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

Core responsibility

Public infrastructure

Description

Implement the Government’s infrastructure plan to enable strategic investments in core public infrastructure that will create long-term growth; improve the resilience of communities and transition to a clean growth economy; and improve social inclusion and socio-economic outcomes of Canadians. This work is done in partnership with provinces, territories, municipalities, Indigenous communities, other federal departments and agencies, private sector and not-for-profit organizations. It includes delivering funding to infrastructure projects as well as building capacity for improved asset management and evidence-based planning.

Planning highlights

Result 1: Infrastructure projects are funded and supported by Infrastructure Canada

In 2020-21, Infrastructure Canada plans to:

• Approve $6.4 billion^Footnote1 (estimated) in funding for new infrastructure projects.  
• Collaborate with partners to complete the toll-free replacement for the Champlain Bridge. 
• Support Windsor-Detroit Bridge Authority in advancing the construction of the Gordie Howe International Bridge.
• Work with the Minister of Transport, the Canadian National Railway Company and the Government of Québec to begin the rehabilitation of the Pont de Québec.
• Advance the development of a National Infrastructure Fund to seek out and support major nation-building projects that will benefit people across various regions, including support for the Newfoundland-Labrador fixed transportation link.
• Require that all provinces and territories identify and approve all of their long-term infrastructure priorities within the next two years.
• Allocate $2.2 billion ^Footnote2 to Gas Tax Fund signatories to address their local infrastructure needs in a flexible and sustainable way.
• Deliver infrastructure investments that strengthen rural public infrastructure through the Rural and Northern Stream of the Investing in Canada plan.
• Support provinces and territories through the Investing in Canada Infrastructure Program to address provincial/territorial, municipal and Indigenous needs in public transit, green and social infrastructure, and rural and northern infrastructure.
• Oversee the $400 million arctic energy fund to support projects that will develop cleaner, safer and more reliable sources of energy to power northern communities in Canada’s three territories.

Table 1: Planned Results for Public Infrastructure (Result 1)

Departmental Results	Departmental result indicator	Target	Date to achieve target	2016–17 Actual results	2017–18 Actual results	2018–19 Actual results
1: Infrastructure projects are funded and supported by Infrastructure Canada	1.1: INFC funding committed to projectsFootnote3	$6,436,381,820	March 2021	$9,260,180,546	$6,039,963,409	$8,472,838,904
	1.2: Value of INFC’s funding contribution in the fiscal yearFootnote4	$7,679,595,811	March 2021	$3,119,709,209	$3,608,705,632	$5,449,773,453
	1.3: Implementation status and oversight of major bridge projects	Yes	March 2021	Not applicable	Yes	Yes

Result 2: Public infrastructure is managed in a more sustainable way

To improve its capacity to collect data, promote asset management, support innovation and leverage funding from other sources, the Department will:

• Support new ways to improve data collection and analysis to provide a more comprehensive understanding of the national state and performance of public infrastructure in Canada.
• Implement the Research and Knowledge Initiative, a contributions program that supports data and research projects by stakeholders to increase knowledge and enable evidence-based decision-making in infrastructure and community building.
• Advance the Data for Canadian Cities Pilot Project, a three-year project launched in 2019 which aims to improve data capacity across 15 Canadian cities through the development and use of standardized data on municipal services delivery and quality of life.
• In collaboration with the National Research Council, other federal departments and stakeholders, support a research initiative to develop life cycle assessment tools that will enable the assessment of embodied carbon in building materials to help support decision-making towards low carbon in the design, construction, and operation of built assets.  
• Support a two-year research project conducted by the Organization for Economic Cooperation and Development (OECD) on how policy best practices can enable rural innovation and support economic development in rural communities.
• Ensure collaboration with and support of the Canada Infrastructure Bank as it develops its advisory and data information objectives to help governments build their capacity to make evidence-based decisions.
• Research, develop, use and share high-quality data on innovative funding and financing and partnership approaches to support evidence-based policy decisions.
• Engage in an ongoing due diligence review of P3 Canada Fund projects to ensure they demonstrate value for money.
• Implement the departmental data strategy to advance opportunities in the areas of data governance, people and culture, environment and digital infrastructure, and data as an asset.
• Work to ensure transparent information about infrastructure investments in communities is available for citizens, such as Canada’s Core Public Infrastructure Survey as well as the Investing in Canada plan project map.
• Provide departmental support and oversight on The Jacques Cartier and Champlain Bridges Incorporated (JCCBI) to their various projects, including the deconstruction of the Champlain Bridge which is expected to commence in early 2020.

