Program directory · National Defence
Defence Infrastructure Construction, Recapitalization and Investment
- Department
- National Defence
- Program code
- BUS02 (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 Construction, Recapitalization and Investment program allows Defence to expand, enhance and renew its existing real property portfolio through purchases, long-term capital leases, new asset construction, and/or major renovations and life extension construction services.
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 Construction, Recapitalization and Investment | This program | 2018-19 – 2028-29 | $4.92B |
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 | Spending $633M, against $432M in 2018-19 (+47%). | Actual spending (GC InfoBase) |
| 2024-25 | Employees (FTEs) 108, against 79 in 2023-24 (+37%). | FTEs (GC InfoBase) |
| 2024-25 | Indicators added: % of major capital infrastructure projects (in implementation) that remain on most recent approved schedule | Departmental Results Framework (GC InfoBase) |
| 2024-25 | Indicators dropped: % of infrastructure projects on schedule | Departmental Results Framework (GC InfoBase) |
| 2026-27 | Planned employees (FTEs) 162, against 105 in 2025-26 (+54%). | FTEs (GC InfoBase) |
| 2026-27 | Planned spending $2.36B, against $1.1B in 2025-26 (+115%). | Latest Departmental Plan |
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 | ≥ 90% | 2025 | 96% | Met |
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2018-19 | ≥ 2% | 2019 | 2.2% | Met |
| 2019-20 | ≥ 2% | 2020 | 2.2% | Met |
| 2020-21 | ≥ 2% | 2021 | 2.7% | Met |
| 2021-22 | ≥ 2% | 2022 | 2.5% | Met |
| 2022-23 | ≥ 2% | 2023 | 2.4% | Met |
| 2023-24 | ≥ 2% | 2024 | 2.4% 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. | Met |
| 2024-25 | ≥ 2% | 2025 | 2.3% | Met |
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2018-19 | ≥ 90% | 2019 | 38% The result in FY 2018-19 was below the target due to the length of the infrastructure project approval process but the result still represents an improvement based on last year’s result. | Not met |
| 2019-20 | ≥ 90% | 2020 | 68% In FY 2019-20, 17 projects out of 25 were delivered on time. This target was not met because construction project schedules were affected by numerous internal/external factors such as weather, contractor issues and material delivery. A new indicator target and calculation methodology are currently in development to take into account the significant number of these potential impacts that can affec… | Not met |
| 2020-21 | ≥ 90% | 2021 | 33% This target was not met because construction project schedules were affected by numerous internal/external factors such as weather, contractor issues and material delivery delays related to COVID-19. A new indicator target and calculation methodology has been developed to take into account the significant number of these potential impacts that can affect the forecasted project delivery schedule. | Not met |
| 2021-22 | ≥ 70% | 2022 | 70% | Met |
| 2022-23 | ≥ 70% | 2023 | 50% Of the two projects that reached Initial Operational Capability (IOC), one project experienced a delay in achieving IOC within 6 months of the planned date at PA(Imp) due to contractor delays during the construction phase. Despite resumption of work shortly after, there were unavoidable delays in the overall progress of the project. | Not met |
| 2023-24 | ≥ 70% | 2024 | 25% Delays in achieving the forecasted updated Initial Operational Capability (IOC) dates were primarily due to design issues and site conditions. | Not met |
Current: the 2026-27 plan's targets
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2026-27 | ≥ 90% | 2027 | — | Planned |
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2026-27 | ≥ 5.5% | 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 | $360M | $432M |
| 2019-20 | $400M | $633M |
| 2020-21 | $477M | $643M |
| 2021-22 | $550M | $718M |
| 2022-23 | $695M | $722M |
| 2023-24 | $1.02B | $868M |
| 2024-25 | $875M | $903M |
| 2025-26 | $1.1B | — |
| 2026-27 | $2.36B | — |
| 2027-28 | $2.49B* | — |
| 2028-29 | $2.17B* | — |
Employees (FTEs)
Show the numbers
| Fiscal year | Planned | Actual |
|---|---|---|
| 2018-19 | 32 | 54 |
| 2019-20 | 114 | 77 |
| 2020-21 | 0 | 69 |
| 2021-22 | 67 | 64 |
| 2022-23 | 62 | 63 |
| 2023-24 | 66 | 79 |
| 2024-25 | 81 | 108 |
| 2025-26 | 105 | — |
| 2026-27 | 162 | — |
| 2027-28 | 162* | — |
| 2028-29 | 161* | — |
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 | $359,616,649 | $304,350,193 | $212,830,224 | ||||||||
| 2019-20 plan | $400,286,348 | $338,235,486 | $224,354,118 | ||||||||
| 2020-21 plan | $477,346,483 | $294,427,034 | $339,164,685 | ||||||||
| 2021-22 plan | $549,996,335 | $556,479,734 | $500,522,841 | ||||||||
| 2022-23 plan | $694,580,206 | $573,707,447 | $528,623,041 | ||||||||
| 2023-24 plan | $1,021,868,362 | $932,320,571 | $815,432,847 | ||||||||
| 2024-25 plan | $874,806,519 | $867,279,199 | $1,020,290,936 | ||||||||
| 2025-26 plan | $1,100,854,253 | $1,351,106,111 | $1,275,752,580 | ||||||||
| 2026-27 plan | $2,361,980,115 | $2,491,451,220 | $2,171,774,727 | ||||||||
| Actual | $432,303,879 | $633,457,459 | $642,995,146 | $718,155,164 | $721,511,359 | $868,029,999 | $902,593,885 |
Actual spending is from Departmental Results Reports and the Public Accounts, as published in GC InfoBase. FTEs are full-time equivalents.
