Infrastructure Canada 2024-25 Departmental plan

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From the Minister

Headshot of The Honourable Sean Fraser

The Honourable Sean Fraser

Minister of Housing, Infrastructure and Communities

I am pleased to introduce Infrastructure Canada’s 2024-25 Departmental Plan. This coming fiscal year will mark a significant milestone and transition for both the Department and the Government of Canada. In the 2023 Fall Economic Statement, the Government signaled its intention to table legislation that will formalize the Department’s mandate and role to improve housing outcomes, reduce and prevent homelessness, and enhance public infrastructure in order to foster inclusive, sustainable and prosperous communities. The Government also intends to change the name of the Department from Infrastructure Canada to Housing, Infrastructure and Communities Canada to better reflect the Department’s mandate.

The Departmental Plan is a summary of priorities, programs and policies that will help improve the quality of life of Canadians by creating jobs and economic growth, supporting climate resilience, contributing to housing availability and affordability, reducing homelessness, and building a stronger and more inclusive Canada.

Canada's housing crisis has affected individuals, families, seniors, Veterans, Indigenous Peoples, and people experiencing or at risk of experiencing homelessness across the country.

Infrastructure Canada has taken a leadership role regarding housing policy and program development within the federal government, in partnership with the Canada Mortgage and Housing Corporation. The Department will continue to build up internal housing policy capacity and collaborate closely with colleagues at the Canada Mortgage and Housing Corporation to support program development and strengthen the government’s overall ability to provide advice and support on housing and homelessness issues.

To ensure that our policy development and program design result in increased positive social outcomes, such as building more homes for Canadians, the Department will continue to engage and consult with key stakeholders, such as regional transit providers, municipalities, provinces, and territories. We will continuously assess the levers at our disposal and what more we can do with our federal counterparts, as well as other levels of government and partners, to strengthen communities for Canadians.

The Department will build on existing initiatives and supports while leveraging programs to get more affordable housing options to more people. Formally recognizing the ties between housing and infrastructure has placed us in a position to better identify and address Canadians’ concerns about housing supply and affordability, from a national to a local level. By working with all orders of government and leveraging infrastructure programming such as the Canada Community-Building Fund, the Department will seek to ensure that investments lead to the development of housing that is affordable and meets the needs of growing communities.

This commitment to tie housing development to infrastructure investment will also contribute to building accessible, affordable, and transit-oriented communities. Permanent federal funding for public transit and active transportation will be central to the Department’s efforts, as we ensure people can more easily travel to work, healthcare and childcare services, and recreational options. Our Department’s permanent, predictable federal public transit funding will help Canadians get to where they need to go and stay connected to family and friends.

Making sure no one gets left behind, Infrastructure Canada will continue to support our most vulnerable. The 2024-25 Departmental Plan notes key measures to reduce and end chronic homelessness, through programs such as Reaching Home, Action Research on Chronic Homelessness, and the Veteran Homelessness Program. These efforts support the most vulnerable Canadians in maintaining safe, stable, and affordable housing and reducing chronic homelessness nationally.

To respond to the need for better-informed infrastructure investment decisions in the context of a rapidly changing climate, the Department is making additional investments to help implement the federal National Adaptation Strategy. Through the Disaster Mitigation and Adaptation Fund, projects are being funded to support the construction and rehabilitation of public infrastructure designed to reduce the impacts of climate change, disasters triggered by natural hazards and extreme weather events on Canadians. Further, the launch of the Climate Toolkit Platform will help support communities by considering low-carbon resilience in infrastructure projects.

The Department will also continue to deliver key programs that provide meaningful benefits to Canadians. Programs like the Green and Inclusive Community Buildings program continue to support retrofits, repairs or upgrades of existing publicly accessible community buildings that serve equity-denied and high-needs communities across Canada.

Together with our partners, we will continue to work to meet the needs of Canadians and communities today and anticipate those of tomorrow. Promoting economic growth by facilitating the safe and efficient flow of people and goods remains a key priority for Infrastructure Canada. Substantial progress on important crossings, such as the Gordie Howe International Bridge and the Samuel De Champlain Bridge Corridor, will continue as we help to bring people together, create jobs, strengthen the economy, and support Canadian communities.

Further, the ongoing need for infrastructure investments in this country will require that we continue to find new and innovative ways to finance infrastructure. That is why the Government of Canada will continue to support the Canada Infrastructure Bank as it delivers on its mandate of investing in revenue-generating infrastructure projects that benefit Canadians and support economic growth.

The 2024-25 Departmental Plan is full of community-focused goals, and I am excited to see those goals realized, as we continue to build on past progress with new ambitions. We have accomplished a great deal in support of housing, climate resilience, public transit, and the effort to end chronic homelessness in Canada. The important work of the Department will help ensure all members of society can live as part of thriving communities and benefit from the collective progress we have made. 

Plans to deliver on core responsibilities and internal services

Core responsibilities and internal services

Core Responsibility 1: Public Infrastructure, Communities, Affordable HousingFootnote1 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.

Quality of life impacts

This core responsibility contributes to the “Prosperity” domain of the Quality of Life Framework for Canada and, more specifically, “Housing needs” and “Homelessness”. It does this through setting policies for both public infrastructure and approaches for the development of affordable housing, addressing homelessness that targets the needs of Canadians and stakeholders (public/private partners) while considering finite resources. Policy solutions determine how the federal government supports approaches to address housing needs and homelessness which have impacts on Canadians’ standard of living.

