Program directory · National Defence
Defence Infrastructure Program Management
- Department
- National Defence
- Program code
- BUS01 (ND)
- Core responsibility
- Sustainable Bases, Information Technology Systems and Infrastructure
- In Departmental Plans
- 2018-19 – 2026-27 · New since an earlier plan
What it does
The Defence Infrastructure Program Management program manages, coordinates and oversees the Department’s Real Property portfolio in a holistic manner that supports the Department of National Defense/Canadian Armed Forces strategies and priorities. This program also includes divestment activities.
Source: the department's Program Inventory, via GC InfoBase.
History and lineage
First appears in GC InfoBase's actual spending by program in 2018-19. The data does not record when a program was created; it may be older than its first appearance here, which is limited by the sources (program spending starts in 2010-11, Departmental Plans in 2018-19).
| Program | Relation | Years with data | Actual spending over those years |
|---|---|---|---|
| Defence Infrastructure Program Management | This program | 2018-19 – 2028-29 | $772M |
No earlier or later program in the same department has a similar name.
Significant changes in scope and budget
Detected from the data: renames between plans, programs it appears to replace, merge with or split into (matched by name), year-over-year changes in spending of at least 25% and $5M, or in employees of at least 20% and 25 FTEs, linked budget measures, and results indicators added or dropped.
| Year | What changed | Source |
|---|---|---|
| 2019-20 | Employees (FTEs) 129, against 279 in 2018-19 (−54%). | FTEs (GC InfoBase) |
| 2020-21 | Indicators added: % of the total real property value that is identified as surplus | Departmental Results Framework (GC InfoBase) |
| 2020-21 | Indicators dropped: % of surplus infrastructure assets | Departmental Results Framework (GC InfoBase) |
| 2020-21 | Spending $160M, against $57.5M in 2019-20 (+179%). | Actual spending (GC InfoBase) |
| 2021-22 | Indicators dropped: % of infrastructure disposal executed | Departmental Results Framework (GC InfoBase) |
| 2023-24 | Spending $125M, against $97.7M in 2022-23 (+28%). | Actual spending (GC InfoBase) |
| 2024-25 | Indicators added: % of infrastructure in fair or better condition | Departmental Results Framework (GC InfoBase) |
| 2024-25 | Indicators dropped: % of infrastructure in suitable condition | Departmental Results Framework (GC InfoBase) |
Success criteria
The program's indicators from its department's Departmental Results Framework: the target set in each year's plan, and the result reported the following year. Source: GC InfoBase.
Historical: targets against results
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2024-25 | ≥ 80% | 2025 | 54.7% The target was not met due to rising costs and delayed repairs resulting from insufficient funding, which have contributed to the continued deterioration of DND’s aging infrastructure portfolio. However, recent government investments in Defence infrastructure are expected to enable DND to improve the condition and suitability of its real property to better support the needs of a modern Canadian A… | Not met |
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2020-21 | ≤ 2% | 2021 | 1.8% | Met |
| 2021-22 | ≤ 2% | 2022 | 1.7% | Met |
| 2022-23 | ≤ 2% | 2023 | 2% | Met |
| 2023-24 | ≤ 2% | 2024 | 2.1% The total replacement cost of surplus assets has seen a slight increase from the previous year, leading to a higher percentage of surplus assets relative to the total departmental asset value. | Not met |
| 2024-25 | ≤ 2% | 2025 | 2.1% The target was not met due to a higher number of assets being added to the surplus property list, driven by advancements in asset tiering and portfolio management approaches. Although DND advanced all planned divestment activities in 2024-25, recent funding will enable DND to remove these surplus assets from the portfolio. | Not met |
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2018-19 | ≥ 80% | 2019 | 66% The methodology used to calculate this indicator was changed in FY 2018-19 and is now based on Facility Condition Index (FCI). A new target will be developed in FY 2019-20. | Not met |
