2022-23 Departmental Results Report
Results: what we achieved
Core responsibilities
Core Responsibility 1: Public Infrastructure and Communities Policy
Description
Infrastructure Canada sets policies for public infrastructure and that targets the needs of Canadians and stakeholders (public/private partners) while considering finite resources. Policies are set through strategies, plans, and consideration of alternative financing models, funding programs, and eligibility requirements. 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 and disaster mitigation, among other areas, which have impacts on Canadians' quality of life.
Results
Result 1.1: Infrastructure and communities policies are evidence-based
Infrastructure Canada has continued to support the development of evidence-based infrastructure policies. INFC worked with Statistics Canada to release Canada's Core Public Infrastructure survey results for the 2020 reference year and completed the engagement process to renew and enhance the survey for the 2022 reference year and beyond. In 2022-23, INFC used infrastructure-related data to inform the development of the next generation of federal infrastructure programming including identifying areas of significant need and where federal funding would have the greatest benefit.
Further, INFC advanced its transit knowledge and research base in areas including approaches to project evaluation, transit-housing links, and transport demand management. This work has supported current transit initiatives and will continue to inform the development of future transit programming, including permanent federal funding for public transit.
The Climate Resilient Built Environment (CRBE) initiative, funded by Infrastructure Canada and led by the National Research Council, has resulted in 50 ongoing scientific research projects across infrastructure assets and climate hazards to develop guidance, tools and standards that support climate-ready infrastructure investments. Examples include a collaboration with the Canadian Centre for Climate Services to create the Design Value Explorer—a bilingual, online tool that provides future climatic design data, research on Galvanic Corrosion in Steel and Aluminum Bridges, and field experiments on permafrost melt. The National Guide for Wildland-Urban Interface Fires, a key CRBE deliverable in 2021, was used in Lytton, BC to build back better.
In addition, the Standards to Support Resilience in Infrastructure Program, supported by Infrastructure Canada and led by the Standards Council of Canada, developed and updated 12 standardization strategies in close collaboration with built environment sector partners throughout 2022-23. An additional 23 initiatives are under development. Highlights include work to make Canadian health care facilities more climate resilient, a new National Standard of Canada for developing and interpreting intensity-duration-frequency information, benefit-cost-analysis for reducing wind risk in construction, and stakeholder engagement on standardization and guidance needs for urban heat island mapping.
INFC also participated in numerous industry conferences to ensure the Department is well-informed of industry trends, concerns, and best-practices to foster an evidence-based policymaking approach. Thus, departmental knowledge and expertise for alternative partnership models was enhanced through research on trends and developments in alternative finance both domestically and internationally. This work was further evolved and integrated as part of the legislative review of the Canada Infrastructure Bank Act, including through extensive stakeholder engagement and consultations.
In addition to overseeing the work on the Samuel De Champlain Bridge and the Gordie Howe International Bridge, INFC collaborated closely with Jacques Cartier and Champlain Bridges Incorporated (JCCBI) and the Windsor-Detroit Bridge Authority (WDBA). Throughout 2022-23, the Department provided these two major bridge Crown corporations with strategic advice on topics such as funding, government approvals and communications. Specifically, the Department led board renewal activities, including three reappointments to the JCCBI Board of Directors and three new appointments to the WDBA Board of Directors. In addition, a CEO selection process was launched to seek a new CEO for the WDBA.
Result 1.2: Infrastructure improves the 'quality of life' for all Canadians
INFC's programs have continued to improve 'quality of life' for all Canadians through investments to adapt and build resilience to climate change, including mitigating impacts of natural disasters and building climate-ready infrastructure. INFC is also protecting the environment by investing in natural infrastructure, green and inclusive community buildings, clean power, and sustainable water and wastewater, and to drive towards a net-zero carbon, climate resilient future. Examples of these investments include the following:
- The Natural Infrastructure Fund which has approved three projects with a federal contribution of $25 million under the Large Projects stream. These projects include increasing the tree canopy in downtown Winnipeg, supporting the restoration of coastal ecosystems and reduction of coastal erosion in Halifax, and preventing flooding and improving water quality in Vancouver.
- The Disaster Mitigation and Adaptation Fund projects that increase the resilience of Malahat First Nation to seismic impacts, that mitigate the impacts of flooding on communities across Canada, and that increase community resilience to wildland fires in Whistler, BC, and 29 communities in the Northwest Territories.
