Royal Canadian Mounted Police’s 2025-26 Departmental Plan
On this page
Copyright information
© His Majesty the King in Right of Canada, as represented by the Minister of Public Safety, 2025
Departmental Plan 2025-26
ISSN: 2371-6282
Catalogue PS61-33E-PDF
List of acronyms and abbreviations
- CAFC
- Canadian Anti-Fraud Centre
- GBA Plus
- Gender-based Analysis Plus
- NC3
- National Cybercrime Coordination Unit
- RCMP
- Royal Canadian Mounted Police
List of tables
- Table 1: Canada and Canadian interests are safe and secure against serious and complex criminal threats
- Table 2: Canada’s most fundamental democratic and social institutions are secured through ensuring the safety and security of protected persons, sites, government-led events, and Canadian air carriers
- Table 3: Planned resources to achieve results for Federal Policing
- Table 4: Modern specialized police services and technologies to support law enforcement and the public
- Table 5: Planned resources to achieve results for Specialized Policing Services
- Table 6: The RCMP provides modern contract policing services
- Table 7: Improved relationships with and outcomes for Indigenous peoples
- Table 8: Planned resources to achieve results for Contract and Indigenous Policing
- Table 9: Planned resources to achieve results for internal services this year
- Table 10: Percentage of contracts planned and awarded to Indigenous businesses
- Table 11: Three-year spending summary for core responsibilities and internal services
- Table 12: Actual expenditures net of one-time material transactions
- Table 13: Planned three-year spending on core responsibilities and internal services
- Table 14: Budgetary gross and net planned spending summary
- Table 15: Future-oriented condensed statement of operations for the year ended March 31, 2026
- Table 16: Actual human resources for core responsibilities and internal services
- Table 17: Human resources planning summary for core responsibilities and internal services
From the Minister
Minister of Public Safety
As Canada's Minister of Public Safety, I am pleased to present the Royal Canadian Mounted Police's (RCMP) Departmental Plan for the 2025-26 fiscal year.
With a diverse mandate at the local, national and international levels, RCMP employees dedicate their careers to ensuring Canada’s public safety and national security. Recruiting and retaining a skilled and diverse workforce is critical for ensuring the highest quality policing services for every province, territory and internationally. To improve the recruitment and retention of diverse employees, the RCMP will implement an Indigenous Mentorship Program to assist Indigenous applicants navigate the RCMP application process. With the goal of enhancing skills and knowledge, the RCMP will continue to modernize its training facilities with enhanced infrastructure and advanced hybrid classroom technology to elevate client experience and accessibility, allowing greater inclusion of remote learners, and participation from off-site subject matter resources.
In pursuit of operational excellence and recognizing continual advancement of criminal activities, the RCMP will develop a platform to enhance collaboration with our Five Eyes partners, and continue to work with INTERPOL on common objectives and threats, such as capturing dangerous fugitives, and tackling organized crime, cybercrime and terrorism. In 2025-26, as part of a comprehensive border security package, the RCMP will advance its Border Integrity program, and focus on securing borders by ensuring its mandate, resourcing, governance and support services will best serve Canadian interests and its economy.
The RCMP values its relationships with the provinces, territories and municipalities it serves. The RCMP will expand partnerships, capacity, and submissions to the Canadian Integrated Ballistics Identification Network to address gun crime across the country. Additionally, the RCMP will explore a new Automated Fingerprint Identification System that will simplify law enforcement’s ability to search fingerprints against the National Repository of Criminal Records. Through further implementation of the Body Worn Cameras and Digital Evidence Management Project, the RCMP will strengthen trust, transparency and accountability between police and the public, and improve the timely resolution of public complaints.
To foster a healthy, inclusive and trustworthy workplace culture, the RCMP will develop a Psychological Health and Safety Management System aimed at promoting openness around mental health and ensuring employees feel safe seeking support. Additionally, a comprehensive workplace culture strategy and mandatory training on harassment and violence will be developed and implemented, reinforcing the RCMP’s commitment to a safe, respectful, and supportive work environment for all employees.
The RCMP has a busy year ahead, focused on key initiatives aimed at strengthening the safety and security of Canadian communities while maintaining its role as a trusted partner in domestic and international law enforcement. I invite you to read the plan to find out more about the RCMP’s goals and priorities for 2025-26. I look forward to working with the dedicated employees of the RCMP to implement these commitments and ensure the continued safety and security of everyone in Canada.
Plans to deliver on core responsibilities and internal services
Core responsibilities and internal services
Core responsibility 1: Federal Policing
In this section
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
- prevent financial crimes and corruption to promote economic stability by protecting individuals and businesses from financial losses
- combat cybercrime to foster a safer digital environment, contributing to economic security, financial well-being and protecting the most vulnerable Canadians
- detect and deter 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
- target transnational and serious 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
- provide for 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 national sovereignty and prevent illegal activities that jeopardize Canada’s safety and security
Indicators, results and targets
This section presents details on the department’s indicators, the actual results from the three most recently reported fiscal years, the targets and target dates approved for 2025-26 for Federal Policing. Details are presented by departmental result.
Table 1: Canada and Canadian interests are safe and secure against serious and complex criminal threats
| Departmental Result Indicators | Actual results | Target | Date to achieve target |
|---|---|---|---|
|
Percentage of cleared Federal Policing-led files that were cleared by charge |
|
70% | March 31, 2026 |
|
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 |
|
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 |
Table 2: Canada’s most fundamental democratic and social institutions are secured through ensuring the safety and security of protected persons, sites, government-led events, and Canadian air carriers
| Departmental Result Indicators | Actual results | Target | Date to achieve target |
|---|---|---|---|
|
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 |
Additional information on the detailed results and performance information for the RCMP’s program inventory is available on GC InfoBase.
Plans to achieve results
The following section describes the planned results for Federal Policing in 2025-26.
Planned result: Canada and Canadian interests are safe and secure against serious and complex criminal threats
Federal Policing Investigations
In 2025-26, the RCMP will:
- provide training on terrorism financing and foreign actor interference to RCMP personnel and partner law enforcement agencies
- increase capacity to combat transnational and serious organized crime, cyber-criminality, fraud, illicit substance production, and to protect economic stability
- develop a platform project to allow data sharing and the alignment of security classifications across all Five Eyes Law Enforcement Group intelligence communities
- support interdepartmental efforts to facilitate information sharing and build expertise in investigations and prosecutions.
- focus on the prevention, enforcement and disruption of high-value threat actors and prolific crime enablers that facilitate sophisticated crimes including by taking enforcement actions against foreign interference, including transnational repression, and actions targeting Canada's democratic institutions and processes
- reinforce and enhance sovereignty and security in the Canadian Arctic through law enforcement activities and by leveraging federal partnerships and initiatives
- collaborate with domestic and international partners to identify, disrupt, and prosecute criminals who develop malware, provide cybercrime services and infrastructure, including Hardened Secure Communications, and facilitate victimization against critical infrastructure
Federal Policing Intelligence
In 2025-26, the RCMP will:
- collaborate with internal and external partners to collect and develop intelligence on high-priority criminal threats, including illicit fentanyl, and in support of the Government of Canada’s Horizontal Initiatives and commitments
- develop national standards and renewed policies to augment, expand, and optimize Federal Policing’s intelligence capabilities and professionalization of the intelligence career path
- enhance the RCMP's capacity to address future critical incidents through the integration of emergency management planning and response exercises, training, and continuous improvement inside the RCMP Operational Coordination Centre
International Operations
In 2025-26, the RCMP will:
- expand the RCMP’s reach, visibility, and influence in an increasingly complex geopolitical landscape by proactively developing new specialist capabilities abroad
- reinforce trust and enhance collaboration with INTERPOL on common objectives and threats, such as capturing dangerous fugitives, and combatting organized crime, cybercrime and terrorism
- expand the Canadian Police Arrangement through outreach to increase the number of participating agencies across Canada, ensuring that international police deployments reflect diverse expertise and foster stronger ties between international missions and domestic policing in Canada
- support Haitian authorities with the delivery of training and train-the-trainer initiatives to assist efforts to resolve their country’s ongoing security crisis
Federal Policing National Governance
In 2025-26, the RCMP will:
- develop a prioritization process and refine the realignment of Federal Policing resources under the new regional reporting structure to enable Federal Policing to focus resources on the most pressing threats facing Canada, its interests and its people
- establish a workforce planning framework to address recruitment and retention needs
- enhance the Federal Policing Induction and Development Program, a modern and comprehensive program that facilitates entry into and through a Federal Policing-specific training program
- create a comprehensive national plan to promote and maintain the physical, mental and emotional health and well-being of Federal Policing employees to contribute to improved employee morale, engagement, productivity and retention
- conduct a strategic review of the Border Integrity program, with a focus on its mandate, resourcing, governance and support services
- engage with domestic and international partners to share knowledge and tools to reduce federal crime victimization and improve reporting to police
- provide crime prevention training and awareness materials to empower community members to recognize and help prevent federal crimes
Planned Result: Canada’s most fundamental democratic and social institutions are secured through ensuring the safety and security of protected persons, sites, government-led events and Canadian air carriers
Protective Operations
In 2025-26, the RCMP will:
- ensure the safety and security of G7 ministerial meetings and the G7 Leaders’ Summit in Kananaskis, Alberta in June 2025
- collaborate with other members of the Security and Intelligence Threats to Elections Task Force to ensure the integrity of Canada’s electoral processes
Key risks
Federal Policing recognizes risks and challenges in delivering on its mandate.