| 2019-20 | ≥ 80% | 2020 | 64% The Department of National Defence (DND) real property portfolio has a large number of buildings and systems that are coming to the end of their life expectancy. This aging infrastructure is increasing the need for maintenance, repairs and recapitalization of buildings in the portfolio. | Not met |
| 2020-21 | ≥ 60% | 2021 | 64.5% | Met |
| 2021-22 | ≥ 80% | 2022 | 64.4% DND/CAF real property portfolio has a large number of buildings and systems that are coming to the end of their life expectancy. This aging infrastructure is increasing the need for maintenance, repairs and recapitalization of buildings in the portfolio. | Not met |
| 2022-23 | ≥ 80% | 2023 | 64.5% The indicator we use to determine suitability assesses the relative facility condition (FCI) of our infrastructure, specifically focusing on assets evaluated as fair or better. This value provides insight into the overall health of our portfolio. However, our DND/CAF real property portfolio consists of a significant number of buildings and systems that are approaching or have surpassed their life… | Not met |
| 2023-24 | ≥ 80% | 2024 | 59.8% We continue to assess and update the facility conditions to support data-driven decisions for our investment strategy. Our database now includes approximately 3,100 assets, covering 80% of DND’s vertical asset value. Our Facility Condition Assessment (FCA) project has updated the condition of approximately 40% of these assets, as detailed in the current FY 2023-24 DRR. Compared to the previous ye… | Not met |
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2020-21 | — | — | 50% Targets are currently being reviewed. | No result reported |
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2018-19 | ≤ 1% | 2019 | 0.8% | Met |
| 2019-20 | ≤ 1% | 2020 | 2.6% No properties were divested in FY 2019-20 due to a lack of resources. | Not met |
Current: the 2026-27 plan's targets
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2026-27 | ≥ 70% | 2027 | — | Planned |
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2026-27 | ≤ 2% | 2027 | — | Planned |
Future goals: targets due after 2026-27
No targets with a later due date.
Spending and employees: planned against actual
Spending
Show the numbers
| Fiscal year | Planned | Actual |
|---|---|---|
| 2018-19 | $300M | $73.5M |
| 2019-20 | $68.2M | $57.5M |
| 2020-21 | $77.9M | $160M |
| 2021-22 | $78.6M | $128M |
| 2022-23 | $98.5M | $97.7M |
| 2023-24 | $96.8M | $125M |
| 2024-25 | $93.3M | $129M |
| 2025-26 | $119M | — |
| 2026-27 | $117M | — |
| 2027-28 | $102M* | — |
| 2028-29 | $119M* | — |
Employees (FTEs)
Show the numbers
| Fiscal year | Planned | Actual |
|---|---|---|
| 2018-19 | 2,684 | 279 |
| 2019-20 | 155 | 129 |
| 2020-21 | 280 | 139 |
| 2021-22 | 144 | 153 |
| 2022-23 | 146 | 175 |
| 2023-24 | 154 | 184 |
| 2024-25 | 184 | 191 |
| 2025-26 | 184 | — |
| 2026-27 | 220 | — |
| 2027-28 | 219* | — |
| 2028-29 | 219* | — |
Planned spending, plan by plan
Each row is one year's Departmental Plan and its forecast for the next three fiscal years; read a column down to see how the forecast for one year changed. The last row is what was actually spent. Click an amount for its source. Biggest changes in federal spending plans
| Plan | 2018-19 | 2019-20 | 2020-21 | 2021-22 | 2022-23 | 2023-24 | 2024-25 | 2025-26 | 2026-27 | 2027-28 | 2028-29 |
|---|---|---|---|---|---|---|---|---|---|---|---|
| 2018-19 plan | $300,174,112 | $298,200,609 | $299,924,055 | ||||||||
| 2019-20 plan | $68,222,716 | $71,049,428 | $74,067,618 | ||||||||
| 2020-21 plan | $77,864,540 | $79,035,046 | $81,719,458 | ||||||||
| 2021-22 plan | $78,600,512 | $80,311,796 | $82,254,627 | ||||||||
| 2022-23 plan | $98,527,029 | $101,883,616 | $103,885,555 | ||||||||
| 2023-24 plan | $96,756,211 | $97,807,746 | $128,876,294 | ||||||||
| 2024-25 plan | $93,307,547 | $98,704,596 | $99,722,690 | ||||||||
| 2025-26 plan | $118,937,303 | $113,737,345 | $102,584,332 | ||||||||
| 2026-27 plan | $117,282,290 | $102,326,311 | $119,173,465 | ||||||||
| Actual | $73,529,877 | $57,488,970 | $160,340,343 | $128,284,533 | $97,710,742 | $125,400,236 | $129,113,157 |
Actual spending is from Departmental Results Reports and the Public Accounts, as published in GC InfoBase. FTEs are full-time equivalents.
