Departmental Plan 2026-2027

Core responsibilities and internal services:

• Core Responsibility 1: Benefits, Services and Support
• Core Responsibility 2: Commemoration
• Core Responsibility 3: Veterans Ombudsperson
• Internal Services

Core responsibility 1: Benefits, Services and Support

• In this section

  • Description
  • Quality of life impacts
  • Indicators, results, and targets
  • Plans to achieve results
  • Gender-based Analysis Plus
  • Planned resources to achieve results
  • Program inventory
  • Summary of changes to reporting framework since last year

Description

Support the care and well-being of Veterans and their dependents or survivors through a range of benefits, services, research, partnerships, and advocacy.

Quality of life impacts

The work we do to fulfil this core responsibility has a positive impact on the following Quality of life (QoL) Framework domains and indicators:

• Health: Perceived mental health, Perceived health, Unmet needs for health care
• Prosperity: Employment, Core housing need, Homelessness, Postsecondary attainment, Making ends meet
• Society: Sense of belonging to local community, Satisfaction with personal relationships
• Sense of meaning and purpose
• Life satisfaction

Indicators, results, and targets

This section presents details on our indicators, the actual results from the three most recently reported fiscal years, the targets and target dates for Benefits, Services and Support. Details are presented by departmental result.

Table 1: Veterans are physically and mentally well

Table 2: Veterans and their families are financially secure

Table 3: Veterans have a sense of purpose

Table 4: Veterans are able to adapt, manage, and cope within post-service life

Table 5: Veterans are living in safe and adequate housing

Table 6: Veterans are socially supported

Table 7: Veterans are satisfied with the services they receive

Additional information on the detailed results and performance information for our program inventory is available on GC InfoBase.

Plans to achieve results

The following section describes the planned results for Benefits, Services and Support in 2026–27.

Our plan focuses on faster and more equitable delivery of disability benefits, better health monitoring and research, personalized rehabilitation. We are strengthening mental health services, making health care programs easier to navigate, and taking inclusive approaches that respect the diverse needs of all Veterans. Everything we do is aimed at improving well-being and ensuring Veterans get timely, consistent, and appropriate care.

Results we plan to achieve

Disability Benefits: Modernization and service standards

• In 2026–27, we will focus on making disability benefit decisions faster and improving the consistency of our turnaround times. Backed by a $184.9 million planned investment over four years (plus $40.1 million ongoing), we will stabilize disability benefits processing capacity, modernize information technology (IT) systems, and streamline operations. These modernizations will include automation and artificial intelligence (AI) enabled tools (with human oversight) to reduce manual work and support faster decision-making.
• Also in 2026–27 we expect to begin implementation of the revised Table of Disabilities. The updates will reflect the latest health research, apply a Veteran-centric approach using Gender-Based Analysis Plus (GBA Plus), and promote fair, transparent, and consistent disability benefits decisions. This will strengthen the decision-making process and ensure our approach remains evidence-based and Veteran-focused.

Health monitoring and research

• We will keep analyzing data from the Canadian Veteran Health Survey (CVHS) to understand how Veterans are doing and where we need to improve. Current results show mental health and overall health below targets—only 49% of Veterans rated their mental health as very good or excellent, and 41% rated their overall health the same. Updated data will come from the next CVHS cycle, and we will use those findings to guide future actions.
• We will evaluate programs that matter most to Veterans and caregivers to make sure they deliver real results. We will review the Caregiver Recognition Benefit and the Research and Innovation Program to find ways to strengthen practices and evidence-based policies that improve well-being and financial security. Both evaluations are underway, with reports expected later in the year.
• We are partnering with Statistics Canada to develop the National Firefighter Cancer Registry. This partnership will allow us to translate research findings into practical measures that improve Veteran health.

Continuum of care and rehabilitation services

• We will make sure Veterans and their families get timely and personalized medical and psycho-social rehabilitation services that help them overcome barriers and adjust to life after service.
• We will work to make sure every Veteran gets the right level of support. We will provide targeted assistance such as referrals, program information, and help for Veterans and families with specific needs. Veterans with moderate needs will get guided support from a dedicated service agent who will follow up proactively. For those with complex needs, we will offer case management—a collaborative process to set goals and create plans that promote independence, health, and well-being.
• We will identify each Veteran’s level of risk through our screening tool and match them with the right services across the seven domains of well-being. Using this tool ensures service delivery consistency and helps us respond quickly when changes are needed.
• We will track results to measure service effectiveness, monitor outcomes, and identify resource needs.

Mental health supports and innovations

• We will create better tools for frontline employees to handle complex cases involving substance use disorders and in-patient care. These resources will give clear guidance to support informed and timely decisions.
• Since the addition of therapist-assisted, internet-based cognitive behavioural therapy to the benefit grid in 2025, we will work with Medavie to recruit qualified providers in 2026 so Veterans with mild to moderate anxiety and depression can benefit from this service.
• We will keep monitoring outcomes at Operational Stress Injury clinics to make sure Veterans are getting the help they need. Using the Client-Reported Outcomes Monitoring Information System and its next-generation tools, we will track improvements in mental health and share best practices across the network. Our national network team will work closely with local clinics, and we will have in-person and virtual meetings to improve consistency and processes at the local level.

