laying the groundwork for expanding similar checks to other licensing services
deployed automated accreditation query for Non-Resident Temporary Borrowing license applications to create a user-friendly review process (i.e. side-by-side comparison), improve accuracy, support eligibility decision-making by chief firearms officers, comply with personal information retention policies (i.e. automate purging of data on no-hit results), and lay the foundation for expanding accreditation and continuous eligibility monitoring of license applicants
completed a proof-of-concept to integrate chatbot functionality into the Canadian Firearm Program’s service delivery model and carried-out 4 maintenance releases to fix defects and introduce minor enhancements to existing services based on user feedback

National Cybercrime Coordination Centre

In 2025–2026, the RCMP:

led Maple Disruption 2025, a joint operation with government and private sector partners to disrupt fraud activities, allowing partners to share information on suspected fraud, take coordinated action, and disrupt more than 3,000 fraud enablers, including 1,622 fraud reports linked to an estimated $4.7 million in losses
intercepted a $1.7 million spear-phishing-related transfer after a Canadian business reported the fraud, preventing further dispersal of funds in collaboration with the U.S. Secret Service and with financial institutions
conducted proactive outreach to Canadians identified as actively sending funds to fraud-linked crypto addresses, receiving 88 cases with follow-up conducted with 32 victims
worked with the Hong Kong Police Force’s Anti-Deception Coordination Centre to recover $2.3 million lost in a cross-border Business Email Compromise fraud targeting a Vancouver area law firm, following swift bank and law enforcement cooperation
disrupted LabHost, a platform used to launch widespread phishing and cyber scams in Canada and around the world, underscoring the importance of domestic and international collaboration across law enforcement and other sectors to combat cybercrime as part of Project NOVA, with collaboration from the National Cybercrime, Canadian Anti-Fraud Centre, RCMP and the Sûreté du Québec, and working closely with Canadian and international partners
continued to make advancements on bank account recoveries, which accounted for more than $10.72 million in recovered funds for victims of fraud during the reporting period
carried out more than 10,000 disruptive actions targeting e-transfers, bank accounts, telephone numbers, email addresses and websites facilitating fraud and cybercrime, and, through a joint effort with the FBI, issued 277 victim notifications to identify and engage victims in the early stages of fraud activities
supported a multijurisdictional, international investigation into botnets involved in denial-of-service attacks, with the goal of targeting botnets and those operating them
deployed 2 dedicated cybercrime officers to Europol, strengthening global partnerships, participating in over 20 international investigations, advancing Canadian led cases, deepening cooperation with international law enforcement and private sector partners through the Europol Cyber Intelligence Extension Programme
notified over 1,300 businesses or organizations of an imminent cyber threat or recent cyber attack
launched the Report Cyber and Fraud website to allow individuals and businesses to report when they are victimized by cybercrime or fraud, receiving double the number of reports as compared to the previous reporting system, and allowing for improved insight into emerging threats affecting Canadians while supporting law enforcement efforts to prevent, disrupt and investigate fraud and cybercrime
expanded the National Cybercrime Solution by adding new partners, including RCMP International Cyber Liaison Officers, moving the system to full operational use and strengthening information-sharing and coordination on cybercrime, with over 2,200 requests for assistance processed over the reporting period
released a comprehensive communications toolkit, providing law enforcement and private sector partners with assets needed to promote cyber-safety and victim recovery across digital platforms
joined multiple government agencies, as part of broader efforts to prevent fraud in Canada along with the Canadian Bankers Association and over 50 organizations to form the Canadian Anti-Scam Coalition, with recently launched national “Stand up to Scams” media and public awareness campaign to help all Canadians not become victims of fraud

Operational IM/IT Services

In 2025–2026, the RCMP:

adopted specialized translation and transcription tools, piloted GCtranslate for non-operational, Protected B, and enterprise bilingual translation, and deployed Tantalum as the national, investigator-grade platform for governing transcription and translation of audio, video and text which improved productivity, timeliness, and consistency while meeting privacy, security, and disclosure requirements
migrated 37 radio sites as part of the Central Region Radio Renewal project for a cumulative total of 132 out of 178, which enhanced communication and the ability to effectively coordinate operations thereby enhancing officer and public safety
strengthened enterprise data capability by launching the RCMP Digital Academy, establishing a foundational baseline in data literacy and governance across the workforce while building a pipeline of skilled analysts to support enterprise analytics needs
improved data governance and infrastructure by delivering the RCMP Data Strategy set to drive innovation, enhance decision-making, and provide secure access to information, empowering employees to make smarter, faster decisions for improved public safety and transparency
operationalized a data governance board with monthly oversight, ensuring improvement in data quality, accountability, and integration, and implemented critical data pipelines for operational applications to enable priority initiatives such as Race-Based Data
enabled organization-wide analytics by successfully deploying a Power BI platform, at scale, under the Data Enablement and Analytics framework, advancing self-service analytics and improving decision-making across the organization
modernized frontline operations by replacing the legacy police dispatch system with Computer-Aided Dispatch Mobile
deployed 4,000 body worn camera devices,used by 11,000 frontline members nationwide, enhancing officer safety, situational awareness, and operational efficiency, while addressing key internal and external review recommendations
delivered high-volume access to information and privacy services by processing and reviewing 2.8 million pages of information, strengthening transparency and ensuring timely, compliant responses to information requests
enhanced access to information through automation by deploying “Arnie,” an artificial intelligence chat bot that streamlined duplicate file management and reduced manual effort achieving an additional 8% duplicate detection, a 2.5% reduction in access to information and privacy pages, and $53 thousand in monthly cost savings, improving speed, and service delivery
improved policy access through artificial intelligence enablement by developing “Polly”, an artificial intelligence policy chat bot assistant, providing streamlined access to RCMP National Manuals (Administration and Operational), enabling faster policy retrieval while clearly defining scope and limitations to ensure reliable use
optimized application portfolios and reduced technical debt by decommissioning legacy systems including the Automated Criminal Intelligence Information System, National Criminal Data Bank, and Restricted Weapons Registration System. In parallel, BlackBerry Mobile Environment usage was reduced, lowering maintenance overhead, improving the organization’s security posture, and streamlining operations

Departmental Security

In 2025–2026, the RCMP:

improved organizational awareness and compliance with security event reporting resulting from the implementation of desktop accessibility of the Security Event Reporting Program portal and increased internal awareness messaging
focused on foundational planning for Phase 2 of the physical security section in the Departmental Security Management System to automate the physical security Facility Assessment and Authorization process
supported responsible innovation by integrating considerations related to artificial intelligence into security policies, standards and risk management practices
transitioned all external Law Enforcement Record Checks clients from two databases into one modernized database and implemented 2 automation tools/processes through the latest system updates. These improvements reduced manual intervention, increased operational efficiency and strengthened the quality and consistency of file processing, resulting in cost efficiencies for other Government of Canada departments and agencies

Key risks

Risk: RCMP’s ability to make informed operational decisions and effectively respond to evolving criminal threats navigating the risks associated with the adoption and use of emerging technologies

To mitigate the risks, the RCMP:

created analytical dashboards that provide transparency on risks and emerging trends and uploaded Provincial and National Threat Assessments to the Canadian Criminal Intelligence System to allow for crucial intelligence to reach users to mitigate the risk of changing and increasing complexity of criminal activities
maintained ongoing engagement with internal partners to align security initiatives with operational priorities
established mandatory human verification and governance controls for artificial intelligence tools, including GCtranslate and Tantalum, ensuring all translations and transcriptions are reviewed by trained personnel before operational or disclosure use, preserving evidentiary integrity and trust while reducing the risk of AI-related inaccuracies and improving cross-jurisdictional information sharing.

Risk: RCMP's ability to deliver effective, trusted, and sustainable services that may be impacted by evolving digital skill requirements, employee wellness pressures, and barriers to adoption of modern service delivery tools and training approaches

To mitigate the risks, the RCMP:

encouraged client uptake of new online Canadian Firearms Program services (MyCFP) by embedding continuous, user-centred feedback throughout service design and delivery, using surveys, inclusive recruitment, and structured usability testing with instructors, applicants, and diverse Canadians alongside internal discovery workshops to simplify processes, improve accessibility, and increase confidence in MyCFPservices and related client facing services
strengthened the Canadian Police College workforce by attracting and retaining a diverse team with the digital and technology skills needed for future policing, including prioritizing information management and technology roles
delivered 27 “Mitigating the Impacts of Exposure (Taking Care of the Caregivers)” health and wellness training sessions on the various stressors and potential impacts of working with sensitive and graphic materials, mitigating the risk of the emotionally demanding nature of certain roles
published operational research related to health and wellness, such as ergonomics and exposure to graphic material, light therapy in the workplace, benefits of wearing a sleep mask and physical activity in the workplace to provide employees with additional mitigation tools and coping strategies

Resources required to achieve results

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

Table 5: Snapshot of resources required for Specialized Policing Services
Resource	Planned	Actual
Spending	$815,608,561	$785,345,719
Full-time equivalents	4,177	4,065

Related government priorities

This section highlights government priorities that are being addressed through this core responsibility.

