Indigenous Services Canada: 2025-26 Departmental Results Report

Results achieved:

Departmental Results:

• Departmental Result 1: Indigenous Peoples are physically well
• Departmental Result 2: Indigenous Peoples are Mentally well
• Departmental Result 3: Indigenous Peoples have access to quality federally-funded health services

Departmental Result 1: Indigenous Peoples are physically well

In 2025-26, First Nations, Inuit and Métis partners and ISC continued to improve access to prevention, public health, primary care, and other essential health services and products while advancing Indigenous-led approaches to health system transformation.

Key results included:

• Expanded access to culturally relevant, community-based wellness programming for First Nations and Inuit communities focused on healthy food access, physical activity, commercial tobacco use prevention and cessation, and chronic disease management, strengthening community capacity to promote healthier lifestyles. Annual reporting confirmed successful implementation of funded activities, positive outcomes among Nutrition Education Initiative recipients, and continued growth in communities' access to commercial tobacco reduction and cessation programming.
• Advanced Inuit-led tuberculosis prevention and elimination efforts in Inuit Nunangat by improving access to screening, treatment, and community-based supports, while enhancing knowledge sharing and coordination among Inuit and health partners and addressing variability in access to equitable, patient-centred health care. In collaboration with Inuit Tapiriit Kanatami (ITK), ISC delivered eight tuberculosis best-practice webinars reaching 280 participants, supported 22 community mobilization activities across five jurisdictions, and distributed 282 boxes of rifapentine to improve access to screening, case management, and short-course latent tuberculosis treatment. ISC also worked with ITK and Inuit partners through the Inuit Public Health Task Group, the ISC Tuberculosis Network, and other collaborative forums to advance implementation of the Inuit Tuberculosis Elimination Framework and regional action plan.
• Expanded access to sexually transmitted and blood-borne infection (STBBI) testing, care, and harm reduction services through 41 funded Indigenous-led initiatives and enhanced availability of dried blood spot testing in partnership with the National Microbiology Laboratory. Residents of 78 First Nations communities across 10 regions accessed dried blood spot testing, resulting in 5,497 STBBI tests conducted, while Public Health Surge Team facilitated timely testing, treatment, and follow-up care.
• Improved access to immunization services in Indigenous communities by supporting 11 Public Health Surge Team immunization mobilizations across three provinces, resulting in 2,346 vaccines administered. Indigenous participation in national immunization guidance and two knowledge-sharing webinars also strengthened culturally informed vaccination approaches.
• Strengthened Indigenous-led public health systems through enhancing the community public health workforce by funding 104 community health representatives (CHRs) and public health assistants (PHAs) in First Nations and Inuit communities in Alberta, Saskatchewan, Manitoba, Ontario, Quebec, Atlantic and Northern Regions. In collaboration with First Nations-led and Inuit-led organizations, increased access to public health training for CHRs and PHAs through the development of foundational public health training modules, developing training sessions on sexual health promotion, point-of-care testing and community outreach and supporting the community-led Public Health Officer program in Nunavik.
• Expanded access to environmental public health services by hiring and retaining 12 additional Environmental Public Health staff to provide direct services to First Nations communities. Through the Health Impact Assessment Service, ISC also provided health expertise for 45 federal impact assessment submissions and funded 12 First Nations communities to conduct baseline health and environmental studies in preparation for future impact assessments.
• Improved the timeliness, consistency, and predictability of Jordan's Principle service delivery by clarifying eligible supports and documentation requirements through a national Operational Bulletin, addressing the backlog of requests, including notable progress in reducing the urgent request backlog. Following the release of the Operational Bulletin, requests received decreased from 214,319 in 2024-25 to 94,192 in 2025-26, reflecting the implementation of clearer eligibility parameters. Additionally, ISC developed a National Service Improvement Plan to support faster decision-making, more consistent processes, and a fair, predictable, and responsive experience for families.
• Advanced Inuit participation in the co-development of a long-term approach to the Inuit Child First Initiative by supporting sustained engagement, incorporating partner feedback into the interim model, and continuing work towards developing a National Framework. 
• Strengthened access to culturally safe care by advancing the implementation of Joyce's Principle through support for 46 Indigenous Health System Navigators, six Patient Advocates, and national Indigenous health professional organizations, contributing to long-term health system transformation.
• Advanced implementation of the Indigenous Health Equity Fund by providing flexible funding to First Nations, Inuit, and Métis communities to advance self-determined health priorities across primary care, mental wellness, healthy living, home care, and health infrastructure planning, supporting culturally safe and community-based health services.
• Consolidated reporting for the Indigenous Early Learning and Child Care (IELCC) Framework is done through Employment and Social Development Canada's Departmental Results Report and related horizontal reporting processes and is therefore excluded from reporting in ISC's Departmental Results Report to avoid duplication.

Department Result 2: Indigenous Peoples are mentally well

In 2025-26, First Nations, Inuit and Métis partners and ISC continued to improve access to culturally safe, distinctions-based, and community-led mental wellness services while supporting Indigenous leadership in the design and delivery of mental wellness services.

Key results included:

