2025-2026 Departmental Plan
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Cat. No.: En75-1E-PDF
ISSN: 2819-0734
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Canada Water Agency
510-234 Donald Street
Winnipeg, Manitoba
R3C 1M8
Canada
Email: water-eau@cwa-aec.gc.ca
© His Majesty the King in Right of Canada, as represented by the President of the Canada Water Agency and the Minister responsible for the Canada Water Agency, 2025
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From the Minister
It is my pleasure to introduce the Canada Water Agency's inaugural Departmental Plan for 2025-2026. The creation of the Agency marks a significant step in our shared commitment to protecting and sustaining Canada’s fresh water – a critical foundation for the strength of our economy, the health of our communities, and the resilience of our ecosystems.
Canada faces increasing freshwater challenges, including climate change, pollution, habitat degradation, and pressures on water quality and availability. The Canada Water Agency focuses on restoring and protecting these vital ecosystems, advancing initiatives that address pollution while building ecosystem resilience, and ensuring sustainable freshwater management for generations to come. Its work helps secure the water resources our economy depends on – from agriculture and manufacturing to municipal services and sustainable development.
This plan reflects the Government of Canada’s commitment to restoring and protecting freshwater quality and freshwater ecosystem health. By supporting these efforts, we also contribute to protecting biodiversity and fostering meaningful partnerships with Indigenous peoples. First Nations, Inuit, and Métis people, knowledge, and leadership are key to building a more collaborative and sustainable approach to watershed management, and I thank them for their continued partnership.
Through innovation, science-based action, and partnerships, the Canada Water Agency will lead efforts to restore freshwater ecosystems, protect water quality, and support the sustainability of vital ecosystems – including those that underpin economic growth and community well-being. The Agency’s work will strengthen collaboration across federal, provincial, and territorial governments, and Indigenous partners, as well as with stakeholders and local communities.
As Minister of Environment and Climate Change and Minister responsible for the Canada Water Agency, I am proud to support the Agency as it continues its work. Together, we will build a future where water remains a source of life, sustainability, and prosperity for all Canadians.
The Honourable Julie Dabrusin
Minister of Environment and Climate Change and Minister responsible for the Canada Water Agency
From the President
I am proud to present the Canada Water Agency's inaugural Departmental Plan for 2025-2026, marking a significant milestone in the establishment of the Agency. This Plan reflects not only the Government of Canada's vision but also the collective effort of dedicated individuals, teams, and partners who worked tirelessly to bring the Agency to life.
The Canada Water Agency was created to provide federal leadership on water, a vital and irreplaceable part of Canada’s economy and environment. Our role is to deliver results for Canadians by driving collaborative solutions to freshwater challenges and addressing national and regional priorities in partnership with all levels of government, Indigenous peoples, and stakeholders.
Water connects us all and supports healthy ecosystems, thriving wildlife, and key sectors such as agriculture, energy, manufacturing, tourism, and municipal development. Its protection and sustainable management are essential for ensuring the well-being of all life and the health of our planet.
The success of this milestone would not have been possible without the invaluable contributions of our partners, notably First Nations, Inuit, and Métis people. Indigenous peoples in Canada have a deep and unique relationship with fresh water. This relationship is expressed through cultural practices, spirituality, ceremonies, and languages. Their perspectives and knowledge have been instrumental in shaping the Agency’s approach to watershed management and in strengthening our collective ability to address water-related challenges across the country. We are deeply grateful for their support and collaboration.
As we move forward, the Canada Water Agency remains steadfast in its commitment to protecting and restoring freshwater ecosystems in Canada. Through conservation efforts, support for water-related innovation, and engagement with governments, stakeholders, business, and Indigenous partners, we will continue to deliver on priorities that benefit Canadians and their communities.
The Public Service values and ethics that guide us are at the heart of how we conduct our work. Integrity, transparency, and respect for diverse perspectives will be the foundation of our decisions and partnerships. These principles ensure that we remain accountable to Canadians as we advance our mandate.
I look forward to building on this progress with our dedicated team, our partners, and all those who share our vision of safeguarding waters in Canada. Together, we will make a lasting impact – for our environment, our economy, and future generations.