Health care programs and treatment benefits

• We will keep Veterans’ health care continuous by supporting the implementation of the next Federal Health Claims Processing Services (FHCPS) contract in 2027. This will ensure continuous authorization and timely reimbursement for health care claims.
• We will strengthen the Treatment Benefits Program so that decisions are clear, consistent, and fair. Our focus will be on improving national guidance and making client letters easier to understand.
• We will advance work on the Cannabis for Medical Purposes audit recommendations. This includes introducing a new authorization form, improving program monitoring, and moving toward automated, real-time adjudication of claims.
• We will improve the Long Term Care Program by improving how results are measured so that they are reliable and meaningful. We will also develop clearer communication tools to make processes transparent and efficient.
• We will continue to improve how our health care providers are managed. This means continuing to implement our escalation tracking system, keeping advertising guidelines up to date, and moving toward annual recredentialling for providers. We will also set up attestation requirements to check provider criteria, make our deregistration processes better, and create internal procedures to help employees meet reporting duties and follow privacy rules.
• We will continue to respond to concerns raised in the Audit of Multi-Disciplinary and Interdisciplinary Clinics by using an evidence-based model. Our work will improve guidance for decision-making, accountability in authorization and billing, and audit processes.

Equity, diversity, and inclusion

• Through initiatives like Let’s Talk Veterans, advisory groups, and roundtables, we will continue our engagement with equity-deserving Veterans—women, Indigenous, Black, racialized, and 2SLGBTQI+—so their voices help shape our programs.
• We will work with Indigenous Services Canada and other partners to increase awareness of programs and improve access to culturally appropriate services for Indigenous Veterans. At the same time, we will continue to work directly with Indigenous communities to understand their needs. We will further build partnerships with national and regional organizations, such as the Assembly of First Nations Veteran Council. By tracking referrals and feedback, we will make sure services reflect cultural values and practices and respond to what Veterans tell us matters most.

Our focus is on improving services so Veterans and their families can count on timely financial support. We will modernize systems to speed up benefit delivery, strengthen programs that promote financial well-being, share practical tools to build financial literacy, and update policies to keep them clear and effective. These steps will help us reduce delays and improve understanding.

Results we plan to achieve

Strengthening financial security and program delivery

• In 2026–27, we will introduce new ways to measure how well the Income Replacement Benefit (IRB) and Canadian Forces Income Support programs work. These measures will help us assess timeliness and effectiveness in promoting financial security for Veterans and their families.
• We will continue analyzing CVHS data to track financial well-being. Recent results show 66% of Veterans were satisfied with their financial situation in 2024, up from 62% in 2022. Also in 2022, 17% of Veteran households fell below the Low-Income Measure. Updated data for 2024 are pending, as Statistics Canada has not yet released the thresholds.
• During our preparations for the transition to the new FHCPS contract in 2027, we will ensure Veterans continue to have uninterrupted access to treatment benefit reimbursements.
• We will act on recommendations from the Evaluation of the Income Replacement Benefit and Rehabilitation Services published in March 2025.
• We will work to address the recommendations from the Evaluation of the Pain and Suffering Compensation published in December 2025, to support faster decision‑making, make the program more effective, and improve Veterans’ overall satisfaction with services.

Financial literacy and education

• We will promote financial literacy by sharing practical tools and resources. For example, we’ll highlight Financial Literacy Month on social media and our website, feature resources from the Financial Consumer Agency of Canada, and provide clear explanations of how the IRB is calculated.

Financial benefit modernization

• As part of annual income verification for the IRB, we will work with other federal departments to find ways to appropriately share income data. This will help reduce the information Veterans need to provide, limit administrative burden, and ensure payments are calculated accurately and without delay.
• As a result of our Red Tape Review, we will streamline IRB calculations for Veterans released from the Reserve Force by amending the Veterans Well-being Regulations, therefore enhancing operational efficiency.
• We will review how Departmental Trust Funds are administered to ensure at-risk Veterans and families get support in line with the original intent of donations and bequests.

We want to help Veterans thrive after service by improving job opportunities, expanding access to education, and creating more ways to connect with their communities. We will support Veterans who want to start businesses, and work with employers and federal departments to hire Veterans. Through personalized support and engagement, we aim to make sure Veterans have the tools and connections they need to find meaningful work and to lead fulfilling lives and support their families.

Results we plan to achieve

Veteran employment and economic empowerment

• We will continue advancing the National Veterans Employment Strategy and work on an initiative that recognizes companies and organizations in Canada that hire Veterans.
• Support for the Veteran entrepreneur community will be advanced through expanded partnerships and resources that support self-employment and business success for Veteran-owned and operated companies.

Tracking outcomes and expanding opportunities

• We will monitor Veterans’ sense of purpose through employment and main activities. Current findings show 81% of Veterans are satisfied with their job or main activity—exceeding the 75% target. Employment rates remain below the 60% target, declining slightly from 56% in 2022 to 54% in 2024. We will use this information to guide future actions and will update our analysis when new data becomes available in 2028 following the next survey cycle.
• We will look at ways to increase access to the Education and Training Benefit, including expanding eligibility and extending time limits after release. These changes will help more Veterans pursue education, skills training, and other career‑building opportunities and join the workforce.

Personalized support and community engagement

• We will continue delivering tailored case management services by working with Veterans. Together, we will identify needs, set goals, and create personalized plans supported by comprehensive assessment, planning, and ongoing monitoring. Before services end, we will confirm there have been improvements and close cases only when the Veteran’s goals are achieved.
• We plan to strengthen community connections by hosting engagement sessions, storytelling initiatives, and mentorship programs. These efforts will help Veterans find meaningful roles and foster a sense of purpose within their communities.

We are taking action to help Veterans adapt and thrive after service. Our plans include analyzing new health survey data to guide decisions, implementing program evaluations to improve outcomes, and simplifying transition processes with tailored supports. We will strengthen health and well-being services, expand care planning, and advance gender-informed approaches through research and collaboration.

Results we plan to achieve

Data and evidence-based insights 

• Early findings from the 2022 and 2024 surveys show the number of Veterans reporting a high level of life skills mastery increased slightly from 24% in 2022 to 27% in 2024. Education levels are strong, with 67% of Veterans completing post-secondary education in 2024, up from 64% in 2022 and exceeding our 65% target. We will continue to monitor and analyze these results to inform future planning.
  