Gender-based analysis plus

In 2025–2026, the RCMP:

applied a GBA Plus lens to Canadian firearms training delivery by putting in place accessible, wheelchair friendly spaces, minimizing stairs, reserving front row seating for participants with visual or hearing impairments, enhancing classroom visibility with large projection screens, and ensuring both male and female instructors were present to support inclusive, comfortable participation during classroom and firearms training
improved inclusive service delivery in Northern and Indigenous communities by tailoring firearms services and training to local needs, expanding on-site support and safety education, increasing regional staffing and instructors, offering women and youth focused courses, and using GBA Plus informed surveys, usability testing, and accessibility checks to improve MyCFP services digital services
promoted inclusive and culturally responsive training at the Canadian Police College by integrating Indigenous perspectives into leadership courses, supporting culturally specific practices, prioritizing diverse cohorts, applying trauma-informed approaches, offering bias aware learning, and using training data to inform future course and program development
fully launched the Report Cyber and Fraud website, introducing optional GBA Plus victim indicators (age, gender, ethnicity, and language) collected with informed consent to support improved reporting and analysis
launched an enhanced online child sexual exploitation case management system with the capability to improve intelligence, coordination, and operational support to protect vulnerable populations, including better reporting on gender-based impacts
integrated GBA Plus considerations into departmental security activities and digitally enabled projects by requiring GBA Plus assessments through the Project Management Framework, designing accessible and inclusive training, identifying barriers in legacy practices through stakeholder engagement, and reviewing documentation and services to reflect diverse operational contexts, supporting more inclusive, effective, and modernized security and digital service delivery
utilized the staffing tools available to assess prospective candidates from diverse communities who met the essential job requirements whenever staffing opportunities presented themselves

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

Innovation

In 2025–2026, the RCMP:

conducted thorough evaluations of novel and innovative operational technologies to ensure an assessment of technologies against operational need and public benefit, examining intended use, effectiveness, and compatibility with RCMP operations to ensure a demonstrable policing value to support and implement technology-based innovation
modernized technology onboarding triage and governance processes by introducing an intake and tracking platform, and strengthening accountability through monitoring, auditability, and post assessment follow ups to ensure evaluations of new technology remained current as its use evolves
supported innovation by providing an area for experimentation and testing of innovative tools needed for ongoing investigations or time-fixed operations
developed a multi-year transparency and outreach strategy to foster public trust and confidence in the RCMP's use of innovative technologies
pursued innovations in security to further support and implement a technology-based proactive approach to security awareness, including targeted awareness activities and adaptive training tools, developing a comprehensive security modernization strategy to guide the review of legacy policies, integrating the lessons learned and aligning departmental security practices with emerging threats and technologies, including artificial intelligence
established the foundations for safe digital innovation and experimentation of artificial intelligence through the publication of the RCMP Data Strategy 2026–2029 with a strong emphasis on artificial intelligence ready, trusted data, and the creation of an enterprise artificial intelligence policy and governance framework

Program inventory

Specialized Policing Services is supported by the following programs:

Canadian Firearms 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 Services
National Cybercrime Coordination Unit
Operational IM/IT Services
Departmental Security

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

Core responsibility 3: Contract and Indigenous Policing

In this section

Description
Quality of life impacts
Progress on results
Details on results
Key risks
Resources required to achieve results
Related government priorities
Program inventory

Description

Under the Police Service Agreements, the RCMP provides policing services to provinces (except Ontario and Quebec) and territories, as well as municipalities and Indigenous communities including through the First Nations 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

Contract and Indigenous Policing contributes to the Prosperity and Good Governance pillars of the Canada’s Quality of Life Framework. Specifically, in support of the Framework, Contract and Indigenous Policing:

contributed to public safety and security by improving responses to investigations, including but not limited to those dealing with sexual offences, intimate partner violence, hate crimes and human trafficking, through police training and awareness, victim support, public education and communications, and investigative accountability
continued work towards improving and supporting the safety and well-being of Indigenous communities by enhancing culturally responsive policing service delivery and strengthening relationships through such actions as consultations with partners for the development of national policy and directives related to the enforcement of Indigenous laws and by-laws
continued to support Public Safety Canada in the administration of the First Nations and Inuit Policing Program by working with divisional Indigenous Policing Services, First Nations and Inuit leadership and communities to provide professional and dedicated policing services that are responsive to the unique needs and cultures of each community
continued to build trusting relationships and partnerships with National Indigenous Organizations and Governments of First Nations, Inuit and Métis communities
publicly disclosed the use of police intervention options, updated the crisis intervention and de-escalation frameworks, collected and reported on race-based data for those who come into contact with police, and equipped officers with body-worn cameras
continued efforts to foster a culturally safe and inclusive RCMP workplace by increasing awareness, engagement and training on First Nations, Inuit and Métis cultures, histories and realities, while enhancing recruitment initiatives to increase Indigenous representation among Regular Members and Public Service Employees, strengthening trust, transparency and relationships with the communities the RCMP serves
enhanced service delivery options to complement the work of Regular Members by focusing on crime prevention and early intervention and diversion through community engagement, awareness and education
improved the quality of data related to restorative justice and supported the evaluation of the RCMP–Justice Canada pilot project to increase referrals to local restorative justice programs

Progress on results

This section details the department’s performance against its targets for each departmental result under Core responsibility 3: Contract and Indigenous Policing.

Table 6 shows the target, the date to achieve the target and the actual result for each indicator under the RCMP provides modern contract policing services in the last three fiscal years.

Table 6: The RCMP provides modern contract policing services
Departmental result indicator	Target	Date to achieve target	Actual results
RCMP weighted clearance rate across contract policing jurisdictions	39. The goal is for an increased clearance rate of 1.5 points.	March 31, 2026	2023–2024: 28.91 2024–2025: 29.76 2025–2026: 30.1
Crime Severity Index	Not available	Not available	2023–2024: 117.72 2024–2025: 110.80 2025–2026: 109.01
Rural crime rates in RCMP jurisdictions	Not available	Not available	2023–2024: Not available 2024–2025: Not available 2025–2026: Not available ^{table 6 note 1}
Percentage of the surveyed public who agree with the statement, “I feel safer because of the RCMP”	At least 80%	March 31, 2028	2023–2024: Not available 2024–2025: Not available 2025–2026: 62% ^{table 6 note 2}
Percentage of Contract Partners who agree with the statement, “The RCMP provides modern contract policing services”	At least 80%	March 31, 2028	2023–2024: Not available 2024–2025: Not available 2025–2026: Not available ^{table 6 note 3}

Table 6 notes

Note 1

Upon consultation, it was confirmed that Statistics Canada does not produce the data required to report on this indicator and therefore Contract and Indigenous Policing is unable to provide any actual results moving forward. This indicator will be replaced for the 2026–2027 fiscal year.

Return to table 6 note1 referrer

Note 2

While the 62% agreement rate did not meet the target, only 17% of respondents disagreed with the statement. Other measures of perceptions of safety in RCMP-policed communities indicate higher levels of perceived safety, and the results for this measure are consistent with those reported by other Canadian police services.

Return to table 6 note2 referrer

Note 3

The RCMP Contract Partners Survey was not administered for 2025–2026. This indicator will be replaced for the 2026–2027 fiscal year.

Return to table 6 note3 referrer

Table 7 shows the target, the date to achieve the target and actual result for each indicator under improved relationships with and outcomes for Indigenous people in the last three fiscal years.

Table 7: Improved relationships with and outcomes for Indigenous people
Departmental result indicators	Target	Date to achieve target	Actual results
Percentage of the surveyed public who self-identify as Indigenous and agree with the statement, “I feel safer because of the RCMP”	75%	March 31, 2028	2023–2024: Not available 2024–2025: Not available 2025–2026: Not available ^{table 7 note 1}
Percentage increase in individuals who are referred to a Restorative Justice Program (pre-charge diversion from conventional criminal charges)	5% increase in pre-charge referrals to Restorative Justice from the baseline	March 31, 2026	2023–2024: 6.1% 2024–2025: 24.2% 2025–2026: 39.6% ^{table 7 note 2}

Table 7 notes

Note 1

The Canadians’ Views of RCMP Policing Services survey was not administered for 2025–2026 or previous years shown.

