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The Department’s Program Activity Architecture (PAA), described in Section 1, supports the Government of Canada (GoC) outcomes of sustaining Canada’s economy, ensuring safe and secure communities and contributing to a safe and secure world. Further details on Defence’s role in achieving the GoC outcomes can be found in Treasury Board Secretariat’s annual report on Canada’s Performance. The purpose of this section is to provide detailed information on the National Defence program activities that will contribute to the achievement of the GoC outcomes.
Defence identified three Strategic Outcomes to fulfill the Defence mission and achieve results for Canadians. These are:
Three Program Activities were identified to align to these strategic outcomes. These form the core of this report.
Strategic Outcome: Canadians’ confidence that DND and the CF have relevant and credible capacity to meet defence and security commitments.
Program Activity: Generate and Sustain Relevant, Responsive and Effective Combat-Capable Integrated Forces — Total Spending Net of Revenues
|Resources||Actual Spending 2005-2006||Planned Spending 2006-2007||Planned Spending 2007-2008||Planned Spending 2008-2009|
|Departmental Spending ($ Thousands)||$12,005,268||$12,561,091||$14,575,584||$16,465,633|
|Capital Spending ($ Thousands)(included in departmental spending)||$2,070,255||$2,290,763||$3,353,375||$4,278,419|
|Human Resources - Military FTEs1||55,202||56,890||57,948||58,801|
|Human Resources - Civilian FTEs1||19,399||20,370||21,388||22,458|
|1. These FTE numbers are derived from a representative financial formula as there is not a consistent 1:1 relationship between FTEs and
Source: Assistant Deputy Minister (Finance and Corporate Services), Chief Military Personnel (formerly Assistant Deputy Minister (Human Resources - Military) and Assistant Deputy Minister (Human Resources - Civilian)
The focus of the first program activity is to measure the ability of Defence’s high-readiness forces to meet defence and security commitments. Its scope encompasses all aspects from creating a responsive organizational structure, recruiting, equipping forces, and training forces for operations. It supports the corporate priority to transform and modernize the CF.
This program activity comprises four program sub-activities that will sustain the anticipated operational tempo for both planned and contingency operations at appropriate readiness levels and generate surge forces to meet unexpected demands. The four program sub-activities supporting the “Generate and Sustain Relevant, Responsive, Effective Combat-Capable, Integrated Forces” are described below.
The navy will continue to advance the development and implementation of maritime security capabilities.
It will continue to deliver on currently assigned capabilities, missions and tasks in accordance with the Defence Plan. Fleet deployments, sustainment and joint interagency interoperability will be primary objectives in the execution of the plan.
An ageing fleet of warships pose significant challenges for generating and sustaining combat-capable integrated naval forces, but the first steps have already been taken in reshaping the navy, not only to meet evolving defence and maritime security challenges in a highly uncertain future, but also to provide Canada with a navy capable of operating off the East and West coasts as well as in the Arctic, an area of increasing importance.
Starting in 2012 the first Joint Support Ship (JSS) will be delivered as a replacement to the Protecteur class replenishment vessels. Furthermore, as the Halifax class ships near their mid-life in the next few years, work is being advanced to ensure that the surface fleet remains effective and combat capable until it is eventually replaced.
Land Force Command (LFC)’s mission is to generate and maintain combat capable, multi-purpose land forces to meet Canada’s defence objectives. The Army Strategy: Advancing with Purpose remains the authoritative reference for all LFC strategic plans. The direction included in the Army Strategy and the Five Year Plan, the Strategic Operations and Resource Direction (SORD) will provide the framework for strategic decision-making upon which the demands of each of the army’s lines of operations are to be rationalized.
The LFC Programme will ensure disciplined training and the validation of soldiers for domestic and international operations. Additionally, LFC will adhere to the army Managed Readiness Plan (MRP), which will continue to be refined as lessons are learned and efficiencies revealed, to ensure predictability of employment and maximum efficiency in the conduct of training, personnel employment, and resource expenditure.
The 5K/3K Force Expansion Program, announced in Budget 2005, will continue with the arrival of significant numbers of new soldiers to reinforce the field force as early as fiscal year
2007–2008. Budget 2006 announced the plan to accelerate the recruitment of 13,000 Regular Force and 10,000 Reserve Force 4. The challenge for the Chief of Land Staff (CLS) will be to train and validate its allocation of this increase.
Treasury Board further approved on June 22, 2006, two major projects that will contribute to CLS transformation. The Medium Support Vehicle System project will modernize the aging Medium Logistics Vehicle Wheeled fleet. It will provide the platform for embedded unit logistics; provide mobile support facilities, such as field kitchens, workshops and medical facilities; and effect re-supply operations to deliver reinforcements and supplies. The Medium-to-Heavy-Lift Helicopter project will provide safe and effective movement of CF troops and equipment in hostile environments, both domestically and internationally and in support of land forces and special operations forces.