  Looking ahead, updated data for 2026–27 and beyond will not be available until the next survey cycle is complete. We will continue to plan for future analyses as new data becomes available.

Program evaluation and continuous improvement 

• We published an evaluation of the Rehabilitation Services and Vocational Assistance Program and the IRB in March 2025. This evaluation provided clear recommendations to improve program outcomes and better support Veterans. We continue to work on the Management Response and Action Plan outlined in the evaluation summary to strengthen these programs.

Transition support and service integration 

• We will continue supporting Canadian Armed Forces (CAF) members as they prepare for life after service. Transition interviews are an important first step and help members and their families identify needs early and access the information they need. These interviews also provide an opportunity to answer questions and connect Veterans with resources that support a smooth transition.
  
  During each interview, we will continue to ensure Veterans and their families get comprehensive information on programs and services. This includes case management assessments, initiating referrals to VAC case management or CAF partners, guidance on applying for VAC programs, and connecting to community service providers when needed
• We are working with CAF and Military Services to simplify and strengthen transition processes. Together, we are developing a model that aligns the Military to Civilian Transition process with Enhanced Transition Services (ETS) to better support all types of transitions. We are reviewing the ETS process for medically releasing CAF members and will pilot a revised model later this fiscal year. At the same time, we will keep improving Career Transition Services by creating and updating learning materials for Veterans. This will ensure they are supported when transitioning to the civilian workforce.

Health and well-being supports 

• We will use findings from the Community Health Needs Assessment (CHNA) to better understand women Veterans’ experiences during their transition to civilian life. These insights will guide the modernization of the nursing assessment form and updates to Program of Choice (POC) 08 Nursing Services policies and procedures. This will help nurses create care plans that focus on the areas of well-being where support is most needed. CHNA findings will also inform nursing assessments, visits, and outreach activities with Veteran communities and stakeholders through 2026–27 and beyond.
• We will examine how to best support aging Veterans across the continuum of care. Our goal is to evolve and align VAC home care and long-term care services with the care provided by provinces and territories.

Gender-informed and inclusive approaches 

• We will keep tracking progress on recommendations from the Invisible No More report by the Standing Committee on Veterans Affairs to improve programs and services. As part of this work, we will partner with women Veterans, researchers, and engagement teams to advance research through the five-year Women Veteran Research Plan. The Women Veterans Council will continue to share insights and recommendations to help us address the unique needs of women Veterans.

We are committed to supporting Veterans’ access to safe, affordable, and suitable housing. Through targeted programs, research, and strong partnerships, we will continue to build solutions that help Veterans thrive in their communities.

Results we plan to achieve

Veteran homelessness program and research 

• We will continue our partnership with Housing, Infrastructure and Communities Canada to deliver the Veteran Homelessness Program (VHP). This program funds third-party organizations to provide rent supplements and support services for Veterans who are experiencing, or at imminent risk of, homelessness.
  
  In its first year, the program supported 1,460 Veterans. All 1,460 received comprehensive wrap around supports; 233 Veterans experiencing homelessness attained stable housing; and 1,053 Veterans at imminent risk of homelessness received prevention or shelter-diversion services.
• The VHP also provides funding for research projects to build knowledge and improve our ability to prevent and reduce Veteran homelessness.

Housing data and measurement 

• The 2022 Canadian Housing Survey shows that 10% of Veterans are in core housing need. When we get the 2024 Veteran‑specific results, we will use them to track our progress and to inform future work.
• Looking ahead to the next survey cycle in 2027, we will look for ways to access to real‑time housing data from Statistics Canada. Improved access could help us monitor changes more effectively.

Partnerships and outreach 

• We will strengthen partnerships with community organizations to ensure Veterans have stable housing and access to the supports they need for a successful reintegration into civilian life. Our efforts will focus on improving identification and referral of Veterans who are at risk of or experiencing homelessness, even when they do not seek help directly.
• We will expand awareness among local organizations and stakeholders by providing tools and guidance that help them recognize Veterans experiencing homelessness and connect them to our Case Management or Guided Support services.

Building social support for Veterans starts with understanding their needs and removing barriers to connection. We will use data to guide decisions, expand access to services, and deliver programs that foster inclusion and mental well-being. Through targeted outreach, peer-support networks, and partnerships, we will help Veterans and their families feel connected, supported, and informed.

Results we plan to achieve

Data and evidence-based insights 

• We will continue leveraging insights from the 2024 CVHS to monitor key trends, including the increase in community belonging (62% in 2024, above our 60% target). Updated analysis will follow in 2028 when new data is released from the 2027 survey cycle.

Access, outreach and inclusion 

• We will strengthen outreach and awareness so Veterans, CAF and Royal Canadian Mounted Police (RCMP) members, and Canadian Rangers in remote and Indigenous communities can access services. This includes eight in-person visits each year to Nunavut, the Northwest Territories, and Yukon, and proactive engagement with partners and Veterans’ organizations. These efforts aim to reduce barriers and improve access and awareness.
• We will expand peer-support networks and culturally appropriate programs for Indigenous, women, 2SLGBTQI+, Black, and racialized Veterans. We will also recommend establishing an annual Women Veterans’ Day and work with women Veterans to identify their needs and meaningfully recognize their contributions. This work will foster inclusion, strengthen community, and promote well-being.

Well-being and mental health supports

• We will strengthen case management so Veterans can build stronger connections with their communities and support networks. This includes assessing social integration, setting meaningful goals, and linking Veterans to resources that improve well-being.
• With long-term funding secured, we will continue to work with the Sexual Misconduct Support and Resource Centre to maintain the Peer Support Program for those affected by military sexual trauma.
• Our partnership with the Mental Health Commission of Canada will continue to deliver Mental Health First Aid training for the Veteran community. This training will improve mental health literacy and give Veterans and those who support them the confidence to recognize signs and respond effectively.
• Through the Operational Stress Injury Social Support Program, we will continue to provide peer support that reduces stigma, connects Veterans and families with others who share similar experiences, and normalizes seeking mental health care.