Return to table 7 note1 referrer

Note 2

Restorative justice data are reported with a 24- to 36-month lag to ensure completeness and accuracy; reported figures may be subject to minor revisions as data are validated.

Return to table 7 note2 referrer

The Results section of the Infographic for the RCMP on GC Infobase provides additional information on results and performance related to its program inventory.

Details on results

The following section describes the results for Contract and Indigenous Policing in 2025–2026 compared with the planned results set out in the RCMP’s departmental plan for the year.

Result 1: The RCMP provides modern contract policing services

Results achieved

The RCMP’s need to modernize, all the while ensuring it fulfills and enhances its duties and obligations to the provinces, territories, and municipalities under contract, is critical in policing Canadian communities effectively and justly.

Provincial/Territorial Policing and Municipal Policing

In 2025–2026, the RCMP:

engaged, collaborated, and consulted federal/provincial/territorial representatives, through the Contract Management Committee, on significant issues and proposals that affect the governance, cost, quality or capacity of contract policing services
completed 23 workload reports across 8 divisions that consisted of tailored localized RCMP responses and initiatives for their specific jurisdictions to support provincial, territorial, and municipal decision-making on resources, budgets, and policing priorities
advanced the design of a new marked frontline RCMP vehicle by modernizing colours, markings, and visual identifiers to enhance visibility, address concerns raised by victims and families, align with practices used by other Canadian police services, and support the inclusion of provincial or territorial identifiers on new vehicles
initiated and advanced the standardization of frameworks for limited-duration postings and fly-in/drive-in detachments by applying evidence-based assessment methods and incorporating divisional operational input, thereby establishing a foundation for greater consistency, clearer definitions, and improved service delivery in remote and high-complexity communities

Contract and Indigenous Policing Operations Support

In 2025–2026, the RCMP:

conducted work related to the Canadian Association of Chiefs of Police initiative arising from the Public Order Emergency Commission recommendations on establishing interoperability with a recognized Incident Command Model for policing across Canada
strengthened national marine training capacity and operational readiness by supporting the national instructor cadre for the National Marine Foundation course, enabling certification aligned with Transport Canada requirements, launching the National Advanced Marine course, and updating training to address operational risks identified through incident analysis, emerging operational requirements, and advancements in technology and equipment
enhanced the capacity and resilience of telecommunications personnel by successfully piloting integrated mental health resiliency training within the national training program for new telecommunications operators and promoting the Experienced Police Dispatcher Program through targeted national recruitment initiatives to attract qualified candidates
advanced governance and oversight of forensic identification initiatives by analyzing DNA collection compliance data, identifying reporting gaps and improving data capture processes, and by completing a privacy impact assessment for the investigative genetic genealogy technique for disclosure to the Privacy Commissioner
awarded a contract to procure a new modernized general duty pistol for RCMP officers and developed a detailed plan to support national roll-out of the new duty pistol
completed an external review to strengthen de-escalation and crisis intervention practices, generating evidence to support the development of national de-escalation guidelines and assessing an academically evaluated, de-escalation training trial program for future pilot implementation in select RCMP detachments
embedded guidance specific to child and youth victims of sexual offences within existing investigative resources, such as the Best Practice Guide and Sexual Offence Investigations Course and Workshop
completed the creation of an investigator's and supervisor's sexual offense consideration guide made available to all RCMP officers
established a third Sexual Assault Investigations Review Committee in British Columbia
created and provided a step-by-step guide to the American Association of Motor Vehicle Administrators and distributed to RCMP officers seeking access to the National Motor Vehicle Title Information System
procured breath alcohol testing equipment, including the "Approved Screening Device" and the "Approved Instrument with development ongoing for the instruments to keep Canadians safe on roads, with learning products associated with these are currently under development
developed and piloted a new Tire Deflation Device course and modernized new training material for the pipeline program
rolled out body-worn cameras to 86% of RCMP detachments in February 2026 to strengthen transparency, accountability and public trust
achieved 96% national compliance under School Action for Emergencies (SAFE) plan which is used to supply site-specific information to members responding to school incidents, with 5 divisions - D (Manitoba), F (Saskatchewan), G (Northwest Territories), K (Alberta), and L (Prince Edward Island) - attaining 100% compliance
initiated development of Safer Spaces, a new national tool that will provide frontline officers with necessary premise-specific information to support responses to critical incidents (such as active shooters) at schools, places of worship, and other public infrastructure
advanced efforts to combat human trafficking through training, awareness, collaboration, and prevention initiatives, including delivering specialized and trauma-informed training to law enforcement and partners across Canada, providing targeted awareness presentations to key stakeholder groups, co-leading the National Human Trafficking Working Group to share intelligence and emerging trends, and developing public awareness and educational materials to support prevention, frontline response, and major event preparedness
launched trauma-informed Family Guides for families of homicide victims and missing persons, equipping police and partner organizations across Canada with resources to provide timely information, support, and referrals
strengthened youth substance use prevention programming by assessing evidence-based approaches to inform the development of an RCMP-specific prevention program and delivering pilot training and educational resources to Indigenous youth
launched a national rollout of Computer-Aided Dispatch (CAD) Mobile to frontline members, replacing the legacy system used to process calls for service and support member safety tracking
implemented Vulnerable Persons Unit virtual workshop and speaker series, delivering thirteen guest speaker presentations and five interactive workshops to more than 1,000 RCMP employees that provided frontline personnel with timely, accessible and engaging knowledge transfer opportunities on critically important topics including strangulation, intimate partner violence and brain injury, coercive control, honor-based crimes, and more
enhanced support for intimate partner violence investigations through partnerships and frontline resources, including the development of an online training to address coercive control, the co-development of a national quick reference guide for RCMP members, and the creation of operational tools to assist officers in identifying and investigating emerging forms of abuse, such as intimate partner chemical submission
collaborated with Manitoba and Saskatchewan Prosecutions to enhance the Police Reporting Occurrence System (PROS), enabling the standardized creation and extraction of disclosure packages and supporting more efficient electronic integration with prosecution case management systems

Force generation

Recruitment is the RCMP’s top priority, reflecting its critical importance to sustaining operational readiness and meeting public safety demands across Canada. Attracting, selecting, and onboarding qualified candidates is essential to addressing current staffing pressures, supporting frontline policing, and ensuring the organization can respond effectively to evolving community needs. As a result, the RCMP continues to invest in modernizing its recruiting processes, improving the applicant experience, and accelerating timelines to bring new members into service more efficiently.

In 2025–2026, the RCMP:

conducted an end-to-end review of the applicant process, implementing efficiencies and improvements to reduce timelines while maintaining standards resulting in the average processing time decreasing from 446 days to 370 days
launched Project Red Serge on February 1, 2026, in British Columbia (E Division) and Yukon (M Division) which significantly improved applicant processing and prioritized positive, flexible applicant experience to inform national recruitment transformation efforts
published the National Recruitment Strategy which outlines the importance of developing a strategic, collaborative approach with other areas of the human resources sector, business lines and divisions to address current and future staffing challenges
developed a First Nations, Inuit and Métis Strategy and corresponding action plan that provides a framework to guide the recruitment of First Nations, Inuit and Métis applicants for Regular Members and Public Service Employee positions within the RCMP with a target of increasing representation of these communities to address critical gaps. Finalization of the action plan is anticipated for Winter 2026
identified requirements for modernizing the applicant tracking system to better meet organizational and recruitment needs
deployed the IAMRCMP mentorship program which pairs current serving First Nations, Inuit, and Métis members of the RCMP with First Nations, Inuit and Métis applicants to support their application journey, and beyond
deployed a social media recruitment communication strategy and developed an advertising campaign set to launch in the Fall of 2026
modernized the recruitment web site to ensure a comprehensive and interactive audience experience to aid in regular member recruitment continued to focus on cadet distribution to priority areas to assist in divisional distribution through advancing a national workforce planning framework that integrates workforce demand, vacancies, attrition, internal mobility, long-term unavailability, recruitment, and staffing gaps using existing data
advanced workforce planning capabilities through the development of predictive analytics and forecasting models that support strategic hiring decisions, workforce sustainability, and operational readiness across the RCMP
implemented an interim regular member demand model to support workforce planning and recruitment decision-making, while advancing the development of a comprehensive enterprise demand model through the integration of workforce planning tools and methodologies from across the organization
developed and began implementing a comprehensive Management Action Plan in response to the Office of the Auditor General’s audit of RCMP recruitment, addressing all recommendations through targeted actions to strengthen governance, enhance performance measurement and reporting, improve workforce planning, and modernize recruitment processes

Result 2: Improved relationships with and outcomes for Indigenous people

Results achieved

The RCMP is continuously working to enhance its relationship with First Nations, Inuit and Métis communities and Peoples in Canada. By understanding the RCMP’s role in our collective past, the RCMP can continue to advance reconciliation. This will guide the RCMP to move forward with mutual respect and trust and recognize past harms.

