2025-26 Departmental Plan
ISSN: 2371-7262
Catalogue No. V96-5E-PDF
On this page
From the Chair
Christopher J. McNeil
Chair, Veterans Review and Appeal Board
I am pleased to present the Veterans Review and Appeal Board’s, (VRAB, the Board) 2025-26 Departmental Plan. This plan serves as our guide, leading us to achieve our strategic goals and priorities for 2025-26:
The Board’s priorities for 2025-2026 include:
- building on existing and new initiatives to promote an efficient appeal process;
- enhancing capacity to provide timely access to decisions to as many Veterans as possible;
- maintaining an innovative culture for continuous improvements; and
- promoting inclusion in our services and as a workplace.
The Board looks forward to continuing to serve our country’s Veterans, CAF and RCMP members, and their families, in order to provide them the benefits to which they are entitled.
Plans to deliver on core responsibilities and internal services
Core responsibilities and internal services
Core Responsibility: Appeals
Description
Provide an independent review and appeal program for disability benefits decisions made by Veterans Affairs Canada; ensure Veterans, Canadian Armed Forces and Royal Canadian Mounted Police members, and their families, receive the benefits they are entitled to for service-related disabilities.
Quality of life impacts
Considering quality of life impacts contributes to the “Good Governance” domain of the Quality of Life Framework for Canada and, more specifically, “Access to fair and equal justice (civil and criminal).” It also contributes to the “Health” domain, more specifically, “Timely access to primary care provider”; and the “Prosperity” domain, more specifically, “Financial well-being”.
Indicators, results and targets
This section presents details on the Board’s indicators, the actual results from the three most recently reported fiscal years, the targets and target dates approved in 2025-26 for Appeals. Details are presented by departmental result.
Tables 1 and 2 provide a summary of the target and actual results for each indicator associated with the results under Appeals.
Table 1: Applicants receive timely decisions.
|
Departmental Result Indicators
|
Actual Results
|
Target
|
Date to achieve
|
|---|---|---|---|
|
Percentage of Review decisions issued within 16 weeks of the applicant/representative notifying the Board their case is ready to be heard |
2021–22: 77%
2022–23: 49% 2023–24: 73% |
≥95%
|
March 2026
|
|
Percentage of Appeal decisions issued within 16 weeks of the applicant/representative notifying the Board their case is ready to be heard |
2021–22: 37%
2022–23: 40% 2023–24: 35% |
≥85%
|
March 2026
|
Table 2: Applicants receive high-quality hearings and decisions
|
Departmental Result Indicators
|
Actual Results
|
Target
|
Date to achieve
|
|---|---|---|---|
|
Percentage of Applicants who provide positive feedback about their hearing |
2021–22: Not available1
2022–23: 97% 2023–24: 97% |
≥95%
|
March 2026
|
|
Percentage of Board decisions that meet quality standards |
2021–22: 71%
2022–23: 93% 2023–24: 97% |
≥85%
|
March 2026
|
|
Percentage of Board decisions overturned by the Federal Court |
2021–22: 0.1%
2022–23: 0.4% 2023–24: 0.0% |
<2%
|
March 2026
|
Explanation of table 2
1This indicator is based on responses to questions from the Board’s Review Hearing Exit Survey, which is administered to applicants following their in-person hearing. During the global pandemic, in-person review hearings had to be suspended, except for very limited circumstances. Results for this indicator are not available for 2021-22 as the survey was not administered.
Additional information on the detailed results and performance information for the VRAB’s program inventory is available on GC InfoBase.
Plans to achieve results
The following section describes the planned results for Appeals in 2025-26.
Everything the Board does under this core responsibility aims to provide Veterans and their families with high-quality and timely hearings and decisions. In 2025-26, the Board will continue to focus on the key priorities outlined in its 2023-2028 Strategic Plan.
- Access to Justice
- Productivity
- Innovation
- People
The plan outlines clear objectives that are directly tied to our departmental results, ensuring that every initiative contributes to our overarching aim of providing high-quality and timely hearings and decisions to Veterans.
Departmental Result: Applicants receive timely decisions.
