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Description

Internal services are the services that are provided within a department so that it can meet its corporate obligations and deliver its programs. There are 10 categories of internal services:

• management and oversight services
• communications services
• legal services
• human resources management services
• financial management services
• information management services
• information technology services
• real property management services
• materiel management services
• acquisition management services

Planning Highlights

Infrastructure Canada (INFC) has established a Transformation & Change function to support the Department as it manages the growth and evolution of the portfolio and the changing environment. INFC will continue to:

• Coordinate the implementation of, and ongoing adaptation to, a hybrid work model in a work environment changed by the pandemic
• Guide the adjustments needed with changes in organizational size and scope as a result of integrating new program and policy areas of responsibility
• Lead transformational efforts for strengthening inclusion and accessibility in departmental activities with the launch of a new Centre of Expertise for Accessibility.

INFC will also:

• Provide specialized advice and services in support of the Ministers and the Deputy Minister for parliamentary affairs, executive correspondence and ministerial coordination and trips;
• Maintain effective core governance to ensure that internal management functions support and enable high performing policies, programs and services; and
• Ensure the department meets its obligations under the Access to Information Act and Privacy Act.

In collaboration with equity-denied groups, branches, and external stakeholders across the public service, INFC will continue to provide strategic advice, oversight, and opportunities to increase awareness on topics related to anti-racism, equity and inclusion. This will be done on an individual and organizational level, through an intersectional and holistic approach.

The Department will continue to communicate relevant and timely information about priorities, programs, services, initiatives and results to Canadians, including stakeholders and the media, through a variety of traditional and digital tools and platforms. It will also continue to keep its employees engaged and aware of key departmental and government-wide initiatives and guidance.

INFC will also continue its effort to attract and recruit employees through adaptable and innovative talent sourcing strategies, and retain employees by investing in their professional development to meet business requirements, all while focusing on employee well-being. Initiatives to create an inclusive and barrier-free workplace will continue to be supported in order to ensure INFC is a workplace of choice, made up of a workforce representative of the Canadians we serve.

To support program delivery, INFC will undertake the following initiatives:

• Support INFC's operational requirements and growth through a hybrid work model.
• Facilitate the planning and/or implementation of future programming and full transition of the housing and homelessness policy and programming to the INFC Portfolio.
• Mature corporate processes, planning and reporting functions; including results reporting, budgeting and forecasting while promoting opportunities for automation and/or increasing efficiency.

INFC’s Information & Data Management, and Information Technology Services will contribute to the effective delivery of programs for Canadians by supporting the growing mandate of the department, developing an enterprise and user-friendly grants and contributions (G&C) management platform, and promoting the digitization of processes to automate and expedite delivery of programs to Canadians.

The Department will continue to provide assurance-level engagements on governance, internal control and risk management processes across program operations, project management and internal services. Further, INFC will continue to engage internally to provide advisory and consulting support departmentally to address priorities on an ad hoc basis. Departmental internal audit and evaluation activities will also continue to provide insight for the development and implementation of policies and programs.

Planning for Contracts Awarded to Indigenous Businesses

Since 2018-19, Infrastructure Canada (INFC) has been supporting the implementation of the Government of Canada’s commitment to have 5% of the total value of contracts awarded annually to Indigenous businesses. The Department has increased targets annually over the last five years, with the intention to meet the 5% target in the 2022-23 fiscal year, per Appendix E of the Directive on the Management of Procurement.

INFC uses various methods to reach these targets. For example, INFC invites all indigenous firms who qualified on government contracting tools to submit a proposal when the department solicits for goods and services. Further, INFC shares source lists internally that include Indigenous firms. As an example, INFC worked closely with the Accommodations team in order to invite Indigenous companies to submit quotes for office furniture.

INFC will continue to assist Indigenous bidders by sharing Public Services and Procurement Canada guidance on how to qualify for existing Supply Arrangements and Standing Offers.

5% reporting field description	2021-22 actual % achieved	2022-23 forecasted % target	2023-24 planned % target
Total percentage of contracts with Indigenous businesses	4%	Phase 1: 5% Phase 2: N/A	5%

Planned budgetary spending for internal services

2023–24 budgetary spending (as indicated in Main Estimates)	2023–24 planned spending	2024–25 planned spending	2025–26 planned spending
56,456,661	56,456,661	51,372,558	48,522,913

Planned human resources for internal services

2023–24 planned full-time equivalents	2024–25 planned full-time equivalents	2025–26 planned full-time equivalents
302	275	263

Planned spending and human resources

This section provides an overview of the Department’s planned spending and human resources for the next three fiscal years and compares planned spending for 2023-24 with actual spending for the current year and the previous year.

Planned spending

Departmental spending 2020-21 to 2025-26

The following graph presents planned spending (voted and statutory expenditures) over time.

Graph 1: Departmental Spending Trend graph

Text description: Departmental spending trend graph

Year	2020-21	2021-22	2022-23	2023-24	2024-25	2025-26
Voted	3,311	4,457	4,989	7,258	6,905	7,667
Statutory	2,180	4,504	2,287	2,386	2,187	2,187
Total	5,492	8,962	7,276	9,644	9,093	9,854

Fluctuations in Statutory funding are mainly attributable to a one-time payment to the CCBF (formerly the Gas Tax Fund) in 2021-22 (Budget 2021).

