Letter to Commissioner Duheme regarding the issue of RCMP Digital Modernization (February 2026)

February 02, 2026

 

Commissioner Mike Duheme 
RCMP National Headquarters 
73 Leikin Drive 
Ottawa, Ontario  K1A 0R2 

 

Dear Commissioner,

On behalf of the Management Advisory Board (MAB) for the Royal Canadian Mounted Police (RCMP), and in my capacity as the Lead of the MAB’s Finance and Administration Standing Committee (FASC or the Committee), I am writing to provide you with our collective advice regarding some issues surrounding RCMP Digital Infrastructure (also referred to as Information Management/Information Technology (IM/IT)) Modernization.

Between late 2024 and early 2025, the FASC engaged with senior RCMP officials on the state of IM/IT across the organization. The FASC understood that there were mounting concerns over the RCMP’s aging infrastructure and outdated legacy systems contributing to a significant accumulation of technical debt^{Footnote 1} . Both were identified as significant risks in the RCMP-led Audit of Aging Information Technology, published in January 2025. This led the FASC to conduct an exploration of the IM/IT function by analyzing the root causes of ongoing challenges, as well as identifying areas for improvement.

Following the initial engagements indicated above, between August and October 2025, the FASC consulted with senior RCMP officials across the organization to gain a more holistic view of IM/IT, including core issues, gaps, barriers, and opportunities for swift action. Additional insights supplemented by subject matter experts across the organization have further deepened the Committee’s knowledge and appreciation of the complexities involved in driving IM/IT modernization within the RCMP. 

This undertaking was intended to enable the RCMP to advance meaningful and timely digital transformation, create opportunities for reflection, and encourage the RCMP to consider solutions both strategically and pragmatically. With this in mind, the FASC has aimed to limit the scope and focus of its recommendations on elements that the RCMP can address internally, or through consultations with partners.

The FASC wants to thank you for allowing full access to your officials and organization to carry out our assessment. The Committee appreciates the frank and open information that was received throughout our engagements. Informed advice on IM/IT within the RCMP would not have been possible without the key context and valuable insights related to the IM/IT environment from RCMP officials. FASC members were particularly impressed with the shared sense of urgency and the importance of addressing IM/IT issues across the organization.

Preamble

Through our consultations, the FASC gained a clearer understanding of the challenges and opportunities shaping IM/IT modernization within the RCMP. Rapid technological change is transforming crime and policing and, as Canada’s national police force, the RCMP must lead in modern law enforcement. This requires stronger digital foundational capabilities to support operational, administrative, and strategic needs. 

Given these priorities, it was essential to consider the breadth of the RCMP’s responsibilities and how they may influence IM/IT requirements. As a Government of Canada agency, the RCMP is required to meet federal digital standards, as per the Policy on Service and Digital^{Footnote 2} . The RCMP also fulfills both federal and contract policing mandates, enforcing federal laws, safeguarding national security, collaborating with international partners and providing specialized policing services, while also delivering local policing under Police Service Agreements (PSAs)^{Footnote 3} .  For the purpose of this exercise, the FASC focused primarily on the RCMP’s policing role, with considerations given to shared IM and IT needs across all functions.  

As the criminal landscape continuously evolves and new priorities emerge, the RCMP must shift to digital capabilities that are agile and able to adapt quickly to new demands. Flexibility in any new digital systems will be essential.  

Current IM/IT limitations, such as aging infrastructure, siloed legacy systems, and isolated databases, adversely affect policing effectiveness, evidence-based decision-making, and, therefore, public safety. Temporary fixes are costly and unsustainable. 

Significant transformation is thus essential. This requires a comprehensive overhaul of existing IM/IT systems, which calls for implementing a robust infrastructure and strong foundational capabilities by replacing outdated legacy systems, both of which are critical elements necessary for modernization. Digital modernization will require significant investment and a detailed, multi-year strategic plan supported by dedicated funding, clear timelines and accountability for implementation. Given the magnitude of the undertaking, the financial requirements are expected to be substantial. The FASC recognizes that such an investment is subject to multiple factors, some beyond the RCMP’s direct control. 

During the consultation phase, the FASC heard that the RCMP may lag behind other domestic and international law enforcement partners in technical capabilities and digital tools. This is not due to a lack of ambition or awareness. The challenge lies in balancing the maintenance of aging legacy systems with building new digital capabilities. Adequate funding has been scarce, and many recent attempts to secure it were not successful. The RCMP has a vision of where it wants to be, but needs top leadership support, a detailed plan and the necessary resources and mechanisms to get there. 

The RCMP is a uniquely complex organization, operating across 13 provinces and territories with distinct jurisdictional requirements in areas governed by PSAs. Its decentralized IM/IT governance adds further challenges to modernization. Despite these barriers, the RCMP has successfully implemented initiatives that demonstrate the strategic importance of IM/IT in addressing evolving criminal threats and matters of justice. 

An example is the national deployment of Body Worn Cameras (BWC), which began in late November 2024. FASC members understand that as of June 2025, over 63% of BWC are in operation across the country with full implementation expected in 2026. This tool has significantly enhanced police transparency and accountability, which has played a critical role in strengthening trust with communities, especially those which have historically had strained relations with police services, such as racialized and Indigenous communities. The key factors underlying the success of this initiative, including dedicated governance, meaningful and timely stakeholder involvement, phased implementation, clear communication, and support from reliable partners, could serve as a model for future projects.

Other important milestones include the adoption of the 2020 Digital Policing Strategy and the creation of the Chief Digital Officer (CDO) role in January 2025, combining the former Chief Information Officer and Chief Transformation Officer responsibilities. Initially placed under Specialized Policing Services, the CDO now reports directly to the Senior Deputy Commissioner, a change that reinforces IM/IT’s importance and better positions it as a strategic priority for the RCMP as a whole.

While this large-scale modernization will take years to plan and execute, some internal policies and processes present opportunities for short- to medium-term improvements and will assist in planning and implementing the full modernization that is needed. The FASC has identified areas where targeted action could alleviate pressures and create efficiencies, helping to sustain progress while broader transformation efforts are initiated and get underway. 

The FASC believes this advisory letter is timely, building upon existing momentum and ongoing initiatives for modernization within the RCMP. Although progress is evident, inefficiencies and duplication persist across divisions and National Headquarters (NHQ), contributing to a siloed culture. The FASC identified four overarching themes where improvements are needed:

1. IM/IT Governance and Strategic Prioritization
2. Funding and Investment
3. Data Management
4. Future Readiness and Artificial Intelligence (AI)

To support the implementation of actionable recommendations, the FASC has focussed its advice on what members consider the most urgent areas that are within the RCMP’s sphere of influence under each of these themes.

Theme 1: IM/IT Governance and Strategic Prioritization

Despite its foundational role in operations and digital modernization, IM/IT has not been treated as a key strategic priority within the RCMP. Competing priorities in areas such as frontline policing and operations, have consistently taken precedence over IM/IT. Over time, this has resulted in chronic IM/IT underfunding and outdated infrastructure, tools and services. 

Recommendation 1: Commit to making and maintaining IM/IT as a key shared organizational priority for the RCMP with appropriate oversight and coordination mechanisms in support of the “One RCMP” vision. 

The “One RCMP” vision is foundational to digital transformation. It brings the organization under a common approach, with shared infrastructure, connected systems, modern tools, and streamlined processes to work smarter, faster and more efficiently. Achieving this requires recognizing the importance of IM/IT and committing to collaboration, breaking down silos, and embracing change to build a modern, agile, and effective organization.

It is important to send a clear message that digital modernization is essential to the RCMP’s future. When this commitment is prioritized and championed by senior management, it sets the tone for the entire organization. This requires shifting attitudes and reinforcing that IM/IT is not just a support function, but a strategic enabler of the RCMP’s mandate and a necessity for policing in 2026 and beyond. 

To strengthen governance structures and ensure IM/IT becomes a core priority, the RCMP should consider the following measures:

a. Creating a national oversight and coordination mechanism to strategically manage digital initiatives and funding.

The RCMP’s IM/IT governance model and funding are currently fragmented between divisions and NHQ. Some divisions are better resourced than others, resulting in inconsistent IM/IT services and creating gaps in service quality. The CDO does not have complete visibility over divisional IM/IT budgets, staffing, planning and initiatives; this contributes to gaps in strategic alignment and accountability. To meet local needs, divisions develop technical solutions without considering whether similar solutions already exist, or whether new ones could be scaled across the organization. The absence of central oversight contributes to duplication, inefficiencies, and missed opportunities to leverage investments and deliver consistent services. RCMP business lines also often prioritize their own deliverables over enterprise projects, resulting in siloed efforts, fragmented solutions and delays in service offerings at the NHQ.

This approach is not fiscally sound and blurs accountability for digital decisions. These challenges underscore the need for a renewed approach to IM/IT governance that better aligns with the goals of the RCMP’s Digital Strategy, including the “One RCMP” vision.

The “One RCMP” vision is widely recognized by SEC officials as critical to digital transformation. Achieving this vision will most likely require an expanded role for the CDO function, including greater insight into all IM/IT areas both at NHQ and in the regions and business lines.

The FASC recommends that the RCMP review existing IM/IT governance using a balanced approach that maintains divisional autonomy, respects divisional needs and allows flexibility for developing local solutions. It is important, however, to clearly articulate what divisions or business lines can manage independently and what requires NHQ approval. To work, this requires collaboration with divisions and business lines, including clear communication of the decision-making criteria, organization of joint planning sessions, and development of a mechanism to identify, prioritize, and roll-out scalable IT solutions. Such a framework would enable the CDO to play a more strategic role and apply a national perspective to align IM/IT policies, direction, and objectives across the organization. This would foster greater consistency and collaboration.

Recognizing that IM/IT underpins all aspects of policing, the RCMP needs to be respectful of any provincial/territorial needs and interests, as outlined in the PSAs while advancing modernization. Furthermore, IM/IT considerations should be part of discussions for the renegotiation and renewal of PSAs in 2032, to clarify cost sharing for technology, particularly national enterprise solutions, to better support long term planning.

With the rapid adoption of new technologies, including AI, a coordinating role within the RCMP is increasingly important to ensure that processes, procedures, and safeguards are consistently applied across the organization.

b. Exploring further opportunities for collaboration with key partners to address operational challenges in Northern and remote communities.

The RCMP is facing operational challenges in Northern and remote communities that could carry geopolitical implications. Acknowledging that the RCMP’s role in the North is critical, the RCMP should consider opportunities for collaboration with the Department of National Defence and Canadian Armed Forces, and other key partners with operations in the Arctic who might have access to modern technological tools.

In the long-term, exploring options for shared infrastructure or resources in the North could help strengthen the RCMP’s resilience and digital capacity in this strategically important region. 

Theme 2: Funding and Investment

Funding for digital-specific projects has been sporadic and often insufficient. The internal process for digital planning and spending suffers from a lack of organization-wide coordination, which leads to inefficiencies. The absence of centralized IM/IT strategic financial planning appears to have resulted in a reactive approach to emerging and critical IM/IT issues, rather than proactive investment in long-term solutions. 

The FASC heard that many initiatives have failed due to the inability to present a compelling case to justify costs. During the development of new initiatives, digital impacts are often overlooked, leading to projects that advance without securing the necessary digital support. 

Recommendation 2: Put in place organization-wide coordination and strategic financial planning processes to ensure future digital investments are sustainable and support/align with broader organizational goals. 

While there is some collaboration, business lines and divisions operate mostly in silos, focusing on their own needs and budgets, often without considering broader organizational requirements. This results in fragmented planning, overlooked interdependencies, and perceived inequities when projects funded by one area also benefit others, which do not share the cost. Current siloed practices undermine collaboration and organizational priorities, and duplicate efforts.

Collaborative initiatives can also present challenges, particularly when they involve multiple business lines. These projects require shared digital costs, which can create vulnerabilities, if one partner is unable to meet its financial commitment. As a result, the project may stall or be halted entirely due to insufficient funding. 

These situations highlight the need for a shift toward greater centralized, strategic investment, particularly for large, cross-cutting projects and activities. This includes agreed-upon short- and long-term investment plans and a shared funding model for organization-wide initiatives. Implementing such an approach will require further discussions with business lines and divisions. However, reforming the RCMP’s digital investment practices is key to facilitate digital modernization. 

To succeed, the RCMP must make IM/IT a strategic priority and commit to an organization-wide investment plan. This plan should include a clear roadmap with timelines and dedicated funding that addresses all RCMP needs, while aligning with broader priorities and planned initiatives requiring policy and funding approval. Efforts should be made to minimize the diversion of digital-dedicated funding. While flexibility is necessary to address unforeseen challenges, the RCMP must treat IM/IT as key to RCMP operations. 

The FASC has learned that business lines and divisions can often face delays in adopting new digital technology and tools due to lengthy processes and limited resources within the Digital Program resulting in fewer projects being approved at a time. The RCMP may wish to review the capacity and resources allocated to the Digital Program to ensure that it can handle the high volume of requests for digital modernization.

The Committee also heard significant concerns regarding IM/IT procurement. While the RCMP can procure technology from various providers, the process is often slow and rigid, thereby delaying implementation. Custom solutions take longer, due to strict standards and complex approvals, while competitive contracting adds further delays. By the time contracts are awarded, technology or requirements may have changed. Multiple requests from divisions to Shared Services Canada, the department responsible for providing IT services across the federal government, also create inefficiencies and can strain relationships. To address these issues, the RCMP should consider adopting a more coordinated approach, led by NHQ, that consolidates similar requests. Procurement should also include flexible clauses to allow the RCMP to adapt to evolving technology while staying aligned with existing policy.

To secure sustainable investments and align technology with organizational needs and priorities, the Committee encourages the RCMP to consider the following actions:

a. Integrating IM/IT into policy and funding proposals to ensure digital support is considered from the outset.

Increasing the success of new digital initiatives will require stronger business cases and clearer identification of the risk of inaction. The process for new initiatives should include early engagement of the Digital Program to ensure that any digital requirements are identified and adequately captured in business cases. FASC members understand from discussions with senior officials that, based on past experiences, securing funding for technological needs is likely to be more successful when IM/IT requirements are integrated into broader RCMP initiatives. Therefore, collaboration between policy and digital teams is critical to ensure new initiatives are comprehensive and incorporate digital implications. This approach should also prioritize projects and activities through coordinated efforts among all stakeholders to maximize operational impact. Additionally, developing clear criteria and success indicators will help identify initiatives that are scalable and deliver long-term value.

b. Leveraging quick wins to demonstrate value and build trust in digital initiatives.   

The FASC strongly encourages the RCMP to leverage recent successes to build stronger business cases and enhance trust in RCMP digital initiatives. The Committee has learned that modest and targeted initiatives implemented by the RCMP have demonstrated tangible benefits. Examples of recent implementation of automation and AI tools, Access to Information and Privacy (ATIP) bots, Echo Transcription, and mobile decryption clearly show that these initiatives have delivered measurable improvements for the RCMP. These successes illustrate that small, incremental steps can be strategic and effective, and they can be used to build a strategic case for securing larger digital investment.

For example, Personnel Security is a program where investment in new digital capabilities to support automation could quickly demonstrate value. The RCMP’s ability to increase recruitment and onboard new personnel, including the plan for hiring 1,000 new personnel^{Footnote 4} , is dependent on a timely security clearance process, conducted by Personnel Security. This is an area where immediate investment could be instrumental.

c. Identifying and assessing opportunities to activate all available features from the outset during the procurement process when acquiring a new tool or application.

The organizational culture of the RCMP, including in the IM/IT sphere, has often been described to the MAB as risk averse. While caution and adherence to standards are essential for security and compliance with legislation and government policy, delays in adopting available applications may result in missed opportunities to fully leverage technology and strengthen the ability to operate with greater agility. 

For example, the BWC rollout initially used only the video recording feature. Additional functions, such as real-time translation, automated report generation, and even in-vehicle video uploading were adopted later and/or inconsistently across the country. This has resulted in missed opportunities to fully capitalize on these systems’ potential through improved communication with diverse communities through translation features and faster documentation processes. The earlier adoption of these features could have freed valuable time for RMs, enabling them to spend more time on core community safety functions. 

Adopting new digital tools and technology can easily trigger resistance to change as it disrupts established ways of working. Consistent, positive messaging from RCMP leadership, paired with employee support and training, can help mitigate these concerns. Addressing this cultural challenge is critical for the digital environment. It requires support from RCMP leadership, change management strategies, strong communications and demonstrating early wins that can build confidence and encourage broader acceptance of new digital tools and solutions.

d. Clarifying federal and provincial funding responsibilities for IM/IT, particularly in Contract Policing jurisdictions, to support coordinated planning and investment in digital technologies.

The current division of responsibilities between federal/provincial jurisdictions regarding the distribution of digital costs is unclear. Questions remain about how costs should be shared, particularly in divisions operating under PSAs. For example, while the RCMP may invest in technology to address specific policing needs, the nature of policing often means that provinces or territories become the primary beneficiaries of these investments, while the cost of the technological investment may be fully borne by the federal government through its funding to the RCMP.

When reviewing the IM/IT governance model, the RCMP should also account for implications on provincial and territorial agreements, as these governments expect ownership and accountability for services they fund through contract policing. Additionally, as technology is ever evolving, the renegotiation of PSAs leading up to 2032 should include flexible terms on cost-sharing for ongoing digital enhancements to ensure agility and adaptability as the technological landscape continues to evolve.   