Sustainability will be achieved by maintaining the balance between the elements of the institutional army (command and control, field forces, training and support). Although past investments in infrastructure, garrison support, environmental oversight and other factors have resulted in improvements, the resources necessary to sustain both the field force and the institutional army have increased. As a result, a sizeable gap remains, which will require difficult choices.
During this fiscal year, the LFC will maintain a high tempo of force generation and operational employment that may need to be sustained indefinitely. At the same time, the army will pursue and conform to CF Transformation while integrating and remaining sustainable. Achieving and maintaining a balance between operations, transformation and sustainment will not be easy, however, it is critical to the success of CF Transformation. Several years of transformational activities have enhanced LFC’s ability to simultaneously expand the army and generate forces for operations.
The air force will continue to participate in operations contributing to the defence of Canada and North America and the promotion of security and Canadian values around the world. The air force is fully integrated with other components of the CF, NATO and NORAD, and works in combination with allied and coalition forces, or with partners in Canadian government organizations and other agencies. The air force is reinvesting in overall fleet management, resulting in an improvement in support of existing fleets. Resolutions to the significant challenges associated with the air mobility fleet are being championed this year. The air force will ensure that all airmen and airwomen are trained, educated, equipped, fully engaged and prepared to meet the demands of the future, while continuing to generate forces for domestic operations in support of Canada Command and NORAD.
Over the next 15 years, the air force will leverage new technologies to deal with asymmetric threats and will increasingly use space-based technology, such as satellites for beyond-line-of-sight communications and domain awareness. High priority will be given to the posturing of the air force to receive and operate the new strategic and tactical airlift capabilities, Fixed Wing Search and Rescue capabilities, and Medium to Heavy Lift Helicopters. The air force will work closely with the project management staff to mitigate process challenges to enable the rapid integration of these new capabilities into CF operations.
The Canadian Forces Aerospace Warfare Centre (CFAWC), established to enable rapid capability development, will serve as the engine of air force transformation and will work closely with other centres of excellence to develop aerospace power doctrine, explore new concepts and make best use of lessons learned from CF deployed forces to improve the effective evolution of aerospace power.
Significant challenges remain with regard to equipment and personnel. By the end of this fiscal year, it is expected that the air force will be strengthened and reinvigorated with newly trained personnel, new capabilities and a more robust CFAWC.
Additional information on these and other major projects can be found at: http://www.vcds.forces.ca/dgsp/00native/rep-pub/ddm/rpp/rpp06-07/MCP-eng.pdf
Key initiatives under this program sub-activity will include the following major transformation initiatives already underway in Defence. The CF will:
Canada COM will ensure Defence is prepared to do the following:
One of the CF’s roles is to contribute to international peace and security. CEFCOM's contribution to this role is the conduct of fully integrated global operations, across the spectrum from humanitarian assistance to combat, in concert with national and international partners to achieve timely and decisive effects in support of Canada’s national interests.
CEFCOM's focus is on making a difference wherever it employs Canadian Forces personnel. As such, it is evolving its operational-level capabilities to command international operations involving up to 5,000 deployed military personnel.
With respect to special operations capabilities, the CF will do the following:
CANOSCOM serves as the link between strategic support provided from Canada and the Environmental Chiefs of Staff-specific support provided to the component command of a CF task force in line with their mission specific requirements. Its creation enables the projection of national support across a single line of communication into, and within, a given theatre of operations whether domestic or international.
In addition to the coordination of force generation of integrated Operational Support Component Command/Groups, CANOSCOM is also responsible for the non-deployable support function, critical to routine support to operations. Drawing on its available national support capabilities or from support resources held by Environmental Chiefs of Staff/Senior Management, CANOSCOM provides routine support to CF contingency operations. Composite in nature, CANOSCOM comprises the full range of command support/communication and information system, health services, general support military engineering, logistics, land equipment maintenance support, and military police.
Defence will continue to develop a CF integrated managed readiness system to enhance the Department’s ability to generate and deploy integrated forces. The navy, the army and the air force will each contribute to the CF’s readiness and sustainment efforts through the following:
Defence requires the necessary support capability to successfully accomplish the Program Activity — “Generate and Sustain Relevant, Responsive, Effective and Combat-Capable Integrated Forces” described above.
The current security environment calls for professional, highly trained armed forces capable of using new technologies effectively in joint, interagency and multinational operations. New technologies offer fast, flexible solutions to such operational problems as delivering force precisely in a war zone or monitoring the flow of refugees in a humanitarian crisis. The CF have embraced these new technologies, and will continue to invest in training and equipping Regular and Reserve personnel to ensure they remain among the best trained, technologically adept sailors, soldiers and air force personnel in the world. DND will also ensure that civilian personnel remain motivated, qualified and professional people capable of meeting Defence’s transformation needs.
In fiscal year 2006–2007, Defence will accomplish this through a number of projects and initiatives that will do the following:
a. Develop and Sustain an Effective Professional Defence Team
The CF are developing a strategy to modernize their compensation and benefits framework that will include the proposed delegation of certain authorities to the CDS with respect to human resource and compensation policies. This modernization activity is a critical component of the CF's ability to recruit, train, deploy and retain members and is necessary for it to execute the Government of Canada's direction.
Similarly, the CF is examining options to utilize an external committee structure to complement its negotiation process with Treasury Board with respect to compensation matters.
|Reserve Planning Strength|
|Actual 2005-2006||Planned 2006-2007||Planned 2007-2008||Planned 2008-2009||Planned 2009-2010|
|Primary Reserve1, 2 & 3||23,902||25,140||26,378||27,585||28,7924|
|Suppl Res 5||40,000||32,376||N/A||N/A||N/A|
|CA Rangers 6 & 7||4,179||4,205||4,365||4,525||4,6858|
|Source: DFPPC, CMP, and C Res Cdts|
b. Modernize and Transform the CF through capital acquisitions
c. Optimize Resource Utilization
Several new initiatives have been undertaken to optimize resource utilization. These will be pursued during the reporting year.
Defence supports a balanced, effective and efficient use of resources based on its strategic capability requirements and consistent with the Government of Canada standards. In fiscal year 2006–2007, Defence will continue to optimize its resource utilization by:
Procurement and Contract Management and Project Management
Defence is establishing new, and reinforcing existing departmental standards for financial procedures and management, including procurement and contracting processes. The Defence Oversight Committee on Contracting (DOCC) will oversee DND’s contractual framework and associated financial controls and practices and will ensure that a sound risk management framework is in place and functioning well.
For example, to improve its procurement process and practices, Defence is working very closely with Public Works and Government Services Canada (PWGSC) on its Procurement Reform/Way Forward initiative and is also adopting best practices as standard practices.
In fiscal year 2006–2007, DND will implement or continue the following procurement initiatives by:
Information and IT Management Processes
Significant strides have been made in the DND/CF information management/information technology (IM/IT) domain since Defence’s last report to Parliament. The Defence Management Committee has endorsed an IM Strategy, an IM Strategic Plan and a number of key management measures to improve the efficiency and effectiveness of the DND/CF information environment. These measures extend the institutional commitment to taking an enterprise approach, under the strong and responsive leadership of the Information Management Group.
The following key features describe the recent and ongoing activities in the IM/IT domain.
Strategic Outcome: Success in assigned missions in contributing to domestic and international peace, security and stability.
|Program Activity: Conduct Operations — Total Spending Net of Revenues|
|Resources||Actual Spending 2005-2006||Planned Spending 2006-2007||Planned Spending 2007-2008||Planned Spending 2008-2009|
|Departmental Spending ($ Thousands)||$1,784,654||$1,974,706||$1,833,616||$1,868,973|
|Capital Spending ($ Thousands)(included in departmental spending)||$143,159||$181,778||$194,770||$197,725|
|Human Resources - Military FTEs1||5,600||5,600||5,600||5,600|
|Human Resources - Civilian FTEs1||2,243||2,355||2,473||2,596|
1. These FTE numbers are derived from a representative financial formula as there is not a consistent 1:1 relationship between FTEs and programs.
Source: Assistant Deputy Minister (Finance and Corporate Services), Chief Military Personnel and Assistant Deputy Minister (Human Resources - Civilian)
The capability to conduct operations effectively at home and abroad is provided by efficient, professional maritime, land, air and special operations forces, supported by many partners and agencies. It comprises a variety of activities, including international operations in conjunction with NATO and the UN, continental NORAD operations, and domestic operations, such as surveillance and control of Canadian territory.
The CF will form a unified national command structure and system that includes a common information and intelligence network, along with common standards and procedures, and will expand and enhance information and intelligence fusion capability to better assess large amounts of intelligence in support of military and government decision-making. Without such a structure and system, the CF’s ability to successfully command operations from the strategic level to the tactical level will be jeopardized.
The Communications Security Establishment (CSE) plays a key role in adapting to the evolving security environment, promoting and enhancing strategic security
relationships, promoting the defence intelligence capability, and supporting the command and control capability program by doing the following:
Canada Command (Canada COM) will conduct domestic and continental operations to detect, deter, prevent, pre-empt and defeat threats and aggression aimed at Canada within Canada COM’s area of operational responsibility.
Such operations will span the spectrum of military activity, from simple provision of manpower and equipment, through complex consequence management situations, to the commitment of combat-capable forces to support the civil power in the defence of Canada. Domestic operations can involve forces from the army, navy and air force, working singly or together, which may be routine or contingency in nature.
In particular, under Canada COM, the navy will maintain a “ready duty” warship on each coast, and a Joint Interagency Operations Center operating 24 hours per day, seven days per week. Similarly, the army will provide an appropriate way to conduct land-based operations. In addition, the Canadian Rangers will increase their northern patrols. The air force will continue to monitor and control Canada’s airspace and maritime approaches by participating in combined Canada-US operations conducted under NORAD.