Threat actors continually adopt new technologies and tactics at a pace that Federal Policing is challenged to match. The increasing convergence of state, non-state, and criminal threat actors reinforces and magnifies the effects of these changes, making it imperative for Federal Policing to evolve and adapt to new criminal methods, technologies and shifting security landscapes.
Furthermore, Federal Policing is facing difficulties with recruitment and retention of employees. These are being mitigated through streamlining staffing processes and strengthening partnerships to enhance operational efficiency.
Federal Policing navigates complex legal frameworks and jurisdictional boundaries, both within Canada and internationally, which complicate investigations and prosecutions. These risks will be mitigated through strengthened collaboration with domestic and international partners, clear operational protocols, use of international agreements, and specialized training.
Most criminal threats have international dimensions, requiring Federal Policing to coordinate with foreign law enforcement, navigate diplomatic challenges, and build strong relationships with foreign governments to address cross-border threats.
International tensions can increase transnational crime, disrupt international cooperation, and create uncertainty in global partnerships. To address these risks, efforts focus on strengthening diplomatic relationships, improving intelligence-sharing, and adjusting strategies to stay responsive to changing global conditions.
Fully informed and transparent decision-making is hampered by the absence of high-quality data in some areas. Mitigation efforts include implementing data governance frameworks, improving data validation processes, enhancing training and leveraging technology to ensure accurate and reliable data collection and analysis.
Planned resources to achieve results
Table 3: Planned resources to achieve results for Federal Policing
| Resource | Planned |
|---|---|
| Spending | 1,550,889,261 |
| Full-time equivalents | 5,165 |
Complete financial and human resources information for the RCMP’s program inventory is available on GC InfoBase.
Related government priorities
Gender-based analysis plus
In 2025-26, the RCMP will continue to roll out its Equity, Diversity and Inclusion Implementation Plan and advance Gender-based Analysis Plus initiatives throughout Federal Policing.
Federal Policing will continue to incorporate inclusive, unbiased and ungendered language in all staffing processes to ensure equal opportunity and to address accessibility gaps and unintended barriers for diverse groups. Enhanced efforts will be made to recruit women, people with disabilities and other equity-seeking groups into Federal Policing. To improve the workplace for deployed personnel, Federal Policing will address structural barriers to equitable deployments.
In partnership with the RCMP’s Culture, Innovation and GBA Plus Unit, Federal Policing remains committed to developing, coordinating and delivering GBA Plus training to employees and incorporating a GBA Plus lens into other core training materials. A wellness strategy will also be developed for Federal Policing, using a GBA Plus lens.
The RCMP will participate in the development of a Five Eyes Women in National Security initiative, intended to offer unique opportunities to develop skills, empower emerging and future women leaders, and promote careers for women in national security. Federal Policing will also integrate GBA Plus considerations into its Protective Operations threat and risk assessments as well as into equipment selection processes and operational procedures.
United Nations 2030 Agenda for Sustainable Development and the UN 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 2025-26, Federal Policing will increase their awareness of cross-border criminal activity, such as human smuggling/trafficking and firearms smuggling, through innovations to the Enterprise Geographic Information System. These innovations will also help clarify law enforcement roles and responsibilities across air, land, maritime, and Arctic borders.
Federal Policing will invest in technological intelligence tools to support operations by enhancing existing online research capabilities related to national security. Federal Policing will also leverage new technology to develop comprehensive business intelligence dashboards to improve reporting and decision-making.
Program inventory
Federal Policing is supported by the following programs in the program inventory:
- Federal Policing Investigations
- Federal Policing Intelligence
- Federal Policing National Governance
- International Operations
- Protective Operations
Additional information related to the program inventory for Federal Policing is available on the Results page on GC InfoBase.
Core responsibility 2: Specialized Policing Services
In this section
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, more specifically the Safety and Security subdomain. In support of the Framework, Specialized Policing Services will:
- advance on implementing Body Worn Cameras across the country, in support of good governance and measures related to personal safety and access to fair and equal justice
- promote awareness of the National Cybercrime Solution, a public reporting website to improve understanding of the nature and extent of cybercrime and fraud, contributing to public safety and security, and economic security
- continue to work with domestic and international partners to combat and disrupt new and evolving types of fraud, such as crypto-enabled investment scams and links to organized crime and to coordinate and advance joint, sequenced law enforcement operations against cybercrime
- continue to expand partnerships, capacity, and submissions to the Canadian Integrated Ballistics Identification Network to address gun crime and improve community safety and security
- continue to address complex cases within the firearms licensing regime where mental health concerns are identified during the eligibility screening process, contributing to public safety and security
- strengthen public safety by contributing to efforts to mitigate the risks associated with the illicit use of firearms
Indicators, results and targets
This section presents details on the department’s indicators, the actual results from the three most recently reported fiscal years, the targets and target dates approved in 2025-26 for Specialized Policing Services. Details are presented by departmental result.
Table 4: Modern specialized police services and technologies to support law enforcement and the public
| Departmental Result Indicators | Actual results | Target | Date to achieve target |
|---|---|---|---|
|
Percentage of Policing Partners and Stakeholders who strongly agree with the statement “Overall, the RCMP provides high quality scientific, technical, and investigative services” |
|
80% | March 31, 2026 |
|
Percentage of National Cybercrime Coordination Unit (NC3) law enforcement partners who agree with the statement “My organization is satisfied with the assistance or investigational support provided by the NC3 and the Canadian Anti-Fraud Centre” |
|
80% | March 31, 2026 |
|
Percentage of forensic laboratory service requests completed within target time: Biology |
|
80% | March 31, 2026 |
|
Percentage of forensic laboratory service requests completed within target time: Toxicology |
|
80% | March 31, 2026 |
|
Percentage of forensic laboratory service requests completed within target time: Firearms and Toolmark Identification |
|
80% | March 31, 2026 |
|
Percentage of forensic laboratory service requests completed within target time: National Anti-Counterfeiting Bureau |
|
80% | March 31, 2026 |
|
Percentage of forensic laboratory service requests completed within target time: Trace Evidence |
|
80% | March 31, 2026 |
Additional information on the detailed results and performance information for the RCMP’s program inventory is available on GC InfoBase.
Plans to achieve results
The following section describes the planned results for Specialized Policing Services in 2025-26.
Planned Result: Modern specialized police services and technologies support law enforcement and the public
Canadian Firearms Investigative and Enforcement Services
In 2025-26, the RCMP will:
- provide law enforcement and criminal justice partners with support to combat the smuggling, trafficking, and illicit manufacturing of firearms
- support front line law enforcement units across Canada through firearms investigations and training
- assist domestic and foreign law enforcement agencies by providing them with information on seized firearms and associated individuals
- conduct inspections and offer identification and classification expertise for firearms and related devices
Criminal Intelligence Service Canada
In 2025-26, the RCMP will:
- provide timely, relevant and accurate intelligence and in-depth analysis of organized crime-related issues and criminal markets
- promote the Canadian Association of Chiefs of Police Canadian Law Enforcement Strategy on Organized Crime, to ensure that intelligence is operationalized, and that non-traditional enforcement partners are integrated into the strategy to promote alternative forms of disruption
- focus on enhancing the productivity of its Illicit Drug Fusion Center by increasing stakeholder engagement, developing specialized training, and identifying new sources of intelligence
- continue to advance a new data platform project to manage intelligence related to serious and organized crime (to be operational in 2026) in order to strengthen threat assessments and improve visual representations of data in intelligence products
- bolster data collection and analysis, including through the application of equity, diversity, and inclusion principles through the use of gender and race categories to describe individuals
Forensic Science and Identification Services
In 2025-26, the RCMP will:
- implement a client portal within the Laboratory Information Management System to improve response times and streamline information sharing with clients
- implement new technologies to enhance polymer examination of privately manufactured firearms and pursue ongoing research and collaborations with other public laboratories
- modernize footwear examination
- provide Integrated Forensic Identification Services training and proficiency testing
- advance work on the redeveloped Canadian Police Information Centre to ensure alignment with the Government of Canada’s Digital Strategy
- explore the feasibility of using automated fingerprint identification systems to enhance law enforcement’s ability to submit fingerprints for searching against the National Repository of Criminal Records
Canadian Police College
In 2025-26, the RCMP will:
- enhance access to advanced and specialized knowledge, skills, and leadership development for police services at all levels across Canada by offering remote courses and customized learning options
- enhance and expand the Canadian Police College’s digital learning platform to better support online education for police officers by connecting learners across Canada with the College and subject matter experts
- incorporate Indigenous perspectives in training delivery by conducting specific courses with guidance from an Elder and by including Indigenous-led approaches to improve communication with Indigenous survivors and foster trust in police
- introduce a three-day session on Indigenous culture, and invite subject matter experts from First Nations police services to share insights on supporting Indigenous victims in a culturally sensitive way
- continue modernizing campus facilities with advanced hybrid classroom technology to elevate client experience and accessibility, allowing greater inclusion of remote learners and participation from off-site subject matter resources
- advance financial sustainability by maintaining a cost-recovery model aligned with current police training trends and demands
- expand online course offerings and increase enrolment through targeted communication and marketing efforts, while proactively identifying and addressing emerging needs and training gaps through ongoing dialogue and client surveys
Sensitive and Specialized Investigative Services
In 2025-26, the RCMP will:
- gather and share intelligence to provide support to policing partners and strengthen the capacity of municipal, territorial, provincial, federal, and international police services
- develop and promote intelligence-led initiatives that aim to protect vulnerable populations, including individuals who go missing repeatedly
- build capacity in specialized investigative units to identify both victimized children and offenders to reduce the vulnerability of children to online sexual exploitation
- recognizing the borderless nature of online child exploitation, support additional domestic and international efforts to identify victims and offenders of child sexual exploitation and contribute intelligence to INTERPOL’s International Child Sexual Exploitation Database
- develop and deploy specialized investigative techniques to support law enforcement partners with missing or exploited persons cases, and violent or serial crimes
- ensure police are equipped with the tools and resources necessary for success by delivering specialized health and wellness presentations and training to employees, domestic collaborators, and international partners
- advance research to address gaps relating to the wellbeing of police personnel working in online child sexual exploitation units and support the operationalization of mitigation tools and strategies
- develop a train-the-trainer model for the Taking Care of the Caregivers health and wellness training to ensure the sustainability of training within Canada and abroad
Specialized Technical Investigative Services
In 2025-26, the RCMP will:
- implement a modernization strategy for the RCMP’s air fleet to enhance airborne law enforcement capabilities, crucial to ensuring that the RCMP can respond effectively to search and rescue missions, surveillance and disaster response
- expand its Remotely Piloted Aircraft System Program by leveraging the unique advantages of uncrewed aerial vehicles to support law enforcement activities, such as utilizing drones as first responders
- continue implementation of the Counter Drone Program to improve the RCMP’s capacity to respond to threats from the malicious use of drones
- provide more comprehensive protective technical services through a decentralized model of operations to better leverage trained personnel across Canada
- create an Equity, Diversity and Inclusion working group to allow for the identification of areas for improvement and other feedback that encourages meaningful change
- address the evolving nature of criminality and rapid changes to technology by working to address capability gaps, modernize infrastructure, and invest in the development of new technology and tools
- support operations through client-partner engagement and collaboration, undertaking outreach initiatives with Indigenous communities, and strengthening cooperation within the RCMP
Departmental Security
In 2025-26, the RCMP will:
- develop a national training program for RCMP security practitioners, with Phase 1 including standardized training for analysts and the establishment of a National Working Group to increase engagement
- enhance security awareness activities across the organization, including through the promotion of the internal Security Event Reporting Portal and the development of an online Annual Security Briefing
- improve the efficiency of security assessment and authorization processes for physical, information and communication technology security
- 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
- implement a National Facility Security Assessment and Authorization Program to improve the safety and security of RCMP personnel, assets and infrastructure across the country
- implement Phase 2 of the project to modernize and automate standard processes by implementing cloud technology
- modernize management systems and tools to improve the quality, consistency and operational efficiency of Law Enforcement Record Checks in support of security screening for Government of Canada departments and programs
Operational IM/IT Services
In 2025-26, the RCMP will:
- explore innovative hardware, software, and other policing technologies designed to enhance support to law enforcement and the safety and security of Canadians
- continue replacing legacy technology such as radio systems by 2027, with interoperable and secure communication for frontline officers, allowing for enhanced collaboration with partner agencies
- propel the roll out of body-worn cameras across the country and implement a digital evidence management system to improve the timely resolution of public complaints and to strengthen trust, transparency and accountability between police and the public
- advance planning to implement a national application to allow the public to report non-urgent crimes anytime and from any location through an online portal, enabling operational efficiencies and improved emergency response resource allocation
- adopt specialized translation and transcription software to promote efficiency and accessibility
- further enhance recruitment and retention efforts by utilizing the Government of Canada’s Information Technology Apprenticeship Program for Indigenous Peoples
- support IM/IT’s targeted recruitment and outreach action plan in partnership with GC Digital Talent and academia
- prioritize employment equity and equity-deserving groups to better align candidates with the RCMP’s operational needs
- establish a dedicated resource centre to develop talent to their fullest potential, nurture skill sets and strengthen organizational retention
Canadian Firearms Licensing and Registration
In 2025-26, the RCMP will:
- enhance public safety by ensuring compliance to the firearms regulatory regime
- advance efforts to create and maintain meaningful relationships with northern and Indigenous communities to support education on firearms and community safety
- increase business and individual services in the MyCFP portal, such as licence renewals through the Canadian Firearms Digital Services Solution Project
- improve data synchronization and data migration between new and existing systems to increase efficiency
National Cybercrime Coordination Unit
In 2025-26, the RCMP will:
- collaborate with Canadian and international partners to disrupt cybercrime through joint law enforcement operations
- strengthen engagement with international partners through the National Cybercrime Coordination Centre’s Vice-Chair role at the European Cybercrime Centre Joint Cybercrime Action Task Force
- use shared data to warn businesses and organizations when they are under imminent or recent cyber attack so they can take immediate actions to mitigate risks
- expand the National Cybercrime and Fraud Reporting System to allow victims to report cybercrime and fraud incidents
- expand the National Cybercrime Solution to allow law enforcement partners to securely exchange and analyze cybercrime operational data and enable operational coordination
- advance the National Cybercrime Coordination Unit’s partnership with the International Cyber Offender Prevention Network and implement strategies to divert at-risk individuals from committing cybercrime offences
- through the Canadian Anti-Fraud Centre (CAFC), work with domestic and international partners to combat and disrupt new and evolving types of fraud, such as crypto-enabled investment scams and links to organized crime
- work with law enforcement and industry partners to prevent and recover fraud victim financial losses where possible and disrupt fraudulent websites and email accounts
- promote a skilled and diverse workforce to combat fraud and cyber-enabled fraud, such as CAFC initiatives focused on student workplace opportunities
Key risks
Criminal activities in Canada are rapidly changing and increasing in complexity, meaning that successfully combatting crime requires continuous technological improvements. In response, Specialized Policing Services will share knowledge and collaborate with partners to ensure law enforcement techniques and tools focus on the highest risks and keep pace with criminal actors. Modernization efforts will also be applied to the Canadian Police College’s learning services to ensure the RCMP maintains public trust in its training and policing services. In the upcoming year, the College will launch a multi-departmental digital learning platform, leveraging a software service contract led by the Canada School of Public Service. Temporary staff with platform expertise will support the transition, with training provided to internal staff for smoother adoption.
Technological advances created or implemented by the RCMP require uptake by clients in order to succeed. In the upcoming year, there is a risk that the RCMP will have difficulty transitioning clients to new online Canadian Firearms Program services due to possible resistance to change. This obstacle will be overcome by continuing to consult extensively with stakeholder groups to address concerns and providing transparent and effective communication with clients for newly implemented tools, services, and processes.
Expanding commitments impede the organization’s ability to effectively deliver on priorities and core services. Mitigation strategies to address this risk include coordinating corporate administrative functions and business processes with other RCMP business lines wherever possible and managing resources to ensure long-term sustainability.
Attracting and retaining a diverse workforce with the skills, attributes and mindset needed to address future policing challenges is essential to the RCMP’s success. Specialized Policing Services is proactively working to recruit and retain skilled information management and technology personnel essential to maintaining RCMP infrastructure and systems, and developing the workforce to meet evolving technology trends and digital work environments.
Recognizing the emotionally demanding nature of certain roles, the RCMP acknowledges the risk of stress and trauma among employees. To mitigate this, health and wellness training will continue to be offered to employees working in areas considered to be at highest risk.
Planned resources to achieve results
Table 5: Planned resources to achieve results for Specialized Policing Services
| Resource | Planned |
|---|---|
| Spending | 815,608,561 |
| Full-time equivalents | 4,177 |
Complete financial and human resources information for the RCMP’s program inventory is available on GC InfoBase.
Related government priorities
Gender-based Analysis Plus
Specialized Policing Services is dedicated to ensuring that information and communication technology is accessible for all employees and members of the public. In the upcoming year, the program will increase the application of Gender-based Analysis Plus and accessibility standards in talent management and IT. Consultations with employee networks will also be held to gain understanding of barriers that employees experience in the use of or access to information management tools and technology. The IM/IT Program will also engage the RCMP’s Gender-based Analysis Plus Centre of Expertise to deliver training for senior leaders and leverage expertise to better integrate GBA Plus within the planning of digitally enabled initiatives.
GBA Plus considerations will continue to be integrated in initiatives to combat crimes of interpersonal violence, identify victims and remove them from abusive situations, conduct operational research, and support efforts to bring offenders to justice, including those who offend abroad. In addition, systems will be optimized to collect more specific data, identify trends, and report on impacts by gender for interpersonal violence, such as online child sexual exploitation, missing persons and unidentified remains, and serious violent and sexual crimes.
The Canadian Police College will apply an Indigenous lens to all leadership courses, expand space for culturally specific practices, prioritize diverse cohorts, and apply a trauma-informed lens where appropriate.
Specialized Policing Services will also work to enhance and automate workflows 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.
United Nations 2030 Agenda for Sustainable Development and the UN 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
During 2025-26, the RCMP will:
- further support and implement technology-based innovation by working to develop process and governance structures for advancing digital innovations and by developing a safe environment for experimentation and testing of innovative tools.
- implement a state-of-the-art digital learning platform to improve in-class experiences and support online learning to increase the investigative capabilities of Canadian police organizations
- conduct thorough evaluations of novel and innovative operational technologies, via the National Technology Onboarding Program, before they are developed or procured to ensure that they meet an operational need, provide a clear benefit to the public, and consider privacy, legal, policy, and ethical standards
- foster public trust and confidence in the RCMP’s use of innovative technology by promoting transparency and accountability, and by proactively publishing information regarding the development and deployment of operational technologies, including through the Transparency Blueprint: Snapshot of Operational Technologies
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
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
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 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
- improve and support the safety and well-being of Indigenous communities by enhancing culturally responsive service delivery and improving reconciliation through such means as the RCMP’s renewal of national policy and directives related to the enforcement of Indigenous laws and by-laws
- continue to support Public Safety Canada in the administration of the First Nations and Inuit Policing Program by working closely with First Nations and Inuit leadership and communities to provide professional and dedicated policing services that are responsive to the unique needs and culture of each community
- continue to build trusting relationships and partnerships with National Indigenous Organizations and Governments of First Nations, Inuit and Métis communities
- publicly disclose the use of police intervention options, update the crisis intervention and de-escalation frameworks, collect and report on race-based data for those who come into contact with police, and equip officers with body-worn cameras
- modernize human resources policies, processes and programs in support of recruitment, retention and advancement of First Nations, Inuit and Métis employees
- cultivate a workplace that is culturally sensitive, engaged and trained on First Nations, Inuit and Métis cultures, histories and realities, while ensuring cultural safety in the workplace
- enhance 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
- improve the quality of data related to Restorative Justice and support the evaluation of the RCMP-Justice Canada pilot project to increase referrals to local restorative justice programs
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.
Indicators, results and targets
This section presents details on the department’s indicators, the actual results from the three most recently reported fiscal years, the targets and target dates approved in 2025-26 for Contract and Indigenous Policing. Details are presented by departmental result.
Table 6: The RCMP provides modern contract policing services
| Departmental Result Indicators | Actual results | Target | Date to achieve target |
|---|---|---|---|
|
RCMP weighted clearance rate across contract policing jurisdictions |
|
39. The goal is for an increased clearance rate of 1.5 points. | March 31, 2026 |
|
Crime Severity Index |
|
Not available | March 31, 2026 |
|
Rural crime rates in RCMP jurisdictions |
|
Not available | March 31, 2026 |
|
Percentage of the surveyed public within contract policing jurisdictions who agree with the statement, “I feel safer because of the RCMP” |
|
80% | March 31, 2028 |
|
Percentage of Contract Partners who agree with the statement, “The RCMP provides modern contract policing services” |
|
80% | March 31, 2028 |
Table 7: Improved relationships with and outcomes for Indigenous peoples
| Departmental Result Indicators | Actual results | Target | Date to achieve target |
|---|---|---|---|
|
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 |
|
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 |
Additional information on the detailed results and performance information for the RCMP’s program inventory is available on GC InfoBase.
Plans to achieve results
The following section describes the planned results for Contract and Indigenous Policing in 2025-26.
Planned Result: The RCMP provides modern contract policing services
Provincial/Territorial Policing and Municipal Policing
In 2025-26, the RCMP will:
- engage, collaborate, and consult federal/provincial/territorial representatives, through the Contract Management Committee, on significant issues or proposals that affect the governance, cost, quality or capacity of contract policing services
- tailor localized RCMP responses and initiatives for specific jurisdictions while maintaining a consistent quality of service nationally, as the provinces, territories and municipalities are each responsible for establishing the level of resources, budget, and policing priorities within their respective jurisdictions, in consultation with the RCMP
Contract and Indigenous Policing Operations Support
In 2025-26, the RCMP will:
- build the capacity of the RCMP’s National Marine Unit, and Critical Incident Program, through the creation of an Initial Critical Incident Response policy unit that will develop and deliver training
- collaborate with RCMP Occupational Health and Safety to integrate mental health resiliency training into the national training program for new telecommunications operators
- develop a national recruitment and retention strategy for the RCMP Operational Communications Centre
- study the RCMP compliance rate for obtaining DNA from convicted offenders to seek process and database improvements
- modernize public and police intervention safety equipment by improving the availability of the most effective and safe tools in law enforcement, including reviewing the integrated vest carrier to better accommodate diverse regular member sizes
- support the development of national standards across all police agencies in Canada by conducting an external review on de-escalation and crisis intervention, including training, core components, involvement of mental health experts and persons with lived experience, evaluation, and performance measures
- re-examine, improve and modernize de-escalation and officer safety training, and the RCMP’s current police intervention and de-escalation framework
- develop guidance specific to child and youth sexual offence victims and materials for investigators and supervisors when investigating sexual offence investigations
- expand the scope of the National Office of Sexual Offence Investigative Standards proactive unfounded file reviews to capture additional cases
- publish Sexual Assault Investigation Review Committee annual reports
- improve police access to databases such as National Motor Vehicle Title Information Systems and Carfax for Police to provide more tools to combat auto theft in Canada
- advance further on the roll out of roll out body-worn cameras, with 90% deployment anticipated by November 2025, and complete the procurement process for a new approved diagnostic device (breathalyzer)
- launch the inaugural National Impaired Driving Recognition Program
- improve the application and effectiveness of restorative justice by training RCMP employees, launching a pilot to update restorative justice referral forms, and reviewing and updating the restorative justice materials currently used by Depot for cadet training
- update tools, training and communications, including the Standard Field Sobriety Test, collision investigation training, national marine training, youth officer policy and the RCMP’s website with information for survivors of sexual assault
- complete Privacy Impact Assessments to inform the RCMP’s use of genetic genealogy
- establish and host regular interactive learning sessions with the RCMP Hate-Motivated Crimes and Incidents’ Community of Practice
- review the effectiveness of the delivery of the Youth Substance Use Prevention Program
Force Generation
In 2025-26, the RCMP will:
- increase recruiting resources in an effort to stabilize organizational capacity across the country by targeting priority initiatives and addressing critical operational gaps, and enhancing interoperability with other police services and law enforcement partners
- explore information technology modernization such as for the applicant tracking system to reduce application times and candidate enrollment barriers
- advance the RCMP’s First Nations, Inuit and Métis recruitment strategy to further remove systemic barriers, supporting greater diversity and representation among applicants
- develop targeted communications to encourage underrepresented groups to apply and see the RCMP as their employer of choice
- support an Indigenous mentorship program to assist Indigenous applicants navigate the RCMP application process
- expand outreach efforts with partners across the public safety portfolio to host joint initiatives such as the Federal Safety, Security, and Intelligence Career Fair and the Young Women in Public Safety Program, and offering a first-hand look at career opportunities with the RCMP through the Federal Student Work Experience Program
- promote second language training to cadets in an effort to increase deployment opportunities and better serve our communities
Planned Result: Improved relationships with and outcomes for Indigenous people
Indigenous Policing
In 2025-26, the RCMP will:
- support reconciliation through a National Reconciliation Pathway that considers divisional, national, and international best practices, and will be used by the RCMP to advance reconciliation initiatives and to identify gaps and leverage opportunities
- improve engagements between national headquarters and the divisions to build stronger working relationships with their respective Indigenous Advisory Committees
- support the recruitment, retention and advancement of First Nations, Inuit and Métis employees through the development and implementation of guidance, support, and talent management strategies at the national-level that are professional, dedicated, and responsive to their cultural needs
- build trusting relationships on national-level initiatives of significance as identified by First Nations, Inuit and Métis organizations, governments and communities
- provide direct engagement with Indigenous communities through the Divisional Indigenous Policing Services units, to provide policing services that are responsive to the diverse needs and cultures of First Nations, Inuit and Métis communities
- lead the RCMP’s renewal of national policy and directives on the enforcement of Indigenous laws and by-laws
- work with Indigenous leaders and communities to create and continuously refresh cannabis-related educational and awareness materials concurrent with any cannabis-related enforcement activities in order to maximize community wellness and safety
- work with partners to ensure the RCMP delivers dedicated, tailored, culturally responsive and trauma-informed police services to Indigenous communities that supplement the services provided to provinces and territories under the police services agreements
Key risks
Contract and Indigenous Policing faces several key risks and challenges including over the coming year.
