2015-2016 Departmental Performance Report (DPR)



Section I: Organizational Expenditure Overview

Organizational Profile

Appropriate Minister: The Honourable Amarjeet Sohi, P.C., M.P.

Institutional Head: Jean-François Tremblay

Ministerial Portfolio: Minister of Infrastructure and Communities

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

  • The Jacques Cartier and Champlain Bridges Incorporated (JCCBI) ii, a Crown corporation1 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 optimising traffic flow.
  • The Windsor-Detroit Bridge Authority (WDBA), iii a Crown corporationFootnote1 responsible for the procurement process for the design, construction, operation and maintenance of the new, publicly-owned Gordie Howe International Bridge between Windsor, Ontario and Detroit, Michigan through a public-private partnership (P3). Responsibility for the WDBA was transferred from the Minister of Transport to the Minister of Infrastructure and Communities on 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 Toronto Waterfront Revitalization Initiative (TWRI). In 2001, the Toronto Waterfront Revitalization Corporation (TWRC), a not-for-profit corporation publicly known as Waterfront Toronto, was established. The Minister of Infrastructure and Communities was designated as the Minister responsible for federal matters relating to the TWRIiv effective November 4, 2015.

Enabling Instruments:

Year of Incorporation/Commencement: The Office of Infrastructure of Canada was established in 2002.

Other:

Infrastructure Canada (INFC) works in collaboration with other federal departments and agencies to deliver some of its transfer payment programs. These departments and agencies share their knowledge of local needs and priorities. Infrastructure Canada's Federal Delivery Partners for certain sunsetting programs are:

  • Atlantic Canada Opportunities Agency (ACOA);
  • Economic Development Agency of Canada for the Regions of Quebec (CEDQ-R);
  • Canadian Northern Economic Development Agency (CanNor);
  • Federal Economic Development Agency for Southern Ontario (FedDev Ontario);
  • Western Economic Diversification Canada (WEDC); and
  • Transport Canada (TC).

In addition, INFC works with PPP Canada (as public-private partnership (P3) advisors) for both the New Building Canada Fund (NBCF) and the New Champlain Bridge Corridor (NCBC) project which also works with Public Services and Procurement Canada (PSPC) as the contract authority.

Organizational Context

Raison d'être

The key to building Canada for the 21st century is a strategic and collaborative long-term infrastructure plan that builds economically vibrant, strategically planned, sustainable and inclusive communities. INFC works closely with all levels of government and other partners to enable investments in social, green and other core public infrastructure as well as infrastructure that helps increase trade and grow the economy.

Responsibilities

Public infrastructure provides a foundation to help Canadians maintain and improve their quality of life. The federal government's interest originates from its jurisdictional responsibilities for trade, security, and Indigenous Peoples on reserves, and the role that public infrastructure plays in addressing Canada's national priorities of growing the economy and protecting the environment. Strategic infrastructure investments are needed to create jobs, build sustainable communities and support economic growth for years to come. Infrastructure investments help address complex challenges that Canadians face every day – ranging from the rapid growth of our cities, to climate change, and threats to our water and land.

INFC provides long-term predictable support to help Canadians benefit from world-class, modern public infrastructure. The Department achieves this by making investments, building partnerships, developing policies, delivering programs, and fostering knowledge about public infrastructure in Canada. Since it was established in 2002, the Department has been an important funding partner, working with provinces, territories, municipalities, the private sector and non-profit organizations, along with other federal departments and agencies, to help build and revitalize infrastructure that supports modern, inclusive and diverse communities – and a strong Canada.

Going forward, the Government of Canada has announced a new 10-year plan that will deliver significant new funding to provinces, territories, and municipalities. The plan, which is being developed in collaboration with all levels of government, will ensure both immediate increased investments in infrastructure and long-term predictable funding to address the priorities of Canadians. Specifically, this will include:

  • Doubling of current federal infrastructure investments to $10 billion over each of the next two fiscal years;
  • Committing $20 billion in three priority areas: public transit infrastructure; green infrastructure, including local water and wastewater, clean energy, and infrastructure to protect against changing weather; and social infrastructure, including cultural and recreational infrastructure; and
  • Enhancing the NBCF to make it more transparent and to streamline approval processes.

