Program directory · Royal Canadian Mounted Police
Indigenous Policing
- Department
- Royal Canadian Mounted Police
- Program code
- BXI03 (RCMP)
- Core responsibility
- Indigenous, Provincial, Territorial and Municipal Policing
- In Departmental Plans
- 2019-20 – 2026-27 · New since an earlier plan
What it does
Through the First Nations and Inuit Policing Program (FNIPP), approximately 165 Community Tripartite Agreements (CTA) have been established between Public Safety Canada, provinces and territories and First Nations and Inuit Communities. Under the CTA, RCMP delivers professional, dedicated, trauma-informed policing services to approximately 270 First Nation and Inuit communities. In addition, the program also provides a range of supports to the RCMP’s operational priority of contributing to the safety and wellbeing of Indigenous communities for which the RCMP provides policing services to roughly 550 Indigenous communities: 450 First Nations, 40 Inuit and 58 Métis, under the Provincial/Territorial/Municipal Policing Service Agreements. The program leads national priorities strategies and accountability for Indigenous Policing Services including maintaining and developing policies, programs and initiatives; and addresses recommendations from external bodies.
Source: the department's Program Inventory, via GC InfoBase.
History and lineage
First appears in GC InfoBase's actual spending by program in 2019-20. The data does not record when a program was created; it may be older than its first appearance here, which is limited by the sources (program spending starts in 2010-11, Departmental Plans in 2018-19).
| Program | Relation | Years with data | Actual spending over those years |
|---|---|---|---|
| Indigenous Policing | This program | 2019-20 – 2028-29 | $542M |
No earlier or later program in the same department has a similar name.
Significant changes in scope and budget
Detected from the data: renames between plans, programs it appears to replace, merge with or split into (matched by name), year-over-year changes in spending of at least 25% and $5M, or in employees of at least 20% and 25 FTEs, linked budget measures, and results indicators added or dropped.
| Year | What changed | Source |
|---|---|---|
| 2021-22 | Indicators added: Percentage (%) of Indigenous stakeholders who agree that cultural awareness and humility training has improved the services provided by the RCMP | Departmental Results Framework (GC InfoBase) |
| 2021-22 | Indicators dropped: Percentage (%) of Indigenous stakeholders who agree that cultural competency and trauma-informed GBV training has improved the services provided by the RCMP | Departmental Results Framework (GC InfoBase) |
| 2021-22 | Spending $90.4M, against $64.8M in 2020-21 (+40%). | Actual spending (GC InfoBase) |
| 2025-26 | Planned employees (FTEs) 676, against 494 in 2024-25 (+37%). | FTEs (GC InfoBase) |
| 2025-26 | Planned spending $32.5M, against $103M in 2024-25 (−69%). | Latest Departmental Plan |
| 2026-27 | Indicators added: Number of outreach and engagement activities with Indigenous Peoples annually | Departmental Results Framework (GC InfoBase) |
| 2026-27 | Indicators dropped: Percentage (%) of Indigenous stakeholders who agree that cultural awareness and humility training has improved the services provided by the RCMP | Departmental Results Framework (GC InfoBase) |
Success criteria
The program's indicators from its department's Departmental Results Framework: the target set in each year's plan, and the result reported the following year. Source: GC InfoBase.