- By the end of fiscal year 2022-23, the Green and Inclusive Community Buildings program had approved 192 community infrastructure projects. New constructions include long-term care facilities, community centres, recreational facilities, and cultural hubs in underserved and high-needs areas. For example, the new Awitgati Longhouse and Cultural Centre in Fredericton, New Brunswick will serve as a space for celebrating and supporting Indigenous people and culture. Another net-zero, environmentally sustainable and accessible community centre will be built for Sun Youth in Montreal to support services offered to vulnerable communities, including food aid, help for children and students, help for victims of disasters and crime, material and financial assistance, and sports, educational and recreational programming.
INFC also supported research, data and economic analysis that will help decision-makers prioritize infrastructure investments that have the largest positive impact on Canadians' 'quality of life'. As an example, INFC approved 12 projects under the Research and Knowledge Initiative with the aim of engaging experts both across Canada and across sectors in strengthening community-level data and research on public infrastructure issues to support decision-making. INFC also conducted research and analysis to identify transit needs and linked transportation and housing considerations that will inform how policy and programming can improve Canadians' 'quality of life' in communities of all sizes.
To improve understanding of disparities in access, inform equitable planning and policy decisions, and promote inclusive and sustainable development in cities and regions, INFC worked with Statistics Canada to create an objective measure of accessibility to workplaces, healthcare services, and public amenities, using different modes of transportation.
With a view to leverage 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 collaborative work between the Department and the Canada Infrastructure Bank (CIB) has led to 46 investment commitments in projects across five priority sectors, focused on Public Transit, Trade and Transportation, Green Infrastructure, Broadband, and Clean Power.
Throughout 2022-23, INFC supported the Canada Infrastructure Bank in making flagship investments into emerging technology areas to catalyze commercial growth. Recent CIB investments into small modular nuclear reactor technology and battery storage facilities are expected to demonstrate the commercial attractiveness for private capital while building local expertise and fostering a Canadian presence in the clean technology value chain. The Department has also worked with the CIB, other federal departments, and external partners to advance several large projects of national significance where there is an opportunity for private finance participation, including the Atlantic Loop and High-Frequency Rail.
Additionally, strong oversight of the Gordie Howe International Bridge project, including oversight by the Windsor-Detroit Bridge Authority and INFC, is also in place, which will contribute to completion of the project, which in turn will create direct benefits to international trade, economic development and cooperation between the US and Canada.
Results achieved
| Departmental results | Performance indicators | Target | Date to achieve target | 2020–21 actual results | 2021–22 actual results | 2022–23 actual results |
|---|---|---|---|---|---|---|
| 1.1: Infrastructure and communities policies are evidence-based | 1.1.1: Percentage of assessments that find Infrastructure Canada's policies assist in the development of effective programs and federal initiativesTable Note 1 | 100% | March 31, 2023 | Not applicableTable Note 2 | 100% | 100% |
| 1.1.2: Percentage of management action plan (MAP) items implemented as plannedTable Note 1 | 100% | March 31, 2023 | Not applicable | 75% | 100% | |
| 1.2: Infrastructure improves the 'quality of life' for all Canadians | 1.2.1: Gross Domestic Product attributable to federal investments in infrastructure (current dollars) | $45,900,000,000 | March 31, 2023 | $46,300,000,000 | $48,951,986,096 | $57,956,755,046Table Note 3 |
| 1.2.2: Remaining useful life ratio of public infrastructure assetsTable Note 1 | Greater than 50% | March 31, 2023 | Not applicable | 58.5% | 58.9% | |
| 1.2.3: Reduction in per capita greenhouse gas (GHG) emissions from transportation, buildings, solid waste, construction and wastewater sectors since 2005Table Note 1 | Greater than 0MTTable Note 4 | March 31, 2023 | Not applicable | 1.19 tonnes (reduction) | 1.20 tonnes (reduction) | |
| 1.2.4: Remaining useful life of public infrastructure assets particularly relevant to vulnerable populations: public transit, and recreational and sports facilitiesTable Note 1 | Greater than 50% | March 31, 2023 | Not applicable | 57.5% | 57.6%Table Note 5 | |
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Financial, human resources and performance information for Infrastructure Canada's program inventory is available in GC InfoBase.