• Secured $630.2 million over two years through Budget 2025, beginning in 2026-27, to maintain First Nations‑ and Inuit‑led mental wellness services and supports, ensuring continued access for Indigenous communities. 
• Funded distinctions-based, Indigenous-led mental wellness programming guided by the First Nations Mental Wellness Continuum Framework, Honouring Our Strengths, and the National Inuit Suicide Prevention Strategy and Pathfinding Towards a Flourishing Future Awareness and Advocacy Guide to support culturally grounded approaches to mental wellness, suicide prevention, and healing.
• Renewed the Trauma‑Informed Health and Cultural Support Program, ensuring continued access to counselling and emotional and cultural supports to individuals, families, and communities healing from the impacts of Indian Residential Schools, Indian Day Schools, the crisis of Missing and Murdered Indigenous Women, Girls, and 2SLGBTQI+ people, related settlement processes, and other colonial harms.
• Continued support to instrumental National Indigenous Organizations and leadership such as Thunderbird Partnership Foundation as a non-profit organization, committed to working with First Nations to further the capacity of communities to address substance use and addiction through five core functions: policy and partnerships; operations and finance; research and development; training and education; and communications.
• Maintained support across key areas of mental wellness programming, with targets met or exceeded as of March 2026:
  • 82% of First Nation and Inuit communities had access to local multidisciplinary mental wellness teams, which provide community‑based, culturally grounded supports.
  • Wrap‑around services at opioid agonist therapy sites, a combined service delivery approach that works to address underlying or associated issues through counselling and traditional practices, were provided at 82 sites, enabling a continuum of culturally-based care.
  • As of March 2025, an annual total of 960,428 interactions between clients of the Trauma-Informed Health and Cultural Supports Program and the cultural and emotional support workers, supporting continued access and availability of culturally safe services.
• Expanded access to trauma-informed health and cultural services for class members and potential class members impacted by the First Nations Child and Family Services, Jordan's Principle, and Trout Class Settlement Agreement by supporting over 170 Indigenous-led organizations delivering mental wellness services across 414 on-reserve and 660 off-reserve communities. Capacity was also enhanced through specialized training and resources for trauma-informed health and cultural support workers, while work continued with the Settlement Implementation Committee and the Assembly of First Nations to advance a dedicated support line.

Results achieved

Department Result 4: Indigenous Peoples are culturally safe and socially well

In 2025-26, First Nations, Inuit and Métis partners and ISC continued to improve access to community-based supports that promote safety, social well-being, financial security, and culturally relevant urban Indigenous services.

Key results included:

• Expanded access to safe, culturally appropriate shelter and transitional housing for Indigenous people experiencing or at risk of family violence. Through the Family Violence Prevention Program, ISC provided operational funding to shelter recipients across Canada, including in the north and urban centres. Funding helped maintain operations at ISC's 46 legacy shelters at levels comparable to newer shelters, while start-up funding for new shelters was also allocated on a temporary basis to supplement shelter activities. Through the Indigenous Shelter and Transitional Housing Initiative, delivered in collaboration with partners including the Canada Mortgage and Housing Corporation and Indigenous Steering Committees, 80 projects were selected, including 38 emergency shelters and 42 transitional homes. By year-end, 56 projects were actively progressing, including nine substantially completed, 25 under construction and 22 that had received advanced funding.
• Advanced Indigenous-led community safety and well-being by investing approximately $36 million in 57 projects led by 30 First Nations, 9 Inuit, 7 Métis, and 11 urban Indigenous organizations through the Pathways to Safe Indigenous Communities Initiative. Projects responded to community-identified priorities, including mental health interventions, search and rescue training, emergency transportation, and the creation of a Family Systems Navigator to support Indigenous women, girls, and 2SLGBTQI+ people in urban centres. As the Initiative concluded in 2025-26, ISC engaged community representatives and federal partners to discuss future community safety priorities and program transitions.
• Maintained income assistance funding for First Nations recipients by providing $1.2 billion through initial allocations and an additional $179 million to address funding pressures identified through ongoing monitoring of provincial and Yukon income assistance rates, program changes, and emerging community needs. These adjustments supported First Nations communities, organizations, and tribal councils in delivering income assistance programming aligned with provincial and Yukon comparability requirements.
• Improved access to disability and special needs supports for First Nations individuals living on reserve by expanding program eligibility in Manitoba, Saskatchewan, Nova Scotia, and New Brunswick, where disability-specific programming was previously unavailable. ISC also implemented an interim national funding approach, providing an additional $25 million to improve the adequacy and consistency of special needs supports, respond to increased demand and costs, and better meet the unique needs of eligible individuals and families receiving Income Assistance.
• Expanded First Nations access to more flexible funding arrangements by supporting the transition to New Fiscal Relationship (NFR) Grant agreements and continued progress toward sectoral self-government agreements, including with Ta'n Etli-tpi'tmk, which represents 12 Mi'kmaw First Nations in Nova Scotia.
• Improved the availability and use of timely, reliable data to support evidence-based decision-making by First Nations and ISC. The Income Assistance module within the Education Information System became operational in early 2025, with First Nations gaining access in January 2026, and the Income Assistance Reporting and Analytics Solution was implemented to enhance reporting and analytics. These improvements streamlined data collection and validation, reduced reporting burden, improved the timeliness and reliability of program information, and provided participating First Nations with direct access to their own data to inform community planning, program delivery, and decision-making.
• Strengthened First Nations capacity to deliver Income Assistance services by supporting training and knowledge-sharing initiatives, including workshops hosted by First Nations organizations such as the Assembly of First Nations, the Dakota Tribal Council, and the Ontario Native Welfare Administrators Association.  Expanded access to case management and pre-employment supports by extending services to an additional 117 First Nations communities in 2025-26 through $39.2 million in Budget 2024 funding. Based on the most recent available data (2023-24), these supports reached 9,578 individuals across 159 communities, representing approximately 34% of First Nations communities outside Ontario and Yukon. Expanded service delivery also strengthened information on client needs and service gaps to support ongoing program improvements.
• ISC ensured that the level of financial assistance provided on reserve through the Income Assistance program was comparable to the rates and eligibility criteria of the income assistance programs of the provinces and Yukon through key activities such as monitoring regulatory and policy updates that set out their income assistance rates, other allowances, and eligibility criteria. The department also liaised with officials from the provinces and Yukon to verify information, and integrating those updates into national guidelines and regional manuals.
• Maintained stable and flexible funding for urban Indigenous organizations and Friendship Centres across Canada. Approximately $121.1 million was provided through the National Association of Friendship Centres and the Ontario Federation of Indigenous Friendship Centres, benefiting 63 organizations and 33 coalitions. Funding flexibility allowed recipients to adjust resources between program streams based on local priorities, organizational capacity and collaboration opportunities, while stable funding provided greater certainty during the transition to the streamlined Urban Programming for Indigenous Peoples service delivery model for 2026-27.
• Advanced the renewal of the UPIP Performance Measurement Framework in collaboration with funding recipients. The renewed framework reflects priorities and key themes identified through consultations with partners, including the National Association of Friendship Centres and the Ontario Federation of Indigenous Friendship Centres, while aligning with the current funding model and reporting requirements. Once finalized in 2026–27, it will strengthen the measurement of program outcomes and improve the quality and consistency of performance data.
• Completed the UPIP Data Collection Project, establishing a stronger foundation for performance measurement by identifying opportunities to streamline information requirements and align future data collection with the renewed Performance Measurement Framework. These improvements will enhance the quality of performance information, support more meaningful reporting on program results, and provide better insight into urban Indigenous service providers, Friendship Centres, and the communities they serve.
• Supported the implementation of the Canadian Human Rights Tribunal orders and improved the delivery of the First Nations Child and Family Services Program by using program delivery experience to inform new operational guidance, enhance administrative processes, and developed a National Framework to support Canada's National First Nations Child and Family Services Long-Term Reform Plan and Requested Remedies Outside Ontario. Pursuing a regionally negotiated approach to reform within the limits of the National Framework promotes self-determination and allows regional differences to be considered.
• Advanced renewal of the First Nations Child and Family Services Program through First Nations-led long-term reform agreements and updated funding agreements with provincial and Yukon partners. Key milestones included Canadian Human Rights Tribunal approval of the Ontario Final Agreement on March 30, 2026, and submission of Canada's long-term reform plan for First Nations outside Ontario, supported by $35.5 billion through 2033-34 and an ongoing annual commitment of $4.4 billion for regional First Nations-led agreements.
• Supported the implementation of An Act respecting First Nations, Inuit and Métis children, youth and families by securing funding authorities for 2026-27, advancing a long-term funding approach aligned with the reform of the First Nations Child and Family Services Program and progressing transition planning for Indigenous communities, groups, and Peoples exercising jurisdiction under the Act.
• Strengthened the capacity of Indigenous governing bodies to explore and exercise jurisdiction under An Act respecting First Nations, Inuit and Métis children, youth and families by approving 153 capacity-building funding applications supporting 288 First Nations, Inuit and Métis communities. Funding supported Indigenous governing bodies, Section 35 collectives, and national and regional Indigenous organizations in preparing to exercise jurisdiction under the Act and advancing culturally appropriate reforms to child and family services.
• Supported Indigenous governing bodies in advancing jurisdiction and service transfer under An Act respecting First Nations, Inuit and Métis children, youth and families by participating in 27 discussion tables, including five renewals of existing agreements, and providing participation funding to 11 Indigenous governing bodies.    
• Advanced the legislatively required five-year review of An Act respecting First Nations, Inuit and Métis children, youth and families through Indigenous-led engagement and integration of partner feedback into review activities. ISC provided $3 million to 49 participants to lead engagement activities and collaborated with regional Indigenous organizations to develop information products for Indigenous partners and the broader public, supporting meaningful Indigenous participation in the review.   
• Advanced co-development of distinctions-based long term funding frameworks with First Nations, Inuit, and Métis organizations to support the exercise of jurisdiction under the Act.
• Strengthened cultural humility and distinctions-based understanding among employees supporting First Nations Child and Family Services reform by delivering 367 hours of targeted learning, publishing 10 weekly Keepers of the Fire micro-learning editions highlighting distinctions-based Indigenous perspectives, and implementing the Call of the Drum strategy to establish consistent learning expectations, accountability, and development pathways. ISC also co-developed a Cultural Humility Learning Program with the Chiefs of Ontario and Nishnawbe Aski Nation for employees supporting implementation of the Final Agreement on Long-Term Reform of the First Nations Child and Family Services Program in Ontario.

