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This section contains information on the department’s planned results and resources for each of its core responsibilities.

Core Responsibility 1: Public Infrastructure, Communities, Affordable Housing and Homelessness Policy

Description

Infrastructure Canada (INFC) sets policies for both public infrastructure and approaches for the development of affordable housing, address homelessness 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, and 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, and approaches to address homelessness, among other areas, which have impacts on the quality of life of Canadians.

Planning highlights

Departmental Result 1.1: Infrastructure, communities and homelessness policy are informed by evidence

In support of the above result, INFC will:

• Provide evidence and tools to support the development of evidence-based infrastructure policies.
• Provide best available evidence, data, and research to mitigate climate-related risks through infrastructure policies and programs.
• Invest in the development of codes, standards, and guidance that can inform national, regional and local infrastructure policy, including natural infrastructure policy.
• Work to ensure that the design of the permanent public transit fund is evidence-based and addresses the diverse needs of Canadians through close collaboration with stakeholders from across the country, along with the advancement of research and data collection efforts related to public transit and active transportation.
• Develop reports to improve the understanding of homelessness in Canada, including the drivers, prevalence and demographics of homelessness.
• Support action research about what further measures could contribute to eliminating chronic homelessness in Canada.
• Undertake, in collaboration with experts and academics, research on housing in order to develop evidence-based policies that promote transit-oriented, complete, inclusive and sustainable communities and support the dissemination and adoption of built environment best practices at the infrastructure-housing nexus.
• Serve as a policy centre of expertise in project finance and alternative partnership models, and conduct research and analysis of trends and innovations domestically and internationally. This includes the provision of advice, guidance, business intelligence and expertise to assist partners in the development of their public-private partnership (P3) projects, including management of the P3 Canada Fund.
• Provide analysis and advice to support increased uptake of alternative finance models in Canada by provinces, municipalities, and private and institutional investors.
• Provide strategic advice on the effective management of P3 contracts for two major federal bridge projects, the Samuel De Champlain Bridge Corridor and the Gordie Howe International Bridge, as well as the High Frequency Rail project, including matters related to planning, procurement, design, construction, operations, engagement, international advocacy and commercial oversight.
• Ensure secretariat support and governance for the two Crown corporations in the Department’s portfolio responsible for major bridge projects, Jacques Cartier and Champlain Bridges Incorporated and Windsor-Detroit Bridge Authority.
• Manage the federal relationship with and oversight of Waterfront Toronto, a tri-government corporation, and provide strategic advice on matters involving planning, strategy, partnerships and governance of Waterfront Toronto.

Departmental Result 1.2: Infrastructure, affordable housing and homelessness policies improve the quality of life for all Canadians

In support of the above result, INFC will:

• Develop research, data and economic analyses to measure the impacts of Infrastructure Canada investments and help decision-makers prioritize infrastructure investments that have the largest positive impact on Canadians’ quality of life.
• Ensure that Canada's built infrastructure continues to uphold its service standard to Canadians, both now and under future climate conditions.
• Prioritize investments that significantly improve infrastructure services for marginalized populations (i.e., communities most at risk).
• Help people, including Veterans, experiencing or at risk of homelessness access and maintain safe, stable, and secure housing through Reaching Home: Canada’s Homelessness Strategy and the new Veteran Homelessness Program.
• Continue to harness 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 Department does this in part by working with the Canada Infrastructure Bank to optimize the use of public funds to deliver more infrastructure for Canadians.
• Maintain effective stewardship over the planning, procurement, design, construction, operations, and maintenance of major federal bridges and projects to foster economic development, improve efficiency in traffic flow, and support international trade to improve all Canadians’ quality of life.
• Manage the federal relationship with and oversight of, Waterfront Toronto, a tri-government corporation, to support the development of infrastructure in the City of Toronto that yields significant social, environmental, and economic benefits.