We will focus on modernizing systems, streamlining processes, and aligning resources to meet Veterans’ evolving needs. Our efforts include improving digital platforms, enhancing accessibility, and fostering inclusive engagement. We will track progress through client feedback and performance indicators, and refine programs based on what Veterans tell us. By collaborating with partners, adopting best practices, and removing barriers, we will deliver timely, personalized, and satisfactory services.

Results we plan to achieve

Service standards and client satisfaction

• We will track progress through the VAC National Client Survey and performance indicators. The next survey will take place in summer 2026, and we will publish the final report in spring 2027.
• To keep up with Veterans’ evolving needs, we will align resources strategically. This means actively managing caseloads, applying a consistent, evidence-based approach, and optimizing service delivery so the right employees are in the right place to meet demand. Through ongoing monitoring and adjustments, we will provide timely, personalized support that promotes well-being and meets expectations.
• The Bureau of Pensions Advocates (BPA) will improve processing times and service standards by automating and modernizing its systems. At the same time, the Bureau will monitor client satisfaction questionnaires to ensure Veterans continue to receive courteous service and strong representation before the Veterans Review and Appeal Board.

Digital modernization and operational efficiency

• In line with the Prime Minister’s mandate to make government more productive by deploying AI at scale, we have launched an AI-enabled tool that scans Disability Benefits application documents, organizes evidence, and highlights key information so decision makers can focus on analysis. The tool aims to support quicker favourable decisions when the summary provides enough information. If the summary does not provide enough detail, the decision maker completes a full manual review before deciding. All decisions continue to be made by trained decision makers.
• We will enhance My VAC Account so Veterans have a smoother online experience. We will provide clear guidance throughout the disability benefit application process, make forms and benefit discovery navigation easier, and ensure the platform remains accessible, secure, and updated. We also plan to improve the delivery of payments and benefits through modernization. This will involve upgrading IT infrastructure and improving legacy systems to support reliable service.

Accessibility and inclusive service delivery

• We will work toward ensuring that our products and services meet Government of Canada accessibility standards and remove barriers so Veterans can access what they need without difficulty. Our goal is to create experiences that are inclusive and equitable for everyone. We will keep improving and refining our approach to deliver services that meet and exceed the expectations of the people who use them.

Inclusive engagement and collaboration

• We will publish the Strategic Direction for Women Veterans to advance inclusive, trauma-informed, Veteran-centered programming across VAC. This roadmap will guide progress in research, transition, health equity, engagement, and recognition.
• Building on the 2025 Women Veterans Forum and 2025 2SLGBTQI+ Veterans Forum, we will continue to provide safe, accessible, and inclusive engagement opportunities. These type of events, along with consultations through Let’s Talk Veterans, advisory groups, and roundtables, will help us celebrate the diversity and strength of modern Veterans, find gaps in services and policies, and improve programs for all equity-deserving Veterans and their families.
• We will advance reconciliation through our partnership with the Assembly of First Nations (AFN). Following the Letter of Understanding signed in February 2025, we will deliver on joint priorities for engagement, outreach, and commemoration. A joint workplan will guide concrete actions, including meaningful inclusion of First Nations culture in AFN and VAC-led ceremonies and events.
• We will continue engaging Veterans, Canadians, and community organizations through Let’s Talk Veterans, advisory groups, and roundtables. By sharing Veterans’ voices and insights, we will shape improvements in research, care, employment, transition services, and overall program delivery.
• We will implement a framework to engage with Black and racialized Veterans, creating culturally responsive, trauma-informed, and inclusive opportunities for dialogue. Through forums, consultations, and partnerships with community organizations, this framework will amplify Veterans’ voices, address service gaps, and ensure meaningful representation in VAC programs, ceremonies, and national narratives.

Occupational therapy modernization

• We will continue to explore ways to increase the use of virtual occupational therapy by encouraging more providers to offer it and more Veterans to choose it. This approach will make services more accessible and, as an added benefit, help reduce emissions.
• We will standardize tools and establish best practices for occupational therapy across Canada. This will ensure Veterans have equitable and timely access to benefits and services.

Gender-based Analysis Plus

This fiscal year we expect to begin implementation of the revised Table of Disabilities which will apply a Veteran-centric approach using GBA Plus, complete a GBA Plus review of the IRB, and explore ways to make the Education and Training Benefit more accessible, especially for women Veterans, as caregiving responsibilities are more likely to fall disproportionately to women. We will also modernize tools such as the nursing assessment form to better reflect gender identity and diverse health needs.

We will measure how our programs affect gender and diversity by applying GBA Plus and collecting disaggregated data across all core responsibilities. We will gather information through our programs, the CVHS, and engagement platforms like Let’s Talk Veterans. This will help us understand the experiences of women, Indigenous, 2SLGBTQI+, and other equity-deserving Veterans and use that insight to improve programs and policies.

To strengthen our data capacity, we will align with Government of Canada standards and work with Statistics Canada to link program data and close gaps in GBA Plus reporting. This includes analyzing intersections of gender, Indigenous identity, disability, employment, income, and housing needs. These efforts will create a baseline to measure impacts over time, including comparisons with the 2026 Census.

Through ongoing engagement—such as advisory groups, forums, and the Women’s Council—and collaboration on initiatives like the National Action Plan on Women, Peace, and Security, we will ensure Veterans’ voices guide improvements in fairness, equity, and inclusion across all programs and services.

Planned resources to achieve results

Table 8: Planned resources to achieve results for Benefits, Services and Support

Table 8 provides a summary of the planned spending and full-time equivalents required to achieve results.