Infrastructure Canada is the project authority charged with delivering the New Champlain Bridge Corridor project in Montreal, Quebec. The existing Champlain Bridge is one of the busiest bridges in Canada with traffic estimated at over 40 million vehicles per year. It is a major Canada-United States trade corridor and a vital link in Montreal's public transportation system, handling $20 billion of international trade and11 million transit commuters per year.To ensure safe and efficient transportation for commuters, public transit users and commercial vehicles, in 2011 the Government of Canada committed to building a new bridge for the St. Lawrence. This bridge, which will be completed in 2018, will replace the existing Champlain Bridge, which is nearing the end of its useful life. The rest of the Corridor is expected to be completed in 2019.

The new bridge will help increase the capacity and efficiency of gateway and corridor infrastructure regionally and nationally. The project will also provide an efficient solution for the movement of goods and people by widening the federally-owned portion of the A-15 Highway to six-lanes and replacing the Nuns' Island (Île–des–Soeurs) Bridge. These components are scheduled to be completed in 2019.

Furthermore, on November 4, 2015, the Minister of Infrastructure and Communities was given responsibility for the Gordie Howe International Bridge (GHIB) project. The GHIB project is the largest bi-national infrastructure project along the Canada-United States border. The WDBA, a crown corporation, is responsible for delivering this new border crossing between Windsor, Ontario and Detroit, Michigan — Canada's most important trade corridor with its largest trading partner. Nearly 30 percent of Canada-United States trade by truck, or approximately $100 billion per year of merchandise trade, goes through Windsor-Detroit, which is far more than any other crossing. The GHIB team, which provides oversight to the GHIB project, was transferred from Transport Canada to INFC effective April 1, 2016. Once complete, the GHIB will provide additional capacity to accommodate future traffic growth and increased trade, and will encourage investment between Canada and the United States. It will also provide system redundancy, improve border processing and capacity, and will result in a highway-to-highway connection between Highway 401 in Ontario and the Interstate system in Michigan. The project will help create thousands of construction jobs and long-term employment opportunities on both sides of the border.

Strategic Outcome and Program Alignment Architecture (PAA)

For 2015-16, Infrastructure Canada's Program Alignment Architecture (PAA) includes one Strategic Outcome and six Programs, as well as Internal ServicesFootnote2 to support its activities. Together, the six Programs outline the Department's key business lines and initiatives for 2015-16.The Programs are discussed in detail in Section III of this report.

  1. Strategic Outcome: Public Infrastructure for a More Prosperous Canada
  2. Program 1.1: Funding for Provincial-Territorial Priorities
    Program 1.2: Permanent and Flexible Infrastructure Funding
    Program 1.3: Investments in National Infrastructure Priorities
    Program 1.4: Large-Scale Infrastructure Investments
    Program 1.5: Infrastructure Investments in Small Communities and Rural Areas
    Program 1.6: New Bridge for the St. Lawrence Corridor Project
    Internal Services

INFC has two distinct, core business lines. First, it provides flexible funding support for municipal, provincial and territorial infrastructure priorities that are in the broader national interest and it leverages funding for infrastructure projects by partnering with and providing funding to provinces, territories, municipalities, municipal associations, not-for-profit organizations and private sector partners. Second, it is responsible for completing the New Bridge for the St. Lawrence Corridor project, commonly known as the NCBC project, which includes overseeing JCCBI, a Crown corporation whose mandate is to ensure a safe drive for users on its structures located in the Greater Montreal area.

The Department also oversees the WDBA, a crown corporation responsible for the procurement, construction and operation of the GHIB.

All Programs in the PAA result in the construction and enhancement of public infrastructure, contributing to the Department's Strategic Outcome for a more prosperous Canada. These Programs also provide the framework under which the Department's transfer payment programs are grouped (as described in Section III).