Mark Fisher
President, Canada Water Agency
Plans to deliver on core responsibilities and internal services
Core responsibility and internal services
Core responsibility: Freshwater Stewardship
Description
The Canada Water Agency improves federal collaboration on fresh water in Canada and develops and coordinates whole-of-government approaches for Freshwater Stewardship; advances the protection and restoration of freshwater ecosystems, as informed by science and Indigenous knowledge; and proactively collaborates on freshwater opportunities and challenges. This will be achieved by building relationships and working closely with partners (e.g., other federal departments and agencies, provinces, territories, and Indigenous peoples) and stakeholders to carry out these responsibilities.
Quality of life impacts
This core responsibility contributes to the “Environment” domain of the Quality of Life Framework for Canada and, more specifically, the “Water quality in Canadian rivers” indicators through reduction of releases and monitoring levels of contaminants in water.
This core responsibility also indirectly contributes to the “Prosperity” and “Society” Quality of Life Framework domains.
- Under Prosperity, this includes the “Employment” indicator through supporting major water basins that underpin Canada’s economic prosperity and help create jobs, such as agriculture, energy, tourism, manufacturing, fishing, and recreation.
- Under Society, this includes the “Sense of pride/belonging to Canada” indicator through supporting healthy freshwater ecosystems that are a part of Canada’s national identity. It also includes the “Participation in cultural or religious practices, recreation or sport” indicator, as Indigenous traditional practices and exercise of hunting, fishing, and gathering rights may be impacted by changes to water quality that affect fish, wildlife, and plants. Water-based recreation and sport activities can also be impacted by water quality and availability.
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 Freshwater Stewardship. Details are presented by departmental result.
Table 1 provides a summary of the target and actual results for each indicator associated with the result under Freshwater Stewardship.
| Departmental Result Indicators | Actual ResultsTable note1 | Target | Date to achieve target |
|---|---|---|---|
| Total annual reduction of phosphorus loads from Canadian sources into priority water bodies. | N/A | Lake Winnipeg: 25 tonnes per year Lake Erie: 196 tonnes per year |
March 31, 2033 |
| Percentage of Freshwater Ecosystem Initiatives where freshwater quality and aquatic ecosystem health indicators are reported as good/fair, with a trend of stable or improving | N/A | 100% | March 31, 2033 |
Table 2 provides a summary of the target and actual results for each indicator associated with the result under Freshwater Stewardship.
| Departmental Result Indicators | Actual ResultsTable note1 | Target | Date to achieve target |
|---|---|---|---|
| Percentage of partners and stakeholders who indicate their experience engaging on initiatives led by the Canada Water Agency as meaningful (disaggregated by partner) | N/A | 60% | March 31, 2028 |
Additional information on the detailed results and performance information for the Canada Water Agency’s program inventory is available on GC InfoBase.
Plans to achieve results
The following section describes the planned results for Freshwater Stewardship in 2025-26.
The Canada Water Agency's integrated policy and program approach aims to improve freshwater management and stewardship in Canada to ensure it meets economic, social, and environmental needs, both current and future. For the core responsibility of Freshwater Stewardship, the Agency directly responds to Canada’s freshwater challenges and opportunities through five interconnected workstreams:
Service to Canadians - Restoring and protecting Canada’s transboundary freshwater ecosystems
Policy Leadership - Anticipating and proactively responding to Canada’s most pressing freshwater challenges and opportunities through sound public policy leadership
Cross-Country Collaboration - Creating impactful partnerships to protect Canada’s transboundary and nationally significant freshwater ecosystems
Water Literacy - Cultivating water awareness in Canada
Foundational Science & Data - Mobilizing freshwater science and data to inform decision-making
The planned activities to achieve results under Freshwater Stewardship in 2025-26 are organized according to departmental results and workstreams.
Departmental Result: Canada has healthy freshwater ecosystems
Results we plan to achieve
The Canada Water Agency will:
Through Service to Canadians:
- Via the Freshwater Ecosystem Initiatives (FEIs), support regionally-responsive
freshwater actions, including through governance, science, and diverse knowledge systems to improve ecosystem health in significant waterbodies across Canada.
