2026-2027 Departmental plan
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Cat. No.: En75-1E-PDF
ISSN: 2819-0734
This publication may be reproduced for personal or internal use without permission, provided the source is fully acknowledged. However, reproduction of this publication in whole or in part for purposes of redistribution requires the prior written permission from the Canada Water Agency by contacting:
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 Minister responsible for the Canada Water Agency, 2026
Aussi disponible en français sous le titre : Plan ministériel 2026-2027 de l’Agence de l’eau du Canada
At a glance
This departmental plan details the Canada Water Agency’s (the Agency) priorities, plans and associated costs for the upcoming three fiscal years.
These plans align with the priorities outlined in the Mandate Letter, as well as the Canada Water Agency’s Vision, mission, raison d’être and operating context.
Key priorities
The Canada Water Agency identified the following key priorities for 2026-2027:
- Continue to implement the strengthened Freshwater Action Plan (FWAP) to restore, steward, and protect fresh water in Canada through effective partnerships and community-led actions.
- Continue to develop integrated policy solutions and strategies with other federal departments and agencies to address current and future freshwater challenges and opportunities.
- Continue to build a high-performing and regionally-responsive organization.
Comprehensive Expenditure Review
The government is committed to restraining the growth of day-to-day operational spending to make investments that will grow the economy and benefit Canadians.
As part of meeting this commitment, the Canada Water Agency is planning the following spending reductions:
- 2026-2027: $0.7 million
- 2027-2028: $0.7 million
- 2028-2029: $1.2 million
It is anticipated that these spending reductions will involve a decrease of approximately 13 full-time equivalents by 2028-2029.
The Agency will achieve these reductions through modernizing government operations by increasing the efficiency of internal administrative and support functions such as accounting, information technology, and human resources and leveraging new technology.
The figures in this departmental plan reflect these reductions.
Highlights for the Canada Water Agency in 2026-2027
The FWAP is a signature federal program to manage, restore, and protect fresh water. It is a major component of the federal freshwater agenda that includes delivering the Freshwater Ecosystem Initiatives (FEIs) through the Agency. The FWAP also focuses on freshwater policy, coordination and collaboration, partnerships with Indigenous Peoples, robust science, and data management. These activities advance federal leadership on fresh water, address freshwater priorities in collaboration with partners, and support the restoration and stewardship of freshwater ecosystems in Canada. FEIs deliver regional solutions to help restore and protect water quality through partner-led projects involving on-the-ground actions, strong partnerships, sound science and knowledge, collaborative governance, and effective stewardship. We will continue to support Indigenous participation in the FEIs, including advancing engagement and governance on freshwater issues, and looking for ways to incorporate Indigenous Knowledge Systems to guide local efforts. The eight FEIs are the Great Lakes, Lake Winnipeg, Lake of the Woods, St. Lawrence River, Wolastoq/Saint John River, Fraser River, Mackenzie River, and Lake Simcoe.
We will continue to work with federal departments and agencies around shared goals, coordinated responses, and collaborative governance and decision-making on freshwater stewardship and management in Canada. For example, we are engaging multiple federal departments and agencies on understanding and strengthening water security. We will also continue leading work to develop a National Freshwater Data Strategy to make it easier for Canadians to find and access freshwater data and strengthen decision-making.
Since the Agency’s launch in October 2024, we have continued to strengthen our presence and engage with partners (e.g. provincial and territorial governments, Indigenous Peoples) and stakeholders to advance freshwater stewardship and management across Canada. We are engaging through bilateral and multilateral forums to align priorities, support coordinated governance, and develop approaches to regional and national freshwater challenges. We will continue to contribute to freshwater governance and focus on regional freshwater solutions by collaborating through various water boards. This includes both domestic boards (e.g. the Prairie Provinces Water Board and the Mackenzie River Basin Board) and international boards (e.g. the International Red River Watershed Board and the Great Lakes Water Quality Board).
In 2026-2027, total planned spending (including internal services) for the Canada Water Agency is $81,026,925 and total planned full-time equivalent staff (including internal services) is 217.
Summary of planned results
The following provides a summary of the results the department plans to achieve in 2026-2027 under its main areas of activity, called “core responsibilities.”
Core responsibility: Freshwater Stewardship
Strengthening federal freshwater leadership and collaboration with partners and stakeholders to ensure Canada meets its growing freshwater challenges is a priority for the Government of Canada. Fresh water sustains life and is an irreplaceable natural resource. It is fundamental to the Canadian economy, communities, human health and well-being, and the environment. It is an integral part of Canada’s national identity and Indigenous cultures and sacred traditions. However, climate change, land-use change, pollution, and other factors are driving significant changes in fresh water in Canada. The Government of Canada is taking action to address these interlinked freshwater challenges, including major investments in a strengthened FWAP. Effective, large-scale freshwater stewardship requires shared goals, coordinated responses and funding, and collaborative decision-making. Through national and regionally responsive actions, convening and collaborating with freshwater partners and stakeholders, and policy leadership, the Canada Water Agency is working to ensure the country’s nationally significant freshwater ecosystems are clean and sustainably managed.
Please note that the planned spending and human resources figures below do not include Internal Services.
- Planned spending: $69,098,485
- Planned human resources: 161
More information about Freshwater Stewardship can be found in the full plan.
For complete information on the Canada Water Agency’s total planned spending and human resources, read the Planned spending and human resources section of the full plan.
From the Minister
It is my privilege to present the Canada Water Agency’s Departmental Plan for 2026–2027. As Canada navigates a changing climate and growing pressures on our fresh water, the Agency’s work has never been more vital. Fresh water is the lifeblood of our communities, our economy, and our ecosystems. Protecting it is essential to our prosperity, health, and resilience.
Canada faces complex freshwater challenges: more frequent floods and droughts, declining water quality in some regions, and emerging contaminants that threaten ecosystems and human health. At the same time, our water systems underpin agriculture, energy, manufacturing, and transportation—sectors that drive Canada’s economy. Ensuring water security means safeguarding both environmental and economic futures.
The Canada Water Agency is leading a collaborative, science-based approach to meet these challenges head-on. Through the strengthened Freshwater Action Plan, the Government of Canada is investing in restoring and protecting nationally significant watersheds, tackling nutrient pollution and harmful algal blooms, and advancing innovative solutions to improve water quality and ecosystem health.
Partnership remains at the heart of this work. Indigenous Peoples—First Nations, Inuit, and Métis—bring knowledge and leadership that are essential to sustainable watershed management. The Agency is committed to deepening these partnerships and integrating Indigenous Knowledge Systems throughout its programs. Collaboration across federal, provincial, and territorial governments, local communities, and international partners ensures that Canada’s approach to freshwater stewardship is inclusive and effective.
As Minister of Environment, Climate Change and Nature, and Minister responsible for the Canada Water Agency, I am proud of the progress we have made and the ambitious path ahead. This plan outlines concrete steps to enhance accountability, deepen partnerships, expand our scientific and technical capacity, and improve how we engage Canadians in federal water decision-making. Together, through innovation, cooperation, and shared responsibility, we will secure Canada’s freshwater future—so that water remains a source of life and prosperity for generations to come.
Julie Dabrusin
Minister of the Environment, Climate Change and Nature and Minister responsible for the Canada Water Agency
From the President
I am proud to present the Canada Water Agency’s Departmental Plan for 2026–2027. As one of Canada’s newest federal organizations, we are in an exciting phase—building a strong foundation for lasting impact while delivering meaningful results. This plan builds on that momentum and charts an ambitious course for the future. It reflects the Government of Canada’s vision and the unwavering dedication of our teams and partners to advance freshwater stewardship across the country.
As we look ahead, we do so with confidence, grounded in the progress we’ve made in the following areas:
- Driving action under the Freshwater Action Plan: Through the Freshwater Ecosystem Initiatives, we’ve renewed critical partnerships and supported community-led projects in eight nationally significant freshwater bodies—strengthening local capacity, restoring ecosystems, and fostering innovation.
- Advancing policy on water security: From early engagement on a review of the Canada Water Act, to launching engagement on the National Freshwater Data Strategy and convening experts and leaders through the President’s Freshwater Tables and the Federal Freshwater Committee, we are shaping the policy tools Canada needs for a resilient water future. We are also deepening collaboration with provincial, territorial, and Indigenous partners to ensure these tools reflect shared priorities and local realities.
- Building a high-performing organization: We are establishing the Canada Water Agency as a strong, stand-alone institution—expanding our presence across the country, reinforcing governance through active engagement in bodies like the International Joint Commission, Prairie Provinces Water Board, and Mackenzie River Basin Board, and amplifying Canada’s voice internationally at World Water Week and United Nations Water events. We are also working to strengthen our internal systems, culture, and capacity to deliver results with excellence and integrity.
These milestones remind us how far we’ve come—and how much more we can achieve together.
The Canada Water Agency was created to provide federal leadership on fresh water, a resource that is vital, irreplaceable, and deeply connected to Canada’s economy, environment, and identity. We deliver results for Canadians by driving collaborative solutions to freshwater challenges and addressing national and regional priorities in partnership with all orders of government, Indigenous Peoples, and stakeholders.
Water connects us all. It sustains healthy ecosystems, thriving wildlife, and key sectors such as agriculture, energy, manufacturing, tourism, and municipal development. Its protection and sustainable management are essential for the well-being of communities and the health of our planet.
We remain deeply grateful for the contributions of our partners, especially First Nations, Inuit, and Métis Peoples. Indigenous communities hold a profound relationship with water—expressed through cultural practices, spirituality, ceremonies, and languages. Their perspectives and knowledges continue to shape our approach to watershed management and strengthen our collective ability to respond to water-related challenges.
Looking ahead, the Canada Water Agency is steadfast in its commitment to protecting and restoring freshwater ecosystems, supporting water-related innovation, and engaging provincial, territorial, and Indigenous partners, as well as stakeholders and businesses. Together, we will advance priorities that benefit Canadians and their communities while exploring opportunities such as renewing key agreements and expanding our presence nationwide.
Our work is guided by values of integrity, transparency, and respect for diverse perspectives—principles that ensure accountability and trust as we deliver on our mandate.
I am eager to build on the progress we’ve achieved alongside our committed team and partners. Together, we will create enduring benefits—for our environment, our economy, and generations to come.
President,
Canada Water Agency
Plans to deliver on core responsibilities and internal services
Core responsibilities and internal services
Core responsibility: Freshwater stewardship
Description
The Canada Water Agency (the 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 Systems; and proactively collaborates on freshwater opportunities and challenges. This will be achieved by building relationships and working closely with partners (e.g., federal departments and agencies, provinces, territories, and Indigenous Peoples) and stakeholders to carry out these responsibilities.