It also contributes to the “Environment” domain and, more specifically, the sub-domains of “Drinking water”, “Climate change adaptation”, “Access to public transit”, and “Waste management”. It also does this through policy solutions that determine how the federal government supports public infrastructure development, major bridges, public transit, clean water and wastewater, and disaster mitigation, among other areas, which have impacts on sustainable communities.

Results and targets

The following tables show, for each departmental result related to Public Infrastructure, Communities, Affordable Housing and Homelessness Policy, the indicators, the results from the three most recently reported fiscal years, the targets and target dates approved in 2024–25.

Table 1: Indicators, results and targets for Departmental Result 1.1: Infrastructure, communities and homelessness policy are informed by evidence.
Indicator
2020-2021 result
2021-2022 result
2022-2023 result
2024-2025 Target
Date to achieve
1.1.1: Canada Core Public Infrastructure Survey response rateFootnote2
89%
Not applicableFootnote3
89%
85%
March 31, 2025
1.1.2: Usage of Infrastructure Economic Accounts (INFEA) and Canada Core Public Infrastructure Survey (CCPI) data
12,418
20,239
10,487
10,000 Views/
Downloads
March 31, 2025
1.1.3: Number of national homelessness reports that are published
Not applicable
Not applicable
6
8
March 31, 2025
Table 2: Indicators, results and targets for Departmental Result 1.2: Infrastructure, affordable housing and homelessness policies improve the quality of life for all Canadians.
Indicator
2020-2021 result
2021-2022
result
2022-2023
result
2024-2025 Target
Date to achieve
1.2.1: Gross Domestic Product attributable to public investments in infrastructure (current dollars)
$46,690,704,000
$50,623,649,000
$57,956,755,046
$50,000,000,000
March 31, 2025
1.2.2: Remaining useful life ratio of infrastructure assets
58.9%
58.9%
58.9%
50%
March 31, 2025
1.2.3: Reduction in per capita greenhouse gas (GHG) emissions from transportation, buildings, solid waste, construction and wastewater sectors since 2005
Not applicable
1.19 tonnes (reduction)
1.20 tonnes (reduction)
Reduction > 0
March 31, 2025
1.2.4: Remaining useful life of infrastructure assets particularly relevant to vulnerable populations: public transit, as well as recreational and sports facilities
59.1%
58.3%
57.6%
50%
March 31, 2025
1.2.5: Percentage of the population living within 500 metres of a public transit stop
Not applicable
Not applicable
78.2%
78%
March 31, 2025
1.2.6: Number of people placed in more stable housing
Not applicable
Not applicable
19,483
19,000
March 31, 2025

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

Plans to achieve results

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

In support of the above result, INFC will:

  • Undertake research and analysis to identify sector needs, best practices, barriers, and solutions (including technical, financial, and policy) related to low-carbon construction, GHG retrofits, solid waste management, water and wastewater systems, resilience, and natural and hybrid infrastructure.
  • Engage and collaborate with experts and partners to improve the quality and access to data and related modelling and analytics to support transit-related investments and decision-making.
  • Initiate new projects from a second Call for Applications under the Research and Knowledge Initiative, with a focus on applied research and practical solutions for addressing Canadian housing and infrastructure needs.
  • Conduct stakeholder engagement to inform future departmental policy and programming, including in relation to resilient infrastructure, community assets, water and wastewater systems, solid waste management, public transit networks, natural infrastructure, and the climate impacts of infrastructure investments.
  • Analyze the impacts of our investments in public transit and active transportation infrastructure.
  • Develop evidence-based climate requirements for future infrastructure programming, including resilience assessments, risk-reduction options, and emissions-reduction options, to advance Canada’s climate objectives.
  • Invest in the development of guidance (codes, standards, guidelines, and tools) that can enable investments in low-carbon, resilient infrastructure.
  • Ensure applicants and other infrastructure practitioners have the best available evidence, data, and guidance necessary to mitigate climate-related risks to infrastructure, via the development of an online platform, creation of a Help Desk, and engagement with a roster of experts.
  • Serve as a policy centre of expertise in project finance and alternative finance 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, including other federal departments, in the development of innovative and cost-effective approaches to address current and emerging infrastructure gaps.
  • Provide analysis and advice to support increased uptake of alternative finance models in Canada by provinces, municipalities and private and institutional investors.
  • Manage the federal relationship with, and oversight of, the tri-government corporation Waterfront Toronto and provide strategic advice on matters involving planning, strategy, partnerships and governance, using data and evidence related to the infrastructure needs of the target communities.
  • 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 (GHIB), including matters related to planning, procurement, design, construction, operations, engagement, international advocacy and commercial oversight. INFC will also provide strategic advice on the effective management of the Quebec Bridge once it is acquired by the Federal Government.
  • Ensure secretariat support and governance for the two Crown corporations in the Department’s portfolio responsible for major bridge projects, the Jacques Cartier and Champlain Bridges Incorporated and Windsor-Detroit Bridge Authority. This includes interfacing with stakeholders and partners, including the State of Michigan and the city of Detroit on the GHIB project and the City of Montreal on the Bonaventure Expressway Reconfiguration Project.
  • Leverage research findings and best practices to inform management of the relationship with infrastructure investing stakeholders under alternative finance mechanisms.
  • Partner with various levels of government to promote standardized evidence-collection and reporting initiatives on housing, to develop evidence-based policies that promote transit-oriented, complete, inclusive and resilient communities.
  • Develop reports to improve the understanding of the drivers, prevalence and demographics of homelessness in Canada.
  • Support action research about what further measures could contribute to eliminating chronic homelessness in Canada.

