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Section II: Analysis of Program Activities by Strategic Outcomes

Generate and Sustain Relevant, Responsive and Effective Combat-Capable Integrated Forces

Strategic Outcome: Canadian's confidence that DND and the CF have relevant and credible capacity to meet defence and security commitments.

Defence plans for fiscal year 2008-2009 include ensuring the efficient conduct of current and future operations and recruiting and training personnel in order to expand the Regular Force to 68,000 personnel by fiscal year 2011-2012. Some initiatives announced by the Government, such as the establishment of a deep water docking and refueling facility in Nanisivik, Nunavut and the Air Expeditionary Wing in Bagotville, Québec will continue to be implemented throughout the reporting period.

To support decision-making efforts regarding major capital projects, the Chief of Force Development will continue efforts to create a Strategic Capability Roadmap and support the Chief of Program with updating the Defence Plan and the Investment Plan. The Defence Plan assigns a variety of operational tasks to the Department's senior managers that will be revised over the coming year to assign measurable readiness criteria to appropriate tasks. This will enable the Department to confirm the CF's ability to meet its defence and security commitments.


Program Activity: Generate and Sustain Relevant, Responsive and Effective Combat-Capable Integrated Forces – Total spending Net of Revenues
Resources ($Thousands)

Forecast Spending
2007-2008

Planned Spending
2008-2009

Planned Spending
2009-2010

Planned Spending
2010-2011

Departmental Spending

14,614,397

15,047,593

15,489,007

15,506,067

Capital Spending
(included in departmental spending)

3,370,129

3,390,779

3,774,966

3,815,408


Source: Assistant Deputy Minister (Finance and Corporate Services) Group

Departmental and Capital Spending - Planned (Net of Revenue in $ thousands)


Departmental Financial Resources by PAA Sub-Activity Level

Planned
Spending
2008-2009

Planned
Spending
2009-2010

Planned
Spending
2010-2011

Generate and Sustain Relevant, Responsive and Effective Combat-Capable Integrated Forces

 

 

 

Sub Activity:

 

 

 

Generate and Sustain Forces Capable of Maritime Effects

3,752,845

3,909,397

3,971,992

Generate and Sustain Forces Capable of Land Effects

5,542,977

5,671,141

5,665,405

Generate and Sustain Forces Capable of Aerospace Effects

3,243,349

3,386,832

3,399,654

Generate and Sustain Joint, National, Unified, and Special Operations Forces

1,432,397

1,423,256

1,347,077

Allocation of Internal Services

1,076,025

1,098,381

1,121,938

Total Generate and Sustain Relevant, Responsive and Effective Combat-Capable Integrated Forces

15,047,593

15,489,007

15,506,067


Source: Assistant Deputy Minister (Finance and Corporate Services) Group
* Due to rounding, figures may not add up to totals shown.

Note:

  1. This is the Department's first attempt at reporting planned spending figures by the sub-activity level of the program activity architecture, therefore the numbers are subject to continued revision and refinement


Capital Financial Resources by PAA Sub-Activity Level (included in Departmental Spending)

Planned
Spending
2008-2009

Planned
Spending
2009-2010

Planned
Spending
2010-2011

Generate and Sustain Relevant, Responsive and Effective Combat-Capable Integrated Forces

 

 

 

Sub Activity:

 

 

 

Generate and Sustain Forces Capable of Maritime Effects

820,439

962,644

1,033,801

Generate and Sustain Forces Capable of Land Effects

599,817

709,166

721,065

Generate and Sustain Forces Capable of Aerospace Effects

1,513,669

1,638,141

1,662,623

Generate and Sustain Joint, National, Unified, and Special Operations Forces

355,445

346,380

265,158

Allocation of Internal Services

101,409

118,635

132,761

Total Generate and Sustain Relevant, Responsive and Effective Combat-Capable Integrated Forces

3,390,779

3,774,966

3,815,408


Source: Assistant Deputy Minister (Finance and Corporate Services) Group
* Due to rounding, figures may not add up to totals shown.

Note:

  1. This is the Department's first attempt at reporting planned spending figures by the sub-activity level of the program activity architecture, therefore the numbers are subject to continued revision and refinement.

CF Readiness Levels

Readiness is defined as a percentage of a full operational capability (FOC) that will be available for employment on a contingent operation in a specified time. The components of readiness are specified for each standing commitment - national or alliance. A Strategic Readiness Directive (SR Dir) will be released in the summer of 2008. The new SR Dir will collate all CF commitments and help to shape DND/CF expectations and requirements regarding CF readiness[2].  It will provide a common foundation that contributes to the prioritization and allocation of strategic resources within Defence.

Generate and Sustain Forces Capable of Maritime Effects

The Commander Maritime Command, also the Chief of Maritime Staff, is the principal source of expertise on the development, generation and employment of sea power. Maritime Command's most demanding effort is to generate and maintain combat-capable, multi-purpose maritime forces for employment by operational commanders at home and abroad.

The navy's challenge is to strike a balance between meeting current commitments and developing a navy that will be able to fulfill future commitments. The navy's strategic priorities are to:

  • Produce Forces that succeed in operations. Success in operations is fundamental to the credibility of the navy as a force generator and, in turn, readiness is central to operational success. The CF's ability to maintain naval forces at high readiness for extended periods provides unique options to the Government.
  • Transition the navy. The navy has made much progress over the past year in reinforcing the case for comprehensive investment in each component of the maritime capability. This force development momentum must be maintained. To this end, the CF will be continuing efforts towards replacing the surface fleet major combatants, and support the department in progressing the Joint Support Ship, the Halifax Class Modernization/FELEX and the Arctic Offshore Patrol Ship projects to effective project approval.
  • Build future Maritime capability. Building the future navy depends on how well Canadians understand the importance of maritime capability to their security and prosperity. The CF has a fundamental obligation to ensure that public discourse is informed by our professional advice and judgment. To this end, the CF must develop an overarching strategy that includes plans for strategic communications, recapitalization of the fleet, naval infrastructure renewal, and personnel.

On the international front, the Navy will contribute a ship to the Standing NATO Maritime Group 1 (SNMG1) during the standby phase of NATO Reaction Force (NRF) 11 (July 2008 - January 2009). As part of the global campaign against terrorism we will continue to support OP ALTAIR, by delivering theatre level effects[3] in support of Task Force Afghanistan (TFA).

In the current resource constrained environment, it is understood that there are insufficient resources to fully support all of the operational readiness requirements. However, Defence will focus considerable resources more specifically on operationally committed assets in order to generate deployable, combat capable maritime forces. In terms of resource allocations, Defence intends to maintain the current force structure and focus resources on the prioritized force generation of the following activities:

  • sustain one operational submarine for force generation and force employment taskings;
  • generate high readiness (HR) units to support force generation and force employment taskings;
  • generate full submarine operational capability;
  • continue Halifax Class Modernization baseline preparations; and
  • generate standard readiness (SR) units to support force generation and force employment taskings.

Generate and Sustain Forces Capable of Land Effects

Land Forces Command (LFC) is the CF's Centre of Excellence for land-based operations. As the primary force generator for domestic and expeditionary land based operations, LFC is responsible for providing validation training for other Environmental Commands (EC) and CF organizations deploying into a land-centric operation, ensuring that interoperability and efficiency are maximized in the current, increasingly joint environment.

Land Forces Command (LFC) operates within the larger context of the CF and the Department of National Defence and will continue to organize, equip, train, educate, generate, recover and sustain combat effective, multi-purpose land forces to meet Canada's defence objectives. These forces will be designed to excel within the context of full spectrum, joint and combined operations for both domestic and international operations.[4]

Experience in Afghanistan clearly illustrates that a decisive military force operating in a contemporary land-centric environment needs a wide range of CF capabilities beyond those inherent to LFC. Critical force enablers, generated by other CF organizations, are essential to LFC in supporting all priority lines of operations. While remaining focused on the CF Joint Task Force Afghanistan (JTF-AFG) mission, authorized to February 2009, LFC continually develops contingency plans that would support any government mandate beyond the current commitment.

LFC continues to plan and build for future operational requirements; however, the existing level of commitment in Afghanistan has consumed the resources of both our first and second lines of operation. A progressive reduction of the current level of CF overseas commitment would allow LFC to reallocate resources to a second line of operations. To sustain current and future force generation needs, the army will expand its Regular Force establishment to 21,903, which reflects real growth and component transfers related to transformation activities, while sustaining current Reserve Force numbers.

Force generation will aim to:

  • generate a task force of a battle group and complementary task force enablers on the first line of operations while concurrently force generating a brigade size HQ capability, able to work in a joint, interagency, multi-national public environment;[5]
  • generate a strategic reserve constituted around a combined arms sub-unit, dependant on resource availability; and [6]
  • generate a second line of operations, which under current force generation demands will require significant force expansion.

Operational realities require the army to transform in a balanced manner consistent with its long-term vision for the Army of Tomorrow and to transition towards two lines of operation based on combined-arms teams. The integrated and complementary structures of the Regular and Reserve forces permit the effort to be distributed as follows:

  • expeditionary operations conducted by Regular Force formations augmented by the Reserve Force; and
  • domestic operations conducted by Reserve Force formations augmented by the Regular Force.

The Regular Force will transition into cohesive Affiliated Battle Groups operationally focused on full spectrum operations.[7] The Reserve Force will augment the Regular Force and backfill personnel shortfalls within the army, balanced against the institutional and training requirements of the Army Reserve.

The Army Reserve is capped at Total Average Paid Strength of 17,300 and employs approximately 23 percent of its paid strength in full-time sustainment support to deployed operations, to the institutional army and to other CF organizations. The balance represents a fixed pool of personnel to spread across an ever-increasing variety of demands. The Army Reserve will significantly increase its force generation responsibilities, both in terms of depth (by providing reinforcement to both domestic and expeditionary operations) and of breadth (by providing unique capabilities not available in the Regular component, such as civil-military co-operation and psychological operations).

Training is vital to soldier development and to meet the challenges of training an accelerating flow of new soldiers, LFC will enhance its training systems and develop initiatives which will accomplish three primary objectives: expand the force, increase training capacity and reduce the requirement to augment the training institutions with field-force personnel.[8]

As the CF's Centre of Excellence for land operations, the LFC will continue to provide critical training, preparing all CF personnel for deployment to land operations through our individual training base (Combat Training Centre), our professional development system (Canadian Land Force Command and Staff College) and an integrated road to operations that takes deploying land Task Forces through simulated and field exercises culminating at the Canadian Manoeuvre Training Centre (CMTC).[9] CMTC, initially an internal army-focused training establishment, has evolved to become a critical CF enabler in preparing all CF personnel for operations in land-centric theatres and is now the premier instrumented field training venue for higher interoperability and training validation. CMTC will continue to provide training opportunities to other Environmental Commands and CF organizations ensuring maximum efficiency in the current, increasingly joint environment.

The sustainability of personnel and equipment are key issues. As army Regular and Reserve Forces experience greater operational demands and escalating attrition rates that are outstripping growth, there is an increasing need to expand the civilian component to effectively support the military component in its force generation activities. LFC will focus on a number of stressed trades, critical to the army, some of which can be offset by civilian expertise. With the need to create a more sustainable program base, achieving a viable mixture of manning levels and expertise between military and civilian personnel will require proactive planning and development of the personnel component. In addition, the equipment component will focus on a range of activities, such as new equipment capabilities, including the Medium Support Vehicle System, Tank Replacement Project, Mounted Soldier Survivability and the Weapons Effects Simulator.

The LFC construction plan aligns with departmental priorities and the Environment Program has made great strides in legal compliance and in respecting due diligence. Escalating infrastructure maintenance costs are challenging funding levels and significant progress must be made to stop the further deterioration of army realty assets. The definition of infrastructure encompasses the clearance of unexploded ordinance at legacy sites and is expanding to include sites declared surplus.