The CF will continue to maintain primary fixed wing and rotary wing search and rescue (SAR) resources at appropriate levels of readiness. The Fixed Wing SAR project will procure new aircraft to replace the CC-115 Buffalo fleet, and that portion of the CC-130 Hercules fleet presently utilized for SAR.
The CF will also continue to assist other government departments and agencies (such as the RCMP and Public Safety and Emergency Preparedness Canada), and other levels of government, in support of efforts such as ground searches, drug interdiction operations, disaster relief, law enforcement operations, fisheries and environmental protection, and official events.
Regarding continental defence, Maritime Command (MARCOM) will continue to establish the Joint Interagency Operations Centre and co-ordinate the maritime response to counter-terrorism threats. Specifically MARCOM, in support of Canada COM, will do the following:
Canadian Forces Joint Task Force North (JTFN)
A number of arctic security issues have emerged in recent years. The on-going interest in the oil and gas reserves of the Beaufort Sea and Mackenzie Delta, the increase in diamond and other mineral exploration, and the view of the Canadian Arctic as a pristine wilderness have all contributed to an increased awareness of the commercial possibilities of the North. With this increased interest and awareness have come increased traffic in the North – much of it from foreign nations. To assist in dealing with some of these challenges and assert Canadian sovereignty in the North, Defence must maintain surveillance, presence and response capabilities in the region.
Security in Canada ultimately begins with stability abroad and the CF have an important role to play internationally.
Reporting directly to the Chief of the Defence Staff, the Commander of CEFCOM is responsible for the conduct of all overseas operations, including humanitarian, peace support and combat operations.
Through CEFCOM, the CF will support a range of international operations and will be prepared to do the following:
The deployable organizations under command of CEFCOM will include the following.
The Disaster Assistance Response Team (DART) will continue to provide humanitarian support and disaster relief to domestic and overseas missions, as directed. The core DART consists of four elements: primary medical care, water purification, Command and Control (C2) and integral support capable of expanding to include additional existing Canadian Forces capabilities. The DART Enhancement Project, expected to be completed in fiscal year 2007–2008, aims to enhance the DART concept as it relates to its flexibility by adding equipment to better serve disaster response needs. The lessons learned from the deployments to Sri Lanka and Pakistan will be used to guide equipment requirements.
Maritime Command (MARCOM) will continue to deploy ships for international operations, specifically the Standing NATO Reaction Force Maritime Group 1 (SNMG 1), at a sustainable pace, while continuing to move forward on interoperability and pursue integration opportunities with the United States Navy. Maritime Forces Atlantic (MARLANT) will fulfill Canada’s commitment to NATO with HMCS Athabaskan and HMCS Iroquois Command SNMG 1 deployments in 2006. MARLANT will also prepare for the standby phase of SNMG 1 deployment in July 2007.
The Land Force Command will continue to generate and maintain combat capable, multi-purpose land forces to meet Canada’s defence objectives. At the request of the Afghan government, and under a United Nations mandate, Canada is leading NATO’s expansion into southern Afghanistan with 2,300 Canadian troops in theatre. Even as they help the people of Afghanistan rebuild their country, they are playing a leadership role on the world stage and protecting Canada from terrorism.
It is the Chief of Land Staff’s intent to aggressively pursue expansion activities to improve the force generation base. LFC composition will remain based on the types of people and organizations that are adaptive to changing environments, interoperable with other CF elements, and capable of leading integrated land effects.
The Air Command will continue to deliver accurate combat firepower and act as a deterrent by using its modernized CF-18 Hornet fighter aircraft armed with satellite-guided precision munitions. The air force will conduct Intelligence, Surveillance and Reconnaissance (ISR) through the co-ordinated employment of Uninhabited Aerial Vehicles (UAVs) and modernized CP-140 Aurora long-range patrol aircraft. The air force will provide tactical mobility through the use of CC-130 Hercules transport aircraft, the CH-146 Griffon helicopter and new medium- or heavy-lift helicopters, which Canada plans to acquire over the next few years. The Aurora long-range patrol aircraft and ship-borne CH-124 Sea King helicopters will continue to support maritime operations until the CH-124 Sea King helicopters are replaced by the new CH-148 Cyclone helicopters, beginning in 2008.
Building on experience gained in 2004 through the operational employment of tactical UAVs in Afghanistan, the air force will increase their use and expand their roles. New technologies have improved UAVs to a point where Defence can use their capabilities to complement existing surveillance platforms to provide improved ISR. Automated target recognition software will assist UAV operators as they cue other platforms, such as the modernized Aurora long-range patrol aircraft. The air force will continue to investigate other surveillance technologies, including enhancements to the North Warning System and the replacement of the obsolete Tactical Control Radars.
The estimated costs associated with the CF International Operations can be found in Section 3, Table 8.