Indigenous Policing

In 2025–2026, the RCMP:

advanced support for reconciliation through continued work with the RCMP Commissioner’s National Indigenous Advisory Committee, which provides strategic advice to the Commissioner on the delivery of policing services in Indigenous communities, by hosting two meetings in addition to providing ongoing support and oversight to the Divisional Commanding Officers’ Indigenous Advisory Committee
promoted and initiated the national implementation of the Indigenous Career Navigator Program in partnership with Human Resources and Operational Staffing offering a distinctions-based approach in the field of recruitment, professional development for existing Indigenous Federal Public Service Employees and First Nations, Inuit and Métis Peoples seeking to join the Federal Public Service
partnered with divisional Indigenous Policing Services units and Proactive Recruiters to support and participate in over 16 national, public-facing recruitment events, including Indigenous career fairs, tradeshows, and secondary and post-secondary engagements
continued consultations and discussions with National Criminal Operations and RCMP Legal Services Units to support drafting of a national RCMP operational manual policy and directives to support a national standard on the enforcement of Indigenous by-laws and laws
built and maintained strong relationships with National Indigenous Organizations and Governments across First Nations, Inuit and Métis Peoples through regular engagement in 2025–2026, ensuring distinctions-based priorities and concerns informed RCMP policies and programs, including the implementation of an Indigenous specific, community responsive cannabis education initiative
led culturally responsive cannabis outreach and engagement activities, delivering approved education sessions in partnership with National Youth Services to 8 Indigenous communities across F Division (Saskatchewan), G Division (Northwest Territories), and L Division (Prince Edward Island), reaching nearly 1,500 students and community members with information on cannabis legalization and its health and social impacts
engaged with internal and external partners to support First Nations and Inuit Policing Program governance, renewal discussions, and emerging policy considerations, incorporating input from divisional Indigenous Policing Services and lessons learned from Community Policing Officer pilot initiatives to help deliver dedicated, culturally responsive, and trauma-informed police services to Indigenous communities

Key risks

Risk: RCMP's ability to achieve its operational objectives and provide effective policing services may be impacted by the increasing complexity of operational requirements, organizational transformation priorities, and the need to modernize workforce capabilities, technology, equipment, and business processes

To mitigate the risks, the RCMP:

addressed risks related to the scope and complexity of the RCMP’s reconciliation commitments by promoting organization-wide awareness, accountability, and ownership of reconciliation objectives through targeted engagement, guidance, and learning opportunities while supporting the meaningful integration of Indigenous perspectives and Indigenous GBA Plus considerations into policies, programs, and practices, reinforcing reconciliation as a shared responsibility and advancing sustainable progress across the organization
strengthened frontline and supervisory readiness to critical incidents by institutionalizing Incident Command and Incident Response training, including mandatory Incident Command and Incident Response 200 training for frontline members and the continued development of Incident Command and Incident Response 300 training for supervisors, enhancing capacity to manage critical incidents, reducing operational risk, and supporting effective decision-making and operational continuity
addressed risks associated with delays in acquiring modern police equipment by advancing intervention capability modernization through strengthened planning, procurement, and partnership approaches, including enhanced forecasting, diversified sourcing strategies, and multiple contracting arrangements to improve supply resilience and mitigate vendor-related delays
modernized frontline policing technology by nationally deploying Computer-Aided Dispatch (CAD) Mobile to frontline regular members, replacing a 25-year-old system used for processing calls for service and tracking member safety enhancing operational efficiency
advanced and implemented innovative e-disclosure and mobile-enabled solutions by modernizing police reporting systems to enable standardized electronic disclosure, improving information-sharing, and timeliness across the criminal justice system in collaboration with federal, provincial, and territorial partners

Resources required to achieve results

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

Table 8: Snapshot of resources required for Contract and Indigenous Policing
Resource	Planned	Actual
Spending	$2,813,014,769	$3,145,951,229
Full-time equivalents	19,168	19,153

Related government priorities

This section highlights government priorities that are being addressed through this core responsibility.

Gender-based analysis plus

In 2025–2026, the RCMP:

launched the Development of Autistic/Neurodivergent Candidates for Employment Program (DANCE) and the Positive Space Program and continued the delivery of Diversity Retention and Employee Advancement Model and diverse and inclusive pre-cadet experience, to address systemic barriers affecting Women, Indigenous peoples, Persons with Disabilities and Members of Visible Minorities
expanded accessibility through the virtual remote interpretation services pilot, and ongoing implementation of the Anti Racism Strategy
made significant progress on the Race Based Data Collection Initiative, with pilot analysis, scalable dashboards, expansion to 36 new detachments, comprehensive member training, and sustained community engagement. Collectively, these efforts strengthened inclusive workplaces, improved data driven accountability, and enhanced equitable and responsive policing services
engaged with academic researchers and utilized ongoing National Public Opinion Surveys to strengthen transparency and accountability in the rollout of body worn cameras and the digital evidence management system
published RCMP use-of-force data through the annual Police Intervention Options report, including routine disclosures on situational factors such as gender and persons in crisis, to support transparency and inform assessments of training effectiveness for more equitable outcomes
launched new duty belts, shirts, and trousers, and continued development of an integrated combination vest carrier, all designed to better accommodate a diverse range of body sizes and needs, with GBA Plus and diversity, equity, and inclusion considerations embedded across all uniform and equipment requirements
created guidance materials to align with the RCMP GBA Plus statement and ensured consistent integration of GBA Plus analysis into minimum standards for policy review, update, and development as part of the Policy Advisory Services
published RCMP use-of-force data through the annual Police Intervention Options report, including routine disclosures on situational factors such as gender and persons in crisis, to support transparency and inform assessments of training effectiveness for more equitable outcomes
delivered 2 Indigenous Pre-Cadet Training Programs, supporting the successful graduation of 29 candidates

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

Innovation

In 2025–2026, the RCMP:

modernized and automated data workflows through Python, XML and SQL scripting, resulting in more efficient data processing and data quality improvements, strengthened audit and compliance support, reduced errors and rework, and enabled more consistent, scalable, and proactive service to stakeholders
launched the Draft One pilot in selected detachments in British Columbia and Alberta to assess its effectiveness in reducing report-writing time by generating initial drafts for officers to review and refine, enabling more time for proactive and frontline policing activities
developed a galaxy schema to serve as the organizational foundation for police reporting and occurrence system reporting, as well as a working self-service model aimed at improving data and analytics governance, enabling re-use of data assets, and promotes self-service using trusted datasets and reports
developed national guidance on new and innovative approaches to policing, such as fly-in/drive-in detachments and limited-duration postings, and supported their implementation in various divisions
modernized reporting and coordination tools for business continuity plans with new software that will improve awareness of the plans and overall operational readiness, across the RCMP
strengthened operational excellence, transparency, and consistency in national policy management by developing a Policy Management Framework and Policy Advisory Service, advancing a digital policy portal, and launching an interactive Power BI dashboard that provides real-time policy development information, environmental monitoring insights, and user-friendly tools to support policy centers in prioritizing, developing, and accessing national policies
developed a new application to support national compliance review programs, making it easier to monitor compliance, conduct reviews, report results, and identify recurring issues
piloted and began rolling out the Indigenous Community Outreach and Engagement tool, which recorded 1,816 community engagements across all RCMP Divisions, totaling 6,400 hours by 190 employees, most commonly through community events, meetings with community leaders, and school visits
continued monitoring F Division’s (Saskatchewan) progress on the cell block biometric system pilot, where a gap was identified and approval is being sought to advance the initiative to a national pilot or implementation

Program inventory

Contract and Indigenous Policing is supported by the following programs:

Provincial/Territorial Policing
Municipal Policing
Contract and Indigenous Policing Operations Support
Force Generation
Indigenous Policing

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

Internal services

In this section

Description
Progress on results
Resources required to achieve results
Risks and compliance process
Contracts awarded to Indigenous business

Description

Internal services are the activities and resources that support a department in meeting its corporate obligations and delivering 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
material management services
management and oversight services
real property management services

Progress on results

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

Corporate Management and Comptrollership Sector

Corporate Management and Comptrollership supports key organizational priorities through the provision of financial management, corporate accounting, procurement, real property, corporate management systems, internal control, accounting operations, in-house relocation services, and financial policy services. It also provides material and asset management policy centre services to the organization.