Results we plan to achieve
- Access to Justice is a key component of the Board’s mandate. The Board is continuously working to help Veterans and their families obtain access to the disability appeal process, and ultimately benefits, more quickly. In 2025-26, the Board will build on previous and new initiatives in support of increased efficiency in the appeal process, while streamlining processes to improve workload management so that Veterans and their families receive decisions quicker. To this end, the Board will:
- Foster the use of data and tools, such as dashboards and other reports, to assist with effective workload management and support informed, timely decision-making;
- Regularly monitor and report on productivity results against performance targets, identifying challenges as they arise and adjusting processes as required; and
- Review workflows and make meaningful process improvements to eliminate operational redundancies and ensure more flexible service delivery.
- In recent years, there has been a significant increase in the number of cases coming to the Board. To manage the growing workload, the Board secured both permanent and temporary funding through Budget 2023. This funding has allowed us to expand the Board’s capacity, helping to address the increased workload and reduce the backlog of cases that has built up over the years. In January 2025, eleven new temporary Members were appointed to the Board. The addition of these Members will greatly increase our capacity to conduct hearings in 2025-26, bringing the Board closer to eliminating the backlog and delivering timely decisions to Veterans and their families.
- Maintaining a culture of innovation and continuous improvement allows the Board to best serve Veterans and their families. We are continuously evolving and adapting what we do and how we do it by implementing new processes, increasing automation and leveraging technology to enhance the timeliness, and efficiency of the appeal program, so that Veterans receive decisions sooner. In 2025-26, the Board will:
- Use data to analyze workload and trends to ensure that the appropriate resources are in the right place at the right time so Veterans and their families receive timely hearings and decisions;
- Continue to explore innovations that aim to create efficiencies in the Board’s appeal program, such as Veterans Affairs Canada’s Service Health Record Search Tool. This tool enables faster identification of relevant information for a specific health condition, providing only relevant search records instead of all service health records, reducing the time it takes to prepare documentation for Board hearings;
- Streamline business processes and employ strategies and technologies that enhance operational efficiency by continuously adjusting processes and leveraging technology;
- Support the implementation of a modernized client information management system;
- Pilot the digitization of the Board’s physical documents;
- Explore opportunities to further automate the scheduling of hearings, making the processes more efficient;
- Continue to modernize our website to ensure it is user-friendly and barrier free; creating fillable web forms and reviewing website content for clarity, use of plain language, and ensuring information is up to date; and
- Encourage and support the creation and operation of employee-led networks and initiatives, such as the Board’s new Innovation Team exploring the use of artificial intelligence, devoted to raising awareness, and sharing ideas and information to support process improvement.
Departmental Result: Applicants receive high-quality hearings and decisions.
Results we plan to achieve
- Focusing on quality and consistency in decision-making ensures the Board is providing meaningful and fair access to justice. To optimize high-quality decision-making, Members must have access to relevant and timely training. In 2025-26, the Board will continue to hold training seminars where Members will be provided training on a variety of topics, such as legislation, management of hearings, and administrative law and judicial decisions. Further, the Board will continue to develop and strengthen the training programs for Members and staff involved in the adjudication process to ensure that quality decisions continue to be rendered. We will enhance our online training program, ensuring new staff are equipped to effectively carry out their roles.
- Communications and outreach are fundamental to improving and supporting access to the Board’s appeal program, while ensuring that Veterans, their families and stakeholders understand what the Board does. The Board recognizes the significance of transparent communication and the need to keep our stakeholders informed about the Board's activities, decisions, and initiatives. In 2025-26, we will continue leveraging social media platforms to improve communications and outreach with Veterans, and their families, the public, and stakeholders. The Board will build on its public awareness advertising campaign, launched in 2024-25, to ensure Veterans are informed about their right to appeal, and the services and support that are available to them if they are dissatisfied with a decision from VAC on their disability benefits. These communication and outreach efforts are designed to ensure that all participants in the appeal process are well-informed, well-prepared, and fully aware of their rights and the Board’s commitments. By increasing awareness and providing detailed information upfront, we help Veterans come to their hearings better prepared. This level of preparedness and understanding directly contributes to the quality of the hearings.
- In an effort to stay connected to Veterans, the Chair will continue to meet with many Veteran groups across the country to hear first-hand about the issues that Veterans and their families face. By meeting with various Veteran groups across the country, we gain valuable insights into the challenges and needs of Veterans and their families, which directly informs and guides improvements in the appeal process.
- Recognizing a diverse and skilled workforce is the foundation of the organization’s success, the Board will continue to manage our workforce through employee development and effective succession planning strategies, to provide the language requirements, expertise, leadership and experience needed to ensure Veterans and their families receive high-quality hearings and decisions. To this end, the Board will:
- Invest in our staff and Members by offering new opportunities to build skills and knowledge through new work experiences;
- Continue to provide training in Plain Language Writing to promote concise, plain language writing that improves readability to Veterans; and
- Support staff in learning and maintaining proficiency in their second official language.
Investing in our people
The dedicated staff and Members who work at the Board are integral to the organization successfully fulfilling its mandate. The Board recognizes that to achieve its results of providing high-quality and timely hearings and decisions, means ensuring staff and Members are supported.
The Board sets a high standard for promoting an organizational culture that is based on the values of respect, diversity and inclusion. During the reporting period, the Board will continue to focus its efforts on creating an equitable, diverse, inclusive, accessible, and bilingual work environment. In 2025-26, the Board will:
- Engage with staff and Members on key priorities such as mental health, well-being, accessibility and anti-racism through regular communication, such as quarterly conversations and staff meetings.
- Implement “Unity in Diversity”, the VRAB’s 2024-2028 Diversity and Inclusion Action Plan, which commits the Board to actions under four key pillars: Awareness and Desire; Knowledge and Ability; Recruitment, Development and Retention; and Reinforcement.
- Continue to deliver mandatory training on unconscious bias and its impacts for all managers with staffing delegations; provide harassment awareness training to new staff; and promote other training and resources related to mental health, diversity and inclusion, and anti-racism.
- Encourage staff to attend Board hearings to learn more about the Veterans we serve through hearing their stories, including through our onboarding program.
- Continue working to eliminate barriers in staffing, through reviewing staffing practices to help identify and remove systemic barriers to ensure that the Board’s recruitment and staffing processes are fair and equitable.
In 2025-26, the Board will also continue to implement its 2022-25 Accessibility Action Plan, which identifies ways to prevent and remove accessibility barriers. Next, the Board will develop its next Accessibility Action Plan (2025-28). This work will allow the Board to continue to promote inclusive programming and services for the Veterans and their families we serve, as well as for Board staff and Members.
Key risks
- While the Board has committed to meeting its service standard and eliminating the case backlog as a result of the Budget 2023 funding, there is a risk that the Board will not be able to meet the demands for timely hearings and decisions. To mitigate this risk, the Board works to improve the scheduling process, continues to explore options to bring in additional resources as required and continues to streamline processes even further, to ensure focus on delivering decisions to Veterans and their families as quickly as possible.
- Due to the complex and changing environment under which the Board operates, there is a risk that the Board will not have adequate resources in place, with the necessary skillsets and competencies to meet the organization’s evolving operational goals in the years to come. To mitigate this risk, the Board has developed a strategic human resources plan to ensure the VRAB has a skilled and agile workforce in place to effectively support the organization. Key priorities include examining the Board’s human resource capacity to identify gaps in skillsets, and recruiting strategically to respond to organizational needs; diversity and inclusion; training and development; and employee engagement and well-being.
Planned resources to achieve results
Table 3: Planned resources to achieve results for Appeals
| Resource | Planned |
|---|---|
| Spending | $23,073,258 |
| Full-time equivalents | 203 |
Complete financial and human resources information for the VRAB's program inventory is available on GC InfoBase.
Related government priorities
Gender-based analysis plus
The Board serves a diverse group of Veterans, including factors such as gender, race, ethnicity, religion, age, ability, etc. The Board applies a gender-based analysis plus (GBA Plus) lens to help ensure we take into consideration the variation in experiences and barriers that different groups face as we develop or improve our program and services. The Board recognizes that GBA Plus training for staff and Board Members is key to successful integration of GBA Plus throughout the organization. GBA Plus training is included in the Board’s mandatory training curriculum for all new employees. In 2025-26, all employees will continue to be required to take the training so they understand more about GBA Plus and how this process is used to explore the changing realities and inequalities of diverse groups of people. The integration of GBA Plus will also be supported in 2025-26 through the launch of the Board’s latest Diversity and Inclusion Action Plan.
United Nations 2030 Agenda for Sustainable Development and the UN Sustainable Development Goals
The Board is committed to supporting Canada’s efforts to implement the UN 2030 Agenda for Sustainable Development Goals (SDGs). Through its core responsibility, the Board provides an independent appeal process for Veterans who are not satisfied with their disability benefits decisions made by Veterans Affairs Canada. The core responsibility contributes to these specific SDGs.
SDG 3: Good health and Well-being
- Veterans who receive favourable decisions from the Board have access to disability benefits and services provided by Veterans Affairs Canada. These benefits and services support Veterans in improving their physical and mental health and well-being.
SDG 16: Peace, Justice, and Strong Institutions
-
The Board’s primary objective is ensuring Veterans receive the benefits to which they are entitled. The Board is continuously working to help Veterans and their families obtain access to the disability appeal process, and ultimately benefits, more quickly. This contributes to providing access to justice for all.
More information on VRAB’s contributions to Canada’s Federal Implementation Plan on the 2030 Agenda and the Federal Sustainable Development Strategy can be found in our 2023-2027 Departmental Sustainable Development Strategy.
Program inventory
Appeals is supported by the following program:
- Review and Appeal
Additional information related to the program inventory for Appeals is available on the Results page on GC InfoBase.
Internal services
Description
Internal services are the services that are provided within a department so that it can meet its corporate obligations and deliver its programs. There are 10 categories of internal services:
- management and oversight services
- communications services
- legal services
- human resources management services
- financial management services
- information management services
- information technology services
- real property management services
- materiel management services
- acquisition management services
Plans to achieve results
This section presents details on how the department plans to achieve results and meet targets for internal services.
VAC provides some internal services to the Board under a Memorandum of Understanding (MOU). This service relationship has been in place since the Board was established in 1995. It allows the Board to maximize resources by capitalizing on the significant investment VAC has made in these services, while maintaining its adjudicative independence.
The Board will continue to work within this MOU with VAC for internal services.
Planned resources to achieve results
Table 4: Planned resources to achieve results for internal services this year
| Resource | Planned |
|---|---|
| Spending | 01 |
| Full-time equivalents | 01 |
Explanation of table 4
1Internal Services to support the operations of VRAB are provided at no cost under a MOU with VAC.
Complete financial and human resources information for the VRAB’s program inventory is available on GC InfoBase.
Planning for contracts awarded to Indigenous businesses
Government of Canada departments are to meet a target of awarding at least 5% of the total value of contracts to Indigenous businesses each year. This commitment is to be fully implemented by the end of 2024-25.
The VRAB collaborates with VAC through a Memorandum of Understanding to provide procurement services, including Indigenous Procurement. As in previous years, the VRAB will work with VAC Procurement to identify new Indigenous vendors to meet or exceed the 5% target. We expect to meet or exceed the 5% target this fiscal year, including through the procurement of information technology and audiovisual equipment and office furniture.
Table 5: Percentage of contracts planned and awarded to Indigenous businesses
|
5% Reporting Field
|
2023-24 Actual Result
|
2024-25 Forecasted Result
|
2025-26 Planned Result
|
|---|---|---|---|
|
Total percentage of contracts with Indigenous businesses
|
36.64% |
7.7% |
7.9 %
|
Planned spending and human resources
This section provides an overview of the VRAB’s planned spending and human resources for the next three fiscal years and compares planned spending for 2025-26 with actual spending from previous years.
Spending
This section presents an overview of the department's planned expenditures from 2022-23 to 2027-28.
Budgetary performance summary
Table 6: Three-year spending summary for core responsibilities and internal services (dollars)
|
Core responsibilities and Internal services
|
2022-2023 Actual Expenditures
|
2023-24 Actual Expenditures
|
2024-2025 Forecast Spending
|
|---|---|---|---|
|
Appeals
|
13,620,181
|
18,124,186
|
20,769,544
|
|
Internal services
|
01
|
01
|
01
|
|
Total
|
13,620,181
|
18,124,186
|
20,769,544
|
Analysis of the past three years of spending
1 Internal Services to support the operations of the VRAB are provided at no cost under an MOU with VAC.
Planned spending for appeals increased in 2024-25 due to funding received to address increased demand for review and appeal services
More financial information from previous years is available on the Finances section of GC Infobase.