Generate and Sustain Forces Capable of Aerospace Effects

The new CF vision is very much enabled by aerospace power capabilities. Canada's air force is transforming and will continue to ensure that transformation activities result in more effective, relevant and responsive aerospace power capabilities for the CF.

Air force priorities include generating and maintaining the CF's capability to meet Canada's domestic commitment to North American Aerospace Defence Command (NORAD), national Search and Rescue (SAR), and other integrated CF operations at home and abroad.

The CF-18 Hornet supports a constant NORAD Alert posture and as part of the Air Expeditionary Unit (AEU), will be ready for deployment for worldwide taskings on notice. The ability to meet both of these commitments is interrelated. The CC-130 Hercules, the CC-150 Polaris and the new CC-177 GlobeMaster III fleets include the capability to provide air-to-air re-fuelling and have a dual-role in support of air defence.

The air force will continue to provide the capability to respond to aeronautical and maritime Search and Rescue (SAR) incidents in all parts of Canada and its internationally agreed SAR regions. Domestic SAR continues to be provided by the CH-149 Cormorant, the CC-115 Buffalo, the CC-130 Hercules and the CH-146 Griffon aircraft in Trenton (OP STARFISH).[10] The air force will generate forces to meet the CF SAR mandate while phasing in a new Fixed Wing SAR aircraft. Over the same period, the air force will provide the capability to render humanitarian assistance and conduct DART activities anywhere in the world; provide the capability to assist civil authorities in Aid of the Civil Power (ACP) operations; and aid in an air evacuation of Canadians from areas threatened by imminent conflict, in permissive and non-permissive environments.

In its strategic airlift role, the delivery of two CC-177 GlobeMaster III aircraft will enable the CF to deploy this new capability by flying missions in support of operations in Afghanistan. Delivery of the remaining two airframes is expected by April 2008. The CC-177 aircraft are expected to have full operational capability by summer of 2009.

Tactical airlift capability is provided by the CC-130 Hercules aircraft. The CC-130 fleet currently generates an Air Expeditionary Unit (AEU) committed to a Joint Task Force in Afghanistan. The tactical CC-130s, which are nearing the end of their operational life, will be replaced with the CC-130J aircraft. First aircraft delivery should be not later than 2010, with Initial Operating Capability (IOC) expected by fall 2011. Delivery of all aircraft should be achieved no later than 2012 with Full Operational Capability (FOC) projected for winter 2013.

Building on the experience gained through the operational employment of CU-161 Sperwer Tactical Unmanned Aerial Vehicles (UAVs) in Afghanistan, the CF will increase the use and expand the roles of that capability. The deployed CU-161 Sperwer capability will be maintained until February 2009. As part of the plan to advance CF airborne Intelligence, Surveillance and Reconnaissance and Control (ISR&C) capabilities, the CF plans the acquisition of proven, capable surveillance and strike capabilities. This will include the acquisition of UAVs under a DND UAV acquisition program, and the continued modernization and structural upgrades to the majority of the CP-140 Aurora aircraft fleet until such time as a future replacement capability is acquired.

The CP-140 Aurora long-range patrol aircraft and ship-borne CH-124 Sea King helicopters will continue to support maritime operations. The CH-124 Sea King will be replaced with the CH-148 Cyclone helicopter, with delivery dates to be determined. The Government has recently been informed by the prime contractor of a delay in the planned delivery date for the CH-148 Cyclone helicopter. Government representatives are currently conducting a detailed review of all aspects of the contractor's schedule to determine how to minimize the impact of these delays and to ensure that they will not affect the key performance and airworthiness requirements of the CF.

The CP-140 Aurora provides limited long-range northern sovereignty patrol capability as well as maritime air support to the navy and other government departments. The CP-140's traditional Anti-Submarine Warfare (ASW) focus will be reduced in order to develop the overall ISR&C capability within current resources.

A single Combined Forces Air Component Command (CFACC), located in Winnipeg, Manitoba, coordinates and tasks all air support to Canada COM and the subordinate Joint Task Forces (JTF), including Joint Task Force North (JTFN).

Air Command will continue to maintain the capability to provide forces able to operate as part of a multi-national coalition force, up to and including, mid-level joint and combined operations. These aerospace capabilities will be able to operate anywhere in the world and have the capacity to provide vanguard components of the Main Contingency Force for UN Operations. Moreover, the air force will continue to provide personnel to various NATO headquarters and continuously provide aircrews and other personnel to serve in the NATO Airborne Early Warning System, participate in NATO training and exercises, and provide the opportunity for allied air forces to conduct training in Canada.

As per the MND announcement on 20 July 2007, an Air Expeditionary Wing (2 Wing) will be established in Bagotville, Québec. 2 Wing will enable the rapid and decisive expeditionary capability in Canada, North America or abroad. An initial cadre will be in place in Bagotville in the summer of 2008 and an IOC will be in place by 2011.

To enable rapid capability development, Air Command created the CF Aerospace Warfare Centre. This unit will serve as the engine of air force transformation and will continue to work closely with other centres of excellence and deployable forces to develop aerospace power doctrine, explore new concepts, and make best use of lessons learned to improve the effective evolution of aerospace power. The air force is also leveraging new technologies to deal with asymmetric threats and will increasingly use space-based technology, such as satellites for beyond-line-of-sight communications.

Realizing that CF realty assets are deteriorating, Air Command will also direct activities to enhance and rebuild its infrastructure and facilities. The equivalent of 1.3 percent of the realty replacement cost on maintenance and repair activities undertaken in fiscal year 2006-2007 will be gradually increasing to 1.7 percent in fiscal year 2008-2009 and to 2 percent in fiscal year 2009-2010.

Joint, National, Unified and Special Operations Forces

The Canadian Forces Joint Headquarters (CF JHQ) is a rapidly deployable integrated, high readiness command and control team allocated to CEFCOM. It plans, reconnoiters and executes CF tasks by either utilizing its own resources or by employing Environmental Command generated and assigned forces.

CANSOFCOM

CANSOFCOM will continue to provide task tailored Special Operations Task Forces (SOTF) that generate a broad spectrum of agile SOF capabilities at high readiness to support CANADA COM, CEFCOM, NATO and other allies as directed by the Government of Canada. Their self-contained and comprehensive nature will ensure that they can respond immediately to threats at home and abroad. CANSOFCOM will be a strategic asset; conceived, built and honed for high risk tasks. In the Domestic security environment, it will complement the CF's role as the force of last resort by offering specific capabilities that no other agency can muster.

In the campaign against terrorism, it will be capable of applying subtle, discrete and surgically-precise kinetic and non-kinetic effects under the most hostile, difficult or politically sensitive conditions. CANSOFCOM-generated high-readiness task-tailored SOTFs will also be interoperable, and capable of operating in parallel with national and/or multinational domestic or mission-specific deployed task forces.

CANSOFCOM will continue to develop initiatives and programs, as well as an evolving force structure and capability with the capacity to provide the requisite direct effects in support of operations. Constant situational awareness will be maintained by a robust command structure and comprehensive command relationships with other commands, as well as the embedding of liaison officers with key CF counterparts and international allies.

CANOSCOM

The sustainment of current operations in Afghanistan continues to require significant effort. Although it is unlikely that a second major line of operation will emerge in the very near future, CANOSCOM must create the conditions that will enable the support and sustainment of a second theatre of operations.

The transformation of the Canadian Forces (CF) will continue in fiscal year 2008-2009. CANOSCOM will continue to support this effort, adhering to the CDS priorities to make the CF more relevant, responsive and effective. CANOSCOM's ongoing challenge is to provide even better support to CF operations, be they domestic, continental or expeditionary.

CANOSCOM will mount and deploy numerous technical assistance visits (TAVs), Supply Inspection Visits (SIVs), Rotation Supply Assistance Teams (RSATs) and Intermediate Staging Teams (ISTs) to ensure the effective movement into theatre and the efficient and effective support while in theatre of equipment and materiel. In addition, CANOSCOM stands ready to provide effective support to a wide range of domestic and international operational missions.

Long-Term Strategic Plan for Joint Collective Training

To maintain constant operational readiness of force elements, the CF will develop the necessary joint, collective training and force generation expertise and capacity to sustain the required forces in the most effective and efficient manner. Training will be monitored and standards measured in order to maintain high standards and to ensure appropriate accountability.

The Strategic Joint Staff will enhance the readiness of integrated capabilities through more centralized:

  • synchronization and integration of joint and interagency training;
  • design, development and conduct of exercises that involve strategic planning and crisis action planning; and
  • management of the Collective Training and Exercise Account (CTEA) to support joint and interagency collective training.

The following bodies support the development of the CF Integrated Training Plan (CF ITP):

  • the CF ITP Working Group to conduct the detailed development of the ITP; and
  • the CF Integrated Training Board to conduct a strategic review, editing and endorsement of the ITP and associated strategic guidance documents.

Military Personnel Management

Regular Force

To generate and sustain military personnel capability for operations, at home and abroad and to ensure the sustainability of a viable and effective defence force, the CF recruits people from the civilian population and gives them the training and development they need to become operationally functional. Military personnel management is the complex system that addresses all aspects of recruitment, career management, training and education, health services, compensation, fitness, personnel support and recognition. Given the inherent risks and unique challenges of military service, Military personnel management must provide types and levels of support to CF members and their families that are often unlike those provided by other employers. The increased incidence of casualties of both injured and fallen, at levels not seen since the Korean War, has reinforced our operational and moral imperatives not only to ensure that the appropriate support mechanisms exist, but that they provide members with the confidence that their loved ones are well taken care of in their absence.

Expanding the CF is a national priority and will continue to be both an exciting opportunity and constant challenge to military personnel management. Force expansion has had a significant impact throughout the entire system beginning with the challenges associated with attraction, recruitment, training and supporting an increased volume of CF members and their families. It is imperative in the coming year to identify the mid to longer-term impacts of this growth on the system and address the remaining post-expansion sustainment issues. The Department has instituted innovative approaches, expanded below, to integrate and synchronize ways of conducting business to ensure the success of force expansion goals and objectives.

A key component of the military management system is the conduct and coordination of military personnel research and related analysis of topics and issues affecting the current and future force, based on best practices, evidence-based research and proven analysis techniques. Leading challenges in this area include research and monitoring of attrition, retention, recruiting and critical occupations issues, human dimensions of operations and operational tempo. A strategy undertaken to address these challenges has been the launch of a research and development (R&D) partnership that will leverage military personnel research capabilities through improved access to science and technology-based resources as well as a network of partners in the form of allies, academia, and Canadian Industry.

Recruitment

Effective recruiting is the first step in the generation of defence capability. To recruit the best for the CF, we will connect with Canadians to attract recruits across all geographic and ethnic communities. This is not only the right thing to do; it is fundamental, both for the CF's continued resilience as a national institution and to ensure Canadians connect with the men and women of their armed services. Through a broad range of coordinated activities, the CF will attract and enroll high quality recruits, both full and part-time, through a single, common enrolment, who are representative of Canadian diversity in order to meet the Government-mandated goal of force expansion.[11] A variety of applied research initiatives will be explored in support of these objectives including:

  • New and emerging computer testing technologies that may well lead to significant enhancements in the CF's capacity to test complex mental abilities and serve to streamline the selection testing process; and
  • Focus on the complex system simulation environment to develop new and enhanced simulation methodologies capable of modeling more complex scenarios, enabling more integrated strategic projections of force production, force generation and force employment as they relate to personnel and other resources.