Fluctuations in Voted funding are mainly due to new programs gaining momentum and the ICIP reaching unprecedented levels, offset by legacy programs winding down.

The Department plans to spend $9.6 billion in 2023-24 through its core responsibilities and Internal Services.

Budgetary planning summary for core responsibilities and internal services (dollars)

Core responsibilities and Internal Services	2020–21 actual expenditures	2021–22 actual expenditures	2022–23 forecast spending	2023–24 budgetary spending (as indicated in Main Estimates)	2023–24 planned spending	2024–25 planned spending	2025–26 planned spending
Public Infrastructure Footnote8	5,431,853,479	-	-	-	-	-	-
1. Public Infrastructure, Communities, Affordable Housing and Homelessness Policy	-	38,225,901	59,239,837	60,412,477	60,412,477	55,147,857	52,044,172
2. Public Infrastructure, Communities, and Homelessness Investments	-	18,614,204	27,654,135	32,681,459	32,681,459	29,889,207	28,360,407
3. Public Infrastructure and Communities Investment Stewardship and Delivery	-	8,846,154,206	7,123,664,336	9,494,787,595	9,494,787,595	8,957,278,125	9,726,062,031
Subtotal	5,431,853,479	8,902,994,311	7,210,558,308	9,587,881,531	9,587,881,531	9,042,315,189	9,806,466,610
Internal Services	60,534,414	59,086,660	66,207,081	56,456,661	56,456,661	51,372,558	48,522,913
Total	5,492,387,893	8,962,080,971	7,276,765,389	9,644,338,192	9,644,338,192	9,093,687,747	9,854,989,523

The increase in spending from 2020-21 to 2021-22 is mainly due to a top-up to the CCBF ($2.2 billion) as a result of a Budget 2021 decision. The decrease in spending from 2021-22 to the planned spending in 2022-23 can be attributed to the top-up seen in 2021-22 and legacy programs winding down, offset by new programs gaining momentum and the ICIP reaching unprecedented levels. The increase in spending from 2022-23 to 2023-24 is primarily attributable to expected ramp-ups in spending for DMAF, GICB, and ICIP. Agreements are being signed at a rapid pace in 2022-23 and this is expected to result in a higher volume of overall spending in 2023-24.

Planned human resources

Human resources planning summary for core responsibilities and internal services

Core responsibilities and Internal Services	2020–21 actual full‑time equivalents	2021–22 actual full‑time equivalents	2022–23 forecast full‑time equivalents	2023–24 planned full‑time equivalents	2024–25 planned full‑time equivalents	2025–26 planned full‑time equivalents
Public Infrastructure Footnote9	258	-	-	-	-	-
1. Public Infrastructure, Communities, Affordable Housing and Homelessness Policy	-	225	319	348	317	303
2. Public Infrastructure, Communities, and Homelessness Investments	-	169	228	247	225	214
3. Public Infrastructure and Communities Investment Stewardship and Delivery	-	234	344	318	290	277
Subtotal	258	628	891	913	832	794
Internal Services	444	328	383	302	275	263
Total	702	956	1274	1215	1107	1057

INFC has been growing to deliver on an unprecedented level of programs. The growth from 2020-21 to planned FTEs in 2022-23 reflects the trend of the increase in resources required for program delivery and the introduction of the Homelessness Policy Directorate.

Estimates by vote

Information on Infrastructure Canada’s organizational appropriations is available in the 2023–24 Main Estimates.^{Endnote xv}

Future-oriented condensed statement of operations

The future‑oriented condensed statement of operations provides an overview of INFC’s operations for 2022-23 to 2023-24.

The forecast and planned amounts in this statement of operations were prepared on an accrual basis. The forecast and planned amounts presented in other sections of the Departmental Plan were prepared on an expenditure basis. Amounts may therefore differ.

A more detailed future-oriented statement of operations and associated notes, including a reconciliation of the net cost of operations with the requested authorities, are available on Infrastructure Canada’s website. ^{Endnote xvi}

Future-oriented condensed statement of operations for the year ending March 31, 2024 (dollars)

Financial information	2022–23 forecast results	2023–24 planned results	Difference (2023–24 planned results minus 2022–23 forecast results)
Total expenses	7,329,254,734	9,689,026,624	2,359,771,890
Total revenues
Net cost of operations before government funding and transfers	7,329,254,734	9,689,026,624	2,359,771,890

As noted in the above table, the forecast results total for 2022-23 is $7.3 billion, and the planned results total for 2023-24 is $9.7 billion, which results in a difference of $2.4 billion between 2022-23 and 2023-24. The variance is mainly due to a planned increase in contribution payments. The increase is primarily attributable to expected ramp-ups in spending for DMAF, GICB, and ICIP. Agreements are being signed at a rapid pace in 2022-23 and this is expected to result in a higher volume of claims and overall spending in 2023-24.

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