Operating Environment and Risk Analysis

INFC applies a comprehensive approach to identify, assess and manage risks at the strategic, operational, program and project levels. This approach includes conducting regular environmental scans with direct participation of senior management. The table below provides an overview of key corporate risks related to the achievement of the Department's Strategic Outcome and the results of related risk response strategies.

As in previous years, the Department has reviewed and updated risks in the context of emerging environmental risk factors and progress made by implementing risk responses. Due to additions to the Departmental mandate in 2015-16, INFC responded to one additional risk. This risk relates to the new ministerial commitment to deliver a new 10-year Infrastructure Plan.

Key Risks
Risk Risk Response Strategy Link to the Organization's Program(s)

Effective delivery of the New Building Canada Fund programs (Ongoing)

INFC continued to maintain effective relationships with provinces, territories, municipalities and other proponents required for timely project review and approval processes. Focussing on continuous improvement, INFC streamlined Treasury Board approvals for projects seeking federal contributions between $50 million and $250 million. INFC also gained efficiencies by using innovative tools such as umbrella and bundled contribution agreements (CAs) and the PORT risk tool for project decision-making, and by leveraging Transport Canada's expertise to review selected major transportation projects.

To maintain delivery capacity, INFC continued to provide employees with development opportunities including mentoring and talent management.

  • Investments in National Infrastructure Priorities
  • Large-Scale Infrastructure Investments
  • Infrastructure Investments in Small Communities and Rural Areas

Timely delivery of the New Bridge for the St. Lawrence corridor project (Ongoing)

The New Champlain Bridge Corridor Project Agreement for the design, construction, financing, operation, maintenance and rehabilitation of the corridor over 35 years, was signed between the Government of Canada and the Signature of the Saint Lawrence Group (SSL) on June 19, 2015. To ensure that the New Bridge for the St. Lawrence will open in 2018 and the rest of the corridor in 2019, INFC established a governance framework to manage the contract with the private partners in collaboration with Public Services and Procurement Canada. The acquisition of all required properties, including from the Government of Quebec, was completed in record time for a capital structure of its size and complexity. All major milestones for 2015-16 were achieved on time and on budget.

  • New Bridge for the St. Lawrence Corridor Project

Timely delivery of Information Management/Information Technology (IM/IT) solutions and ongoing service availability within the Department while contributing to current and future large-scale, whole-of-government IM/IT initiatives (Ongoing)

The focus has been on ensuring readiness for new infrastructure programs while delivering timely IM/IT services. This has included developing and implementing processes and procedures to effectively engage Shared Services Canada (SSC) in its role to provide the infrastructure for INFC's hosted systems.

At the same time, INFC contributed to whole-of- government initiatives. INFC provided timely IM/IT solutions with the introduction of government-wide initiatives such as the Mobility Strategy, Direct Deposit, and Shared Travel Services (STS). To support the launch of the Open Data initiative, INFC updated the Program Information Management System (PIMS) and revamped INFC's web presence.

  • Internal Services

Effective delivery of new funding related to the 10-year Infrastructure Plan (New)

The focus has been on putting strategies, plans and resources in place to effectively deliver new funding programs. INFC received Treasury Board approval for Phase 1 of the 10-year Infrastructure Plan, which included $35 million in operating funding. Lessons learned from past and current programs have informed further streamlining of Phase 1 infrastructure programming, including Project Review Panel oversight. INFC continues to maintain collaborative relationships with provinces, territories, municipalities and other partners to deliver the 10-year Infrastructure Plan.

  • Investments in National Infrastructure Priorities

One of INFC's key risk control measures related to implementing its transfer payment programs is the Project Review Panel (PRP). The PRP provides assurance to the Deputy Minister and the Minister that, for each project within the Minister's delegated authority, an independent challenge function is performed by senior management (including two independent external members). It also provides assurances that the authority for the Minister to proceed without Treasury Board approval is documented and fully justified. The PRP has proven to be an effective means of providing the Minister with a high level of assurance that all pertinent factors related to a project's risk have been assessed. The PRP has demonstrated its capacity to review, perform its challenge function and either send back or recommend for approval a large number of projects within a short period of time. The PRP typically reviews a project at two stages: first, to recommend the project for approval-in-principle to the Minister, and second, before the legally binding contribution agreement is signed.