Budgetary financial resources (dollars)
| 2022–23 Main Estimates | 2022–23 planned spending | 2022–23 total authorities available for use | 2022–23 actual spending (authorities used) | 2022–23 difference (actual spending minus planned spending) |
|---|---|---|---|---|
| 56,104,481 | 56,104,481 | 55,039,761 | 52,673,294 | (3,431,187) |
Financial, human resources and performance information for Infrastructure Canada's program inventory is available in GC InfoBase.
The Rural Economic Development Policy portfolio was permanently transferred from Infrastructure Canada to Innovation, Science and Economic Development Canada in 2022-23. This transfer included existing capacity and resources.
Human resources (full-time equivalents)
| 2022–23 planned full-time equivalents | 2022–23 actual full-time equivalents | 2022–23 difference (actual full‑time equivalents minus planned full‑time equivalents) |
|---|---|---|
| 299 | 306 | 7 |
Financial, human resources and performance information for Infrastructure Canada's program inventory is available in GC InfoBase.
Core Responsibility 2: Public Infrastructure and Communities Investments
Description
Infrastructure Canada identifies investment opportunities across a range of funding mechanisms aimed to maximize value-for-money as the Government of Canada directs investment into infrastructure.
- Allocation-based programs (ICIP, Public Transit Infrastructure Fund, Gas Tax Fund, etc.) offer funding for projects that balance both national priorities with local needs of provinces and territories.
- Merit-based programs (DMAF, Smart Cities Challenge (SCC), etc.) award funding to projects that are selected through an application process.
- Alternative financing arrangements (P3, Crown corporations, etc.) 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.
Results
Result 2.1: Investments in public infrastructure meet national interests and community needs
To meet national interests and community needs, Infrastructure Canada continued working with Provinces and Territories to commit ICIP funds to priority projects, such as improvements to cultural infrastructure and the infrastructure needs of rural and remote communities. Through ICIP's Community, Culture and Recreation stream, INFC has provided over $1.2 billion in federal investments to upgrade recreational facilities, museums, and other community-driven projects, while investments in the Rural and Northern Communities Infrastructure Stream have funded 672 projects to build and improve roads, enhance food security, and support Indigenous health and education in the North.
Meanwhile, the Permanent Public Transit Program (PPTP) continued to contribute to national priorities such as growing our carbon-neutral economy, and supporting community needs such as ability to access jobs, services, active transportation, and public transportation. Under the PPTP, the Zero Emission Transit Fund (ZETF) supports the public transit and school bus operators' plan for electrification, the purchase of zero emission buses and building supporting infrastructure, including charging infrastructure and facility upgrades. When considered together, the support provided through funding from the ZETF and financing from the Canada Infrastructure Bank enabled the number of zero emission school and transit buses purchased to exceed the original 5,000 bus target by over 1,500. The Active Transportation Fund (ATF) expands and enhances active transportation networks in communities. To support the completion of funding agreements under the ATF, INFC has held over a hundred meetings with successful recipients. Additionally, to build more awareness of the continuous intake for Indigenous applicants, INFC has engaged provincial and territorial counterparts, National Indigenous Organizations, as well as other federal partners like Indigenous Services Canada to promote the ATF and raise awareness.
Infrastructure Canada also advanced on the commitment to provide permanent public transit funding, which will reduce greenhouse gas emissions and congestion, provide a range of health benefits, and help meet the needs of those who rely on transit services the most, such as women and disadvantaged groups. As such, the Department has begun its work to develop programming for permanent public transit funding that offers the greatest benefits to Canadians from coast to coast to coast.
INFC also continued to make investments in public infrastructure that meet national interests and community needs, via programs such as the:
- The Disaster Mitigation and Adaptation Fund which, since 2018-19, has funded 115 projects representing $2.7 billion in federal funding that helped protect communities against natural hazards and extreme weather events such as droughts, earthquakes, erosion, extreme temperatures, floods, permafrost thaw, storms, and wildland fires.
- The Green and Inclusive Community Buildings program, which provides $1.5 billion over five years (2021-26). Through the program, INFC has approved projects including retrofits of community centres, cultural, and recreational facilities to improve energy efficiency, accessibility, and safety, and the construction of new inclusive and accessible, net-zero carbon facilities.
- The Canada Healthy Communities Initiative is providing $61.3 million in federal funding to support 1,060 projects across Canada and helped communities adapt public spaces and local services in a way that met people's needs both during and following the COVID-19 pandemic.