Planned results for Core Responsibility 1: Public Infrastructure, Communities, Affordable Housing and Homelessness Policy

Departmental Results	Departmental result indicator	Target	Date to achieve target	2019–20 actual results	2020–21 actual results	2021–22 actual results
1.1: Infrastructure, communities and homelessness policy are informed by evidence	1.1.1: Canada Core Public Infrastructure Survey response rate Footnote1	88%	March 31, 2024	Not applicable Footnote2	89%	Not applicable
	1.1.2: Usage of Infrastructure Economic Accounts (INFEA) and Canada Core Public Infrastructure Survey (CCPI) data Footnote3	25,000 Views/Downloads	March 31, 2024	14,376	12,418	20,239
	1.1.3: Number of national homelessness reports that are published Footnote4	8	March 31, 2024	Not applicable	Not applicable	Not applicable
1.2: Infrastructure, affordable housing and homelessness policies improve the quality of life for all Canadians	1.2.1: Gross Domestic Product attributable to public investments in infrastructure (current dollars)	$45,900,000,000	March 31, 2024	$45,256,011,000	$46,690,704,000	$50,623,649,000
	1.2.2: Remaining useful life ratio of infrastructure assets	50%	March 31, 2024	58.8%	58.9%	58.9%
	1.2.3: Reduction in per capita greenhouse gas (GHG) emissions from transportation, buildings, solid waste, construction and wastewater sectors since 2005 Footnote5	Reduction > 0	March 31, 2024	Not applicable	Not applicable	1.19 tonnes (reduction)
	1.2.4: Remaining useful life of infrastructure assets particularly relevant to vulnerable populations: public transit, as well as recreational and sports facilities	50%	March 31, 2024	59.5%	59.1%	58.3%
	1.2.5: Percentage of the population living within 500 metres of a public transit stop Footnote4	75%	March 31, 2024	Not applicable	Not applicable	Not applicable
	1.2.6: Number of people placed in more stable housing Footnote4	18,600	March 31, 2024	Not applicable	Not applicable	Not applicable

The financial, human resources and performance information for Infrastructure Canada’s program inventory is available in the GC InfoBase.^Endnoteii

Planned budgetary spending for Public Infrastructure, Communities, Affordable Housing and Homelessness Policy

2023–24 budgetary spending (as indicated in Main Estimates)	2023–24 planned spending	2024–25 planned spending	2025–26 planned spending
60,412,477	60,412,477	55,147,857	52,044,172

Financial, human resources and performance information for Infrastructure Canada’s program inventory is available in the GC InfoBase. ^Endnoteiii

Planned human resources for Public Infrastructure, Communities, Affordable Housing and Homelessness Policy

2023–24       Planned full-time equivalents	2024–25 Planned full-time equivalents	2025–26 Planned full-time equivalents
348	317	303

Financial, human resources and performance information for Infrastructure Canada’s program inventory is available in the GC InfoBase. ^Endnoteiv

Core Responsibility 2: Public Infrastructure, Communities, and Homelessness Investments

Description

Infrastructure Canada (INFC) uses a range of funding mechanisms to maximize value-for-money in direct (leveraging infrastructure investments) government investment in infrastructure and to address affordable housing and homelessness.

• Allocation-based programs offer stable funding for projects that balance both national priorities with local needs of Provinces and Territories;
• Direct-funding 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 Intergovernmental Affairs, Infrastructure and Communities.

Planning highlights

Departmental Result 2.1: Funding is invested and leveraged to support public infrastructure, affordable housing and homelessness projects in Canada

In support of the above result, INFC will:

• Provide funding to communities and partners through Reaching Home: Canada’s Homelessness Strategy and the new Veteran Homelessness Program to support the prevention and reduction of homelessness, including Veteran homelessness.
• Leverage future infrastructure funding to improve housing outcomes by promoting integrated planning processes at the local and regional level and ensuring that housing and infrastructure programs work effectively together to achieve mutually reinforcing goals and promote the development of complete, inclusive, sustainable, and transit-oriented communities.
• Ensure that federal infrastructure funding builds resilient communities and supports diverse organizations, including in making green and accessible retrofits, repairs or upgrades of existing public community buildings, and in the construction of new publicly accessible community buildings that serve high-needs, underserved communities.
• Work with provinces, territories, municipalities and Indigenous communities to ensure federal infrastructure investments enable the construction and rehabilitation of core public infrastructure, including spending for bridges and roads, water, wastewater, public transit, green energy projects, and COVID-response infrastructure.
• Contribute to moving towards a growing and carbon-neutral economy, support public transit systems and active transportation networks, create jobs, and make communities more accessible and livable to all.
• Work with the Canada Infrastructure Bank as it seeks to attract private and institutional investment to revenue-generating infrastructure projects in the public interest. These efforts will contribute to delivering more infrastructure for Canadians while optimizing the use of public funds.
• Ensure effective oversight and support delivery of the GHIB project by Windsor-Detroit Bridge Authority. It will also provide stewardship to support the transition from the construction phase to the operations phase, including providing guidance on tolling and traffic policies.
• Collaborate with partners, including private partners to resolve outstanding issues with the Samuel De Champlain Bridge Corridor project and fully transition to the long-term operations and maintenance phase.
• Facilitate operation of the Réseau express métropolitain light rail transit project in the bridge’s dedicated transit corridor in collaboration with private partners like the CDPQ Infra.
• Support Jacques Cartier and Champlain Bridges Incorporated as it advances the deconstruction of the original Champlain Bridge and ensures sound lifecycle management of its other assets.
• Support Transport Canada in the delivery of High Frequency Rail between Quebec City and Toronto through close collaboration with the Canada Infrastructure Bank and leading the development of an innovative framework for defining the project in collaboration with the private sector.
• Support effective governance and federal oversight of Waterfront Toronto to enable infrastructure investments that are aligned with national priorities, such as the Port Lands Flood Protection project, while facilitating effective intergovernmental collaboration.

Planned results for Core Responsibility 2: Public Infrastructure, Communities, and Homelessness Investments

Departmental results	Departmental result indicators	Target	Date to achieve target	2019–20 actual results	2020–21 actual results	2021–22 actual results
2.1: Funding is invested and leveraged to support public infrastructure, affordable housing and homelessness projects in Canada	2.1.1: Infrastructure Canada funding committed to projects in the fiscal year	$11,400,000,000	March 31, 2024	$6,037,912,300	$3,610,134,441	$11,987,647,243
	2.1.2: Number of projects considering and using alternative finance procurement models by public sponsors in Canada Footnote6	20	March 31, 2024	Not applicable	Not applicable	Not applicable

The financial, human resources and performance information for Infrastructure Canada’s program inventory is available in the GC InfoBase. ^Endnotev

Planned budgetary spending for Public Infrastructure, Communities, and Homelessness Investments

2023–24 budgetary spending (as indicated in Main Estimates)	2023–24 planned spending	2024–25 planned spending	2025–26 planned spending
32,681,459	32,681,459	29,889,207	28,360,407

Financial, human resources and performance information for Infrastructure Canada’s program inventory is available in the GC InfoBase. ^Endnotevi

Planned human resources for Public Infrastructure, Communities, and Homelessness Investments

2023–24 planned full-time equivalents	2024–25 planned full-time equivalents	2025–26 planned full-time equivalents
247	225	214

Financial, human resources and performance information for Infrastructure Canada’s program inventory is available in the GC InfoBase. ^Endnotevii

Core Responsibility 3: Public Infrastructure and Communities Investment Oversight and Delivery

Description

Infrastructure Canada (INFC) 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.

Planning highlights

Departmental Result 3.1: Investments are delivered with appropriate stewardship

In support of the above result, INFC will:

• Ensure the timely collection and analysis of project details, annual results and other reporting submitted by communities and partners that receive funding through Reaching Home: Canada’s Homelessness Strategy.
• Collect and review data on project outcomes and expected results which will enable the Department to support Parliamentary departmental reports and provide valid and reliable information to the public.
• Complete determinations to ensure environmental requirements and Indigenous consultation obligations are met throughout the lifecycle of each project Monitor projects for progress, assess and work with proponents to mitigate risks and report on results achieved.
• Review claims and process payments in a timely fashion to facilitate the flow of funding to project recipients.
• Provide expertise to help develop innovative approaches to infrastructure delivery, particularly on alternative approaches to funding, financing and procurement, as well as opportunities to partner with the private sector, to deliver public infrastructure projects through their full lifecycle.
• Provide federal oversight of Waterfront Toronto in partnership with the Government of Ontario and City of Toronto by representing the federal perspective in overall planning, strategy, partnership and governance of the corporation, while respecting Waterfront Toronto’s responsibility to manage project delivery.
• Conduct due diligence and stewardship related to construction and preparation for the transition to operations of the Gordie Howe International Bridge project by Windsor-Detroit Bridge Authority to ensure delivery in accordance with authorities and agreements.
• Manage the Samuel De Champlain Bridge Corridor P3 Project Agreement to ensure that construction is completed, and operations are carried out safely and efficiently in accordance with terms of the contract.
• Collaborate with Jacques Cartier and Champlain Bridges Incorporated to ensure that the Crown corporation has the necessary resources to fulfill its mandate in alignment with its authorities.

