Sustainable bases, information technology systems and infrastructure

On this page


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

Quality of life impacts

This core responsibility contributes to the "Good Governance" domain of the Quality of Life Framework for Canada and, more specifically, "Democracy and Institutions," through all of the activities mentioned in the core responsibility description.

For more information, please refer to the Quality of Life Hub and the Quality of Life Framework for Canada.

Results and targets

The following tables show, for each departmental result related to Sustainable Bases, Information Technology Systems and Infrastructure, the indicators, the results from the 3 most recently reported fiscal years, the targets and target dates approved in 2024–25.

Table 6.1: Indicators, results and targets for departmental result Naval, Army, and Air Force Bases enable military operations and defence activities.


2020-21 result

2021-22 result

2022-23 result


Date to achieve

% of single quarters accommodations that can be used




At least 90%

31 March 2025

% deviation of average daily meal cost from the standard allowance




At most 15%

31 March 2025

Table 6.2: Indicators, results and targets for departmental result Defence infrastructure is well-managed throughout its lifecycle.


2020-21 result

2021-22 result

2022-23 result


Date to achieve

% of infrastructure in fair or better condition




At least 80%

31 March 2025

% of maintenance and repair investment in relation to the infrastructure portfolio value




At least 2%

31 March 2025

% of the total real property value that is identified as surplus




At most 2%

31 March 2025

Table 6.3: Indicators, results and targets for departmental result Defence activities are carried out in a safe and environmentally responsible manner.


2020-21 result

2021-22 result

2022-23 result


Date to achieve

% of greenhouse gas emissions reduction relative to a 2005 baseline




At least 40%

31 March 2025

% of reduction in contaminated sites liability based on the closing liability of the previous year




At least 10%

31 March 2025

The financial, human resources and performance information for the DND/CAF program inventory is available on GC InfoBase.

Back to top

Plans to achieve results

Naval, Army and Air Force bases enable military operations and defence activities

Collectively, CAF Bases serve as the foundation of strength to not only support CAF personnel and force generation, but personnel from other segments of the Defence Team. These bases also contribute directly to their local economic communities, not only as a major employer, but through the Defence Team members' involvement with various local non-profit and business organizations. They are the centre of military life across Canada, and abroad.

In FY 2024-25, the DND/CAF will:

  • Improve Canadian Army Base internal systems and processes by aligning base support architecture, accountabilities, responsibilities, and authorities to mandated functions;
  • See efforts to better leverage system of record data to establish measurable service metrics that will allow the CAF to implement data-informed performance improvements to Canadian Army Base support activities;
  • Develop metrics to illuminate the full array of base services including but not limited to equipment maintenance, food services, materiel management and distribution, and transportation services;
  • Identify, plan and fund infrastructure needs to meet future fleet requirements. Including an improvement to the available housing for sailors through replacement of an outdated accommodations building;
  • Provide logistic, maintenance, accommodations, and training support, as well as port operations, emergency and administrative services;
  • Support Defence of Canada missions such as SAR, NORAD, or the dispatch of Air Mobility missions to remote corners of the globe; and
  • Continue to see re-capitalization and investment in support of existing and new capabilities to include hangars, support facilities, operating surfaces; such as runways and taxiways and robust IM/IT backbone; to support increasing data requirement for digitalization.

The Canadian Army requires significant modernization of its Information Technology infrastructure to leverage on-going digital initiatives driven by SSC, such as the network modernization project. As new cloud computing solutions and hybrid work environments are established, the Canadian Army will advance work with the Chief Information Officer and SSC to ensure Army bases and Army Reserve armouries have the requisite technical foundation to leverage these innovative tools being brought on-line. In FY 2024-25, Defence will prioritize bandwidth, Information Technology infrastructure, and partnerships with the Chief Information Officer Group to achieve its strategic aims as published in the Canadian Army Digital Strategy.

In FY 2024-25 and the next decade, two major opposite trends will impact the infrastructure supporting RCAF's activities. While DND/CAF will see significant investment in infrastructure for new and modernize capabilities; the existing real property portfolio will continue to degrade at an accelerated rate due to systemic and significant underfunding in maintenance and recapitalization. Both have the potential to create significant disruption to CAF missions and will require thorough planning, coordination, and prioritization.

Defence will engage in real property governance structure to identify and advance infrastructure requirements and priorities. DND/CAF will work with all departmental stakeholders as the Defence Real Property Portfolio Strategy (DRPPS) introduces the Capability Base Infrastructure Requirement – Tool, develops the Targeted Portfolio Investment option under the National Real Property Portfolio Plan (NRPPP) and advances major infrastructure initiatives in support of RCAF NORAD Modernization and capability implementation.

Defence infrastructure is well-managed throughout its lifecycle

DND/CAF manages the largest Real Property Portfolio (RP) in the federal government and is actively updating its infrastructure to ensure that it supports the evolving needs of a modern military. However, the current state and composition of the RP portfolio, increasing deferred maintenance backlog, and growing demands for infrastructure services have put certain assets at risk of failure or closure. These increasing costs and demands have limited the capacity to fund the maintenance and repair of existing assets, causing a significant portion of the RP portfolio to deteriorate.

