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SECTION II: ANALYSIS OF PROGRAM ACTIVITIES BY STRATEGIC OUTCOMES


Strategic Outcomes   Program Activities
     
Resources are
Acquired to meet
Government
Defence
Expectations
arrow Defence Science and Technology
 
Recruiting of Personnel and Initial Training
 
Equipment Acquisition and Disposal
 
Real Property and Informatics Infrastructure Acquisition and Disposal
     
National Defence is
ready to meet
Government
Defence Expectations
arrow Maritime Readiness
 
Land Readiness
 
Aerospace Readiness
 
Joint and Common Readiness
     
Defence Operations
will improve Peace,
Stability and
Security wherever
deployed
arrow Situational Awareness
 
Canadian Peace, Stability and Security
 
Continental Peace, Stability and Security
 
International Peace, Stability and Security
     
Care and support
to the
Canadian Forces and
Contribution to
Canadian Society
arrow Defence Team Personnel Support
 
Canadian Identity
 
Environment Protection and Stewardship
 
Non-Security Support
     
Internal Services arrow Internal Services

Strategic Outcome:
Resources are Acquired to meet Government Defence Expectations

People, equipment, infrastructure, and information technology are the key resources necessary in order for Defence to deliver on its taskings. This strategic outcome outlines the Defence plans for the acquisition of resources.

Planning Highlights:

Radarsat 2
Following the construction of two ground
stations on Canada's east and west coasts
to receive data from Radarsat 2, the Polar
Epsilon project will provide Defence with
enhanced surveillance of Canada's maritime
approaches, Arctic lands and waterways, as
well as support to operations at home and
abroad. It is expected that the two ground
stations will be operational by late 2010.

Source: Canadian Forces Combat Camera

Over the next twenty-years, Defence will invest $45-50 billion in capital acquisitions to obtain or renew core CF combat capabilities and equipment platforms. In support of this, Defence will work with other government departments (OGD) to reform the procurement process in four critical areas: government-industry relations, procurement management, technology management, and policy enablers such as Advantage Canada. Finally, Defence will strive to streamline the construction project approval process with the goal of executing projects more quickly.

In the area of recruitment and training, Defence will focus its military recruitment efforts on individuals who display an aptitude for trades in under-strength occupations. On the civilian side, Defence is implementing innovative human resources tools and practices which will expedite staffing, retain the existing workforce and reduce the administrative burden in anticipation of the retirement of up to 50 percent of certain civilian personnel by 2013.

During fiscal year 2010-11, Defence will conduct several surface/sub-surface trials to test the effectiveness of its Northern Watch technology project. This initiative seeks the optimal combination of sensors to achieve greater situational awareness in the Arctic. Additionally, Defence intends to take the lessons learned from its security support operations during major domestic events to establish a robust, reusable national capability for providing such assistance in the future.

Benefits for Canadians:

Canadians will benefit from the Government's long-term investment in Defence as jobs will be created and become more secure. Canadians can also be assured that this economic activity will be sustained, as Defence will continue to invest in people, equipment and infrastructure, thereby ensuring industry can successfully contribute to Canada's current and future Defence needs. This will also provide demand for Canadian products, offering a much needed stimulus to the Canadian economy. The benefits will further accrue outside of the defence sector, as products and technology created by Canadian industry may be used in commercial applications. The long-term funding of Defence projects will further spur research and development, fostering critical innovation which will contribute to Canadian industrial competitiveness in national and international markets.

Program Activities:

Defence Science and Technology

This program provides the Government with critical scientific knowledge and innovation to address defence and security challenges and needs. It includes direction setting, program planning, program management, capability management, execution, and assessment. It comprises multi-year projects with activities in research, technology development, analysis and experimentation applied to inform, enable and respond to Canada's defence and security priorities up to a 20-year outlook.