Results Achieved

Department Results 5: Indigenous students are progressing in their education

In 2025-26, First Nations, Inuit and Métis partners and  ISC continued to expand access to culturally relevant learning opportunities and strengthened Indigenous-led education systems across elementary, secondary, adult, and post-secondary education.

Key results included:

• Strengthened community-based education systems through co-developed funding approaches benefiting approximately 120,800 students and more than 11,400 education staff. This year, 92% of programs offered First Nations language courses and 94% offered culture and land-based learning. The student-to-teacher ratio improved from 8.3 students per teacher in 2021-22 to 7.7  in 2025-26, strengthening First Nations' capacity to deliver high-quality and culturally relevant education.  First Nations school food investments also provided healthy meals and snacks to 41,111 students on reserve, supporting student well-being and participation in learning and cultural activities throughout the school day.
• Advanced culturally appropriate elementary and secondary education through bilateral engagement that informed refinements to Interim Funding Formulas and future education policy. Collaboration with First Nations partners, including the Assembly of First Nations and Chiefs of Ontario, supported shared priorities related to adult learning, regional education agreements, lifelong learning, and education infrastructure. This work also informed strategic planning through the Ontario Bilateral Education and Learning Table, contributing to the continued evolution of First Nations-led education systems and funding approaches.  
• Supported 24 First Nations and mandated organizations to strengthen partnerships across school systems and 63 First Nations education entities to build administrative capacity and advance transformative agreements for education governance. Regional Education Agreements were renewed and expanded, supporting more than 30,000 students and advancing First Nations-led education systems. Through the High-Cost Special Education Program, support reached over 10,100 students with Individual Education Plans, strengthening access to education supports aligned with individual learning needs. Cultural programming  was also expanded through more than 40 First Nations and Inuit cultural centres. 
• Expanded access to adult education for First Nations adults ordinarily resident on reserve and in Yukon and the Northwest Territories, supporting 6,587 adult learners, representing an increase of 7% over 2024-25 and 211% since 2022-23. First Nations also expanded community-controlled adult education, with 138 schools opening to adult learners in 2025-26 and 133 new programs  launched between 2021-22 and 2025-26, including remedial learning, basic education, and literacy programming that supports learners who have been most left behind. These culturally grounded, community-responsive  opportunities support adults across age groups, including those in their seventies and eighties, to complete, prepare for, or earn equivalency to secondary education.
• Expanded access to distinctions-based post-secondary education supports through Indigenous-led organizations, strengthening community-based decision-making and culturally relevant programming for First Nations, Inuit and Métis learners. Post-secondary education funding supported 16,650 First Nations students, an 18% increase over the previous year, with 90% of eligible applicants receiving funding; 678 Inuit students; and 5,838 Métis Nation students, an increase of 16% over the previous year and nearly six times the 2019-20 baseline. In addition,4,222 students participated in courses funded by the Post-Secondary Partnerships Program; 92% of these students successfully completed their courses.