Complete financial and human resources information for our program inventory is available on GC InfoBase.

Program inventory

Benefits, Services and Support is supported by the following programs:

• Caregiver Recognition Benefit
• Disability Benefits
• Health Care Benefits
• Income Replacement Benefit
• Canadian Forces Income Support
• Long Term Care
• Research and Innovation
• Transition Support
• Veterans Emergency Fund
• Veterans Independence Program
• War Veterans Allowance

Additional information related to our program inventory for Benefits, Services and Support is available on the results page on GC InfoBase.

Summary of changes to reporting framework since last year

As part of TBS’ 2026–27 Departmental Results Framework (DRF) amendment cycle, we made some changes to our departmental result indicators under this core responsibility to better align with the QoL Framework for Canada, and to introduce a greater balance between results for the overall Canadian Veteran population and results for Veteran clients of VAC.

• Departmental result: Veterans are physically and mentally well.
  • The indicator “% of Veterans who report they need help with an activity of daily living” has been retired. While this indicator has been removed from our DRF, it is still monitored through the CVHS in support of the Veterans’ Well-Being Surveillance Framework.
  • A new indicator “% of VAC Veteran clients who indicate that they have an unmet health need” has been added.
• Departmental result: Veterans and their families are financially secure.
  • The indicator “% of Veterans who are satisfied with their financial situation” has been retired. While this indicator has been removed from our DRF, it is still monitored through the CVHS in support of the Veterans’ Well-Being Surveillance Framework.
  • A new indicator “% of VAC Veteran and survivor clients who are able to make ends meet” has been added.
• Departmental result: Veterans have a sense of purpose.
  • The indicator “% of VAC Veteran clients who indicate that they have a purpose in life” has been added.
• Departmental result: Veterans are able to adapt, manage, and cope within post-service life.
  • We’ve changed the population for the indicator “% of Veteran clients of Veterans Affairs Canada who report an easy adjustment to post-service life” to capture all Veterans, not just those Veterans who are VAC clients.
  • The indicator “% of Veterans who have high level of mastery of their life skills” has been retired.While this indicator has been removed from our DRF, it is still monitored through the CVHS in support of the Veterans’ Well-Being Surveillance Framework.
  • A new indicator “% of VAC Veteran clients who are satisfied with their life in general” has been added.
• Departmental result: Veterans are living in safe and adequate housing.
  • We have modified the target population for the indicator on satisfaction with housing. Instead of reporting on VAC Veteran clients aged 65 and older living in their own homes, we will be reporting on Veteran and survivor clients (without age parameters) living in their own homes going forward.
  • A new indicator “% of VAC Veteran clients who are experiencing or at risk of homelessness” has been added.
• Departmental result: Veterans are socially supported.
  • For the indicator “% of Veterans Affairs Canada clients who are satisfied with their relationships with friends or family,” we are changing our target population to focus specifically on Veteran clients of VAC as opposed to all clients.
• Departmental result: Veterans are satisfied with the services they receive.
  • A new indicator “% of clients who report the disability benefits they receive from VAC recognize their service-related disability” has been added.

Full methodologies for our DRF are available on GC InfoBase.

Core responsibility 2: Commemoration

• In this section

  • Description
  • Quality of life impacts
  • Indicators, results, and targets
  • Plans to achieve results
  • Gender-based Analysis Plus
  • Planned resources to achieve results
  • Program inventory
  • Summary of changes to reporting framework since last year

Description

Pay tribute to the sacrifices and achievements of those who served in Canada’s military efforts.

Quality of life impacts

The work we do to fulfil this core responsibility has a positive impact on the following QoL Framework domains and indicators.

• Society: Sense of pride in Canada; Sense of belonging to Canada; Participation in cultural or religious practices, recreation or sport; Sense of belonging to local community
• Sense of meaning and purpose
• Environment: Conserved areas

Indicators, results, and targets

This section presents details on our indicators, the actual results from the three most recently reported fiscal years, the targets and target dates for Commemoration. Details are presented by departmental result.

Table 9: Veterans and those who died in service are recognized and honoured

Table 10: Canadians are aware of, and value, the contributions of Veterans and those who died in service

Additional information on the detailed results and performance information for our program inventory is available on GC InfoBase.

Plans to achieve results

The following section describes the planned results for Commemoration in 2026–27.

We will honour all Veterans while emphasizing diversity and inclusion. Through ceremonies and events, storytelling, and consultations, we will recognize the contributions of women, Indigenous, Black, racialized, 2SLGBTQI+, and modern-day Veterans. At the same time, we will preserve memorials and grave markers and strengthen public awareness of Canada’s military history.

Results we plan to achieve

Major anniversaries and national tribute 

• We will lead and/or support commemorative efforts for key anniversaries. In the coming year, we will mark the 35^th anniversary of the end of the Gulf War and the 110^th anniversary of the Battle of the Somme and of Beaumont Hamel.
• We will honour the memory of those who served and died in Afghanistan through the construction of the National Monument to Canada’s Mission in Afghanistan. The construction will begin in 2026–27, with a groundbreaking ceremony planned for the first quarter of the fiscal year.

Honouring Veterans and promoting diversity 

• We will honour all Veterans and place emphasis on diversity, including modern‑day, women, Indigenous, Black, racialized, and 2SLGBTQI+ Veterans. We will launch initiatives that pay tribute to the many ways Canadian military personnel have served in the Middle East as part of the broader CAF Around the World approach.
• Our commemorative programming, ceremonies, and events will reflect the diversity of Canada’s Veteran community. By doing so, we will recognize their achievements and contributions and ensure that Veteran feels valued and respected.
• We gathered input at the Honouring Her Service: 2025 Women’s Forum and the 2025 2SLGBTQI+ Veterans Forum on how to better recognize equity-deserving Veterans. We will use this feedback to close gaps and improve how we honour Veterans.

