2021-22
Departmental Plan - Core responsibilities: planned results and resources, and key risks
2021-22
Departmental Plan - Core responsibilities: planned results and resources, and key risks
This section contains detailed information on the Department’s planned results and resources for each of its core responsibilities. It also contains information on key risks related to achieving those results.
Core Responsibility 1: Public Infrastructure, Communities and Rural Economic Development Policy
Description
Infrastructure Canada sets policies for both public infrastructure and rural economic development that target the needs of Canadians and stakeholders (public/private partners) while considering finite resources. Policies are set through strategies, plans, consideration of alternative financing models and funding programs, eligibility requirements among other tools and their outcomes are monitored to inform future decision making. Policy solutions determine how the federal government supports public infrastructure development, bridges, public transit, clean water and wastewater, disaster mitigation, rural economic development, among other areas, which have impacts on the quality of life of Canadians.
Planning highlights
Departmental Result 1.1: Infrastructure, communities and rural economic development policies are evidence-based
In support of the above result, Infrastructure Canada will undertake:
- The professional development of its employees, including its data and research and policy-making capacity, and engage with non-governmental subject-matter experts, public-interest advocates and research groups in order to increase evidence-based policy.
- Serving as a policy centre of expertise for the Government of Canada, that conducts research and analysis of trends and innovations in project finance and alternative partnerships models both domestically and internationally.
- The implementation of the Rural Opportunity, National Prosperity: An Economic Development Strategy for Rural Canada, launched in June 2019. The strategy sets out a whole-of-government approach to strengthening rural communities, including holding discussions with rural leaders, networks and other stakeholders and strengthening the use of rural disaggregated data to inform rural program design and delivery.
- The provision of advice, guidance, intelligence and expertise to assist partners in the development of their public-private partnership (PPP) projects including management of the P3 Canada Fund.
- The provision of strategic advice on issues pertaining to the P3 contracts for two major federal bridge projects, including operational policies, corporate reporting, external engagement, international advocacy, as well as operational and commercial oversight.
- The provision of strategic advice and information on the governance and operations of two Crown Corporations, the Jacques Cartier and Champlain Bridges Incorporated (JCCBI) and the Windsor Detroit Bridge Authority (WDBA).
- Engagement with industry and other jurisdictions to monitor and analyze the impacts of the COVID-19 pandemic on major infrastructure projects in Canada.
Departmental Result 1.2: Infrastructure improves the ‘quality of life’ for all Canadians
In support of the above result, Infrastructure Canada will undertake:
- The development of policy considerations and program design options intended to support energy literacy and energy independence among Canadian communities, and particularly among rural, vulnerable and low-capacity communities.
- Engagement with external partners, conducting policy research and analysis, and developing policy and program design considerations to support the construction of climate resilient infrastructure which can reduce the socio-economic costs of climate change and improve the quality of life of Canadians.
- The development and use of climate-ready guidance, standards and codes through the Climate Resilient Buildings and Core Public Infrastructure Initiative to encourage the construction of infrastructure designed to withstand Canada's changing climate and reduce the economic, social and environmental consequences of climate change for Canadians.
- Working to create a new Green and Inclusive Community Buildings Program to fund retrofits, repairs, upgrades and new builds which will contribute to climate objectives, support good jobs and local economic growth, and serve the diverse populations who depend on these buildings, especially in under-served areas.
- Advancing the Government’s commitment to provide permanent public transit funding and help improve the quality of life for Canadians by creating sustainable and inclusive transport options that will: reduce GHG emissions, reduce congestion, provide a range of health benefits, and disproportionately benefit women and disadvantage groups who rely on transit services the most.
- Contributing to public health and safety, carry-out work on a $150-million program to improve ventilation in public buildings.
- Supporting public infrastructure development, bridges, public transit, clean water and wastewater, disaster mitigation, rural economic development, all of which have an impact on quality of life, through the Investing in Canada Infrastructure Program and the Disaster Mitigation and Adaptation Fund.