In 2025–2026, the Corporate Management and Comptrollership sector:

delivered 64 information sessions, and undertook various other initiatives and activities, such as monthly newsletters, infographics, and resource guides to help employees better understand their role in preventing and addressing workplace harassment and violence, and organized and hosted the first ever Harassment and Violence Prevention Awareness Week in November 2025
conducted assessments and ongoing monitoring of key internal controls while ensuring that weaknesses were addressed, ensuring that adequate key controls are in place to support accurate, compliant and complete financial information included in RCMP financial statements and public accounts
developed new resources to support financial delegated managers, including enhanced training sessions on financial accountabilities and internal controls within the department
strengthened financial management and governance through the delivery of enhanced reporting and analytical tools for senior management, including monthly dashboards on project status, portfolio performance, emerging financial risks and pressures, post-payment compliance monitoring, and travel plan reporting
enhanced cost-effective life-cycle management and stewardship of the real property portfolio, including the continuation of the transition to a corporate approach to accommodation management
continued efforts to increase the transparency of the full cost of the RCMP’s policing programs and services through the review of its current funding models, including the development of a preliminary cost-attribution model
advanced Indigenous procurement by using procurement set-asides for Indigenous businesses, including Indigenous participation plans on key procurements, suppliers in their selection lists and requiring Indigenous considerations to be addressed as part of strategy development decisions

Human Resources Sector

The RCMP’s Human Resources sector is responsible for many areas that directly support frontline policing, including employee pay, health care benefits, harassment prevention and respectful workplace programs, pension administration, learning and development, and official languages. Employees of Human Resources work to ensure that the RCMP is a modern, motivated, healthy, qualified, and productive workforce by providing an environment that supports continuous learning and aids in the delivery of safe and quality community policing.

In 2025–2026, the Human Resources sector:

worked with the National Policy Health and Safety Committees, and through the Divisions, to continue to promote an organizational culture that protects psychological health and safety in the workplace, including organizational decision-making and accountability processes
reviewed and updated various services and supports that contribute to the prevention and early intervention of workplace physical, occupational, and psychological injuries and illnesses, and services and supports for returning employees to work
developed a new career streaming training concept that reimagines induction training and strengthens curriculum design. The model introduces dedicated, specialized learning pathways, particularly for Federal Policing, to equip members with the progressive skills, education, and experience required for the increasingly complex and specialized investigative demands of the modern criminal threat environment
provided 250 employees with access to Indigenous language training opportunities in 10 First Nations, Inuit, and Métis languages
advanced implementation of the RCMP’s Anti-Racism Strategy to increase Regular Member representation that better reflects the diversity of the communities the RCMP serves, and to remove and prevent systemic barriers impacting Indigenous, Black, and other racialized RCMP employees, including actions to enhance a cultural awareness, support mental health, and strengthen accountability
resolved over one-third of official languages complaints (25 out of 73) from the Office of the Commissioner of Official Languages prior to the conclusion of the investigation process by proactively implementing measures for compliance
advanced accessibility initiatives by publishing the RCMP Accessibility Plan 2026 to 2028, which outlines actions to address systemic barriers and achieve full accessibility by 2040, and by launching virtual remote interpretation services pilot in E Division to improve communication with Deaf and hard of hearing individuals through on demand sign language support

Professional Responsibility Sector

The Professional Responsibility sector is accountable for providing national leadership in instituting and supporting the RCMP's vision for a comprehensive responsibility-based workplace regime that promotes professional, values-based decision-making and behaviour across all job categories. The sector is responsible for championing the entrenchment of values and ethics across all aspects of RCMP decision-making and employee behaviour.

In 2025–2026, the Professional Responsibility sector:

strengthened national consistency and legal robustness in decision-quality through updated conduct policy and a conduct measures guide, updated templates with peer review and national oversight, and training for conduct advisors, conduct investigators, and newly commissioned officers, ensuring decision makers are equipped with current knowledge and tools consistent with societal values
implemented the affected persons liaison unit, to reduce the risk of inconsistent or legally vulnerable decisions, and reinforcing the credibility and integrity of the conduct outcomes internally and publicly
expanded capacity of specialized decision-maker positions through increased staffing of Level III conduct decision-makers, continuous legal education in administrative, labour and employment law, specialized trauma-informed adjudication training and participation in national administrative justice standards resulting in higher-quality, timely, consistent, and legally defensible decisions with reduced appeal and judicial risk
enhanced a more timely, appropriate, and consistent use of interim administrative and serious conduct measures, including stoppage of pay and allowances in serious cases, through clearer policy guidance and dedicated support, strengthening accountability, public confidence and appropriate responses to serious misconduct
advanced culture change, prevention, and deterrence through targeted national communications, reinforcing organizational values, ethical and professional standards, explicitly communicating consequences for serious misconduct and breaches of trust, and strengthened public trust, especially in high-risk and high-impact areas
implemented a trauma-informed commemoration framework, that prioritized the perspectives and needs of surviving families, colleagues, and friends, including collaboration with mental health and suicide-prevention experts and aligned with best practices and minimized the risk of re-traumatization
decreased the number of overdue public complaint files by 11% through targeted interim measures, such as increased capacity and prioritization efforts implemented to reduce the backlog

Strategic Policy and Transformation Sector

The RCMP’s Strategic Policy and Transformation Sector is responsible for advancing effective strategic policy, governance, and transformation initiatives that support the modernization of policing mandates, service delivery, and oversight frameworks. Through leadership on Police Service Agreement reform, intergovernmental relations, federal and specialized policing policy, external review and compliance, national security accountability, and criminal justice initiatives, the strategic policy and transformation sector helps ensure policing programs remain responsive, sustainable, and aligned with government priorities.

In 2025–2026, the Strategic Policy and Transformation sector:

led the implementation of recommendations stemming from the Mass Casualty Commission Final Report and engaged 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
supported public transparency and accountability efforts by publishing progress on implementing major external reviews on the RCMP Progress Hubs and through ongoing briefings to the external Progress Monitoring Committee
provided Secretariat support to the Management Advisory Board, including quarterly updates to its website, publishing meeting topics and newly issued advisory products to support transparency and public accountability
supported ongoing police transitions in Surrey, British Columbia, Grande Prairie, Alberta, Trenton, Nova Scotia, and Newfoundland and Labrador through the demobilization of RCMP Regular Members, transfer of assets and equipment and transition of police records and files
developed a GBA Plus implementation plan outlining steps to further the RCMP’s integration of GBA Plus with a focus on enhancing governance, promotion and awareness, monitoring of efforts and development and dissemination of resources to assist employees with its application
supported Public Safety Canada on the development of an approach to the renewal of the Police Service Agreements that expire in 2032
supported Canada’s hosting of the G7 Leadership Summit in June 2025 by leading on all communications leading up to, and during the event playing a vital role in informing the public, engaging stakeholders, and maintaining confidence in the RCMP’s operations throughout all stages of the Major Event
developed and led on a marketing plan for RCMP recruitment that secured advertising funding for a national campaign in support of the organization’s recruitment initiatives, including RCMP1000

Resources required to achieve results

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

Table 9: Resources required for internal services this year
Resource	Planned	Actual
Spending	$896,905,087	$1,154,942,578
Full-time equivalents	4,566	5,165

Risk and compliance process

The Risk and Compliance Process (RCP) is a self-assessment designed to help deputy heads verify that they have controls and practices in place to meet their accountabilities under legislation and Treasury Board policy, and to effectively manage risks in their organizations.

In 2025–2026, the RCMP completed the RCP self-assessment. Overall, the results show that most management practices and controls are in place, with some areas of non-compliance with broader opportunities for improvement. In response, the RCMP will:

strengthen data management through improved leadership, governance, and a clear data strategy (area of focus: data)
enhance monitoring and reporting of the Values and Ethics Code for the Public Sector mandatory training in partnership with the RCMP’s National Mandatory Training Committee (area of focus: values and ethics)
expand mandatory training and oversight and increase national awareness sessions to prevent workplace harassment and violence (area of focus: workplace health)
improve performance management through clearer processes and increased communications, resources and training completion for managers and supervisors (area of focus: performance management)
improve consistency in physical security inspections and incident reporting across regions with centralized systems and real-time monitoring (area of focus: security)

Contracts awarded to Indigenous businesses

Government of Canada departments are required to award at least 5% of the total value of contracts to Indigenous businesses every year.