- The Smart Cities Challenge (SCC) which encourages communities of all sizes from across the country to adopt new and innovative approaches to improve the quality of life for their residents. In 2022-23, the four SCC winners continued to implement their projects and achieve milestones. Final project results will be available after project completion. Budget 2023 announced a future second round of the SCC on climate resilience.
- The Municipal Asset Management Program which is an eight-year $110 million program that supports municipal asset management capacity building. It is delivered by the Federation of Canadian Municipalities (FCM). In 2022-23, the FCM continued to work with municipalities to provide municipal grants. The Program approved 238 proposals for funding amounting to a total of $10.9 million allocated towards municipal grants.
In addition to leading the statutory review of the Canada Infrastructure Bank Act, INFC worked with the Canada Infrastructure Bank (CIB) to develop proposals to respond to Budget 2022 direction to further enable the institution to invest in infrastructure that can support Canada's transition to a low-carbon economy, reconciliation with Indigenous peoples, and managed engagement with the CIB and other government departments on key policy and programming issues.
INFC is working closely with its private partner to achieve final completion of the Samuel De Champlain Bridge Corridor which is expected to be achieved by Fall 2023. The Réseau express métropolitain (REM) project, supported by INFC, began commercial service on July 31, 2023.
The old Samuel De Champlain bridge deconstruction project, under the responsibility of Jacques Cartier and Champlain Bridges Incorporated (JCCBI), remains on time and on budget, with 90% of material expected to be recycled from the project. The Department also established a governance structure with JCCBI, which includes monthly meetings at various levels to ensure constant flow of information on governance and operations. Throughout 2022-23, INFC provided the Crown corporation with strategic advice on topics such as funding, government approvals and communications.
Infrastructure Canada's suite of ongoing legacy programs continued to contribute to national priorities such as supporting economic growth, a clean environment and stronger communities through investments that include highways and roads, water, wastewater, public transit, and green energy projects.
Results achieved
| Departmental results | Performance indicators | Target | Date to achieve target | 2020–21 actual results | 2021–22 actual results | 2022–23 actual results |
|---|---|---|---|---|---|---|
| 2.1: Investments in public infrastructure meet national interests and community needs | 2.1.1: Infrastructure Canada funding committed to projects | $8,100,000,000 | March 31, 2023 | $3,610,134,441 | $11,987,647,243 | $6,665,063,451Table Note 6 |
| 2.1.2: Number of transactions and amount of private investment in public infrastructureTable Note 7 | Greater than 0 projects | March 31, 2023 | Not applicable | 362 projects | 316 projects | |
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Financial, human resources and performance information for Infrastructure Canada's program inventory is available in GC InfoBase.
Budgetary financial resources (dollars)
| 2022–23 Main Estimates | 2022–23 planned spending | 2022–23 total authorities available for use | 2022–23 actual spending (authorities used) | 2022–23 difference (actual spending minus planned spending) |
|---|---|---|---|---|
| 37,186,565 | 37,186,565 | 36,432,175 | 35,290,726 | (1,895,839) |
Financial, human resources and performance information for Infrastructure Canada's program inventory is available in GC InfoBase.
Human resources (full-time equivalents)
| 2022–23 planned full-time equivalents | 2022–23 actual full-time equivalents | 2022–23 difference (actual full‑time equivalents minus planned full‑time equivalents) |
|---|---|---|
| 295 | 226 | (69) |
Financial, human resources and performance information for Infrastructure Canada's program inventory is available in GC InfoBase.
In October 2021, the responsibilities of the Homelessness Policy Directorate were transferred from Employment and Social Development Canada (ESDC) to Infrastructure Canada (INFC). A Memorandum of Understanding (MOU) was established for ESDC to continue supporting program delivery throughout 2022-23. This MOU was put in place to ensure business continuity while INFC builds its capacity to take on the delivery of the program, resulting in INFC FTEs being lower than planned.
Core Responsibility 3: Public Infrastructure and Communities Investment Oversight and Delivery
Description
Conduct oversight to ensure recipients comply with project requirements and projects are delivered according to agreements. Infrastructure Canada oversees programs and projects as well as major bridges, Crown corporations and alternative financing arrangements. While Crown corporations operate at arm's length, the Department plays a secretariat role in supporting them. Across all programming, numerous monitoring activities are used to oversee projects and ensure they are delivered as expected for Canadians.