Departmental Result 1.2: Infrastructure, affordable housingFootnote4 and homelessness policies improve the quality of life for all Canadians

In support of the above result, INFC will:

  • Develop new datasets and indexes to measure housing and transportation affordability, as well as environmental equity discrepancies, across Canada.
  • Leverage future infrastructure funding programs to drive housing outcomes in an evidence-based way that fits unique communities’ needs by developing novel datasets via Housing Needs Assessments.
  • Coordinate action across the federal government to encourage innovation in housing construction and reduce barriers to labour in the construction sector.
  • Provide analysis and advice to support the repurposing of surplus federal lands or redevelopment of underutilized federal lands for housing.
  • 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.
  • Work with the Canada Infrastructure Bank to optimize the use of public funds to deliver more infrastructure for Canadians, including providing advice on alternative finance opportunities that can be leveraged to facilitate investments in Canada’s national housing supply.
  • Support the Canada Infrastructure Bank as it explores further opportunities to attract investment in infrastructure that enables housing developments.
  • Manage the federal relationship with and oversight of Waterfront Toronto to support the development of infrastructure along Toronto’s waterfront that yields significant social, environmental, and economic benefits, including as it relates to housing opportunities.
  • 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.
  • Collaborate with the Canada Mortgage and Housing Corporation to build up internal housing policy to strengthen the department’s overall ability to provide advice and support on housing and homelessness issues.
  • Help people experiencing or at risk of homelessness, including Veterans, access and maintain safe, stable and secure housing through Reaching Home and the Veteran Homelessness Program.

Program inventory

Public Infrastructure, Communities, Affordable Housing and Homelessness Policy is supported by the following programs:

  • Public Infrastructure and Communities Policy
  • Alternative Financing Policy
  • Major Bridges Policy
  • Homelessness Policy

Supporting information on planned expenditures, human resources, and results related to Infrastructure Canada’s program inventory is available on GC Infobase.

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 Housing, Infrastructure and Communities.

Quality of life impacts

This core responsibility contributes to the “Prosperity” domain of the Quality of Life Framework for Canada and, more specifically, “Housing needs” and “Homelessness”. In addition it also contributes to the “Environment” domain and more specifically “Drinking water”, “Climate change adaptation”, “Access to public transit”, and “Waste management”. It contributes through the use of 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. The programs and the associated projects that are funded by Infrastructure Canada, contribute to these domains in the Quality of Life Framework. 

Results and targets

The following tables show, for each departmental result related to Public Infrastructure, Communities, and Homelessness Investments, the indicators, the results from the three most recently reported fiscal years, the targets and target dates approved in 2024–25.

Table 3: Indicators, results and targets for Departmental Result 2.1: Funding is invested and leveraged to support public infrastructure, affordable housing and homelessness projects in Canada.
Indicator
2020-2021 result
2021-2022 result
2022-2023 result
2024-2025 Target
Date to achieve
2.1.1: Infrastructure Canada funding committed to projects in the fiscal year
$3,610,134,441
$11,987,647,243
$6,665,063,451
$5,183,446,583
March 31, 2025
2.1.2: Number of projects considering and using alternative finance procurement models by public sponsors in CanadaFootnote5
Not applicable
Not applicable
Not applicable
20
March 31, 2025

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

Plans to achieve results

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:

  • Ensure that federal infrastructure funding builds resilient communities and supports diverse organizations by:
    • making green and accessible retrofits, repairs or upgrades of existing public community buildings;
    • constructing or rehabilitating public infrastructure to mitigate and adapt to future climate change impacts and natural hazards;
    • adopting natural and hybrid infrastructure solutions; and
    • constructing 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, and green energy projects.
  • 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.
  • Continue to ensure, as part of the INFC Accessibility Plan 2023-2025, that accessibility and inclusion are taken into consideration within the design and delivery of programs by:
    • assessing grants and contributions programs to review current approaches to accessibility, and identifying potential biases and accessibility barriers related to the design and delivery of programs and services;
    • incorporating data requirements that support performance indicators related to accessibility into the departmental program performance measurement strategies; and,
    • ensuring published program materials and portals are accessible and in compliance with plain language and accessible Web design standards and that all programs are available in multiple service delivery channels and alternate formats for documents/materials.
  • Leverage infrastructure funding to promote housing outcomes across all programs with an aim to increase or preserve housing supply and affordability. INFC will also support sound evidence-based planning to ensure complete, inclusive and resilient communities.
  • Promote integrated planning processes at the local and regional level and ensure that housing and infrastructure programs work effectively together to achieve mutually reinforcing goals and promote the development of complete, inclusive and resilient communities and support transit-oriented development.
  • Provide funding to communities and partners through Reaching Home and the Veteran Homelessness Program to support projects intended to prevent and reduce homelessness, including Veteran homelessness.
  • 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.
  • Promote information and knowledge about alternative financing approaches so that synergies with infrastructure investing stakeholders can be created to advance federal and local priorities related to public infrastructure development.
  • 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.
  • 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 to leverage other sources of public and private funding.
  • Facilitate the 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 the Jacques Cartier and Champlain Bridges Incorporated as it advances the deconstruction of the original Champlain Bridge, undertakes the Bonaventure Expressway Reconfiguration Project, and ensures sound lifecycle management of its other assets.