Results achieved

Department Results 6: Indigenous communities have sustainable land management and infrastructure

In 2025-26, ISC expanded access to essential community infrastructure while advancing First Nations leadership in infrastructure planning, land management, and environmental stewardship. These efforts also strengthened community resilience by supporting emergency management, climate adaptation, and sustainable infrastructure.

Key results included:

Housing

• Expanded access to on-reserve housing through investments of more than $1.3 billion in new construction, renovations, and supporting infrastructure. These investments contributed to the completion of 640 housing projects, including 1,002 new housing units, 2,134 renovated or upgraded units, 48 lot-servicing projects, 14 subdivision projects, and 223 capacity-development initiatives. Work also continued on 3,768 additional projects to support future housing needs and community growth.
• Advanced on reserve housing through the ongoing partnership with the Canada Mortgage and Housing Corporation (CMHC). Since 2016, CMHC has committed $1.59 billion toward 20,814 housing projects in First Nations communities, including 6,944 new housing units (5,883 completed) and 13,870 renovations and upgrades (11,807 completed).
• Strengthened First Nations housing management capacity by investing $42.1 million through the on-reserve housing management subsidy and an additional $15.6 million in technical services, training, and certification. As a result, 46% of First Nations had housing plans, 37% had housing managers, and 33% accessed housing-related training and certification opportunities.

Education Facilities

• Expanded access to safe and modern K-12 education facilities in First Nations communities through investments of more than $375 million in the construction, renovation, and expansion of schools. These investments addressed health and safety risks, reduced overcrowding, and contributed to the completion of 37 education infrastructure projects, including eight new schools and 21 school renovations and upgrades, benefiting 62 communities. Among these was a new Grades 7-12 school in Red Sucker Lake First Nation, while the original school was renovated to serve Kindergarten to Grade 6 students, creating age-appropriate, culturally relevant learning environments for approximately 367 students.

Health Facilities

• Expanded access to community health infrastructure by completing four health infrastructure projects, including the new Okanese Aboriginal Head Start On-Reserve Building and the expansion and renovation of the Poplar River First Nation Community Health Facility. The Okanese facility provides accessible, culturally supportive spaces for early childhood development, school readiness, and family services. The upgraded Poplar River facility improves access to existing health services while creating capacity for additional community-based programs, including home hemodialysis and foot care services in this remote fly-in community.
• Strengthened the long-term sustainability of the Mercury Care Home and Wellness Centre in partnership with Aubpeeschoseewagong Netum Anishinabek (Grassy Narrows) by finalizing a 30-year, $68.9 million contribution agreement to support operations, maintenance, and service delivery following the project's groundbreaking in March 2025.
• Advanced the Weeneebayko Area Health Authority (WAHA) Hospital Redevelopment Project through investments of $90 million in redevelopment activities and $4 million for repairs and maintenance of the existing hospital. The project remained on schedule while generating $41.4 million in regional contracts during 2025–26 ($140.7 million since March 2024) and maintaining uninterrupted health service delivery for residents of the Weeneebayko region.

Other Community Infrastructure and Activities

Invested $1.06 billion in planning, design, construction, operation and maintenance of eight other community infrastructure asset categories, as well as infrastructure-related activities. Specifically, targeted funding expanded access to other community infrastructure through investments of more than $271.2 million in roads and bridges, energy systems, connectivity, fire protection, climate adaptation measures, administrative buildings, cultural and recreational facilities and planning and skills development. These investments also contributed to the completion of 118 community infrastructure projects, including 43 roads and bridges projects, 13 energy projects, 31 fire protection projects, and several connectivity, structural mitigation, administrative, and recreation projects. This included a new band administration office in Wolastoqiyik Wahsipekuk First Nation, upgrades to the band administration office in Montagnais de Pakua Shipi First Nation, and a new telecommunications tower in Beaver Lake Cree Nation, bringing fully operational cellular service to the community.

• Advanced the Lubicon Lake Band community buildout through targeted investments of $78.6 million to support development of a new community for approximately 800 registered members. By the end of the fiscal year, 14 of the 29 planned projects were complete or substantially complete, including water and wastewater systems, housing, roads and bridges, energy infrastructures, fire protection, community facilities, environmental assessments, waste cleanup, and construction equipment.

Community Infrastructure Capacity-building and Service Transfer

• Strengthened First Nations capacity and readiness for the transfer of infrastructure service delivery. In 2025-26, ISC worked with 17 partners to advance service transfer initiatives. Participating organizations achieved key milestones, including engaging member communities on service delivery models, developing governance frameworks, and completing business cases.
• Advanced First Nations-led infrastructure service delivery by developing new approaches to strengthen infrastructure planning, funding, and governance. This included a revised First Nations infrastructure investment approach to consolidate departmental infrastructure programming and provide more flexible, multi-year funding arrangements, as well as introducing modernized financial tools, including monetization options, to expand financing opportunities and increase flexibility in addressing infrastructure priorities.