FEIs are an element of the strengthened Freshwater Action Plan (FWAP). They address regional challenges and priorities through on-the-ground actions, strong partnerships, sound science and knowledge, collaborative governance, and effective stewardship. They also support opportunities for Indigenous-led stewardship to address water quality issues impacting their communities. The eight water bodies with FEIs include the Great Lakes, Lake Winnipeg, Lake of the Woods, St. Lawrence River, Wolastoq/Saint John River, Fraser River, Mackenzie River, and Lake Simcoe. The geographic extent of FEIs cover approximately 90% of Canada’s population and 40% of Canada’s surface area.
Improving freshwater quality and restoring and protecting aquatic ecosystems contributes to the 2022-2026 Federal Sustainable Development Strategy goals, the United Nation’s 2030 Agenda for Sustainable Development, and Canada’s net-zero emissions by 2050 target. A secure, clean freshwater supply is also foundational to Canada’s economic prosperity, including the prosperity of Indigenous peoples. For example, waterbodies are important for agriculture, hydroelectric power generation, marine transportation, trade relationships, commercial and recreational fishing, aquaculture, tourism, and other industries.
- Via EcoAction, support community-led actions across Canada that protect and sustain fresh water, including through innovative solutions.
Currently, there are two streams of EcoAction. Stream 1 of EcoAction is a national program that focuses on community-led freshwater restoration and protection. Building on the success of this stream, in March 2025, the Canada Water Agency (CWA) launched a new pilot stream of EcoAction focusing on freshwater sustainability and innovation across Canada. This stream focuses on piloting innovative or clean technology solutions to improve freshwater quality or ecosystem health. While both streams achieve economic and environmental benefits, the new stream also addresses data challenges to better inform decision-making and actions related to freshwater management.
Through Policy Leadership:
- Develop anticipatory policy approaches that proactively build water freshwater resilience.
The Canada Water Agency analyzes freshwater issues facing Canada 3 to 100 years from now, leveraging futures and foresight techniques to develop anticipatory policy approaches that proactively build water security and resilience, rather than reacting to challenges once they become a crisis. Policy research is based on the strongest evidence available, combining multidisciplinary perspectives and engagement with academia to develop robust analysis and proposals. For example, the Agency is collaborating with the Privy Council Office to apply behavioural science in understanding Canadian attitudes toward drought preparedness. The Canada Water Agency is also working to strengthen partnerships with First Nations, Inuit, and Métis Knowledge holders. - Lead periodic reviews of federal freshwater policy frameworks and strategies with other federal departments and agencies to ensure Canada’s approach to freshwater management is strategic and fit-for-purpose in the context of current and future freshwater challenges and opportunities.
One example of this is the Canada Water Act review, which was included in the United Nations Declaration on the Rights of Indigenous Peoples Act Action Plan measures. The CWA is undertaking policy research to support this review and has begun pre-engagement discussions with provincial and territorial governments, Indigenous peoples, and other federal departments and agencies.
The CWA leverages collaborative mechanisms such as the Federal Freshwater Committee and partnerships with provinces, territories, and Indigenous partners to ensure that policy reviews and strategies are horizontal, multidisciplinary, and responsive to user needs.
Through Cross-Country Collaboration:
- Collaborate with provincial and territorial governments, First Nations, Inuit, and Métis partners, international organizations and other countries, and stakeholders to address freshwater challenges.
In addition to coordinating across the Government of Canada, the CWA collaborates with external partners and stakeholders to solve complex freshwater issues. For example, in several FEIs, the CWA’s cooperation with provinces and territories is formalized through agreements and Memoranda of Understanding (MOUs) with other governments (e.g. the Canada-Quebec Agreement, the Canada-Ontario Agreement on Great Lakes Water Quality and Ecosystem Health, and the Canada-Manitoba Memorandum of Understanding Respecting Lake Winnipeg and the Lake Winnipeg Basin). The CWA engages federally and bilaterally with provinces and territories on specific issues (e.g., the review of the Canada Water Act and the development of a National Freshwater Data Strategy), and multilaterally through the Canadian Council of Ministers of the Environment.
The CWA collaborates through domestic water boards that involve multiple provinces and territories and other federal departments (e.g., the Prairie Provinces Water Board and the Mackenzie River Basin Board), and international water boards (e.g., the International Rainy-Lake of the Woods Watershed Board, the Red River Watershed Board, and the Great Lakes Water Quality Board) with the United States. The Canada Water Agency leads the implementation of the Canada-United States Great Lakes Water Quality Agreement on behalf of the Government of Canada.
First Nations, Inuit, and Métis partners are also essential to the Agency’s work. Indigenous participation in freshwater stewardship is a priority in the eight FEIs. This includes providing financial support for Indigenous-led actions, such as community-based monitoring and the use of Indigenous Knowledge Systems. The CWA is working with First Nations, Inuit, and Métis partners to develop plans for meaningful engagement on the Canada Water Act review.
The CWA also represents Canada in international freshwater forums and participates in targeted bilateral exchanges with other countries. The CWA’s multilateral engagement ensures Canada has a clear view of international water agendas, a voice in United Nations and other multilateral processes, and can align outcomes with Canadian values and priorities. For example, the CWA is leading Canada’s input to the 2026 United Nations Water Conference, which will shape the post-2030 Sustainable Development Goal Agenda.
Finally, the CWA is committed to working with a wide variety of stakeholders, including non-government organizations, academic institutions, industry associations, businesses, and the public to develop integrated approaches to freshwater issues. The CWA collaborates with stakeholders through consultation, regular meetings, and the President’s Freshwater Tables, an initiative designed to foster meaningful dialogue on freshwater issues with partners and stakeholders.
Through Freshwater Literacy:
- Advance and establish a framework for state of freshwater reporting for major waterbodies across Canada.
Reporting on ecosystem health facilitates a comprehensive assessment of freshwater challenges and results, including the impacts of climate change; builds awareness; aids in identifying and prioritizing stressors; and informs decision-making and actions to restore and protect water quality and ecosystem health. As part of the strengthened Freshwater Action Plan, reporting on the state of waterbodies of national significance is being advanced collaboratively with partners and includes ecosystem health indicators.
Departmental Result: Partners and stakeholders are meaningfully engaged in freshwater stewardship
Results we plan to achieve
The Canada Water Agency will:
Through Policy Leadership:
- Lead meaningful engagement across Government of Canada departments and agencies with freshwater-related responsibilities to develop integrated and effective policy approaches to freshwater challenges and opportunities.
The CWA brings a whole-of-government approach to freshwater management and stewardship. One example is the Federal Freshwater Committee (FFC), which the Canada Water Agency chairs. The FFC brings together senior management from 26 federal departments and agencies with freshwater-related activities. The FFC is a forum for strategic discussions on freshwater priorities; promotes an integrated voice on fresh water; and works to align freshwater actions, policies, and spending.
Another example is the Federal Freshwater Hub, an experimental approach that embeds freshwater expertise from across the federal family within the CWA, breaking down silos and creating whole-of-government solutions to freshwater challenges. The Hub is an innovative testing ground for working horizontally and collaboratively. Federal departments involved in the Hub to date include Agriculture and Agri-Food Canada, Environment and Climate Change Canada, Fisheries and Oceans Canada, Natural Resources Canada, Statistics Canada, and Indigenous Services Canada.
The FFC and the Federal Freshwater Hub support whole-of-government initiatives such as the Canada Water Act review, the National Freshwater Data Strategy, the National Freshwater Science Agenda, and the Water One Window (more information below).
Through Cross-Country Collaboration:
- Finalize and implement a Stakeholder Relations Strategy.
The Stakeholder Relations Strategy will guide how the CWA engages stakeholders in shaping freshwater policy, programs, and solutions. Focused on non-governmental organizations, academia, industry, business, and the public, the strategy supports three core goals: raising awareness, informing strategic direction, and collaborating on key issues. For 2025-26, the Agency will focus on four key objectives: using engagement resources effectively, establishing a regional presence, leading sector-specific engagement, and strengthening strategic partnerships—ensuring its efforts are targeted, impactful, and aligned with its mandate.
Through Foundational Science and Data:
- Lead the development of a National Freshwater Data Strategy (NFDS) to establish guidelines and principles for how freshwater information should be organized, stored, and shared in Canada.
Freshwater data is required to make well-informed decisions and is foundational to the CWA’s work. The NFDS will aim to collate and integrate fragmented data across multiple entities (federal government, provincial and territorial governments, municipalities, Indigenous communities, academia, and industry) and standardize approaches for managing and sharing freshwater data. Once implemented, the NFDS will make it easier for Canadians to find and access freshwater data, as well as use and combine data from various sources. This, in turn, will strengthen decision-making and knowledge generation.
The CWA also leverages freshwater science led by other government departments, academia, and stakeholders to inform work across all its workstreams. For example, the CWA supports the development of the National Freshwater Science Agenda (NFSA), led by Environment and Climate Change Canada, which will guide freshwater science priorities, collaboration, and investments nationally while addressing region-specific challenges and integrating Indigenous and western scientific approaches.
- Advance collaboration with Indigenous partners and the use of their Knowledge Systems in the CWA’s work.
First Nations, Inuit, and Métis people play a crucial role as water stewards and holders of vital knowledge on water in Canada. As a result, collaboration with Indigenous people is essential for freshwater policy and management. Freshwater challenges also have specific impacts on Indigenous Peoples, as traditional practices and exercise of hunting, fishing, and gathering rights may be impacted by changes to water quality that affect fish, wildlife, and plants. Indigenous Knowledge Systems are important in informing the CWA’s work, including efforts being advanced through FEIs, the development of the NFSA and the NFDS, policy research, and reviews of Canadian federal legislative frameworks. Building on the work to date, the CWA aims to increase the Indigenous cultural competency of its employees and enable the CWA to cooperate with Indigenous partners in the respectful use of their Knowledge Systems throughout all workstreams of the CWA.
Through Water Literacy:
- Develop engaging and inclusive public education campaigns to cultivate water awareness in Canada.
One of the CWA’s communications objectives is to use sustained and strategic communications to improve awareness of the economic, social, and environmental value of fresh water and how to protect, restore, and manage it. The CWA also manages the Water One Window (WOW), a centralized web presence for Canadians to easily access federal freshwater data, programs, services, reports, and other information, including links to other federal departments and agencies.
Planned resources to achieve results
The following table provides a summary of the planned spending and full-time equivalents required to achieve results.
| Resource | Planned |
|---|---|
| Spending | $ 72,675,393 |
| Full-time equivalents | 165 |
Complete financial and human resources information for the Canada Water Agency’s program inventory is available on GC InfoBase.
Gender-based analysis plus
Data for indicators in the Departmental Results Framework and Program Inventory will be collected in a way that can be disaggregated based on partner type (Indigenous partners, provinces, territories, other federal departments and agencies), sub-groups of partners (e.g. youth groups, Indigenous grassroots organizations, Indigenous distinctions), or gender and diversity factors (e.g. sex, gender, race, other identifying factors). This approach enables the Canada Water Agency to identify differential impacts of the Canada Water Agency programming on various groups and allow for modification or tailoring of the Canada Water Agency’s engagement approach to maximize inclusiveness and achievement of results.
The Canada Water Agency’s Terms and Conditions enables contributions to a diverse range of eligible recipients, such as Indigenous partners, community-based organizations, not-for-profit organizations, industry stakeholders, research institutions and academia, amongst others. Recipients are expected to be located across Canada, with an emphasis on regions where Freshwater Ecosystem Initiatives are being implemented.
Program inventory
Freshwater Stewardship is supported by the following programs:
- Freshwater Management Program
- Freshwater Policy and Engagement Program
Additional information related to the program inventory for Freshwater Stewardship is available on the Results page on GC InfoBase.
Summary of changes to reporting framework since last year
The Canada Water Agency was established in October 2024, and as a result, there is no data available for last year.
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.
Internal Services are crucial in enhancing the Agency's ability to fulfill its commitments in an efficient, cost-effective and timely manner. This will be especially important in 2025-26 as the Agency enters its first full year of operation since its creation and continues to establish its foundation. Internal Services will provide corporate support to the Agency to ensure that it is adequately equipped to fulfill its core responsibilities by delivering on the objectives below.
The Canada Water Agency will:
- Enhance its integrated business planning process, including the delivery of the Agency’s first human resources plan to support the organization to achieve its goals and objectives by aligning human and financial resources with its overall strategic direction.
- Recruit and retain a high-performing, diverse and regionally-responsive workforce to support the delivery of the Agency’s mission.
- Provide communication services and products such as news releases, fact sheets, web content, social media, and videos to improve public participation and understanding of the Canada Water Agency.
- Ensure effective stewardship of financial resources through the delivery of the Agency’s first financial management framework and the preparation of financial reports and public accounts.
- Transition from the financial and human resources systems managed by Environment and Climate Change Canada to independent systems operated by the Agency.
- Establish robust governance, systems, and procedures to meet our obligations regarding the Policy on Service and Digital, and ensure effective management of service delivery, data, information technology, information management, and cyber security, through agreements with other government organizations.
- Advance the work on its first Accessibility Plan to be tabled in June 2026.
- Ensure that employees have the accommodations, adaptive technology, and office equipment they need to succeed in their work.
- Invest in the CWA's Security and Business Continuity Management programs to ensure that the Agency is well-positioned to address emerging threats.
- Enhance efficiencies and effectiveness in how we deliver services by leveraging other organizations’ existing infrastructure, resources, experience, and expertise through collaboration and agreements.
The following table provides a summary of the planned spending and full-time equivalents required to achieve results.
| Resource | Planned |
|---|---|
| Spending | $ 12,156,438 |
| Full-time equivalents | 58 |
Complete financial and human resources information for the Canada Water Agency’s program inventory is available on GC InfoBase.
Planning for contracts awarded to Indigenous businesses
Government of Canada departments are to award at least 5% of the total value of contracts to Indigenous businesses each year. This commitment is to be fully implemented by the end of 2024-25.
For the purpose of the mandatory minimum 5% Indigenous procurement target, the Canada Water Agency is in Phase 3, which includes 44 organizations scheduled to meet or exceed the 5% target by fiscal year 2024 to 2025. The Canada Water Agency will work toward meeting and exceeding the minimum 5 percent target of contracts awarded to Indigenous businesses, starting April 1, 2025. To achieve this objective, the Department will work to reconcile its contracts with the Indigenous supplier database at Indigenous Services Canada to ensure contracts with Indigenous businesses are properly identified and reported.
| 5% Reporting Field | 2023-24 Actual ResultTable note1 | 2024-25 Forecasted Result | 2025-26 Planned Result |
|---|---|---|---|
| Total percentage of contracts with Indigenous businesses | N/A | Expected to be 5% or greater | Expected to be 5% or greater |
Explanation of table 5
Table 5 presents the current, actual results with forecasted and planned results for the total percentage of contracts the department awarded to Indigenous businesses.
Planned spending and human resources
This section provides an overview of the Canada Water Agency’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 actual and planned expenditures from 2022-23 to 2027-28.
Graph 1 presents how the Canada Water Agency plans to spend in 2025-26 to carry out core responsibilities and internal services.
Graph 1: Planned spending by core responsibility in 2025-26
Text description of Graph 1: Planned spending by core responsibility in 2025-26
| Core responsibilities and internal services | 2025-26 planned spending (dollars) | Planned spending as a percentage of total spending |
|---|---|---|
| Freshwater Stewardship | $ 72,675,393 | 86% |
| Internal services | $ 12,156,438 | 14% |
Further explanation for the 2025-26 planned spending can be found in Table 8.
Analysis of planned spending by core responsibility
Forecasted spending for 2025-26 shows a significant increase from 2024-25 levels. This is due to the 2024-2025 forecasted spending reflecting a partial fiscal year from the Canada Water Agency’s inception on October 15, 2024, to March 31, 2025.
Budgetary performance summary
The following table presents how much the Canada Water Agency spent over the past three years to carry out its core responsibilities and for internal services. Amounts for the current fiscal year are forecasted based on spending to date.
| Core responsibilities and Internal services | 2022-2023 Actual Expenditures | 2023-24 Actual Expenditures | 2024-2025 Forecast SpendingTable note2 |
|---|---|---|---|
| Freshwater Stewardship | Not applicableTable note1 | Not applicableTable note1 | $ 41,518,001 |
| Internal services | Not applicableTable note1 | Not applicableTable note1 | $ 6,493,233 |
| Total | Not applicableTable note1 | Not applicableTable note1 | $ 48,011,234 |
Analysis of past three years of spending
2024-2025 forecast spending reflects a partial fiscal year, with forecasted spending for the Canada Water Agency from inception on October 15, 2024, to March 31, 2025.
More financial information from previous years is available on the Finances section of GC Infobase.
| Core responsibilities and Internal services | 2025-26 Planned Spending | 2026-27 Planned Spending | 2027-28 Planned Spending |
|---|---|---|---|
| Freshwater Stewardship | $ 72,675,393 | $ 68,213,311 | $ 72,103,061 |
| Internal services | $ 12,156,438 | $ 11,621,292 | $ 11,273,770 |
| Total | $ 84,831,831 | $ 79,834,603 | $ 83,376,831 |
Explanation of Table 7
Table 7 presents how much money Canada Water Agency plans to spend over the next three years to carry out its core responsibilities and for internal services.
Analysis of the next three years of spending
The decrease in Freshwater Stewardship funding from the 2025-26 to 2026-27 fiscal year is predominantly represented by the sunset of funding for some engagement activities.
More detailed financial information on planned spending is available on the Finances section of 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.
Graph 2: Approved funding (statutory and voted) over a six-year period
Text description of Graph 2: Approved funding (statutory and voted) over a six-year period
| Fiscal year | Total | Voted | Statutory |
|---|---|---|---|
| 2022-23 | Not applicableTable note1 | Not applicableTable note1 | Not applicableTable note1 |
| 2023-24 | Not applicableTable note1 | Not applicableTable note1 | Not applicableTable note1 |
| 2024-25 | $ 52,146,725 | $ 52,146,725 | $0 |
| 2025-26 | $ 84,831,831 | $ 80,893,900 | $ 3,937,931 |
| 2026-27 | $ 79,834,603 | $ 75,949,395 | $ 3,885,208 |
| 2027-28 | $83,376,831 | $ 79,491,623 | $ 3,885,208 |
Analysis of statutory and voted funding over a six-year period
The decrease in funding from the 2025-26 to 2026-27 fiscal year is predominantly represented by the sunset of funding for certain engagement activities.
For further information on Canada Water Agency’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 Canada Water Agency’s operations for 2024-25 to 2025-26.
| Financial information | 2024-25 Forecast results | 2025-26 Planned results | Difference (forecasted results minus planned) |
|---|---|---|---|
| Total expenses | $ 67,583,327 | $ 99,922,132 | $ 32,338,805 |
| Total revenues | $ 15,407,196 | $ 12,850,000 | ($ 2,557,196) |
| Net cost of operations before government funding and transfers | $ 52,176,131 | $ 87,072,132 | $ 34,896,001 |
Explanation of table 8
Table 8 summarizes the expenses and revenues which net to the cost of operations before government funding and transfers for 2024-25 to 2025-26. The forecast and planned amounts in this statement of operations were prepared on an accrual basis. The forecast and planned amounts presented in other sections of the Departmental Plan were prepared on an expenditure basis. Amounts may therefore differ.
Analysis of forecasted and planned results
Total expenses are expected to increase by $32.3 million in 2025-26 in comparison with the forecast results of 2024-25. The increase is mostly due to the 2024-25 fiscal year reflecting a partial fiscal year with the Canada Water Agency’s October 15, 2024, inception, and underspending of authorities, partially offset by a decrease in expenses related to the Randle Reef cost-shared remediation project.
Compared to fiscal year 2024-25, total revenues for 2025-26 are expected to decrease by $2.6 million mostly due to a decrease in expenses and revenue recognition related to the Randle Reef cost-shared remediation project.
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 Canada Water Agency’s website.
Human resources
This section presents an overview of the department’s actual and planned human resources from 2022-23 to 2027-28.
| Core responsibilities and Internal services | 2022-23 Actual full-time equivalents | 2023-24 Actual full-time equivalents | 2024-25 Forecasted full-time equivalentsTable note3 |
|---|---|---|---|
| Freshwater Stewardship | Not applicableTable note1 | Not applicableTable note1 | 86 |
| Internal services | Not applicableTable note1 | Not applicableTable note1 | 26 |
| Total | Not applicableTable note1 | Not applicableTable note1 | 112 |
Explanation of Table 9
Table 9 shows a summary of human resources, in full-time equivalents, for the Canada Water Agency’s core responsibilities and for its internal services for the previous three fiscal years. Human resources for the current fiscal year are forecasted based on year to date.
Analysis of human resources over the last three years
The Canada Water Agency was established in October 2024, and as a result, there is no data available from the last three years.
| Core responsibilities and internal services | 2025-26 Planned full-time equivalents | 2026-27 Planned full-time equivalents | 2027-28 Planned full-time equivalents |
|---|---|---|---|
| Freshwater Stewardship | 165 | 163 | 163 |
| Internal services | 58 | 58 | 58 |
| Total | 223 | 221 | 221 |
Explanation of table 10
Table 10 shows information on human resources, in full-time equivalents, for each of the Canada Water Agency’s core responsibilities and for its internal services planned for the next three years.
Analysis of human resources for the next three years
The decrease in FTE from the 2025-26 to 2026-27 fiscal year is attributed to the sunset of funding related to the freshwater pillars contributions agreements netted against the increased funding for the Fraser, Wolastoq/Saint John, and Mackenzie River Basins and the St. Lawrence River Basin.
Corporate information
Departmental profile
Appropriate minister: The Honourable Julie Dabrusin, P.C., M.P.
Institutional head: Mark Fisher
Ministerial portfolio: Environment and Climate Change
Enabling instruments:
Year of incorporation / commencement: 2024
Departmental contact information
Mailing address:
Canada Water Agency
510-234 Donald Street
Winnipeg, Manitoba
R3C 1M8
Canada
Telephone: 1-844-836-7799
Email: water-eau@cwa-aec.gc.ca
Website: Canada Water Agency
Supplementary information tables
The following supplementary information tables are available on Canada Water Agency’s website:
Federal tax expenditures
Canada Water Agency’s Departmental Plan does not include information on tax expenditures.
The tax system can be used to achieve public policy objectives through the application of special measures such as low tax rates, exemptions, deductions, deferrals and credits. The Department of Finance Canada publishes cost estimates and projections for these measures each year in the Report on Federal Tax Expenditures.
This report also provides detailed background information on tax expenditures, including descriptions, objectives, historical information and references to related federal spending programs as well as evaluations and GBA Plus of tax expenditures.
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, departments 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 3year 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 connects the department’s core responsibilities to its 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.
full-time 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 full-time 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 (entreprise 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, a department that meets the definition and requirements as defined by the Indigenous Business Directory.
nonbudgetary expenditures (dépenses non budgétaires)
Non-budgetary authorities that comprise assets and liabilities transactions for loans, investments and advances, or specified purpose accounts, that have been established under specific statutes or under non-statutory authorities in the Estimates and elsewhere. Non-budgetary transactions are those expenditures and receipts related to the government's financial claims on, and obligations to, outside parties. These consist of transactions in loans, investments and advances; in cash and accounts receivable; in public money received or collected for specified purposes; and in all other assets and liabilities. Other assets and liabilities, not specifically defined in G to P authority codes are to be recorded to an R authority code, which is the residual authority code for all other assets and liabilities.
performance (rendement)
What a department did with its resources to achieve its results, how well those results compare to what the department intended to achieve, and how well lessons learned have been identified.
performance indicator (indicateur de rendement)
A qualitative or quantitative 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 a department 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 a 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 a department, 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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