Program inventory

Public Infrastructure, Communities, and Homelessness Investments is supported by the following programs:

  • Public Infrastructure and Communities Investment
  • Alternative Financing Investment
  • Major Bridges Investment
  • Homelessness Investment

Supporting information on planned expenditures, human resources, and results related to Infrastructure Canada’s program inventory is available on GC Infobase.

Core Responsibility 3: Public Infrastructure and Communities Investment, Stewardship 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.

Quality of life impacts

This core responsibility contributes to the “Prosperity” domain of the Quality of Life Framework for Canada and, more specifically, “Housing needs” and “Homelessness”. In addition, it also contributes to the “Environment” domain and more specifically “Drinking water”, “Climate change adaptation”, “Access to public transit”, and “Waste management” through monitoring activities that are used to oversee projects and ensure they are delivered as expected for Canadians. The oversight and delivery of programs and projects that are funded by Infrastructure Canada contribute to these domains in the Quality of Life Framework.

Results and targets

The following tables show, for each departmental result related to Public Infrastructure and Communities Investment, Stewardship and Delivery, the indicators, the results from the three most recently reported fiscal years, the targets and target dates approved in 2024–25.

Table 4: Indicators, results and targets for Departmental Result 3.1: Investments are delivered with appropriate stewardship.
Indicator
2020-2021 result
2021-2022 result
2022-2023 result
2024-2025 Target
Date to achieve
3.1.1: Percentage of projects completed in the fiscal yearFootnote6a
Not applicable
Not applicable
Not applicable
85%
March 31, 2025
3.1.2: Percentage of claims paid in the fiscal yearFootnote6b
Not applicable
Not applicable
Not applicable
90%
March 31, 2025
3.1.3: Percentage of Reaching Home Annual Results reports submitted in a timely fashion
Not applicable
Not applicable
80%
80%
March 31, 2025

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

Plans to achieve results

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 and the Veteran Homelessness Program.
  • Collect and review data on infrastructure program/project outcomes and expected results which will enable the Department to support parliamentary reporting requirements and provide valid and reliable information to the public.
  • Continue efforts to carry out and improve monitoring and stewardship of project investments to ensure compliance and achievement of expected results, including:
    • Completing project reviews and oversight to ensure environmental requirements and Indigenous consultation obligations are met throughout the lifecycle of each project funded by Infrastructure Canada.
    • Monitoring projects for progress, assessing and working with proponents to mitigate risks and reporting on results achieved.
    • Reviewing claims and processing payments in a timely fashion to facilitate the flow of funding to project recipients.
    • Reviewing program management practices to increase the standardization and harmonization of approaches to reduce complexity and improve oversight.
  • 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 advice and secretariat support to the Canada Infrastructure Bank and monitor the Bank’s progress against its policy objectives.
  • Provide oversight of Waterfront Toronto in partnership with the Government of Ontario and the City of Toronto by representing federal perspective and priorities in overall planning and governance of the organization, as well as the stewardship and sound delivery of federally-funded projects.
  • 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.
  • Ensure effective oversight and support delivery of the Gordie Howe International Bridge project by the Windsor-Detroit Bridge Authority. It will also provide stewardship to support the transition from the construction phase to the operations phase, including guidance on tolling and traffic policies.

Program inventory

Public Infrastructure and Communities Investment, Stewardship and Delivery is supported by the following programs:

  • Allocation-Based and Direct Funding Stewardship
  • Alternative Financing Oversight
  • Major Bridges Oversight
  • Homelessness Funding Oversight

Supporting information on planned expenditures, human resources, and results related to Infrastructure Canada’s program inventory is available on GC Infobase.

Related government priorities

Gender-based analysis plus

Infrastructure Canada’s use of Gender-based Analysis Plus (GBA Plus) helps to fulfill its commitment to equitable outcomes of its infrastructure investments. GBA Plus helps ensure that the needs of diverse communities are represented, and that policies and programs are inclusive. GBA Plus highlights the issues impacting communities, especially those the most at risk, such as the need for affordable housing, accessible public transportation, the creation of sustainable and inclusive communities, climate-resilient infrastructure and combatting homelessness. GBA Plus emphasizes the importance of diversity, equity and inclusion in INFC policies, programs, and outcomes for all communities in Canada.

The departmental GBA Plus Centre of Expertise is devoted to building and strengthening GBA Plus capacity within the Department, by guiding and supporting INFC staff to include GBA Plus in their work. The GBA Plus Centre of Expertise plays a role to convene and support initiatives and collaborations that promote the incorporation of GBA Plus in all stages of the policy and program cycle including the utilization, collection and reporting of GBA Plus data and outcomes.

United Nations 2030 Agenda for Sustainable Development and the UN Sustainable Development Goals

On November 1, 2023, Infrastructure Canada tabled its 2023 to 2027 Departmental Sustainable Development Strategy (DSDS). This new strategy sets out the departmental actions and initiatives that the Department is taking to support the Government of Canada's commitments made through the Federal Sustainable Development Strategy (FSDS). More specifically, Infrastructure Canada will be contributing to six of the 17 FSDS sustainable development goals (SDGs), including: SDG 6) Ensure Clean and Safe Water for All Canadians; SDG 9) Industry, Innovation and Infrastructure; SDG 10) Reduced Inequalities; SDG 11) Sustainable Cities and Communities; SDG 12) Responsible Consumption and Production; and, SDG 13) Climate Action.