Results
Result 3.1: Infrastructure investments and assets are managed through their lifecycle
INFC funding is contingent upon Canada fulfilling both its constitutional duty to consult with Indigenous Peoples as well as all federal environmental statutory requirements. In 2022-23, more than 600 projects were reviewed across all programs to identify consultation and federal environmental statutory requirements. Further activities were undertaken to develop communications materials related to environmental assessment and duty to consult to support applicants in meeting the requirements set out in their contribution agreements, which enables INFC to fulfill its legal obligation. Activities included integrating key questions and information in application materials, developing key information materials and making these available on the INFC website, and participating in program webinars and events. Efforts have also been made to further standardize project oversight to more efficiently identify when claims can be paid.
To provide valid and reliable information to the public, INFC continued to report on the 21 federal departments and agencies delivering programs contributing to the expected outcomes of the Investing in Canada Plan. As an example, as of March 2023, over $131 billion in federal funding had been committed to more than 85,900 projects via the Plan.
INFC has continued to research and implement forward-thinking approaches specifically to funding, financing and contracting with the private sector. The Department provided oversight and governance in the CIB's activities and projects such as the $170M investment in the Oneida Energy Storage Project, a joint venture between NRStor Inc. and Six Nations of the Grand River Development Corporation. To date, it represents the largest battery storage project in Canada and CIB's involvement is integral to the project getting built. Additionally, the Department has supported Transport Canada and the newly created VIA High Frequency Rail (HFR) subsidiary on the financial and commercial deal structure for delivery of the HFR project. The project is being procured using an innovative alternative finance approach.
In terms of managing its infrastructure investments, INFC supported the safe and efficient movement of people and goods at two of Canada's important crossings, while also promoting alternative transportation options by including active and public transportation options. On the Samuel De Champlain Bridge, the Department continued to work with and oversee the private partner to address ongoing deficiencies needed for the project to progress to the next phase of operations. The Department also reviewed and addressed key issues related to interfaces with the Réseau express métropolitain (REM) during construction of the light rail system in the bridge corridor. REM began commercial service on July 31, 2023.
INFC has a robust governance structure in place with the Windsor-Detroit Bridge Authority (WDBA) to ensure clear lines of communication, facilitate the flow of information, share best practices, and receive ongoing updates on the Gordie Howe International Bridge (GHIB) project. The governance structure helps to ensure priority alignment between teams at INFC, WDBA and GHIB. Infrastructure Canada also facilitates the work with the International Authority that was created to provide a forum for collaboration between Canada and the State of Michigan, as work on the GHIB advances. The WDBA, Bridging North America and their Michigan partners engage in consultations during key stages of the project, including with Indigenous communities. Construction of the bridge is 39% complete as of March 2023, with fewer than 10 cement pours left on each tower until they achieve their final heights of 220 metres/722 feet.
Results achieved
| Departmental results | Performance indicators | Target | Date to achieve target | 2020–21 actual results | 2021–22 actual results | 2022–23 actual results |
|---|---|---|---|---|---|---|
| 3.1: Infrastructure investments and assets are managed through their lifecycle | 3.1.1: Percentage of projects completedTable Note 8 | 60% | March 31, 2023 | Not applicable | 27% | 37%Table Note 9 |
| 3.1.2: Percentage of programs/projects that comply with funding documentsTable Note 8 | 100% | March 31, 2023 | Not applicable | 100% | 100% | |
| 3.1.3: Value of Infrastructure Canada's funding contribution disbursed in the fiscal year | $6,607,504,214 | March 31, 2023 | $5,300,448,253 | $8,727,609,761 | $6,549,862,103 | |
| 3.1.4: Percentage of transfer payment program service standards that are metTable Note 8 | 80% | March 31, 2023 | Not applicable | 91% | 90% | |
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Financial, human resources and performance information for Infrastructure Canada's program inventory is available in GC InfoBase.
Budgetary financial resources (dollars)
| 2022–23 Main Estimates | 2022–23 planned spending | 2022–23 total authorities available for use | 2022–23 actual spending (authorities used) | 2022–23 difference (actual spending minus planned spending) |
|---|---|---|---|---|
| 9,197,797,866 | 9,197,797,866 | 9,222,246,549 | 6,673,924,850 | (2,523,873,016) |
Financial, human resources and performance information for Infrastructure Canada's program inventory is available in GC InfoBase.
Of the $2.5 billion lapse in 2022-23, $2 billion was unavailable to spend due mainly to project-specific conditions imposed to ensure proper stewardship and oversight on certain projects that are in the early development stage. For example, there are instances where projects are approved but funding is held pending certain conditions (e.g., detailed plans that the recipient will provide once the project planning phase is complete). In these cases, funding may lapse in a given year, but to ensure that it remains available to the ultimate recipient for approved projects, INFC moves funding to future years via the Estimates process which is approved through Parliament.
Human resources (full-time equivalents)
| 2022–23 planned full-time equivalents | 2022–23 actual full-time equivalents | 2022–23 difference (actual full‑time equivalents minus planned full‑time equivalents) |
|---|---|---|
| 330 | 331 | 1 |
Financial, human resources and performance information for Infrastructure Canada's program inventory is available in GC InfoBase.
Gender-based Analysis Plus
Infrastructure Canada remained committed to robust Gender-Based Analysis (GBA) Plus of its investments. In 2022-23, INFC launched a GBA Plus advisory community to build GBA Plus expertise across the Department and began to implement a GBA Plus training schedule for employees to improve understanding of how to apply GBA Plus to infrastructure evaluation.
GBA Plus is applied in INFC's program investments' core responsibility through outcomes-based grants and contribution agreements negotiated and signed by the Department which includes information designed to capture and measure indicators related to GBA Plus. To enhance analysis on priority files, the Responsibility Centre commissioned a Transit Sourcebook that provides a research review on the equity policies of municipal transit providers across Canada, as well as data on their ridership.
As well, INFC uses a range of funding mechanisms, including direct funding to urban, Indigenous, northern, rural, and remote communities across Canada to help them address their local homelessness needs, understanding that chronic homelessness must be viewed through an intersectional lens that captures diverse identity factors and experiences. This aligns with INFC's raison d'être of improving the quality of life and building a stronger and more inclusive Canada.
Dedicated staff provided review and advice on Memoranda to Cabinet (MCs), Budget proposals and Treasury Board submissions, as well as input on the program revamp for the Commissioner of the Environment and Sustainable Development, to ensure that climate-resilient infrastructure investments include those communities who are most vulnerable. INFC also provided input to the government-wide revamp of GBA Plus being led by Women and Gender Equality Canada to ensure that analysis guidelines consider the intersecting impacts on diverse communities across the country.
Infrastructure Canada continues to conduct Gender-Based Analysis Plus, as well as build on its institutional application and knowledge building of GBA Plus. This helps to ensure inclusive outcomes and identify systemic barriers that impact Canadians' use of public infrastructure.
United Nations 2030 Agenda for Sustainable Development and the Sustainable Development Goals
On November 2, 2022, the 2022 to 2026 Federal Sustainable Development Strategy (FSDS) was tabled in Parliament. It presents the Government of Canada's efforts to advance the Sustainable Development Goals of the United Nations 2030 Agenda for Sustainable Development. Infrastructure Canada adheres to the principles of the FSDS and the new 2023 to 2027 Departmental Sustainable Development Strategy (DSDS) communicates its commitment to make progress toward the FSDS goals and targets that are relevant to the Infrastructure Canada mandate. The 2023 to 2027 DSDS will be available on Infrastructure Canada's website before November 2, 2023, in compliance with the Federal Sustainable Development Act, and the first DSDS report on progress and results achieved will be published in 2024.
Innovation
Launched in 2017, the Smart Cities Challenge encouraged communities of all sizes from across the country to take bold action to improve outcomes for their residents by applying a smart cities approach that leverages connected technologies and data. It was part of the Impact Canada Initiative, which is a Government of Canada-wide effort to help accelerate the adoption of innovative funding approaches to deliver meaningful results to Canadians. The challenge model provided incentive for communities to adopt a multi-sectoral approach to problem solving. In conjunction with the Challenge, the Smart Cities Community Support Program supports a not-for-profit organization to provide advisory and capacity-building services directly to communities as they explore and implement smart cities approaches.