Planned results for Core Responsibility 3: Public Infrastructure and Communities Investment Stewardship and Delivery

Departmental results	Departmental result indicators	Target	Date to achieve target	2019–20 actual results	2020–21 actual results	2021–22 actual results
3.1: Investments are delivered with appropriate stewardship	3.1.1: Percentage of projects completed in the fiscal year Footnote7	85%	March 31, 2024	Not applicable	Not applicable	Not applicable
	3.1.2: Percentage of claims paid in the fiscal year Footnote7	90%	March 31, 2024	Not applicable	Not applicable	Not applicable
	3.1.3: Percentage of Reaching Home Annual Results reports submitted in a timely fashion Footnote7	80%	March 31, 2024	Not applicable	Not applicable	Not applicable

The financial, human resources and performance information for Infrastructure Canada’s program inventory is available in the GC InfoBase. ^Endnoteviii

Planned budgetary spending for Public Infrastructure and Communities Investment Stewardship and Delivery

2023–24 budgetary spending (as indicated in Main Estimates)	2023–24 planned spending	2024–25 planned spending	2025–26 planned spending
9,494,787,595	9,494,787,595	8,957,278,125	9,726,062,031

Financial, human resources and performance information for Infrastructure Canada’s program inventory is available in the GC InfoBase. ^Endnoteix

Planned human resources for Public Infrastructure and Communities Investment Oversight and Delivery

2023–24 planned full-time equivalents	2024–25 planned full-time equivalents	2025–26 planned full-time equivalents
318	290	277

Financial, human resources and performance information for Infrastructure Canada’s program inventory is available in the GC InfoBase. ^Endnotex

Gender-Based Analysis Plus

Infrastructure Canada conducts Gender-Based Analysis Plus (GBA Plus) as part of its commitment to ensure equitable outcomes of its infrastructure investments. GBA Plus helps the Department ensure that its policies and programs are inclusive and benefit diverse communities across the country. It also helps to strengthen the analysis of priority issues facing diverse Canadians, such as the need for climate-resilient infrastructure, housing affordability, chronic homelessness, the creation of sustainable and inclusive communities, and public transportation.

The Departmental GBA Plus Centre of Expertise is dedicated to providing policy and best practices advice to help build capacity and support employees as they incorporate GBA Plus in their work. The Centre of Expertise reviews GBA Plus assessments in key documents, including Memoranda to Cabinet, budget proposals and Treasury Board submissions. In 2023-24, the Departmental GBA Plus community of practice will undertake activities to build GBA Plus capacity and culture across the Department, including through collaboration and information-sharing on tools and processes to enhance GBA Plus application in policy and program analysis, data collection, and reporting. Collectively, these efforts will help to foster the equitable creation of, and access to, infrastructure for diverse groups of people in communities across Canada.

United Nations’ (UN) 2030 Agenda for Sustainable Development and the UN Sustainable Development Goals

The 2022-26 Federal Sustainable Development Strategy (FSDS) presents the Government of Canada’s sustainable development goals and targets, as required by the Federal Sustainable Development Act (FSDA). Infrastructure Canada adheres to the principles of the FSDS. As required in the FSDA, the department will be developing its next Departmental Sustainable Development Strategy in 2023 for tabling in Parliament in the Fall. The new departmental strategy will communicate Infrastructure Canada’s plans related to the Sustainable Development Goals. The report on results achieved in 2021-22 is posted on Infrastructure Canada’s website.^Endnotexi

 

Innovation

The Infrastructure Mapping Tool (IMT) is an innovative web-based geospatial tool designed to assist Infrastructure Canada (INFC) in achieving its core responsibilities for Canadians. Developed in collaboration with Statistics Canada, this multipurpose application will incorporate INFC project data with socio-economic data from the Census. The development of the IMT is an iterative process, as developers aim to integrate different needs of end-users.

The IMT will include datasets such as the Canadian Index of Multiple Deprivation, proximity to various points of interest using the Proximity Measures Database (PMD ^Endnotexii), bike route layers using the Canadian Bike and Safety Classification System (CAN-BICS ^Endnotexiii) and the Canadian Active Living Environments Database (CAN-ALE ^Endnotexiv). The tool also allows users to draw custom boundary lines to zoom into smaller areas of interest and perform more detailed analyses. In an effort to obtain a holistic view of current and potential future projects, and to better integrate investments and planning, the tool will also enable users to map applicant project locations currently under review. By providing these multiple data sources to policy and program analysts via the IMT, the Department can target programming to the needs of Canadians and stakeholders more accurately. This will influence investments in policy areas such as public and active transit, social and affordable housing, culture, sports and recreation and others. In the future, INFC is planning to increase the analytical capabilities of the IMT by integrating more datasets.