To address investment priorities and help asset owners to manage their infrastructure assets, Infrastructure Canada will provide funding to municipalities to continue building asset management capacity^Footnote5, planning activities and address climate innovation to make better investment decisions.

To leverage funding from other sources, Infrastructure Canada will:

• Engage other orders of government in contributing to project costs, to bring 2020-21 estimated federal funding approvals to a total estimated project value of $16 billion.^Footnote6 
• Support the Canada Infrastructure Bank which provides an additional option to governments in how they fund and finance their infrastructure projects and leverages private capital to help governments and communities consider new and innovative approaches to infrastructure delivery in Canada. 

Table 2: Planned Results for Public Infrastructure (Result 2)

Departmental Results	Departmental result indicators	Target	Date to achieve target	2015–16 Actual results	2016–17 Actual results	2017–18 Actual results
2: Public infrastructure is managed in a more sustainable way	2.1: Total annual investments from all levels of government in infrastructure projects supported by INFCFootnote7	$16,053,123,500	March 2021	$21,395,912,044	$14,701,938,998	$20,931,752,734
	2.2: Percentage of municipalities that strengthened their asset management practices as a result of federal funding	At least 1.3%	March 2021	1.92%	4.2%	9%
	2.3: Change in remaining useful life of infrastructure assetsFootnote8	At least 56.9%	March 2021	56.4%	56.6%	56.9%

Result 3: Rate of economic growth is increased in an inclusive and sustainable way

The construction of new infrastructure assets was linked to over 617,000 jobs in 2018, with an average annual compensation of nearly $68,000^Footnote9 per job. Once built, Canada’s infrastructure stock accounted for 7.5% of the nation’s wealth^Footnote10. The infrastructure stock generates further investments in real estate, supports trade and provides valuable ways for people and businesses to connect.

To increase economic growth and create good middle class jobs that improve people’s quality of life, Infrastructure Canada will continue implementing the Community Employment Benefits initiative, under the Investing in Canada Infrastructure Program. This initiative encourages the employment of apprentices, veterans, women, youth, persons with disabilities, recent immigrants and Indigenous peoples, while supporting small and medium enterprises and social enterprises.

To support strong and vibrant rural economies, the Department will lead whole of government efforts to foster rural economic development through the following actions in 2020-21:

• Implement Canada’s Rural Economic Development Strategy to support economic development in rural communities.
• Work with federal departments and agencies to design and deliver policies, programs and services that better meet the needs of rural communities, and increase awareness of and access to programs that benefit rural economies.
• Continue to administer a rural and northern communities funding stream worth $2 billion under the Investing in Canada Infrastructure Program to support projects focused on building communities, developing local economies, protecting the environment and improving the health of Canadians.
• Lead the rollout of existing investments, and develop and implement programming to ensure that public and private sector investments are coordinated to better prepare rural Canada for success in the digital economy.
• Work with other departments and the Canada Infrastructure Bank to deliver high-speed internet to 100% of Canadian homes and businesses.

To continue the advancement of reconciliation with First Nations, Inuit and Métis peoples, Infrastructure Canada will:

• Invest a minimum of $150 million in cultural and recreational infrastructure that benefits Indigenous peoples not on reserve.
• Provide a federal contribution of 75% for all project costs shared with Indigenous recipients.
• Continue to invest in projects that advance the Truth and Reconciliation Commission’s Calls to Action and the National Inquiry into Missing and Murdered Indigenous Women and Girls’ Calls for Justice in partnership with First Nations, Inuit and Métis peoples.