As shown in the Table 10, the RCMP awarded 19.09% of the total value of all contracts to Indigenous businesses for the fiscal year.

Table 10: Total value of contracts awarded to Indigenous businesses ^{table 10 note 1}
Contracting performance indicators	2025–2026 results
Total value of contracts awarded to Indigenous businesses (A) ^{table 10 note 2}	$49,009,889.87
Total value of contracts awarded to Indigenous and non-Indigenous businesses (B) ^{table 10 note 3}	$546,163,888.60
Value of exceptions approved by deputy head (C)	$289,428,065.78
Proportion of contracts awarded to Indigenous businesses [A ÷ (B - C) × 100]	19.09%

Table 10 notes

Note 1

“Contract” is a binding agreement for the procurement of a good, service, or construction and does not include real property leases. It includes contract amendments and contracts entered into the RCMP’s departmental management financial system.

For the purposes of the minimum 5% target, the data in this table reflects how Indigenous Services Canada (ISC) defines “Indigenous business” as either:

owned and operated by Elders, band and tribal councils
registered in the Indigenous Business Directory
registered on a modern treaty beneficiary business list.

Return to table 10 note1 referrer

Note 2

Includes contract amendments and contracts with Indigenous Businesses created as a contract document in the RCMP’s departmental management financial system. At the RCMP, contracts awarded under $10,000.00 using the Responsibility Centre Manager delegation with an acquisition card or using a local purchase order form with a direct payment are not created as a contract document in the RCMP’s departmental management financial system and therefore cannot be tracked against the targets.

Return to table 10 note2 referrer

Note 3

Includes contract amendments and contracts created as a contract document in the RCMP’s departmental management financial system.

Return to table 10 note3 referrer

Spending and human resources

In this section

Spending
Funding
Financial statement highlights
Human resources

Spending

This section presents an overview of the department’s actual and planned expenditures from 2025–2026 to 2025–2026.

Figure 1 shows how much the Department spent in 2025–2026 to carry out its core responsibilities and internal services.

Figure 1
Actual spending by core responsibility in 2025–2026

Text version

In fiscal 2025–2026, the RCMP’s net expenditures were $6,581,355,524 and were comprised of $1,666,674,464 for Federal Policing (25%), $785,345,719 for Specialized Policing Services (12%), $3,145,951,229 for Contract and Indigenous Policing (48%), and $984,384,112 ($15%) for Internal Services enabling functions.

The $6,581,355,524 of expenditures were net of $2,348 million of vote-netted revenues.

Actual spending by core responsibility in 2025–2026
Core responsibilities and internal services	2025–2026 expenditures (dollars)	2025–2026 expenditures (percentages)
Federal Policing	1,666,674,464	25%
Specialized Policing Services	785,345,719	12%
Contract and Indigenous Policing	3,145,951,229	48%
Internal services	984,384,112	15%
Total	6,581,355,524	100%

Analysis of actual spending by core responsibility

In comparison to 2024–2025, the year-over-year expenditures for the RCMP increased by $837 million. Of this amount, an actuarial adjustment of $625 million to the RCMP Pension Plan was processed to eliminate an actuarial shortfall identified in the 21st Actuarial Pension Plan Report for the RCMP (as of March 31, 2026) completed by the Office of the Superintendent of Financial Institutions. Additionally, all core responsibilities saw increases over prior year’s expenditures relating to health and dental and Members Injured on Duty.

In comparison to the planned spending included in the 2025–2026 Departmental Plan, all core responsibilities and Internal Services received incremental funding related to compensation agreements, carried forward from the previous fiscal year, and the expansion of mandated activities.

Budgetary performance summary

Table 11 shows the money that the RCMP spent in each of the past three years on its core responsibilities and on internal services.

Table 11: Actual three-year spending on core responsibilities and internal services (dollars)
Core responsibilities and internal services	2025–2026 Main Estimates	2025–2026 total authorities available for use	Actual spending over three years (authorities used)
Federal Policing	1,550,889,261	1,756,794,111	2023–2024: 1,161,734,103 2024–2025: 1,359,848,694 2025–2026: 1,665,674,464
Specialized Policing Services	815,605,717	924,197,570	2023–2024: 758,610,631 2024–2025: 749,755,014 2025–2026: 785,345,719
Contract and Indigenous Policing	2,813,014,769	3,312,876,165	2023–2024: 2,403,919,443 2024–2025: 2,689,928,254 2025–2026: 3,145,951,229
Subtotal	5,179,509,747	5,993,867,845	2023–2024: 4,324,264,178 2024–2025: 4,799,531,962 2025–2026: 5,596,971,412
Internal services	896,907,931	1,031,053,738	2023–2024: 819,034,332 2024–2025: 944,839,931 2025–2026: 984,384,112
Total	6,076,417,678	7,024,921,583	2023–2024: 5,143,298,509 2024–2025: 5,744,371,893 2025–2026: 6,581,355,524

Analysis of the past three years of spending

The RCMP's planned spending for 2025–2026 was $6,076 million. Incremental funding of $949 million from Supplementary Estimates, compensation adjustments, and carry forwards brought the 2025–2026 total authorities to $7,025 million. Some of the key items that were approved in-year, but not included in the Departmental Plan were:

funding of $182 million for budget carry forwards
in-year Supplementary Estimates funding of $243 million for initiatives such as, but not exclusive to: transfer from Public Safety for the First Nations and Inuit Police Services; incremental funding for the RCMP’s disability pension for Members Injured on duty; a reprofile for the RCMP Firearms Contribution Program; Funding for the federal framework for the legalization and regulation of cannabis in Canada renewal; Establishment of Canada’s Black Justice Strategy; Funding for the Federal Mandate
an actuarial adjustment of $625 million to the RCMP Pension Plan was processed to eliminate an actuarial shortfall identified in the 21st Actuarial Pension Plan Report for the RCMP (as of March 31, 2026) completed by the Office of the Superintendent of Financial Institutions

The 2025–2026 total actual spending ($6,581 million) was $444 million less than the 2025–2026 total authorities available for use at year-end. This surplus is mainly comprised of $318 million which will be managed through the operating budget carry forward ($107 million), the capital budget carry forward ($105 million), anticipated reprofiles ($98 million) and the Capital Asset Disposal Credit process ($8 million). The remaining $126 million was not eligible for carry forward, thus the funds were returned to the fiscal framework. A significant portion of the funding being carried forward, or proposed to be reprofiled, is for specific initiatives, some of which are in special purpose allotments, which cannot be reallocated within the organization.

In comparison to the 2025–2026 Departmental Plan, the RCMP incurred $505 million in expenditures above Planned Spending. The majority of this incremental spending is attributed to:

statutory expenditures of $513 million, over the planned spending, related mainly to an actuarial adjustment to the RCMP Pension Plan to eliminate an actuarial shortfall
Health and Disability expenditures ($51 million) and Grants and Contributions expenditures ($1 million). The expenditures over the planned spending are related to increases in the disability costs, as well as Firearms Contributions payments related to reprofiled funding

These were partially offset by decreases in Operating expenditures ($20 million) mainly due to delays in the implementation of the Assault-Style Firearms Compensation Program. Additionally, Capital expenditures ($41 million) were below planned spending due to a combination of supply chain delays, deferral of various Real Property investments, and Digital Program capacity constraints.

In comparison to the prior year’s expenditures, the RCMP incurred $837 million more in 2025–2026 than 2024–2025. This is attributed to:

an increase in statutory expenditures due to an actuarial adjustment to the RCMP Pension Plan to eliminate an actuarial shortfall
payments of disability benefits to compensate Members Injured on Duty, as well as incremental member health costs rose over the previous fiscal year
incurred incremental expenditures related to Canada’s G7 Presidency, as well as incremental expenditures in support of growth within the Contract Policing program

The Finances section of the Infographic for the RCMP on GC Infobase offers more financial information from previous years.

Planned spending for next three years

Table 12 shows the RCMP’s planned spending for each of the next three years on its core responsibilities and for internal services.

Table 12: Planned three-year spending on core responsibilities and internal services (dollars)
Core responsibilities and internal services	2026–2027 planned spending	2027–2028 planned spending	2028–2029 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

Note: Changes to the RCMP’s 2026–2027 Departmental Results Framework resulted in changes to Core Responsibility names. Contract and Indigenous Policing is now Indigenous, Provincial, Territorial and Municipal Policing, and Specialized Policing Services is now National Specialized Services.

The RCMP’s 2026–2027 net planned spending is $6,286.7 million spread across its 3 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 $1,076.7 million in planned spending related to Internal Services that support police operations.

The 2026–2027 planned spending reflects the amounts presented in the 2026–2027 Main Estimates which is an increase of $210.3 million (or 3%) in comparison to the 2025–2026 Main Estimates. It is important to note that the RCMP is implementing a new Department Results Framework as of 2026–2027, which accounts for the changes in nomenclature of the Core Responsibilities.

The increase in planned spending for 2026–2027, 2027–2028 and 2028–2029, compared to the 2025–2026 Departmental Plan ($6,076.4 million) is mainly due to funding to support the Federal Mandate and increases within Indigenous, Provincial, Territorial and Municipal Policing whereby incremental funding was provided to address growth and program continuity.

The above increases are partially offset by initiatives with sunsetting funding, such Canada’s G7 Presidency (2025–2026) and the Assault-Style Firearms Compensation Program (2026–2027).

Inflationary increases for goods and services continue to impact the cost to deliver mandated activities. The RCMP continues to adapt its operations to deliver its services to Canadians and the law enforcement community, while maintaining safe working conditions for its employees.

The Finances section of the Infographic for the RCMP on GC Infobase offers more financial information from previous years.

Budgetary actual gross spending

Table 13 reconciles gross planned spending with net spending for 2025–2026.

Table 13: Budgetary actual gross spending summary (dollars)
Core responsibilities and internal services	2025–2026 actual gross spending	2025–2026 actual revenues netted against expenditures	2025–2026 actual net spending (authorities used)
Federal Policing	1,665,927,114	(252,650)	1,665,674,464
Specialized Policing Services	824,287,400	(38,941,681)	785,345,719
Contract and Indigenous Policing	5,440,153,084	(2,294,201,855)	3,145,951,229
Subtotal	7,930,367,598	(2,333,396,186)	5,596,971,412
Internal services	999,092,080	(14,707,968)	984,384,112
Total	8,929,459,678	(2,348,104,154)	6,581,355,524

Analysis of budgetary actual gross spending summary

The RCMP’s 2025–2026 actual gross spending was $8,929 million and $2,348 million in vote netted revenues were collected, for a total net spending of $6,581 million. The vote netted revenues are primarily related to recoveries of eligible costs from contract jurisdictions in accordance with Police Services Agreements. Vote netted revenues are also collected for managing the RCMP Pension Plan, DNA analysis through biology casework analysis agreements with provinces and territories, and training provided by the Canadian Police College to both domestic and international policing partners.

The RCMP’s Departmental Plan included $2,364 million of vote netted revenue authorities in 2025–2026, and actual vote netted revenues collected were $2,348 million.

Vote netted revenues collected in 2025–2026 increased by $21 million (or 1%) in comparison to 2024–2025 and were below 2025–2026 planned spending by $16 million (or 1 %) mainly due to lower collections for Contract Policing services.

The Finances section of the Infographic for the RCMP on GC Infobase offers more financial information from previous years.

Funding

This section provides an overview of the department’s voted and statutory funding for its core responsibilities and for internal services.

Figure 2 summarizes the department’s approved voted and statutory funding from 2023–2024 to 2028–2029.

Figure 2
Approved funding (statutory and voted) over a six-year period

Text version

When looking at the RCMP’s voted and statutory authorities from fiscal 2023–2024 until fiscal 2028–2029, considering that from 2023–2024 until 2025–2026 the figures are final expenditures, whereas 2026–2027 through 2028–2029 are planned spending, the authorities were as follows: 2023–2024 total authorities of $5,143,298,510, including $4,568,821,531 in voted appropriations and the remaining $574,476,979 in statutory authorities; additionally for 2024–2025 total authorities of $5,744,371,892 including $5,095,518,037 in voted appropriations and the remaining $648,853,856 in statutory authorities; 2025–2026 authorities of $6,581,355,522 including $5,346,123,212 in voted appropriations and the remaining $1,235,232,309 in statutory authorities; 2026–2027 total planned spending of $6,286,720,991, including $5,506,723,424 in voted appropriations and the remaining $779,997,567 in statutory authorities; 2027–2028 planned spending is $6,375,290,589 including $5,580,626,968 in voted appropriations and the remaining $794,663,621 in statutory authorities; and finally the 2028–2029 planned spending is $6,506,848,986 including $5,707,581,859 is voted appropriations and the remaining $799,267,127 in statutory authorities.

Approved funding (statutory and voted) over a six-year period (dollars)
Fiscal year	Statutory	Voted	Total
2023–2024	574,476,979	4,568,821,531	5,143,298,510
2024–2025	648,853,856	5,095,518,037	5,744,371,892
2025–2026	1,235,232,309	5,346,123,212	6,581,355,522
2026–2027	779,997,567	5,506,723,424	6,286,720,991
2027–2028	794,663,621	5,580,626,968	6,375,290,589
2028–2029	799,267,127	5,707,581,859	6,506,848,986

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

In recent years, the RCMP’s overall expenditures were impacted by extraordinary material economic adjustments. In fiscal 2025–2026, an actuarial adjustment of $625 million (that occurs every 3 years) to the RCMP Pension Plan was processed to eliminate an actuarial shortfall identified in the 21st Actuarial Pension Plan Report for the RCMP (as of March 31, 2026) completed by the Office of the Superintendent of Financial Institutions.

Organizational costs have continued to trend upwards due to the implementation of newly approved initiatives, incremental costs for Regular Member health benefits, and higher costs for goods and services as a result of inflation.

Consult the Public Accounts of Canada for further information on the RCMP’s departmental voted and statutory expenditures.

Financial statement highlights

This section presents the RCMP’s Financial Statements Unaudited for the Year Ended March 31, 2026.

The RCMP uses the full accrual accounting method to prepare and present its annual financial statements, which are part of the departmental results reporting process. However, spending authorities presented in the previous sections of this report remain on an expenditure basis. A reconciliation between the bases of reporting is available in Note 3 "Parliamentary Authorities" of the financial statements.

Table 14 summarizes the expenses and revenues for 2025–2026, which net to the cost of operations before government funding and transfers.

Table 14: Condensed Statement of Operations unaudited for the year ended March 31, 2026 (dollars)
Financial information	2025–2026 actual results	2025–2026 planned results	Difference (actual results minus planned)
Total expenses	9,268,800,000	8,747,253,000	521,547,000
Total revenues	2,342,234,000	2,525,640,000	(183,406,000)
Net cost of operations before government funding and transfers	6,926,566,000	6,221,613,000	704,953,000

Analysis of expenses and revenues for 2025–2026

Actual expenses for the fiscal year 2025–2026 were $9,269 million compared to planned expenses of $8,747 million, a variance of $522 million (or 6.0%). This variance is mainly due to a one-time actuarial adjustment of $625 million related to the RCMP Superannuation and Retirement Compensation Arrangement accounts, following the tabling of the triennial actuarial report of the RCMP Pension Plan. This information was not known when the 2025–2026 planned results were finalized.

Actual revenues for the fiscal year 2025–2026 were $2,342 million compared to planned revenues of $2,526 million. Actual revenues were $183 million (or 7.3%) lower than planned. The difference is mainly due to inclusion of an estimate for unsigned collective agreements in the 2025–2026 planned results. This collective agreement remains under negotiation as of March 31, 2026, and therefore, no incremental amounts have been included in the 2025–2026 actual revenues from Contracting Partners.

The 2025–2026 planned results information is provided in the RCMP’s Future-Oriented Statement of Operations and Notes 2025–2026.

Table 15 summarizes actual expenses and revenues and shows the net cost of operations before government funding and transfers.

Table 15: Condensed Statement of Operations unaudited for 2025–2026 and 2025–2026 (dollars)
Financial information	2025–2026 actual results	2024–2025 actual results	Difference (2025–2026 minus 2024–2025)
Total expenses	9,268,800,000	8,450,771,000	818,029,000
Total revenues	2,342,234,000	2,289,997,000	52,237,000
Net cost of operations before government funding and transfers	6,926,566,000	6,160,774,000	765,792,000

Analysis of differences in expenses and revenues between 2024–2025 and 2025–2026

Total expenses for the fiscal year 2025–2026 were $9,269 million, an increase of $818 million (or 9.7%) over the previous year’s total expenses of $8,451 million.