For detailed information on activities related to operations in which the CF are currently involved, see http://www.forces.gc.ca/site/operations/current_ops-eng.asp
Strategic Outcome: Good governance, Canadian identity and influence in a global community.
|Program Activity: Contribute to Canadian Government, Society and International Community in Accordance with Canadian Interest and Values — Total Spending Net of Revenues|
|Resources||Actual Spending 2005-2006||PlannedSpending 2006-2007||Planned Spending 2007-2008||Planned Spending 2008-2009|
|Departmental Spending ($ Thousands)||$892,421||$928,019||$946,222||$983,184|
|Capital Spending ($ Thousands)(included in departmental spending)||$23,987||$27,069||$25,619||$25,653|
|Human Resources - Military FTEs1||938||971||971||971|
|Human Resources - Civilian FTEs1||1,376||1,444||1,517||1,592|
1. These FTE numbers are derived from a representative financial formula as there is not a consistent 1:1 relationship between FTEs and programs.
Source: Assistant Deputy Minister (Finance and Corporate Services), Chief Military Personnel and Assistant Deputy Minister (Human Resources - Civilian)
This third program activity supports the Government of Canada’s outcome to provide good governance and to enhance Canada’s identity and influence in the global community. It comprises the following three program sub-activities:
DND will continue to provide defence and security advice to the Government of Canada as well as public information on defence policy and activities. In particular, DND will provide advice on the transformation of the CF, including the acquisition of new equipment and changes to the force structure.
Defence and Security Policy Advice
Defence cannot work in a vacuum. Fostering multi-agency co-operation is both a strategy to achieve greater results and policy coherence across the Government and a process by which those results are achieved.
National Defence will continue to work closely with other departments, particularly the Department of Foreign Affairs and International Trade (DFAIT), Public Safety and Emergency Preparedness Canada (PSEPC) and the Canadian International Development Agency (CIDA), to enhance day-to-day links at the staff and executive levels and to craft strategic-level recommendations to government on responses to domestic and international crises. Co-operation at the strategic level will help to ensure greater policy and operational cohesion and effectiveness.
Domestically, Canada COM will establish and maintain operational-level liaisons with other federal government departments. Regional Joint Task Force Commanders, responsible for executing the Canada COM mission within their assigned Areas of Operational Responsibility (AORs), will establish and maintain liaisons with local federal agencies, provincial departments and provincial police forces.
Internationally, an integrated approach combining diplomacy, defence and development is the best strategy for supporting states, including failed and failing states, that are dealing with a broad range of interconnected problems. Defence will co-operate closely with other government departments, non-government organizations and other organizations on the developing situations in Haiti, Sudan and the Middle East, while maintaining its efforts on Afghanistan. Defence will work closely with DFAIT and CIDA representatives when they are in theatre, thereby increasing co-operation at the tactical and operational levels by using the “Whole of Government Approach”. This includes sharing information as required with the Stabilization and Reconstruction Task Force established in DFAIT.
Defence will continue to work with its US counterparts to enhance North American security. NORAD remains a key element of the Canada–US defence relationship. In co-operation with DFAIT, Defence will implement the enhanced NORAD Agreement with the US.
The Permanent Joint Board on Defence has expanded to include representation from NORAD, PSEPC and the US Department of Homeland Security and Mexican officials. This expanded membership will provide a more comprehensive approach to North American security and defence issues.
Defence will continue to make meaningful contributions to the North American defence industrial base. It will also continue to participate in other continental security initiatives, including the Canada–US Security and Prosperity Partnership, where it will, among other activities, support continental maritime domain awareness initiatives.
DND will continue to lead Canada’s involvement in the Operational Experts Group of the American-led Proliferation Security Initiative. It will also remain engaged as a North American security partner through bilateral work with the US and Mexico.
More broadly, Canada will continue to participate at the Conference of Defence Ministers of the Americas; maintain its support for the Inter-American Defence Board and College; and continue with its bilateral maritime, land and air activities with other hemispheric partners.
Through the Security and Defence Forum, Defence will continue to develop and support a strong Canadian competence in contemporary security and defence issues; to foster informed public discussion and commentary; and to enhance communication between DND, the CF and the academic community.
Defence and Security Military Advice
DRDC, a DND agency, supports military operations by developing and assessing defence-related technologies and equipment that can contribute to Canada’s current and future defence capabilities. DRDC scientists analyze emerging defence trends, concepts and technologies for potential application in DND/CF tasks. Through its contracted research program, DRDC engages industry and academia in a variety of programs that enable DND to tap Canada’s entire defence and security science and technology (S&T) capability. DRDC also pursues key research and development (R&D) activities with Canadian industry and its allies. This assists the CF to be smart buyers and fosters Canadian industrial capabilities to potentially support acquisitions.
DRDC is a leader in Canada’s Innovation Strategy and facilitates co-operation among other government departments, agencies and councils. It leads or participates in horizontal S&T initiatives under the public security and anti-terrorism umbrella. The Chemical, Biological, Radiological and Nuclear Research and Technology Initiative (CRTI), led by DRDC, is one of the federal science community’s responses to these issues.