Storytelling and public awareness

• We will highlight individual stories that show the service, professionalism, and bravery of Veterans who promoted peace as impartial military observers in Operation Proteus, Operation JADE, and Operation CALUMET. We will focus on first-hand storytelling about people and places connected to these operations.
• We will create learning materials and events that tell the stories of those who served and raise awareness of Canada’s military history. Digital, social media, video, web, and print materials will engage the public and students across Canada. We will help Canadians learn about diverse Veterans and fallen service members, Canadian efforts in the Middle East, and memorials and monuments in Canada and overseas. We will also encourage and create opportunities for Canadians to recognize and express their gratitude to Veterans.
• We will conduct consultations to find ways to enhance recognition of Persian Gulf and other modern-day Veterans. These consultations will guide programming and increase awareness among Canadians.

Preservation and maintenance 

• We will continue maintaining over 250,000 Veteran grave markers across Canada. We will ensure these final resting places are preserved with dignity and respect through a 12-year inspection and repair cycle.

We will work on key memorial sites, enhance visitor experiences through renewed exhibits and interpretation, and begin construction of the National Monument to Canada’s Mission in Afghanistan. Our efforts will also include engagement and education initiatives and support for community projects that honour all Veterans.

Results we plan to achieve

Maintenance, infrastructure, and visitor experience 

• We will honour the memory of those who served by preserving and modernizing key memorial sites, including the Canadian National Vimy Memorial and the Beaumont-Hamel Newfoundland Memorial. This includes infrastructure upgrades, conservation work, and sustainable site management such as replanting wooded areas under the multi-year Forest Management Plan.
• We will improve visitor experiences by implementing our new Visitor Experience Strategy, advancing the renewal of the permanent exhibit at Beaumont-Hamel, and inspiring future generations through the memorial sites in France, as well as via passionate student guides who share the stories of Canadians.
• We will support community projects that honour all Veterans, including modern-day, women, Indigenous, Black, racialized, and 2SLGBTQI+ Veterans.

Canada’s mission in Afghanistan: Engagement and education 

• We will honour those who served and died during Canada’s mission in Afghanistan by launching a multi-year engagement and outreach plan targeting families and friends of the fallen, CAF members, youth, and the Canadian public. Educational materials developed in support of the plan will connect the inspirational and symbolic elements of the Monument’s design with the meaning of service and the conflict in Afghanistan.

Community partnerships and local commemoration 

• We will support community organizations through the Commemorative Partnership Program by providing funding for projects that engage Canadians and honour all Veterans.

Gender-based Analysis Plus

We apply a GBA Plus lens across commemorative initiatives to ensure they are respectful and inclusive of all who served. This includes designing programs and educational resources that reflect gender balance and diverse cultural, ethnic, and regional backgrounds, as well as ensuring intergenerational and cultural representation in ceremonies and events. We also provide meaningful and accessible visitor experiences at our National Historic Sites in France for those with accessibility barriers.

To measure impact, Canadians’ attitudes toward remembrance are assessed through the Attitudes Towards Remembrance and Veterans’ Week Survey, which is weighted to reflect the gender and age composition of the adult Canadian population based on census data.

We continue to apply GBA Plus when consulting with Canadians and Veterans to understand how identity factors influence preferences and to inform the development of learning resources, exhibits, programming, and events.

Planned resources to achieve results

Table 11: Planned resources to achieve results for Commemoration

Table 11 provides a summary of the planned spending and full-time equivalents required to achieve results.

Complete financial and human resources information for our program inventory is available on GC InfoBase.

Program inventory

Commemoration is supported by the following programs:

• Canada Remembers
• Funeral and Burial Program

Additional information related to our program inventory for Commemoration is available on the results page on GC InfoBase.

Summary of changes to reporting framework since last year

The wording of our two departmental results under this core responsibility has been revised to make clearer the distinction between them. Minor changes have been made to the suite of departmental results indicators to better reflect current priorities and programming.

• Departmental result: Veterans and those who died in service are recognized and honoured.
  • This departmental result was formerly written as “Veterans and those who died in service are honoured.”
  • The indicator “# of page views of the Canadian Virtual War Memorial” has been retired.
  • A new indicator “# of page views of web content related to modern-day Veterans” has been added.
  • A new indicator “% of Veteran clients who feel that VAC’s commemorative initiatives adequately recognize their experiences while serving” has been added.
• Departmental result: Canadians are aware of, and value, the contributions of Veterans and those who died in service.
  • This departmental result was formerly written as “Canadians remember and appreciate Veterans and those who died in service.”
  • The indicator “% of visitors to Vimy and Beaumont-Hamel overseas memorials who report they have a better understanding of the sacrifice and contribution of those who served” was previously under the departmental result “Veterans and those who died in service are honoured” (now “recognized and honoured”).

Full methodologies for our DRF are available on GC InfoBase.

Core responsibility 3: Veterans Ombudsperson

• In this section

  • Description
  • Quality of life impacts
  • Indicators, results, and targets
  • Plans to achieve results
  • Gender-based Analysis Plus
  • Planned resources to achieve results
  • Program inventory
  • Summary of changes to reporting framework since last year

Description

Provide an independent and impartial review of complaints and issues related to programs and services delivered by the Veterans Affairs Portfolio and uphold the Veterans Bill of Rights.

Quality of life impacts

The work we do to fulfil this core responsibility has a positive impact on the following QoL Framework domains and indicators.

• Good governance: Discrimination and unfair treatment; Confidence in institutions

Indicators, results, and targets

This section presents details on indicators, the actual results from the three most recently reported fiscal years, the targets and target dates approved in 2026–27 for Veterans Ombudsperson. Details are presented by departmental result.