Defence Science and Technology
Human Resources (FTEs) [4] and Planned Spending ($ thousands)
  2010-11 2011-12 2012-13
FTEs Planned Spending FTEs Planned Spending FTEs Planned Spending
Military 81   83   85  
Civilian 1,713   1,713   1,712  
Total 1,794 369,004 1,796 351,882 1,797 386,522
 
Program Activity Expected Results Performance Indicators Targets
Canadian defence and security operations are benefiting from Science and Technology (S&T) outputs. Number of S&T outputs used by defence and security operations vs. number planned. 100%
Canadian defence and security priorities are successfully addressed through exploitation of S&T outputs. Number of S&T outputs used by defence and security priorities vs. number planned. 100%
Canadian defence and security policy development and implementation, and resulting socio-economic impact are enabled by S&T outputs. Number of S&T outputs used by defence and security policy development, and socio-economic stakeholders vs. number planned. 100%
 

Sources: Vice-Chief of the Defence Staff Group / Assistant Deputy Minister (Finance and Corporate Services) Group

In collaboration with OGDs, Allied nations and Canadian industry, Defence will pursue some 300 Science and Technology (S&T) projects addressing departmental and governmental priorities. Areas of focus cover Canada's Northern Strategy, support to CF operations at home and abroad, including Afghanistan, G8 and G20, as well as the Canada First Defence Strategy (CFDS). S&T program initiatives in support of Arctic Sovereignty include projects such as Cornerstone and Northern Watch. Cornerstone will leverage autonomous underwater vehicle technology to execute a unique mission into uncharted waters—data collection to support Canada's submission to the United Nations Convention on the Law of the Sea. Northern Watch seeks to determine the best combination of sensors for comprehensive, cost-effective situational awareness in the Arctic.

Defence is continuing with S&T research in direct support of Canada's efforts in Afghanistan with a focus on soldier survivability. Work is ongoing to ensure the structural integrity of our armoured vehicles and the survivability of their occupants, to improve casualty treatment, to counter the improvised explosive device (IED) and to improve our soldier's personal protective equipment. Work is also progressing on advanced combat training systems and on the design of blast-resistant structures.

Recruiting of Personnel and Initial Training

This program will promote Defence as a preferred workplace with the general public and to recruit new hires for a broad range of trades and other general, professional scientific occupations. This will involve deepening the department's connections to the various educational and ethnic communities to attract the right numbers and mix of people who have the skills needed to contribute in meeting the Defence Mission. Engaging in effective leadership, strategic planning, and targeted outreach activities will ensure that sufficient personnel are recruited and trained with the needed skills in the appropriate occupations, now and into the future, to meet Defence requirements. This means selecting and enrolling military personnel, and conducting basic recruit and occupational training.


Recruiting of Personnel and Initial Training
Human Resources (FTEs)4 and Planned Spending ($ thousands)
  2010-11 2011-12 2012-13
FTEs Planned Spending FTEs Planned Spending FTEs Planned Spending
Military 14,462   13,560   12,662  
Civilian 457   457   457  
Total 14,919 604,909 14,017 588,101 13,119 589,014
 
Program Activity Expected Results Performance Indicators Targets
Optimize intake today to fill the force structure of tomorrow. % Achievement against FY Regular Force Expansion (FE) target. 100% of FY Regular Force FE target
% Achievement against FY Reserve Force Expansion (FE) target (average paid strength). 100% of FY Reserve Force FE target
% Deviation of Regular Force attrition forecast vs. actual attrition within a FY. 100% accuracy
Year-over-year % improvement in the number of Regular Force occupations that are coded red on the Occupation Status List. 10% reduction per year
 

Sources: Vice-Chief of the Defence Staff Group / Assistant Deputy Minister (Finance and Corporate Services) Group

Defence has a solid base upon which to build its personnel during fiscal year 2010-11. Defence will continue to expand its forces (Regular and Reserve) and consolidate its efforts to recruit quality individuals that reflect the face of Canada.

Military Personnel

Optimizing intake has been critical over the past several years to meet force expansion goals identified in the CFDS. The targeted growth of the Regular Force was planned at 68,000 by fiscal year 2011-12, and was followed by more modest growth to 70,000 by 2028. Operating at maximum capacity, the recruiting and initial training systems have realized success in meeting the overall strength targets. However, challenges continue to be faced in addressing the shortages in under-strength occupations, and synchronizing the initial training of new entrants to the CF in order to develop their basic skills with occupation-specific training. Having the right number of personnel with the appropriate mix of skills and qualifications allows the CF to accomplish the full range of Defence tasks. In view of this, increased efforts will be placed on recruiting into under-strength naval technical occupations; streamlining the process whereby Primary Reserve personnel transfer into the Regular Force; and modernizing the Individual Training and Education (IT&E) system to improve the efficiency of moving new CF members through the training pipeline, and to improve the synchronization of the recruiting and training systems to get qualified personnel into CF units as quickly as possible.