Theme 3: Data Management

In 2025, the Treasury Board of Canada Secretariat-mandated Risk and Compliance Process^{Footnote 5}  conducted by the RCMP flagged data as a primary area of concern, in relation to gaps in data management, including legacy systems, data classification, retention, and migration to new platforms, such as SharePoint^{Footnote 6}  and GCDocs^{Footnote 7} . Additionally, technology-related risks (pertaining to aging, fragmented systems and applications, and outdated equipment) were also identified by the RCMP as part of the organization’s 2026-2029 Corporate Risk Profile.^{Footnote 8}  Collectively, these reflect a shared view expressed throughout our consultations, that IM/IT challenges, including data, remain a core issue for the RCMP. 

The FASC has consistently heard that data at the RCMP is fragmented, resulting in critical information being scattered across systems and time-intensive review and verification. These systems are “owned” by different business lines and divisions, creating delays in accessing timely information due to internal approval processes.

Data management continues to be a challenge across the RCMP. This is, in part, due to a lack of clarity about who is the custodian and who has access to specific datasets. These issues represent critical challenges the RCMP must manage to ensure it has the information required for ongoing criminal investigations, intelligence-led and evidence-based decision-making, and safer and more effective frontline operations.

Recommendation 3: Develop a comprehensive framework for data governance and infrastructure to ensure secure, reliable, and efficient data management, integration, and flow across the organization.

The absence of a centralized authority over data limits the RCMP’s ability to efficiently manage, integrate, and use data effectively, as well as to implement organization-wide solutions to address data needs. Access to reliable, validated, and standardized data is difficult because data is found across multiple systems. This underscores the necessity of the “One RCMP” vision, which aims to create a unified, secure, and agile technology foundation to streamline processes, integrate compatible systems, and enhance data management and flow across the organization. Some guidelines and processes are in place to ensure that data is shared appropriately following established protocols. However, the Committee also heard from stakeholders that, at times, accessing data can be challenging and some existing practices may require streamlining or clarification.

To build a strong foundation for data governance and improve information flow, the RCMP should consider the following initiatives:

a. Developing standardized processes for data validation, reliability, and consistency across the organization to improve performance measurement, reporting, and support evidence-based decision-making.

Some RCMP divisions use provincially mandated operational records management systems due to jurisdictional requirements under PSAs. This creates significant challenges for data collation and integration. For a single file/investigation, employees often need to run separate system queries and then manually consolidate the data for analysis, which is time consuming and increases the risk of errors. 

The RCMP must continue working with the records management systems operating in various provinces. In time, the RCMP may wish to consider engaging provinces in discussion on possible solutions for systems integration across the country, but this is a separate issue beyond the scope of this review. 

However, it is well within the RCMP’s authority to improve its current internal data processes, including data flow, validation and consistency. Existing challenges can affect operational effectiveness, decision-making, performance measurement, and the ability to anticipate and respond to emerging threats. In addition, ongoing data issues involving redundancies and manual processes could place added pressures on staff, potentially impacting morale and retention over time. 

To support collaboration and consistent data management across the organization, implementing a unified platform within the RCMP is needed to streamline, standardize and automate internal data processes.

b. Accelerating the development and implementation of a national data pipeline to enable consistent, secure, and timely data flow across the organization. 

The FASC welcomes the recent Data Strategy, which lays out a roadmap for building a robust data infrastructure, including the development of data pipelines^{Footnote 9}  able to support AI and real-time data analytics. The recent launch of a data pipeline for PROS^{Footnote 10}   is a positive step, enabling weekly updates to senior leadership, thereby accelerating and enhancing decision-making. However, employees still face the challenge of manually integrating and reconciling data between various systems and databases. Until systems become interconnected, real-time national insights remain out of reach, limiting operational agility. 

The FASC members recognize that the CDO/Digital Program may be best positioned to lead the implementation of the Data Strategy. Yet, without formal oversight over all IM/IT systems, data, and governance, there is a risk of fragmentation and duplication, which speaks to the need for more centralized oversight. Other benefits include data standardization and automation, equitable access to information across the RCMP, and data-driven decision-making at every level. Developing a national data pipeline capable of delivering integrated, real-time data would be transformative for the RCMP and its partners.

c. Establishing clear roles and responsibilities for data ownership and stewardship across the organization. This includes identifying and publishing accountable data owners for each system, and reviewing data access processes to ensure appropriate, case-by-case access beyond primary owners.

The RCMP has made concrete commitments to improve information sharing with partners and internal data management based upon recommendations from the Mass Casualty Commission (MCC).^{Footnote 11}  However, data ownership and access controls continue to create obstacles and delays. An additional issue is the lack of broad awareness of which program or which person within a program is the contact for accessing certain datasets, which further delays the process.

