Royal Canadian Mounted Police 2024-25 Departmental plan

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 Quality of Life Framework for Canada. Specifically, in support of the Framework, Federal Policing will continue to:

• address national security threats to ensure the personal safety and security of the public
• combat financial crimes and corruption, which promotes economic stability by protecting individuals and businesses from financial losses
• combat cybercrime to foster a safer digital environment, contributing to economic security and financial well-being
• identify the highest criminal threats faced by Canada and its people, including the protection of Canada’s democracy and institutions, contributing to increased confidence in these institutions
• ensure the security of protected people and Government-led events, supporting Canada’s place in the world
• ensure the integrity of Canada’s borders to maintain the nation’s sovereignty and prevent illegal activities that jeopardize Canada’s safety and security
• target transnational organized crime to uphold the rule of law and protect public safety and security
• represent and promote Canada and its interests abroad to strengthen the rule of law globally and to increase police-to-police cooperation, contributing to Canada’s place in the world as a supporter of democracy and strong public institutions

Results and targets

The following tables show, for each departmental result related to Federal Policing, the indicators, the results from the three most recently reported fiscal years, the targets and target dates approved in 2024-25.

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

Plans to achieve results

Protective Operations

The RCMP delivers protective policing for significant government-led events, designated sites, and for persons identified in the RCMP regulations and/or those designated by the Minister of Public Safety.

Protective Policing is comprised of three RCMP programs: Protective Services; the Canadian Air Carrier Protective Program; and, the Major Events Coordination Centre. The Program will continue to modernize its protective operations by:

• continuing to provide specially trained RCMP officers onboard selected Canadian-registered aircraft
• establishing the Major Event Coordination Centre, which will:
  • oversee the planning, operational delivery, and close-out of designated major events where the RCMP is the lead federal security agency and the Major International Event Security Costing Framework is invoked
  • implement an appropriately scaled Integrated Security Unit with security stakeholders from all levels of government for designated major events
  • assist local police services to set up their own Integrated Security Unit for unplanned events, including providing guidance and support in logistics, mobilization of resources and the coordination of information sharing

Innovation

Federal Policing is committed to building and maintaining specialized investigative capacity that is responsive to its evolving operating environment. To improve the efficiency and effectiveness of its investigations, Federal Policing is taking innovative approaches to recruiting, training and retaining a diverse and skilled workforce.

Federal Policing is supporting the enhancement of International Operations and the health and wellbeing of police personnel deployed overseas. A formalized reintegration process for deployed members returning from peace missions will be developed in 2024-25. In addition, enhancements to tracking post-mission wellness levels will assist in assessing the long-term effects of peacekeeping deployments.

As part of its modernization and transformation efforts, Federal Policing Investigations will implement several external review recommendations, making improvements to the National Security training regime. 

New governance structures and intelligence initiatives for the Intelligence Analysts and Intelligence Officer career paths, will be developed to increase the effectiveness and efficiency of intelligence analytical standards within the Federal Policing Intelligence program.

International Special Services will pilot a new approach to allow eligible RCMP employees to remain in the RCMP workforce while accompanying their spouse on international deployments. The International Telework Framework for employees accompanying their spouses on foreign postings will enable the RCMP to keep trained, qualified employees engaged in the workforce at a time where recruitment and attrition are major human resourcing challenges. This will directly contribute to the RCMP’s recruitment key priority, and Federal Policing’s modernization agenda, which includes efforts to transform the human resource model through new approaches to recruitment, training, and retention.

The Border Integrity Program will modernize operational, intelligence, and analysis reporting and coordination tools (for example, the Enterprise Geographic Information System) in order to increase awareness of criminal activities occurring across the Canada-U.S. border. This will allow RCMP Divisions to better assess threats, link criminal actors, and generate maps of high-risk areas.

Federal Policing Criminal Operations Financial Crime will enhance expertise in the area of complex capital market investigations with the recruitment of Criminal Civilian Investigators with specialized industry expertise and skillsets.

The Witness Protection Program will implement various initiatives to further improve its service to protected persons, such as new technologies to enhance safe and effective communication.

Within the RCMP’s broader modernization, transformation, and recruitment efforts, Federal Policing Strategic Management will lead the implementation of new strategies to improve resource capacity in an attempt to meet existing and future staffing pressures. This innovative approach to recruitment will attract candidates with the specific skills and characteristics needed for the complex Federal Policing mandate.

Key risks

Federal Policing faces several different risks and challenges in delivering on its mandate, including:

• Evolving threats: Criminal and national security threats are constantly evolving and adapting to new technologies and tactics, making it challenging for law enforcement to keep pace, which requires Federal Policing to continually upgrade capabilities
• Resource constraints: adequate resources, financial and human, are crucial for effectively addressing complex federal-level crimes. Thus, insufficient resources hinder Federal Policing’s ability to investigate and respond to emerging threats
• Legal and jurisdictional complexity: Federal Policing navigates complex legal frameworks and jurisdictional boundaries, both within Canada and internationally, which complicates investigations and prosecutions 
• Diplomatic complexities: Most criminal threats have international dimensions. Coordination with foreign law enforcement agencies and navigating diplomatic complexities can be challenging. Managing relationships with foreign governments is critical for addressing transnational threats effectively

The National Security and Intelligence Committee of Parliamentarian’s 2023 Special Report on the Federal Policing Mandate of the Royal Canadian Mounted Police identified four broad challenges. Three of these pertain specifically to Federal Policing:

• Governance and prioritization of Federal Policing national activities and investigations
• Data, prioritization and intelligence
• Recruitment and training

Challenges associated with consistent data across Federal Policing, and the availability of quality data and analytics available for decision-making, persist. Additional work is required to ensure that Federal Policing’s information is centrally coordinated, consistent, complete and accurate to better support the effectiveness of tactical, operational and strategic decision-making.