Through the delivery of its portfolio, Infrastructure Canada is supporting SDGs by contributing to the resilience and sustainability of communities, advancing initiatives that provide clean and safe water, investing in green infrastructure, and addressing climate change.

More information on Infrastructure Canada’s contributions to Canada’s Federal Implementation Plan on the 2030 Agenda and the Federal Sustainable Development Strategy can be found in our Departmental Sustainable Development Strategy.

Internal services

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

Plans to achieve results

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

  • Support INFC's operational requirements and grow regional presence in current juncture with fiscal restraints.
  • Provide internal advice and a full range of financial services and related reporting. 
  • Support the organization in securing funding that will enable the achievement of its priorities and goals, including future programming and the transition of the housing policy mandate.
  • Mature corporate processes, planning and reporting functions; including results reporting, investment planning and project management, budgeting and forecasting while promoting opportunities for automation and/or increasing efficiency. 

INFC’s Information Management and Information Technology Division 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 management platform for individual Transfer Payment Programs and promoting digitization for funding recipients, and the digitalization of processes to automate and expedite the delivery of programs to Canadians. In 2024-25, INFC will continue to implement actions stemming from its 2023-2026 Data Strategy. This will ensure that data and information asset management principles and frameworks are utilized to derive new insights from our knowledge. 

Concerning real property management services, INFC will continue to grow its regional presence to support its growing mandate and to deliver on the Government of Canada’s ambitious infrastructure, housing, and homelessness agendas. INFC currently has office spaces in Ottawa and Montreal, but to keep pace with its organizational growth and transformation, the Department will continue to work with Public Service and Procurement Canada to establish a national footprint by hiring employees in six regional hubs to create meaningful clusters.

INFC will continue to focus on attracting, retaining, and developing its employees. Initiatives aimed at creating an inclusive and barrier-free workplace, as well as fostering employee well-being, will continue to be supported to ensure INFC is a workplace of choice, made up of a workforce that represents the population we serve. To help achieve these goals, Human Resources will collaborate and work in partnership with clients to understand their business needs and develop strategies to enable a more integrated HR approach to supporting clients and organizational needs. In addition, accurate and timely pay will remain a priority for the Department, and various measures will continue to be taken to improve HR-to-Pay services.

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. Along with key partners, the Department will continue to work towards creating a barrier-free Canada by 2040. In 2024-25, the focus will be on centralizing services to ensure a consistent delivery of accessibility-related services for INFC’s employees, and exploring ways to build more accessible programs for Canadians. INFC will also support the execution of the Clerk's Call to Action (CCTA) on Anti-Racism, Equity and Inclusion by providing strategic advice and guidance internally and co-facilitating CCTA working groups.

Additionally, the Department will continue to build on its efforts to improve how it communicates and reports on its 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 informed about key departmental and government-wide priorities, initiatives, and guidance through open, transparent, and accessible communications.

INFC will continue to strengthen its audit and evaluation function by ensuring it has adequate resourcing, capacity, knowledge and expertise to provide relevant and timely information about priorities, programs and initiatives to Canadians and decision-makers. Further, INFC will continue to engage internally to provide advisory and consulting support to address arising priorities and initiatives on an ad-hoc basis. Departmental internal audit and evaluation activities will continue to provide insight into the development and implementation of policies and programs.

To provide parliamentarians and executives with specialized advice and services, INFC will also continue to support the Minister and the Deputy Minister for parliamentary affairs, executive correspondence and ministerial coordination. In addition, the Department will continue to maintain effective core governance to ensure that internal management functions support and enable high-performing policies, programs and services, all while ensuring INFC meets its obligations under the Access to Information Act and Privacy Act.

Snapshot of planned resources in 2024-25

  • Planned spending: $69,232,259
  • Planned full-time resources: 449

Related government priorities

Table 5: Planning for contracts awarded to Indigenous businesses

INFC, as a Phase 1 listed organization, 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 since 2018-19. The target percentages increased annually over the last 5 years, up to the 2022-23 fiscal year, per Appendix E of the Directive on the Management of Procurement.

  • INFC invites all Indigenous prequalified bidders to submit a proposal when using the mandatory Standing offers, on a mandatory basis.
  • When Indigenous capacity exists outside of the Mandatory Commodities, a Set-Aside under the Procurement Strategy for Indigenous Businesses is used to source the requirement while obtaining the best value.
  • 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.   
  • Internally, we work with clients to identify source lists that include Indigenous firms.
  • INFC participates in Industry engagement such as target-audience trade shows for Indigenous businesses looking to work with the Government
5% reporting field
2022-23 actual result
2023-24 forecasted result
2024-25 planned result
Total percentage of contracts with Indigenous businesses

6.47%

5%
5%

Planned spending and human resources

This section provides an overview of Infrastructure Canada’s planned spending and human resources for the next three fiscal years and compares planned spending for 2024–25 with actual spending from previous years.

Spending

Table 6: Actual spending summary for core responsibilities and internal services ($ dollars)

The following table shows information on spending for each of Infrastructure Canada’s core responsibilities and for its internal services for the previous three fiscal years. Amounts for the current fiscal year are forecasted based on spending to date.

