Sustainable Bases, Information Technology Systems and Infrastructure

Description

Develop and manage modern, operational and sustainable bases and infrastructure. Contribute to the achievement of federal environmental targets.  

Results

The proper management of the Canadian Armed Forces (CAF) varied bases and installations, spread throughout Canada, supports the training of our soldiers, sailors, airmen, and airwomen so that they can be successful on operations. Bases and wings are home to many units and formations within the CAF. They house brigade groups, squadrons, regiments, and military police and serve as training facilities critical to CAF readiness and operations.

Taking care of our people on bases remained our primary responsibility. This included the provision of a variety of critical services to on-base military personnel such as medical care, financial support, food, and housing.

The Defence Team continued to administer the largest real property portfolio in the federal government. Maintaining modern and sustainable infrastructure that supports military requirements, improves efficiency, and reduces energy and environmental footprint are critical enablers for CAF operations.

In response to the changes recommended in the Auditor General’s fall 2015 report, the Department of National Defence (DND) has made progress with the Accommodation Policy Review. However, in its update to the Standing Committee on Public Accounts in December 2018, DND committed to providing a further update by 31 May 2019, as the Policy Review required more time than originally anticipated. DND advised that the new target for completion is November 2020.

To meet our commitment to modernize the real property portfolio to ensure the efficient and effective use of DND resources, the department continued to pursue Energy Performance Contracts, including the development of new Energy Performance Contracts at Canadian Forces Base – (CFB) Shilo and Canadian Forces Station Alert. These are collectively anticipated to reduce DND’s greenhouse gas emissions by nearly 4,100 tonnes/year.

Departmental Result – 6.1 Naval and Army Bases, and Air Force Wings enable military operations and defence activities
  • Collaboration occurred across DND/CAF, including the Canadian Forces Housing Agency and Canadian Forces Morale and Welfare Services, to deliver services to families and leverage opportunities to invest in Military Family Resource Centres and Community Centres. This maximized the benefits to users and leveraged the use of limited resources by reducing multiple service points and co-locating services, thereby providing a full-service facility.
  • Resource bases continued to implement green initiatives beyond the current delivery of the environmental programs as part of our continued commitment to a green military.
  • The department has executed a substantial revision of its Environmental doctrine to modernize and realign its efforts in harmony with current government policies to meet its commitment for resource bases to implement green initiatives. Efforts are ongoing towards green initiatives, and the department’s highlights from FY 2018-19 include:
  • We focused our attention on a revised Environment and Operational Sustainability Program intended to address and catalyse progress on a wider scope of National interests than traditional Environmental programs. This program includes several broad lines of effort: Greening Air Operations and Training, Sustainable Energy and greenhouse gas emissions, Adaptation to Climate Change, Sustainable Procurement and Disposal, and Sustainable Partners and Allies;
    • A number of initiatives were implemented and some projects leveraged the Government of Canada Innovation Programs, with information being shared with DND and other government departments through the Royal Canadian Navy (RCN) Green program and the Green Fleet Working Group;
    • Naval Bases highlights include, but are not limited to: a sustainable shore power study specific to ship energy used alongside Her Majesty’s Canadian Dockyard in Halifax, Nova Scotia was conducted with the objective to assess potential opportunities to supply ships with alternative renewable energy and reduce greenhouse gas emissions from the RCN Fleet; a trial for treatment of industrial waste water at CFB Esquimalt was planned using innovative technology funded through the Build in Canada Innovation Program; Phase 2 of the organic waste diversion program was implemented at CFB Esquimalt; and Maritime Forces Pacific (MARPAC) expanded organics collection to include all Base Units and several projects and partnerships with other government departments occurred to protect and restore Canada’s ecosystems.
    • Naval ships highlights include, but are not limited to, ongoing Halifax Class baseline studies such as: Ship’s speed – fuel consumption curve measurement; Audit of ship thermal and electrical energy use to model and optimize shipboard energy use; and Gas turbine air intake and exhaust manifold optimization study, as optimal design of intake and exhaust can possibly increase engine efficiency. Additionally, a Halifax Class Solid Waste audit was conducted to determine areas for improvement within the MARLANT (Maritime Forces Atlantic) solid waste.
  • The Accommodation Policy Review progressed and will continue to do so and will require more time to complete than originally anticipated. As of March 2019, the target for completion is November 2020.
  • A Residential Portfolio Investment Plan has been developed in response to our commitment to implement low-risk housing, office space, and offsite investment plans to improve the overall condition and sustainability of the housing portfolio. It identifies capital funding requirements over a 10-year horizon to meet both operational and CAF housing needs.
  • The result to develop and promulgate a Range and Training Area Sustainability Standard was not achieved. Although a Sustainable Range and Training Area Management (SRTAM) Standard had been drafted, departmental leadership on Range and Training Area management remains challenging since several stakeholders within the department have important roles in the design, operation, maintenance, safety, security, and sustainability aspects of Range and Training Area management.
This graphic shows a plan for making the defence force more ecologically friendly. There is a subtitle entitled "The Defence Energy and Environment Strategy" 2018-19 Achievements  There are 6 sections showing achievements for the year. They are as follows:  Reduced our greenhouse gas emissions by 32% of 2005 levels.  Ensured 100% of new construction and upgrades built to LEED standards  Invested $165 million in infrastructure projects to help lower our carbon footprint  Ensured 100% of new or upgraded residential housing units met EnerGuide standard.   Purchased 75% of all electrical power at bases and wings from clean energy sources  &4% of all applicable proposals to the Minister or Cabinet considered environmental impacts.

Results achieved

Departmental Results Performance indicators Target Date to achieve target 2018-19 Actual results 2017–18 Actual results 2016–17 Actual results
6.1 Naval and Army Bases, and Air Force Wings enable military operations and defence activities Degree to which Bases and Wings are supporting their units in carrying out their mandated duties To be determined
by 31 March 2019
To be determined
by 31 March 2019
Results Not
Available*
Results Not
Available
New indicator as
of 2018-19
Results Not
Available
New indicator as
of 2018-19

Notes:

The FY 2018-19 actual result is not available for this performance indicator due to the absence of a methodology/relevant data. To correct this deficiency, a working group was established to identify common service areas that enable military operations and defence activities as a basis for improving the performance indicator. Further, an evaluation was completed and will serve as a reference to assist with establishing a foundational starting point. A refined performance indicator and relevant data will be available for FY 2020-21.

For more information about the Department of National Defence and the Canadian Armed Forces performance indicators, please visit GC InfoBaseFootnote xcii.

Departmental Result 6.2 – Defence infrastructure is well-managed throughout its lifecycle
  • The Defence team continued work towards improving infrastructure on bases and wings, including required off-base/wing office space and housing for CAF personnel. Work began on the development of the National Accommodation Framework and Strategy. The framework will promote better management and maintenance of Defence infrastructure, and the strategy will optimize its accommodations by better utilizing and assigning space to the Defence Team.
  • In FY 2018-19, the Divestment program identified 42 surplus properties, with work taking place on 22 of the 42.
    • By divesting and demolishing older non-energy efficient properties, DND improved its portfolio by replacing facilities with new EnerGuide and Leadership in Energy and Environmental Design (LEED) approved properties that will aid in our commitment to reduce greenhouse gas emissions.
  • The Defence Real Property Management Framework has been approved and the Defence Real Property Portfolio Strategy is underway. The Strategy is a long-term approach intended to provide the supporting structure, context, and direction to facilitate integration and effective management of the Portfolio. It will orient activities toward the achievement of results.
  • The Defence Team continued to explore ways to partner with the private sector. Work commenced on performance-based contractual agreements, including performance indicators to support continual improvement. In addition, work has begun on service standards, innovative procurement tools, and a quality monitoring framework for performance-based contracting.
  • For more information, consult the Investing in Infrastructure and Infrastructure ProjectsFootnote xciii webpage.

Results achieved

Departmental Results Performance indicators Target Date to achieve target 2018-19 Actual results 2017–18 Actual results 2016–17 Actual results
6.2 Defence infrastructure is well-managed throughout its lifecycle % of real property that is rated as being in fair or better condition 80% or greater 31 March 2019 66%*** 86.22%** 85.49%**
% of maintenance and repair investment in relation to the infrastructure portfolio value 1.40%* 31 March 2019 1.05%****
1.1%**
1.31%**
% of the total real property value that is defined as surplus 1% or less 31 March 2019 0.82% 0.60** 0.35%**

Notes:

* This value reflects an industry benchmark for best practices in sustainment of infrastructure portfolios.

** Results under the Departmental Results Framework may not be directly comparable to previous years’ results. This is due to changes in indicator methodology previously used under the Program Alignment Architecture framework.

*** 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.

**** The funding level for maintenance and repair remained relatively stable in FY 2018-19, resulting in a similar result to FY 2017-18. It should also be noted that the target increased from 1% in FY 2017-18 to 1.40% in FY 2018-19.

For more information about the Department of National Defence and the Canadian Armed Forces performance indicators, please visit GC InfoBaseFootnote xciv.

Departmental Result 6.3 – Defence activities are carried out in a safe and environmentally responsible manner
  • The Defence Energy and Environment Strategy (DEES) establishes 18 ambitious energy and environment targets for National Defence, and reporting on these targets began in FY 2017-20. Through the implementation of DEES targets, which range from constructing buildings to LEED Silver standard to purchasing hybrid and/or electric vehicles, DND has reduced its greenhouse gas emissions by 32% below 2005 levels as of FY 2018-19.
  • The complete DEES results can be found in the Defence Results Report Supplementary Information TablesFootnote xcv.
  • In FY 2018-19, 75% of all electricity used at bases and wings in provinces with carbon-intensive electrical grids came from clean sources. Under the Bulk Electricity Contract, 90% of DND’s electricity consumption in Alberta is supplied from renewable energy sources. The purchase of electricity from renewable sources in Alberta continues to be an effective and economical way to reduce the department’s greenhouse gas emissions. DND will explore further opportunities to leverage these types of contracts whenever the opportunity arises.
  • In FY 2018-19, 100% of new buildings were built to meet the latest industry standards for excellence in green building design, construction, and maintenance.
  • The first version was developed of a Defence Occupational Health and Safety Management System that can be applied by all safety programs and organizations within National Defence that will continuously monitor, report, and improve the workplace-based based methodology that is recognized domestically and internationally.

For more information, refer to the Greening DefenceFootnote xcvi webpage.

Results achieved

Departmental Results Performance indicators Target Date to achieve target 2018-19 Actual results 2017–18 Actual results 2016–17 Actual results
6.3 Defence activities are carried out in a safe and environmentally responsible manner % of Defence Energy and Environment Strategy commitments that are met or exceeded 80% or greater 31 December 2030 67%* 72%
Results Not
Available
New indicator as
of 2017-18

Notes:

* The DEES indicator is a composite indicator which takes into consideration 18 separate short-, medium- and long-term targets with due dates spread over several years and some well into the future. Reporting progress each year is complex since it is based on how many targets are completed or on track. While we have reported having met or exceeded on 12/18 DEES indicators, one of the indicators due date is FY 2018-19 and although energy managers were designated for each location, the ratio was not a 1:1. This changed the status for this indicator from “on track” to “requires attention” which resulted in 12/18 (67%) of targets being on track.

For more information about the Department of National Defence and the Canadian Armed Forces performance indicators, please visit GC InfoBaseFootnote xcvii.

Budgetary financial resources (dollars)

2018–19
Main Estimates

2018–19
Planned spending

2018-19
Total authorities
available for use
2018-19
Actual spending
(authorities used)
2018-19
Difference
(Actual spending minus
Planned spending)
3,373,341,311 3,373,341,311 3,530,195,652 3,219,172,782 (154,168,529)

Human resources (full-time equivalents) 

2018–19
Planned full-time equivalents
2018–19
Actual full-time equivalents

2018–19
Difference
(Actual full-time equivalents minus Planned
full-time equivalents)
16,424 13,209  (3,215)

Financial, human resources, and performance information for the Department of National Defence and the Canadian Armed Forces Program Inventory is available in the GC InfoBaseFootnote xcviii.

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