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

Canadian Armed Forces (CAF) bases and wings are at the centre of military life across Canada and abroad. They are essential to supporting soldiers, sailors, airmen and airwomen to ensure the CAF is ready to successfully conduct and support operations when called upon by the Government of Canada. Bases and wings are home to operational and support units and many serve as training facilities for our soldiers, sailors, airmen and airwomen, so that they can be successful on operations.

Personnel at CAF bases and wings provided essential materiel support and services critical to military training and operations. A vast array of vital services were delivered, including operational and emergency services, logistic and technical support services, information technology services, safety and environment services, and administration and personnel services, to enable personnel to fulfill their occupational and training requirements, to support defence activities, and to sustain military operations.

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

To meet our commitment to ensure that the Department of National Defence (DND)’s real property portfolio is efficient and effective, the department continued to identify and assess properties that are surplus to the military’s needs so that our efforts and resources are focused on supporting property that serves DND. When a property is no longer required to support CAF operations or has no value to military members and families, the site is declared as surplus. To date, 42 properties have been identified for possible transfer or sale. DND takes a responsible and responsive approach when considering the transfer or sale of real property. This includes multiple site assessments (heritage, security, environmental, and market-value reviews), as well as consultations with local communities, other levels of government and Indigenous groups.

DND delivered several enterprise-level Information Technology system solutions to address cyber security deficiencies, including:

  • A system solution that provides greater awareness of core networks which, when combined with other pre-existing tools, allows for continuous monitoring of DND’s assets;
  • Expansion of an existing tool that focused on DND Command and Control deployed networks, enabling DND Cyber Operators to take swift remediation actions on internet-facing networks that are high risk;
  • Deployment of an engineered Data Loss Prevention solution that collects data loss prevention information to allow for the creation and enforcement of new information technology security controls in FY 2020-21; and
  • A pilot cross-domain access solution for DND’s classified distribution system has been initiated. It allows users to tunnel through existing infrastructure to gain secure access to systems previously at risk.

Experimentation

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

Key Corporate Risk(s)

Two DND/CAF key corporate risks can be associated with the Sustainable Bases, Information Technology Systems and Infrastructure core responsibility. There is a risk that DND/CAF cannot develop, manage, maintain, renew, and build modern, operational and sustainable bases and infrastructure which will affect program/service delivery, training, and could have legal liability consequences. There is also a risk that technology tools could impede DND/CAF’s ability to effectively operate/do business. Many of the preventative and mitigating controls for these risks are articulated as activities of each Departmental Result below.

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

  • To improve how the department measures common essential services delivered on CAF bases and wings, common service delivery areas were identified and two new initial performance indicators were developed to measure the effective delivery of food services and the availability of single quarters accommodation on CAF bases and wings. These interim measures come into effect for FY 2020-21.
  • The Canadian Army (CA), with 21 bases and training establishments located across the country, initiated studies on food services and temporary accommodation services during summer 2019. The results of the studies will be implemented as part of a larger multi-year approach, with several more studies on other services planned for future years. As the studies and their analysis progresses, the CA continues to refine the various types of services provided in support of the operational readiness of the CAF. With these multiple efforts underway, the expected implementation timeline lays beyond FY 2023-24.

For information, refer to the following webpages:

Results achieved

Departmental Results Departmental Result Indicators Target Date to achieve target 2019–20
Actual results
2018–19
Actual results
2017–18
Actual results
6.1 Naval, Army and Air Force Bases enable military operations and defence activities Degree to which Bases are supporting their units in carrying out their mandated duties To be determined To be determined Results Not
Available*
Results Not
Available*
Not Available
New indicator as
of 2018-19

Notes:

* Result is not available due to the absence of relevant data. A refined performance indicator and associated 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 InfoBase.

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

  • DND defined its operational requirement and began updates to the existing departmental living accommodation policy. DND revised its timeline for completing the living accommodation policy suite from November 2020 to spring 2024.
  • DND accelerated the development of a long-term low-risk housing investment plan identifying the work, time and resources needed to meet its housing requirements. The revised timeline for completing the living accommodation policy will delay the delivery of the housing investment plan, but the goal remains to implement a residential housing accommodation plan one year after producing a revised living accommodation policy.
  • 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 developing the National Accommodation Framework and Strategy. The framework will promote better management and maintenance of Defence infrastructure, and the strategy will optimize accommodations by better using and assigning space to the Defence Team.
  • In FY 2019-20, DND demolished 78 obsolete buildings that were beyond economic repair on bases and DND establishments. The money previously allocated to maintaining these 78 buildings will be reinvested in the infrastructure portfolio to maintain existing facilities needed to support operations, activities and equipment.
  • As of the end of FY 2019-20, the Divestment program identified 42 surplus properties, with work taking place on 20 of the 42.
  • Over 40 projects totalling $2 billion have been designed and implemented using Leadership in Energy and Environmental Design and Green Globes tools since 2012.
  • DND continued to implement energy performance contracts, purchase renewable power, green our commercial vehicle fleet, and invest in energy efficient buildings across the country to reduce our greenhouse gas emissions. The department is working with Defence Construction Canada and Public Services and Procurement Canada on implementing this energy program, which includes smart building technology and analytics to improve the energy efficiency of Defence facilities.
  • DND worked with other federal departments and Indigenous groups to support Canada’s renewable industry and purchase clean energy to power Defence facilities in Alberta, Saskatchewan, Ontario, Nova Scotia and New Brunswick. DND facilities in these provinces account for approximately 98% of the department’s electricity-related greenhouse gas emissions. These projects will help reduce our carbon footprint and contribute to the federal target of using 100% clean electricity at all federal buildings by 2022, where available.
  • DND continued to transform its real property and portfolio management by delivering infrastructure programs that enable and support the Defence mandate and adapting the organization’s structure to better align with industry best practices for corporate real estate managers. The department is working to finalize the DND Real Property Portfolio Strategy in FY 2020-21. A key sub-set of this Portfolio Strategy, the DND National Accommodation Strategy, is also expected to be implemented in FY 2020-21.
  • The Defence Team continued to explore ways to partner with the private sector. Work continued on performance-based contractual agreements, leveraging performance indicators to support continual improvement. In addition, work on service standards, innovative procurement tools, and a quality monitoring framework for performance-based contracting was ongoing during FY 2019-20.
  • The construction of a new infrastructure project at Canadian Forces Base Bagotville was announced. This project includes the construction of a 13 000-m² modern and green multi-purpose facility and the development of a 23 800-m² area to be used for deployment preparation, as well as equipment storage and maintenance.
  • Construction was completed on the new Jetty NJ at Canadian Forces Base (CFB) Halifax.
  • Construction was started on a new sports facility at the Saint-Jean Garrison. This project will better support the physical fitness needs of an increasing number of CAF recruits and Garrison personnel.
  • Short term runway repairs at 5 Wing Goose Bay were completed. Additional repairs were also announced.