The first round of the Smart Cities Challenge resulted in $75 million in prizes across four winning communities: Montreal, Quebec; Guelph, Ontario; communities of Nunavut; and Bridgewater, Nova Scotia. The four Smart Cities Challenge winners are implementing their projects, achieving milestones, and contribution agreements are being monitored through regular meetings and progress reports. The flexibility of the outcomes-based contribution agreements enables winners to pivot and change course as needed to achieve outcomes and demonstrate how smart cities approaches are achieving results in their communities. Final project results will be available after project completion by 2026-27.
As part of the Smart Cities Community Support Program, Evergreen is advancing the Community Solutions Network. Evergreen works with Open North, the Future Cities Canada collaborative platform, and numerous non-profit institutions and foundations to deliver activities across Canada. Key activities include providing information, learning opportunities, advisory and capacity building services on smart cities approaches to Canadian communities.
Project findings and results related to the use of data, connected technologies and smart cities approaches will serve to test and demonstrate their impact, be shared more broadly with other communities to help advance broader learning and adoption, and inform future policy and program design.
Further, in 2022–23, the Department conducted a mid-program evaluation to assess the program's performance. Results are expected to be released in 2023-24 and will be used to help inform the program design of the new round of the Smart Cities Challenge.
Internal services
Description
Internal services are those groups of related activities and resources that the federal government considers to be services in support of programs and/or required to meet corporate obligations of an organization. Internal services refers to the activities and resources of the 10 distinct service categories that support program delivery in the organization, regardless of the internal services delivery model in a department. The 10 service categories are:
- acquisition management services
- communication services
- financial management services
- human resources management services
- information management services
- information technology services
- legal services
- material management services
- management and oversight services
- real property management services
As per INFC's Accessibility Plan (2023-2025) published in December 2022, the Department established a new Accessibility Hub in March 2023 to work in close collaboration with functional leads to accelerate departmental efforts to identify, remove and prevent barriers for persons with disabilities identified under the seven priority pillars of the Accessibility Plan and to ensure INFC's obligations under the Accessible Canada Act are met.
INFC provided support for employees while transitioning from full time telework, to a partially open and socially distanced office, then again to a fully open and modernized activity-based office space. Among other approaches, INFC created a hybrid tool kit to support employees in their hybrid transition that embraced a more flexible and collaborative way of working. The Department has continued its Flexible Workplace Initiative project to support operational needs and growth; all work points are unassigned and organized into different zones to encourage an activity-based workplace environment and to better align with a hybrid work environment.
INFC has also advanced its anti-racism, equity and inclusion (AREI) efforts by designing and executing inaugural learning journeys for the following communities: Indigenous, 2SLGBTQIA+ and Persons with disabilities (PWD). These learning journeys centred on embedding lived experience throughout the month-long series of activities. The AREI team also provided strategic intersectional advice and guidance to a variety of legislative reviews, stakeholders (internal and external), interdepartmental initiatives and MCs, as well as part of the Department's employment systems review. The Employment Systems Review contract was awarded and consultations completed in 2022-23.
Additionally, INFC completed the seamless transition of the Homelessness Policy Directorate from Employment and Social Development Canada (ESDC) to INFC and created a new branch that assumed responsibility for the regional service delivery of the Reaching Home program. INFC also provided guidance and leadership on all financial management related matters and supported ongoing collaboration as outlined in the Memorandum of Understanding. These efforts ensured uninterrupted delivery of the Reaching Home program across Canada.
The Department continued to keep Canadians informed about the benefits, progress, and results of priority federal infrastructure initiatives. In 2022-23, the Department announced 916 projects, representing a total amount of $3.61 billion in infrastructure investments across Canada. The Department also helped to maintain Canadians' awareness of federal infrastructure investments by leading the delivery of effective, coordinated, and efficient communications through a variety of traditional and digital tools and platforms. Over the course of the year, there were over 400,000 visits to the departmental website, as well as over 2,000 social media posts published which generated over 16,000 engagements (likes, shares, and comments). Further, communications support was provided to the Ministers' Offices through the delivery of speeches for Parliamentary business and by responding to media calls and public enquiries.
INFC has pursued or initiated several initiatives aimed at attracting, recruiting and retaining talent, as well as maintaining and fostering a safe, healthy, diverse and inclusive workplace. Among other initiatives, INFC has;
- led various staffing processes aligned with upcoming organizational priorities, ensuring that pools of qualified candidates are ready and available when needed, including creating casual inventories to help hire persons with disabilities.