The RCMP faces challenges associated with the level of effort required as a result of the Truth and Reconciliation Commission (TRC) Calls to Action, the Missing and Murdered Indigenous Women and Girls (MMIWG) Final Inquiry Report Calls for Justice, as well as the overarching commitments to reconciliation with Indigenous peoples in Canada. The RCMP is committed to reconciliation and the principle of Nothing about us, without us. This means that the RCMP will work to ensure First Nations, Métis and Inuit voices, perspectives and advice guide new and innovative ways of working, including efforts to apply an Indigenous GBA Plus lens and to review all policies, practices and procedures to ensure service delivery is culturally appropriate.
Work remains to increase RCMP employees’ awareness and understanding of the history, cultures and traditions of Indigenous Peoples in the communities we serve. The development of tools and guidance to include education and awareness, the creation of culturally safe spaces, and through the coordination and promotion of cultural learning opportunities and initiatives for all employees will enhance the development of our workforce’s cultural awareness and humility.
Like other police agencies, the RCMP is facing recruitment and retention challenges, at the same time that work continues at an enhanced pace on several fronts, including on important mass casualty and critical incident-related issues. The RCMP will mitigate this risk by prioritizing these key positions with staffing and by working to minimize delays.
The RCMP's ability to obtain modern police equipment in a timely manner is affected by many factors, including the identification and procurement of equipment, administrative processes, and supply chain constraints. The RCMP will mitigate this risk by continuing to proactively modernize police intervention equipment by working with partners and stakeholders.
Planned resources to achieve results
Table 8: Planned resources to achieve results for Contract and Indigenous Policing
| Resource | Planned |
|---|---|
| Spending | 2,813,014,769 |
| Full-time equivalents | 19,168 |
Complete financial and human resources information for the RCMP’s program inventory is available on GC InfoBase.
Related government priorities
Gender-based Analysis Plus
Contract and Indigenous Policing will establish an accessibility measurement framework to track accessibility improvements and to identify gaps. This will support the creation of a more accessible workplace, and improve the RCMP’s ability to support current employees and recruit and retain a diverse workforce.
As body-worn cameras and a digital evidence management system are rolled out on a national scale, Contract and Indigenous Policing will engage with academic researchers, National Indigenous Organizations and Governments, and the public to ensure transparency and accountability. The RCMP’s Records Management System will be updated and existing policies to collect and analyze race-based data for those who are in contact with law enforcement will be reviewed to help address systemic racism.
Contract and Indigenous Policing will ensure that RCMP officers are provided with modern police equipment and evidence-based training to support an inclusive, safe, and healthy work environment for RCMP officers and to keep Canadians safe. Routine disclosures will continue on police intervention option data, including reporting on various situational factors such as gender, and persons in crisis. Police intervention option data will also inform assessments on the effectiveness of training for more equitable treatment.
United Nations 2030 Agenda for Sustainable Development and the UN 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
During 2025-26, the RCMP will:
- modernize reporting and coordination tools for business continuity plans with new software that will improve awareness of these plans, and overall operational readiness, across the RCMP
- explore potential to create operational efficiencies in the Police Reporting Occurrence System (PROS) through e-Disclosure capabilities and deploy new mobile technologies that will improve RCMP Operational Communication Centre and front-line officers’ access to information
- enhance service delivery options and sharing of information with divisions to support communities in tailoring policing services to meet their needs
- develop national guidance on new and innovative policing approaches, such as call back units, and support their implementation in different divisions
- advance an information technology pilot in winter 2025 to streamline the collection and automated reporting of real-time data on engagement and outreach with Indigenous communities
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
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
This section presents details on how the department plans to achieve results and meet targets for internal services.
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 a material and asset management policy centre and services to the organization.
In 2025-26, Corporate Management and Comptrollership will:
- enhance the cost-effective life-cycle management and stewardship of the RCMP’s real property portfolio by transitioning to a corporate approach to accommodation management
- conduct full assessments of key internal controls over financial management, and subsequently continue ongoing monitoring of key controls while ensuring that weaknesses are addressed
- develop new resources to support senior departmental managers with training sessions on accountabilities over internal controls within the department
- support RCMP employees with a new tool for travel arrangements, to be launched by Public Services and Procurement Canada
- enhance the financial management system, and continue to empower RCMP employees to be innovative and seek continuous improvements
- continue to review and gather detailed requirements to achieve greater efficiencies within corporate systems as we work to migrate to a new enterprise system in 2026
- improve investment and project management practices while using data to increase the performance of investments so that they are delivered on time, on scope, and on budget
- continue to address the RCMP’s aging moveable asset base including fleet and policing assets through enhanced program and lifecycle management and the replacement of critical incident vehicles, vessels, and aircraft
- promote activities and initiatives to prevent workplace harassment and violence and work to establish a pool of qualified investigators to address reported incidents
- develop and implement RCMP culture-specific mandatory training on harassment and violence for all RCMP employees
- support the Labour Program-led legislative review of the Canada Labour Code Work Place Resolution and Prevention Regulations scheduled for 2026
- lead the delivery of asset management and comptrollership services related to the security provisions for Canada’s Presidency of the G7 in 2025 including hosting of the G7 Leaders’ Summit in Kananaskis, Alberta
- Continue 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
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 high-quality community policing.
In 2025-26, the Human Resources Sector will:
- publish and implement a new national psychological health and safety policy and a supporting workplace well-being action plan to align with the National Standard of Canada on Psychological Health and Safety in the Workplace and meet the requirements under the Canada Labour Code, Part
- implement the RCMP’s updated critical incident stress management approach to ensure the availability of mental health resources and after-care activities to support all categories of employees after exposure to potentially psychologically traumatic events
- standardize the national reintegration program to ensure support for members returning to full operational duties after being involved in a traumatic or critical incident, transitioning from administrative duties, or returning from extended leave
- lead the development of a psychological health and safety management system to create a work culture that promotes openness about mental health and ensures employees feel safe seeking help
- finalize the pilot collection of race-based data to recommend best practices and improve data collection processes in advance of national roll-out
- develop an analytic framework to identify any disparate and disproportional policing outcomes for Indigenous, Black and other racialized communities
- realign the RCMP’s Equity, Diversity and Inclusion Strategy so that it identifies the unique needs and challenges of each division and strengthens the relationship between the Anti-Racism, Equity, Diversity and Inclusion Unit and divisional coordinators
- expand the Diverse and Inclusive Pre-Cadet Experience (DICE) so that it supports the ongoing Federal Policing recruitment strategy
- pilot divisional equity evaluations to understand the experience and career development of all equity-seeking groups within the RCMP
- develop a recruitment strategy aimed at the recruitment of neurodivergent people, in order to leverage their skills and talents within the RCMP
- improve the RCMP official languages complaint resolution process by better engaging with work units to ensure the implementation of recommendations from the Office of the Commissioner of Official Languages
- support the implementation of amendments to the Official Languages Act, including the right of employees to be supervised in the official language of their choice in bilingual regions
- advance the implementation of the Indigenous Languages Act in detachments providing services to Indigenous communities
- continue to modernize the approach to induction training and the Cadet Training Program by examining and implementing recommendations and evaluation findings from various external reports
- inform the next generation Cadet Training Program with an independently conducted training needs analysis
- create learning pathways linked to career and leadership development for key aspects of the RCMP’s mandate
- begin planning for the transformation of the RCMP’s 40+ year old Member Pay System with the goal to achieve a fully integrated and modern pay system to automate pay processes, improve user experience, and ensure the timeliness and accuracy of member pay
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 2025-26, the Professional Responsibility Sector will:
- monitor the application of the modernized member conduct regime to ensure disciplinary decisions are consistent with evolving legal principles and societal values
- build capacity in specialized decision-maker positions, including legally trained conduct hearing officers, appeal adjudicators, and their dedicated legal support positions
- increase the use of interim administrative and serious conduct measures, including stoppage of pay, particularly for cases of sexual misconduct and harassment
- prioritize culture change, prevention and deterrence by implementing follow-on communication strategies to publicize changes to the strengthened member conduct process
- utilize a trauma-informed strategy developed through consultations with surviving families, colleagues, and relevant RCMP program areas, to commemorate employees who have died by service-related suicide
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; and provide secretariat support to the RCMP’s Management Advisory Board.