Historical: targets against results
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2021-22 | ≥ 80% | 2022 | 0% There is no survey mechanism to collect this data nor can we accurately state that services improved simply from members taking an online awareness course. There are too many other variables at play here. | Not met |
| 2022-23 | ≥ 80% | 2023 | 0% Not available. There is currently no survey mechanism to collect this data. This indicator will be updated for the 2026-27 fiscal year when the Departmental Results Framework amendment process is reopened. | Not met |
| 2023-24 | ≥ 80% | 2024 | 0% There is currently no survey mechanism to collect this data. This indicator will be updated for the 2026-27 fiscal year when the Departmental Results Framework amendment process is reopened. | Not met |
| 2024-25 | ≥ 80% | 2025 | 0% There is currently no survey mechanism to collect this data. This indicator will be updated for the 2026-27 fiscal year when the Departmental Results Framework amendment process is reopened. | Not met |
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2019-20 | ≥ 80% | 2020 | — Not Available The Cultural awareness and Humility course was only recently deemed mandatory. Planning and organization of the launch is ongoing. As such, responses to this indicator will only be available after the training has been widely completed. Sexual Assault Review Team (SART) has developed Using a Trauma Informed Approach Course which was deemed mandatory in Feb 2020. This course aims to… | No result reported |
| 2020-21 | ≥ 80% | 2021 | 0% Not applicable. This indicator as originally written is no longer valid and will be replaced with an updated version. The Cultural Awareness and Humility (CAH) and Using a Trauma-Informed Approach (UTIA) courses are no longer evaluated under a single indicator. The team responsible for the UTIA is not able to respond on this indicator because no mechanism exists to measure "the percentage of Indi… | Not met |
Current: the 2026-27 plan's targets
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2026-27 | Target will be set once baseline is established in 2026-27. | 2027 | — | Planned |
Future goals: targets due after 2026-27
No targets with a later due date.
Spending and employees: planned against actual
Spending
Show the numbers
| Fiscal year | Planned | Actual |
|---|---|---|
| 2019-20 | $15.6M | $82.1M |
| 2020-21 | $10.9M | $64.8M |
| 2021-22 | $8.5M | $90.4M |
| 2022-23 | $19.5M | $110M |
| 2023-24 | $17.4M | $91.1M |
| 2024-25 | $32.1M | $103M |
| 2025-26 | $32.5M | — |
| 2026-27 | $40.2M | — |
| 2027-28 | $43.1M* | — |
| 2028-29 | $44.7M* | — |
Employees (FTEs)
Show the numbers
| Fiscal year | Planned | Actual |
|---|---|---|
| 2019-20 | 458 | 473 |
| 2020-21 | 475 | 483 |
| 2021-22 | 506 | 481 |
| 2022-23 | 523 | 489 |
| 2023-24 | 639 | 485 |
| 2024-25 | 676 | 494 |
| 2025-26 | 676 | — |
| 2026-27 | 709 | — |
| 2027-28 | 709* | — |
| 2028-29 | 709* | — |
Planned spending, plan by plan
Each row is one year's Departmental Plan and its forecast for the next three fiscal years; read a column down to see how the forecast for one year changed. The last row is what was actually spent. Click an amount for its source. Biggest changes in federal spending plans
| Plan | 2019-20 | 2020-21 | 2021-22 | 2022-23 | 2023-24 | 2024-25 | 2025-26 | 2026-27 | 2027-28 | 2028-29 |
|---|---|---|---|---|---|---|---|---|---|---|
| 2019-20 plan | $15,649,361 | $13,415,234 | $13,414,536 | |||||||
| 2020-21 plan | $10,879,475 | $10,873,155 | $10,872,267 | |||||||
| 2021-22 plan | $8,495,892 | $8,505,679 | $8,516,201 | |||||||
| 2022-23 plan | $19,509,520 | $13,831,438 | $13,819,471 | |||||||
| 2023-24 plan | $17,405,797 | $17,772,723 | $18,302,131 | |||||||
| 2024-25 plan | $32,082,969 | $34,449,986 | $36,809,343 | |||||||
| 2025-26 plan | $32,530,958 | $34,779,152 | $36,843,238 | |||||||
| 2026-27 plan | $40,166,184 | $43,077,671 | $44,724,669 | |||||||
| Actual | $82,109,111 | $64,784,032 | $90,387,733 | $109,637,066 | $91,108,140 | $103,481,901 |
Actual spending is from Departmental Results Reports and the Public Accounts, as published in GC InfoBase. FTEs are full-time equivalents.