Core responsibilities and internal services
2021–2022 actual expenditures
2022–2023 actual expenditures
2023–2024 forecast spending
1. Public Infrastructure, Communities, Affordable Housing and Homelessness Policy
38,225,901
52,673,294
76,873,290
2. Public Infrastructure, Communities, and Homelessness Investments
18,614,204
35,290,726
39,739,087
3. Public Infrastructure and Communities Investment, Stewardship and Delivery
8,846,154,206
6,673,924,850
7,178,686,334
Subtotal
8,902,994,311
6,761,888,870
7,295,298,711
Internal services
59,086,660
67,070,147
69,256,125
Total
8,962,080,971
6,828,959,017
7,364,554,836
Explanation of table 6

The decrease in spending from 2021-22 to 2022-23 can be attributed to the top-up to the Canada Community-Building Fund seen in 2021-22 and legacy programs winding down, offset by new programs gaining momentum. The increase in spending from 2022-23 to 2023-24 is primarily attributable to ramp-ups in programs such as the Green and Inclusive Community Buildings, the Investing in Canada Infrastructure Program, and the Permanent Public Transit Program.

Table 7: Budgetary planning summary for core responsibilities and internal services (dollars)

The following table shows information on spending for each of Infrastructure Canada’s core responsibilities and for its internal services for the upcoming three fiscal years.

Core responsibilities and internal services
2024–2025 budgetary spending (as indicated in Main Estimates)
2024–2025 planned spending
2025–2026 planned spending
2026–2027 planned spending
1. Public Infrastructure, Communities, Affordable Housing and Homelessness Policy
77,481,180
77,481,180
95,642,288
72,305,163
2. Public Infrastructure, Communities, and Homelessness Investments
30,984,746
30,984,746
28,340,356
20,134,653
3. Public Infrastructure and Communities Investment, Stewardship and Delivery
8,027,511,831
8,027,511,831
9,272,975,957
8,320,355,043
Subtotal
8,135,977,757
8,135,977,757
9,396,958,601
8,412,794,859
Internal services
69,232,259
69,232,259
64,623,264
48,885,464
Total
8,205,210,016
8,205,210,016
9,461,581,865
8,461,680,323
Explanation of table 7

The increase in planned spending from 2024-25 to 2025-26 is primarily attributable to the ramp-up of the Investing in Canada Infrastructure Program and the Permanent Public Transit Program. The decrease in planned spending from 2025-26 to 2026-27 is mainly due to decreased funding levels under the Permanent Public Transit Program, Reaching Home: Canada's Homelessness Strategy and the Green and Inclusive Community Buildings Program, which are offset by an increase in funding under the Investing in Canada Infrastructure Program.

Funding

Figure 1: Departmental spending 2021–22 to 2026–27

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

Figure 1: Departmental spending 2021–22 to 2026–27
Text description of figure 1
Fiscal year
Voted
Statutory
Total
2021-22
4,458
4,504
8,962
2022-23
4,541
2,288
6,829
2023-24
4,975
2,391
7,366
2024-25
5,818
2,387
8,205
2025-26
6,976
2,485
9,461
2026-27
5,981
2,481
8,462
Explanation of figure 1

Fluctuations in statutory expenditures are mainly attributable to a one-time payment under the Canada Community-Building Fund in 2021-22 (Budget 2021). Fluctuations in voted expenditures are primarily due to programs gaining momentum, such as the Investing in Canada Infrastructure Program and the Permanent Public Transit Program and offset by legacy programs winding down.

The Department plans to spend over $8 billion in 2024-25 through its core responsibilities and Internal Services.

Estimates by vote

Information on Infrastructure Canada’s organizational appropriations is available in the 2024–25 Main Estimates.

Future-oriented condensed statement of operations

The future-oriented condensed statement of operations provides an overview of Infrastructure Canada’s operations for 2023–24 to 2024–25.

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 at Infrastructure Canada’s website.

Table 8: Future-oriented condensed statement of operations for the year ending March 31, 2025 (dollars)

Financial information
2023–24 forecast results
2024–25 planned results
Difference
(2024–25 planned results minus
2023–24 forecast results)
Total expenses
7,398,826,403
8,238,657,402
839,830,999
Total revenues
-
-
-
Net cost of operations before government funding and transfers
7,398,826,403
8,238,657,402
839,830,999
Explanation of table 8

As noted in the above table, the forecast results total for 2023-24 is $7.4 billion, and the planned results total for 2024-25 is $8.2 billion, which results in a difference of $839.8 million between 2023-24 and 2024-25. The planned spending increase is primarily due to expected ramp-ups in spending for programs, such as the Investing in Canada Infrastructure Program, the Permanent Public Transit Program and new direct delivery programs.

Human resources

Table 9: Actual human resources for core responsibilities and internal services

The following table shows a summary of human resources, in full-time equivalents (FTEs), for Infrastructure Canada’s core responsibilities and for its internal services for the previous three fiscal years. Human resources for the current fiscal year are forecasted based on year to date. 