- supported employee wellness via the Employee Assistance Program and the Office of the Ombuds for Small Departments and Agencies.
- supported employee learning and development through multiple programs, such as Talent Management for All, Mentorship Plus and Coaching Services.
- increased its compensation and benefits support to employees internally to address pay and compensation issues; and
- set employment equity hiring objectives to increase diversity and become fully representative of the Canadian population.
INFC continues to work to improve the flow of funds and has introduced several operational solutions to better align departmental authorities with spending. These include: formally updating spending profiles for all INFC programs based on an annual call letter process as well as any other qualitative and quantitative information that becomes available throughout the year; improving alignment between future years' authorities and forecasted expenditures using a predictive model; ensuring expenditures are recorded in the fiscal year in which costs are incurred by the recipient; and, introducing mandatory semi-annual claims for new programs to improve predictability of disbursements. INFC also requests reprofiles of all lapsed funding to ensure that funding that has been committed to a project remains available to ultimate recipients when they submit their claims for reimbursement.
In addition, INFC's digital solution for program delivery – the Infrastructure Funding Portal (IFP) – was enhanced to increase the effectiveness of program delivery and on-boarding efficiency for new programs. The Chief Information Officer (CIO) established a Chief Data Office in an effort to mature INFC's data culture, modernize tools and processes, and enhance data science capabilities to maximize the use of data assets in support of program delivery related outcomes. The CIO and their teams improved the process by which programs are triaged and subsequently onboarded to the IFP.
The Department also developed its 2023-28 Integrated Audit and Evaluation Plan, including a risk assessment exercise, based on departmental mandate, priorities, and risks. The audit and evaluation reports published in 2022-2023 supported the development of the 2023-28 Plan and INFC's future programming, incorporating lessons learned from exercises such as the Evaluation of the Canada Community Building Fund and the Internal Audit of the Investing in Canada Infrastructure Program: COVID-19 Resilience Infrastructure Stream.
Budgetary financial resources (dollars)
| 2022–23 Main Estimates | 2022–23 planned spending | 2022–23 total authorities available for use | 2022–23 actual spending (authorities used) | 2022–23 difference (actual spending minus planned spending) |
|---|---|---|---|---|
| 58,784,800 | 58,784,800 | 67,854,465 | 67,070,147 | 8,285,347 |
Human resources (full-time equivalents)
| 2022–23 planned full‑time equivalents | 2022–23 actual full‑time equivalents | 2022–23 difference (actual full‑time equivalents minus planned full‑time equivalents) |
|---|---|---|
| 315 | 412 | 97 |
This past year was an expansion year for INFC, during which the Department: onboarded a new program as a result of the mandated transfer of the Homelessness portfolio; transitioned to a hybrid work environment that is conducive to collaboration; continued to invest in digital solutions; and established a Chief Data Office in an effort to mature INFC's data culture. To ensure the successful migration of both the new portfolio and transition to a new working environment, INFC made investments in both financial resources and capacity, through which the Department will reap benefits for years to come.
Contracts awarded to Indigenous businesses
Infrastructure Canada is a Phase 1 department and as such must ensure that a minimum 5% of the total value of the contracts it awards to Indigenous businesses by the end of 2022-23. In its 2023–24 Departmental Plan, the Department forecasted that, by the end of 2022-23, it would award 5% of the total value of its contracts to Indigenous businesses.
As shown in the following table, Infrastructure Canada awarded 12% of the total value of its contracts to Indigenous businesses in 2022-23.
| Contracting performance indicators | 2022-23 Results |
|---|---|
| Total value of contractsTable Note * awarded to Indigenous businessesTable Note † (A) | $1,045,050.65 |
| Total value of contracts awarded to Indigenous and non‑Indigenous businessesTable Note ‡ (B) | $8,668,150.11 |
| Value of exceptions approved by deputy head (C) | $0 |
| Proportion of contracts awarded to Indigenous businesses [A / (B−C)×100] | 12% |
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INFC has matured its approach to contracting, whereby Indigenous firms are included by default and a simplified process for procurement contracts with Elders is in place. Further,
- All Procurement Officers have completed the mandatory course Indigenous Considerations in Procurement (COR409) from the Canada School of Public Service.
- 50% of Procurement staff have completed the course Procurement in the Nunavut Settlement Area (COR410) from the Canada School of Public Service, with the remainder to complete training this fiscal year.
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