In 2025-26, the Reform, Accountability and Culture Sector will:
- lead the implementation of recommendations stemming from the Mass Casualty Commission Final Report and engage 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
- support public transparency and accountability efforts by publishing progress on implementing major external reviews on the RCMP Progress Hub and through ongoing briefings to the external Progress Monitoring Committee
- continue to provide the Management Advisory Board with strategic research and support through the Management Advisory Board Secretariat to enable the seamless delivery of the Board’s mandate, and to uphold their transparency commitment by posting the Board’s advice, recommendations, and other key information on their external website
- lead and coordinate the RCMP response to the recommendations of Broken Dreams, Broken Lives: The Devastating Effects of Sexual Harassment on Women in the RCMP (PDF, 4,441 kb) (the Bastarache report) in collaboration with stakeholders
- finalize a RCMP workplace culture strategy, which will include a performance measurement framework
- develop a GBA Plus implementation plan outlining steps to further the RCMP’s integration of GBA Plus by delivering ongoing capacity-building sessions to service lines, and through the development and dissemination of resources to assist employees with its application
- continue work with Public Safety Canada on an approach to the renegotiations of the Police Service Agreements expiring in 2032, and support the implementation of ongoing policing service transitions with other contract parties in Grande Prairie, Alberta, and New Brunswick.
Strategic Policy, Communications and External Relations Sector
The RCMP’s Strategic Policy, Communications and External Relations Sector is responsible for coordinating the RCMP’s strategic policy agenda, including by providing advice within the RCMP, to the Minister and to the Government of Canada, supporting the RCMP’s governance and corporate reporting processes, identifying and supporting engagement opportunities, and leading national communications for the organization.
In 2025-26, the Strategic Policy, Communications and External Relations Sector will continue to:
- provide high quality information and analysis to support Cabinet and Parliamentary business, including for Question Period notes, Order Paper questions and RCMP input into Memoranda to Cabinet and materials to support the appearance of senior officials at Parliamentary committees
- develop and position whole-of-RCMP interests at key ministerial decision-making tables and within centralized Government of Canada processes
- lead national communications, including to support Canada’s assumption of the Presidency of the G7 in 2025 and hosting of the G7 Leaders’ Summit in June 2025
- provide communications support on internal workplace culture change initiatives and policing excellence within Federal Policing, Specialized Policing Services, and Contract and Indigenous Policing
- foster relationships with organizations representing communities disproportionately affected by law enforcement and other first responders in order to promote collaboration and enhance public safety
- promote and track progress against the RCMP’s 2024-27 Strategic Plan
Planned resources to achieve results
Table 9: Planned resources to achieve results for internal services this year
| Resource | Planned |
|---|---|
| Spending | 896,905,087 |
| Full-time equivalents | 4,566 |
Complete financial and human resources information for the RCMP’s program inventory is available on GC InfoBase.
Planning for contracts awarded to Indigenous businesses
Government of Canada departments are to meet a target of awarding at least 5% of the total value of contracts to Indigenous businesses each year.
In supporting the Government of Canada’s commitment to economic reconciliation with Indigenous peoples, the RCMP is committed to contributing to improved socio-economic outcomes by increasing opportunities for First Nations, Inuit and Métis businesses through the federal procurement process.
In 2025-26, the RCMP’s procurement and contracting units, in partnership with business owners, will continue to advance Indigenous procurement to exceed the 5% minimum target of total contracts awarded to Indigenous businesses, by:
- using procurement set-asides for Indigenous businesses on large informatics equipment purchases
- including Indigenous participation plans on key procurements
- including Indigenous suppliers in selection lists where possible, when using Public Services and Procurement Canada-created procurement mechanisms
- requiring Indigenous considerations to be addressed as part of strategy development decisions and subsequently documented on procurement files
In support of these actions, the RCMP continues its dedication to socio-economic reconciliation by advancing its efforts to foster a culturally inclusive and aware procurement process by:
- encouraging its corporate management community to partake in annual learning activities
- producing job aids and ad-hoc reports to assist business owners and procurement specialists in conducting procurement with an Indigenous conscientious approach
- maintaining oversight on Indigenous considerations in procurement by mandating additional reviews for files in Comprehensive Land Claim Areas and the Nunavut Settlement Area
The RCMP will seek approval, as required by the Directive on the Management of Procurement, to exclude procurement requirements from the calculation of the mandatory minimum 5% target for fiscal year 2025-26 where restrictions such as proprietary rights and/or Public Services and Procurement Canada-mandated procurement tools prohibit the inclusion of Indigenous considerations as part of the procurement strategy.
Table 10: Percentage of contracts planned and awarded to Indigenous businesses
| 5% reporting field | 2023-24 actual result | 2024-25 forecasted result | 2025-26 planned result |
|---|---|---|---|
| Total percentage of contracts with Indigenous businesses | 6.38% | 5% | 5% |
Planned spending and human resources
This section provides an overview of the RCMP’s planned spending and human resources for the next three fiscal years and compares planned spending for 2025-26 with actual spending from previous years.
Spending
This section presents an overview of the department's planned expenditures from 2022-23 to 2027-28.
Budgetary performance summary
Table 11: Three-year spending summary for core responsibilities and internal services (dollars)
| Core responsibilities and internal services | 2022-23 actual expenditures table 11 note 1 | 2023-24 actual expenditures table 11 note 1 | 2024-25 forecast spending table 11 note 2 |
|---|---|---|---|
| Federal Policing | 1,349,445,572 | 1,161,734,103 | 1,389,944,314 |
| Specialized Policing Services | 693,345,200 | 758,610,631 | 850,073,313 |
| Contract and Indigenous Policing | 2,994,507,689 | 2,403,919,443 | 2,928,267,898 |
| Subtotal | 5,037,298,461 | 4,324,264,178 | 5,168,285,525 |
| Internal services | 770,140,621 | 819,034,332 | 970,129,738 |
| Total | 5,807,439,082 | 5,143,298,510 | 6,138,415,263 |
Analysis of past three years of spending
In 2022-23, the RCMP incurred material expenditures due to an actuarial adjustment of $1,220 million to pension contributions within the RCMP Pension Plan to eliminate an actuarial shortfall, as identified in the 20th Actuarial Report on the Pension Plan for the RCMP (PDF, 2,379 kb). This analysis occurs every three-years, and is completed by the Office of the Superintendent of Financial Institutions.
After removing the impact of this shortfall, the following is a normalized comparison.
| 2022-23 actual expenditures | 2023-24 actual expenditures | 2024-25 forecast spending | |
|---|---|---|---|
| Total actual expenditures | 5,807 | 5,143 | 6,138 |
| Payments to the RCMP Pension Plan to eliminate an actuarial shortfall | -1,220 | 0 | 0 |
| Net actual expenditures | 4,587 | 5,143 | 6,138 |
Forecasted spending for 2024-25 which includes amounts presented in the 2024-25 Main Estimates, incremental funding from Supplementary Estimates “B” and “C”, carry forwards, in-year paylist reimbursement and compensation adjustments in support of newly signed collective agreements, is estimated to be $6,138 million.
When compared to the 2023-24 normalized spending, the 2024-25 forecasted spending represents an increase of $995 million or 19.3%. The main factors contributing to this increase are growth in the Contract and Indigenous Policing core responsibility from the provision of policing services to the provinces (except Ontario and Quebec) and territories, as well as municipalities and Indigenous communities including through the First Nations Policing Program under the Police Service Agreements and tripartite agreements.
Additionally, implementation of newly approved initiatives such as the Assault-Style Firearms Compensation Program and the firearms legislation to combat firearms crime, Increased Protection for Public Figures and Democratic Institutions, Combatting Hate, the Mass Casualty Commission as well as Foreign Interference - Hostile Activities by State Actors, Network Modernization, Online Safety as well the planning activities in support of Canada’s G7 Presidency and the onboarding of activities for the newly announced Enhancing Border Integrity funding contributed to the 2024-25 forecasted spending increase.
Lastly, organizational costs continue to trend upwards due to increases in expenditures to compensate members for injuries received in the performance of their duties, incremental costs for regular members’ health benefits, and incremental costs relating to compensation increases resulting from collective bargaining, as well as statutory benefits.
Table 11 notes
- Table 11,Note 1
-
Figures are based on approved Departmental Results Report for that fiscal year
- Table 11,Note 1
-
Figures based on 2023-24 Future Oriented Financial Statement of Operations
More financial information from previous years is available on the Finances section of GC Infobase.
Table 13: Planned three-year spending on core responsibilities and internal services (dollars)
| Core responsibilities and internal services | 2025-26 planned spending | 2026-27 planned spending | 2027-28 planned spending |
|---|---|---|---|
| Federal Policing | 1,550,889,261 | 1,342,740,350 | 1,346,126,369 |
| Specialized Policing Services | 815,608,561 | 704,427,233 | 692,209,176 |
| Contract and Indigenous Policing | 2,813,014,769 | 3,067,522,650 | 3,128,905,407 |
| Subtotal | 5,179,512,591 | 5,114,690,233 | 5,167,240,952 |
| Internal services | 896,905,087 | 836,712,454 | 826,250,814 |
| Total | 6,076,417,678 | 5,951,402,687 | 5,993,491,766 |
Analysis of the next three years of spending
The RCMP’s 2025-26 net planned spending is $6,076.4 million, spread across its three core responsibilities and internal services. Of that total, $2,813.0 million is in support of Contract and Indigenous Policing, which provides policing services to provinces, territories, and municipalities under Police Services Agreements and tripartite agreements. An additional $1,550.9 million is in support of resources devoted to Federal Policing, which encompasses all federally mandated activities as well as international policing operations. Moreover, $815.6 million is in support of Specialized Policing Services functions that are critical to effective, intelligence-led policing. Lastly, there is $896.9 million in planned spending related to Internal Services that support police operations.
The 2025-26 planned spending reflects the amounts presented in the 2025-26 Main Estimates which represents an increase of $1,228.7 million (or 25.3%) in comparison to the 2024-25 Main Estimates.
The increase in planned spending for 2025-26, 2026-27 and 2027-28, compared to the 2024-25 Departmental Plan ($4,847.8 million) is due to an increase within Contract and Indigenous Policing, whereby incremental funding was provided to enhance the funding level previously approved in 2019-20. Additionally, there are increases related to compensation and employee benefit plans, as well as new and renewed government initiatives such as funding for Canada’s G7 presidency, the assault-style firearms compensation program and implementation of the firearms legislation to combat firearms crime, enhancing border integrity, modernizing the RCMP’s digital network infrastructure, increased protection for public figures and democratic institutions, funding for combatting hate, online safety, incremental resources in support of the Mass Casualty Commission, as well as foreign interference-hostile activities by state actors . The RCMP will also receive increased funding in support of the transport security clearance program.
The decrease identified for 2026-27 is related to initiatives for which the funding is sunsetting, such Canada’s G7 presidency, the Assault-Style Firearms Compensation Program and International Police Peacekeeping and Peace Operations.
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.
More detailed financial information on planned spending is available on the Finances section of GC Infobase.
Table 14: Budgetary gross and net planned spending summary (dollars)
| Core responsibilities and internal services | 2025-26 gross planned spending | 2025-26 planned revenues netted against spending (dollars) | 2025-26 planned net spending (authorities used) |
|---|---|---|---|
| Federal Policing | 1,551,389,261 | (500,000) | 1,550,889,261 |
| Specialized Policing Services | 843,781,871 | (28,176,154) | 815,605,717 |
| Contract and Indigenous Policing | 5,132,080,945 | (2,319,066,176) | 2,813,014,769 |
| Subtotal | 7,527,252,077 | (2,347,742,330) | 5,179,509,747 |
| Internal services | 913,593,065 | (16,685,134) | 896,907,931 |
| Total | 8,440,845,142 | (2,364,427,464) | 6,076,417,678 |
Analysis of budgetary gross and net planned spending summary
The RCMP vote netted revenue authorities are largely related to the provision of Contract and Indigenous Policing services for recoveries of eligible costs from contract jurisdictions in accordance with the Police Services Agreements and Tripartite agreements. In addition, revenues are collected in relation to DNA analysis through biology casework analysis agreements with provinces and territories, and for services provided by the Canadian Police College to the law enforcement community.
The RCMP’s 2025-26 planned gross spending is $8,440.8 million, with $2,364.4 million in vote netted revenues, for a total budgetary planned net spending of $6,076.4 million. The vote netted revenue increase over 2024-25 is related to incremental authorities within Contract and Indigenous Policing whereby incremental funding was provided to enhance the funding level previously approved in 2019-20.
Planned vote netted revenues in 2026-27 and beyond are consistent with those of 2025-26. Contract and Indigenous Policing revenues will increase year over year as provinces and municipalities seek additional police services within the Police Services Agreements and Tripartite agreements in response to growth of the Contract and Indigenous Policing program.
Information on the alignment of the RCMP’s spending with Government of Canada’s spending and activities is available on GC InfoBase.
Funding
This section provides an overview of the department's voted and statutory funding for its core responsibilities and for internal services. For further information on funding authorities, consult the Government of Canada budgets and expenditures.
The following graph presents planned spending (voted and statutory expenditures) over time.
Chart 1 summarizes the department's approved voted and statutory funding from 2022-23 to 2027-28.
Text description of chart 1
| Fiscal year | Total | Voted | Statutory |
|---|---|---|---|
| 2022-23 | 5,807 | 4,082 | 1,725 |
| 2023-24 | 5,143 | 4,569 | 574 |
| 2024-25 | 6,138 | 5,420 | 718 |
| 2025-26 | 6,076 | 5,355 | 722 |
| 2026-27 | 5,951 | 5,211 | 741 |
| 2027-28 | 5,993 | 5,243 | 751 |
Analysis of statutory and voted funding over a six-year period
Excluding the previously noted pension plan contributions’ actuarial adjustment of $1,220 million, the RCMP’s normalized total spending for 2022-23 is $4,587 million. The normalized spending compared to that of 2023-24 and 2024-25 shows an increase year-over-year. The reduction between the 2024-25 forecasted spending, and 2025-26 through 2027-28 planned spending, is mainly attributable to carry forwards, reprofiles and compensation adjustments accessed through the 2024-25 Supplementary Estimates which are included in the 2024-25 forecasted spending but not yet known for the 2025-26 through 2027-28 fiscal years.
For further information on the RCMP’s departmental appropriations, consult the 2025-26 Main Estimates.
Future-oriented condensed statement of operations
The future-oriented condensed statement of operations provides an overview of the RCMP’s operations for 2024-25 to 2025-26.
Table 15: Future-oriented condensed statement of operations for the year ended March 31, 2026 (dollars)
| Financial information | 2024-25 forecast results | 2025-26 planned results | Difference (forecasted results minus planned) |
|---|---|---|---|
| Total expenses | 8,581,886,570 | 8,747,252,650 | 165,366,080 |
| Total revenues | 2,388,156,835 | 2,525,639,231 | 137,482,396 |
| Net cost of operations before government funding and transfers | 6,193,729,735 | 6,221,613,419 | 27,883,684 |
Analysis of forecasted and planned results
For 2025-26, the RCMP is projecting $8,747.3 million in planned expenses based on 2025-26 Main Estimates and accrual information. The $165.4 million increase in 2025-26 planned expenses compared to the 2024-25 forecast expenses is mainly due to incremental funding for various initiatives, including the Contract Policing program, Canada’s G7 presidency, enhancing border integrity, the assault-style firearms compensation program and funding to increase protection for public figures and democratic institutions. The $137.5 million increase in 2025-26 planned revenues compared to the 2024-25 forecast revenues is mainly due to growth in the Contract Policing Program.
The forecast and planned results are exclusive of other changes to the operating budget, such as new initiatives or technical adjustments later in the fiscal year.
A more detailed Future-Oriented Statement of Operations and associated Notes for 2025-26 including a reconciliation of the net cost of operations with the requested authorities, is available on the RCMP’s website.
Human resources
This section presents an overview of the department’s actual and planned human resources from 2022-23 to 2027-28.
Table 16: Actual human resources for core responsibilities and internal services
| Core responsibilities and internal services | 2022-23 actual full-time equivalents table 16 note 1 | 2023-24 actual full-time equivalents table 16 note 1 | 2024-25 actual full-time equivalents table 16 note 2 |
|---|---|---|---|
| Federal Policing | 4,971 | 5,037 | 5,020 |
| Specialized Policing Services | 3,764 | 3,828 | 3,843 |
| Contract and Indigenous Policing | 18,289 | 18,313 | 18,251 |
| Subtotal | 27,024 | 27,178 | 27,114 |
| Internal services | 4,391 | 4,642 | 4,629 |
| Total | 31,415 | 31,820 | 31,743 |
Analysis of human resources over the last three years
The RCMP is projecting 31,743 full-time equivalents by year-end which falls within 2% of the planned full-time equivalents from the 2024-25 Departmental Plan (32,385 full-time equivalents). The shortfall is due to ongoing recruitment challenges being faced by the RCMP, like other police organizations and in many other sectors.
The RCMP continues to modernize its recruitment approach and to identify and address barriers that have impeded Indigenous People, Women, Black, racialized and other equity-seeking groups from being successful in the application process.
Table 16 notes
- Table 16,Note 1
-
Full-time equivalents based on approved Departmental Results Report.
- Table 16,Note 1
-
Full-time equivalents based on 2024-25 Salary Forecasting Tool projections.
Table 17: Human resources planning summary for core responsibilities and internal services
| Core responsibilities and internal services | 2025-26 planned full-time equivalents | 2026-27 planned full-time equivalents | 2027-28 planned full-time equivalents |
|---|---|---|---|
| Federal Policing | 5,165 | 5,261 | 5,266 |
| Specialized Policing Services | 4,177 | 4,139 | 4,134 |
| Contract and Indigenous Policing | 19,168 | 19,392 | 19,469 |
| Subtotal | 28,510 | 28,792 | 28,869 |
| Internal services | 4,566 | 4,688 | 4,763 |
| Total | 33,076 | 33,480 | 33,632 |
Analysis of human resources for the next three years
In 2025-26, the RCMP’s planned staffing is expected to increase by 1,333 full-time equivalents for a total of 33,076 full-time equivalents in comparison to the 2024-25 projected year-end full-time equivalent forecast. This increase is a result of continued implementation of previously approved initiatives.
Over the next two years, the RCMP is planning to remain relatively consistent with planned staffing with increases of 404 and 152 full-time equivalents respectively. The increases identified are as a result of the incremental funding approved for the Contract and Indigenous Policing program, as well as the implementation of the firearms legislation to combat firearms crime, enhancing border integrity, modernizing the RCMP’s digital network infrastructure and increased protection for public figures and democratic institutions.
Depot, the RCMP Training Academy in Regina, Saskatchewan, is aiming to increase regular Troop Gate, as well as the Experienced Police Officer Program for 2025-26.
Factors, such as the evolving nature of crime are driving the need for a diverse, representative and multi-faceted workforce that has the right mix of core policing skills, specialized technical knowledge, and personal characteristics for success. Police services across Canada are facing challenges to attract and retain such talent to meet current and emerging priorities.
Careers within law enforcement require a special set of skills and talents and the RCMP is competing with other police services within Canada for the same limited talent pool. This competitive environment is likely to challenge the RCMP’s ability to reach the targeted planned full-time equivalents in the short to medium term.
To mitigate these challenges, the RCMP is taking steps to improve the attraction and retention of skills, attributes, characteristics and abilities required to meet the spectrum of current and future business needs.
Corporate information
Departmental profile
Appropriate minister(s)
The Honourable Gary Anandasangaree, P.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
Website
Supplementary information tables
The following supplementary information tables are available on the RCMP’s website:
Information on the RCMP’s departmental sustainable development strategy can be found on the RCMP’s website.
Federal tax expenditures
The RCMP’s Departmental Plan does not include information on tax expenditures.
Tax expenditures are the responsibility of the Minister of Finance. The Department of Finance Canada publishes cost estimates and projections for government wide tax expenditures each year in the Report on Federal Tax Expenditures.
This report provides detailed information on tax expenditures, including objectives, historical background and references to related federal spending programs, as well as evaluations, research papers and gender-based analysis plus.
Definitions
List of terms
- appropriation (crédit)
- Any authority of Parliament to pay money out of the Consolidated Revenue Fund.
- budgetary expenditures (dépenses budgétaires)
- Operating and capital expenditures; transfer payments to other levels of government, organizations or individuals; and payments to Crown corporations.
- core responsibility (responsabilité essentielle)
- An enduring function or role performed by a department. The intentions of the department with respect to a core responsibility are reflected in one or more related departmental results that the department seeks to contribute to or influence.
- Departmental Plan (plan ministériel)
- A report on the plans and expected performance of an appropriated department over a 3 year period. Departmental Plans are usually tabled in Parliament each spring.
- departmental result (résultat ministériel)
- A consequence or outcome that a department seeks to achieve. A departmental result is often outside departments’ immediate control, but it should be influenced by program-level outcomes.
- departmental result indicator (indicateur de résultat ministériel)
- A quantitative measure of progress on a departmental result.
- departmental results framework (cadre ministériel des résultats)
- A framework that consists of the department’s core responsibilities, departmental results and departmental result indicators.
- Departmental Results Report (rapport sur les résultats ministériels)
- A report on a department’s actual accomplishments against the plans, priorities and expected results set out in the corresponding Departmental Plan.
- fulltime equivalent (équivalent temps plein)
- A measure of the extent to which an employee represents a full person year charge against a departmental budget. For a particular position, the fulltime equivalent figure is the ratio of number of hours the person actually works divided by the standard number of hours set out in the person’s collective agreement.
- gender-based analysis plus (GBA Plus) (analyse comparative entre les sexes plus [ACS Plus])
-
Is an analytical tool used to support the development of responsive and inclusive policies, programs, and other initiatives. GBA Plus is a process for understanding who is impacted by the issue or opportunity being addressed by the initiative; identifying how the initiative could be tailored to meet diverse needs of the people most impacted; and anticipating and mitigating any barriers to accessing or benefitting from the initiative. GBA Plus is an intersectional analysis that goes beyond biological (sex) and socio-cultural (gender) differences to consider other factors, such as age, disability, education, ethnicity, economic status, geography (including rurality), language, race, religion, and sexual orientation.
Using GBA Plus involves taking a gender- and diversity-sensitive approach to our work. Considering all intersecting identity factors as part of GBA Plus, not only sex and gender, is a Government of Canada commitment.
- government priorities (priorités gouvernementales)
- For the purpose of the 2025-26 Departmental Plan, government priorities are the high-level themes outlining the government’s agenda in the most recent Speech from the Throne.
- horizontal initiative (initiative horizontale)
- An initiative where two or more federal departments are given funding to pursue a shared outcome, often linked to a government priority.
- Indigenous business (enterprise autochtones)
- For the purpose of the Directive on the Management of Procurement Appendix E: Mandatory Procedures for Contracts Awarded to Indigenous Businesses and the Government of Canada’s commitment that a mandatory minimum target of 5% of the total value of contracts is awarded to Indigenous businesses, an organization that meets the definition and Arequirements as defined by the Indigenous Business Directory.
- 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 an organization did with its resources to achieve its results, how well those results compare to what the organization intended to achieve, and how well lessons learned have been identified.
- performance indicator (indicateur de rendement)
- A qualitative or quantitative means of measuring an output or outcome, with the intention of gauging the performance of an department, program, policy or initiative respecting expected results.
- 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.
A department is expected to be aware of the authorities that it has sought and received. The determination of planned spending is a departmental responsibility, and departments must be able to defend the expenditure and accrual numbers presented in their Departmental Plans and Departmental Results Reports.
- program (programme)
- Individual or groups of services, activities or combinations thereof that are managed together within the department and focus on a specific set of outputs, outcomes or service levels.
- program inventory (répertoire des programmes)
- Identifies all the department’s programs and describes how resources are organized to contribute to the department’s core responsibilities and results.
- result (résultat)
- A consequence attributed, in part, to an department, policy, program or initiative. Results are not within the control of a single department, policy, program or initiative; instead they are within the area of the department’s influence.
- statutory expenditures (dépenses législatives)
- Expenditures that Parliament has approved through legislation other than appropriation acts. The legislation sets out the purpose of the expenditures and the terms and conditions under which they may be made.
- target (cible)
- A measurable performance or success level that an organization, program or initiative plans to achieve within a specified time period. Targets can be either quantitative or qualitative.
- voted expenditures (dépenses votées)
- Expenditures that Parliament approves annually through an appropriation act. The vote wording becomes the governing conditions under which these expenditures may be made.
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