- Increasing the capacity of the private sector to make efficient use of financial resources and bring commercial discipline to the planning and design of public infrastructure.
- The safe and efficient movement of people and goods at two of Canada’s most important crossings, while also promoting alternative transportation options through the inclusion of active and public transportation options. User-related stats are captured on a daily basis to determine usage.
Departmental result |
Departmental result indicator | Target |
Date to achieve target |
2017–18 |
2018–19 actual result |
2019–20 actual result |
|---|---|---|---|---|---|---|
1.1 Infrastructure, communities and Rural Economic Development policies are evidence-based |
1.1.1: Percentage of assessments that find Infrastructure Canada’s policies assist in the development of effective programs and federal initiatives | 100% |
March 31, 2022 |
Not availableFootnote1 |
Not available |
Not available |
1.1.2: Percentage of management action plan (MAP) items implemented as planned |
100% |
March 31, 2022 |
Not available |
Not available |
Not available |
|
1.2: Infrastructure improves the ‘quality of life’ for all Canadians |
1.2.1: Change in real Gross Domestic Product attributable to federal investments in infrastructure |
$45.9B |
March 31, 2022 |
$44.2B |
$45.0B |
$48.1B |
1.2.2: Change in the remaining useful life of infrastructure assets |
50% |
March 31, 2022 |
57.8% |
56.6% |
56.1% |
|
1.2.3 GHG emissions per capita in current year less 0.0000085 megatons (2005 reference year) |
Less than 0Footnote2 |
March 31, 2022 |
Not available |
Not available |
Not available |
|
1.2.4: Remaining useful life of public infrastructure assets particularly relevant to vulnerable populations: public transit, and recreational and sports facilities |
50% |
March 31, 2022 |
Not available |
Not available |
Not available |
Financial, human resources and performance information for Infrastructure Canada’s program inventory is available in the GC InfoBase. Endnote i
2021–22 budgetary spending |
2021–22 |
2022–23 |
2023–24 |
|---|---|---|---|
27,590,754 |
27,590,754 |
26,975,720 |
27,143,274 |
Financial, human resources and performance information for Infrastructure Canada’s program inventory is available in the GC InfoBase. Endnote ii
2021–22 |
2022–23 |
2023–24 |
|---|---|---|
137 |
132 |
131 |
Financial, human resources and performance information for Infrastructure Canada’s program inventory is available in the GC InfoBase. Endnote iii
Core Responsibility 2: Public Infrastructure and Communities Investments
Description
Infrastructure Canada identifies investment opportunities across a range of funding mechanisms and aims to maximize value-for-money as the federal Government directs investment into infrastructure.
- Allocation-based programs offer stable funding for projects that balance both national priorities with local needs of provinces and territories;
- Merit-based programs award funding to projects that are selected through an application process; and,
- Alternative financing arrangements identify projects that are delivered in partnership with either private sector or non-government organization and Infrastructure Canada or Crown Corporations under the Minister of Infrastructure and Communities.
Departmental Result 2.1: Investments in public infrastructure to meet national interests and community needs
In support of the above result, Infrastructure Canada will undertake:
- Supporting other jurisdictions through the Investing in Canada Infrastructure Transfer Payment Program to address provincial/territorial, municipal and Indigenous needs in public transit, green and social infrastructure, rural and northern infrastructure, and the COVID-19 Resilience Infrastructure Stream.
- The Canada Healthy Communities Initiative to support new approaches and solutions that are needed by communities to respond to COVID-19 and ensure that Canadians can safely engage in physical, social and commercial activities locally.
- Providing support through the Canada Infrastructure Bank as it seeks to generate revenue and foster economic growth by contributing to the sustainability of infrastructure in Canada.
- Collaborating with the Private Partner to complete construction and transition the Samuel De Champlain Bridge Corridor to long-terms operation and maintenance.
- Working with the CDPQ Infra to integrate the Réseau express métropolitain light-rail transit system within the dedicated transit corridor on the Samuel De Champlain Bridge.
- Supporting The Jacques Cartier and Champlain Bridge Incorporated (JCCBI) in the deconstruction of the original Champlain Bridge and maintenance of its federal structures in the Montreal region.