Water and Wastewater

• Expanded access to safe drinking water and reliable wastewater services through investments of more than $1.3 billion in on-reserve water and wastewater infrastructure, including nearly $420 million for the operation and maintenance of water and wastewater systems. Working in partnership with First Nations, these investments contributed to lifting four long-term drinking water advisories and provided 720 homes and 15 community buildings in four First Nations with access to clean drinking water.
• Completed 173 water and wastewater infrastructure projects between April 2025 and March 2026, including seven new treatment plants, contributing to ongoing progress across 1,720 projects supported since 2016 (of which 868 are completed).
• Strengthened the reliability and sustainability of water and wastewater systems through investments in regulatory compliance, operator support, and system performance. This included approximately $24 million for the Circuit Rider Training Program, supporting compliance with the Wastewater Systems Effluent Regulations and the Guidelines for Canadian Drinking Water Quality, while enhancing First Nations' capacity to monitor and report on system performance.
• Improved the performance of water and wastewater systems in First Nations communities. Based on the 2024–25 Annual Performance Inspections, 67.2% of public water systems and 53.9% of wastewater systems achieved low-risk ratings, up from 63.7% and 48.1%, respectively, in 2023–24. In addition, 97.5% of public water systems met drinking water quality guidelines and 71.1% of wastewater systems met regulatory requirements.
• Strengthened First Nations capacity to operate and maintain water and wastewater systems by launching a water operator training initiative in partnership with First Nations employment and training organizations and supporting community-based monitoring. Since 2010–11, all First Nations communities supported by ISC have had access to either a trained Community-Based Drinking Water Monitor or an Environmental Public Health Officer. To address operator capacity challenges, ISC also approved 10 training proposals supporting 13 First Nations affected by capacity-related long-term drinking water advisories. These initiatives are expected to support approximately 157 students through flexible learning, preparatory supports, and wraparound services, helping build long-term workforce capacity.
• Strengthened community capacity in water and wastewater system operations through the Circuit Rider Training Program, which supported 479 participating communities through a network of 20 service providers and 73 trainers, based on the most recent available results from 2023-24.

Emergency Management Assistance

• Strengthened First Nations emergency preparedness, response, and resilience by advancing a risk-based approach to emergency management and implementing recommendations from the 2022 Auditor General's Report on Emergency Management in First Nations Communities. In 2025-26, at least 50% of mitigation and preparedness funding was directed to high- and medium-risk communities, including 65% of non-structural mitigation funding and 76% of FireSmart funding. Working with First Nations in British Columbia, ISC also co-developed a highest-risk community list to support a more equitable allocation of resources.
• Strengthened First Nations emergency management capacity by expanding support for Emergency Management Coordinators (EMCs). In 2025-26, ISC provided partial or full funding for up to 320 EMC positions in First Nations communities, Tribal Councils, and organizations, up from 264 positions in 2024-25. Working with First Nations, regional offices also adapted the 2019 funding model to better reflect regional priorities, increasing the number of supported EMC positions while strengthening local planning, coordination, preparedness, and response capacity. In British Columbia, an additional $2.5 million supported 34 new EMC positions, bringing the provincial total to 47 positions focused on the highest-risk communities.
• Improved emergency management coordination through co-developed agreements and governance mechanisms that clarified roles, responsibilities, and shared decision-making. This included the Abegweit Multilateral Agreement between Abegweit First Nation, Canada, and Prince Edward Island, recognizing the First Nation as a full and equal partner in provincial emergency management. Leadership committees, technical working groups, and multilateral planning mechanisms also strengthened coordinated emergency management aligned with First Nations priorities.