Improvements in this area will enable appropriate governance and prioritization of Federal Policing’s activities and investigations and improve its ability to prioritize and track ongoing investigations and expenditures.

Federal Policing is also facing ongoing recruitment and training challenges. Resource levels and difficulties recruiting and retaining highly skilled and in-demand personnel have resulted in a reduction in the number of Federal Policing regular members. Attracting experts in areas such as cybersecurity, data science, and financial crime in a competitive employment landscape continues to be a significant challenge.

Gender-based Analysis Plus

In support of the RCMP Equity, Diversity and Inclusion Strategy, Federal Policing will continue to roll out its Equity, Diversity and Inclusion Action Plan and advance the following GBA Plus initiatives:

• Incorporate GBA Plus considerations, best practices and lessons learned to committee and staffing selection processes, as well as talent management and succession planning processes, to ensure a bias-free environment and implement strategies and diversify approaches, methods and outreach materials to attract diverse applicants
  • these include the development of bias-free FP recruitment material promoting the organization's diversity through portraying different gender and ethnic groups
• Work with Business Intelligence and Transformation on collecting Diversity and Employment Equity information to analyze available disaggregated data as part of staffing processes to apply an intersectional approach in the future, to assess potential effects on candidates’ selections based on their identity factors and identify challenges in hiring from diverse groups
• Promote and provide access to diversity and GBA Plus awareness training and self-assessment and feedback tools
• Continuously review and modernize training and selection processes to maintain high standards of training delivery and to ensure consistency with Equity, Diversity and Inclusion and GBA Plus principles
• The Covert Operations Advisory Committee will help steer future changes in the program and ensure that it is actively listening and responding to the needs of program personnel, and gathering information about program personnel to assist efforts towards reducing barriers and improving the inclusivity of the Covert Operations branch
• Continue to develop and implement processes in the International Policing Peacekeeping and Peace Operations Program to ensure future reporting and assessment tools include Women, Peace, and Security principles and gender perspectives
• Continue to directly support Women, Peace, and Security principles while serving on international peace operations by preventing and responding to sexual and gender-based violence, as well as advancing gender equality, such as through:
  • the integration of the principles into pre-deployment training for all Canadian personnel deployed to international peace operations
  • the inclusion of GBA Plus practices into assessments, reporting tools, documents and processes
  • the enhancement of the International Policing Peacekeeping and Peace Operations program selection process to actively recruit and select women for service in international operations missions
• All future deploying personnel will participate in pre-deployment training, which includes topics on gender roles, gender mainstreaming, international instruments, the Women, Peace, and Security Agenda, and RCMP targets related to international deployments. The RCMP International Policing Peacekeeping and Peace Operations Program will continue to recognize, support and promote Canadian women holding senior, strategic positions within peace operations
• In 2024-25, the Canadian Police Agreement will deploy a police officer expert to the Office of the Special Coordinator on improving the United Nations (UN) response to Sexual Exploitation and Abuse, located at the UN headquarters in New York. The officer will be part of an integrated team of UN staff and subject matter experts that will analyse, develop, and implement system-wide measures to address sexual exploitation and abuse, with a focus on the peacekeeping environment
• The Witness Protection Program applies GBA Plus as part of its protectee admission process. During the year, each protectee will undergo a series of assessments, and the program will create a plan to address their safety, security, and unique needs. Furthermore, the program will continue its targeted staffing efforts to employ personnel from diverse backgrounds and experiences to better reflect the changing needs of the program and the environment in which it operates

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

The RCMP’s International Policing Peacekeeping and Peace Operations Program will contribute to the development and implementation of a third iteration of the Canadian National Action Plan on Women, Peace, and Security. In doing so, the RCMP will promote the rule of law and help to build inclusive and accountable institutions in fragile and conflict affected states. The program will deploy a diverse cadre of personnel on missions, with a goal to meet or exceed the UN-established target of 30% for the participation of women police officers in international peace operations by 2028.

The International Policing Peacekeeping and Peace Operations Program will work to address the transnational scope of crime by building and strengthening relationships with policing partners all over the world, such as by continued participation in the INTERPOL and Europol global information sharing networks.

The program will support global peace and security by actively contributing to peace operations in multiple missions abroad through the Canadian Police Arrangement, including by providing support to nations at risk by helping to build their law enforcement capacity.

The RCMP’s International Policing Peacekeeping and Peace Operations Program will deploy police instructors to the UN’s All-Female Pre-Selection Assistance and Assessment training projects. These projects are aimed at helping increase the number of women police officers from these countries who are selected to serve on UN peacekeeping missions by preparing candidates to meet UN testing requirements.

Federal Policing will support the prevention of substance abuse, including narcotic drug abuse by:

• collaborating with the Ontario Provincial Police to implement the Canadian Integrated Response to Organized Crime’s Focus on the Fentanyl Strategy, to reduce the supply and harms of fentanyl in Canadian communities
• supporting the Canadian Drugs and Substances Strategy, through the implementation of initiatives related to opioids, non-opioids, precursors, and Clandestine Laboratory Enforcement and Response teams

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.