The increase is primarily attributable to:

a one-time actuarial adjustment of $625 million related to the RCMP Superannuation and Retirement Compensation Arrangement accounts
a $150 million increase in Members Injured on Duty payments due to higher levels of processing and adjudications

Total revenues (net of revenues earned on behalf of government) for the fiscal year 2025–2026 were $2,342 million, an increase of $52 million (or 2.3%) from the previous year’s total revenues of $2,290 million. Total revenues is comprised of total gross revenues of $3,488 million less revenues earned on behalf of government of $1,146 million, mainly related to Policing Services.

The increase is primarily attributable to:

an increase in billable capital costs related to equipment purchases, including tactical armored vehicles
overall growth in Full-Time Employees (FTEs) in the Contract and Indigenous Policing program

The Financial Statements’ Note 19 Segmented information provides detailed information by major object of expenses and revenues and by core responsibility.

Table 16 provides a brief snapshot of the amounts the department owes or must spend (liabilities) and its available resources (assets), which helps to indicate its ability to carry out programs and services.

Table 16: Condensed Statement of Financial Position (unaudited or audited) as at March 31, 2026 (dollars)
Financial information	Actual fiscal year 2025–2026	Previous fiscal year 2024–2025	Difference (2025–2026 minus 2024–2025)
Total net liabilities	1,600,164,000	1,574,171,000	25,993,000
Total net financial assets	1,199,988,000	1,213,918,000	(13,930,000)
Departmental net debt	400,176,000	360,253,000	39,923,000
Total non-financial assets	2,626,520,000	2,463,999,000	162,521,000
Departmental net financial position	2,226,344,000	2,103,746,000	122,598,000

Analysis of department’s liabilities and assets since last fiscal year

Total net liabilities as at March 31, 2026, were $1,600 million, an increase of $26 million (or 1.7%) over the previous year’s total net liabilities of $1,574 million, which is consistent with the prior year.

Total assets (including financial and non-financial assets) as at March 31, 2026, were $3,827 million, an increase of $149 million (or 4.0%) over the previous year’s total assets of $3,678 million.

The increase in total assets is mainly due to:

the completion and final settlement of various new detachment buildings, new employee housing, a forensic lab in Surrey, and various betterment projects
major fleet investments, including the modernization of marine assets, acquisition of new tactical armoured vehicles and rigid hull inflatable boats, and G7-related vehicle purchases
major capital projects under construction, including the construction of 2 long range aircraft

Human resources

This section presents an overview of the department’s actual and planned human resources from 2025–2026 to 2025–2026.

Table 17 shows a summary in full-time equivalents of human resources for the RCMP’s core responsibilities and for its internal services for the previous three fiscal years.

Table 17: Actual human resources for core responsibilities and internal services for the last three years
Core responsibilities and internal services	2023–2024 actual full-time equivalents	2024–2025 actual full-time equivalents	2025–2026 actual full-time equivalents
Federal Policing	5,037	5,311	5,424
Specialized Policing Services	3,828	4,066	4,065
Contract and Indigenous Policing	18,313	18,796	19,153
Subtotal	27,178	28,173	28,642
Internal services	4,642	5,077	5,165
Total	31,820	33,250	33,807

Analysis of human resources for the last three years

In 2025–2026, FTEs increased by 557 (approximately 2%) over the previous fiscal year. In comparison, the RCMP exceeded the plan identified in the 2025–2026 Departmental Plan by 731 FTEs (2%).

The RCMP finished 2025–2026 with 19,146 Regular Member FTE as compared to 19,116 FTEs in 2024–2025. The RCMP continues its commitment to hiring diverse talent to support modern policing, and work is underway to modernize the applicant assessment process in support of this commitment.

The number of civilian members continues to decline due to attrition. There are 2,280 FTEs compared to 2,394 FTEs in 2024–2025, as staffing of new civilian members has ceased. As current civilian members leave the RCMP, those vacancies are filled by Public Service Employees.

The number of Public Service Employees continues to increase as a result of staffing related to the continued implementation of previously approved initiatives, new initiatives in support of the RCMP’s commitment to modernization, as well as Civilian Member conversions. There are 11,838 FTE Public Service Employees in comparison to 11,248 in 2024–2025.

Table 18 shows the planned full-time equivalents for each of the RCMP’s core responsibilities and for its internal services for the next three years. Human resources for the current fiscal year are forecasted based on year to date.

Table 18: Human resources planning summary for core responsibilities and internal services for the next three years
Core responsibilities and internal services	2026–2027 planned full-time equivalents	2027–2028 planned full-time equivalents	2028–2029 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 2026–2027, the RCMP’s planned FTEs is expected to increase by 587 FTEs for a total of 33,834 FTEs in comparison to the 2025–2026 projected year-end FTE forecast. This increase is a result of continued implementation of previously and newly approved initiatives.

Over the next 2 years, the RCMP is planning to remain relatively consistent with increases of 364 and 198 FTEs respectively. The increases are primarily due to funding to support the Federal Mandate and incremental funding approved for the Indigenous, Provincial, Territorial and Municipal Policing programs, offset by reduction in other initiatives.

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 FTEs 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:

Federal 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

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)

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

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 departmental results listed for a core responsibility reflect the outcomes that the department seeks to influence or achieve.
Departmental Plan (plan ministériel): A report that outlines the anticipated activities and expected performance of an appropriated department over a three-year period. Departmental Plans are usually tabled in Parliament each spring.
departmental priority (priorité): A plan, project or activity that a department focuses and reports on during a specific planning period. Priorities represent the most important things to be done or those to be addressed first to help achieve the desired departmental results.
departmental result (résultat ministériel): A high-level outcome related to the core responsibilities of a department.
departmental result indicator (indicateur de résultat ministériel): A quantitative or qualitative measure that assesses progress toward 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 outlining a department’s accomplishments against the plans, priorities and expected results set out in the corresponding Departmental Plan.
full-time equivalent (équivalent temps plein): Measures the person years in a departmental budget. An employee’s scheduled hours per week divided by the employer’s hours for a full-time workweek calculates a full-time equivalent. For example, an employee who works 20 hours in a 40-hour standard workweek represents a 0.5 full-time equivalent.
Gender-based Analysis Plus (GBA Plus) (analyse comparative entre les sexes plus [ACS Plus]): An analytical tool that helps to understand the ways diverse individuals experience policies, programs and policies, programs, and other initiatives. Applying GBA Plus to policies, programs and other initiatives helps to identify the different needs of the people affected, the ways to be more responsive and inclusive, and the methods to anticipate and mitigate potential barriers to accessing or benefitting from the initiative. GBA Plus 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.
government priorities (priorités pangouvernementales): For the purpose of the 2025–2026 Departmental Results Report, government priorities are the high-level themes outlining the government’s agenda as announced in the 2025 Speech from the Throne.
horizontal initiative (initiative horizontale): A program, project or other initiative where two or more federal departments receive funding to work collaboratively on a shared outcome usually linked to a government priority, and where the ministers involved agree to designate it as horizontal. Specific reporting requirements apply, including that the lead department must report on combined expenditures and results.
Indigenous business (enterprise autochtones): Requirements for verifying Indigenous businesses for the purposes of the departmental result report are available through the Indigenous Services Canada Mandatory minimum 5% Indigenous procurement target website.
non-budgetary expenditures (dépenses non budgétaires): Net outlays and receipts related to loans, investments and advances, which change the composition of the financial assets of the Government of Canada.
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 measure that assesses progress toward a department-level or program-level result, or the expected outputs or outcomes of a program, policy or initiative.
plan (plan): The articulation of strategic choices, which provides information on how an organization 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.; Departments must determine their planned spending and be able to defend the financial numbers presented in their Departmental Plans and Departmental Results Reports.
program (programme): An individual, group, or combination of services and activities managed together within a department and focused on a specific set of outputs, outcomes or service levels.
program inventory (répertoire des programmes): A listing that identifies all the department’s programs and resources that contribute to delivering on the department’s core responsibilities and achieving its results.
result (résultat): An outcome or output related to the activities of a department, policy, program or initiative.
statutory expenditures (dépenses législatives): Spending approved through legislation passed in Parliament, other than appropriation acts. The legislation sets out the purpose and the terms and conditions of the expenditure.
target (cible): A quantitative or qualitative, measurable goal that a department, program or initiative plans to achieve within a specified time period.
voted expenditures (dépenses votées): Spending approved annually through an appropriation act passed in Parliament. The vote also outlines the conditions that govern the spending.

Date modified:: 2026-11-06