Table 7: Planned three-year spending on core responsibilities and internal services (dollars)
|
Core responsibilities and Internal services
|
2025-26 Planned Spending
|
2026-27 Planned Spending
|
2027-28 Planned Spending
|
|---|---|---|---|
|
Appeals
|
23,073,258
|
22,777,285
|
20,929,736
|
|
Internal services
|
01
|
01
|
01
|
|
Total
|
23,073,258
|
22,777,285
|
20,929,736
|
Analysis of the next three years of spending
1 Internal Services to support the operations of the VRAB are provided at no cost under an MOU with VAC.
The Board’s planned spending over the next two years is expected to remain stable. Funding in 2027-28 will reflect a slight decrease as the additional resources allocated to address increased demand for review and appeal services are reduced.
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 2022-23 to 2027-28.
![[alt text]. Text version below:](https://vrab-tacra.gc.ca/sites/default/files/2025-01/graph1.jpg)
Text description of graph 1
| Fiscal year | Total | Voted | Statutory |
|---|---|---|---|
| 2022-23 | $1,466,535 | $12,153,646 | $13,620,181 |
| 2023-24 | $1,922,077 | $16,202,110 | $18,124,187 |
| 2024-25 | $2,584,432 | $18,185,112 | $20,769,544 |
| 2025-26 | $2,832,664 | $20,240,594 | $23,073,258 |
| 2026-27 | $2,797,043 | $19,980,242 | $22,777,285 |
| 2027-28 | $2,551,693 | $18,378,043 | $20,929,736 |
Analysis of statutory and voted funding over a six-year period
The Board’s planned spending is expected to increase in 2025-2026 due to temporary funding received to address increased demand for review and appeal services.
For further information on the VRAB’s departmental appropriations, consult the 2025-26 Main Estimates.
Future-oriented condensed statement of operations
The future-oriented condensed statement of operations provides an overview of the VRAB’s operations for 2024-25 to 2025-26.
Table 8: Future-oriented condensed statement of operations for the year ended March 31, 2026 (dollars)
|
Financial information
|
2024-25 Forecast results
|
2025-26 Planned results
|
Difference (forecasted results minus planned)
|
|---|---|---|---|
|
Total expenses
|
22,271,959
|
25,140,793
|
2,868,834
|
|
Total revenues
|
0
|
0
|
0
|
|
Net cost of operations before government funding and transfers
|
22,271,959
|
25,140,793
|
2,868,834
|
Analysis of forecasted and planned results
The Board’s planned spending is expected to increase in 2025-2026 due to temporary funding received to address increased demand for review and appeal services.
A more detailed Future-Oriented Statement of Operations and associated Notes for 2025-26, including a reconciliation of the net cost of operations with the requested authorities, is available on the VRAB’s website
Human resources
This section presents an overview of the department’s actual and planned human resources from 2022-23 to 2027-28.
Table 9: Actual human resources for core responsibilities and internal services
|
Core responsibilities and internal services
|
2022-23 Actual full-time equivalents
|
2023-24 Actual full-time equivalents
|
2024-25 Forecasted full-time equivalents
|
|---|---|---|---|
|
Appeals
|
101.5
|
140.4
|
169
|
|
Internal services
|
01
|
01
|
01
|
|
Total
|
101.5
|
140.4
|
169
|
Analysis of human resources over the last three years
1Internal Services to support the operations of the VRAB are provided at no cost under an MOU with VAC.
Planned human resources for appeals increased due to funding received to address increased demand for review and appeal services.
Table 10: Human resources planning summary for core responsibilities and internal services
|
Core responsibilities and internal services
|
2025-26 Planned full-time equivalents
|
2026-27 Planned full-time equivalents
|
2027-28 Planned full-time equivalents
|
|---|---|---|---|
|
Appeals
|
203
|
200
|
188
|
|
Internal services
|
01
|
01
|
01
|
|
Total
|
203
|
200
|
188
|
Analysis of human resources for the next three years
1Internal Services to support the operations of the VRAB are provided at no cost under an MOU with VAC.
Planned human resources for appeals is expected to remain the same in 2025–26 for review and appeal services.
The subsequent decrease in human resources in 2026-27 and 2027-28 reflects the winding down of temporary funding previously received through Budget 2023.
Corporate information
Departmental profile
Appropriate minister(s):
The Honourable Jill McKnight, P.C, M.P
Institutional head:
Christopher J. McNeil
Ministerial portfolio:
Veterans Affairs
Enabling instrument(s):
Veterans Review and Appeal Board Act; Veterans Review and Appeal Board Regulations
Year of incorporation / commencement:
1995
Other:
Applications for review and appeal can be made to the Board under the following legislation:
- Pension Act;
- Veterans Well-being Act;
- War Veterans Allowance Act;
- Royal Canadian Mounted Police Pension Continuation Act; and
- Royal Canadian Mounted Police Superannuation Act.