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

Results achieved

Departmental Results Departmental Result Indicators Target Date to achieve target 2019–20
Actual results
2018–19
Actual results
2017–18
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 2020 64%** 66% 86.22%
% of maintenance and repair investment in relation to the infrastructure portfolio value 1.4%* 31 March 2020 1.01%*** 1.05% 1.1%**
% of the total real property value that is identified as surplus 1% or less 31 March 2020 2.59%**** 0.82% 0.60%**

Notes:

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

** 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.

*** The target was not met because the maintenance and repair investment was insufficient relative to the overall size of infrastructure portfolio. Furthermore, since aging infrastructure tends to require increased maintenance and repair investment, DND would need to spend closer to the 1.4% target in order to maintain the portfolio in better overall condition.

**** No properties were divested in FY 2019-20 due to a lack of resources.

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

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

  • FY 2019-20 brought a successful end to the existing Defence Energy and Environment Strategy (DEES) while we worked on its successor: the 2020-23 DEES. As of FY 2019-20, DND is on track to meet DEES commitments to reduce greenhouse gas (GHG) emissions by 40% of the 2005 baseline. Liabilities related to contaminated sites were reduced by 16.5%, and a total of 33% of our light-duty commercial vehicle fleet are either hybrid or electric vehicles.
  • The complete DEES results can be found in the Defence Results Report Supplementary Information Tables.
  • DND sought opportunities to purchase clean power and alternative energy options for military bases and wings. DND worked with energy suppliers to develop 100% clean electricity options to power defence facilities through green power purchase agreements.
  • DND continued to build and renovate to meet high-performing building standards, such as the Leadership in Energy and Environmental Design Silver standard or equivalent. Since 2017, 100% of major upgrades and new defence buildings were built to the latest standards for excellence in green building design, construction and maintenance.
  • The Energy Efficiency Project at 3 Wing Bagotville was announced. This project will see 60 buildings upgraded with energy efficiency measures to provide our military personnel with sustainable and efficient facilities in which to work and train. These upgrades will lower annual energy costs by about 19% and reduce greenhouse gas emissions by over 2 500 tonnes per year, the equivalent of taking more than 500 cars off the road.

For more information, refer to the Greening Defence webpage.


Defence Energy and Environment Strategy

Applying a life-cycle approach to military equipment procurement – DND/CAF remained focused on the early integration of design specifications when purchasing equipment, taking into account energy performance and environmental considerations.


Picture shows a chart describing various accomplishments: Reduced our greenhouse has emissions by 31% below 2005 levels. Ensured 100% of new construction and upgrades built to LEED standards. Invested $237 million in infrastructure projects to help lower our carbon footprint. Ensured 100% of new or upgrades residential housing units met EnerGuide standard. Purchased 74% of all electrical power at bases and wings from clean energy sources. 21 energy managers lead on reducing emissions and increasing energy efficiency of our infrastructure

Results achieved

Departmental Results Departmental Result Indicators Target Date to achieve target 2019–20
Actual results
2018–19
Actual results
2017–18
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 March 2020 82% 67% 72%
% of greenhouse gas emissions reduction relative to a 2005 baseline 40% or greater 31 March 2020 31.3%* 32% 31%
% of light-duty vehicle fleet that is hybrid, plug-in hybrid and/or electric 30% 31 March 2020 33% 27% 19%
% of reduction in contaminated sites liability based on the closing liability of the previous year Average 7%/year 31 March 2020 16.5% 19.8% 19.4%

Notes:

* DND/CAF has identified a long term target of at least 40% and aims to achieve this objective by 2030. As of FY 2019-20 we have lowered our greenhouse gas emissions by 31.3% from 2005 levels (excluding military fleets) and we are on track to meet our target to reduce our emissions by 40% by 2030.

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

Budgetary financial resources (dollars)

2019–20
Main Estimates

2019–20
Planned spending

2019-20
Total authorities
available for use
2019-20
Actual spending
(authorities used)
2019-20
Difference
(Actual spending minus
Planned spending)
3,117,775,342 3,150,877,104 3,382,926,407 3,651,639,001 500,761,897

Human resources (full-time equivalents) 

2019–20
Planned full-time equivalents
2019–20
Actual full-time equivalents

2019–20
Difference
(Actual full-time equivalents minus Planned full-time equivalents)
13,363 15,974 2,611

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

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