Table 12: Veterans and their families have access to a timely review of complaints about the programs, services and support delivered by the Veterans Affairs Portfolio

Table 13: Issues about the programs, services and support provided to Veterans and their families by the Veterans Affairs Portfolio identified by the Office of the Veterans Ombudsperson are addressed

Table 14: Veterans and their families are aware of the purpose and role of the Office of the Veterans Ombudsperson

Additional information on the detailed results and performance information for the program inventory is available on GC InfoBase.

Plans to achieve results

The following section describes the planned results for Veterans Ombudsperson in 2026–27.

Last fiscal year, the Office of the Veterans Ombud (OVO) strengthened its ability to resolve complaints faster by putting a new organizational structure in place, updating business processes, enhancing partnerships with VAC’s IT team, and improving tools. In 2026–27, the Office will build on these improvements by refining tools, adding new capabilities, and fostering a culture of continuous improvement.

Results we plan to achieve

Strengthening productivity and quality assurance monitoring 

• The OVO will introduce new statistical reporting capabilities to deliver more detailed and accurate productivity measurements. This will help find where interventions are needed to ensure timely service for clients. The team will also continue improving the quality assurance system to reinforce high standards and support continuous learning.

Improving tools and processes 

• The Office will review and refine decision-making tools and operating procedures to align with the new organizational structure. The team will also continue updating the case tracking system to boost efficiency.

Strenghtening engagement and awareness 

• The Office will strengthen engagement with Veterans and their families through virtual town halls, in-person events, social media initiatives, and other outreach channels. These efforts will raise awareness of the OVO and VAC services, help Veterans understand available programs and benefits, and reinforce the Office’s role in advocating for fairness.

The Office will address complaints from Veterans and their families, review VAC programs to find broad issues, and track recommendations to make sure VAC takes action and to check whether those recommendations remain relevant.

Results we plan to achieve

Handling fairness complaints

• The OVO will review each complaint within its mandate to confirm whether it is valid by examining factors such as treatment, process, and outcomes to ensure fairness in VAC programs and services. When needed, the Office will send the complaint and its recommendations to the VAC Portfolio for resolution.

Addressing systemic issues

• The Office will assess systemic issues in VAC programs and services in addition to reviewing individual complaints. This analysis will find gaps and fairness concerns, and the Office will recommend ways to address these challenges. In 2026–27, employees will continue formal systemic reviews and explore informal approaches to address these issues with the Department.

Tracking recommendations

• Since 2017, the OVO has tracked recommendations on broad issues through the annual Spotlight publication (formerly the Report Card). In 2026–27, the Office will continue using this tool to press VAC to act on outstanding recommendations and to check whether those recommendations remain relevant.

For more than 18 years, the OVO has helped Veterans and their families understand its role and services. In the years ahead, the Office will build on this foundation by using clear communication, accessible content, and innovative outreach to strengthen awareness and trust.

Results we plan to achieve

Communicate clearly and transparently

• The Office will communicate its mandate and independence through clear, consistent messaging, publish the Annual Report each year to show progress and accountability, and share real-life advocacy examples to demonstrate how it supports Veterans.

Measure and improve awareness

• Employees will collect and analyze data on how well Veterans understand the OVO’s role and use those insights to refine outreach strategies and make changes that better reach Veterans and their families.

Expand outreach and engagement

• The Office will strengthen communication through multiple channels, including social media, virtual town halls, advertising, and partnerships with Veteran organizations. It will provide information in plain language and accessible formats so Veterans can understand and use the OVO’s support to improve their experiences with VAC.
• The OVO will introduce new ideas and innovative initiatives to broaden awareness and build trust across the Veteran community.

Gender-based Analysis Plus

In 2025–26, the Office ensured its GBA Plus approach was aligned with VAC’s data strategy and partnered with VAC to improve the accuracy of data analysis and reporting. In 2026–27, the Office will build on this foundation by exploring additional ways to strengthen data quality and ensure meaningful reporting on gender and diversity impacts. It will ensure that the Office will change their approach as needed to stay aligned with VAC.

Planned resources to achieve results

Table 15: Planned resources to achieve results for Veterans Ombudsperson

Table 15 provides a summary of the planned spending and full-time equivalents required to achieve results.

Complete financial and human resources information for the program inventory is available on GC InfoBase.

Program inventory

Veterans Ombudsperson is supported by the following programs:

• Veterans Ombudsperson

Additional information related to the program inventory for Veterans Ombudsperson is available on the results page of GC InfoBase.

Summary of changes to reporting framework since last year

In order to capture the outreach and awareness aspect of the OVO and its services, we have added a new departmental result with two departmental result indicators. We have also modified the calculation for two existing departmental result indicators in order to improve data accuracy.

• Departmental result: Veterans and their families have access to a timely review of complaints about the programs, services and support delivered by the Veterans Affairs Portfolio.
  • The wording for the indicator “% of complaints reviewed within 60 working days” has been modified to “% of complaints reviewed and closed within 12 weeks of receipt of the complaint” (from reviewed within 60 working days to reviewed and closed within 12 weeks).
• Departmental result: Veterans and their families are aware of the purpose and role of the Office of the Veterans Ombudsperson.
  • This is a new departmental result.
  • A new indicator “% of VAC clients who understand the purpose and role of the Office of the Veterans Ombudsperson” has been added.
  • A new indicator “# of outreach events targeting awareness of the Office of the Veterans Ombudsperson and its services undertaken each year” has been added.

Full methodologies for the DRF are available on GC InfoBase.

Internal services

• In this section

  • Description
  • Plans to achieve results
  • Planned resources to achieve results
  • Planning for contracts awarded to Indigenous businesses

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
• material management services
• management and oversight services
• real property management services

Plans to achieve results

This section presents details on our plans to achieve results and meet targets for internal services.