Core responsibilities and internal services
2021–22 actual FTEs
2022–23 actual FTEs
2023–24 forecasted FTEs
1. Public Infrastructure, Communities, Affordable Housing and Homelessness Policy
225
306
398
2. Public Infrastructure, Communities, and Homelessness Investments
169
226
317
3. Public Infrastructure and Communities Investment, Stewardship and Delivery
234
331
366
Subtotal
628
863
1,081
Internal services
328
412
486
Total
956
1,275
1,567
Explanation of table 9

Actual full-time equivalents for 2022-23 were 33% higher than actual full-time equivalents in 2021-22. This variance is due to the expansion of Infrastructure Canada's mandate combined with the fact that the Department is still ramping up to deliver an unprecedented level of programming stemming principally from the 2020 Fall Economic Statement and Budget 2021. Infrastructure Canada also inherited the Homelessness portfolio, which was transferred to the Department from Employment and Social Development Canada as of October 26, 2021. Forecasted full-time equivalents for 2023-24 are anticipated to increase by 23% due to new and increased programming, such as the Veteran Homelessness Program, the Supporting Climate Resilient Infrastructure Initiative, as well as the continued implementation of the Homelessness Portfolio and the initial capacity building on Housing Policy integration.

Table 10: Human resources planning summary for core responsibilities and internal services

The following table shows information on human resources, in full-time equivalents (FTEs), for each of Infrastructure Canada’s core responsibilities and for its internal services planned for 2024–25 and future years.

Core responsibilities and internal services
2024-25 planned FTEs
2025-26 planned FTEs
2026-27 planned FTEs
1. Public Infrastructure, Communities, Affordable Housing and Homelessness Policy
423
423
356
2. Public Infrastructure, Communities, and Homelessness Investments
276
264
193
3. Public Infrastructure and Communities Investment, Stewardship and Delivery
321
294
208
Subtotal
1,020
981
757
Internal services
449
413
329
Total
1,469
1,394
1,086
Explanation of table 10

The decrease in planned full-time equivalents from 2024-25 to 2025-26 is primarily due to the Samuel De Champlain Bridge Corridor entering the maintenance phase of the project and the temporary reallocations that were put in place to support INFC’s recent growth in capacity and mandate. The decrease in FTEs from 2025-26 to 2026-27 is mainly attributable to the expiry of the Permanent Public Transit Program and the funding to support the Green and Inclusive Community Buildings Program.

Corporate information

Organizational profile

Appropriate minister(s):

The Honourable Sean Fraser, P.C., M.P.

Institutional head:

Kelly Gillis

Ministerial portfolio:

Minister of Housing, Infrastructure and Communities

The Office of Infrastructure of Canada is part of the Housing, Infrastructure and Communities portfolio. The portfolio includes the following:

  • The Jacques Cartier and Champlain Bridges Incorporated, a Crown corporation whose mandate is to ensure users' safe passage on its structures located in the Greater Montreal Area by their proper management, maintenance and repair, while respecting the environment and optimizing traffic flow.
  • Windsor-Detroit Bridge Authority (WDBA), a Crown corporation with the responsibility to design, build, finance, operate and maintain a new publicly owned international crossing between Windsor, Ontario and Detroit, Michigan through a public-private partnership (P3). Responsibility for WDBA was transferred from the Minister of Transport to the Minister of Housing, Infrastructure and Communities on November 4, 2015.
  • The Canada Infrastructure Bank, a Crown corporation, uses federal support to attract private sector and institutional investment to new revenue-generating infrastructure projects that are in the public interest. The CIB leverages the capital and expertise of the private sector to help government partners build new infrastructure across Canada. The Canada Infrastructure Bank Act received Royal Assent on June 22, 2017, and the Minister of Housing, Infrastructure and Communities was designated the responsible Minister on July 4, 2017.
  • The Canada Mortgage and Housing Corporation (CMHC), a Crown corporation, is leading and delivering federal initiatives under the National Housing Strategy and legacy programs, which includes providing low-cost loans and contributions for new construction and repairs of existing affordable housing, as well as funding innovation initiatives. The CMHC is a part of the Housing portfolio, which is supported by Infrastructure Canada. The portfolio’s overarching goal is to help ensure Canadians can get a home of their own, by working to improve housing affordability and end chronic homelessness, and by championing the full breadth of our country’s vibrant diversity through greater inclusion. These gaps will be addressed by engaging with Indigenous partnerships, leading a whole-of-government approach to build a more inclusive, equitable, and just society while working to combat systemic racism, discrimination and xenophobia.
  • The Minister of Housing, Infrastructure and Communities was designated as the Minister responsible for federal matters relating to the Toronto Waterfront Revitalization Initiative (TWRI), effective November 4, 2015. In 2000, the Government of Canada, the Province of Ontario and the City of Toronto each announced a commitment of $500 million to fund the TWRI. Waterfront Toronto is a non-share capital corporation established in 2001 to lead and implement the TWRI. The next phase of the TWRI includes flood protection of the Port Lands for which Canada, Ontario and Toronto are contributing equal funding for a total of $1.25 billion.

Enabling instrument(s):

Year of incorporation / commencement:

2002

Organizational contact information

Mailing address:

Infrastructure Canada
180 Kent Street, Suite 1100
Ottawa, Ontario K1P 0B6

Telephone:

613-948-1148

(toll-free number): 1-877-250-7154

TTY:

1-800-465-7735

Email:

info@infc.gc.ca

Website(s):

https://www.infrastructure.gc.ca

Supplementary information tables

The following supplementary information tables are available on Infrastructure Canada’s website:

Information on Infrastructure Canada’s departmental sustainable development strategy can be found on Infrastructure Canada’s website.