Recruitment is an essential enabler in the development and maintenance of human capability and does not occur without its challenges. CF recruitment, from a total force perspective, has met force expansion enrolment goals and objectives. There remain, however, critical shortages in specific occupations.[12] The total number of distressed occupations has increased from last year and this has occurred due to a combination of factors such as:

  • higher attrition (release) rate than the historical norm. Last year the attrition rate was 7.9% versus the historical rate, which hovered around 6.2 to 6.4%. To note, this rate includes all CF Regular Force releases, from the new enrollee to those who reach compulsory retirement age. In short, despite the success in recruiting over the past few years, higher attrition has hindered the CF growth;
  • growth from force expansion, in terms of established positions, in occupations that were already critically below Preferred Manning Level (PML), has compounded the problem and extended the time required to restore the distressed occupation to a healthy status such as Artilleryman Field, Combat Engineer, Crewman, Intelligence Operator, Signal Operator, Vehicle Technician;
  • stiff competition with the civilian sector in recruiting those with professional Health Services skills/qualifications, such as Medical Officers, Pharmacist and those with medical technical qualifications such as Medical Lab Technologist, Biomedical Electronics Technologist and Medical Radiation Technologists; and
  • difficulty in attracting candidates in most technical occupations particularly within the army and navy electronic engineering technician fields, such as Naval Electronic Technician, Naval Weapons Technician, Electro Optical Technician, or LCIS Tech.

Challenges in recruitment can be attributed to a number of external factors including record high levels of employment in Canada, continued increases in Canadians' level of education, a below-replacement birth rate, an aging workforce and labour force growth driven primarily by immigrants. In order to be effective, the CF will have to aggressively position our strengths in relation to our competitors by focusing on our ability as an employer to provide careers that offer an opportunity to make a difference; offer challenging, meaningful work in a diverse environment; and ensure ongoing personal and professional development for all members.

A key initiative in fiscal year 2008-2009 will be Focused Recruiting. This pertains to specific attraction and processing activities for individuals from the Canadian population who are currently under-represented in the CF. The CF is also focused on promoting and encouraging enrolment in occupations where particular recruiting difficulties are experienced. Within this context, CF recruiting has adopted a very aggressive Diversity Outreach Campaign to increase public awareness of the CF's education, training, employment and career opportunities among the Designated Groups - Women, Aboriginal Peoples and Visible Minorities - specifically identified in the Employment Equity Act. Some events in the Diversity Outreach Campaign will include:

  • presenting to university/college Women's Student Associations;
  • networking through professional organizations such as Women in Science and Engineering and Women in Aviation;
  • presenting to university/college Aboriginal Student Associations;
  • networking through National Association of Friendship Centres;
  • conducting visits to Aboriginal Communities;
  • participating in Pow Wows and other cultural events;
  • presenting to university/college Visible Minority Student Associations and Town Hall meetings; and,
  • networking through professional associations and visible minority community organizations.

In addition to our ongoing outreach programs, the CF will continue to support the RMC-sponsored Aboriginal Opportunity Leadership Year (ALOY), which will provide Aboriginal youth exposure to RMC.

In fiscal year 2008-2009, the following initiatives to support recruiting operations will be fully implemented:

  • Canadian Forces National Recruiting Contact Centre (central point for all customer contacts for consolidated responses to requests for information and application packages);
  • expanding the Recruiter for a Day program beyond the current Employment Equity (EE) paradigm to include recruiters within specific distressed occupations as well as more senior officers and senior non-commissioned members for activities with key influencers; and
  • final implementation of Mobile Recruiting Concept, designed to deploy from existing Recruiting Centres and Detachments across Canada for a variety of activities from focused attraction to processing at community centres, or special events such as enrolment ceremonies in the local area of the new recruits.

The foregoing recruiting activities ultimately seek to increase the number and diversity of recruits into occupations that are experiencing shortages. The CDS has directed that 70% of applicants be enrolled within 30 days.[13]  This standard accounts for difficulties applicants may encounter when they must consult third parties to provide information required by the recruiting process eg.. letter from family doctor or specialist where the response time is generally not within the 30 days. The timeframe begins when the applicant signs the Employment Application Form and ends the moment the applicant is offered a position as a member of the Regular Force.

Training and Education

An important aspect of the CF's ability to generate and sustain forces includes the training and retention of sailors, soldiers, airmen and airwomen. Training and education is a critical enabler for successful operations. To enable rapid response to urgent operational requirements, considerable capabilities and the resources of the CF Individual Training and Education System (CFITES) will continue to provide essential training and education support. This includes the following:

  • providing foreign language training to reduce the language barriers between deployed CF personnel and foreign civil/military authorities;
  • implementing improvements to leadership development following an examination of the requirements, expectations, and Canada's capacity, to act as both a partner and a coalition leader in current and future operations in order to provide future CF leaders with recommendations/considerations prior to assuming key leadership roles;
  • providing pre-deployment legal training and awareness;
  • providing operational training such as the Conduct After Capture course; and[14]
  • transforming the IT&E capabilities and processes to ensure timely response to lessons learned in operations.

Expanding the Regular and Reserve Forces to meet domestic and international commitments will continue to create challenges for the training system not only to provide a large amount of additional training with constrained resources but also to retain recruits that are representative of the fabric of Canadian society. To address some of these challenges and progress towards achieving expansion targets, Chief Military Personnel will conduct several activities. Key among those will be the stand-up of Royal Military College Saint Jean (RMC Saint Jean) as an independent military educational institution on the campus of the former Collège Militaire Royal (CMR) at Saint-Jean-sur-Richelieu. Its primary mission will be to deliver a two-year Collège d'enseignement général et professionnel (CÉGEP) program with a capacity of 200 candidates and four program pillars: Academic, Profession of Arms, Physical Fitness, and Bilingualism.

Health Services

Change in Frequency and Process of Periodic Health Assessments (PHA). Canadian Forces Health Services will introduce an evidence-based, enhanced PHA approach that will improve the common health-care management system for all members and make pre- and post-deployment screenings more efficient and effective. By increasing the frequency of periodic assessments so that all personnel have a recent assessment, and decreasing the complexity of pre- and post-deployment assessments, it is anticipated that better quality assessment and surveillance of force health issues will result.

Mental Health. The Rx2000 Mental Health initiative has a project deadline of 31 March 2009. The CF Health Services will work towards the achievement of end state staffing with the addition of 218 new mental health positions across the country. To date 101 of these positions have been staffed. For the provision of consistent mental health practices, a comprehensive set of web-based policies and procedures, based on the new mental health model, will be put in place. Completion of the new Mental Health clinic in Shilo, Manitoba, is scheduled for fiscal year 2008-2009;

Montfort Hospital Partnership.  The CF has entered into a contract with the Montfort hospital to relocate all components of the National Capital Region (NCR) clinic from its Smyth Road location into a long-term leased location at the Montfort hospital facility. The construction of the new building on the Montfort site is scheduled for completion in June 2008 and the complete relocation of equipment and services is anticipated for February 2009. [15]

Accreditation. In May 2008, the independent Canadian Council for Health Services will survey the CF Health Services Headquarters Quality Improvement Section and three CF health clinics, namely Comox, Esquimalt, and St. Jean for accreditation. Seven additional CF clinics will be working towards achievement of their accreditation in May 2009, namely Winnipeg, Shilo, Edmonton, Cold Lake, Kingston, Ottawa and Trenton.

Chaplain and Spiritual Support

In response to the needs of the CF and in cooperation with the faith communities in Canada, the Chaplain Branch is developing an approach to multi-faith ministry, which is unique within the world. Currently, Muslim, Jewish, and lay and ordained Christian chaplains, as well as advisors from other faith groups and the Aboriginal communities work collegially, often in uncharted waters, to support all CF members and their families. This is an important step for the Chaplain Branch and is a new capability for the CF to provide spiritual support, pastoral services and ethical advice to all members and their families, irrespective of religious beliefs.

Physical Fitness Strategy

The CF has a culture of health and fitness that is integral to military service and underpins human capability. The health issues affecting Canadians are attributed to low fitness levels, high rates of obesity, and growth in chronic illnesses such as diabetes and asthma and they present similar challenges for the CF. A less fit and healthy population is likely to result in a substantially changed pool of applicants from which the CF must draw and build. To ensure that the CF continues to maintain its high level of fitness and readiness, the CF is developing and implementing a comprehensive strategy that supports the promotion of a lasting healthy lifestyle.

The strategy also seeks to establish occupational fitness standards for the air force, army, navy and Special Forces to develop and sustain a CF that is physically, mentally and socially fit.

The following represent major milestones:

  • April 2008 - Release of Health and Physical Fitness Strategy, Internal Communications and policy, and Awareness Campaigns;
  • April 2009 - New Fitness Standards and Programs for the air force, army and navy; and
  • 2010 - Fitness Data Collection System in place.
Support

Retention is the end of a continuum that begins with the attraction and recruitment process followed by training and successful employment. The desired effect is to have the right amount of people, in the right job at the right time in their careers so that the CF is capable to meet its mission. A key to achieving this effect is to maintain a healthy balance between attrition (the number of people who exit the CF) and recruitment (the number of new people needed in the CF). Successful employment for CF members includes being adequately prepared to do their job and effectively supported by a healthy work and home environment. Military personnel management is responsible for the oversight of many of the programs and initiatives that effect successful employment of CF members and contribute to the success of the Defence Priorities. Ultimately, the cumulative effects of all support activities contribute to retention of highly skilled and trained CF members.

Attrition is an important element of force renewal. Some attrition is essential to ensuring the continuous flow of new recruits through to the most senior officers and non-commissioned members. What constitutes problematic attrition will vary across time and circumstances. Any amount of unexpected attrition in an understrength or very small occupation will be problematic. As well, training requirements from enrolment to being ready for operations can vary from 18 months to seven years. Unexpected attrition, in occupations having extended training and experience requirements, will have greater impact than would the same rate of attrition in an occupation having a shorter training period. The CF has established a number of indicators designed to ensure early identification of negative trends and to ensure appropriate intervention is taken in a timely manner. When attrition increases, high-level reviews are conducted to better identify whether or not it is a trend or an explainable 'blip'. If a trend develops, more detailed surveys for problem identification are undertaken and intervention strategies are developed where warranted.

Key activities for fiscal year 2008-2009 will include:

  • administering the CF Retention Survey to eleven (11) occupations, including infantry officer, infantryman, crewman, engineer, ammunition technician, intelligence, intelligence operator, communications research, pilot, air navigator, boatswain;
  • assembling multidisciplinary intervention teams designed to identify, develop and implement retention interventions; and
  • developing a culture of retention throughout the DND/CF. 

Care and Employment of the Injured, the Fallen and their Families. Care and Employment of the Injured, the Fallen and their Families is the highest priority within Chief Military Personnel. Canadians have witnessed, over the past year, the professionalism of the CF not only as a fighting force, but also in caring for its fallen and their families. A number of activities, including casualty and family support in all phases -pre-, during and post-deployment in order to alleviate deployment-related stress for service personnel and families, are being progressed in fiscal year 2008-2009. As risks continue to exist for our men and women serving in hostile regions of the world, it is crucial to ensure the mechanisms for repatriation, support for members and families and recovery function effectively.

Service Integration. Service integration remains the highest priority for the military personnel management system. An array of casualty and family support policies and programs intended to support commanding officers in meeting their obligation of care to members is extremely diverse and complex and involves close collaboration between military personnel management and Veterans Affairs Canada (VAC) at the base/wing/unit level. It is essential to ensure timely, effective and appropriate assistance to individual members and their families in negotiating the recovery, rehabilitation, and reintegration processes. The inaugural CF Care of the Injured and Fallen Lessons Learned Symposium - February 2008 - will be a forum to discuss results and plan related activities to enhance the current program and service framework which will be implemented in fiscal year 2008-2009.

Health Care to the Injured. The CF Health Services must provide excellent care for ill and injured CF members returning from deployment. The goal must be to maximize the injured member's recovery and rehabilitation in a collaborative and multi-disciplinary manner.

