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.

Planning highlights

Canadian Armed Forces (CAF) bases and wings are fundamental to supporting defence activities and sustaining military operations. They provide essential support to personnel’s training needs and are home to operational and support units. Support services vary across bases, but may include operational, emergency, logistical and technical support, information technology, safety, environmental, and administration and personnel services, such as food and accommodation services.

The Defence Team will continue to build and maintain modern, sustainable, and resilient infrastructure that supports military requirements, improves efficiency, and reduces our environmental footprint. The Defence Real Property Portfolio Strategy will provide a new vision, guiding principles, and key initiatives to align the portfolio with operational requirements in an affordable, efficient and sustainable way. Continuing to focus on reducing environmental impacts leads to a leaner, more affordable real property portfolio, and decreases long-term costs.

DND/CAF information technology systems are essential in delivering timely, trusted and secure information to decision makers. Through its Cyber Security Engineering Program, Department of National Defence (DND) will provide secure and resilient enterprise-level system solutions to respond to the evolving cyber threat environment. Through its Command, Control, Communications, Computer and Intelligence, Surveillance and Reconnaissance engineering and integration program, DND will provide enterprise-level information technology system solutions to advance Allied communication capabilities, support the integration of Joint Targeting systems, improve the resilience of the DND/CAF Command and Control infrastructure and help propel DND/CAF forward with modern technologies. 

DND and the CAF will continue to develop capabilities, capacity and expertise to conduct active cyber operations in response to threats and attacks while ensuring adequate protection of our networks and systems from threats and attacks.

The department will continue to work with Shared Services Canada (SSC) to review and improve their Service Delivery model and strengthen the partner relationship. This includes the SSC Enterprise Service Model and the funding model that will allow DND to be more proactive in planning SSC services and the enablement of Government of Canada transformation projects.

The department has implemented the Future Information Capabilities Framework to enable the evolution of information capabilities. Specifically, this body of work provides:

  • An effective approach in the identification of information capability research and development problems across multiple time horizons;
  • Broad engagement across pan-DND/CAF stakeholder community in an effort to identify potential emerging disruptive technologies to the business of defence; and
  • Broad engagements with Research and Development solution developers to mitigate risks to future operational environment.

DND/CAF will work with its clients and enable their business transformation goals, which include attention to cyber security with a view to protecting DND/CAF information and ensuring that it is available whenever and wherever it is needed.

The department will leverage Microsoft 365 as a foundational opportunity to learn and allow DND/CAF to introduce, mature and evolve other new technologies. This includes the maturation and evolution of the Microsoft 365 platform capabilities themselves within the DND/CAF to enable a seamless work and communications platform. The Defence 365 Program will work to integrate information exchange between existing systems and implement security controls to allow for information storage and processing up to Protected B.

The department will build the reusable building blocks of a full hybrid multi-classification cloud offering through the Joint Defence Cloud Program, providing an efficient and secure infrastructure to future cloud workloads. As DND/CAF moves along its digital transformation journey, the Joint Defence Cloud Program will represent the office that will create efficiencies and prevent redundancies. By working closely with vendors, Cloud service will evolve and mature, and new management and technical considerations will be addressed to meet the Cloud Program strategic management and delivery requirements.

Gender-based analysis plus (GBA Plus)

The Defence Team will continue to apply GBA Plus to inform the development and management of modern, operational, and sustainable bases and infrastructure in order to respond to the needs of a diverse Defence Team. The modernization of bases and infrastructure includes ensuring that physical spaces are effectively designed to be accessible, safe and inclusive for all Defence Team members. To do this, GBA Plus requirements will continue to be integrated into planning processes and technical guidance. Personnel will continue to apply GBA Plus analyses to ensure relevant factors are considered during the planning and execution of program activities. This includes, but is not limited to, applying GBA Plus when planning facilities, including toilet rooms, change rooms, and showers, to ensure they are designed and built as non-binary (gender neutral or gender inclusive), and ensuring persons of all gender expressions are comfortable in their work environment. Residential housing portfolio plans will include projects to improve the safety and security of residential housing sites, including walkways and exterior lighting.

More information on GBA Plus can be found in the “GBA Plus Supplementary Information Table” under the Supplementary information tables section of this report.

Indigenous Affairs

Given the legal and policy landscape and the areas of intersection of Indigenous issues to matters of Defence, work will continue in order to enable the DND/CAF to meet its legal obligations towards Indigenous Peoples, and effectively implement government reconciliation policy direction and frameworks. Moving forward in FY 2022-23, focus will be on facilitating the strategic implementation of the United Nations Declaration on the Rights of Indigenous Peoples Actand DND/CAF’s participation in the associated implementation Action Plan. This includes providing leadership across the Defence Team in support of advancing the Government of Canada’s Indigenous reconciliation agenda in a way that enables Strong, Secure, Engaged: Canada's Defence Policy, and other key priorities.

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

In support of the Government of Canada’s commitment to green its operations, in 2020, DND/CAF developed an update to the Defence Energy and Environment Strategy (DEES). The DEES describes the department’s environmental actions towards supporting the United Nations’ 2030 Agenda for Sustainable Development and Canada’s Federal Sustainable Development Strategy (FSDS). Notable DND/CAF commitments contributing toward achievement of United Nations Sustainable Development Goals (SDGs) include:

  • Reduce greenhouse gas (GHG) emissions from facilities and fleet by 40 percent below 2005 levels by 2025 and achieve net-zero emissions by 2050 (United Nations SDG 7, 9, 11, 12, 13);
  • 100 percent of DND commercial light-duty vehicle fleet purchases will be zero-emission vehicles or hybrid when available, with a zero-emission vehicles procurement target of 50 percent by 2023 (United Nations SDG 7, 11, 12, 13);
  • Reduce DND’s contaminated sites liability by an average of 10 percent per year by 2023 (United Nations SDG 7, 11, 12, 13);
  • Revise the Green Building Directive; develop net-zero carbon ready designs for two residential buildings archetypes by 2023; and, assess 75 percent of eligible bases or wings for an energy performance contract and move 50 percent to the implementation phase by 2023 (United Nations SDG 7, 11, 12, 13);
  • Establish a baseline for non-hazardous waste and develop a reduction and diversion plan by 2023 (United Nations SDG 11, 12, 13);
  • Use 100 percent clean electricity by 2022, where available, and by 2025 at the latest by producing or purchasing renewable electricity (United Nations SDG 7, 9, 13);
  • Develop a strategy for aviation fuels that supports the Government of Canada’s goal of achieving net-zero GHG emissions by 2050; and, complete baseline energy and fuel usage evaluations for select marine vessels by 2023 (United Nations SDG 7, 9, 12, 13); and
  • Develop an adaptation risk assessment framework and assess DND programs as well as critical infrastructure, and, assess the impacts of climate change on CAF activities (United Nations SDG 13).

Experimentation

Additional Defence related experimentation activities are outlined in this report under Core Responsibility 4 – Future Force Design.

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Key Corporate Risk(s)

There are many risks associated with the Sustainable Bases, Information Technology Systems and Infrastructure Core Responsibility. Two of the Key Corporate Risks are articulated below:

Physical Environment – There is a risk that changes to the physical environment of Canada and the world will impact the type, frequency and conduct of DND/CAF activities.

Infrastructure Procurement – There is a risk that DND/CAF may have difficulty procuring/building infrastructure at the right level to support operations.

The risks above can affect the department’s ability to achieve the Departmental Results of this the Sustainable Bases, Information Technology Systems and Infrastructure Core Responsibility.

As the Defence Departmental Results Framework reflects a chain of delivery from conceiving of the required armed forces, to developing them and then executing operations, the activities to mitigate the risks of the Sustainable Bases, Information Technology Systems and Infrastructure Core Responsibility can also be found in other Core Responsibilities which deliver building blocks that enable the results of Sustainable Bases, Information Technology Systems and Infrastructure.

Departmental Result 6.1 – Naval, Army and Air Force Bases enable military operations and defence activities

The network of 21 Canadian Army bases across Canada will continue to provide invaluable support and are an essential component to enable Force Generation, Force Employment and Sustainment for Land Forces and other CAF organizations stationed at Land Bases. Land Bases and 117 Army Reserve armouries will continue to play a key supporting role in community engagement and domestic operations such as: Operations LENTUS and LASER, supporting CAF soldiers, aviators, sailors and equipment that are tasked to provide assistance to natural disasters and/or the COVID-19 pandemic based on requests for assistance from the Provincial and/or Federal Government. The Canadian Army recognizes the importance of Land Bases and Army Reserve armouries in supporting Canada and the Department’s needs and will continue to deliver services in line with the CAF requirements, ensuring efficiency, efficacy and relevance into the future.

The Land Bases Program is directly linked to the Canadian Army Modernization Strategy. In recognition of this linkage, the CA will continue efforts to finalize five activities to study:

  • Delivery of food services;
  • Delivery of morale and welfare services;
  • Reduction of contract irregularities;
  • Provision of WI-FI services; and
  • Provision of telephony services.

During FY 2022-23, new studies will be launched to look into:

  • Provision of emergency services;
  • Foreign military training in Canada;
  • Provision of transportation services;
  • Management of the Official Languages Program; and
  • Management of Base Safety Programs.

The analysis of these activities will lead to standardized levels of service, modernization and clear reporting metrics for base services.

In FY 2022-23, two performance indicators will be used as measures of the effective delivery of food services and the availability of single quarter accommodation on CAF bases and wings. Both indicators speak to the ability of bases and wings to effectively deliver basic services in a way that enables the bases and wings to optimize support to CAF needs.

With the implementation of the Naval Results Framework and developed logic models, Royal Canadian Naval bases have expanded performance metrics that extend throughout all naval base activities. The resulting increased visibility has highlighted opportunities for enhanced performance through key performance indicator analysis.

Planned results

Departmental Results Departmental Result Indicators Target Date to achieve target 2018–19 Actual results 2019–20 Actual results 2020–21 Actual results
6.1 Naval, Army, and Air Force Bases enable military operations and defence activities % of single quarters accommodations that can be used At least 90% 31 March 2023 Results not available
New indicator as of 2020-21
Results not available
New indicator as of 2020-21
69%*
% deviation of average daily meal cost from the standard allowance At most 15% 31 March 2023 Results not available
New indicator as of 2020-21
Results not available
New indicator as of 2020-21
12%

Notes:

* Due to COVID-19 restrictions, a percentage of single quarters accommodations were marked as "not available" that would have otherwise been available for use. In some cases, as many as 50% of single quarters were taken out of rotation and an additional percentage was reserved specifically for quarantine. Due to these circumstances, the FY 2020-21 results are not indicative of the normal conditions of accommodations services at bases and wings.

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

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Departmental Result 6.2 – Defence infrastructure is well-managed throughout its lifecycle

In adherence with new Treasury Board policy requirements and the Treasury Board Horizontal Fixed Asset Review recommendations, the department is finalizing the Defence Real Property Portfolio Strategy, which will modernize its real property management practices and align long-term affordability with risk. The strategy includes:

  •  Improving infrastructure on bases and wings to ensure DND/CAF operational readiness;
  • Supporting the preparedness and resiliency of new and existing infrastructure;
  • Achieving a more sustainable real property portfolio;
  • Ensuring DND’s real property portfolio planning considers full lifecycle costing of assets and services;
  • Synchronizing with departmental capability development planning to prioritize future investments towards strategic objectives;
  • Providing modern and flexible workplace solutions that respond to the evolving requirements of the DND and the CAF;
  • Exploring innovative measures to optimize DND’s real property portfolio management activities and improve the condition, suitability and functionality of the real property portfolio over time;
  • Continuing to advocate for more multi-use facilities and co-location within DND/CAF and also with federal and/or provincial partners;
  • Adopting Government of Canada fit-up space standards, including hybrid, remote and unassigned work arrangements, to promote a healthy work environment and identify footprint reduction opportunities;
  • Investing in new and existing Residential Housing Units to improve the overall condition and suitability of the DND housing portfolio, with the aim of providing safe and accessible accommodation to personnel and their families;
  • Continuing to divest of underutilized or obsolete buildings to improve the efficiency of the infrastructure portfolio while reducing GHG emissions; and
  • Developing collaborative relationships with private sector firms, to leverage their strengths, in consultation with employees, stakeholders, local communities and public sector unions.

Key infrastructure projects for FY 2022-23, as outlined in the Plans at a glance, include:

For more information, consult the Investing in Infrastructure and Infrastructure Projects webpage.

Planned results

Departmental Results Departmental Result Indicators Target Date to achieve target 2018–19 Actual results 2019–20 Actual results 2020–21 Actual results
6.2 Defence infrastructure is well-managed throughout its lifecycle % of infrastructure in suitable condition  At least 80% 31 March 2023 66%

64% 64.49%
% of maintenance and repair investment in relation to the infrastructure portfolio value At least 2% 31 March 2023 1.05%

1.01% 0.71%*
% of the total real property value that is identified as surplus At most 2% 31 March 2023 0.82%

2.59% 1.78%

Notes:

* Maintenance and repair funding levels were insufficient to reach the 1.4% target in FY 2020-21. In addition, some funds originally allocated to maintenance and repair spending were transferred to other infrastructure operating priorities.

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

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Departmental Result 6.3 – Defence activities are carried out in a safe and environmentally responsible manner

DND/CAF will continue to implement the DEES 2020-23, consistent with SSE, which includes:

  • Reducing GHG emissions from real property and the light-duty commercial fleet by 40 percent (from 2005 levels) by 2025;
  • Investing in Energy Performance Contracts, which see energy services companies finance energy retrofit projects at bases and get paid back with the savings in DND’s energy costs;
  • Continuing to transition the commercial vehicle fleet to hybrid, plug-in hybrid or electric;
  • Ensuring all new construction is designed, built and maintained to meet the Green Building Directive, which includes net zero emissions when feasible; and
  • Seeking out opportunities to purchase clean power from regional grids and renewable sources as it becomes available, and supporting investments in clean technology and green infrastructure projects to reduce carbon emissions.

In FY 2022-23 the Army Environmental Program will contribute to the department’s sustainability goals with the following key initiatives to be completed:

  • Commence implementation of the Canadian Army Environmental Strategy – 2030;
  • Monitor indicators of Environmental Sustainability through the Range and Training Area Sustainment System;
  • Monitor Range and Training Area water quality;
  • Monitor wildlife at risk and implement identified mitigation measures;
  • Continue to address gaps identified in the FY 2020-21 Canadian Army environmental compliance gap analysis; and
  • Support completion of Strategic Environmental Assessments for new Canadian Army capabilities.

In FY 2022-23 the Royal Canadian Air Force (RCAF) Environment and Operational Sustainability Program will contribute to the department’s sustainability goals with the following key initiatives to be completed:

  • Advance efforts related to RCAF Fuels – Energy &  and GHG emissions in accordance with the approved conceptual model for the RCAF Path to Net Zero Carbon for Aviation Fuels;
  • Implement a modernized Fuel tracking system, as directed by the DEES, to enable improved data analytics;
  • Develop a draft RCAF Path to Net Zero Strategy that includes a Phase 1 Decarbonization Plan as directed by the DEES;
  • Deliver a final consolidated Phase 1 White Paper on climate change operational impacts that puts the topic in context for general RCAF operational interests; and
  • Support the completion of Strategic Environmental Assessments for new Air Force capabilities.

For more information, refer to the Greening Defence webpage.

Planned results

Departmental Results Departmental Result Indicators Target Date to achieve target 2018–19 Actual results 2019–20 Actual results 2020–21 Actual results
6.3 Defence activities are carried out in a safe and environmentally responsible manner  % of greenhouse gas emissions reduction relative to a 2005 baseline At least 40% 31 March 2025 32% 31.3% 38%*
% of reduction in contaminated sites liability based on the closing liability of the previous year At least 10% 31 March 2023 19.8% 16.5% 10%

Notes:

* FY 2020-21 saw a large reduction in greenhouse gas emissions – 38% from 2005 levels (excluding military fleets). This drop in emissions is mainly attributed to COVID-19 affecting operations and a mild winter that reduced heating costs. Once normal operations resume, emissions are expected to rise.

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

Planned budgetary spending for Sustainable Bases, Information Technology Systems and Infrastructure

2022–23 budgetary spending (as indicated in Main Estimates) 2022–23 planned spending 2023–24 planned spending 2024–25 planned spending
4,129,651,499 4,129,651,499 4,105,845,151 4,107,345,584

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

Planned human resources for Sustainable Bases, Information Technology Systems and Infrastructure

2022–23 planned full-time equivalents 2023–24 planned full-time equivalents 2024–25 planned full-time equivalents
15,526 15,455 15,503

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

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