Table 3 - Planned results for Public Infrastructure (Result 3)

Departmental Results	Departmental result indicators	Target	Date to achieve target	2016–17 Actual results	2017–18 Actual results	2018–19 Actual results
3: Rate of economic growth is increased in an inclusive and sustainable way	3.1: Change in real GDP attributable to federal investments in infrastructureFootnote11	At least $47.3 billionnFootnote12	March 2021	$40.9 billion	$45.7 billion	$47.3 billion

Result 4: Improved urban mobility in Canadian communities

High-quality public transit makes it easy for Canadians to get to work, go to school, access shops and services and make the most of what their city has to offer. Light rail transit projects are underway to better serve people in participating Canadian cities over the next decade. As part of the Investing in Canada Infrastructure Program, public transit systems are increasing their capacity and improving commuters’ access to and experience of public transit. In 2019-20, the Investing in Canada Infrastructure Program investments were approved for the purchase, construction, or rehabilitation of 167 bus stops, shelters, and transit stations and 356 public transit vehicles across the nation. These transit systems are becoming greener in the process, with 35% of these vehicles being natural gas or electric.
                                                          
Meanwhile, with support from Infrastructure Canada, cycling networks are being improved and expanded, and pedestrian-friendly streets are becoming more common in cities. “All Ages & Abilities Bicycle Network Infrastructure Project” in Victoria, BC, “Byron Baseline and Wonderland Road Sidewalk and Bicycle Facilities” in London, ON, and “Pedestrian & Cyclist Access to Mississauga's Transitway & GO Transit Stations” in Mississauga, ON are some of the projects that Infrastructure Canada has supported. Combined with other smart growth strategies, Infrastructure Canada’s investments will contribute to raising the proportion of Canadians who take transit, bike or walk to work up to 24.2% by 2028.

In 2020-21, the Department is committed to:

• Planning for the creation of permanent public transit funding that rises with the cost of construction over time.
• Collaborating with provinces and territories to introduce new funding to help school boards and municipalities purchase 5,000 zero-emission school and transit buses over the next five years.
• Using the long-term $20.3 billion public transit stream of the Investing in Canada Infrastructure Program to help increase the proportion of rail and transit way vehicles as well as transit stations that are accessible.

Table 4: Planned results for Public Infrastructure (Result 4)

Departmental Results	Departmental result indicators	Target	Date to achieve target	2016–17 Actual results	2017–18 Actual results	2018–19 Actual results
4: Improved urban mobility in Canadian communities	4.1: Percentage of Canadians living within 400 metres of a transit station or stopFootnote13	TBD	TBD	77.5%Footnote14	77.5%Footnote15	77.5%Footnote16
	4.2: Modal share of public transit and active transportation	At least 24.2%	December 2028	19.3%Footnote17	19.3%Footnote18	19.3%Footnote19

Result 5: Environmental quality is improved, greenhouse gas emissions are reduced and resilience of communities is increased

We know that climate change is having a dramatic impact on Canadian communities from coast to coast to coast: floods, wildfires, and severe storms are getting worse and more frequent.  It takes time to rebuild a community and over the long-term, repairing damaged infrastructure can have major economic and social impacts on any community.

In 2020-21, Infrastructure Canada will support communities in their efforts to add climate resilience considerations to their infrastructure planning processes, such as:

• Working with partners to support projects that increase the resilience of communities to increasingly extreme weather events.
• Implementing initiatives to protect the downtown cores of major cities such as Calgary and Toronto from flooding.
• Increasing focus on the adoption of natural infrastructure solutions to provide low-cost answers to climate challenges, while providing additional benefits in the form of carbon storage, increased wildlife habitats, food security, recreational opportunities and health benefits.
• Continue to support clean energy in rural, northern and remote communities, including with finalizing the creation of an additional infrastructure fund by 2020-2021 to support priority projects and economic diversification for communities transitioning from the use of fossil fuels.

The Department will help its partners address climate change and greenhouse gas (GHG) emissions related to new infrastructure projects by:

• Advancing the Clean Power Fund, sourced through the Canada Infrastructure Bank, to help link clean electricity transmission systems between provinces and regions, and support Northern, remote and Indigenous communities in transitioning from diesel-powered fuel to clean energy sources.
• Working with partners and stakeholders to ensure that the Department’s climate data and the climate-informed design guidance from the National Research Council's Climate Resilient Buildings and Core Public Infrastructure Initiative are accessible to communities and project proponents.
• Funding the development of climate-informed guidance, standards and codes through the Climate Resilient Buildings and Core Public Infrastructure Initiative to support the construction of infrastructure projects that are designed to withstand Canada's changing climate.
• Working with the Federation of Canadian Municipalities to address climate change and reduce GHG emissions in their planning processes, through the Municipalities for Climate Innovation Program, the Green Municipal Fund and the Municipal Asset Management Program.
• Preparing for the launch of a new call for proposals under the Disaster Mitigation and Adaptation Fund to address the impacts of climate change, adjusting the program as required to ensure that the most impactful projects are supported, including those related to natural infrastructure, whether they are from rural and Indigenous communities or urban centres.
• Making support available to the smallest communities in the planning and design of their water and wastewater infrastructure projects, in preparation for construction in subsequent years.
• Engaging with provinces and territories through the Federal-Provincial-Territorial Working Group on Resilient Infrastructure to further support climate resilience in Canada.

Table 5: Planned results for Public Infrastructure (Result 5)

Departmental Results	Departmental result indicators	Target	Date to achieve target	2016–17 Actual results	2017–18 Actual results	2018–19 Actual results
Result 5: Environmental quality is improved, GHG emissions are reduced and resilience of communities is increased	5.1: Percentage of municipalities that built or enhanced their capacity to reduce GHG emissions and adapt to climate change as a result of federal fundingFootnote20	At least 3.5%	March 2021	3.33%	4.7%	3.5%
	5.2: Percentage of municipalities that built or enhanced their drinking water system as a result of federal fundingFootnote21	At least 4.9%	March 2021	4.58%	12.1%	7.8%
	5.3: Percentage of municipalities that built or enhanced their wastewater treatment system as a result of federal fundingFootnote22	At least 3.4%	March 2021	3.83%	10.6%	8.3%

Result 6: Canadian communities are inclusive and accessible

In 2020-21, Infrastructure Canada will continue to ensure that federal infrastructure investments support inclusive and resilient communities by:

• Working with its partners to build and renovate collective infrastructure assets and improve their accessibility in the process.
• Providing federal investments under the Investing in Canada Infrastructure Program’s Community, Culture and Recreation stream that will continue to support infrastructure priorities at the community level across the country to improve access to, and quality of, infrastructure projects.

Table 6: Planned results for Public Infrastructure (Result 6)

Departmental Results	Departmental result indicators	Target	Date to achieve target	2016–17 Actual results	2017–18 Actual results	2018–19 Actual results
Result 6: Canadian communities are inclusive and accessible	6.1: Number of community, cultural and recreational facilities that were enhanced or built as a result of federal funding, and are accessibleFootnote23	At least 84	March 2021	138	251	201
	6.2: Number of public transit systems that were enhanced or built as a result of federal funding, and are accessibleFootnote24	At least 48	March 2021	68	385	226

Key Risks

In 2019-20, Infrastructure Canada updated its Corporate Risk Profile (CRP) until 2021. The CRP describes the Department’s key risks and related responses and is used to inform senior-level planning and decision-making.

The following four key risks and the implementation and effectiveness of their responses are monitored and reported to senior management on a regular basis as part of the integrated corporate planning and reporting cycles:

1. Operating model that serves the needs of the organization.
2. Understanding and reporting on the impact of public-sector investments in infrastructure.
3. Transition from construction to long-term operation of the Samuel De Champlain Bridge.
4. Windsor-Detroit Bridge Authority’s transition from the procurement to construction phases of the Gordie Howe International Bridge.

In 2020-21, the Department will review its CRP in light of new priorities and progress made against risk responses.

Gender-based analysis plus

Infrastructure Canada is committed to ensuring equitable outcomes of infrastructure investments to benefit all communities. As such, the Department will continue to undertake a gender-based analysis plus (GBA+) assessment during the planning of new programs and the approval of major projects. Through a GBA+ process, the Department will continue to carry out its challenge function when reviewing memoranda to Cabinet and Treasury Board submissions to assess the quality of the GBA+ considerations in order to foster inclusive and equal access to infrastructure for diverse groups of people.

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

Infrastructure Canada intends to help the ambitious United Nations’ 2030 Agenda move forward through a combination of initiatives, programs and investment decisions within its mandate. Infrastructure Canada has plans to contribute to nine of the seventeen SDGs while collaborating with partners in all orders of government, the private sector and communities across the country. Investment decisions by the Canada Infrastructure Bank and under the Investing in Canada plan will support continued development in many areas such as clean water and wastewater, climate change, public transit, disaster mitigation, and rural economic development among others. The application of GBA+ will support the Department’s efforts to advance the SDGs to the benefit of all Canadians.

Experimentation

The Smart Cities Challenge is a pan-Canadian competition open to all municipalities, local or regional governments, and Indigenous communities. The Challenge empowers communities to adopt a smart cities approach to improve the lives of their residents through innovation, data, and connected technology. It is part of a whole-of-government initiative called the Impact Canada Initiative (ICI) which encourages innovative approaches toward Government of Canada programming. The results being sought reflect priorities in communities and align to the UN Sustainable Development Goals, such as: making cities and human settlements inclusive, safe, resilient and sustainable; and taking urgent action to combat climate change and its impacts. As part of this initiative, Infrastructure Canada works closely with communities to track and monitor performance outcomes and lessons learned. The Department is also monitoring all aspects of the Smart Cities Challenge for opportunities to evolve and improve the design and delivery of this unique program.

Meanwhile, Infrastructure Canada continues to advance an outcomes-based approach to delivering the Investing in Canada Infrastructure program. In 2022–23, a mid‑program review will be conducted to assess its performance.

Current year and future program evaluations will examine how successful the Department was at integrating these elements into program design and implementation.

Core responsibilities: planned results and resources

Table 7: Planned budgetary financial resources for Public Infrastructure

2020–21 budgetary spending (as indicated in Main Estimates)	2020–21 planned spending	2021–22 planned spending	2022–23 planned spending
7,802,585,286	7,802,585,286	6,728,755,425	7,032,658,532

Financial, human resources and performance information for the Infrastructure Canada’s program inventory is available in the GC InfoBase^{Endnote i}

Table 8: Planned human resources for Public Infrastructure

2020–21       Planned full-time equivalents	2021–22 Planned full-time equivalents	2022–23   Planned full-time equivalents
256	146	140

Financial, human resources and performance information for the Infrastructure Canada’s program inventory is available in the GC InfoBase^{Endnote ii}

Internal Services: planned results

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 services that support Program delivery in the organization, regardless of the Internal Services delivery model in a department. These services are:

• Management and Oversight Services
• Communications Services
• Legal Services
• Human Resources Management Services
• Financial Management Services
• Information Management Services
• Information Technology Services
• Real Property Management Services
• Materiel Management Services
• Acquisition Management Services

Planning highlights

Infrastructure Canada will strengthen its policy-making and program planning based on lessons learned and program performance trends. This will help ensure the delivery of effective and sustainable infrastructure that will support continued economic success, while achieving optimal environmental and community results.

It will also continue to provide oversight and/or support to the following crown corporations: The Jacques Cartier and Champlain Bridges Inc., Windsor-Detroit Bridge Authority and the Canada Infrastructure Bank, as well as federal matters related to Waterfront Toronto.

The Department will implement its 2020-21 to 2024-25 Integrated Audit and Evaluation Plan, in alignment with the departmental mandate and priorities. The results achieved through the Integrated Audit and Evaluation Plan will improve program design and implementation and the efficiency of operations while minimizing risks.

It will also continue to strengthen its data, research and analytical capacities through the implementation of its data strategy. As a planning tool aligned with the Government of Canada’s Data Strategy, the Department’s data strategy will inform and guide infrastructure policies and programs to ensure that the country’s stock of public infrastructure meets the economic, social and environmental needs of Canadians.

Infrastructure Canada will continue to support initiatives that build a strong and effective workforce in a healthy and inclusive workplace. It will also ensure organizational structures continue to comply with departmental requirements while preparing to meet exercises led by the Treasury Board Secretariat.

The Department will contribute to improving openness, effectiveness and transparency in government by enhancing its digital capacity, tracking and publicly reporting on the progress of its commitments, assessing the effectiveness of its work and aligning its resources with priorities.

Table 9: Planned budgetary financial resources for Internal Services

2020–21 budgetary spending (as indicated in Main Estimates)	2020–21 planned spending	2021–22 planned spending	2022–23 planned spending
57,971,907	57,971,907	27,932,471	27,328,349

Table 10: Planned human resources for Internal Services

2020–21 planned full-time equivalents	2021–22 planned full-time equivalents	2022–23 planned full-time equivalents
267	151	146