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 Good Governance pillar of the Quality of Life Framework for Canada. Specifically, in support of the Framework, Specialized Policing Services will:

• strengthen trust, transparency and accountability between police and the public, and improve the timely resolution of public complaints through the Body Worn Cameras and Digital Evidence Management Project. These efforts will support good governance, along with measures related to personal safety and access to fair and equal justice
• continue to implement the National Cybercrime Solution, with full operating capability expected in 2024-25. The Solution will include a public reporting website which will also improve understanding of the nature and extent of cybercrime and fraud, contributing to public safety and security, and economic security
• collaborate with police and non-police partner agencies to support a multidisciplinary approach to mass causality/disaster victim identification training, ultimately assisting families and communities in recovering from mass trauma and the mental health consequences of large-scale unexpected events
• expand partnerships, capacity, and submissions to the Canadian Integrated Ballistics Identification Network to help correlate cases and provide timely investigative leads to front-line investigators to address gun crime and improve community safety and security
• develop an escalation model within the firearms licensing regime for complex cases where mental health concerns are identified during the eligibility screening process, contributing to public safety and security

Results and targets

The following tables show, for each departmental result related to Specialized Policing Services, the indicators, the results from the three most recently reported fiscal years, the targets and target dates approved in 2024-25.

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

Plans to achieve results

Canadian Firearms Investigative and Enforcement Services

Canadian Firearms Investigative and Enforcement Services will support and strengthen the ability of law enforcement and criminal justice partners to combat the smuggling, trafficking, and misuse of firearms. In 2024-25, the Program will conduct outreach activities, deliver targeted workshops and host a national training school for domestic and international law enforcement partners and prosecutors to:

• increase knowledge of the proliferation, trends and rapidly changing technology in illegally manufactured 3D-printed firearms
• raise awareness, through direct outreach to police of jurisdiction, of the value of firearms tracing to better support intelligence gathering and to advance frontline investigations 
• share intelligence and training, through working groups and other fora, with internal and domestic partners, on the use of cryptocurrencies and their role in illicit firearms and parts trafficking
• develop tools for investigators to use when applying to the court for a production order or search warrant in support of firearms trafficking investigations to simplify and strengthen this process

Canadian Firearms Licensing and Registration

Canadian Firearms Licensing and Registration is committed to enhancing public safety and reducing the risk of harm from the misuse of firearms. Consistent, national regulatory processes will continue to be developed and implemented across Canada to streamline client services for individual firearm owners, as well as businesses. The Program will migrate existing paper-based and online individual and business services to a new platform that will improve user experiences and automate certain client-facing services. Lastly, the Program will develop national training standards, which will feature bi-annual refresher training for employees of the Canadian Firearms Program.

Criminal Intelligence Service Canada

Criminal Intelligence Service Canada will provide timely, relevant, and accurate intelligence, as well as in-depth analysis of organized crime-related issues and criminal markets, to further inform decision-making by the law enforcement community. During the reporting period, the Program will focus on: ensuring actionable intelligence is provided to decision-makers; enhancing collaboration with partners; and expanding early warning processes for criminal threats.

In support of these outcomes, Criminal Intelligence Service Canada will strengthen the integrated threat assessment process, refine the quality of its assessments related to the effects of organized crime, and increase visual representations of data in intelligence products. The Program will also continue to build a new data platform to manage intelligence related to serious and organized crime. Workflows will be enhanced and automated to bolster data collection and analysis, which will include the application of modern equity, diversity, and inclusion principles through the use of gender and race categories to describe individuals. These modernized information management features will also improve security and further encourage data collection.

Forensic Science and Identification Services

In 2024-25, Forensic Science and Identification Services will enhance law enforcement tools and improve processes to provide timely forensic science and identification services. In support of these outcomes, the Program will:

• implement a client portal for electronic service requests within the Laboratory Information Management System within National Forensic Laboratory Services, which will improve response times and streamline information sharing with clients
• validate, acquire, and onboard new technology, instrumentation and modernized workflows to advance more efficient and meaningful forensic laboratory analysis in support of criminal and humanitarian investigations
• explore and advance new technologies such as the transfer of camera images over wifi, as well as vacuum metal deposition, a newer fingerprint technology, to improve workflows and increase efficiencies in the area of forensic identification services

Taken together, these initiatives will have meaningful effects on service delivery standards for clients across Canada. 

Canadian Police College

In 2024-25, the Canadian Police College will improve access to advanced and specialized knowledge, skills, and leadership development for municipal, provincial, Indigenous and federal police services across Canada. With implementation of its digital strategy, the College will:

• integrate a digital learning platform with enhanced capabilities to support online learning, thereby increasing connectivity between learners and subject matter experts and providing more distance learning opportunities
• increase the inclusivity and diversity of its workforce to meet evolving organizational needs
• maintain robust standards to deliver training that encourages cultural competence in support of reconciliation
• modernize campus facilities using infrastructure and technical designs to enhance overall client experience and accessibility
• promote financial sustainability by applying a cost-recovery model that remains consistent and competitive with police training trends and demand

Sensitive and Specialized Investigative Services

In 2024-25, Sensitive and Specialized Investigative Services will focus on enhancing law enforcement access to tools and databases, improving collaboration with partners, implementing outreach initiatives to support Indigenous communities, and strengthening the capabilities and capacities of its workforce. In support of these outcomes, the National Child Exploitation Crime Centre will:

• identify offenders and support criminal justice outcomes
• reduce the vulnerability of children to online sexual exploitation by identifying victimized children
• gather and share intelligence to provide support to policing partners and strengthen the capacity of municipal, territorial, provincial, federal, and international police services
• engage in operationally relevant research to support and advance investigations
• develop and deploy technological innovations and specialized investigative techniques to respond to the ever-changing technological landscape
• contribute intelligence to INTERPOL’s International Child Sexual Exploitation Database and advance joint efforts with domestic and international partners in recognition of the borderless nature of this kind of crime

Specialized Technical Investigative Services

Specialized Technical Investigative Services will improve its ability to obtain digital evidence, as well as evidence gathered by physical and electronic surveillance, in a lawful and Charter-compliant manner. In 2024-25, Technical and Investigative Services will continue to address capability gaps, modernize its infrastructure, and invest in the development of applied solutions to address the evolving nature of criminality and rapid changes in technology. In addition, the Program will update its policies and ensure continual compliance across the organization, while also providing advice, training, reporting, and research and development on emerging trends and operational responses to internal and external law enforcement agencies and partners.