Communities and the Environment

• Advanced Additions to Reserves (ATR) by supporting 30 First Nations with technical activities to complete planned work, including surveys, management of third-party interests, Duty to Consult requirements, municipal service agreements, and environmental site assessments.  During the same period, 90 First Nation participants completed ATR training through in-person and virtual sessions, and 57 ATR applications were approved, exceeding the levels anticipated under Budget 2021.
• Advanced collaboration with the Manitoba Métis Federation by supporting the development of a Duty to Consult protocol to help ensure Métis interests are considered in projects that may affect them. The protocol is expected to be piloted in 2026-27.
• Advanced the development of a new land registry system for First Nations operating under the Framework Agreement on First Nations Land Management Act. Working with Crown-Indigenous Relations and Northern Affairs Canada (CIRNAC), ISC assisted in the completion of the development phase and advanced the transition to pilot testing, with six First Nations expected to begin testing the system in late 2026. This work included providing data from the First Nations Land Registry System, leading 20 data-sharing meetings, establishing ongoing information-sharing processes, advancing the development of a Memorandum of Understanding and development of an Information Sharing Agreement with key partners, and providing cost estimates to inform future registry planning.
• Modernized Indian Act land administration policies and procedures by working with the National Aboriginal Lands Managers Association, its regional affiliates, and the Department of Justice.  Key achievements included updating the Designations and Leasing Policy and Procedures, publishing these policies online to improve accessibility, and advancing revisions and updates to the Reserve Land and Environment Management Program Manual and Toolkit. These updates incorporated recent case law and regional practices, improving the efficiency and consistency of land administration, reducing legal risk, and providing clearer guidance for First Nations.
• Expanded participation in the Reserve Land and Environment Management Program through Budget 2023 investments, with 12 additional First Nations joining the program to strengthen local governance, bringing total participation to 161 communities as of March 31, 2026.
• Supported five First Nations in reclaiming jurisdiction over reserve lands through the implementation of community-approved land codes under the Framework Agreement on First Nation Land Management. As of March 31, 2026, there were 122 First Nations managing their reserve lands through community-approved land codes, and an additional four who have since signed comprehensive self-government agreements.
• Strengthened First Nations Land management capacity through the National Aboriginal Lands Managers Association's Professional Lands Management Certification Program, with 10 new First Nation land managers certified in 2025-26, meeting the annual certification target. This brought the total number of certified land managers to 270.Advanced understanding of workforce capacity needs by supporting the National Aboriginal Lands Managers Association's national workforce survey which identified gaps and future workforce requirements across the First Nations land management sector. 
• Advanced First Nations-led delivery of land management services by transferring responsibility for the administration of Phase I Environmental Site Assessments for developmental First Nations Land Management First Nations to the First Nations Land Management Resource Centre. 
• Supported 111 First Nations to advance land use planning, and related survey projects, through the First Nation partner-administered Land Use Planning Initiative. In 2025-2026 this included the completion of eleven community-approved land use plans that support sustainable land use, development, and stewardship.
• Reduced risks to human health and the environment by investing approximately $112 million in contaminated sites management on reserve lands, supporting 145 site assessments, 140 remediation projects, and 131 site closures.
• Provided departmental expertise to inform impact assessments of major projects, including potential effects on Indigenous Peoples’ health, social and economic conditions. Over 55 submissions on over 30 projects brought together expertise from across the department for consideration by the Impact Assessment Agency of Canada. 
• Strengthened Indigenous capacity to assess and manage cumulative effects by supporting the Indigenous Centre for Cumulative Effects in expanding distinctions-based, Indigenous-led training, publications, and knowledge-sharing activities, including a biennial conference attended by more than 375 participants. The Centre also provided $2.2 million to support 11 new and 13 ongoing community-based initiatives, including cumulative effects frameworks, land-based monitoring programs, assessments for federal regulatory processes, and youth training initiatives. These projects strengthened communities' capacity to establish baseline conditions, identify management priorities, uphold Indigenous rights, and make informed decisions about future development.
• Strengthened Indigenous capacity to assess the impacts of major projects by supporting the First Nations Major Project Coalition in implementing and promoting the Spirit of the Land: Indigenous Cultural Rights and Interests Toolkit which helps Indigenous Nations assess and respond to potential impacts on cultural rights and interests associated with major resource and infrastructure projects.
• Improved the Environmental Review Process by developing and disseminating guidance for ISC impact assessment practitioners on integrating Indigenous environmental, social, economic, health, and rights considerations into project reviews and decision-making. These efforts supported more effective and timely environmental assessments while helping ensure projects on First Nations lands are developed sustainably. In 2025-26, ISC conducted environmental reviews for more than 600 projects across Canada. 
• Expanded access to sustainable solid waste management by investing approximately $73 million through the First Nations Waste Management Initiative (FNWMI) in waste management infrastructure, recycling and composting programs, and greater integration with provincial waste diversion initiatives. In 2025–26, 111 new projects were launched and 88 projects were completed, supporting community-led approaches to waste management across First Nations communities.
• Strengthened First Nations waste management capacity by supporting the Indigenous Zero Waste Technical Advisory Group (IZWTAG) in delivering training, technical support, and practical resources to help First Nations implement zero-waste systems. Through ISC's multi-year funding, IZWTAG has supported more than 100 First Nations communities and aims to reach more than 200 communities within five years through initiatives such as circuit rider training, feasibility studies, policy development, and support for transferring waste management programs to First Nations.
• Supported community-led approaches to legacy waste management through targeted investments, including $1.11 million over three years for Champagne and Aishihik First Nations to advance waste site remediation, community cleanups, installation of bear-proof waste bins, and improvements to local waste management systems.
• Improved the operation and maintenance of First Nations waste management systems by investing $51 million and funding eight new solid waste coordinator positions. As of March 2025, 58.9% of First Nations communities had adequate waste management systems, exceeding the Initiative's 2026 and 2027 targets and remaining on track to achieve the 2028 target of 65%.
• Advanced knowledge sharing and collaboration by convening the first First Nations Waste Management Conference in May 2025, bringing together 266 participants to share leading practices and identify priorities for sustainable, long-term waste management.
• Strengthened First Nations stewardship of lands and waters by establishing the Joint Table on First Nations Waste Management to develop recommendations on waste management and unauthorized dumping. The resulting report, Waste Management in Crisis: Recommendations to Strengthen First Nations Stewardship over their Land and Waters, provides a foundation for future policy, regulatory, and program improvements.
• Advanced departmental climate risk management by completing the Health Services Climate Risk Management Action Plan and advancing plans for the Infrastructure and Environment and Economic Development Service Areas. Together, these plans will guide mitigation measures across 80% of ISC's climate-vulnerable programs identified in the 2021 ISC Climate Change Vulnerability Assessment. ISC also received recognition in Finance Canada's 2025 Report on the Government of Canada's Climate-Related Financial Risk Management for its Climate Risk Management Action Plans, highlighting the department's efforts to strengthen climate risk management and adaptation across its programs and services.

Results achieved

Departmental Result 7: Indigenous communities are progressing in their business and economic growth

In 2025-26, First Nations, Inuit and Métis partners and ISC advanced Indigenous economic participation by expanding community-led economic development opportunities, supporting Indigenous-led economic policy and priority development, improving access to business supports and capital, advancing participation in key economic sectors, and strengthening the partnerships, governance, and evidence needed to support long-term economic growth.

Key results included:

• Strengthened First Nations capacity to pursue community-led economic development by investing, through the Lands and Economic Development Services Program, $22.3 million under the New Fiscal Relationship for 153 recipients, and $35.1 million for an additional 357 communities and delegated organizations through other funding agreements. These investments supported communities, including small and remote communities, in identifying economic opportunities, advancing community priorities, and developing community-owned businesses. Funding also strengthened regional First Nations economic organizations and enhanced local capacity through training in proposal development, business planning, and feasibility assessment. 
• Expanded access to community-led economic development opportunities for First Nation and Inuit communities south of the 60th parallel through targeted funding and advisory support. Assistance helped small, remote, and capacity-constrained communities develop funding proposals, identify financing opportunities, assess project feasibility, advance community-owned businesses, and participate in major project supply chains. The Community Opportunity Readiness Program generated an estimated minimum of $5 in benefits to participating communities for every $1 invested by ISC in national projects.
• Advanced Indigenous participation and representation in international trade and economic development through engagement in international forums, trade discussions, and bilateral exchanges, including the Indigenous Peoples Economic and Trade Cooperation Arrangement (IPETCA), the Asia-Pacific Economic Cooperation (APEC) Ministerial Dialogue with Indigenous Peoples, and engagements with delegations from New Zealand, Australia, Brazil, and Chile. Collaborated with federal partners, including Global Affairs Canada and Innovation, Science and Economic Development Canada, to advance Indigenous priorities, and economic interests in trade diversification initiatives, policy development, and international outcome documents.
• Advanced Indigenous-informed approaches to economic evaluation, data collection and performance measurement. The 2025-26 evaluation of the Economic Development Capacity and Readiness Program was the first to apply the framework and metrics developed through the Centering Indigenous Worldviews Within Evaluation Frameworks project with the Indigenomics Institute. The evaluation incorporated community-defined well-being, First Nations concepts of wealth and prosperity, and priorities identified by First Nations and Inuit representatives. In response to the evaluation, ISC developed a Management Response and Action Plan that includes co-developing a new data framework with First Nations. The program also expanded the use of verbal updates through the Grants and Contributions Information Management System, providing communities with greater flexibility to share information in ways that reflect their priorities and experiences.
• Strengthened the Strategic Partnerships Initiative (SPI) by improving performance measurement, governance, service delivery, and partner engagement. These improvements contributed to more coordinated and effective business support programming by strengthening collaboration, accountability, and the design of initiatives supporting Indigenous participation in complex, multiyear economic opportunities.
• Expanded opportunities for Indigenous participation in tourism through investments of $6.1 million supporting Indigenous tourism businesses, entrepreneurs, communities, and regional tourism organizations. This included $2 million for the Indigenous Tourism Association of Canada to expand marketing, training, and business development supports, and $4.1 million through the Strategic Partnerships Initiative for four regional tourism projects in Atlantic Canada, Alberta, British Columbia, and Quebec. As of 2025, these initiatives had allocated $26.6 million, leveraged $77.8 million in additional funding, supported 326 communities, and established 19 partnerships.
• Expanded Indigenous participation in the clean energy sector by investing $12 million through the Strategic Partnerships Initiative–Clean Energy in Alberta, Saskatchewan, Manitoba, Quebec, and Atlantic Canada, as well as through a partnership with Indigenous Clean Energy Social Enterprise. In 2025-2026, these investments supported 40 Indigenous businesses , created 53 jobs, provided 38 training opportunities, and impacted 110 First Nations, Inuit, and Métis communities to participate in large-scale clean energy projects while strengthening collaboration across federal, provincial, and private sector partners.
• Improved access to funding and business support for Indigenous businesses through the Indigenous Business Navigator Service (IBNS). In 2025-26, IBNS processed 514 service requests, an increase from the previous year, with more than 80% related to funding. The service supported Indigenous businesses across all provinces and territories by helping clients navigate available programs and funding opportunities and strengthening coordination across federal departments and regions. Approximately 70% of clients were First Nations, 20% Métis and 5-10% Inuit, with most operating early- or growth-stage businesses across sectors including retail, construction, professional services, information technology, innovation, tourism, agriculture and environmental services.
• Advanced First Nations participation in the governance and management of oil and gas resources on reserve by co-developing modernized Indian Oil and Gas Regulations and advancing First Nation Assertion of Jurisdiction initiatives. Indian Oil and Gas Canada  worked with First Nations through the Joint Technical Committee and the Indian Oil and Gas Canada Co-management Board to strengthen readiness for service transfer, improve transparency, and increase access to information.
• Supported First Nations in generating economic benefits from on-reserve oil and gas resources. This year, Indian Oil and Gas Canada collected $107.8 million in lease and royalty revenues on behalf of First Nations. Revenues were approximately 11% lower than in 2024-25, reflecting fluctuations in oil and gas prices and other external factors, including market uncertainty, capital investment, and exploration and development activity.
• Supported Indigenous participation in climate resilience and major project decision-making by investing in initiatives that advance climate change adaptation, protect community assets, and support the clean energy transition. ISC developed a climate change assessment tool to complement the existing Environmental Review Process and support climate-informed planning for projects supported by ISC on reserve lands, including infrastructure projects. ISC also worked with the Impact Assessment Agency of Canada and other federal partners to strengthen early engagement and Indigenous participation in legislative, regulatory, and policy processes related to major projects,by providing expertise about potential effects of projects on the health, social, and economic conditions of Indigenous communities throughout impact assessments and by reviewing and providing advice during the development of related guidance (e.g. guidance on the assessment of health, social, and economic effects). ISC also provided CIRNAC with input on the latest guidance for Federal Authorities on the duty to consult, from an impact assessment and major projects perspective.
• Supported distinctions-based economic policy and priority development by working with First Nations, Inuit, and Métis partners through partner-led engagement, research, and proposal development. This work helped translate broader economic reconciliation priorities into more concrete policy, institutional, financing, capacity-building, and implementation proposals. Partners also completed 12 economic initiatives that strengthened Indigenous economic development capacity and helped lay the groundwork for future policy and investment opportunities.
• Strengthened the evidence base for economic reconciliation by advancing Indigenous-informed research and analytical tools in collaboration with Indigenous partners, Statistics Canada, federal departments, and external experts. This work improved understanding of Indigenous economic priorities, data gaps, governance considerations, and reporting needs while enhancing the department's capacity to assess the potential economic and fiscal impacts of Indigenous-led projects through improvements to ISC's Economic Impact Modelling Tool. Key outputs included preliminary work on an Indigenous Economic Outlook approach, an economic indicator framework, and enhancements to ISC's economic impact modelling tools and methodologies.
• Advanced Indigenous participation in federal procurement by continuing to co-develop the Transformative Indigenous Procurement Strategy, enhancing the Indigenous Business Directory, and strengthening procurement reporting across 97 federal departments and agencies. The Government of Canada exceeded its 5.0% target for Indigenous procurement in 2024-2025, achieving 5.1%. Modernized the Aboriginal Entrepreneurship Program to improve access to capital and business supports for Indigenous entrepreneurs. Long-term funding agreements with the Métis Capital Corporations and the National Aboriginal Capital Corporations Association strengthened the capacity of Indigenous partners to deliver services, while program enhancements have expanded access to funding and improved supports for Indigenous entrepreneurs, including women, and youth.
• Strengthened the capacity of Inuit firms in the Nunavut Settlement Area to participate in business and federal procurement opportunities through $1.125 million in investments that enhanced business capacity, competitiveness, and procurement readiness. Funded initiatives supported skills and business development, market visibility, employment opportunities and procurement readiness through training, technology initiatives, and support for Inuit Development Corporations. ISC also worked with federal partners to reinforce procurement responsibilities and support compliance with the Nunavut Agreement's Inuit firm participation requirements, strengthening opportunities for Inuit firms to participate in federal procurement.

Results achieved

Department Result 8: Indigenous communities have governance capacity and support for self-determination

In 2025-26, ISC advanced Indigenous-led governance and service delivery by strengthening governance capacity, expanding flexible funding approaches, and improving access to governance, registration, treaty, and data services.