DND/VAC Program Harmonization. Programs within VAC, as well as services and treatments included in the CF Spectrum of Care, will be reviewed and harmonized as appropriate.

Case Management Phase III. Following a joint DND/VAC process mapping of casualty support case management, a standardization program for complex case management will be instituted to address seamless Case Management between DND and VAC. The goal will be to increase current capacity for a smooth transition from the CF.

Operational Stress Injuries (OSI) are defined as those that injure the mind or the spirit. Those wounds can also prove fatal. Therefore, one of the integral parts of the preparation, support, pre- and post-deployment of our members is Operational Stress Injury Social Support (OSISS). In fiscal year 2008-2009, a new initiative to manage and operate a national peer support network for members, veterans and families dealing with OSI will be enhanced. This initiative seeks to improve the chances of full rehabilitation and functioning for members with an OSI.

Military Families

There are 40 Canadian Military Family Resource Centres (MFRC) located across Canada, the United States and Europe that assist CF families to manage the stresses associated with the unique characteristics of the CF lifestyle.

As the vanguards of family support in CF communities, in fiscal year 2008-2009, the MFRCs will evolve their practice:

  • implementing the revised and improved policies and programs for CF families, to include Deployment Support, Child Care Research, and Support to Families of the Injured and Fallen;
  • spearheading the Military Families - Strength Behind the Uniform campaign, which will acknowledge the capacity and resilience of families of CF members, as well as make them aware of the vast array of publicly funded military family support services; and
  • expanding and delivering the CF National Youth Model Services where MFRCs and CF youth will work together to develop local programs that will support and connect, provide leadership development and healthy living choices to the children of CF members serving across Canada, the US and in Europe.

Reserve Force

The Reserve Force is composed of CF members who enrolled for service other than uninterrupted full-time military service. The Reserve Force has four sub-components: the Primary Reserve, the Supplementary Reserve, the Cadet Instructor Cadre, and the Canadian Rangers.

Primary Reserve

The Primary Reserve structure includes the Naval Reserve, the Army Reserve, the Air Reserve, the Health Services Reserve and the Legal Reserve. As of April 2008, the Communications Reserve will be integrated into the Army Reserve. In international operations, the role of the Primary Reserve is to augment, sustain and support deployed forces. With respect to domestic operations, the Primary Reserve will continue to conduct coastal operations, air operations, as well as providing the personnel for Territorial Battalions. Some 7,000 reservists are employed full-time in performing staff duties in headquarters, schools and units, continuing to provide a valuable service to the CF. In addition, there are approximately 1,500 reservists employed in support of international and domestic operations.

The growth of the Reserve Force is a government priority. All Primary Reserve establishments are under-strength, and all could conceivably grow in order to satisfy the Government's intentions to increase the overall numbers within the Reserves. Any level of growth must come with a concomitant increase in funding to enable the training and development of these new reservists. The Reserves will continue to connect with Canadians, as well as conduct training and education to progress in the profession of arms. In support of the growth of the Reserve Force investment in training aids such as materiel, information management (IM)/information technology (IT), equipment and facilities are required to ensure their capacity and capability to generate trained reservists. Better and more effective use must be made of e-learning resources that currently exist to allow CF members to complete training online via the Internet or the DND Intranet and to ensure the highest standard of delivery of information is achieved.

Plans for Enhanced and Ongoing Support to Regular Force Personnel Deployed on Domestic and International Operations

The Reserves are committed to providing continued support to deployed operations as well as demonstrating leadership and contribution when called upon for contingency operations at home. Reserve units are located in Canada's communities, and as residents of those communities exercise regularly with local first responders to ensure that when called up in the event of an emergency, they can provide an effective contribution that reduces the effect of the crisis and assists in the return to normal. Fiscal year 2008-2009 will see continued emphasis on exercises at the local level in preparation for the Vancouver 2010 Olympics and Paralympics and renewed emphasis on recruiting to grow the Reserve Force. As Québec City celebrates its 400th anniversary in 2008, this event will see Reserves in support of many different activities.

Readiness Thresholds and Risks

The Reserve Force is now expected to meet the minimum Physical Fitness requirements of the CF. Physical fitness underpins an individual's ability to achieve readiness for operations. The primary risk to achieving readiness is a lack of investment in resources to equip and train reservists so that they can develop and maintain their combat competencies.

Education and Training

The Environmental Chiefs of Staff (ECS) are responsible to meet the training requirements of their Reserve Forces. The Canadian Defence Academy (CDA) provides education opportunities for reservists to ensure that reservists are as well educated as their Regular Force counterparts. Programs and courses are modularized to be accessible to part-time reservist.

Future of the CF Reserves

In a letter signed 12 June 2007, the CDS provided clear intent for the CF Reserves. The CDS's Planning Guidance for the Future of the CF Reserves provides the impetus for change within the Primary Reserve. Efforts are now underway to rationalize CF policy with respect to the Primary Reserve to enable transition from full-time service to part-time service and vice versa. These changes are required to more easily integrate Reserve personnel into operations and to ensure Canada's Reserve forces are relevant in the 21st century. Reservists are expected to participate in operations, and be physically and medically fit so that they can respond to crisis situations at home or deploy abroad. The CDS's Planning Guidance for the Future of the CF Reserves may be viewed at <http://www.vcds.forces.gc.ca/vcds-exec/pubs/Reserve-Issues/docs/CDSPlanningGuidance-FutureofCFReservesSIGNED2.pdf>.

The Government has indicated a desire to grow the force, both regular and reserve. In view of current resource realities, Defence has achieved a long-term sustainable amount of 26,000 Reservists. Any achievement of further growth will be contingent upon additional financial resources.

Primary Reserve

Naval Reserve

The Naval Reserve provides highly trained, combat-capable sailors for the ships' companies of the navy's Kingston class maritime coastal defence vessels and for coastal operations. The Naval Reserve will continue to recruit and train sailors and grow to established strength while being recognized as the premier Reserve organization and, building upon our heritage, the navy's link to communities across Canada. Their Mission is to generate sailors to support and sustain CF operations.

The total strength of the Naval Reserve stands at 3,870 personnel in all ranks. DND expects the Naval Reserve to reach its approved strength ceiling of 5,100 members by 2015. The Naval Reserves highest priority is to aggressively advance the total strength by expanding its numbers of recruiters at the Naval Reserve Divisions to achieve the 2015 goal.

The Naval Reserve will re-align the regional structure to be more responsive to Canada COM, provide an increased Naval Reserve presence in key national organizations, and ensure key programmes are properly maintained. The on-going transformation of Naval Reserve headquarters will allow greater responsiveness to the formations and to fulfill mandated requirements, such as the Comptrollership Action Plan and Integrated Risk Management.

Army Reserve

Canada's Army Reserve (Militia) is organized in 130 units in 110 cities and towns across the country. The roles of the Army Reserve are to provide the framework to mobilize, augment and sustain the Regular Force and serve as a link between the military and civilian communities.

The Army Reserve has successfully expanded to meet its Total Average Paid Strength target of 17,300 soldiers, and will be ready to conduct further expansion as directed. It will continue to provide augmentation to the Regular Force for domestic and international operations, and to backfill Regular Force personnel shortfalls within the army and the CF at all levels of responsibility. These demands will be balanced against the needs of the Army Reserve for its own leadership and management personnel.

Within the context of the army strategy, both the Regular and the Reserve components will go through significant change in the upcoming year, to streamline and improve force generation. This effort will significantly increase Army Reserve's force generation responsibilities, both in terms of depth - by providing reinforcement and of breadth - by providing unique capabilities not available in the Regular component (i.e., chemical, biological, radiological and nuclear response; civil-military co-operation, and psychological operations).

Communication Reserve

The Communication Reserve is mandated to generate forces and sustain combat-capable communication and information systems (CIS) elements and information operations support elements to augment deployed operations and strategic missions at home and abroad. The Communications Reserve is also providing CIS support to Army Reserve training activities. The Communication Reserve will continue to focus on centralized training locations, currently Canadian Forces Base (CFB) Kingston for occupational training and CFB Shilo for recruit and leadership training until fully integrated into the Army Individual Training System.

Air Reserve

The Air Reserve has been an integral part of defence planning throughout the history of the air force. The air force has integrated the highly trained men and women of the Air Reserve into total force (integrated full- and part-time military personnel) units with a single chain of command that supports all aspects of air force operations. Currently, the total strength of the Air Reserve stands at approximately 2,300 personnel in all ranks. The integrated air force structure means that air reservists are readily available for the day-to-day operation of the CF. Air Reserve members are now serving in many of the newly established command organizations, helping to ensure the effective integration of reservists into the new CF structure.

CF Health Services Reserve

Two core tasks assigned to the CF Health Services Reserve are to provide health services to the Army Reserves during field training exercises, and to sustain the CF Health Services Group domestic and expeditionary commitments. A prime driver of success is the Trained Effective Strength (TES) and therein the capacity of the Reserve Force to meet its obligations. A successful instructional cadre and sufficient notification of flexible course scheduling will significantly influence the TES.

To achieve these elements, an instructional cadre will be developed, a communication plan will be implemented, and work will continue to facilitate the modularization of courses for Regular Force members to improve accessibility for Reserve members. Two primary risks are associated with achieving these initiatives - factors such as personnel availability, course backlogs and other factors that are beyond the control of CF Health Services may delay progress, and existing personnel data on CF members, which is somewhat unreliable, and collection of accurate data difficult.

Legal Reserve

The planned strength of the JAG Primary Reserve List (PRL) is 90 percent of the JAG PRL Establishment or at 59 of 66 of positions staffed. The PRL legal officer strength is currently at 93.5 percent, or 58 of 62 positions filled. Reserve Force legal officers are employed on Class A service providing legal advice in all areas of military law. They are also employed on Class B (full-time, temporary) service to replace deployed Regular Force legal officers and to advance JAG Transformation. They have been and will continue to be deployed on international operational tours of duty on Class C service.

Supplementary Reserve

The Supplementary Reserve is composed of personnel with previous military service who could be recalled for military service in an emergency. Members of the Supplementary Reserve may serve on a voluntary basis, but are not required to perform any duty or training except when placed on Active Service. Defence will implement a new website to advertise employment opportunities for reservists. Wider visibility of CF requirements and employment opportunities will result in an increase of Supplementary Reserve personnel volunteering for service.

Cadet Instructor Cadre

The Cadet Instructor Cadre (CIC) is a sub-component of the Reserve Force, consisting of officers who have undertaken, by the terms of their enrolment, to perform such military duty and training as may be required of them. It consists of officers whose primary duty is the supervision, administration and training of cadets 12 to 18 years of age.

The CIC are committed to provide continued support to the Cadet Program, notably ensuring the cadets' safety and welfare while developing in them the characteristics of leadership, citizenship, physical fitness and stimulating an interest in the sea, land and air activities of the CF.

Canadian Rangers

The Canadian Rangers will continue to assert Canada's sovereignty by providing a military presence in sparsely settled, northern, coastal and isolated areas of Canada that cannot be covered by other elements of the CF. The size of the Rangers will increase to approximately 5,000 personnel over a five-year period. This will be achieved through growth within existing Canadian Ranger Patrols and with the establishment of new Patrols where sustainable. Canadian Ranger training and equipment will be refocused to align with their assigned role, mission and tasks which will result in a requirement for additional funding for pay and a modest capital investment to fund an equipment enhancement project over the same six-year period.

Canadian Forces Liaison Council

Canada has had a Reserve Force Employer Support Program since 1978, which starting in 1992, has been managed by the Canadian Forces Liaison Council (CFLC). The CFLC is a Ministerial Organization of senior civilian business and educational leaders nation-wide, who voluntarily promote the Reserve Force with the sole aim of getting Reservists the Time off to Serve without penalty. Legislation such as Bill C-40, An Act to amend the Canada Labour Code, the Canada Student Financial Assistance Act, the Canada Student Loans Act and the Public Service Employment Act, which is currently at the Senate, reflects the ongoing and evolving role of the CFLC to develop partnerships with employers and foster understanding of the value they gain from employing reservists. Further information on Bill C-40 can be obtained by accessing <http://www2.parl.gc.ca/HouseBills/BillsGovernment.aspx?
Language=E&Mode=1&Parl=39&Ses=2#C40
>.

The Council, which is supported by a military part-time Field Services and full-time Secretariat, conducts programs that target businesses and educational institutions to voluntarily develop their own military leave policies to allow reservists the available time to deploy on CF international and domestic operations, conduct military training, or participate in an exercise, while knowing that they would be able to return to their civilian jobs without penalty once they have completed their Reserve service. The CFLC's priorities for fiscal year 2008-2009 are to advance the following programs:

Reserve Unit Support / Inreach Program (RUSP)

With the increased numbers of reservists deploying on CF operations, the CFLC must continue to connect at all levels of the chain-of-command to provide reservists and their units with the resources to help them gain the support of local employers. The program's goals are to conduct CFLC presentations and Military Leave Representative training at all reserve units, and to meet with all Areas/Formations/Brigades.

ExecuTrek Program

The CFLC will continue to connect with employers and educational institutions by giving them a first-hand view of the quality of military training and benefits that reservists gain. This direct involvement in experiencing the reservists' training helps the employers understand the importance of the ongoing professional development the military offers, which in turn would result in employers granting time off for their reservists and/or have their companies draft military leave policies. The plan is to conduct up to 20 ExecuTreks comprising of a total of 500 guests/employers which would result in all guests signing a statement of support for the Reserve Force and voluntarily drafting military leave policies within their organization.

Reserve Assistance Program

The RAP program helps prevent conflicts between reservists and employers, and assists in resolution when necessary. The CFLC anticipates that the RAP program will provide direct assistance to the reservist when help is needed the most, to facilitate common ground between the reservist and the employer or educational institution. The best measurement of success is that all cases identified to CFLC are resolved quickly and to the satisfaction of both the reservist and the employer.

Outreach Program

Outreach is CFLC's way of telling large numbers of employers and the public about the value of military training for the civilian workplace. Direct mail, trade shows and conferences, magazine articles and speaking opportunities are the ways that CFLC will spread the word to gain employer support for the Reserve Force.

Awards and Recognition Program

Recognizing employers and educational institutions that have been supportive in granting time off for training and operations is essential in maintaining the Profitable Partnership. Reservists are highly encouraged to show their appreciation by formally thanking their employers and educators by nominating them for an Employer Support Award. The plan is for all provinces to conduct an Awards ceremony, with a goal of having at least 180 nominations.

Force Expansion

Force Expansion will continue to create challenges for the CF training system not only to provide a large amount of additional training with constrained resources but also to retain recruits that are representative of the fabric of Canadian society.

To address some of these challenges and achieve Force Expansion targets, we will:

  • reduce the number of recruits who are automatically released for failing to achieve the required standards of fitness and education. A programme will be introduced to coach as many of the recruits as possible to meet the standards. This will involve analyzing, planning and implementing a programme bringing recruits to a higher level of education or fitness (e.g., prior to the Basic Military Qualification (BMQ) course) to ensure success on BMQ and subsequent courses;
  • re-open Royal Military College Saint-Jean (RMC Saint-Jean) as an independent military educational institution on the campus of the former Collège Militaire Royal (CMR) at Saint-Jean-sur-Richelieu with a primary mission to deliver a two year Collège d'enseignement général et professionnel (CEGEP) program with a capacity of 200 candidates and four program pillars: academic, profession of arms, physical fitness, and bilingualism. The strategic objective is to enhance officer production as part of force expansion by offering a two-year CEGEP equivalency program that would facilitate recruitment of quality candidates from the secondary educational system of the Province of Québec and continue to provide a 'prep year' for RMC as necessary for officer candidates from the other diverse educational systems of Canada; and
  • implement a program to increase training capacity by Alternative Training Delivery strategies (ATD). The ATD initiative includes partnerships with community colleges, more effective use of instructional technologies and more robust and responsive On-Job-Training (OJT) programs.

Civilian Human Resources

The Assistant Deputy Minister (Human Resources-Civilian) (ADM (HR-Civ)) Group exists to effectively support the CF in conducting operations by developing and implementing plans, policies and programs to recruit, develop and retain civilians. ADM (HR-Civ) is a service delivery function, responsible to ensure a consistent, cohesive, coherent and integrated approach to civilian human resources management in DND and the CF.

ADM (HR-Civ) activities and plans continue to be developed in line with governmental objectives such as the Clerk of the Privy Council's Public Service Renewal initiative, and with CF/DND strategic plans and priorities. Emphasis will be placed, during fiscal year 2008-2009, on improving the provision of expert and timely advice to DND/CF senior leaders. ADM(HR-Civ) will continue to focus on building people capacity while continually searching for productivity improvements and the means to capitalize on emerging technology.

Integrating Business Planning with HR Planning

We will strive to more fully integrate human resources and business planning to develop a unified plan that captures high-level key objectives, performance measures and achievements.

In the strategic HR planning area, more substantive feedback will be provided to senior leaders at regular intervals in the planning cycle. A mid-year civilian Strategic Intake Plan (SIP) - a validation exercise that integrates HR planning and financial management processes - will also be conducted.

Recruitment

Recruitment efforts will continue to be challenged during the coming year in an environment of keen labour competition for talent. Approximately 30% of the civilian population is eligible to retire by 2012. In order to ensure that the Department can recruit and develop the next generation of its civilian workforce, we will need to develop sustainable recruitment/retention strategies and expand our apprenticeship program. The apprenticeship program activities will allow us to hire and train apprentices over the next 5 years with the intention of having them to address the pending retirement wave. In addition, plans to enhance the external recruitment website, and design pilot programs of pooled recruitment for specialized needs areas will be undertaken. Opportunities to improve recruitment will be maximized through the development of electronic tools and supporting processes.

Corporate succession planning framework

Efforts to establish a corporate succession planning framework, and the ongoing implementation of the departmental retention strategy and apprenticeship framework will continue.

Employee Development

Capability, recruitment and retention are inextricably linked to the imperative to train and foster employee development. In doing this, ADM(HR-Civ) has, and will continue, to synchronize learning with the needs of the CF and the Public Service while fostering leadership at all levels and supporting individual learning plans for all. DND currently boasts a completion rate of 90 percent for individual learning plans.

Enabling Infrastructure

HR service delivery is an essential support function to the CF, but one that is experiencing the strain of continual high demand. Civilian population growth, high turnover rates, and an aging population have created a demand for more and faster HR services. The existing service delivery model is no longer useful. We will examine alternatives to the current model to achieve a more efficient service. Some of these include enabling employee self-service and capitalizing on new Public Service Modernization Act (PSMA) flexibilities, such as collective staffing. Partnering with CMP with regards to recruitment, outreach, diversity, as well as awards and recognition activities will be explored. New tools and technology will also be explored to enhance service delivery such as an interactive website for resumes, web-enabled recruitment, and an electronic pay card.

ADM(HR-Civ) plans to undertake a number of new initiatives to improve its client service to managers and employees. One such initiative is to create a new service cell in the National Capital Region Service Centre that will focus on self-service improvements (i.e., more web-enabled delivery). A number of services will be made available to employees online using the new technology of HRMS v 8.9, leave self service and online pay.

Materiel Acquisition and Support

Defence spending has a significant impact on Canadian jobs and provides other economic benefits to Canada, throughout the country. Canadian aerospace and defence firms have built successful businesses in Canada, across the industrial spectrum, for domestic and global markets. In terms of its impact, total aerospace and defence employment, including maintenance, repair and overhaul, is estimated at 73,000 jobs. The defence industrial base includes aerospace, ammunition, shipbuilding, military vehicles and defence electronics industries. Typical defence industries expenditures in fiscal year 2006-2007 accounted for $3.54 billion.[16] In addition, expenditures of approximately $3.89 billion were spent on "not so typical" defence-related goods and services such as: construction, fuel, transportation, telecommunications and related services and utilities. [17]

The acquisition and support of materiel (the equipment or supplies necessary to equip, operate and maintain defence-related activities) is a considerable proportion of defence spending. DND is the Government's largest materiel manager and, as of 31 March 2007, the Department had a total asset value of $51 billion, with $27 billion related to materiel expenditures (i.e., ships, aircraft and vehicles).[18] In fiscal year 2007-2008, DND will spend approximately $2.4 billion on materiel and services to support the equipment in the Department's inventory.

In terms of fiscal year 2008-2009 priorities, DND will continue to focus on completing the major crown projects arising from the increase in approved capital spending. The Department is taking steps to strengthen the capacity to deliver projects. These include rebuilding DND project management workforce and other specialist staffs and enhancing centres of excellence for major acquisitions through professional development and further standardization of project management and project support tools. DND will also continue to focus on introducing rapid enhancements to soldier survivability, particularly in the area of protection against Improvised Explosive Devices (IEDs), and quickly fielding new equipment in response to approved operational requirements.

A primary enabler for all aspects of defence planning will be the development and implementation of concrete and justifiable defence planning methodologies to prioritize investment projects through the Defence Investment Strategy. A holistic and integrated investment strategy will improve materiel acquisition programming and prioritization and thereby enhance DND's ability to deliver projects.

Defence will also implement several initiatives to improve the overall acquisition system while continuing to adhere to Parliamentary and Treasury Board rules and processes. The acquisition system will be enhanced by:

  • developing high-level statements of requirements and minimizing customization and detailed specifications;
  • focusing on off-the-shelf technology - proven solutions which save time, cost and reduce complexity and risk;
  • ensuring appropriate accreditation and training for procurement officers; and
  • continuing to work closely with Public Works and Government Services Canada to ensure timely award of contracts and delivery of equipment and services to meet CF needs while ensuring best value for Canadians.

Defence will continue to respect approval and oversight processes and the basic tenets of fairness, openness, and transparency continue to be the cornerstone of our acquisition practice.

Planned Capital Acquisition

Defence's key focus in fiscal year 2008-2009 will be to continue investment in core capabilities to ensure that transformation and modernization of the CF progresses as planned. The DND Investment Plan Framework forms the basis of this plan. Following the development of a DND Campaign Plan and Strategic Capability Roadmap, the investment plan is expecting approval by the end of fiscal year 2008-2009.

The following major projects will be seeking expenditure authority for either definition or implementation during the next 12-24 months.

Joint Support Ship

This project will replace the aging Auxiliary Oiler Replenisher class with a vessel capable of supporting not only other ships, but also land and air forces operating from those ships. The Joint Support Ship Project, currently in the definition phase, has two industry teams developing proposals for preliminary ship design, a project implementation plan, and an in-service support plan. Intention is to deliver the first of these multi-role vessels in 2012. These plans will be evaluated, and the team that produces the better plan will be selected to execute the project. Formal effective project approval will be sought in 2008.

Halifax-Class Modernization

The backbone of Canada's navy, the Halifax-class frigates are approaching mid-life and, consequently, require updates not only to ensure their continued operational viability but also to ensure the bridge to the fleet of the future. This project, currently in its first phase of implementation, includes strategic, non-strategic and national procurement projects. The second phase, for which approval will be sought in 2008, will implement the Combat System Integration component of the project. This phase will see the selection of a prime contractor, who will procure, install, and integrate five major combat systems in each of the 12 ships. The first frigate will commence its modernization in 2009.

Arctic/Offshore Patrol Ships

The Arctic/Offshore Patrol Ship Project will procure six to eight ships capable of operating in the frequently ice-bound waters of Canada's North. Currently in the definition phase, this project is estimated to cost approximately $3.1 billion for the ships and associated infrastructure. Government approval for implementation will be sought in 2009.

Medium- to Heavy-Lift Helicopter Project

This project will deliver a medium- to heavy-lift land-based helicopter to fill the gap in CF tactical aviation mobility capabilities that opened during the 1990s when the CH 147 Chinook was retired. This project entered its definition phase in June 2006, and is expected to seek approval for implementation in 2008. The CH-147 Chinook, manufactured by Boeing, is the preferred airframe. Delivery of up to 16 helicopters is scheduled to begin in 2011. However, in response to the report of the Independent Panel on Canada's Future Role in Afghanistan (Manley Panel), the Department is actively working to select and deploy an interim medium-lift capability as soon as possible.

Fixed Wing Search and Rescue Project

With the objective of acquiring 15 aircraft to replace the six Buffalo and ten CC-130 Hercules transport aircraft currently used in search and rescue training and operations, this project will allow the Government of Canada to respond effectively to aeronautical and maritime incidents in the Canadian SAR area of responsibility. It is intended that this project proceed into its definition as soon as possible and may be ready for approval in 2008. Delivery of the new fixed-wing SAR aircraft to 19 Wing Comox, 17 Wing Winnipeg, 8 Wing Trenton and 14 Wing Greenwood will begin by fiscal year 2014-2015.

Uninhabited Aerial Vehicles

The JUSTAS Project will bring the CF a fleet of medium-altitude Uninhabited Aerial Vehicles (UAVs) capable of overland operations, in Canada and abroad, providing intelligence, reconnaissance, surveillance and target acquisition information. The principal objective is to procure an integrated and joint interoperable UAV system that includes the air vehicles, sensor suites, communications and infrastructure. The project is aiming to deliver an initial operational capability in 2011. Pending delivery of JUSTAS, Project NOCTUA will provide a leased improved interim UAV capability to support current operations, beginning in 2009 when the Sperwer system becomes no longer supportable. This will address one of the key issues raised by the Independent Panel on Canada's Future Role in Afghanistan (Manley Panel).

Utility Transport Aircraft

The objective of the Utility Transport Aircraft Project is to replace the four CC-138 Twin Otter transports currently in service with up to 12 robust, cost-effective aircraft that meet the requirements of utility airlift in Canada's remote and Arctic regions to increase CF capacity in the North. This capability will be delivered in the form of a new purchased aircraft between 2011 and 2013. The project will enter its definition phase in 2009.

Integrated Command and Control System

The Integrated Command and Control System (IC2S) Project will develop and implement a command and control information system for the entire CF that will permit effective conduct of all phases of operations in the global security environment of the future. To achieve this aim, the IC2S Project will achieve the following objectives:

  • integrate existing CF classified command and control capabilities into a seamless secure, reliable core command and control information system for the entire CF;
  • link the CF command and control information system with other information capabilities at the tactical level in the CF, at DND and other Canadian Government departments, in allied nations, and with public systems;
  • implement new capabilities that enable users of the CF command and control information system to conduct tasks in support of the four DND/CF core functions; and
  • implement new capabilities to increase the reliability, survivability and maintainability of the CF command and control information system.

The IC2S project will be seeking preliminary project approval in 2008.

Medium Support Vehicle System (Medium Trucks)

The Medium Support Vehicle System (MSVS) project will replace the in-service medium lift logistics trucks that will not be supportable due to parts shortages and ever increasing operations and maintenance costs by 2008. This project will provide medium lift trucks to the operational Field Force, Reserves, air force and Joint units with the capability of administratively transport combat troops and tactically transport cargo and equipment.

Up to 1,500 Standard Military Pattern vehicles, 300 trailers, 300 armour protection systems will be procured. Another 800 Military Commercial off-the-shelf vehicles and 1,000 Special Equipment Vehicle (SEV) kits that encompass, but are not limited to medical, dental, engine repair, communication equipment repair, optics repair, weapons repair etc. will also be procured. The project is currently in its definition phase and will be seeking approval for phased implementation commencing in 2008.

Family of Land Combat Systems

This programme will seek to extend life, replace and modernize the current fleet of land combat vehicles. The programme will consist of several distinct projects to address specific capabilities such as close-combat vehicles, light and medium armoured vehicles, artillery systems and ground based air defence systems. Programme identification is ongoing and approval for the definition phase of this programme will be sought in 2009.

Tank Replacement Project

The Tank Replacement Project will seek to replace Canada's aging Leopard C2 tank fleet with a modern, heavily protected, mobile, direct fire support capability. Up to 100 tanks and support vehicles will be procured. This project is in its first phase of implementation and deliveries have commenced. Approval for the next and final phase is planned for 2009.

Accrual Budgeting for Major Capital Projects

[Click on image to enlarge]

Accrual Budgeting for Major Capital Projects

Source: Assistant Deputy Minister (Finance and Corporate Services) Group
* Due to rounding, figures may not add up to totals shown.

Note:

  1. The investment table reflects the planned cash expenditures and accrual expenses for the projects that have received Cabinet and Treasury Board approval, with the exception of the Joint Support Ship, which has received Cabinet approval only. The table also includes additional reprofiling request to be sought prior to the end of fiscal year 2007-2008.

Conduct Operations

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.

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 ($Thousands)

Forecast Spending
2007-2008

Planned Spending
2008-2009

Planned Spending
2009-2010

Planned Spending
2010-2011

Departmental Spending

2,454,835

2,582,092

2,638,827

2,619,827

Capital Spending
(included in departmental spending)

196,508

313,998

311,557

314,500


Source: Assistant Deputy Minister  (Finance and Corporate Services) Group

Departmental and Capital Spending - Planned (Net of Revenue in $ thousands)


Departmental Financial Resources by PAA Sub-Activity Level

Planned
Spending
2008-2009

Planned
Spending
2009-2010

Planned
Spending
2010-20111

Conduct Operations

 

 

 

Sub Activity:

 

 

 

Perform Intelligence, Surveillance, and Reconnaissance Activities including through Networks and Collaboration

934,684

943,676

941,701

Employ Forces to Conduct Domestic and Continental Operations

478,457

488,885

482,836

Employ Forces to Conduct International Operations

1,050,960

1,085,917

1,072,281

Allocation of Internal Services

117,991

120,349

123,010

Total Conduct Operations

2,582,092

2,638,827

2,619,827


Source: Assistant Deputy Minister (Finance and Corporate Services) Group
* Due to rounding, figures may not add up to totals shown.

Note:

  1. The 2009-2010 and 2010-2011 planned spending figure for International Operations assumes that the Government will continue with international deployments at a level comparable to the current operational level.
  2. This is the Department's first attempt at reporting planned spending figures by the sub-activity level of the program activity architecture, therefore the numbers are subject to continued revision and refinement.

Capital Financial Resources by PAA Sub-Activity Level (included in Departmental Spending)

Planned
Spending
2008-2009

Planned
Spending
2009-2010

Planned
Spending
2010-20111

Conduct Operations

 

 

 

Sub Activity:

 

 

 

Perform Intelligence, Surveillance, and Reconnaissance Activities including through Networks and Collaboration

239,930

235,612

239,834

Employ Forces to Conduct Domestic and Continental Operations

9,729

9,729

8,574

Employ Forces to Conduct International Operations

53,219

53,216

51,536

Allocation of Internal Services

11,120

12,999

14,556

Total Conduct Operations

313,998

311,557

314,500


Source: Assistant Deputy Minister (Finance and Corporate Services) Group
* Due to rounding, figures may not add up to totals shown.

Note:

  1. The 2009-2010 and 2010-2011 planned spending figure for International Operations assumes that the Government will continue with international deployments at a level comparable to the current operational level.
  2. This is the Department's first attempt at reporting planned spending figures by the sub-activity level of the program activity architecture, therefore the numbers are subject to continued revision and refinement.

Constant Situational Awareness

The Defence Intelligence function is a critical enabler that supports CF operations, senior Defence and Government of Canada decisions-makers, as well as allies and key domestic and international partners. The Chief Defence Intelligence (CDI) is the DND/CF Authority responsible for the Defence intelligence function.

The CDI's all-source analytical capacity has been eroded in recent years and requires attention in the near-term to maintain support to current operations and strategic decision-making, and to contribute to international partnerships with key allies.

In fiscal year 2008-2009, CDI will complete a study on counter-intelligence, with a view to improving service with respect to national-level and operational requirements. CDI continues to develop a force-generation strategy for counter-intelligence and human intelligence capabilities, which are critical to commanders' situational awareness. In addition to maintaining its counter-intelligence, human intelligence, geospatial intelligence and various other programs, Defence Intelligence will continue to support and contribute to Canada's integrated signals intelligence program, which entails close partnership and program delivery by the Canadian Forces Information Operations Group and the Communications Security Establishment Canada (CSEC).

In fiscal year 2008-2009, CSEC will continue to evolve its strategic direction to support the Government of Canada's intelligence objectives. CSEC will focus on government priorities regarding security, defence and foreign affairs, including actionable intelligence on foreign terrorists and support for Canada's mission in Afghanistan. CSEC will also provide advice, guidance and services to help protect electronic information and information infrastructures of importance to the Government of Canada. Over the next three years, CSEC will take measures to further enhance performance of its mandate, including improving infrastructure, expanding technological and scientific capabilities, maturing governance, and transforming culture to better support its people.

The Joint Information and Intelligence Fusion Capability (JIIFC) Project will lead to a common operating picture[19] for commanders at all levels. A long-term infrastructure plan for the JIIFC Project is being developed.

The mission of the Marine Security Operations Centres (MSOC) is to generate maritime situational awareness by combining the knowledge and skill sets of the Government departments and agencies involved in marine security. Functioning coastal MSOCs comprised of DND, RCMP, DFO, TC and CBSA personnel are close to achieving Initial Operational Capability in DND facilities in Halifax and Esquimalt. Unresolved legal issues constrain the sharing of some information and intelligence among partners and have hindered the rapid implementation of the project. Efforts to resolve these issues are ongoing. Previous intentions to house the MSOCs in purpose-built facilities have been put on hold due to the rapid escalation of building costs. The effect of this accommodation arrangement on achieving Full Operational Capability (initially planned for 2010) is being re-assessed. Both the Halifax and Esquimalt MSOCs will likely remain housed within existing DND facilities for the foreseeable future.

Domestic and Continental Operations

As the operational headquarters responsible for CF operations in Canada and its approaches, as well as in the United States (except for operations conducted under NORAD) and Mexico, Canada COM will conduct routine and contingency operations within its area of responsibility to detect, deter, prevent, pre-empt and defeat threats and aggression aimed at Canada. These operations span the spectrum of military activity, from the simple provision of personnel and equipment, through complex consequence management operations, to the commitment of combat-capable forces to support the defence of Canada.

Canadian Operational Support Command (CANOSCOM) works in conjunction with Canada COM to develop and implement plans to support domestic and continental operations by deploying high-readiness support capabilities as required. CANOSCOM manages the Canadian supply and ammunition depots as well as the domestic movements system that, together, permit the CF to respond to domestic requirements. As the CF continues to focus on domestic response issues, CANOSCOM will expand the commercial aspects of the transportation system to meet CANADA COM's needs.

In cooperation with other government departments and agencies, Canada COM will contribute to asserting Canada's sovereignty and ensuring the security of Canadians. In this context it will continue to enhance cooperation and foster relationships with Public Safety, the RCMP, Canadian Coast Guard and other security partners. It will also continue to promote the exchange of timely and pertinent information and participate in a wide range of exercises and operations with other government departments and agencies such as OP NANOOK 2008, which will take place in the eastern Canadian Arctic.

In fiscal year 2008-2009, annual domestic and continental interdepartmental table-top exercises will contain a series of scenarios to test Canada's preparedness for the 2010 Vancouver Olympic and Paralympic Games. Canada Com will provide support to other government departments and agencies, in particular Public Safety Canada, in preparing for the Games.

Canada Com will also provide support to other government departments and agencies in the pursuit of broader activities to ensure Canada's national security. In this regard, the CF will continue to provide naval and air capabilities to OP CARIBBE, Canada's mission in support of Joint Interagency Task Force South (JIATF(S)). JIATF(S) is a multi-national mission to counter narcotic trafficking activities in the Caribbean, Gulf of Mexico, Eastern Pacific and Western Atlantic. The CF will seek to contribute between 60 and 90 ship days and 200 flying hours in support of JIATF(S) operations.

The CF will continue to provide a presence in the three northern territories through Canada COM's regional Commander responsible for the North. The Canadian Rangers, who are to be expanded and their equipment modernized, will continue to conduct regular sovereignty patrols in the region. In addition, the CF will continue to increase both the range and complexity of their joint exercises in the Arctic. The establishment of an Arctic Training Centre in Resolute Bay and a deep-water docking and refueling facility in Nanisivik, the construction of the new Arctic/Offshore patrol ships, and ongoing scientific research into remote surveillance and sensing equipment suitable for northern operations, will further increase the CF' presence and enhance their surveillance capabilities in the Arctic as well as their capacity to support other departments and agencies' activities in the region.

The CF, through Canada COM, will work with their US counterparts to develop and improve the concepts of operations, and command and control structures in North America that will include developing a Combined Defence Plan. To this end, Canada COM, in conjunction with the North American Aerospace Defense Command (NORAD) and the US Northern Command (NORTHCOM), will continue to conduct bilateral training and exercises.

The Commander Canada COM is responsible for domestic aeronautical and maritime search and rescue (SAR) operations. The air force provides the equipment and personnel for aeronautical incidents, and the Canadian Coast Guard provides marine resources and personnel for maritime incidents. Where and when required in each search and rescue region across Canada, maritime and/or aeronautical responses are accomplished by CF and Canadian Coast Guard personnel working closely in Joint Rescue Coordination Centres.

International Operations

Security in Canada ultimately begins with stability abroad and the CF have an important role to play in maintaining international peace and security.

The Commander of Canadian Expeditionary Forces Command (CEFCOM) is responsible for the conduct of all overseas operations, including assistance to humanitarian operations, as well as peace support and combat operations.

Through CEFCOM, the CF will support a range of international operations and, should the Government request it, will be prepared to engage in:

  • deploying forces globally, as directed by the Government, to participate in operations with NATO, the UN or other coalition partners;
  • supporting Canada's commitments to NATO and the UN by making maritime, land and air forces available to provide a rapid response capability for use in international emergencies and other security challenges;
  • delivering funds and materials from CIDA to civil-military co-operation projects in theatres of operation;
  • providing humanitarian assistance and conducting disaster relief activities in Canada and anywhere in the world which could include: helping civil authorities provide humanitarian relief, providing medical assistance, and re-establishing local infrastructure through the Disaster Assistance Response Team (DART), possibly as part of an international joint and combined force; and
  • evacuating Canadians from foreign countries threatened by imminent conflict, in conjunction with the military forces of other nations.

The deployable organizations under command of CEFCOM include:

  • Disaster Assistance Response Team who 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 CF capabilities. The DART Enhancement Project, expected to be completed in fiscal year 2007-2008, enhances 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; and
  • Canadian Forces Joint Headquarters (CFJHQ) which will continue to provide, within 48 hours of notice, reconnaissance and leadership for the DART, Non-Combatant Evacuation Operations (NEO) and leadership for, and subject-matter expertise in, Theatre Activation.

Lessons learned through the conduct of worldwide operations will be applied to make improvements to the effectiveness and efficiency of operations conducted by CEFCOM. In particular, there will be increased focus on:

  • an integrated and unified approach to operations with increased focus on providing value-added support to deployed forces;
  • enhanced warning and planning capabilities;
  • improved responsiveness to contingencies; and
  • expedited transition to operations through improved force preparation (with the Force Generators), and continuous transformation.

Beyond the sphere of the CF, CEFCOM will continue to reinforce the whole-of-government aspects of operations abroad, engage our international partners and help build Team Canada.

CEFCOM deployed operations are enabled by Canadian CANOSCOM, who will continue to conduct worldwide support operations, in support of CEFCOM missions. These operations will typically include the deployment of Interim Staging Teams, movement control detachments and other support teams. CANOSCOM will continue to coordinate the force generation of support and technical assistance teams for employment within CEFCOM operations as determined and approved by CEFCOM.

The evolution and development of operational support capabilities necessary to meet current and future support requirements remains a dynamic element of CANOSCOM's role. A key CANOSCOM role is to work with NATO nations and other partners to create better support through collaboration and sharing national capabilities when deployed. This ongoing effort has already resulted in improvements and as CANOSCOM continues to influence key allies, the CF will benefit from the resulting economies of scale for deployed support. An Operational Support Engineering Group was stood up in March 2007 and is pursuing improvements in the CF general support engineering capacity. Also, the newly formed Operational Support Military Police Group expects to stand-up the initial cadre of a Protective Services Unit in 2008 and CANOSCOM is actively engaged in a number of studies examining support concepts and technologies.

Contribute to Canadian Government, Society and the International Community

Strategic outcome: Good governance, Canadian identity and influence in a global community.


Program Activity: Contribute to Canadian Government, Society and the International Community – Total spending Net of Revenues
Resources ($ Thousands)

Forecast Spending
2007-2008

Planned Spending
2008-2009

Planned Spending
2009-2010

Planned Spending
2010-2011

Departmental Spending

931,378

1,222,855

1,283,865

1,297,129

Capital Spending

(included in departmental spending)

26,231

58,083

59,734

59,341


Source: Assistant Deputy Minister (Finance and Corporate Services) Group

Departmental and Capital Spending - Planned (Net of Revenue in $ thousands)


Departmental Financial Resources by PAA Sub-Activity Level

Planned
Spending
2008-2009

Planned
Spending
2009-2010

Planned
Spending
2010-2011

Contribute to Canadian Government, Society and International Community in Accordance with Canadian Interest and Values

 

 

 

Sub Activity:

 

 

 

Provide Advice to the Government of Canada

78,869

77,980

78,367

Contribute to Canadian Government and Society in accordance with Canadian Interests and Values

582,833

582,806

576,478

Contribute to the International Community in accordance with Canadian Interest and Values

472,660

532,535

549,975

Allocation of Internal Services

88,493

90,544

92,309

Total Contribute to Canadian Government, Society and International Community in Accordance with Canadian Interest and Values

1,222,855

1,283,865

1,297,129


Source: Assistant Deputy Minister (Finance and Corporate Services) Group
* Due to rounding, figures may not add up to totals shown.

Note:

  1. This is the Department's first attempt at reporting planned spending figures by the sub-activity level of the program activity architecture, therefore the numbers are subject to continued revision and refinement.

Capital Financial Resources by PAA Sub-Activity Level (included in Departmental Spending)

Planned
Spending
2008-2009

Planned
Spending
2009-2010

Planned
Spending
2010-2011

Contribute to Canadian Government, Society and International Community in Accordance with Canadian Interest and Values

 

 

 

Sub Activity:

 

 

 

Provide Advice to the Government of Canada

1,482

1,490

1,450

Contribute to Canadian Government and Society in accordance with Canadian Interests and Values

16,526

16,733

16,228

Contribute to the International Community in accordance with Canadian Interest and Values

31,736

31,731

30,740

Allocation of Internal Services

8,340

9,780

10,923

Total Contribute to Canadian Government, Society and International Community in Accordance with Canadian Interest and Values

58,083

59,734

59,341


Source: Assistant Deputy Minister (Finance and Corporate Services) Group
* Due to rounding, figures may not add up to totals shown.

Note:

  1. The 2010-2011 planned spending figure for International Operations assumes that the Government will send the Canadian Forces on operations elsewhere in the world at a level comparable to the current operational level.

Provide Advice to the Government of Canada

National Defence will continue to advise the Government of Canada on defence policy and military matters.

In support of the Minister of National Defence and the Government of Canada, DND, through the Deputy Minister, provides the analytical basis for defence policy options; develops advice on issues affecting Canada's international defence and security; and coordinates national policies with Cabinet, Parliament, other government departments and the public.

Through the Chief of the Defence Staff, the CF advises the Government of Canada on military requirements, capabilities and options, and on the likely consequences of either undertaking or failing to undertake various military activities. With four operational headquarters and the Strategic Joint Staff, the CF are better equipped for the new domestic and international security environment and to provide the Government with timely and more comprehensive military advice.

Through the Deputy Minister and the Chief of the Defence Staff, the Chief of Defence Intelligence (CDI) provides a wide range of integrated military and civilian defence intelligence analysis to support decision-making processes. CDI also maintains extensive domestic and international intelligence partnerships, which enable the DND/CF both to benefit from, and contribute to, Canadian and allied intelligence assessments.

Contribute to Canadian Government and Society in Accordance with Canadian Interests and Values

Research and Development (R&D)

The Defence Science and Technology Strategy that is guiding Defence Research and Development Canada (DRDC)'s response to CF transformation and to the changes in Canada's defence and security environment, is now well into its implementation phase. Its objective is to maximize the impact of Science and Technology (S&T) on Canada's defence and security priorities.

This will be accomplished by:

  • establishing a Defence S&T Enterprise, a horizontal and functional governance mechanism that connects S&T providers with Defence clients;
  • developing a full-service Defence S&T capability that serves all of the institution's core processes; and
  • developing strategic partnerships between Defence organizations, and between Defence as a whole and other institutions in government, industry and academia, in Canada and abroad.

The S&T Program, through which much of DRDC's mission is delivered, contains many varied projects, including the following examples:

Northern Watch

In response to the Government's commitment to assert Canadian sovereignty in the Arctic, scientists from DRDC are joining forces with leading military, industrial and academic experts and researchers to examine current arctic command, control, communications, computers, intelligence, surveillance and reconnaissance (C4ISR) issues. Northern Watch, representing the DRDC's contribution to this effort, is a four year project under the auspices of the Technology Demonstration Program (TDP), with a mandate to identify and characterize combinations of sensor and systems that could provide effective surveillance of Canada's Arctic waterways. The three pillars of work involve annual field trials of surface based sensors at navigation chokepoints; studies and simulations of space and surface based sensors for approaches to the Arctic; and knowledge-sharing through annual technical conferences. DRDC is soliciting industry and academic input to the project, and has budgeted $10 million to complete the work.

R&D for Soldier Survivability

The biggest threat to Canadians deployed on operations in Afghanistan is the improvised explosive device (IED) - a makeshift bomb. IEDs are terrorists' weapon of choice and have contributed to over 55 percent of recent CF fatalities. They are lethal, simple to make and very difficult to detect.

DRDC is currently in the second phase of a coordinated R&D effort to examine technologies that have the potential to counter this deadly threat. Some results of this work have already been fielded, ensuring improved personal protective equipment and armoured vehicle protection. Enhanced capabilities to detect the IED will be employed in 2008. Ideas from Canadian industry including geo-profiling systems used by police services to catch criminals are also being evaluated. Over the five years of the project, the Counter IED TDP will provide about $10 million in funding to projects that deal specifically with the improvised bomb problem, and allocate about $15 million more to other soldier survivability issues such as mine detection and neutralization, camp defence and vehicle armour.

Communicating CF History and Heritage to Canadians

The CF will foster a sense of pride through the preservation and dissemination of CF history and heritage that collectively cultivates an image of the CF in accordance with Canadian national values and interests. To achieve this, DND will continue to manage the Canadian Military History Gateway, a website with links to the sites of National Defence, Parks Canada, Library and Archives Canada, the National Film Board, the Canadian Broadcasting Corporation, Veterans' Affairs Canada, and the Canadian War Museum. The website and the partner network of sites promote Canadian military history and heritage throughout the world. In addition, the following activities will be progressed in fiscal year 2008-2009:

  • supporting CF Museums in Québec in time for the 2008, 400th Anniversary of the Founding of Québec;
  • publishing a first volume of a popular history of Canada's War in South-West Asia, 2001 to end of campaign;
  • documenting the history of International Security Assistance Force, Regional Command South; and
  • publishing a history of aboriginal contributions to the Canadian military in the first volume of Traditions and Customs of the CF: The Framework of CF Tradition and Heritage, and The Insignia and Lineages of CF: Infantry Regiments.

National Search and Rescue Secretariat

The National Search and Rescue Secretariat (NSS), established in 1986, provides leadership to the National Search and Rescue (SAR) Program through the Interdepartmental Committee on Search and Rescue (ICSAR). ICSAR includes representatives from central agencies and the federal departments and agencies that provide SAR services. The NSS reports directly to the Minister of National Defence, who is the lead Minister for SAR. The NSS is accountable to the Minister through ICSAR for the development, co-ordination, analysis and review of federal SAR program policies and plans, and for specific program activities. The NSS also provides leadership in enhancing co-ordination between provincial, territorial and federal SAR programs, and advises the Minister on program issues.

National SAR Program Strategic Directions and Priorities

ICSAR has adopted the following strategic directions and priorities for the National SAR Program:

  • improving SAR Program information management and data exploitation to guide planning decisions and develop prevention and awareness campaigns;
  • improving interoperability amongst SAR partners to facilitate an integrated, co-ordinated response on land, at sea and in the air in any SAR operation;
  • engaging in public education and awareness to minimize the number of SAR incidents;
  • enhancing the SAR volunteer community to increase SAR capacity and capability;
  • investing in, and leveraging technology and best practices to improve effectiveness and reduce risk to SAR responders; and
  • strengthening SAR partnerships with the public safety community to facilitate and enhance SAR prevention, co-ordination and response activities.
National SAR Secretariat Activities

To support National SAR Program priorities, the NSS will cooperate with SAR partners in the following activities during fiscal year 2008-2009:

  • clarifying the National SAR Program to improve national program needs and international obligations;
  • fostering closer links between ICSAR and the Ground Council of Canada, which includes provincial and territorial SAR authorities;
  • advancing the Northern SAR Strategy by partnering with the territorial governments and federal stakeholders to strengthen the northern SAR infrastructure and SAR related plans and procedures;
  • continuing implementation of an improved comptrollership framework for the Search and Rescue New Initiatives Fund, and promote use of the Fund;
  • renewing the NSS website to improve the availability and accessibility of search and rescue information;
  • coordinating national efforts to transition COSPAS-SARSAT to a system based on mid-earth orbit satellites;
  • implementing of a multi-pronged Beacon Awareness Strategy to focus on information and awareness building around Canada's beacon system and registry, in particular an understanding that the COSPAT-SARSAT satellites will stop listening to the 121.5 MHz beacon signals as of February 1, 2009;
  • transferring the Canadian Beacon Registry to the CF's Canadian Mission Control Centre (CMCC) in Trenton and develop communication and education material for beacon owners; and
  • exploring with ICSAR members the merit of initiating a technology foresight focusing on policy directions of future SAR technologies.

For the financial details of the National SAR Program and the National Search and Rescue Secretariat, refer to Table 6 in Section III. More information about the NSS is available online at the following address: <http://www.nss.gc.ca/>.

Ombudsman

The Ombudsman's office (OMB) acts as a direct source of information, referral and education for the men and women of the CF, employees of National Defence, military families and other constituents. The office helps individuals access existing channels of assistance or redress when they have a complaint or concern. The office also investigates complaints and serves as a neutral third party on matters related to the Department of National Defence and the CF and, when necessary, reports publicly on these issues.

The OMB will continue to contribute to substantial and long-lasting improvements to the overall quality of life of military members, civilian employees, Defence families, and other constituents.

Priorities of the OMB in fiscal year 2008-2009 will be:

  • strengthen overall program delivery, above all its level of service to DND/CF members and their families, consistent with the 2008-2009 priorities for Defence;
  • strengthen capacity and expertise to uphold longer-term delivery on its mandate for all members of Canada's Defence community; and
  • improve accountability and openness in its investigations and operations.

Work Environment

Defence is committed to a workplace that promotes equitable treatment and respect in a diverse environment. The successful recruitment and retention of a diverse workforce in the CF is of utmost importance. As such, Defence continues to improve efforts in the areas of diversity, employment equity (EE), official languages (OL) and alternative dispute resolution.

Chief Military Personnel Group (CMP) will continue to monitor the implementation of the CF Employment Equity (EE) Plan.[20] The CF EE Plan can be viewed at: <http://hr3.ottawa-hull.mil.ca/dmgiee/ee/docs/English/CF_EE_Plan_e.pdf>. The expected result is improved representation for visible minorities and Aboriginals by fostering inclusive cultural change initiatives and by facilitating career development of Designated Group Members.

In addition, CMP will conduct an extensive OL policy review to reflect the new strategic intent as outlined in the National Defence Official Languages Program Transformation Model.

CF and DND formal workplace conflict resolution mechanisms will be aligned with the informal Alternative Dispute Resolution (ADR) mechanism to make ADR the default option for dealing with workplace conflicts will strengthen the leadership competency and departmental capacity for dealing with workplace conflicts as the lowest level possible. ADR skills will be incorporated into training for those going on operational deployments.

The Assistant Deputy Minister (Human Resources-Civilian) Group (ADM(HR-Civ)) will continue to coordinate and manage the provision of statutory second language training within DND as a result of bilingual non-imperative staffing.

ADM(HR-Civ) will also conduct an Employment Systems Review (ESR) leading up to the next Corporate EE Action Plan. An exhaustive workforce analysis will follow to orient the ESR findings. The resulting recommendations will fuel the development of an updated EE plan that will contain measures to address the barriers to employment of designated group members at DND.

Recognition

A fundamental element in Canada's proud military tradition is to recognize loyalty, honour and actions above and beyond the call of duty. Public recognition ensures that Canadians understand and continue to appreciate the dedication of our men and women in uniform. From a CF perspective, recognizing CF members contributes to retention and instills continued pride in, and loyalty to, the organization.

Contribute to Youth – Cadets and Junior Rangers

Canadian Cadet Program

The Canadian Cadet Program is a federally sponsored national training program for youth between the ages of 12 and 18, conducted by Defence in partnership with the Navy Cadet League, the Army Cadet League and the Air Cadet League. The leagues recruit cadets, and organize accommodation and sponsors for each cadet unit. The CF provides personnel from the Regular Force, the Primary Reserve and more specifically, members of the CIC (Cadet Instructor Cadre). The CF also provides uniforms, some infrastructure and other support services such as airlift.

The Cadet Program will be:

  • developing in youth the attributes of good citizenship and leadership;
  • promoting physical fitness; and
  • stimulating the interest of youth in the sea, land and air activities of the CF.

Approximately 58,200 young Canadians will benefit from cadet training from September to June. This will include some 1.7 million training days. Approximately 23,300 cadets will be selected to attend national activities such as biathlon or marksmanship or one of the 24 Cadet Summer Training Centres located across the country either as trainees, or as Staff Cadets in leadership roles.

Junior Canadian Rangers

The Junior Canadian Rangers (JCR) Program is for approximately 3,300 youth between the ages of 12 to 18 years. 111 JCR Patrols are located in communities that have Canadian Rangers. The JCR Program provides structured youth activities promoting traditional cultures and lifestyles in remote and isolated communities of Canada.

The JCR Program is conducted in collaboration with local committees of adult community members who are, in many cases, supported directly by the band, hamlet or municipal council. The community provides a location for training, screens potential volunteers and instructors, and schedules training activities. The CF provides uniforms, training, financial and administrative support to the JCR Program, and CF Regular Force and Primary Reserve personnel assist in the delivery and evaluation of JCR training during regular visits and field training exercises. The CF also provides Canadian Rangers with opportunities to serve as program developers, leaders, facilitators, and supervisors.

In fiscal year 2008-2009, the JCR Program will include some 75,600 local training days for 3,600 Junior Canadian Rangers and 5,460 enhanced training days to its 780 leaders, facilitators, supervisors and program developers.

Contribute to the International Community in Accordance with Canadian Interests and Values

DND and the CF contribute to the international community in accordance with Canadian interests and values through military operations abroad, bilateral and multilateral activities, industrial defence cooperation, scientific and technological cooperation, and the provision of military training assistance.

Support to Regions and Countries at Risk

In a globalized and unpredictable security environment, the best way to prevent threats from reaching our borders is to address them at their source. In addition, working to bring peace, good governance, and development to less fortunate parts of the world reflects Canadian values.

The CF will continue to deploy in support of international operations abroad. For example, CF personnel will continue to serve on missions in Europe, the Middle East and Africa. In addition to the mission in Afghanistan, Defence will continue to support international efforts to implement peaceful solutions to the crises in Darfur and the Sudan, through the African Union/United Nations Hybrid operation in Darfur (UNAMID), with CF personnel and the continued loan of armoured vehicles to troop contributing countries, as well as the United Nations Mission in the Sudan (UNMIS).

Multilateral Organizations and Other International Activities

Defence contributes to several multilateral and bilateral organizations that are both aligned with our national values and serve as mechanisms through which we can advance and protect our interests on the international stage. NATO and North American Aerospace Defence Command (NORAD) are central pillars of Canadian foreign and defence policy and the CF will continue to take part in operations led by these organizations. In addition, National Defence will continue to contribute funding and personnel to support the command structures and common-funded programs of the Alliance and NORAD.

Over the next year, officials from Canada and the United States (US) officials will continue to explore ways to improve the defence and security of North America by further enhancing bilateral coordination, training, plans, and other initiatives between Canada Com and NORTHCOM, including the refinement of a comprehensive Combined Defence Plan. Officials will also work to further develop the concept of operation for NORAD's maritime warning mission.

In addition, Defence will work with other organizations, such as the European Union, the African Union, and the Organization of American States, to further global stability and promote Canada's values abroad. For example, Defence will support Canada's engagement in the Americas by hosting the 2008 Conference of Defence Ministers of the Americas.

Industrial Defence Cooperation

In fiscal year 2008-2009, Defence will seek to enhance cooperation with our allies, such as being involved in the development of the Joint Strike Fighter (JSF) program, a US-led collaborative effort to produce an affordable, next-generation, multi-role aircraft. In addition, Defence will continue to explore opportunities to cooperate with the US under the Security and Prosperity Partnership. DND will also continue to promote Canada's financial, industrial and policy interests through NATO working groups and programs.

Scientific and Technological Cooperation

The involvement of Defence Research and Development Canada in numerous international defence science and technology working groups and collaborative research fora facilitates the exchange of knowledge, and heightens Canada's profile on the world stage as a leader in scientific and technical innovation. These fora include the Technical Co-operation Program - an international research forum made up of Canada, the US, the United Kingdom, Australia and New Zealand - and the NATO Research and Technology Organization. In the fall of 2006, DRDC and Public Safety Canada jointly established the DRDC Centre for Security Science, which fosters interdepartmental collaboration on security-related technology and liaises with the US Department of Homeland Security.

Military Training Assistance Program (MTAP)

MTAP promotes Canadian interests and values abroad and contributes to international peace and security, by providing language courses, professional development (including command and staff courses), and peace support operations training to over 60 member countries. In fiscal year 2008-2009, MTAP will continue to work in cooperation with other allies to build and enhance peace support and capacity-building training initiatives in line with CF strategic objectives.

For additional information on the MTAP Program see Section III Table 9c: Detail Narrative on Transfer Payments Programs over $5 million or visit the TBS website at: <http://www.tbs-sct.gc.ca/rpp/2008-2009/info/info-eng.asp>.