Quality of life impacts
The Freshwater Stewardship core responsibility directly contributes to the “Environment” domain of the Quality of Life Framework for Canada. This includes the “Water quality in Canadian rivers” indicator which focuses on factors like contaminant releases and monitoring levels of contaminants in water.
This core responsibility also indirectly contributes to the “Prosperity” and “Society” Quality of Life Framework domains.
- Freshwater stewardship supports the “Employment” indicator (under Prosperity) through supporting major water basins that underpin Canada’s economic prosperity and help create jobs in sectors such as agriculture, energy, tourism, manufacturing, fishing, and recreation.
- It also supports the “Sense of pride in/belonging to Canada” indicators (under Society) 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 good water quality and healthy ecosystems underpin Indigenous traditional practices and exercise of hunting, fishing, and gathering rights as well as water-based recreation and sport activities.
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 for Freshwater Stewardship. Details are presented by departmental result.
Table 1 summarizes the targets and results for this departmental result.
| Departmental Result Indicators | Actual Results | Target | Date to achieve target |
|---|---|---|---|
| Total annual reduction of phosphorus loads from Canadian sources into priority waterbodies |
2024-2025: Lake Winnipeg: 1.81 tonnes per year Lake Erie: Not applicableTable note1 | Lake Winnipeg: 25 tonnes per year Lake Erie basin: 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 | Not applicableTable note2 | 100% | March 31, 2033 |
Table 2 summarizes the target and results for this departmental result.
| Departmental Result Indicators | Actual Results | 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) | Not applicableTable note2 | 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 2026-2027.
The Agency has identified six strategic goals that will guide our actions. Of these six goals, the following five apply to Freshwater Stewardship:
- Strategic Goal 1: Safeguard and Revitalize – We will continue to collaborate closely with provinces, territories, Indigenous Peoples, and others to maximize efforts to restore and protect the integrity of freshwater ecosystems of significant national interest so that they are healthy and support the environmental, social, and economic needs of future generations.
- Strategic Goal 2: Advise and Coordinate – We will bring together diverse perspectives and interests across the federal government and our external partners to foster collaborative, forward-looking research and analysis. This will enable us to deliver timely, evidence-based policy advice on Canada’s most pressing water challenges and opportunities, while continuously assessing and improving the effectiveness of Canada’s freshwater stewardship and management approaches.
- Strategic Goal 3: Collaborate on Freshwater Governance – We will continue to collaborate with provincial, territorial, and Indigenous partners to establish and deliver shared frameworks and goals for stewarding waters of national and regional significance. This collaborative approach to water governance will continue to respect jurisdictions and address the evolving needs and expectations of governments, businesses, and the public while ensuring the long-term sustainability of fresh water.
- Strategic Goal 4: Integrate Knowledge – We will support and fund freshwater science and deepen our understanding of Indigenous Knowledge Systems so that we can apply scientific findings and Indigenous values, perspectives, and insights to our programs and policy advice. This will accelerate the development and use of innovative solutions to restore and better use and protect fresh water.
- Strategic Goal 5: Communicate and Engage – We will inform and mobilize Canadians and partners to safeguard fresh water in Canada by providing plain language, evidence-based information in accessible formats to support knowledge generation and empower action. This will be supported by undertaking respectful engagements that deepen relationships and knowledge sharing, as well as strengthen trust in the Agency and expand participation in the organization’s programs.
The planned results in this section are organized according to the strategic goals above. For the sixth strategic goal, see the section on Internal Services.
Departmental Result: Canada has healthy freshwater ecosystems
Results we plan to achieve:
- Strategic Goal 1: Safeguard and Revitalize – We will continue to collaborate closely with provinces, territories, Indigenous Peoples, and others to maximize efforts to restore and protect the integrity of freshwater ecosystems of significant national interest so that they are healthy and support the environmental, social, and economic needs of future generations.
We will:- Engage and work with partners to restore and protect water quality and aquatic ecosystem health through the Freshwater Ecosystem Initiatives (FEIs), which are part of the strengthened Freshwater Action Plan (FWAP). FEIs deliver regional solutions to help restore and protect water quality through partner-led projects involving on-the-ground actions, strong partnerships, sound science and knowledge, collaborative governance, and effective stewardship. Many activities support restoration and protect against further degradation of water quality and ecosystem health. The eight FEIs are the Great Lakes, Lake Winnipeg, Lake of the Woods, St. Lawrence River, Wolastoq/Saint John River, Fraser River, Mackenzie River, and Lake Simcoe.
- Deliver EcoAction to accelerate community action, increase water literacy, and stimulate innovative solutions for freshwater sustainability across Canada. EcoAction supports projects that protect and sustain freshwater resources, ranging from community-focused actions to innovative projects of national relevance. While EcoAction has focused on community-led freshwater restoration and protection for some time, the Agency launched a new funding stream in March 2025 that focuses on freshwater sustainability and innovation across Canada. This stream pilots innovative or clean technology solutions to improve freshwater quality or ecosystem health. In addition to achieving economic and environmental benefits through both streams, the new stream also addresses data challenges to better inform decision-making and actions related to freshwater management.
- Engage with provincial, territorial, and Indigenous partners on national freshwater issues, including through multilateral mechanisms such as the Canadian Council of Ministers of the Environment.
- Strategic Goal 2: Advise and Coordinate – We will bring together diverse perspectives and interests across the federal government and our external partners to foster collaborative, forward-looking research and analysis. This will enable us to deliver timely, evidence-based policy advice on Canada’s most pressing water challenges and opportunities, while continuously assessing and improving the effectiveness of Canada’s freshwater stewardship and management approaches. We will:
- Work with federal departments and agencies around shared goals, coordinated responses, and collaborative governance and decision-making on freshwater stewardship and management in Canada. For example, we are engaging multiple federal departments and agencies on topics such as water security.
- Develop proactive policies and advice on innovative and creative solutions to freshwater issues that will help Canada remain water secure and resilient. This includes advancing anticipatory, whole-of-government policy analysis to develop options for implementing freshwater policy and programming.
- Continue to work collaboratively with other federal departments and agencies that lead or support delivery of federal commitments in FEIs. We will also pilot a whole-of-government approach in nascent FEIs (Fraser River) to advance coordination of federal Grants and Contribution funding.
- Strategic Goal 3: Collaborate on Freshwater Governance – We will continue to collaborate with provincial, territorial, and Indigenous partners to establish and deliver shared frameworks and goals for stewarding waters of national and regional significance. This collaborative approach to water governance will continue to respect jurisdictions and address the evolving needs and expectations of governments, businesses, and the public while ensuring the long-term sustainability of fresh water.
We will:- Initiate renewals, extensions, and approvals of various agreements and Memoranda of Understanding (MOUs). In several FEIs, our cooperation with provinces and territories is formalized through agreements and MOUs, such as the Canada-Quebec Agreement, also known as the St. Lawrence Action Plan; the Canada-Ontario Agreement (COA) on Great Lakes Water Quality and Ecosystem Health; and the Canada-Manitoba MOU Respecting Lake Winnipeg and the Lake Winnipeg Basin (Canada-Manitoba MOU). Specifically, we will initiate the renewal of the COA and a five-year extension of the Canada-Manitoba MOU, and approve the renewed Canada-Quebec Agreement (2026-2036).
- Collaborate with partners and stakeholders to restore and steward transboundary freshwater ecosystems. For example, we collaborate through domestic water boards that involve representatives from multiple provinces and territories and other federal departments (e.g., the Prairie Provinces Water Board and the Mackenzie River Basin Board). We also collaborate with the United States through international water boards such as the International Rainy-Lake of the Woods Watershed Board, the International Red River Watershed Board, and the Great Lakes Water Quality Board. The Agency also leads the implementation of the Canada-United States Great Lakes Water Quality Agreement on behalf of the Government of Canada.
- Continue to establish and maintain partnerships with First Nations, Inuit, and Métis Peoples that are rooted in respect and meaningful engagement. Strengthening collaboration with Indigenous partners to advance freshwater stewardship and recognizing Indigenous Knowledge Systems and perspectives are essential to the Agency’s work. Indigenous participation is a priority in the FEIs, and we will continue to support Indigenous participation in freshwater restoration initiatives and explore ways to enhance Indigenous representation on freshwater governance boards.
- Continue developing the Agency’s First Nations, Inuit, and Métis Strategy called “Where Waters Meet,” a transformative, Agency-wide initiative that will guide our work to strengthen collaboration and cooperation with Indigenous peoples and help advance reconciliation.
- Strategic Goal 4: Integrate Knowledge – We will support and fund freshwater science and deepen our understanding of Indigenous Knowledge Systems so that we can apply scientific findings and Indigenous values, perspectives, and insights to our programs and policy advice. This will accelerate the development and use of innovative solutions to restore and better use and protect fresh water.
We will:- Work with partners to establish indicators of water quality and aquatic ecosystem health for the Agency’s priority freshwater ecosystem initiatives to understand current conditions, assess trends, and evaluate if they are improving, unchanging, or deteriorating over time to inform restoration and protection efforts.
- Support freshwater science to understand stressors in different freshwater ecosystems to inform and improve on-the-ground actions, support evidence-informed decision making, and identify how ecosystems can be made more resilient to future impacts.
- Document, preserve, and ensure access to Indigenous Knowledge in ways that respect the First Nations Principles of Ownership, Control, Access, and Possession (OCAP) and the Principles of Ownership, Control, Access, and Stewardship (OCAS), honour the CARE Principles for Indigenous Data Governance, and respect Inuit Qaujimajatuqangit (IQ), while recognizing and deferring to community‑defined processes when communities steward and document their own knowledge.
- Strategic Goal 5: Communicate and Engage – We will inform and mobilize Canadians and partners to safeguard fresh water in Canada by providing plain language, evidence-based information in accessible formats to support knowledge generation and empower action. This will be supported by undertaking respectful engagements that deepen relationships and knowledge sharing, as well as strengthen trust in the Agency and expand participation in the organization’s programs.
We will:- Mobilize knowledge by bringing freshwater experts, partners, and stakeholders together to advance sustainable freshwater stewardship solutions that address challenges and seize opportunities. We will continue to work with a wide variety of groups, including non-government organizations, academic institutions, industry associations, businesses, and the public to develop integrated or coordinated approaches to freshwater issues.
- As part of the strengthened FWAP, continue working with partners to advance reporting on the state of waterbodies of national significance using ecosystem health indicators. Reporting on ecosystem health supports assessments of freshwater challenges and results, including the impacts of climate change; builds awareness; aids in identifying trends and prioritizing stressors; and informs decision-making and actions to restore and protect water quality and ecosystem health.
- Publish the next State of the Great Lakes report and work with partners to develop initial ecosystem health indicators for Lake Winnipeg and its basin that are informed by Indigenous perspectives. We will support partner-led state-of reporting for the Lake of the Woods FEI and begin work to advance the development of ecosystem health reporting frameworks in collaboration with partners and stakeholders for the Wolastoq/Saint John River and Fraser River.
Departmental Result: Partners and stakeholders are meaningfully engaged in freshwater stewardship
Results we plan to achieve:
- Strategic Goal 1: Safeguard and Revitalize – We will continue to collaborate closely with provinces, territories, Indigenous Peoples, and others to maximize efforts to restore and protect the integrity of freshwater ecosystems of significant national interest so that they are healthy and support the environmental, social, and economic needs of future generations.
We will:- Finalize and implement a Stakeholder Relations Strategy to guide how we engage stakeholders in developing freshwater policies, programs, and solutions. The strategy will help raise awareness, inform strategic direction, and strengthen collaboration on key issues.
- Continue seeking opportunities to formalize partnerships with external organizations to leverage freshwater expertise from across Canada and internationally.
- Continue to collaborate with stakeholders through engagement, regular meetings, and the President’s Freshwater Tables, an initiative designed to foster meaningful dialogue on freshwater issues with partners and stakeholders.
- Strategic Goal 2: Advise and Coordinate – We will bring together diverse perspectives and interests across the federal government and our external partners to foster collaborative, forward-looking research and analysis. This will enable us to deliver timely, evidence-based policy advice on Canada’s most pressing water challenges and opportunities, while continuously assessing and improving the effectiveness of Canada’s freshwater stewardship and management approaches.
We will:- Continue chairing the Federal Freshwater Committee (FFC), which brings together senior management from over twenty federal departments and agencies with freshwater-related responsibilities. The FFC is a forum for strategic discussions on federal freshwater priorities that promotes an integrated voice on fresh water and works to align federal freshwater actions, policies, and spending.
- Continue the development of the Federal Freshwater Hub, an experimental approach that embeds freshwater expertise from across the federal family within the Agency, 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.
- Represent Canada at international freshwater forums and participate in targeted exchanges with other countries. Our international engagement ensures Canada has a clear view of international water priorities, a voice in United Nations and other multilateral processes, and can align outcomes with Canadian values and priorities. For example, we are planning for Canada’s participation in the United Nations Water Conferences, which will shape the post-2030 Sustainable Development Goal Agenda.
- Strategic Goal 3: Collaborate on Freshwater Governance – We will continue to collaborate with provincial, territorial, and Indigenous partners to establish and deliver shared frameworks and goals for stewarding waters of national and regional significance. This collaborative approach to water governance will continue to respect jurisdictions and address the evolving needs and expectations of governments, businesses, and the public while ensuring the long-term sustainability of fresh water.
We will:- Build and maintain durable intergovernmental water governance mechanisms that align federal, provincial, territorial, and Indigenous perspectives and priorities to guide decision-making and coordinate action.
- Build cultural competencies for all Agency staff through knowledge sharing, training, and working with Indigenous Peoples, where possible. In addition to advancing reconciliation and building respectful relationships, a key goal of strengthening cultural competencies is to enhance the Agency’s ability to work collaboratively with First Nations, Inuit, and Métis partners. This includes working with Indigenous Peoples to support the inclusion of Indigenous Knowledge Systems into the Agency’s work, recognizing their vital role in freshwater stewardship.
- Engage First Nations, Inuit, and Métis partners on federal freshwater commitments. This includes but is not limited to the President and other senior officials undertaking visits to Indigenous communities to build understanding and advance reconciliation.
- Continue to provide distinctions-based funding for Indigenous partners through multi-year contribution agreements that enable Indigenous participation and leadership on key Agency initiatives. This includes continuing to implement an innovative approach to Great Lakes funding for First Nations through contribution agreements with First Nations organizations that include provisions for the further disbursal of funds to First Nations communities conducting on-the-ground Great Lakes science, monitoring, and stewardship projects.
- Strategic Goal 4: Integrate Knowledge – We will support and fund freshwater science and deepen our understanding of Indigenous Knowledge Systems so that we can apply scientific findings and Indigenous values, perspectives, and insights to our programs and policy advice. This will accelerate the development and use of innovative solutions to restore and better use and protect fresh water.
We will:- Improve how freshwater data are accessed, shared, and used in Canada. This includes leading the development of the National Freshwater Data Strategy (NFDS) with input from partners and stakeholders. 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.
- Continue supporting the National Freshwater Science Agenda, 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.
- Strategic Goal 5: Communicate and Engage – We will inform and mobilize Canadians and partners to safeguard fresh water in Canada by providing plain language, evidence-based information in accessible formats to support knowledge generation and empower action. This will be supported by undertaking respectful engagements that deepen relationships and knowledge sharing, as well as strengthen trust in the Agency and expand participation in the organization’s programs.
We will:- Undertake strategic communications to improve awareness of the economic, social, and environmental value of fresh water and how to protect, restore, and manage it. This includes managing the Water One Window, a centralized web presence for Canadians to easily access federal freshwater information, programs, services, reports, and other information, including links to other federal departments and agencies.
Gender-based Analysis Plus
The Agency’s Terms and Conditions enable 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. Recipients are expected to be located across Canada, with an emphasis on regions where FEIs are being implemented.
For Freshwater Stewardship, impacts of programs on gender and diversity will be measured by collecting data under the two related programs, including 1) the Freshwater Management Program and 2) the Freshwater Policy and Engagement Program.
The Freshwater Management Program aims to positively impact Canadians by contributing to improved management, protection, and restoration of fresh water. Subsequent generations, communities around FEIs, and sectors that depend on good water quality are expected to benefit. The program will support increased participation of Indigenous Peoples in freshwater management. This program collects data on Indigenous engagement in the Great Lakes, Lake Winnipeg, Lake of the Woods, St. Lawrence River, Wolastoq/Saint John River, Fraser River, Mackenzie River, and Lake Simcoe FEIs.
The Great Lakes, Lake of the Woods, and Lake Simcoe FEIs track the number of Indigenous communities and organizations that are meaningfully engaged under these FEIs, such as through funding for community-based projects or participation in decision-making processes. The Lake Winnipeg, St. Lawrence River, Wolastoq/Saint John River, Fraser River, and Mackenzie River FEIs collect data on the number of Indigenous organizations and communities whose projects or engagement have contributed to improving water quality and ecosystem health in these waterbodies.
EcoAction collects data to enable it to monitor and/or report program impacts by gender and diversity, such as youth and Indigenous participation in project activities.
The Agency will continue to apply a GBA+ lens in the development of programs and measures to advance freshwater management and ecosystem health. Existing contribution programs within the Agency will be consulted to ensure consistency.
The Freshwater Policy and Engagement Program aims to meaningfully engage a diverse range of partners and stakeholders on freshwater priorities. It supports Indigenous engagement and partnership in national freshwater priorities through a dedicated Indigenous Partnerships team and capacity funding. The program tracks the number of Indigenous communities and organizations that are meaningfully engaged in policy initiatives. To ensure that diverse needs and experiences inform and shape national freshwater policy, the Agency’s external outreach efforts will target groups who support and/or represent gender diverse and equity-seeking populations.
Planned resources to achieve results
Table 3 provides a summary of the planned spending and full-time equivalents required to achieve results.
| Resource | Planned |
|---|---|
| Spending | $ 69,098,485 |
| Full-time equivalents | 161 |
Complete financial and human resources information for the Canada Water Agency’s program inventory is available on GC InfoBase.
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.
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:
- acquisition management services
- communications services
- financial management services
- human resources management services
- information management services
- information technology services
- legal services
- materiel management services
- management and oversight services
- real property management services
Plans to achieve results
This section presents details on how the department plans to achieve results and meet targets for internal services.
As mentioned above, the Agency has identified six strategic goals that will guide our actions over the next four years. The first five goals were presented under Freshwater Stewardship. The priorities under Internal Services are related to the sixth goal:
- Strategic Goal 6: Strive for Excellence – We will continue to foster organizational excellence through strong leadership, accountability, and continuous improvement. This will be supported by clear performance objectives, results monitoring, and a culture of integrity and innovation that enables the Agency to deliver on its mandate effectively and transparently.
We will:- Continue to retain and develop a diverse and inclusive workforce. This includes leveraging a staffing framework that uses a risk-based approach to promote streamlined, cost effective, and transparent staffing processes.
- Continue to build our Human Resources infrastructure to support management in responding to the needs of employees related to recruitment, retention, safety, and well-being.
- Develop and seek approval of the Agency's first Accessibility Plan to be tabled in June 2026.
- Develop a staff engagement strategy, including change management, governance committees, information sharing, and other ways to engage staff.
- Advance excellence in public communications and brand-building by delivering clear, consistent, and engaging messaging that reflects our values, strengthens public trust, and enhances the organization’s reputation and visibility across Canada.
- Develop and seek approval of the Agency's first Security Plan and Business Continuity Plan.
- Establish and implement standalone instances of the SAP financial system, MyGCHR, and PeopleSoft for the Agency, including the development of supporting documentation and delivery of end-user training.
- Continue to ensure accountable use of public funds through integrated financial planning and budgeting, sound financial management, transparent financial operations, and effective governance that supports reliable service delivery.
- As part of the Government of Canada’s Comprehensive Expenditure Review, achieve savings through modernizing government operations by increasing the efficiency of internal administrative and support functions such as accounting, information technology, and human resources and leveraging new technology.
Planned resources to achieve results
Table 4 provides a summary of the planned spending and full-time equivalents required to achieve results.
| Resource | Planned |
|---|---|
| Spending | $ 11,928,440 |
| Full-time equivalents | 56 |
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 achieved by the end of 2025-2026.
For the mandatory minimum 5% Indigenous procurement target, the Agency is part of the government-wide phased implementation approach. The Agency is working toward meeting the minimum 5% target of contracts awarded to Indigenous businesses during the 2025-2026 fiscal year. To achieve this, we are reconciling contracting data with the Indigenous supplier database in Indigenous Services Canada to ensure contracts with Indigenous businesses are properly identified and reported.
Table 5 presents the actual results with forecasted and planned results for the total percentage of contracts the department awarded to Indigenous businesses.
| 5% Reporting Field | 2024-2025 Actual Result |
2025-2026 Forecasted Result |
2026-2027 Planned Result |
|---|---|---|---|
| Total percentage of contracts with Indigenous businesses | Not applicable | On target to be 5% or greater | Expected to be 5% or greater |
The Agency was launched in October 2024, so no results are available for 2024-2025. As the Agency begins reporting in 2025–2026, subsequent years reflect our plan to meet or exceed the Government of Canada’s minimum 5% Indigenous procurement target.
Planned spending and human resources
This section provides an overview of the Agency’s planned spending and human resources for the next three fiscal years and of planned spending for 2026-2027 with actual spending from previous years.
Spending
This section presents an overview of the department's actual and planned expenditures from fiscal years 2023-2024 to 2028-2029.
Budgetary performance summary
Table 6 presents the Agency’s spending over the past three years to carry out its core responsibilities and for internal services. Amounts for the 2025–26 fiscal year are based on actuals and forecasted spending to date.
| Core responsibilities and Internal services | 2023-2024 Actual Expenditures |
2024-2025 Actual Expenditures |
2025-2026 Forecast Spending |
|---|---|---|---|
| Freshwater Stewardship | Not applicable | $ 37,504,064 | $ 69,280,088 |
| Internal services | Not applicable | $ 5,714,709 | $ 14,043,206 |
| Total | Not applicable | $ 43,218,773 | $ 83,323,294 |
Analysis of past three years of spending
The Agency was launched on October 15, 2024, therefore there are no reported expenditures in 2023-2024. The expenditures for 2024-2025 reflect a partial fiscal year (October 15, 2024 to March 31, 2025). Forecasted spending for 2025-2026 shows a significant increase from 2024-2025 levels as 2025-2026 is the Agency’s first full fiscal year of operation.
More financial information from previous years is available on the Finances section of GC Infobase.
Table 7 presents the Agency’s planned spending over the next three years by core responsibility and for internal services.
| Core responsibilities and Internal services | 2026-2027 Planned Spending |
2027-2028 Planned Spending |
2028-2029 Planned Spending |
|---|---|---|---|
| Freshwater Stewardship | $ 69,098,485 | $ 72,486,020 | $ 69,267,214 |
| Internal services | $ 11,928,440 | $ 11,853,127 | $ 11,514,212 |
| Total | $ 81,026,925 | $ 84,339,147 | $ 80,781,426 |
Analysis of the next three years of spending
The increase in Freshwater Stewardship funding from 2026-2027 to 2027-2028 is mainly due to available funding for restoration work in the Great Lakes as part of the commitment under the Canada-U.S. Great Lakes Water Quality Agreement. This project includes the implementation of contaminated sediment management projects to support restoration of water quality and ecosystem health in all 14 Canadian Great Lakes Areas of Concern within the next 15 years.
The decrease in funding from 2027-2028 to 2028-2029 is mainly due to a decrease in contributions to support freshwater stewardship. Budget 2023 announced a major investment to support Canada’s fresh water, including $650 million over ten years, starting in 2023-2024, to support monitoring, assessment, and restoration work through the implementation of FEIs in the Great Lakes, Lake Winnipeg, Lake of the Woods, St. Lawrence River, Fraser River, Wolastoq/Saint John River, Mackenzie River, and Lake Simcoe. Funding for this work has a fluctuating contribution from year to year to align with the planned 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 1: Approved funding (statutory and voted) over a six-year period
Graph 1 summarizes the department's approved voted and statutory funding from 2023-2024 to 2028-2029.
Text description of Graph 1
The green bars represent voted funding and the blue bars represent statutory funding.
There is no voted or statutory funding for 2023-24 because the Agency was launched in October 2024.
This graph shows voted and statutory funding in dollars for the Agency over a six-year period from 2023-24 to 2028-29.
| Fiscal year | Total | Voted | Statutory |
|---|---|---|---|
| 2023-2024 | Not applicable | Not applicable | Not applicable |
| 2024-2025 | $ 44,923,941 | $ 43,218,773 | $ 1,705,168 |
| 2025-2026 | $ 83,323,294 | $ 79,385,363 | $ 3,937,931 |
| 2026-2027 | $ 81,026,925 | $ 76,938,129 | $ 4,088,796 |
| 2027-2028 | $ 84,339,147 | $ 80,233,031 | $ 4,106,116 |
| 2028-2029 | $ 80,781,426 | $ 76,746,839 | $ 4,034,587 |
Analysis of statutory and voted funding over a six-year period
The approved funding in 2025-2026 shows a significant increase from 2024-2025 levels. This is due to the 2024-2025 funding reflecting a partial fiscal year from the Agency’s inception on October 15, 2024 to March 31, 2025.
The decrease in funding from 2025-2026 to 2026-2027 is mainly due to the sunset of funding for certain engagement activities.
The increase from 2026-2027 to 2027-2028 is mainly due to funding for restoration work in the Great Lakes as part of the commitment under the Canada-U.S. Great Lakes Water Quality Agreement, including implementing contaminated sediment management projects to support restoration of water quality and ecosystem health in all 14 Canadian Great Lakes Areas of Concern within 15 years.
The above includes a decrease in funding from 2026-2027 to 2028-2029 as part of the Government of Canada’s Comprehensive Expenditure Review and a sunsetting of contributions to support freshwater stewardship. The Agency will achieve savings as part of the Comprehensive Expenditure Review through modernizing government operations by increasing the efficiency of internal administrative and support functions such as accounting, information technology, and human resources and leveraging new technology.
For further information on the Agency’s departmental appropriations, consult the 2026-2027 Main Estimates.
Future-oriented condensed statement of operations
The future-oriented condensed statement of operations provides an overview of the Agency’s operations for 2025-2026 to 2026-2027.
Table 8 summarizes the expenses and revenues which net to the cost of operations before government funding and transfers for 2025-2026 to 2026-2027. 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.
| Financial information | 2025-2026 Forecast results | 2026-2027 Planned results | Difference (Planned results minus forecasted) |
|---|---|---|---|
| Total expenses | $ 95,212,801 | $ 100,736,986 | $ 5,524,185 |
| Total revenues | $ 10,618,714 | $ 16,316,565 | $ 5,697,851 |
| Net cost of operations before government funding and transfers | $ 84,594,087 | $ 84,420,421 | ($ 173,666) |
A more detailed Future-Oriented Statement of Operations and associated Notes for 2026-2027, including a reconciliation of the net cost of operations with the requested authorities, is available on the Agency’s website.
Human resources
This section presents an overview of the department’s actual and planned human resources from 2023-2024 to 2028-2029.
Table 9 shows a summary of human resources, in full-time equivalents, for the Agency’s core responsibility and for its internal services for the previous three fiscal years. Human resources for the 2025-2026 fiscal year are forecasted based on year to date.
| Core responsibilities and Internal services | 2023-2024 Actual full-time equivalents |
2024-2025 Actual full-time equivalents |
2025-26 Forecasted full-time equivalents |
|---|---|---|---|
| Freshwater Stewardship | Not applicable | 80 | 165 |
| Internal services | Not applicable | 27 | 58 |
| Total | Not applicable | 107 | 223 |
Analysis of human resources over the last three years
FTEs in 2024-2025 reflect a partial year for the Agency from its inception on October 15, 2024 to March 31, 2025. The increased FTEs in 2025-2026 reflect the first full fiscal year of operations for the Agency.
Table 10 shows information on human resources, in full-time equivalents, for the Agency’s core responsibility and for its internal services planned for the next three years.
| Core responsibilities and internal services | 2025-2026 Planned full-time equivalents |
2027-2028 Planned full-time equivalents |
2028-2029 Planned full-time equivalents |
|---|---|---|---|
| Freshwater Stewardship | 161 | 159 | 159 |
| Internal services | 56 | 54 | 49 |
| Total | 217 | 213 | 208 |
Analysis of human resources for the next three years
The decrease in FTEs from 2026-2027 to 2028-2029 is due to a decrease in funding as part of the Government of Canada’s Comprehensive Expenditure Review. The Agency will achieve savings through modernizing government operations by increasing the efficiency of internal administrative and support functions such as accounting, information technology, and human resources and leveraging new technology. The reduction in FTEs will take place over time, with the Agency’s originally planned FTEs in 2026-2027 decreasing by 4 (from 221 to 217); further decreasing by 4 FTEs in 2027-2028 (from 217 to 213); and further decreasing by 5 FTEs in 2028-2029 (from 213 to 208), for a total decrease of 13 FTEs as part of the Comprehensive Expenditure Review.
Supplementary information tables
The following supplementary information tables are available on the Agency’s website:
Federal tax expenditures
The 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.
Corporate information
Departmental profile
Appropriate minister:
The Honourable Julie Dabrusin, P.C., M.P.
Institutional head:
Mark Fisher
Ministerial portfolio:
Environment, Climate Change and Nature
Enabling instruments:
Year of incorporation / commencement:
2024
Departmental contact information
Mailing address:
Canada Water Agency
510-234 Donald Street
Winnipeg, Manitoba
R3C 1M8
Canada
Email:
Website:
Definitions
List of terms
appropriation (crédit) Any authority of Parliament to pay money out of the Consolidated Revenue Fund.
budgetary expenditures (dépenses budgétaires) Operating and capital expenditures; transfer payments to other levels of government, organizations or individuals; and payments to Crown corporations.
core responsibility (responsabilité essentielle) An enduring function or role performed by a department. The intentions of the department with respect to a core responsibility are reflected in one or more related departmental results that the department seeks to contribute to or influence.
Departmental Plan (plan ministériel) A report on the plans and expected performance of an appropriated department over a 3 year period. Departmental Plans are usually tabled in Parliament each spring.
departmental result (résultat ministériel) A consequence or outcome that a department seeks to achieve. A departmental result is often outside departments’ immediate control, but it should be influenced by program-level outcomes.
departmental result indicator (indicateur de résultat ministériel) A quantitative measure of progress on a departmental result.
departmental results framework (cadre ministériel des résultats) A framework that 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 2026-27 Departmental Plan, government priorities are the high-level themes outlining the government’s agenda in the 2025 Speech from the Throne.
horizontal initiative (initiative horizontale) An initiative where two or more federal departments are given funding to pursue a shared outcome, often linked to a government priority.
Indigenous business (enterprise autochtones) Requirements for verifying Indigenous businesses for the purposes of the departmental result report are available through the Indigenous Services Canada Mandatory minimum 5% Indigenous procurement target website.
non‑budgetary 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 a 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 an department, policy, program or initiative. Results are not within the control of a single department, policy, program or initiative; instead they are within the area of the department’s influence.
statutory expenditures (dépenses législatives) Expenditures that Parliament has approved through legislation other than appropriation acts. The legislation sets out the purpose of the expenditures and the terms and conditions under which they may be made.
target (cible) A measurable performance or success level that an organization, program or initiative plans to achieve within a specified time period. Targets can be either quantitative or qualitative.
voted expenditures (dépenses votées) Expenditures that Parliament approves annually through an appropriation act. The vote wording becomes the governing conditions under which these expenditures may be made.