Enhancing communications and outreach 

• We will improve how Veterans, their families, and former RCMP members access information about our services and benefits. By digitizing service delivery and adopting innovative communication strategies, we will make our programs responsive to their needs and accessible in both official languages.
• Our focus is to refine the use of communication tools to support ongoing efforts to modernize service delivery.
• We will develop a clear strategy to prevent and address misinformation and disinformation.
• We will find new opportunities for targeted outreach and engagement with equity-deserving communities.
• Supporting our Minister as the primary spokesperson will remain a priority to raise awareness of Veterans’ needs, issues, and priorities.
• By using data-driven approaches, we will create communication products that not only respond to current needs but also anticipate the evolving expectations of Veterans and their families.

Real property and office space management 

• We will advance our Real Property Strategy by putting in place a governance and reporting framework to support lifecycle planning and meet Treasury Board policies. This will give us better oversight and timely reporting on real property projects.
• We will enhance risk and compliance monitoring by standardizing how we calculate reinvestment rates for Treasury Board’s annual assessments.
• We will support the Office Portfolio Reduction Plan by working with Public Services and Procurement Canada to optimize leased office space as part of the government-wide plan to reduce the federal office footprint by 50% over the next 10 years.

Security and Information Management

• We will strengthen security governance and oversight by fully implementing our new Security Governance Framework. This will give us stronger assurance that our operations and information are protected and help us maintain trust and continuity of service for Veterans.
• We will strengthen resilience by improving cybersecurity and information management (IM). We will continuously monitor for online threats and follow Government of Canada security standards. To test our readiness and improve response, we will run a cybersecurity event management exercise. At the same time, we will integrate IM into our governance framework, publish a modernized IM strategy, and finish migrating from GCDocs to SharePoint. These steps will ensure information is managed securely, efficiently, and in line with departmental priorities.

Data and Technology Modernization 

• We will build better data tools by completing development and implementing datasets and dashboards so data is easy to access and supports timely, accurate decisions across all programs.
• We will continue transitioning from legacy systems to modern accessible platforms to reduce risk, increase operational efficiency and enable responsible integration of automation and AI.

Accessibility and inclusion 

• Our goal is to continue the transition to an accessibility-barrier-free department by finding, removing, and preventing barriers for clients and employees through the implementation of our Accessibility Action Plan 2025–2028.
• We will actively support and promote the Government of Canada Workplace Accessibility Passport through MyAccessibleWorkplace (myAW), ensuring its successful implementation and encouraging widespread use to create a more inclusive workplace.
• We will promote diversity and inclusion by sustaining our commitment to a workplace that empowers and supports employees. This includes implementing and monitoring our updated We All Belong Diversity and Inclusion Action Plan.

People and workplace culture 

• We will implement our People and Culture Strategy by developing and delivering initiatives that strengthen our organization’s capacity. These initiatives will leverage technology and data to support decision-making, build coaching skills within the workforce, and instill a coaching culture. This work will help us provide an exceptional employee experience and create a positive workplace for all employees.
• Our focus is to promote workplace wellness by completing development and starting implementation of a departmental mental health strategy and action plan. This will help maintain a work culture that raises awareness of mental health and uses best practices to support well-being for all employees.
• We will reinforce values and ethics by continuing the implementation of our Values and Ethics Engagement Plan. This will strengthen our departmental framework and promote ethical right-doing.
• To progress staffing modernization, we will update our staffing services and processes to improve the overall experience and strengthen strategic advisory services. This includes creating and implementing tools and practices that are simplified, timely, inclusive, and accessible by design.

Planned resources to achieve results

Table 16: Planned resources to achieve results for Internal Services

Table 16 provides a summary of the planned spending and full-time equivalents required to achieve results.

Complete financial and human resources information for our program inventory is available on GC InfoBase.

Spending

This section presents an overview of our planned expenditures from 2023–24 to 2028–29.

Budgetary performance summary

Table 18: Three-year spending summary for core responsibilities and internal services (dollars)

Table 18 presents our spending over the past three years to carry out our core responsibilities and for internal services. Amounts for the 2025–26 fiscal year are forecasted based on spending to date.

Table 19: Planned three-year spending on core responsibilities and internal services (dollars)

Table 19 presents our planned spending over the next three years by our core responsibilities and for internal services.

Funding

This section provides an overview of our voted and statutory funding for our core responsibilities and for internal services. For further information on funding authorities, consult the Government of Canada budgets and expenditures.

Graph 1 summarizes our approved voted and statutory funding from 2023–24 to 2028–29.

Text description of graph 1 (in dollars)

Fiscal year	Total	Voted	Statutory
2023–24 (actual)	6,053,066,202	6,001,505,532	51,560,670
2024–25 (actual)	7,630,043,185	7,581,321,018	48,722,167
2025–26 (forecast)	7,777,755,241	7,725,665,447	52,089,794
2026–27 (planned)	8,171,287,460	8,120,847,465	50,439,995
2027–28 (planned)	5,511,079,241	5,463,821,746	47,257,495
2028–29 (planned)	5,494,868,499	5,447,929,803	46,938,696

Analysis of statutory and voted funding over a six-year period

Our budget changes each year because of the demand-driven nature of our programs and services, which are based on the supports and services for which Veterans come forward. Annually, we update our client and expenditure forecasts to ensure that all Veterans who come forward receive the benefits and services to which they deserve.

While forecasting helps ensure enough funding is available, expenditures are only incurred for Veterans who in fact come forward to use the program or service. The design of the Government’s budget process accounts for these fluctuations, which is why there will be changes to both forecasted and actual spending from one year to the next. Fluctuations in spending are normal, given that initial forecasting is typically done many months in advance of the reporting period and adjusted throughout the year based on actual results.

For further information on our departmental appropriations, consult the 2026–27 Main Estimates.