Federal tax expenditures

Infrastructure Canada’s Departmental Plan does not include information on tax expenditures.

Tax expenditures are the responsibility of the Minister of Finance. The Department of Finance Canada publishes cost estimates and projections for government wide tax expenditures each year in the Report on Federal Tax Expenditures.

This report provides detailed information on tax expenditures, including objectives, historical background and references to related federal spending programs, as well as evaluations, research papers and gender-based analysis plus.

Definitions

List of terms
appropriation (crédit)
Any authority of Parliament to pay money out of the Consolidated Revenue Fund.
budgetary expenditures (dépenses budgétaires)
Operating and capital expenditures; transfer payments to other levels of government, organizations or individuals; and payments to Crown corporations.
core responsibility (responsabilité essentielle)
An enduring function or role performed by a department. The intentions of the department with respect to a core responsibility are reflected in one or more related departmental results that the department seeks to contribute to or influence.
Departmental Plan (plan ministériel)
A document that sets out a department’s priorities, programs, expected results and associated resource requirements, covering a three-year period beginning with the year indicated in the title of the report. Departmental Plans are tabled in Parliament each spring.
departmental result (résultat ministériel)
A change that a department seeks to influence. A departmental result is often outside departments’ immediate control, but it should be influenced by program-level outcomes.
departmental result indicator (indicateur de résultat ministériel)
A factor or variable that provides a valid and reliable means to measure or describe progress on a departmental result.
departmental results framework (cadre ministériel des résultats)
A framework that consists of the department’s core responsibilities, departmental results and departmental result indicators.
Departmental Results Report (rapport sur les résultats ministériels)
A report on a department’s actual performance in a fiscal year against its plans, priorities and expected results set out in its Departmental Plan for that year. Departmental Results Reports are usually tabled in Parliament each fall.
full-time equivalent (équivalent temps plein)
A measure of the extent to which an employee represents a full person-year charge against a departmental budget. Full-time equivalents are calculated as a ratio of assigned hours of work to scheduled hours of work. Scheduled hours of work are set out in collective agreements.
gender-based analysis plus (GBA Plus) (analyse comparative entre les sexes plus [ACS Plus])
An analytical tool used to support the development of responsive and inclusive policies, programs and other initiatives. GBA Plus is a process for understanding who is impacted by the issue or opportunity being addressed by the initiative; identifying how the initiative could be tailored to meet diverse needs of the people most impacted; and anticipating and mitigating any barriers to accessing or benefitting from the initiative. GBA Plus is an intersectional analysis that goes beyond biological (sex) and socio-cultural (gender) differences to consider other factors, such as age, disability, education, ethnicity, economic status, geography, language, race, religion, and sexual orientation.
government-wide priorities (priorités pangouvernementales)
For the purpose of the 2024–25 Departmental Plan, government-wide priorities are the high-level themes outlining the government’s agenda in the 2021 Speech from the Throne: building a healthier today and tomorrow; growing a more resilient economy; bolder climate action; fighting harder for safer communities; standing up for diversity and inclusion; moving faster on the path to reconciliation and fighting for a secure, just, and equitable world.
horizontal initiative (initiative horizontale)
An initiative in which two or more federal organizations are given funding to pursue a shared outcome, often linked to a government priority.
Indigenous business
As defined on the Indigenous Services Canada website in accordance with the Government of Canada’s commitment that a mandatory minimum target of 5% of the total value of contracts is awarded to Indigenous businesses annually.
non‑budgetary expenditures (dépenses non budgétaires)
Net outlays and receipts related to loans, investments and advances, which change the composition of the financial assets of the Government of Canada.
performance (rendement)
What an organization did with its resources to achieve its results, how well those results compare to what the organization intended to achieve, and how well lessons learned have been identified.
plan (plan)
The articulation of strategic choices, which provides information on how an organization intends to achieve its priorities and associated results. Generally, a plan will explain the logic behind the strategies chosen and tend to focus on actions that lead up to the expected result.
planned spending (dépenses prévues)
For Departmental Plans and Departmental Results Reports, planned spending refers to those amounts presented in the Main Estimates.
A department is expected to be aware of the authorities that it has sought and received. The determination of planned spending is a departmental responsibility, and departments must be able to defend the expenditure and accrual numbers presented in their Departmental Plans and Departmental Results Reports.
program (programme)
Individual or groups of services, activities or combinations thereof that are managed together within a department and that focus on a specific set of outputs, outcomes or service levels.
program inventory (répertoire des programmes)
An inventory of a department’s programs that describes how resources are organized to carry out the department’s core responsibilities and achieve its planned results.
result (résultat)
An external consequence attributed, in part, to an organization, policy, program or initiative. Results are not within the control of a single organization, policy, program or initiative; instead, they are within the area of the organization’s influence.
statutory expenditures (dépenses législatives)
Expenditures that Parliament has approved through legislation other than appropriation acts. The legislation sets out the purpose of the expenditures and the terms and conditions under which they may be made.
target (cible)
A measurable performance or success level that an organization, program or initiative plans to achieve within a specified time period. Targets can be either quantitative or qualitative.
voted expenditures (dépenses votées)
Expenditures that Parliament approves annually through an Appropriation Act. The vote wording becomes the governing conditions under which these expenditures may be made.