DRDC is developing an integrated “system of systems” to protect Defence personnel from chemical, biological, radiological and nuclear (CBRN) agents, while optimizing their ability to work in the face of such hazards in international and domestic operations. DRDC feeds the outputs of its R&D initiatives into a number of capital and non-capital projects to give Canada a CBRN defensive capability in areas of detection and identification, decontamination, warning and reporting, individual and collective protection, hazard management; and medical counter-measures. DRDC will continue to work with both military and civilian first responders, who are likely to be called upon to handle chemical, biological or radiological (CBR) threats, at the Counter-Terrorism Technology Centre (CTTC) in Suffield, Alberta. The CTTC also serves as a forensic reference centre, validates CBR equipment and materials, and provides advice and training to the first-responder community.
Defence remains committed to achieving Canada’s arms and proliferation control objectives in close cooperation with DFAIT. Defence will seek to advance Canada’s efforts to prevent, contain and roll back the proliferation of weapons of mass destruction by participating in the Proliferation Security Initiative (PSI) and by continuing its support for the Chemical Weapons Convention, the Biological and Toxin Weapons Convention, the Nuclear Non-Proliferation Treaty, as well as the G8 Global Partnership Program. Defence will play its part in UN Small Arms and Light Weapons regulatory activities, and will work to advance ratification of Protocol V (Explosive Remnants of War) to the Convention on Certain Conventional Weapons. As well, Defence will continue to provide advice and guidance to Canada’s Permanent Delegation to the Organization for Security and Co-operation in Europe during Canada’s chairmanship of the Forum for Security Co-operation in the fall of 2006.
The CF will continue to participate in arms control and verification operations in support of the Conventional Armed Forces in Europe Treaty, the Vienna Document 1999 on Confidence and Security Building Measures, the Dayton Peace Accords, the Treaty on Open Skies, Small Arms and Light Weapons programs, and other treaties, conventions, agreements and arrangements. CF activities will include on-site and area inspections, reconnaissance and evaluation missions, escort and assistance to foreign inspections, as well as a range of observation and monitoring functions. The CF will also contribute to interdepartmental initiatives in new areas of verification and conflict prevention to advance Canada’s efforts with respect to proliferation security. These are key avenues through which Canada will seek to reduce and control various categories of weapons, limit and lower the threshold of conflict, and increase trust and security among states.
Further information regarding arms control and proliferation security is available at: http://www.dfait-maeci.gc.ca/arms/menu-en.asp.
Defence contributes to this program sub-activity through its many outreach and public awareness campaigns, its participation on committees and in defence fora, and the contributions of its multidisciplinary and knowledgeable staff to the development of regulations and policies. The following are a few examples of Defence’s contribution to this outcome.
Support to Government of Canada Programs
The National Search and Rescue Secretariat (NSS) was established in 1986 to provide leadership to the National Search and Rescue Program through the Interdepartmental Committee on Search and Rescue (ICSAR). ICSAR includes representatives from the federal departments and agencies providing Search and Rescue (SAR) services, and central agencies. The NSS reports directly to the Lead Minister for Search and Rescue (LMSAR), the Minister of National Defence.
The NSS is accountable to LMSAR for the development, coordination, analysis and review of federal SAR program policies and plans, and for specific activities. In addition, the NSS provides leadership in enhancing coordination between provincial, territorial and federal SAR programs, and advises LMSAR on program issues.
The National SAR Program management framework is designed to meet key Government of Canada objectives in the areas of integrated performance information, collective risk management and appropriate control mechanisms. The framework is documented in the Strategic Directions Paper, the Program Plan and the Annual Report.
The six key National Search and Rescue Program challenges identified are: Changing government priorities; Horizontal program management; Interoperability; Sustainability of volunteer SAR organizations; SAR events that go wrong; and, Physical environment.
National SAR Secretariat Activities
To support the National SAR Program priorities, the NSS has the following priority activities for fiscal year 2006–2007:
National SAR Program Plan Priorities
The 2006 National SAR Program Plan identifies a number of priorities for the National SAR Program. The following have been identified as the top priorities that will influence the SAR plans and activities of the partners in the National SAR Program:
National SAR Program Partner Activities
The 2006 National SAR Program Plan identifies a number of new or ongoing initiatives to be carried out by SAR organizations during the coming year (lead organization indicated) that will have significant long-term impacts on the delivery of SAR services in Canada:
|EMPLOYMENT EQUITY GROUP R||EPRESENTATION AS OF NOVEMBER 1, 2004 R||EPRESENTATION GOAL FOR 2007–2008*|
|Persons with disabilities||1,172||816|
Source: ADM (HR-Civ) Employment Equity Database, 1 November 2004
Note: * Labour Market Availability (LMA) figures derived from the 2001 Canada Census
Contribute to the Canadian Economy and Innovations
Contribute to Canadian Identity
Defence proudly supports numerous projects that highlight the history and military heritage of the CF— a history that attests to the proficiency of the CF.