Key results included:

• Advanced modernization of the Band Support Funding Program by identifying opportunities to better align the funding model with the governance needs of First Nations governments. Previous engagement and research informed policy development and options for more responsive, effective, and sustainable support for local governance and the administration of federally funded services.
• Supported 22 First Nations in advancing self-identified development priorities through the Community Development Wrap-Around Initiative. In 2025–26, ISC invested $25.8 million to support 64 projects across 13 priority areas, create 82 full- and part-time jobs, and leverage an additional $66.5 million in partner investments. These investments strengthened community capacity to plan, coordinate, and deliver community-led development initiatives.
• Strengthened First Nations financial governance through the adoption of Financial Administration Laws, supporting improved financial management, accountability, and governance. Based on the First Nations Financial Management Board's most recent annual report, 319 First Nations had approved Financial Administration Laws. ISC and CIRNAC continued supporting interested First Nations by funding the First Nations Financial Management Board to provide tools, guidance, and capacity-building support.
• Expanded access to Secure Certificate of Indian Status (SCIS), increasing the number of registered First Nations individuals with a proof of registration document with enhanced security features.  In 2025–26, the Department processed 100,600 SCIS applications, raising the number of active cardholders to 521,240, representing approximately 45% of the registered First Nations population. This year-over-year increase improved access to the associated benefits, rights, programs, and services.  
• Improved the efficiency and accuracy of application services through the Digital Application Services (DAS) initiative. In 2025-26, DAS was fully deployed across all ISC regions for Secure Certificate of Indian Status application intake, and a pilot for registration applications was launched with five Registration Administrators in British Columbia. Average intake time declined to 7 minutes and 50 seconds and error rates fell to 2.22%, contributing to faster processing and improved application quality.  
• Enhanced treaty annuity service delivery by implementing a new treaty payment system, now used for regional treaty payment events and to process the treaty payment form. The system eliminated processing backlogs and reduced payment processing times to within 10 business days. In 2025-26, ISC issued $1,95 million in treaty annuity payments to 96,817 annuitants, representing 100% of annuitants who requested a payment, out of a potential 688,000 annuitants.
• Maintained accessible treaty annuity payments services through 261 in-person payment events in First Nation communities across Canada and four urban events in Manitoba, Saskatchewan and British Columbia delivered in partnership with First Nations. These events provided over 686,000 potential eligible treaty annuitants with flexible options to receive their treaty annuity payments.
• Improved access to trust funds for First Nations and individual trust account holders by streamlining trust account administration through enhanced outreach, stronger partnerships with external organizations, and new technologies. As a result, approximately $125 million was nearing transfer to participating First Nations, while payouts to individual account holders increased significantly compared with previous years.  
• Expanded the New Fiscal Relationship Grant to include First Nations-led service delivery entities, such as Tribal Councils and health authorities. As such, 15 Tribal Councils, 2 health and 1 education authority joined the Grant in 2025-26. The expanded funding mechanism strengthened the capacity of these organizations to design, deliver, and manage services in accordance with community priorities.  
• Advanced First Nations financial governance through foundational initiatives and capacity-building supports. In 2025-26, ISC and its partners continued exploratory discussions toward establishing a First Nations Auditor General function, including the options for a virtual First Nations Financial Resource Centre, and enhanced financial reporting supports. The Aboriginal Financial Officers Association completed the Indigenous Fiscal Tools website, while the First Nations Financial Management Board identified additional measures to strengthen financial reporting and audit capacity.
• Strengthened oversight of the New Fiscal Relationship Grant through annual risk monitoring and program evaluation. This year, ISC used 2023-24 recipient information to identify recipients with higher risk profiles and potential capacity support needs. The department also completed an evaluation of the New Fiscal Relationship Grant; the final evaluation report is expected to be published in August 2026.
• Strengthened Indigenous-led data governance by supporting First Nations' capacity to define, measure, and report on community success according to their own priorities. Working with the First Nations Information Governance Centre, ISC completed and disseminated a suite of bilingual, adaptable data governance resources informed by five years of engagement with First Nations data leaders. These resources advanced the Transformational Approach to Indigenous Data (TAID) by supporting community-led data governance, evidence-based decision-making, and outcomes-based reporting.
• Advanced First Nations' readiness for Indigenous-led service delivery by working with 17 First Nation partners on transfer planning. This included community engagement on service delivery models, the development of governance frameworks, and the completion of business cases.  
• Supported First Nations in advancing self-governance by reviewing draft Custom Election Codes and processing Orders under the First Nations Elections Act and Custom Election Codes. In 2025-26, ISC completed three Custom Election Code reviews, processed six Orders under the First Nations Elections Act and two Orders under the Custom Election Codes, helping participating First Nations to implement community-based election governance frameworks that strengthen local decision-making.
• Strengthened First Nations' capacity to administer elections under the Indian Act and the First Nations Elections Act by training and certifying 17 Electoral Officers. 
• Strengthened First Nations governance capacity by training and certifying 56 First Nation by-law administrators, officers, and leaders in British Columbia and Alberta. The training equipped participants to develop and implement by-laws under the Indian Act, strengthening local governance and supporting community priorities. 
• Increased departmental data governance and management practices by implementing the 2024-25 Departmental Data Strategy. ISC advanced the Departmental Data Asset Inventory, established a common lexicon for data sharing and data transfer, delivered training on external data sharing, and promoted the Data Governance Framework through senior governance tables. These efforts improved coordination, increased awareness of data governance priorities, and supported more transparent, and respectful data sharing with Indigenous partners.
• Expanded interdepartmental collaboration to advance implementation of Shared Priority 30 under the United Nations Declaration on the Rights of Indigenous Peoples Act Action Plan. Participating organizations established a shared understanding of priorities, identified opportunities for collective action, and improved coordination through a joint work plan, engagement among Working Group co-chairs, and an interdepartmental workshop led by ISC in collaboration with Library and Archives Canada and the Treasury Board of Canada Secretariat. 
• Advanced Indigenous data initiatives with participating organization by completing most data strategies and work plans, strengthening data governance capacity and supporting continued progress toward Indigenous data sovereignty. ISC contributed through the development of strategic deliverables, regular bilateral engagement, and ongoing monitoring to track progress and respond to emerging needs.