The RCMP has implemented safeguards to ensure data security and safety, guided by the “need-to-know”^{Footnote 12}  principle. These measures create challenges. Unclear roles over data ownership and accountability can sometimes limit data sharing. In certain cases, areas are reluctant to share data, either out of an abundance of caution or due to fears about data quality. There is also limited awareness of the availability of certain types of data, particularly when that data is stored in locations that are not widely accessible across the RCMP. 

To address these challenges, the FASC emphasizes the need for a cultural shift towards how data is perceived. Data should be treated as a shared organizational asset rather than the “property” of individual programs or business lines. While access must continue to follow RCMP’s established protocols and “need-to-know” principles, those with legitimate authority should be able to obtain required datasets without delays or complex processes. Establishing clear roles and responsibilities for data stewardship, including publishing data owners and stewards, will increase awareness, improve transparency, and enable timely access. This approach will strengthen collaboration, enhance operational effectiveness, and ensure that data is leveraged as a strategic resource across the organization.

The FASC welcomes the measures adopted to improve and oversee data sharing, including the “duty to share”^{Footnote 13}  principle and the creation of the Chief Data & Analytics Officer position, reporting to the CDO. Continued efforts to streamline data access will ensure employees can focus on their core responsibilities rather than navigating time-consuming processes or struggling to identify the appropriate point of contact for data access.

d. Strengthening RCMP infrastructure by investing in high-speed connectivity and robust backup systems to eliminate bottlenecks, protect critical data from loss, and support advanced analytics and AI readiness.

Several RCMP areas are facing serious infrastructure limitations that slow critical work and impact operational effectiveness and data security. Limited computing power, and slow interconnectivity speed create bottlenecks, delaying access to essential datasets, and reducing data handling capacity.

Investing in modern connectivity and backup infrastructure is essential to maintain operational efficiency, protect sensitive information, and support advanced technologies for analysis.

Theme 4: Future Readiness and AI

The FASC was encouraged to hear about current efforts to modernize RCMP’s IM/IT and develop enterprise-wide solutions capable of hosting AI powered technology and new digital applications. A recent initiative is Polly, the policy chatbot. This is a chatbot using generative AI to assist employees to navigate RCMP policy to answer questions, resulting in time savings.

While the RCMP is still far from leveraging the full potential of AI, the organization has begun adopting practical tools, such as Microsoft Power Automate Copilot. Despite some successes, persistent gaps, rooted in aging infrastructure and outdated legacy systems, continue to limit the organization’s ability to adopt and integrate new digital technologies that would be transformational for the frontline and operational landscapes.

Of note, it is important to emphasize that integrating generative AI must be accompanied by robust security measures. In addition, the FASC recognizes the importance of ensuring that any AI powered tools and resources, developed in-house or acquired, comply with the organization’s AI policies and procedures.  The Committee also understands that the RCMP has been using a gender-based analysis plus lens to effectively address any built-in bias in AI tools. The RCMP is currently developing an AI Strategy and has established guardrails to ensure ethical and secure implementation, which will help build public trust in RCMP digital initiatives.

As AI is becoming more widely adopted and embedded in many aspects of the RCMP’s digital environment, it is essential the RCMP ensures that modernization efforts also reflect the diverse needs and experiences of individuals developing, using and being impacted by modernized IM/IT solutions.

Recommendation 4: Support the RCMP transition to modern solutions, including AI, by focusing on organizational readiness and urgently modernizing aging infrastructure.

The RCMP’s legacy platforms are ill-equipped to support new technologies as they are not compatible with the latest systems. This is restricting access to the internal and external data that is required for effective AI tools.

Expanding new solutions depends on foundational upgrades and a cultural shift away from manual practices. While AI is being introduced through various initiatives, full deployment is hindered by data access and system integration challenges, limiting cross-agency scalability. In the context of frontline policing, AI has the potential to boost efficiencies and service delivery, thereby reducing administrative burdens. For example, AI technology is being used by the RCMP to transcribe field notes, generate reports, and support front-line interactions by providing real time translation from various languages during encounters with members of diverse communities. However, legacy systems with incompatible architectures remain a major barrier, restricting technology scaling and enterprise-wide adoption. To prepare for future technologies and modernize aging systems, the RCMP should consider the following actions:

a. Developing a detailed, organization-wide plan to modernize legacy systems.

The current IM/IT foundation, built on infrastructure and systems from the 1990s and early 2000s, is antiquated and unable to meet operational demands or support modernization. Legacy systems, in both government-wide administrative (such as training, recruitment, human resources, and finance) and operational areas are disconnected, preventing the seamless flow of information across platforms and access to complete data. New digital technology and applications cannot be installed because old and new architectures are incompatible.

The solution lies in unlocking and integrating data into a modern, enterprise platform. However, this requires an agile infrastructure and systems that can evolve with operational needs, which is unattainable if the RCMP continues to patch legacy systems. This approach is not viable in the long-term as it diverts organizational focus and resources towards mitigating risks and implementing temporary fixes instead of driving transformation.

The RCMP needs to develop a strategic, fully costed, phased action plan with key milestones and deliverables to replace or upgrade aging infrastructure and legacy platforms. This would provide the clarity needed to guide implementation.

Progress cannot be fully achieved before this important step is completed. Digital transformation is essential to equip the RCMP with modern, reliable technology to support its operations and mandate. Many critical systems are aging, with some approaching end of life, making them unsustainable in the long-term. These factors underscore the urgency of finding viable, enduring solutions for systems that are fundamental to policing. 

b. Establishing a centralized, well-resourced training strategy focused on digital literacy, responsible data practices, and emerging technologies like AI.

A key challenge the RCMP faces is building and maintaining a strong and skilled workforce with the ability to adapt to digital transformation. Hiring skilled professionals and adequately training its current workforce is key to ensuring RCMP readiness in using modern and efficient technology.

The FASC repeatedly heard that training is inconsistent and underfunded, varying widely across divisions and affecting both frontline and leadership roles. Frontline members often receive limited or no hands-on training before new digital technologies are introduced, resulting in inconsistent tool adoption and usage. There is a lack of structured, ongoing training programs to support digital literacy. However, some divisions are well equipped for training and onboarding, and open to being leveraged to support other divisions to ensure national consistency in training and professional standards.

A centralized digital training strategy would help bridge the existing gaps in essential knowledge and capacity required for day-to-day responsibilities. Training courses should be reviewed and focused on improving digital awareness, information classification, and responsible data handling practices to strengthen overall information management across the RCMP. The FASC has heard that staffing challenges and operational priorities sometimes mean it can be difficult for some RCMP employees, particularly RMs, to find time for mandatory training, let alone optional IM/IT training. The RCMP needs to provide stronger support and foster an environment that enables all its employees to keep up with training requirements.

Digital fluency at senior management levels, including SEC, is also critical and should be a comprehensive part of the RCMP training strategy. Leaders need more than basic awareness; they require a strong grasp of key IM/IT concepts and functions to make informed decisions, inspire confidence, and champion technology-driven change. Understanding the strategic importance and organizational impact of IM/IT should be one of the many competencies required of senior management.

The RCMP has many existing pockets of innovative work. However, a concern remains as to how that innovation is shared and amplified across the organization, slowing down modernization efforts and implementation of AI solutions. This lack of collaboration limits the impact of innovation, reduces productivity, and results in inefficient use of resources.

To address this, the RCMP needs to strengthen internal communications about available tools in order to increase awareness, promote the use of existing resources and build capacity across the organization. Improved sharing will lead to broader adoption and better resource utilization, resulting in greater efficiencies and supporting RCMP digital modernization. A comprehensive training strategy should include creating and maintaining an evergreen central repository of approved tools, applications and resources available across the RCMP to divisions and specialized users. 

c. Exploring creative solutions and fostering RCMP change management capabilities.

Moving forward requires a strong push for change. The work of change management is not new to the RCMP. An example of its effective application has been the relatively recent rollout of the BWC. The BWC initiative underscores the importance of comprehensive project planning, stakeholder engagement and integrated measures to advance change management.

Sound change management is essential for advancing any RCMP enterprise-wide approach, which requires strong support and collaboration across the organization. The FASC advises that the RCMP further embed this concept/approach into daily operations. Organizational-level change management takes time and, to be effective, must become part of a long-term cultural shift that embraces modernization even when it involves departing from traditional ways of doing the critical work the Force carries out.

Conclusion

It is imperative that the RCMP accelerate the pace of digital reform. A key step to this end is making IM/IT a core strategic priority for the organization, recognizing urgent actions are needed. Significant progress has been achieved through the RCMP Digital Strategy, and the FASC is confident that this will further advance efforts to harness data for better decision-making and operational awareness. However, recent audits and evaluations have identified persistent gaps in the organization’s digital space, particularly in data management.

Meaningful progress cannot occur until the RCMP strengthens its digital foundation; there is no quick or easy solution. Advancing in a meaningful way will require both immediate and sustained efforts. Modernization must be treated as a strategic imperative, supported by clear governance, adequate funding, and strong leadership commitment.

The CDO role will be critical in this undertaking. To succeed, this position requires not only formal authority, but also active support and collaboration from across the organization. Empowering this role with clear oversight and visible executive backing will be critical to working across divisions and units to accelerate digital reform. Digital issues must not be overlooked; rather, innovation and reform should be seen as an enabler for enterprise-wide priorities that strengthens RCMP operational readiness and its ability to keep Canadians safe.

The exploration of the RCMP digital landscape has allowed the FASC to gain a better understanding of the ongoing challenges, but also of the many bright opportunities lying ahead. The Committee encourages continued collaboration and commitment across the RCMP and hopes that the recommendations in this report will boost efforts to achieve progress and strengthen the RCMP’s digital future.

The MAB looks forward to the RCMP’s response to these recommendations. As with previous advice, an initial response outlining the RCMP’s approach to addressing the recommendations is requested within three months.

Sincerely,

Doug Moen,
Finance and Administration Standing Committee (FASC) Lead
Management Advisory Board for the RCMP

 

Annex: Executive Summary of the Management Advisory Board’s Finance and Administration Standing Committee Advisory Letter on RCMP Digital Modernization

The Management Advisory Board’s Finance and Administration Standing Committee (FASC) conducted an in-depth review of Information Management and Information Technology (IM/IT) within the RCMP to identify systemic challenges and opportunities for modernization. This review was informed by consultations with senior RCMP officials, divisional Commanding Officers, and subject matter experts during late summer and fall 2025.

Context

The topic of IM/IT became a priority for the FASC following engagements with senior officials in Specialized Policing Services, Audit and Evaluation as well as the Chief Digital Officer in late 2024 and early 2025. There was consensus that the RCMP continues to face significant IM/IT challenges stemming from an aging infrastructure, siloed legacy systems, and fragmented governance. These gaps were identified as key obstacles to the organization’s digital modernization. In addition, a 2025 RCMP Audit of Aging Information Technology identified IM/IT as an area of concern, posing potential strategic, operational, and reputational risks to the organization. These findings underscore the need for immediate action to ensure that the RCMP has the necessary resources and capabilities to support a successful digital transformation.

The FASC acknowledges that IM/IT issues are complex and multifaceted, requiring a comprehensive approach. The intention of this letter is to support the RCMP in addressing key challenges that fall within the organization’s purview and control. While recognizing that significant work is already underway, the FASC provides advice and proposes solutions that could be implemented in the short- to medium-term.

Based on research, interviews and supplementary information supplied by RCMP senior officials and associated business areas, the FASC has developed the following recommendations and related considerations, under four main themes, as follows: 

• Theme 1: IM/IT Governance and Strategic Prioritization
• Theme 2: Funding and Investment
• Theme 3: Data Management
• Theme 4: Future Readiness and Artificial Intelligence (AI)

Key Findings

• Governance gaps and a lack of strategic prioritization of IM/IT: IM/IT oversight within the RCMP is fragmented, with divisional autonomy over budgets and initiatives, and limited visibility for the CDO. This results in duplication, inefficiencies, and missed opportunities to scale solutions enterprise-wide.
• Funding Constraints: IM/IT projects suffer from sporadic and insufficient funding. Lack of integrated financial planning leads to reactive, short-term fixes rather than sustainable solutions.
• Data Fragmentation: Critical data is dispersed across multiple systems requiring manual reconciliation and slowing decision-making. Real-time analytics remain out of reach.
• Future Readiness: Legacy systems limit adoption of advanced technologies, including AI.

Recommendations

1. Make IM/IT a Core Strategic Priority: Establish clear governance and oversight mechanisms, empower the CDO, and adopt the “One RCMP” vision to unify systems and processes.
2. Implement Strategic Financial Planning: Centralize IM/IT investment planning, protect allocated funds, and integrate digital requirements into all policy and funding proposals.
3. Strengthen Data Governance and Management: Develop a comprehensive framework for data management, accelerate the national data pipeline, and clarify roles for data ownership and stewardship.
4. Prepare for AI and Emerging Technologies: Modernize legacy infrastructure, develop a phased modernization roadmap, and implement a centralized training strategy to build digital literacy and readiness.

Modernization is critical to operational effectiveness and public safety. Temporary fixes are unsustainable and increase risk exposure. Immediate action and sustained investment are required to prevent system failures and position the RCMP for future technological advancements.