Contribute to Youth and Education
Defence will provide financial contributions and personnel assignments to multilateral organizations (principally NATO and the UN) and contribute to multilateral development of good governance in regions and countries at risk. The CF will establish military activities with friendly nations, including exchanges, training and joint exercises.
Meeting Commitments to International Organizations/Exchange
Advisory and Training Support to Other Nations
This section is not part of the three program activities and is often referred to as corporate “overhead.” It comprises the activities carried out by directorates that provide corporate governance and strategic management activities. The intent is to phase out this category as the PAA structure matures.
The General Safety Program is one of several active safety programs within DND and the CF. These programs and their associated offices of primary interest are enumerated in Defence Administrative Order and Directive 2007-0, Safety.
DND will employ a revised, strengthened safety governance structure to enhance synergy among its safety programs, thereby reducing duplication and inefficiencies.
Fiscal year 2006–2007 will see continued and improved compliance with the Canadian Labour Code, Part II, in a number of areas, including hazard analysis and risk management.
The Minister is responsible for establishing and monitoring an effective, credible and efficient self-regulatory regime for the control and safe use of ionizing radiation sources in DND and the CF. The Risk-Based Control (RBC) Regime will ensure that DND/CF activities are undertaken and managed with due consideration for risk versus adequate control, safety measures and effort. For additional information, see the annual reports on nuclear safety.
Defence supports intelligent, forward-looking, effective and efficient management practices consistent with Government of Canada standards. It is currently tracking performance in this area using the following five indicators.
a. Governance and Strategic Direction
Using the DND/CF Performance Management Framework, which includes the Management, Resources and Results Structure (MRRS), the Program Activity Architecture (PAA) and the Balanced Scorecard, ensures that there is an end-to-end governance structure that links the DND/CF mission, strategic direction, decision-making, plans and priorities to the strategic results and outcomes. This Performance Management Framework is being cascaded throughout the organization and Defence is seeing early successes in a variety of Senior Management organizations, such as the following.
b. Risk Management
Integrated Risk Management (IRM) within Defence is progressing. The Vice Chief of the Defence Staff (VCDS) approved the DND/CF IRM Policy and Guidelines for release in October 2005. The Assistant Deputy Minister (Public Affairs) also released an Internal Communications Approach document addressing IRM implementation. A draft IRM Implementation Plan for Defence is also nearing completion.
In 2005, Defence conducted an environmental study of strategic risks, including Senior Management interviews. The document Strategic Risk Areas in National Defence outlined the results. Defence will further refine this document after reviewing the Senior Management strategic assessments completed in November 2005, using as references the IRM documents previously described. Defence is also integrating IRM into the Performance Management Framework (PMF), which will be the main portal for reporting risk information. Further efforts to integrate IRM into other strategic processes within Defence will continue throughout fiscal year 2006–2007. These efforts will include long-term work to develop and implement an effective IRM framework across all DND/CF Materiel Acquisition and Support (MA&S) activities.
IRM training is continuing across Defence. In addition, it is developing an online RiskSmart course, scheduled for implementation in the winter of 2006. Additional IRM orientation training will be offered at DND/CF management schools.
The next crucial milestone for IRM in Defence is the development of an Operational Risk Profile (ORP) by the end of fiscal year 2006–2007. Once completed, the ORP will help decision-makers consider risk factors from an organizational perspective.
Each year, Defence will continue to apply risk management techniques that reflect historical DND funding trends. Continued application of a prudent risk management strategy that incorporates reasonable levels of over-programming in combination with identified off-ramps is essential to its ultimate success in achieving the mandate.
c. Stewardship and Comptrollership
he empowering aspect of the modern comptrollership agenda for commanders is that it demands that comptrollers and financial support tools be results oriented with defined performance measurement metrics to aid in the decision making process through the integration of performance measurement and financial information systems. Modern comptrollership will provide managers with integrated financial and non-financial performance information, a sound approach to risk management, appropriate control systems and a shared set of values and ethics. Key to progressing modern comptrollership in Defence is having the right personnel in the right jobs with the right skills set.
In response to the Government Action Plan on strengthening public sector management, the directive on “Strengthening Accountability and Comptrollership in the Department of National Defence” provided clear guidance and direction to managers and leaders at all levels on management practices and controls, stewardship of resources, probity and fiduciary responsibilities. There are many initiatives that are underway to strengthen accountability and comptrollership. Some of these include:
Over the fiscal year 2006–2007 planning period, Defence expects to implement the remaining recommendations using strategies focused on the enhancement of training programs, organizational changes, resource re-alignment and enhanced policy direction.
A key objective for Defence is to enhance management excellence by implementing Strengthening Accountability and Comptrollership in National Defence and TBS’s Management Accountability Framework (MAF) and by focusing on strengthening accountability and controls in the areas of financial management and contracting.