The Board also adjudicates applications for compassionate awards made under section 34 of the Veterans Review and Appeal Board Act.
Departmental contact information
Mailing address:
Veterans Review and Appeal Board
PO Box 9900
Charlottetown, Prince Edward Island C1A 8V7
Canada
Telephone:
Toll Free in Canada and the United States
- 1-800-450-8006 (English Service) or
- 1-877-368-0859 (French Service)
From all other locations, call collect
- 0-902-566-8751 (English Service) or
- 0-902-566-8835 (French Service)
TTY:
1-833-998-2060
Fax:
1-855-850-4644
Email:
Website(s):
Supplementary information tables
The following supplementary information tables are available on VRAB’s website:
Information on VRAB’s departmental sustainable development strategy can be found on VRAB’s website.
Federal tax expenditures
VRAB’s Departmental Plan does not include information on tax expenditures.
Tax expenditures are the responsibility of the Minister of Finance. The Department of Finance Canada publishes cost estimates and projections for government wide tax expenditures each year in the Report on Federal Tax Expenditures.
This report provides detailed information on tax expenditures, including objectives, historical background and references to related federal spending programs, as well as evaluations, research papers and gender-based analysis plus.
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 document that sets out a department’s priorities, programs, expected results and associated resource requirements, covering a threeyear period beginning with the year indicated in the title of the report. Departmental Plans are tabled in Parliament each spring.
- departmental result (résultat ministériel)
- A change that a department seeks to influence. 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 factor or variable that provides a valid and reliable means to measure or describe progress on a departmental result.
- departmental results framework (cadre ministériel des résultats)
- A framework that consists of the department’s core responsibilities, departmental results and departmental result indicators.
- Departmental Results Report (rapport sur les résultats ministériels)
- A report on a department’s actual performance in a fiscal year against its plans, priorities and expected results set out in its Departmental Plan for that year. Departmental Results Reports are usually tabled in Parliament each fall.
- fulltime equivalent (équivalent temps plein)
- A measure of the extent to which an employee represents a full personyear charge against a departmental budget. Fulltime equivalents are calculated as a ratio of assigned hours of work to scheduled hours of work. Scheduled hours of work are set out in collective agreements.
- gender-based analysis plus (GBA Plus) (analyse comparative entre les sexes plus [ACS Plus])
- 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, language, race, religion, and sexual orientation.
- government priorities (priorités pangouvernementales)
-
For the purpose of the 2025–26 Departmental Plan, government-wide priorities are the high-level themes outlining the government’s agenda in the most recent Speech from the Throne.
horizontal initiative (initiative horizontale)
An initiative in which two or more federal organizations are given funding to pursue a shared outcome, often linked to a government priority.
- Indigenous business (entreprise autochtones)
-
For the purpose of the Directive on the Management of Procurement Appendix E: Mandatory Procedures for Contracts Awarded to Indigenous Businesses and the Government of Canada’s commitment that a mandatory minimum target of 5% of the total value of contracts is awarded to Indigenous businesses, a department that meets the definition and requirements as defined by the Indigenous Business Directory.
- non-budgetary expenditures (dépenses non budgétaires)
Net outlays and receipts related to loans, investments and advances, which change the composition of the financial assets of the Government of Canada. - performance (rendement)
What an organization did with its resources to achieve its results, how well those results compare to what the organization intended to achieve, and how well lessons learned have been identified. - performance indicator (indicateur de rendement)
A qualitative or quantitative means of measuring an output or outcome, with the intention of gauging the performance of an department, program, policy or initiative respecting expected results. - plan (plan)
The articulation of strategic choices, which provides information on how an organization 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 up to the expected result. - planned spending (dépenses prévues)
For Departmental Plans and Departmental Results Reports, planned spending refers to those amounts presented in the 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 a department and that focus on a specific set of outputs, outcomes or service levels.program inventory (répertoire des programmes)
An inventory of a department’s programs that describes how resources are organized to carry out the department’s core responsibilities and achieve its planned results.result (résultat)
An external consequence attributed, in part, to an organization, policy, program or initiative. Results are not within the control of a single organization, policy, program or initiative; instead, they are within the area of the organization’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.