Similarly, Chemical, Biological, Radiological, Nuclear and Explosives Operations will provide advice, training, reporting, and research and development on emerging trends and operational responses to first responders and law enforcement partners. This will support its ability to respond to incidents anywhere in Canada where there are national security-related chemical, biological, radiological, nuclear, or explosive threats.

During the reporting period, Specialized Technical Investigative Services will enhance its capabilities to support operations with the implementation of the Counter Uncrewed Aerial System program. This will support Federal Policing Protective Operations by using technical countermeasures systems to respond to threats posed by the malicious use of drones. Vulnerabilities exposed by the rising number of drones flying in or near restricted airspace, near public events, and near key critical infrastructure, along with malicious uses of these technologies, requires dedicated resources to address this security threat.

Lastly, the Air Services Program will initiate its existing fleet rehabilitation strategy to maintain safe and effective air operations. In 2024-25, the Program will: identify acquisition strategies for select aircraft, as well as work with provincial and territorial partners to seek investment approvals to replace those aircraft that have exceeded their useful lives. Taken together, these efforts will help ensure the continued success of airborne law enforcement operations all while prioritizing safety and sustainability.

National Cybercrime Coordination Unit

Central to its core mandate, the National Cybercrime Coordination Unit will enable Canadian law enforcement to reduce the threat, victimization, and effects of cybercrime on the public. In 2024-25, the Program will:

• support domestic and multinational cybercrime investigations by providing intelligence analysis, operational coordination and support, and internationally deployed resources
• engage in cybercrime prevention initiatives with domestic and international partners to raise awareness and protect Canadian organizations from cybercrime
• reduce harm to businesses and organizations by informing them if they are under cyber attack, or have recently been victimized, so that immediate action may be taken to prevent and mitigate damage to systems and devices
• focus new efforts on preventing individuals from becoming cybercriminals and encouraging them to pursue legal and more productive paths with their cyber skills
• offer cyber behavioural analysis for cybercrime investigations to enhance the effectiveness of cybercrime investigations
• provide guidance and access to technical tools and capabilities to Canadian law enforcement so that they can more effectively combat cybercrime

Moreover, the National Cybercrime Coordination Unit will work closely with the Canadian Anti-Fraud Centre to:

• implement the National Cybercrime Fraud Reporting System, which will allow the public to easily and conveniently report cybercrime and fraud offences
• expand Canadian law enforcement and public understanding of ever-changing cybercrime and fraud threats to allow for the adoption of more efficient and effective prevention and investigative technique
• reduce the impact of cybercrime and fraud on Canadians by continuing to disrupt the efforts of cybercriminals and fraudsters provide cryptocurrency tracing and support to law enforcement to support more effective investigations of cybercrime and fraud offences, and to recover stolen funds when possible 

The Canadian Anti-Fraud Centre’s Operational Support Team will focus its efforts on activities that will improve and expand its fraud disruption program, including an assessment of existing disruption efforts, their effectiveness, and other potential areas for growth to better protect against instances of fraud. The Team will support fraud prevention and victim loss recoveries by exploring opportunities for new partnerships, technologies, and mitigation strategies to address new or emerging frauds. In addition, the Operational Support Team will continue to query RCMP repositories to compile results and statistical data for internal and external stakeholders, with an emphasis on high dollar loss reporting, volume, and impact to protect against the most serious cases of fraud.

Departmental Security

Departmental Security will continue to modernize and adapt to an ever-changing security landscape. In 2024-25, the Program will focus on: enhanced security controls; improved stakeholder access to guidance, tools, and resources; and standardized and monitored security management. In support of these outcomes, Departmental Security will implement security awareness activities across the organization, and will develop practical and accessible security assessment and authorization processes, along with the necessary updates that may be required for internal policies and directives, to ensure the program achieves its mandate. Efforts will also continue to enhance and modernize the RCMP’s security screening, contract security, and security event programs to meet evolving needs in a connected and digitally engaged police service.

Operational IM/IT Services

Operational IM/IT Services will advance “The Connected RCMP” Digital Policing Strategy to ensure the RCMP has the right technology to support modern policing and public safety services. With technology continuing to evolve at a rapid pace, the organization needs to deliver services in an efficient way that meets the needs of the public, partners, departmental programs, and employees. In 2024-25, the Program will assess progress and re-focus its future direction to ensure it implements digital capabilities planned for the fiscal year. Emphasis will be placed on the RCMP’s ability to adopt advanced digital technologies, which will require increased access, availability, and use of a variety of information, data points, and analytics platforms. A renewed focus on digitalization will be of critical importance to revolutionizing and modernizing RCMP operations. To align with the Government of Canada’s direction in Budget 2023, a prioritization exercise will also be undertaken to proactively apply mitigation plans and limit overall delays to the delivery of essential digital capabilities.

Innovation

• Forensic Science and Identification Services will continue to advance the next generation of the Canadian Police Information Centre , to align with the Government of Canada’s Digital Strategy Priority. The modernized system will feature new and improved interfaces that will enhance and introduce new capabilities to support efficient information sharing across Canada, while also decreasing system downtimes.
• A Chief Transformation Officer will lead the evolution of the Digital Policing Strategy, through specific objectives and initiatives over the next several fiscal years, to advance digitally-enabled and innovative solutions that will support employees and meet the needs of the public.
• The Canadian Police College will continue to implement its digital strategy, seeking opportunities to leverage technology to enhance digital learning and virtual scenario-based training development. The College will continue to implement leading-edge audio/visual technology throughout campus classrooms that will serve to enhance synchronous training delivery both onsite and remotely. The onboarding of a modern digital platform is also set for the reporting period, serving to further reduce travel costs and increase access to courses for law enforcement across Canada.

Key risks

Specialized Policing Services has identified several risks and accompanying opportunities to address in the years ahead:

• There is a risk that the RCMP may not have the technology to sufficiently combat the changing nature of crime. Moreover, there is a risk that the RCMP’s IT infrastructure, systems, and applications will become increasingly inadequate to support the administrative and operational requirements of the organization. As such, Specialized Policing services will:
  • keep pace with and incorporate technological changes
  • develop a proactive and aligned approach on competing priorities
  • share knowledge and collaborate to improve and develop new technical and operational solutions
• There is a risk that a lack of clear, timely, and reliable intelligence and information-sharing across jurisdictions will impede the RCMP’s ability to effectively investigate crime and take appropriate actions. As such, Specialized Policing Services will share knowledge and collaborate to improve and develop new technical and operational solutions.
• There is a risk that the RCMP will be unable to adequately attract and retain diverse groups of employees with the appropriate skills, attributes, characteristics, and mindset to police the crimes of the future. Specialized Policing Services will work on:
  • attracting and retaining talent to meet the needs of new and existing skills sets
  • developing its workforce to meet evolving technology trends and digital work environments
• There is a risk that the RCMP’s commitments continue to expand without commensurate incremental resources, impeding its ability to deliver on priorities and core services. To address this risk, Specialized Policing Services will work with other RCMP business lines to:
  • coordinate corporate administrative functions and business processes
  • manage funding to ensure long-term sustainability

Related government priorities

Program inventory

Specialized Policing Services is supported by the following Programs in the program inventory:

• 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
• Departmental Security
• Operational IM/IT Services
• Canadian Firearms Licensing and Registration
• National Cybercrime Coordination Unit

Supporting information on planned expenditures, human resources, and results related to the RCMP’s program inventory is available on GC InfoBase.

Description

Under the Police Service Agreements, the RCMP provides policing services to the provinces (except Ontario and Quebec) and territories, as well as municipalities and Indigenous communities including through the First Nations 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 Good Governance pillar of the Quality of Life Framework for Canada. Specifically, in support of the Framework, Contract and Indigenous Policing will:

• contribute to public safety and security by improving responses to general-duty 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
• publicly disclose the use of police intervention options, update the crisis intervention and de-escalation frameworks, collect and report race-based data for those who come into contact with the criminal justice system, and equip officers with body-worn cameras

These activities will help to reduce real and perceived instances of unfair treatment and discrimination and will support public safety and security, equal access to justice, and increase public confidence in the RCMP as a Canadian institution.

Results and targets

The following tables show, for each departmental result related to Contract and Indigenous Policing, the indicators, the results from the three most recently reported fiscal years, the targets and target dates approved in 2024-25.

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

Plans to achieve results

Crime Prevention

The RCMP will continue to develop and implement enhanced service delivery options to support tailored police service delivery to meet the unique and diverse characteristics of the communities it serves. National policy and communications for Community Program Officers will be developed to support divisions. The RCMP will also examine transitioning the existing Community Constable pilot program to a permanent enhanced service delivery option, amplifying the staffing options available in the Provinces and Territories.

The RCMP will continue to maintain the Rural Crime Reduction Toolbox, which serves as a repository of initiatives and programs implemented by RCMP divisions to address crimes in rural communities.

The RCMP’s Crime Prevention/Reduction Community of Practice will continue to meet regularly to provide opportunities to enhance the sharing of information across the divisions, and to increase knowledge on current and emerging trends in crime prevention/reduction.

Crisis intervention and de-escalation

The RCMP is working in collaboration with the Canadian Association of Chiefs of Police Use of Force Advisory Committee to:

• conduct an environmental scan of provincial and territorial use of force standards and develop a survey of law enforcement agencies, which will examine intervention-option-specific training and recertification, thresholds for use, restrictions and prohibitions, and requirements (for example, reporting and medical aftercare)
• finalize a literature review and compendium of de-escalation programs and evaluations, as well as develop a survey of agencies to examine and summarize their respective adoption of proprietary and/or internally developed training, core components, principles, involvement of mental health experts and persons with lived experience, frequency and length, target audience, delivery methods, and evaluation and key performance metrics

Using this work, the RCMP plans to develop a report outlining industry standards, highlight evidence and best/promising practices, and provide a summary of current de-escalation training programs, industry standards and national-intervention-specific guidelines or model policies that could both be shared with agencies and/or endorsed by the Canadian Association of Chiefs of Police.

The National Police Intervention Unit, Operational Research Unit, and Learning and Development will continue to explore peer-reviewed research, promising practices, training, and technology to determine additional strategies to bolster crisis intervention and de-escalation training for RCMP members. This on-going review is being conducted to ensure that the RCMP is aligned with best practices and to continually evolve crisis intervention and de-escalation training.

Restorative Justice

The RCMP is working towards a five per cent increase in referrals to restorative justice programs by the end of 2028-29. To work towards the achievement of this target, the RCMP in 2024-25 will:

• increase employee awareness through training: the national Restorative Justice Mindset course was published in 2023-24 and will be monitored in terms of completion and future evaluations and updates
• improve connections with local restorative justice agencies by continuing a pilot project with Justice Canada that pairs RCMP detachments and local Indigenous Justice Programs to create strong community-based working relationships and to increase referrals
• enhance RCMP tools and resources, such as an updated referral form to allow for uniform referral criteria and intake processes, and a new policy update related to restorative justice in the Operational Manual

Moving forward the RCMP will continue to strengthen and create partnerships with local restorative justice programs, enhance education and awareness for RCMP personnel, and build on the long-lasting working relationships resulting from the pilot.

Youth

In 2024-25, the RCMP will continue to develop and disseminate educational resources through the RCMP Centre for Youth Crime Prevention to police officers, youth, and adults working with youth on the topics outlined in the RCMP National Youth Priority Report: substance use, transportation safety, bullying and cyberbullying, radicalization, and violence.

The RCMP will also continue conducting youth-oriented engagement sessions through various RCMP programs, such as RCMPtalks, Youth Leadership Workshops, and the National Youth Advisory Committee.

To address the unique needs and challenges faced by Indigenous youth in Canada and to advance efforts towards reconciliation, the RCMP will continue to work on developing culturally sensitive educational materials for the divisions, such as a Roadmap to Indigenous Youth Engagement toolkit.

Furthermore, through Youth Officer training sessions, the RCMP will continue to provide School Resource Officers and Community Program Officers with the tools and resources required to effectively engage with youth in the community.

Enhanced Sexual Offence Investigations

The National Office of Sexual Offence Investigative Standards is responsible for actioning the RCMP’s commitment to improving sexual offence investigations by supporting and overseeing the Sexual Assault Investigations Review Committees, conducting file reviews, assisting all Divisions with sexual offence investigations, and enhancing police training and awareness, victim support, public education and communications, and investigative accountability.

The National Office of Sexual Offence Investigative Standards’ key planned activities for 2024-25 include:

• developing an advanced sexual offence investigations course to complement the currently available online training
• developing new tools for investigators and supervisors to help with sexual violence investigations, such as a supervisor check list, updating the Sexual Assault Investigations Best Practice Guide, and updating the Unit Level Quality Assurance for sexual offences
• developing new tools for investigators to improve their support of victims, such as an updated guide for contacting victims, and updating the Sexual Assault Investigations Review Committee training and review check list
• training and supporting a second Sexual Assault Investigation Review Committee in E Division (British Columbia)

Support for Vulnerable Persons

In 2024-25, in alignment with the organization’s strategic priorities, the National Human Trafficking Section will focus on developing a comprehensive action plan that will establish best practices for combating human trafficking.

The RCMP will continue its efforts to train RCMP employees with new survivor-led human trafficking detection training. Content will be updated to include perspectives from victims of trafficking and viewpoints from Indigenous and 2SLGBTQI+ people.

The RCMP will continue to work to improve effective, timely, and informed assistance to victims when responding to incidents in order to reduce the effects of victimization and re-victimization. Enhancements to relevant policies will continue, including Bias-Free Policing, Victim Assistance, Mistreatment of Older Persons, Persons with Disabilities, and Violence in Relationship.

In 2024-25, the RCMP will continue its participation on the Hate Crimes Task Force and its leadership in the RCMP Community of Practice on Hate-Motivated Crimes and Incidents, which was first established in September 2020. It will continue to provide a forum to encourage ongoing and regular interaction between RCMP employees, and other law enforcement professionals, to discuss and share information and experiences, as it relates to hate-motivated crimes and incidents. The Community of Practice includes representatives from RCMP National Headquarters, RCMP Divisions, as well as other government departments and police services.

In 2024-25, the RCMP will implement a National Reconciliation Pathway, which will advance a coordinated, measurable approach to reconciliation that is structured for success. The organization will develop performance indicators across business lines that are meaningful and measure reconciliation results.

As a key deliverable of the Intercultural Learning Strategy, the RCMP will conduct external consultations with community stakeholders and partners to identify any existing training gaps and requirements, as well as seek feedback on how to enhance existing RCMP training in this area, with the objective of building ongoing collaborative partnerships for training development.

First Nations and Inuit Policing Program

In 2024-25, the RCMP will continue to support Public Safety Canada in the administration of this program with a focus on strengthening it by working more closely with Indigenous leadership and communities to provide professional and dedicated policing services that are responsive to the unique needs and culture of each community. This work will be supported through the Community Consultative Group whenever possible and may include Letters of Expectation. When used, Letters of Expectation are co-developed and agreed to between community leadership and the local RCMP detachments as a means of clarifying policing responsibilities and fostering positive and cooperative working relations in support of community safety and wellness.

Enforcement of Band Bylaws

To advance the RCMP’s efforts to ensure safer and healthier Indigenous communities, Indigenous Policing Services will work with Indigenous communities to navigate the complexities and role the RCMP plays in the enforcement of Indigenous law. This will include engagement and consultation with Indigenous leaders as required during the development of Band bylaws. This will also include communicating the role the RCMP plays in the overall justice system and how that affects the communities the RCMP polices.

Indigenous Pre-Cadet Training Program

To support Indigenous representation within the RCMP, and to respond to the RCMP’s key priority of recruitment, in 2024-25, Indigenous Policing Services will work to enhance the program and remove recruitment barriers that presently exist in the regular member application process. This includes the incorporation of recruiting process elements that will allow for a more accurate assessment of candidates’ suitability within an environment that respects the unique, distinctions-based, cultural needs of First Nations, Inuit and Métis.

Indigenous Partnerships and Engagement

In 2024-25, the RCMP will enhance partnerships and engagements with National Indigenous Organizations and communities. This will be accomplished through new and ongoing work plans and direct community engagement through the Divisional Indigenous Policing Services units.

Cannabis Legislation Enforcement and Education

Special initiative funding is enabling the RCMP to create a unit within Indigenous Policing Services dedicated to addressing cannabis legislation and the effects on community safety and wellness. In 2024-25, the unit will focus on coordination with Divisional Indigenous Policing Services to develop national policy and educational products and programs related to the enforcement of cannabis legislation, related Band bylaws, and the roles held by the community and police.

Métis Community Liaison Program

In 2024-25, the RCMP will continue to work with Indigenous Services Canada to expand the Métis Community Liaison program in response to the expressed need and support from Métis communities as indicated by reports submitted by the Division Métis Community Liaison members. Expanding the Métis Community Liaison Program supports the RCMP priority of safer and healthier Indigenous communities inclusive of all three distinctions.

Police Community Liaison Team

In 2024-25, the RCMP will continue to deliver and enhance the Police Community Liaison Team training delivery across all Divisions to ensure dedicated policing resources are available to proactively intervene in potential public order situations in a professional and culturally responsive manner.

Key risks

Contract and Indigenious Policing faces several key risks and challenges including:

• renewal and modernization of the RCMP’s mission critical front-line policing systems in the wake of a number of incidents where shortcomings have been identified after the fact, for example the 2014 Moncton Shootings, and the 2020 Nova Scotia Mass Casualty incident
• low recruitment and retention could lead to an inability to meet contract partner requests and affect the health and wellbeing of members, and it is also critical to have appropriate representation in communities receiving policing services and for the communities to be involved in the selection process
• uncertainty over the federal government’s position on the future of contract policing could lead to more jurisdictions seeking to end policing contracts
• climate change-related events (for example, wildfires, floods, and hurricanes) could increase pressure on contract resources for disaster response
• it is difficult for the RCMP to build and maintain relationships with communities due to the rotation cycle of RCMP postings and constant changing of RCMP personnel
• given the RCMP is often one of the only services available in many communities across the country, it is difficult to address all the needs of communities given the RCMP’s focus is primarily on crime prevention and community safety, whereas other services may be lacking or unavailable (for example, mental health and social support services)
• there is limited availability of new resources to support increasing demands, requiring the RCMP to strive to optimize service delivery with the available resourcing levels

Related government priorities

Program inventory

Contract and Indigenous Policing is supported by the following programs:

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

Supporting information on planned expenditures, human resources, and results related to the RCMP’s program inventory is available on GC InfoBase.

Description

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

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

Plans to achieve results

Plans to achieve results in internal services, as well as other areas not captured in the earlier sections covering the RCMP’s Core Responsibilities, are detailed below.

Corporate Management and Comptrollership

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

In 2024-25, Corporate Management and Comptrollership will:

• review business processes, initiate a new enterprise resource and planning system, and begin transformation of the RCMP’s Human Resource system and member pay processes with the goal of achieving fully integrated and modern solutions to automate business processes, improve user experience and ensure full electronic management of information and documents
• continue its focus on investment planning, governance and oversight, including improved multi-year planning and life-cycle management of its assets
• continue to advance the cost-effective life-cycle management and stewardship of the RCMP’s real property portfolio, including a transition to a corporate approach to office accommodation management

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 2024-25, the Human Resources Sector will:

• contribute to the RCMP’s key priority of recruitment by continuing to modernize the RCMP recruitment program to attract cadets from diverse and inclusive backgrounds, including identifying and rectifying barriers that have impeded Women, Black, Indigenous, and other racialized groups from being successful in the police officer application process
• continue implementation of the RCMP’s first dedicated First Nations, Inuit and Métis Recruitment Strategy to increase Indigenous applications by approximately 100% in 2024-25 compared to the previous year by positioning the RCMP as an employer of choice for Indigenous peoples and reducing barriers within the application process
• contribute to an inclusive work environment and ensure that the RCMP is hiring and developing the talent needed to support the evolving nature of policing at large and in the communities we serve
• advance modernization efforts to increase applications from equity seeking communities and the diversity of cadets at the RCMP National Training Academy (Depot)
• the RCMP continues to implement its People Strategy, which provides the overarching vision for human resources modernization, outlining recommendations and a concrete action plan to achieve transformation in three areas: Shaping the workforce of the future, modernization of human resources approaches and the human resources service delivery model and investment in core programs and systems to improve client and service delivery

Anti-Racism Unit

The Anti-Racism Unit is mandated to help address systemic racism in the RCMP. Subject matter experts were recruited to lead the Race-Based Data Collection Initiative and the RCMP's first-ever Anti-Racism Strategy. The Race-Based Data Collection Initiative aims to collect, analyze, and report data trends to help the RCMP better understand the experiences of Indigenous, Black, and other racialized individuals and communities in their interactions with RCMP members.

In 2024-25, the Anti-Racism Unit will:

• continue collecting race-based data to help identify where there are disparate and disproportional policing outcomes for Indigenous, Black and other racialized communities
• analyze race-based data, and advance consistent community and member engagement to inform an action plan aimed at driving improvements to policies, practices and training to ensure the delivery of more transparent, equitable, and modern policing services 
• continue implementation of a small-scale version of the Race-Based Data Collection Initiative in select pilot sites to help test and refine the framework before it is implemented nationally, including publishing a report and action plans after collecting data in each pilot site for one full year
• work to develop an Anti-Racism Strategy, to be announced in spring 2024, to identify and address barriers in organizational policies, programs, and procedures that disproportionately affect racialized employees, informed by consultations with employees, as well as internal and external stakeholders
• welcome more troops to the Diverse and Inclusive Pre-Cadet Experience, which seeks to remove barriers for racialized persons and underrepresented groups who aspire to join the RCMP through a three-week training experience hosted at Depot, paired with mentorship from diverse Regular Members who guide the candidates throughout the program

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 2024-25, the Professional Responsibility Sector will:

• continue the modernization of the member conduct regime, guided by recommendations from leading experts in the field of police discipline and employment law, ensuring measures are applied properly and consistently, in a manner that meets modern expectations of fairness, transparency and effectiveness
• build the capacity of these specialized decision-makers (legally trained conduct board and appeal adjudicators) and establish legal support and progressive and ongoing training to ensure that modern best practices are continually assessed and applied while balancing consistency, expertise, and timely resolution of conduct matters
• increase the use of serious conduct measures, particularly regarding sexual misconduct and harassment
• roll-out a multifaceted communication strategy to effectively convey the organizational position on misconduct
• explore methods to commemorate employees who have died by suicide related to their service, in collaboration with the Well-being Strategy and other internal partners using a trauma-informed strategy informed by consultations with surviving families and colleagues

These important changes are fundamental to the RCMP’s workplace culture and recruitment and retention key priorities. They will support a workplace culture rooted in respect and accountability, which will help to attract new police officers from various communities, while also improving public trust.

Reform, Accountability and Culture Sector

Established in May 2023, the RCMP’s Reform, Accountability and Culture Sector is mandated to:

• lead the RCMP’s response to significant external reviews, including the Mass Casualty Commission’s final report as well as the Public Order Emergency Commission
• provide strategic advice, oversight and coordination of internal culture change initiatives
• provide leadership and coordination of major transformation and renewal initiatives across the RCMP’s three operational business lines
• provide secretariat support to the RCMP’s Management Advisory Board

In 2024-25, the Reform, Accountability and Culture Sector will:

• continue to lead the RCMP’s implementation of recommendations stemming from the Mass Casualty Commission Final Report, as well as those from other significant external reviews, in collaboration with a range of internal and external partners who will continue to lead on specific recommendations that fall within their areas of responsibility
• lead the creation of strategies and action plans to comprehensively address the Mass Casualty Commission recommendations by using a structured approach, and will monitor and report progress publicly to improve transparency and accountability through regular updates on the website, while also effectively engaging key stakeholders, including the families of the victims
• continue to engage business lines and divisions in implementing a holistic, long-term approach to culture change, including by establishing a roadmap for RCMP culture change focused on actions in priority areas including: addressing misconduct and strengthening accountability; enabling employee well-being; promoting an equitable, diverse and inclusive workplace; and strengthening leadership development and a modern approach to police training
• continue to convene the RCMP Holistic Culture Change Working Group as a key forum to identify opportunities to leverage, advance and coordinate key culture change initiatives across the RCMP
• engage external experts to explore ways to enhance support for employees and strengthen workplace restoration after a conduct measure has been imposed
• lead the development of a culture measurement framework, in collaboration with other federal security sector organizations facing similar challenges
• contribute to the development of resources to promote examples of Gender-based Analysis Plus (GBA Plus) in action, and engage with partners to explore culturally competent approaches to GBA Plus in the RCMP
• establish a national framework to standardize the intake, evaluation, prioritization, governance and management of innovation projects with a focus on developing inclusive innovation practices to ensure innovation is aligned with culture change priorities
• maximize investments in the Innovative Solutions Canada Program (through Innovation, Science and Economic Development Canada) to advance priority files including the development of an inclusive respirator and the modernization of handcuffs
• continue supporting the Public Safety Canada-led Contract Policing Assessment and working with contract partners to implement ongoing police service transitions in Surrey, British Columbia, Grand Prairie, Alberta, Newfoundland and Labrador, and New Brunswick
• engage with other levels of government to strengthen relationships and enhance understanding of RCMP reform efforts

Strategic Policy, Communications and External Relations

In 2024-25, the Strategic Policy, Communications and External Relations Sector will continue to:

• support the Minister, RCMP Commissioner and other senior officials on Cabinet and Parliamentary business, including by providing evidence-based advice, analysis and reporting
• coordinate the RCMP’s internal governance mechanisms and manage RCMP’s performance measurement frameworks to ensure sound and timely decision-making
• better develop and position whole-of-RCMP interests at key ministerial decision-making tables and within centralized Government of Canada processes
• provide policy and strategic direction on operational and administrative policy functions across the organization
• support RCMP leadership by providing strategic advice and services on internal and external national communications and public engagement to advance critical organizational and government priorities including recruitment, keeping communities safe and continuing the process of reconciliation and modernization
• advance the trust and confidence of Canadians in the RCMP by openly communicating the services delivered by the organization in all parts of Canada and abroad

Related government priorities

Chart 1: Departmental spending 2021-22 to 2026-27

Estimates by vote

Information on the RCMP’s organizational appropriations is available in the 2024-25 Main Estimates.