These challenges extend to DND's residential housing portfolio which requires capital investment for the renewal, sustainment, and construction of new housing units to satisfy demand.

In order to address these RP Portfolio related challenges, Defence will continue to transform the way it manages real property by implementing the DRPPS. Implementation of the DRPPS will result in a more consistent portfolio-wide approach to ensuring the infrastructure portfolio is efficient, operationally effective, affordable and considers long-term environmental sustainability. The department is in line with requirements under the Treasury Board policy on the Planning and Management of Investments.

Defence will strive to improve infrastructure by investing in DND residential housing during FY 2024-25. Funding will be prioritized to invest in new construction, to address portfolio shortfalls, where there is a need to meet operational requirements and where there is limited availability in the private sector. Ongoing investments are required to improve the condition and allow for necessary renovation of the existing housing portfolio. This will inevitably improve suitability of the department's residential housing units, and reduce GHG emissions in support of green initiatives.

In FY 2024-25, Defence will:

  • Provide oversight and support the DRPPS' overall implementation, Stakeholder Engagement, Communications Plan and updating of the Real Property Management Framework;
  • Finalize the NRPPP, a key element required to implement the DRPPS;
  • Operate and maintain existing real property assets to ensure operational effectiveness;
  • Divest and/or demolish surplus, underutilized, or obsolete buildings and land to reduce operating costs, liabilities, and reduce GHG emissions;
  • Deliver the Major Capital Program, including Defence Capability Infrastructure and NORAD Modernization Infrastructure. Key infrastructure projects in FY 2024-25 include:
    • Design and Construction of a new Jr. NCM Training Accommodation Facility at CFB Esquimalt, British Columbia. This project will enable the strategic consolidation of various functions into a single purpose-built, high-rise facility that will be net zero carbon emissions;
    • Design and Construction of a new Neurobehavioral Blast Research Facility at DRDC Suffield, Alberta. This project will grant us the capability to study the full range of prevention, treatment, and long-term goal of improving blast protection and blast treatment for CAF members;
    • Construction of new facilities and recapitalization of existing facilities at the Dwyer Hill Training Centre of Ottawa, Ontario. The project will deliver the necessary infrastructure specifically designed to support the unit's growth in personnel and capabilities, as well as enable specialized training to meet readiness requirements;
    • A/B Jetty Recapitalization Project at CFB Esquimalt, British Columbia's Dockyard, and to replace the 2 facilities with a modern and fully integrated new jetty complex. This project will improve site access for utility service and roadway routing and replace the 2 pre-existing stationary tower cranes found on the old jetties;
    • Construction of 10 buildings at CFB Petawawa, Ontario. Project provides housing, equipment storage and site services for the Canadian Special Operations Regiment; and
    • Construction of new facilities for the Canadian Joint Incident Response Unit (CJIRU) at 8 Wing Trenton, Ontario. This infrastructure will enable CJIRU to provide high readiness task tailored CBRN support to meet the Canadian Armed Forces' core missions.
  • Upgrade and maintain infrastructure by applying modern and innovative environmental technologies and best practices, where feasible;
  • Continue implementation of the Residential Portfolio Capital Investment Program, under the Defence Residential Housing program, with a focus on low-complexity capital construction and renovation projects; and
  • Uphold sound investment decisions for bases and wings to meet current and future needs of the DND/CAF; including providing guidance related to land use and infrastructure through the development of strategic documents (Master Real Property Development Plans and Site Development Plans).

For more information on Defence infrastructure projects, please visit the DND/CAF Infrastructure Projects webpage.

Back to top

Defence activities are carried out in a safe and environmentally responsible manner

Defence will implement its environmental program and the requirements of the Canadian Army Environmental Policy to ensure its activities are conducted in an environmentally responsible manner. DND/CAF will continue to actively address climate change, greening and sustainability. With greening well integrated into the infrastructure portfolio, the next step is to elevate greening across the entire defence portfolio, influencing procurement, operations, and capability planning.

In FY 2024-25, Defence will advance the department's sustainability goals in response to the following key initiatives:

  • Implement the DCSS for 2024-2027 in support of the Federal Sustainability Development Strategy and the Greening Government Strategy;
  • Develop the national level Environmental Management System to improve the environmental performance of Defence;
  • Finalize a GHG emissions reduction roadmap for real property to reach 90% GHG reduction from the 2005 baseline and a net zero portfolio by 2050;
  • Assess and remediate contaminated sites under both the Federal Contaminated Sites Action Plan and DND Contaminated Sites Program, as well as mitigate unexploded explosive ordnance risks at former Defence sites;
  • Engage in Energy Performance Contracts (EPCs) to provide for improved energy performance of Real Property assets. EPCs are agreements between Energy Service Companies and DND to reduce energy consumption and GHG emissions through the implementation of energy conservation measures. DND will continue the installation of new technologies as part of the Smart Buildings Energy Management System program;
  • Advance efforts related to the RCAF Path to Net Zero Strategy (PTNZ), which includes completing initial decarbonization plans and GHG projections;
  • Assess and amend where required, the modernized fuel tracking system aimed at improving data analytics;
  • Implement and track the use of Sustainable Aviation Fuels in RCAF National Safety and Security fleets where available, affordable, compatible, and operationally feasible;
  • Begin reviewing operational procedures for efficiencies that would lead to a reduction in GHG emissions, for a select number of RCAF National Safety and Security fleets;
  • Implement recommendations from the phase one White Paper Assessing Climate Change Impacts on RCAF Operations;
  • Support the completion of Strategic Environmental Assessments for new RCAF capabilities;
  • Implement the Army Environmental Expected Outputs for FY 2024-25;
  • Modernize environmental management practices within Range and Training Areas to support their long-term suitability and viability;
  • Conduct environmental inspections of units;
  • Conduct environmental audits of Shilo, Manitoba, Mainland British Columbia and Southern Alberta; and
  • Integrate environmental considerations in exercise planning processes.

Key risks

Several risks can affect the department's ability to achieve its Departmental Results, including:

Materiel Procurement – There is a risk that DND/CAF may have difficulty procuring materiel capabilities at the right level to support operations.

Information Technology Procurement – There is a risk that Defence may have difficulty procuring information technology capabilities at the right level to support operations.

Infrastructure Management – There is a risk that Defence may have difficulty managing its infrastructure at the right level to support operations.

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

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 core responsibility.

Back to top

Snapshot of planned resources in 2024–25

  • Planned spending: $4,490,063,164
  • Planned full-time resources: 15,444

Related government priorities

United Nations 2030 agenda for sustainable development and the UN sustainable development goals

In support of the GoC commitment to green its operations, in November 2023, Defence released the DCSS. The DCSS outlines the department’s actions towards supporting the United Nations’ 2030 Agenda for Sustainable Development and Canada’s FSDS. Notable DND/CAF commitments contributing toward achievement of United Nations SDGs include:

  • Reduce 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% 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);
  • Use 100% clean electricity by 2025 by producing or purchasing renewable electricity (United Nations SDG 7, 9, 13);
  • Support the GC commitment to achieve net-zero emissions by 2050 from the national safety and security fleet considering availability, affordability, compatibility, and operational feasibility (United Nations SDG 13); and
  • The PTNZ strategy, and forthcoming Decarbonization Plan, along with the Assessment of Climate Change Impacts on CAF Operations are direct actions that support Canada's GHG emissions reduction targets and actions required to mitigate the impact of climate change on RCAF operations respectively (SDG 13).

More information on The Department of National Defence's contributions to Canada's Federal Implementation Plan on the 2030 Agenda and the FSDS can be found in the Departmental Sustainable Development Strategy.

Indigenous relations

Defence will continue to support the whole-of-government approach to advancing the Government of Canada's reconciliation agenda including the implementation of the United Nations Declaration on the Rights of Indigenous Peoples Act (UNDA) and supporting a renewed relationship with Indigenous Peoples.

In FY 2024-25, Defence will:

  • Collaborate with Indigenous partners in supporting the implementation of Action Plan Measures contained in the UNDA Action Plan 2023-2028;
  • Increase internal collaboration and coordination with a view to align DND/CAF activities, policies, and processes with the UNDA and to achieve a transformational change in the interactions with Indigenous peoples;
  • Advance the work in the Sovereignty, Defence, and Security Priority Area of the Inuit-Crown Partnership Committee;
  • Raise cultural awareness and build cultural competencies by delivering operational and policy guidance/tools across Defence to support a coordinated approach to internal capacity building and external consultation and cooperation;
  • Develop tools to support Defence in the implementation of treaties and to ensure alignment with the Inuit Nunangat Policy;
  • Provide funding support to Indigenous communities through the IRP to facilitate participation, research, policy development and consultation with Defence on shared priorities; and
  • Provide stakeholder guidance on litigation management.

Program inventory

Sustainable Bases, Information Technology Systems and Infrastructure is supported by the following programs in the program inventory:

  • Defence Infrastructure Program Management;
  • Defence Infrastructure Construction, Recapitalization and Investment;
  • Defence Infrastructure Maintenance, Support and Operations;
  • Defence Residential Housing Program;
  • Defence Information Systems, Services and Programme Management;
  • Environmental Management and Climate Action;
  • Indigenous Affairs;
  • Naval Bases;
  • Land Bases;
  • Air and Space Wings;
  • Joint, Common and International Bases;
  • Military Police Institutional Operations; and
  • Safety.

Supporting information on planned expenditures, human resources, and results related the DND/CAF program inventory is available on GC InfoBase.

Summary of changes made to reporting framework since last year

Program change from FY 2023-24 "Environment and Sustainable Management" to FY 2024-25 "Environment Management and Climate Action".

Back to top

Page details

Date modified: