Details on transfer payment programs

Ongoing

Grants and Contributions

Appropriation Annually through Estimates

2021-22

The Department's interventions facilitate the advancement of gender equality

Community Action and Innovation

The Gender-Based Violence (GBV) Program takes action under the Federal GBV Strategy It's Time: Canada's Strategy to Prevent and Address Gender-Based Violence (the federal GBV Strategy). This is the federal government’s contribution to the National Action Plan to End Gender-Based Violence . The GBV Program is a population-specific initiative. Its objective is to support organizations working in the GBV sector to develop and implement promising practices^{Footnote 1}. This will address gaps in supports for underserved groups of victims and survivors in Canada.

Funding is provided to eligible organizations in support of projects at the local, regional, and national levels. Funding is available for time-specific projects that address gaps in supports for specific groups of survivors. This includes underserved groups such as:

• Indigenous women and their communities
• racialized women
• 2SLGBTQI+ persons
• non-status/refugee/immigrant women
• women living in northern, rural, and remote communities
• women with disabilities

In 2019, funding of $10 million over 5 years, and $2 million ongoing was announced for the Department for Women and Gender Equality (WAGE) as part of the Government of Canada's National Strategy to Combat Human Trafficking (National Strategy). This funding supports:

• development, testing and implementation of innovative and empowering promising practices that reduce the risk of at-risk populations of being trafficked
• trauma-informed supports for victims and survivors of human trafficking

This initiative uses the established Terms and Conditions of the GBV Program while aligning under the Performance Measurement, Reporting, and Governance structure of the National Strategy.

The Program does not have repayable contributions.

Projects are still being implemented. A description of the work, as well as short-term and medium-term results, are listed for 2024-25.

WAGE continued to support over 190 projects, providing a total of over $118 million in 2024-25. Funding for this Program helps service providers, organizations, governments, and others working to prevent GBV, to increase collaboration, and to support victims, survivors, and their families.

Projects supported in 2024–2025 included (but are not limited to) those implemented following the 2023 Call for Proposals (CFP) to Address GBV through Promising Practices and Community-based Research. The Promising Practices stream of the CFP aimed to strengthen the GBV sector through projects that develop, implement, and assess promising practices, or scale a successful promising practice.

The following are examples of new projects funded by WAGE in 2024-25 to reduce GBV. Projects range from developing promising practices as well as raising awareness and tools to support the end of GBV.

WAGE provided funding for the Regroupement des maisons pour femmes victimes de violence conjugale to develop and implement a promising practice across the province of Quebec, which will equip workplaces to improve the protection of immigrant employees who are victims of conjugal violence and to strengthen the GBV sector. In 2024–2025, the organization completed the following initiatives:

• Practical Guide for Employers and Unions – Creating a Safe and Supportive Workplace for Immigrant Employees Who Are Victims of Conjugal Violence
• Information kit for workplace resource persons – Supporting immigrant women who are victims of conjugal violence
• Information Brochure – Facing conjugal violence: allies, resources, and rights for immigrant women

 In response to the creation of these tools, content was developed for the following conferences and training sessions: Awareness conference for employers, unions and human resources managers; Awareness conference for employees; and Training for workplace resource persons. The Regroupement des maisons pour femmes victimes de violence conjugale hosted conferences and training sessions for various organizations, bringing together leaders, unions, human resources managers and employees. This enabled the organization to reach a wide range of sectors, including public health, education, technology, government, municipalities, early childhood centres and community organizations. In total, more than 70 participants from 42 different organizations took part in these conferences.

Personalized support was also offered, such as:

• Specific support related to the situation of an immigrant employee facing conjugal violence
• The development of action plans to prevent and address conjugal violence in the workplace
• Assistance in reviewing and improving policies and tools on conjugal violence

Funding to advance promising practices to prevent gender-based violence enabled Future Black Female to recruit, train, and mobilize Black youth, including boys and men, as facilitators of discussions about GBV and intimate partner violence (IPV). They finalized their Black Youth Advocate Training Handbook a training and facilitation manual that addresses GBV and IPV faced by Black youth. This tool formed the basis for training the approximately 30 facilitators they recruited. The training focused on building an understanding of the many facets of GBV/IPV:

• conflict resolution
• intersectionality and cultural responsiveness
• trauma-informed approaches
• self-care practices for facilitators

Afrocentric perspectives and the specific experiences of Black youth were emphasized throughout the training.

The following are examples of the results and outcomes of 79 GBV projects that were included in the 2024-25 fiscal year results analyses.

The Canadian Multi Agency Risk Assessment Conference Model (MARAC), adapted by the Woman Abuse Council of Toronto (WomanACT) was tested in Grey Bruce and Perth Counties to support domestic abuse survivors through coordinated risk management. Both communities formed steering and member committees with agency leaders and practitioners to address challenges and create solutions.

In Perth County, the MARAC model was successfully sustained with the support of local agencies. While there have been some sustainability challenges due to frequent leadership transitions among community partners in Grey Bruce, WomanACT has found that other communities and agencies are also interested in MARAC and are hoping to introduce it in more communities across the province. 

At the time of reporting, all participating practitioners indicated that the approach increased domestic abuse survivor safety because of information shared.

The Before it Happens: Building Rural, Northern and Indigenous Capacity for Reducing Vulnerabilities to Gender-Based Violence project run by the Catholic Family Services of Prince Albert is a 29-month project. It developed and implemented a promising practice of introducing the Vulnerability Reduction Protocol into 52 rural, northern and Indigenous communities to address the root causes of gender-based violence. Catholic Family Services achieved this by sharing knowledge of the tools they developed to reach those who are vulnerable to domestic violence before they are at risk and work to take the stigma out of the equation. The project increased commitments, capacity, and opportunity of 56 different human services organizations working with Indigenous women. Catholic Family Services also provided training to help implement their protocol to fit local communities and foster collaboration between community organizations.

Of the 56 different service organization project partners identified in the final report (in 52 northern Saskatchewan communities), 26 had implemented the developed model and another 18 had indicated that they intended to implement it. Through these partnerships, the project team was able to assist human service professionals in 352 support interactions with northern Saskatchewan residents.

The Coordinated Access to Support Exit (CASE) project run by the YWCA Halifax was a 38-month project. It developed and implemented the Coordinated Access to Support Exit (CASE) model. This model advanced knowledge and enhanced supports for at-risk populations and survivors of human trafficking in Nova Scotia. This was achieved by:

• developing wraparound case conferencing tables for those attempting to leave the sex trade;
• providing culturally relevant, trauma-informed and responsive resources to front-line service providers developed by African Nova Scotian, Indigenous, and 2SLGBTQIA+ community experts
• increasing access to safe houses through the CASE emergency fund
• assessing the efficacy of coordinated access as a meaningful community-based tool to combat human trafficking

At the time of reporting, the project had benefitted 85 people.

The sector now has a new model of collaborative service provision for victims and survivors of human trafficking that was tested and found to be successful. During this project, victims and survivors of human trafficking were supported as they exited the sex trade, began their healing journey, and reintegrated into their communities. Wraparound services, such as access to peer support workers, trauma counselling, service navigators, public health nurses, legal advice, and government services, were developed and provided with a culturally competent and trauma-informed lens. In addition, an emergency fund was made available to help participants exit human trafficking. All resources were optional. They empowered participants by allowing them to choose the level of support that suited them best.

One testimonial illustrated how the approach helped the participant “get away from sex work and gave their daughter her parent back.” CASE helped them find a home in a new community where they could start over. Support included a phone, internet, a gift card to get food for their new home, help with the move, and to get new beds (which they had never had before).

WAGE funds were used to leverage other funding for the CASE survivor support fund. While no longer offering CASE, YWCA Halifax and the Nova Scotia Trafficking and Exploitation Services System have integrated key learnings from CASE in current program provisions.

GBV Outcomes and Indicators

Expected Result 1: Service providers access promising practices

• Performance Indicator 1.1: % of organizations that applied for funding through the GBV Funding Program but were not funded: 0%
• Performance Indicator 1.2: Annual expenditures to organizations funded through the GBV Funding Program: $31.4M
• Performance Indicator 1.3: # of organizations that received funding through the GBV Funding Program: 147
• Performance Indicator 1.4: # of targeted programs, resources or supports delivered by funded organizations through the GBV Funding Program: 1,035
• Performance Indicator 1.5: # of service providers reached by funded activities: 655
• Performance Indicator 1.6: # of service providers unable to access promising practices: Not available

Expected Result 2: Service providers use/apply promising practices in their policy and programming work.