- Collaborate with the Windsor-Detroit Bridge Authority, state of Michigan and project partners, to support the advancement of the Gordie Howe International Bridge through the construction phase.
Departmental result |
Departmental result indicator | Target |
Date to achieve target |
2017–18 |
2018–19 actual result |
2019–20 actual result |
|---|---|---|---|---|---|---|
2.1: Investments in public infrastructure meet national interests and community needs |
2.1.1: Infrastructure Canada funding committed to projects |
$8,100,000,000 |
March 31, 2022 |
$6,039,963,409 |
$8,472,838,904 |
$6,037,912,300 |
2.1.2: Number of transactions and amount of private investment in public infrastructure |
250 projects |
March 31, 2022 |
Not availableFootnote3 |
Not available |
Not available |
Financial, human resources and performance information for Infrastructure Canada’s program inventory is available in the GC InfoBase. Endnote iv
2021–22 budgetary spending |
2021–22 |
2022–23 |
2023–24 |
|---|---|---|---|
15,330,043 |
15,330,043 |
14,992,823 |
15,081,458 |
Financial, human resources and performance information for Infrastructure Canada’s program inventory is available in the GC InfoBase. Endnote v
2021–22 |
2022–23 |
2023–24 |
|---|---|---|
132 |
127 |
127 |
Financial, human resources and performance information for Infrastructure Canada’s program inventory is available in the GC InfoBase. Endnote vi
Core Responsibility 3: Public Infrastructure and Communities Investment Oversight and Delivery
Description
Conduct oversight to ensure recipients comply with project requirements and projects are delivered according to agreements. Infrastructure Canada oversees programs and projects as well as major bridges, Crown Corporations and alternative financing arrangements. While Crown Corporations operate at arm’s length, the department plays a secretariat role in supporting them. Across all programming, numerous monitoring activities are used to oversee projects and ensure they are delivered as expected for Canadians.
Departmental Result 3.1: Infrastructure investments and assets are managed through their lifecycle
In support of the above result, Infrastructure Canada will undertake:
- Conducting end-to-end oversight of funding agreements and project investments to ensure compliance and achievement of expected outputs and outcomes through the ongoing collection, monitoring, and assessment of information.
- Monitoring of four Smart Cities Challenge winners through milestone reports and Agreement Management Committees.
- Monitoring of Canada Healthy Communities Initiative funding through Interim reports and an Agreement Oversight Committee.
- Providing expertise on innovative approaches to infrastructure delivery, particularly on alternative approaches to funding, financing and procurement, including opportunities for partnerships with the private sector, in order to deliver public infrastructure projects through their full lifecycle.
- Managing the Samuel De Champlain Bridge Corridor P3 Project Agreement to ensure that construction and operations are delivered safely and efficiently in line with contract provisions.
- Conducting due diligence and oversight related to the construction of the Gordie Howe International Bridge (GHIB)
- Ensuring that the Jacques Cartier and Champlain Bridges Incorporated (JCCBI) and Windsor-Detroit Bridge Authority (WDBA) carry out their mandated responsibilities effectively and as per their authorities.
Departmental result |
Departmental result indicator |
Target |
Date to achieve target |
2017–18 |
2018–19 actual result |
2019–20 actual result |
|---|---|---|---|---|---|---|
3.1: Infrastructure investments and assets are managed through their lifecycle |
3.1.1: Percentage of projects completedFootnote4 |
60% |
March 31, 2022 |
Not availableFootnote5 |
Not available |
Not available |
3.1.2: Percentage of programs / projects that comply with funding documentsFootnote6 |
100% |
March 31, 2022 |
Not available |
Not available |
Not available |
|
3.1.3: Value of Infrastructure Canada’s funding contribution disbursed in the fiscal year |
$6,607,504,217 |
March 31, 2022 |
$3,608,705,632 |
$5,449,773,453 |
$7,616,737,618 |
|
3.1.4: Percentage of transfer payment program service standards that are met |
80% |
March 31, 2022 |
Not available |
Not available |
Not available |
Financial, human resources and performance information for Infrastructure Canada’s program inventory is available in the GC InfoBase.Endnote vii
2021–22 budgetary spending |
2021–22 |
2022–23 |
2023–24 |
|---|---|---|---|
6,755,898,794 |
6,755,898,794 |
7,056,163,351 |
7,942,104,392 |
Financial, human resources and performance information for Infrastructure Canada’s program inventory is available in the GC InfoBase. Endnote viii
2021–22 |
2022–23 |
2023–24 |
|---|---|---|
205 |
199 |
198 |
Financial, human resources and performance information for Infrastructure Canada’s program inventory is available in the GC InfoBase.Endnote ix
Gender-based analysis plus
Infrastructure Canada is committed to ensuring equitable outcomes of infrastructure investments to benefit all communities. As such, the Department will continue to undertake a gender-based analysis plus (GBA+) assessment during the planning of new programs and the approval of major projects, including using a rural lens to consider the implications of policies and program design for rural communities. Through a GBA+ process, the Department will continue to carry out its challenge function when reviewing memoranda to Cabinet and Treasury Board submissions to assess the quality of the GBA+ considerations in order to foster inclusive and equal access to infrastructure for diverse groups of people.
United Nations’ 2030 Agenda for Sustainable Development and the UN Sustainable Development Goals (SDGs)
Infrastructure Canada will help the ambitious United Nations’ 2030 Agenda move forward through a combination of initiatives, programs and investment decisions within its mandate. Infrastructure Canada plans to contribute to five of the seventeen SDGs while collaborating with partners in all orders of government, the private sector and communities across the country.
Investment decisions by the Canada Infrastructure Bank and under the Investing in Canada plan will support continued development in many areas such as clean water and wastewater, climate change, public transit, disaster mitigation, and rural economic development among others.
The application of GBA+ will support the Department’s efforts to advance the SDGs to the benefit of all Canadians. Details can be found in Infrastructure Canada Departmental Sustainable Development Strategy 2020-2023.
Experimentation
communities. The Challenge empowers communities to adopt a smart cities approach to improve the lives of their residents through innovation, data, and connected technology. It is part of a whole-of-government initiative called the Impact Canada Initiative (ICI) which encourages innovative approaches toward Government of Canada programming.
As part of this initiative, Infrastructure Canada works closely with participating communities to track and monitor performance outcomes and lessons learned. The experimental outcomes of the Smart Cities Challenge will be measured over the eleven-year life cycle of the Challenge and seeks to assess the value of smart cities approaches in Canada and its benefits for Canadians.
The Department has committed resources to experimentation including human resources to perform a methodological review of the Smart Cities Challenge and to collect and disseminate best practices from it. The results being sought reflect the priorities in communities, align to the Department’s core priorities, and aim to achieve the UN Sustainable Development Goals, such as: making cities and human settlements inclusive, safe, resilient and sustainable; and taking urgent action to combat climate change and its impacts. The Department is also monitoring all aspects of the Smart Cities Challenge for opportunities to evolve and improve the design and delivery of this unique program.
The second round of the Smart Cities Challenge was delayed as communities turned their attention to the COVID-19 pandemic. Noting this delay in 2020, the Department continues to work with communities and to monitor and evaluate outcomes from the first round of the Smart Cities Challenge on an ongoing basis. In 2022–23, a mid‑program review will be conducted to assess its performance. Current year and future program evaluations will examine how successful the Department was at integrating these elements into program design and implementation.
Key risks
In 2021-22, Infrastructure Canada updated its Corporate Risk Profile (CRP).Footnote7 The CRP describes the Department’s key risks and key opportunities, and provides a series of related risk responses to inform senior level planning and decision making.
- Demonstrating Program Effectiveness and Efficiency: As Infrastructure Canada shifts its focus from output-based to outcomes-oriented programs, a lack of results-based data could impact the department’s ability to demonstrate value for money to Canadians. Opportunities exist to align and enhance current reporting mechanisms and to optimize IT systems. Opportunities also exist to enhance infrastructure programming through alternative financing. Further, there is opportunity to work with our partners to expand our knowledge link between infrastructure and long-term growth as well as to improve data collection.
- Sustained Funding and an Operating Model That Serves the Needs of the Organization: Infrastructure Canada’s current operating model no longer serves the needs of the organization and could impact its ability to fulfill its mandate and demonstrate results to Canadians. There is an opportunity for Infrastructure Canada to address underlying capacity and capability gaps where they lie through a series of HR practices, thereby improving overall efficiency through the maturation of business processes.Footnote8
- COVID-19: The current COVID-19 situation may have an impact on various organizational facets, and introduce areas of risk in program design and delivery, project management and information management / information technology (IM/IT) security as well as the protection of information. Opportunities also exist in the acceleration and streamlining of program spending, in enhancing workplace modernization and establishing sound enterprise architecture, and in enhancing employee well-being.
- Construction of the Gordie Howe International Bridge (GHIB) and Long-Term Operations of the Samuel de Champlain Bridge Corridor Project (SDCBC): Infrastructure Canada’s ability to transition to the long-term operations of the SDCBC and to support the construction of the GHIB could affect the department’s effective stewardship over federal assets, or, in the case of GHIB specifically, could result in financial and reputational costs for the Government. Opportunities exist in continued leadership through collaborative work with stakeholders and implementing best practices as both projects move into new phases.
Internal Services: planned results
Description
Internal Services are those groups of related activities and resources that the federal government considers to be services in support of Programs and/or required to meet corporate obligations of an organization. Internal Services refers to the activities and resources of the 10 distinct services that support Program delivery in the organization, regardless of the Internal Services delivery model in a department. These services are:
- Management and Oversight Services
- Communications Services
- Legal Services
- Human Resources Management Services
- Financial Management Services
- Information Management Services
- Information Technology Services
- Real Property Management Services
- Materiel Management Services
- Acquisition Management Services
Planning highlights
Infrastructure Canada will continue to administer and maintain various corporate systems in the support of our internal services, such as: access to information, tracking of executive correspondence, human resources.
To support program delivery, Infrastructure Canada will invest in the following projects:
Data Integration Platform: Infrastructure Canada will invest in a modern data integration platform in order to achieve its goal of being a leader in data and analytics for the infrastructure data ecosystem in Canada.
System Modernization: Invest in replacing the aging program management system technology currently at the core of Infrastructure Canada’s critical business application systems to create a modern and interoperable technology platform for the Department and to improve its ability for efficient and timely data driven decision making.
Microsoft 365 Implementation: IM/IT will complete its implementation of the M365 Project in early FY 2021-22 in order to align with the mandatory GC email migration timeline, as well as, to enable additional communication and collaboration functionality to support remote workers.
To support program delivery, Infrastructure Canada will implement a new HR Service Delivery Model focused on providing strategic, streamlined, client-centric HR services, programs and tools aligned with business requirements and priorities.
The Department will work to advance as a safe, healthy, diverse and inclusive workplace through initiatives related to value and ethics, occupational health and safety, diversity and inclusion, compensation services, and other wellness initiatives aimed at alleviating obstacles faced by Infrastructure Canada’s workforce as the COVID-19 pandemic continues to evolve.
It will focus on its organizational model to ensure our structure reflects current realities, and places the right talent in the right position.
Infrastructure Canada will continue to lead the modernization of its worksites (Ottawa and Montreal) to ensure the health of safety of its employees.
It will ensure the sound stewardship of financial and procurement transactions and processes, and ensure the proper management of budget and expenditures for the Department.
Departmental audit and evaluation activities will continue to provide insight for the development and implementation of policies and programs.
2021–22 | 2021–22 | 2022–23 | 2023–24 |
|---|---|---|---|
41,993,815 |
41,993,815 |
41,070,343 |
41,320,711 |
2020–21 | 2021–22 | 2022–23 |
|---|---|---|
272 |
264 |
262 |
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