The Assistant Deputy Minister (Materiel) is accountable for DND’s Materiel Acquisition and Support (MA&S) process. While many organizations across the country execute the process, the Materiel Group develops and promulgates MA&S policies and procedures, provides functional guidance and support, and provides the appropriate level of oversight to ensure process integrity. The Materiel Group will again issue functional planning guidance to all senior management organizations to ensure that DND executes its MA&S process in the most efficient and effective manner.
Furthermore, Defence is increasing its efforts to ensure compliance at all levels with the Financial Administration Act. It is upgrading financial accounting and reporting systems to improve visibility and control. It will also improve the effectiveness of information sharing by implementing the new information management strategy and governance, and enhance internal communications.
e. Results and Performance
Performance management is a key component of the overall business planning cycle. Defence will ensure that the DND/CF Performance Management Framework (PMF) provides relevant information on internal, service and program results; that the information is available for decision-making and public reporting; and that the information is balanced and factual. The PMF system has matured well in DND and senior managers routinely discuss issues raised through the PMF system, in structured Balanced Scorecard discussions. The semi-annual internal performance management report continues to be a cornerstone for communication within the senior leadership. Defence is cascading this structure and format down to other levels within DND and the CF. Senior Management organizations are reporting successes in using this framework, such as the following.
Effective performance measurement will provide information for planning and control in the organization, and will ensure that the direction, efforts and results of the organization are aligned.
f. Audits and Evaluations
Internal audit, which is provided within the DND/CF by the Chief Review Services (CRS) organization, is principally charged with providing sufficient and timely assurance and advisory services on key DND/CF management systems, projects, processes and practices. Assurance services are scoped to address risk management strategies, management control frameworks and information for decision-making, reporting and accountability.
Key internal audits expected to be completed in 2006–2007 include: Audit of Military Moves, Audit of Transportation Management, Audit of Inventory Management – Stocktaking, as well as several audits related to selected services contracts. In addition, CRS anticipates initiating additional audits related to the Financial Information Strategy, as well as the capital equipment program.
A key goal of CRS during 2006–2007 will be to move forward with the expansion of internal audit through the recruitment of additional internal auditors.
The evaluation function in DND and the CF will continue to focus on conducting evaluations of key operational programs. These evaluations will provide information on value for money, program rationale and effectiveness. In addition, evaluations are a key tool of accountability, providing information on program governance and results.
In 2006–2007, Defence will conduct evaluations to support transformation of the CF and focus on people, technology, ways of conducting operations and ways of thinking. Given that it is an iterative and continuous process, evaluation can play an important role in ensuring that it is achieving the desired results.
A list of Audit and Evaluation work planned for fiscal year 2006–2007 can be found in Section 3:
Completed reports can be found on the CRS website at the following link: http://www.forces.ca/crs/rpt/reports-eng.asp.
The Labour Relations Program develops labour relations policies, programs and tools to enhance positive labour-management relations; oversees and monitors the implementation of these policies and programs; and provides expert advice, guidance and interpretation concerning labour relations matters, such as collective agreements, discipline, consultation, DND policies and programs, grievances, harassment prevention and resolution, and human rights.
In addition, it manages and monitors civilian grievances, human rights complaints, and collective bargaining and strike management. Key activities for the planning period include the following:
a. Civilian Recourse Registry
DND will establish the Civilian Recourse Registry to manage, administer and monitor labour relations and classification grievances and staffing complaints in an integrated fashion. Key activities for the planning period include the following:
b. Concurrent Jurisdiction
The Office of the Judge Advocate General is working together with the Provost Marshal to develop policy guidance for military police investigators and prosecutors addressing issues of concurrent jurisdiction between CF and civilian investigative and prosecutorial authorities. This project is directly linked to the passage of Bill C-15A, which amends the National Defence Act to permit input of service offender information into the Canadian Police Information Centre database. The completion date for this project is October 2006.
c. Office of the Ombudsman for DND and the CF
The Ombudsman’s Office is a direct source of information, referral and education for the men and women of DND and the CF. Its role is to help individuals use existing channels of assistance or redress when they have complaints or concerns. In addition, the Ombudsman may investigate and report publicly on matters affecting the welfare of members and employees of DND and the CF, and other people falling within his jurisdiction. Complainants will also be given easier access to the Office’s services by improving web sites and conducting outreach to troops on bases and overseas.
The ultimate goal is to contribute to substantial and long-lasting improvements to the overall quality of life of military members and their families by:
National Defence Public Affairs will continue to provide strategic direction and guidance for DND/CF communications, including the DND/CF Strategic Communications Plan, communications planning for corporate documents and memorandum to Cabinet, internal and external communications of contingency planning for domestic crisis and natural disasters. Defence Public Affairs will work closely with other government departments and agencies in its day-to-day operations, to manage specific issues and crises to ensure the Canadian public receives comprehensive and timely information on CF operations at home and abroad.