• Performance Indicator 2.1: % of service providers reporting that they apply (use) or intend to apply (use) the promising practices products in their work or lives: 98%

There was no audit completed in this fiscal year.

The Summary of the Horizontal Evaluation of the National Strategy to Combat Human Trafficking was completed in 2024-25. It found, there is a continued need for the National Strategy to prevent the trafficking of individuals, support victims and survivors, and improve Canadian law enforcement’s ability to apprehend and prosecute perpetrators. WAGE GBV Directorate continues to support Public Safety on their work related to human trafficking.

WAGE continued to support organizations working in the GBV sector in developing tools and supports to better connect and engage recipients. WAGE also worked closely with recipients to support organizations’ capacity building in various ways, such as facilitating partnerships and knowledge sharing.

Ongoing

Grants and Contributions

Appropriation annually through Estimates

2024-2025

The Department's interventions facilitate the advancement of gender equality

Community Action and Innovation

The goal of the Women's Program is to advance equality for women in Canada. It works to address or remove systemic barriers to women's progress and advancement.

The Program's objective is to support action that enables women to participate fully in Canada's economic, social, and democratic life through systemic change. Grant and contribution funding are provided to eligible Canadian organizations. Funding supports local, regional, and national projects that address the following three priority areas:

• Improving women's and girls' economic security and prosperity
• Encouraging women and girls in leadership and decision-making roles
• Ending violence against women and girls

The Program facilitates collaboration and networking; develops partnerships to address horizontal issues impacting women and girls; shares knowledge; and helps organizations working to advance women's equality to access expertise, resources, and tools.

The Program does not have repayable contributions.

New and ongoing funding

In 2024–25, the Women's Program worked to advance women's full participation in Canada's economic, social and democratic life by investing more than $155.9 million in 361 new and ongoing projects. Projects are being implemented at the local, regional, and national levels, in urban, rural, and remote locations across Canada.

Completed projects results

Over the course of 2024-25, 325 final project reports were analyzed. Most aligned with one or more of the Program's three priority areas, while a few focused on broader capacity development. The following are impacts drawn from these reports.

Women's Program performance measurement outcomes, indicators, and results

Expected Result 1: Intended audiences have access to programs, resources, and supports to address barriers to women's equality

• Performance Indicator 1.1: # of targeted programs, resources and supports delivered: 5,831 (3,951 if communication tools are excluded).^{Footnote 2}
• Performance Indicator 1.2: # of people reached by funded initiatives: over 166,000 ^{Footnote 2}
• Performance Indicator 1.3: # of people unable to access programs, resources or supports: Not available.

Expected Result 2: Networks and collaborations to increase the reach, impact, and sustainability of women's equality efforts are established

• Performance Indicator 2.1: # of partnerships established, by stakeholder type: 3,300 ^{Footnote 2}
• Performance Indicator 2.2: Nature of partnerships and collaborations established: Due to changes in reporting templates implemented in 2022-23, this data was not consistently captured. The focus shifted from "Role" of partner to "Nature of Engagement". Therefore, the data is not available for 2024-25.

Expected Result 3: Intended audiences use/apply knowledge in their policy and program work to address barriers to women's equality

• Performance Indicator 3.1: % of projects that reported their intended audiences are/will be using/applying knowledge in their work or lives: 94.8%

Completed project impacts: achieving systemic change

Below are examples of projects achieving systemic change in the three priority areas.

Priority 1: Encouraging women and girls in leadership and decision-making roles: 92 projects.

Working together for equality (Leadership féminin Prescott-Russell):Regarding the participation of women at decision-making tables in politics and governance, the project succeeded in increasing female representation on municipal councils in our region by 4%. Now, two of the eight municipalities in Prescott-Russell have a gender-balanced council, despite the negative impacts of COVID on the recruitment of candidates.

Together, for greater diversity within agricultural bodies (Quebec Federation of Women Farmers): A total of eight provincial organizations (out of 37) in the Union des producteurs agricoles (UPA) overseeing 43 different regional or local unions are participating in the program developed by the Quebec Federation of Women Farmers as part of this project. In addition, Sollio Cooperative Group has also developed a working table on equity, diversity and inclusion within its structure. These organizations alone represent nearly 650 administrators who support the approach and place importance on changing their practices in order to reduce the systemic barriers to women in their structure. The UPA has also adopted a concrete plan on gender diversity and union succession. This orientation is now one of the Confederation's priority issues.

Priority 2: Improving women's and girls' economic security and prosperity: 121 projects.

Breaking Barriers (Times Change Women's Employment Service Inc.): The project involved 139 employers who participated in the initiative for over 30 months. A number of employers identified that they were applying what they have acquired from the program, changing their policies or practices, with some changes already implemented. Moreover, 32 employers reported continued work beyond the program on inclusive recruitment, retention, and advancement of women in their workplaces, by updating their policies, improving their recruitment efforts and educating their staff on diversity equity, and inclusion concepts. Some of the changed policies included the following:

• implementing a new maternity leave policy
• distributing an employee engagement survey that resulted in staff training and the creation of an employee resource group
• holding workshops delivered by Breaking Barriers on Diversity Equity and Inclusion concepts and participants reporting a notable shift in awareness afterwards, with some departments focusing on team cohesion and culture
• committing to hire from diverse pools and to address gender bias in the performance management process

Leveraging Public Sector Procurement Policies to Expand Opportunities for Women in Engineering (Ontario Society of Professional Engineers (OSPE): The project successfully developed a social procurement model for public sector engineering services procurement policies, aimed at expanding opportunities for women. Social procurement uses procurement practices to achieve societal benefits beyond just exchanging goods or services. By the end of the project, several municipalities, including Brampton, Cambridge, Ottawa, London, and Oakville, had committed to adopting parts of OSPE recommendations in their own social procurement policies. For example, Ottawa was developing its own policy and planned to include OSPE's recommendations. Oakville was also considering incorporating OSPE's language into its framework.

Additionally, a significant partnership was formed with Public Services and Procurement Canada where OSPE's resources were being leveraged to support federal policy development. The Ontario Pay Equity Commissioner also agreed to collaborate with OSPE on future initiatives to support women in engineering. These outcomes show the project's impact and how its results are being integrated into policy at various levels.

Priority 3: Ending violence against women and girls: 91 projects.

Heart Spaces (Candace House, Inc.): Over the course of the project, Candace House Inc. expanded, which enabled it to increase the number of family survivors of homicide they are able to support. The organization became a hub for community and Indigenous-led organizations, as well as police and government employees. A collaborative network of over 12 different organizations and agencies was established to discuss best practices and how they can work together to enhance the continuum of care that they seek to offer. Of these 12, 9 are Indigenous-led organizations, many of whom have specific programs focused on missing and murdered Indigenous women, girls, two-spirit, and gender-diverse people (MMIWG2S+). The project also included partnerships with the Crown Attorney's office and the police major crimes unit. This has resulted in a shift where, previously, some of the meetings between justice system professionals and families (which are often re-traumatizing) that would have taken place in government buildings are now held at Candace House, where culturally relevant support is provided.

Muslim Women: Breaking Down Barriers for Gender Equality (Healthy Muslim Families Inc.): This project conducted research and a gap analysis of gender-based violence (GBV) within the Muslim community. It:

• established a Muslim Women GBV advisory committee
• created a round table of Muslim-serving organizations
• held community engagement sessions with stakeholders
• formed a Muslim Women Career Advancement committee
• developed a healing and empowering program that is culturally appropriate, anti-racist, and trauma-informed

The project produced a range of resources, including toolkits, guides, and strategies. In 2024, its work informed a Manitoba MLA's Bill on Intimate Partner Violence. The project's work continues, with the funding recipient now collaborating with the Canadian Women's Foundation, SEED Winnipeg and Winnipeg Community Foundation to expand its impact.

No audits were undertaken in this fiscal year.

An evaluation of the Women’s Program is currently underway and is expected to be finalized in November 2025.

The Department for Women and Gender Equality continued to develop tools and supports to better connect and engage recipients. Regional offices also worked closely with recipients to support organizations’ capacity building in various ways, such as facilitating partnerships and knowledge sharing.

2028-29

Grants and Contributions

Appropriation annually through Estimates

2024-25

The Department's interventions facilitate the advancement of gender equality

Community Action and Innovation

The objective of the Equality for the SSOGIE program is to advance social, political and economic equality with respect to sex, sexual orientation, gender identity or expression.

New and ongoing funding

In 2024-25, $37.9 million was invested in 73 new and ongoing projects to advance social, political, and economic equality based on sex, sexual orientation, gender identity or expression. Of these projects, 57 receive funding from the 2SLGBTQI+ Projects Fund, which builds on past actions by the Government of Canada to support the community while addressing systemic barriers. New and ongoing projects are being implemented at the local, regional, and national levels across Canada.

Completed project results

In 2024-25, 49 completed project final reports were analyzed. This number does not include the GBV NAP (National Action Plan to End Gender-Based Violence) provincial and territorial government annual implementation reports that were also received in this fiscal year.

Two thirds of these reports had to do with capacity development. Therefore, many of the results in the final reports were foundational and represent the building of organizational capacity. This is to be expected since this sector has only been receiving federal support for a relatively short time compared to the women's equality sector.

Many of these capacity-focused projects reported successes such as:

• increasing knowledge, expertise, resources, and awareness
• expanding networks, leadership, and cross-sectoral partnerships
• improving governance and financial sustainability

The following is an example of the results and outcomes identified in a project related to capacity building.
Through strong partnerships and collaboration with community organizations, Fierté Timmins Pride expanded its knowledge and capacity to advance 2SLGBTQ+ equality. Strategic planning, professional development, and engagement efforts—including community and board training—strengthened the organization's foundation and empowered members with key tools in areas like:

• trauma-informed practices
• harm reduction
• anti-racism
• policy development
• leadership

A paid staff member played a central role in implementing needs assessment findings, building networks, and laying the groundwork for a community hub supporting 2SLGBTQ+ individuals. Programs like the monthly peer support group helped fill critical gaps in support across the region.
To further promote equality, Fierté Timmins Pride launched a wide range of community development initiatives, including:

• Queering the Compass
• Peer support and mental health training
• Sex and Gender 101 for healthcare workers
• A lunch and learn webinar series

Collaborations with groups like the Timmins Native Friendship Centre helped foster peer leadership and inclusive programming. The organization also presented its progress at the National Fierté Canada Pride Conference, where it shared insights from the Needs Assessment and Next Steps report to help other organizations build inclusive communities that honour diverse voices and experiences.

The following is an example of the results and outcomes identified in a project related to advancing equality through other areas of focus such as leadership, gender-based violence, countering rising hate, and other areas.

This Fierté Canada Pride received a ten-month grant for the Working Together to Combat the Rise of Anti-2SLGBTQIA+ Hate project that directly impacted the lives of Canadians by increasing their security at events. This funding enabled Fierté Canada Pride to provide funding to organizations across Canada to support Pride events teams and organizers, increase their safety and security and the creation and implementation of training and resources on event safety available to Fierté Canada Pride's network and beyond. As a result of the project, 50 pride festivals and events acquired support through the program; 84% of the recipients were rural, small, and/or remote pride organizers and community groups. It helped implement safety plans, ensuring that attendees, staff, and volunteers felt secure and well supported throughout the events.

Feedback provided by the end recipients highlighted how needed this funding was in order to prevent the cancellation of events due to community safety concerns

SSOGIE Results Framework

• # of targeted programs, resources and supports delivered: 461
• # of people reached by funded initiatives: 13,132
• # of people unable to access programs or services: Not available
• # of partnerships established, by stakeholder type: 338
• Nature of partnerships and collaborations established: Due to changes in reporting templates implemented in 2022-23, this data was not consistently captured. The focus shifted from “Role” of partner to “Nature of Engagement”. Therefore, the data is not available for 2024-25.

• % of funded organizations and service providers who have increased their capacity to offer services and supports: 100% (n=21)
• # of organizations, service providers and individuals who received training to increase capacity to support and advance equity: 2,332 (this is a subset of the indicator above: # of people reached by funded initiatives)
• % of projects that reported their intended audiences are/will be using/applying knowledge in their work or lives: 100%
• % of funded projects implemented that resulted in a change in policies and/or practices: 32%. Note that this is based on a small sample of projects (n=25), and almost all of these had durations that were 12 months or less. Therefore, these short projects have little time to realize impact.

Funding for the National Action Plan to End Gender-Based Violence

• # of individuals accessing resources, programs, and supports provided by Provincial/Territorial funding: In 2023-2024, provinces and territories have reported that more than 730,000 individuals accessed resources, programs, and supports. Results for 2024-2025 will be reported on in July 2025 and publicly available in winter 2025-2026.
• % of projects serving Indigenous partners that reported delivering resources, programs and supports that were culturally appropriate: Not available in year one since this was a partial year. Results for 2024–2025 will be reported on in July 2025 and publicly available in winter 2025-2026.
• % of projects funded through the National Action Plan that are Indigenous led: In 2023–2024, provinces and territories reported that 471 projects under the five pillars and foundation of the National Action Plan were Indigenous-led. Results for 2024–2025 will be reported on in July 2025 and publicly available in winter 2025-2026.
• % of stakeholders reporting that their GBV-related awareness has increased as a result of new initiatives: Not available in year one since this was a partial year. Results for 2024–2025 will be reported on in July 2025 and publicly available in winter 2025-2026.
• % of Indigenous partners that reported an increase in capacity to prevent and address GBV: Not available in year one since this was a partial year. Results for 2024–2025 will be reported on in July 2025 and publicly available in winter 2025-2026.

Capacity Development for Indigenous Women and 2SLGBTQI+ organizations to combat GBV. Results below are based on only four project final reports. ^{Footnote 3}

• % of Indigenous organizations that reported an increase in organizational capacity: 100% ^{Footnote 4}
• # of people who accessed programs, resources and supports delivered by Indigenous organizations: 94

Menstrual Equity Fund national pilot

• # of products distributed to participating organizations, by region, product type, and organization type: 72.7M
• # partnerships or collaborations formed by the national organization by region and organization type: 2,100 ^{Footnote 5}
• # of menstruators accessing products by region, product type, and organization type: There were over 3.5M instances of people accessing products. The majority of these were low-income individuals, followed by racialized individuals, youth, and individuals living in a northern, rural, or remote area ^{Footnote 6}
• % of participating organizations reporting insufficient product supply to meet demand by region, product type, and organization type: The percentage is not available. However, based on available data, 97 organizations reported shortages: 26 for pads, 2 for reusables, and 69 for tampons. The Department for Women and Gender Equality (WAGE) cannot determine whether shortages were due to actual supply gaps, brand or style preferences, a desire to expand distribution sites, or other reasons.
• # of targeted education and awareness programs, resources, and supports provided: 292
• # of menstruators reached by education and awareness activities implemented: 21,149
• % of organizations establishing new partnerships or collaborations, by region of people reached by funded initiatives: The percentage is not available at time of reporting due to data limitations. Based on available data for 530 partnerships (out of an approximate number of 2,100 direct and indirect partnerships), 202 of these were “new.”
• % of organizations that reported their target population has increased awareness of menstruation and period poverty: Currently not available
• Ways in which access to menstrual products has positively impacted the lives of those in need: 66% of participating organizations that submitted comments on the positive impact of the Menstrual Equity Fund (MEF) indicated that the activity improved the financial situation of their clients and freed up money for other essentials like food, shelter, transportation, and other expenses. ^{Footnote 7}

Select comments provided by participating organizations include:

“By providing access to free products, it’s helped the women and their families reduce costs in their household. There are families that have multiple individuals menstruating and the impact for those families is significant. The cost of these products when there is an urgent need is really high, especially from convenience stores. It has helped reduce some financial burden from families who are already facing significant challenges.”

“100% of participants in the pilot project live rurally and experience low income, food insecurity, and barriers with transportation. Having a regular supply of menstrual products helped boost mental health, hygiene and peace of mind for all clients. The biggest barrier faced with clients is being unable to afford a necessity like menstrual products, and being forced to choose between menstrual hygiene and having their food needs met.”

“Your workshop at the centre has actually impacted our youth! I have a youth who has been using your diva cups religiously and has said it has changed how they feel about their period. So, thank you so much for giving the youth the opportunity to explore different forms of menstrual health!”

No audits were undertaken in this fiscal year.

The evaluation of the National Action Plan to End Gender-based Violence is currently underway. It should be finalized in 2027.

An evaluation of the Equality for Sex, Sexual Orientation, Gender Identity and Expression Program and of the 2SLGBTQI+ Secretariat is scheduled to be completed in fiscal year 2027–2028.

An evaluation of MEF will be conducted. Preliminary findings are expected in 2026–2027 and the final report is expected by the 2027–2028 fiscal year.

The Department for Women and Gender Equality regularly engaged applicants and recipients to ensure their concerns were understood and considered. Regional offices also worked to connect and support organizations and to facilitate partnerships and knowledge sharing.