Organizational PrioritiesFootnote3

Priority 1: Advance delivery of the New Building Canada Fund and any new infrastructure programs while ensuring sound stewardship.

Priority Type:Footnote4 New

Key Supporting Initiatives
Planned Initiatives Start Date End Date Status Link to the Organization's Program(s)
  • Work with recipients to provide funding for projects of national and regional significance by reviewing project proposals, and negotiating and implementing contribution agreements. Concluding agreements under the NBCF will provide the platform for program roll out and project delivery.

April 2014

Ongoing

On track

  • Investments in National Infrastructure Priorities;
  • Large-Scale Infrastructure Investments; and
  • Infrastructure Investments in Small Communities and Rural Areas.
  • Work horizontally with partners, such as Transport Canada and other organizations, to learn best practices in contribution management and to develop improved and streamlined approaches for delivering our infrastructure programs.

April 2014

Ongoing

On track

  • Investments in National Infrastructure Priorities;
  • Large-Scale Infrastructure Investments; and
  • Infrastructure Investments in Small Communities and Rural Areas.

Progress Toward the Priority

In 2015-16, the Government announced a plan to invest more than $120 billion in infrastructure over 10 years, including $60 billion in new funding for public transit, green infrastructure, and social infrastructure. This funding will be delivered in two phases: Phase 1 ($11.9  billion) is primarily focused on infrastructure investments over the next two years and the remaining funding under Phase 2 is primarily focused on long-term goals. INFC led the development of the Phase 1 approach, in collaboration with federal partners, and advanced a plan for the Government's early investments in green infrastructure, social infrastructure, and public transit. Phase 1 investments were announced in Budget 2016.

INFC has made significant progress to advance projects under the NBCF, which was launched in March 2014. These projects were identified by Provinces and Territories as priorities for federal funding which would support economic growth, a cleaner environment and stronger communities.

  • During 2015-16, under the Provincial-Territorial Infrastructure Component-National and Regional Projects, 40 projects were approved and $807 million of the $9 billion federal share was committed for this program.
  • During 2015-16, under the Provincial-Territorial Infrastructure Component-Small Communities Fund, 350 projects were approved and $413.1 million of the $1 billion federal share was committed for this program.

As of March 31, 2016, under the National Infrastructure Component, INFC approved funding for two nationally significant priority projects representing investments in port infrastructure and local and regional airport infrastructure.

INFC continues to collaborate with other federal departments to proactively share information on program and project status, as well as best practices with respect to risk management, contribution agreements, and recipient audits. More details on these activities are found under Priority 3.

Priority 2: Advance the accelerated procurement and construction of the New Bridge for the St. Lawrence Corridor Project and support the Jacques Cartier and Champlain Bridges Incorporated in its role of keeping the Champlain Bridge safe

Priority Type: New

Key Supporting Initiatives
Planned Initiatives Start Date End Date Status Link to the Organization's Program(s)
  • Completing the evaluation of the request for proposals;

July 2014

April 2015

Completed

  • New Bridge for the St. Lawrence Corridor Project
  • Internal Services
  • Signing the project agreement with the selected private partner;

June 2015

June 2015

Completed

  • New Bridge for the St. Lawrence Corridor Project
  • Internal Services
  • Acquiring all required land for the scope of the Project;

October 2014

April 2017

On track

  • New Bridge for the St. Lawrence Corridor Project
  • Internal Services
  • Undertaking Environmental Site Assessments on all properties to be acquired on a temporary basis for construction of the NBSL; and

November 2014

December 2015

Completed

  • New Bridge for the St. Lawrence Corridor Project
  • Internal Services
  • Continuing to provide support and oversight of JCCBI, including ensuring that JCCBI has access to the necessary parliamentary appropriations to carry out its priorities and planned work.

Ongoing

Ongoing

On track

  • New Bridge for the St. Lawrence Corridor Project
  • Internal Services

Progress Toward the Priority

During 2015-16, the NCBC project team continued to implement the procurement process and advance construction of the New Bridge for the St. Lawrence Corridor Project. The Request for Proposal process began in July 2014 and was completed in April 2015, with the announcement of the Preferred Proponent. Following this milestone, the NCBC Project Agreement was signed with the Signature on the Saint Lawrence Group (SSL) on June 19, 2015.

The process to acquire immovable assets (such as land and property) continued to be successful. Environmental Site Assessments on properties to be acquired on a temporary basis were successfully completed in September 2015 and the final report was published in December 2015. INFC continued to support and oversee JCCBI and ensured that it had access to the approvals and parliamentary appropriations needed to carry out its priorities and planned work.

Priority 3: Identify operational efficiencies and implement improvements in the delivery of the Department's mandate

Priority Type: Ongoing

Key Supporting Initiatives
Planned Initiatives Start Date End Date Status Link to the Organization's Program(s)
  • Infrastructure Canada is establishing Lean capacity and will undertake a minimum of four targeted projects to streamline operations, identify efficiencies and empower staff. Additionally, the Department will look at other government-wide initiatives for innovation and operational improvements (e.g., Red Tape Reduction).

April 2014

Ongoing

On track

  • All PAA programs including Internal Services
  • Infrastructure Canada will also continue to implement its corporate integrated planning process in order to support priority-setting and decision-making, to enhance integrated resource allocation and utilization, and to reduce duplication of effort in planning and reporting functions across the Department.

April 2015

Ongoing

On track

  • All PAA programs including Internal Services
  • The implementation of the Project Information Management System (PIMS) component of the Shared Information Management System for Infrastructure (SIMSI) will complete the enhancements for the Small Communities Fund (SCF) and any new programs. Furthermore, the significant IM/IT change agenda (e.g., whole-of-government initiatives related to information technology modernization in areas such as the provision of services for email, telephones, document management, and end user devices and software) will provide employees with new tools for their day-to-day work. Finally, we will be continuing to progress on improving the management and use of our information holdings to support decision-making within the Department.

Ongoing

Ongoing

On track

  • All PAA programs including Internal Services

Progress Toward the Priority

During 2015-16, INFC undertook several exercises to identify operational efficiencies and implement improvements in the delivery of the Department's mandate. These exercises included:

  • Implementing six targeted Lean process improvement events aimed at streamlining operations, identifying efficiencies and empowering staff. The events included Information Management and Information Technology (IM/IT) processes, and processes to improve core business lines and operational support functions. In total, over 70 employees were trained in basic Lean principles.
  • Establishing an ADM-level group of grants and contribution delivery practitioners across federal departments to share information and best practices, and advise each other on issues specific to program operations. Participating departments included: Agriculture and Agri-Food Canada; Canadian Heritage; Immigration, Refugees, and Citizenship; Employment and Social Development Canada; Environment and Climate Change Canada; Public Safety Canada; and Transport Canada. The forum complemented the existing Treasury Board Secretariat (TBS) forum by focusing on program implementation issues.
  • Participating in a Red Tape Reduction exercise alongside several other government departments chaired by Treasury Board on the application and assessment phase of Grants and Contributions Programs. Participating departments reviewed existing processes, identified areas for improvement, shared best practices and contributed to Treasury Board's launch of the review of the Policy and Directive on Transfer Payments.
  • INFC also undertook a Low Dollar Value Procurement exercise in order to streamline and enhance its processes surrounding procurement of goods and services with a low dollar threshold.

In addition, INFC implemented several IM/IT initiatives to improve the Department's operations and contribute to Government priorities:

  • Enhancing the PIMS component of the Shared Information Management System for Infrastructure (SIMSI) to support program delivery across multiple programs.
  • Contributing to the Open Government initiative by making the majority of its program data available online.
  • Migrating its e-mail services to the new Whole-of-Government email solution
  • Piloting new end-user devices and remote access solutions to support a more mobile workforce in 2016-17.
  • Conducting major clean-up activities in the area of corporate information to reduce duplication, support decision-making, and prepare the Department for upcoming Government-wide data management initiatives.
  • Providing key IM support to the Major Bridge projects.

INFC also implemented several efficiencies in its human resources processes in response to the Public Service Commission's new direction on staffing, which included:

  • Moving from five appointment policies to one, to provide the organization with greater flexibility.
  • Modifying staffing sub-delegation authorities to ensure that decisions are made at the right level.
  • Implementing an oversight/monitoring framework that will focus on higher risk staffing files, system signals from data and HR Advisors, and results rather than processes.

Priority 4: Support people management initiatives

Priority Type: New

Key Supporting Initiatives
Planned Initiatives Start Date End Date Status Link to the Organization's Program(s)
  • The focus will be on strategic human resources planning to ensure we have a sustainable, competent workforce. The Department will take measures to engage employees and managers in frequent dialogue on people management initiatives, including engaging employees in the implementation of Blueprint 2020 initiatives, and in addressing the results of the Public Service Employee Survey (PSES).

April 2015

Ongoing

On track

  • All PAA programs including Internal Services
  • Infrastructure Canada will optimize collaborative opportunities with Transport Canada to leverage the portfolio approach, as well as between branches within the Department, in order to: support employee mobility, take advantage of collective staffing approaches, and increase integration of HR plans and actions with department-wide, corporate planning.

April 2015

Ongoing

On trackFootnote5

  • All PAA programs including Internal Services

Progress Toward the Priority

During 2015-16, INFC undertook several activities to support its people management initiatives, including:

  • Regularly engaging employees and managers to develop people management strategies that will ensure a sustainable, competent workforce.
  • Implementing a corporate commitment to support the Government of Canada's and the Clerk's priorities to foster a positive, healthy, inclusive, respectful and supportive work environment, free of harassment and discrimination. Activities included a Health and Wellness Fair, the implementation of a mandatory harassment prevention course for employees, and the development of a Workplace Wellness webpage on the INFC intranet that offers resources for employee health and well-being.
  • Investing in language training to promote a bilingual work environment and to encourage employees to work in the language of their choice.
  • Engaging employees to develop an action plan to respond to the Public Service Employee Survey results and to identify Blueprint 2020 initiatives that truly reflect employee and employer needs.
  • Providing ongoing support for the Talent Management Network, where aspiring leaders at the EX-minus-02 and minus-03 levels benefit from a year-long leadership development opportunity, as well as targeted training and professional coaching.

During the reporting period INFC won the Michelle C. Comeau Award. This award recognized the excellent work done by the HR team in establishing a mentoring program for INFC, a program that has now expanded to seven departments. HR partnered with IMIT to develop an online mentoring tool that supports partnering of mentors and mentees, providing easy access to a wider audience for a richer mentoring experience.

Footnotes

Footnote 1

Crown corporations are public institutions or entities that operate at arm's length from the government, and as public institutions, they are ultimately accountable to the government. Crown corporations follow a different planning cycle than the government planning cycle, and report to Parliament through two key types of documents: the corporate plan summary, including the budget summaries and the annual report.

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Footnote 2

Internal Services funding includes operating funding for core administration and program delivery.

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Footnote 3

For more information on organizational priorities, see the Minister's mandate letter.

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Footnote 4

Type is defined as follows: previously committed to—committed to in the first or second fiscal year prior to the subject year of the report; ongoing—committed to at least three fiscal years prior to the subject year of the report; and new—newly committed to in the reporting year of the Report on Plans and Priorities or the Departmental Performance Report.

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Footnote 5

Please note that shared portfolio responsibility with Transport Canada ended with the appointment of our new Deputy Minister.

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