Civilian Personnel

The civilian workforce provides an essential contribution in shaping government policy direction, delivering on procurement, technology, infrastructure management and fulfilling many more responsibilities that are fundamental to the Defence mission. Like many other federal government departments, Defence feels the downside of Canada's postwar baby boom as thousands of workers in skilled trades/professions will be eligible to retire by 2013. This is most prevalent for civilian personnel employed as trade persons (i.e. electricians, plumbers and pipe fitters).

Defence's successful Apprentice and Operational Development Program provides needed capabilities and ensures a renewable workforce over time. Proactive outreach activities (e.g. high school career fairs; site visits to employment centres, secondary and post secondary institutions) will be further aligned with departmental investments to attract and hire new employees; in particular within the engineering, ship repair and ship officer occupations. In addition, special attention will be given to the recruitment of personnel in the Purchasing, Financial and Policy Intern Officer Recruitment Development Programs.

Research is underway to provide the necessary labour market information (i.e. the potential labour supply of existing under-strength occupations, the competition for these, and the feeder organizations and educational institutions that prepare potential individuals for entry-level positions). This research will be used to align recruitment strategies and development plans and ensure Defence is sufficiently prepared to fill employment shortages now and into the future. Timely staffing and initial training are also essential to address the ongoing need for qualified personnel. Innovative human resources tools and practices will be introduced to expedite staffing processes and reduce the administrative burden.

Equipment Acquisition and Disposal

This program acquires equipment required for CF operations, including the acquisition of new and replacement capabilities or capital improvements to in-service equipment and disposal of them at the end of their service life.


Equipment Acquisition and Disposal
Human Resources (FTEs)4 and Planned Spending ($ thousands)
  2010-11 2011-12 2012-13
FTEs Planned Spending FTEs Planned Spending FTEs Planned Spending
Military 479   493   505  
Civilian 918   920   919  
Total 1,397 3,556,832 1,413 3,222,653 1,424 3,908,315
 
Program Activity Expected Results Performance Indicators Targets
The acquisition of equipment and materiel in accordance with the Canada First Defence Strategy and IP will provide a solid foundation for the continued modernization and strengthening of the CF. % of projects on schedule (CFDS). 90% on schedule
% of projects on schedule (non-CFDS). 90% on schedule
% of overall planned dollars that are expended (CFDS). >90% expended
% of overall planned dollars that are expended (non-CFDS). >90% expended
 

Sources: Vice-Chief of the Defence Staff Group / Assistant Deputy Minister (Finance and Corporate Services) Group

To achieve government policy objectives, the CF requires a broad range of capabilities. The CF core combat capabilities requirement represents $45-50 billion in capital acquisitions over a twenty-year period, which is being directed to the projects listed below and represents an unprecedented investment in Canada's industry, knowledge and technology sectors.

In accordance with the CFDS, the planned acquisitions highlighted below will provide a solid foundation for the renewal of the CF's core equipment platforms. The CF will thus be enabled to conduct operations more effectively and safely, both at home and abroad. Major project acquisitions planned and underway include:


. Light Armoured Vehicle III Upgrade . Arctic/Offshore Patrol Ship
. Tactical Armoured Patrol Vehicle . Joint Support Ship
. Airlift Capability Project – Tactical . Medium Support Vehicle System Project
. Medium-to Heavy-Lift Helicopter . Force Mobility Enhancement
. Maritime Helicopter Project  

For detailed information on these and other Defence Major Crown Projects, please refer to Section III: Supplementary Information - Table 5: Status Report on Major Crown Projects.

Guided by objectives set forth in the CFDS and the IP, Defence is working with Industry Canada, Treasury Board Secretariat (TBS) and Public Works and Government Services Canada (PWGSC) to use a whole-of-government approach in satisfying planned acquisitions. Four areas for procurement reform are being targeted, namely:

  • strengthening government-industry relationships such as sharing in situational awareness, facilitating early industry involvement and engaging industry in support of defence options analysis;
  • enhancing procurement management including professional competency development and integrated risk management;
  • enhancing technology management by involving Defence/Industry Canada/Industry Research and Development co-ordination and co-investment as well as managing intellectual property for shared government and industry benefits; and
  • enhancing policies which serve to stimulate the Canadian economy, supporting and encouraging exports and implementing requirements for high value-added, long-term industrial regional benefits.

The commitment to long-term funding of Defence projects outlined in the CFDS will not only allow the defence industry to meet Defence demand, but also support investment in research and development and foster innovation.

Real Property and Informatics Infrastructure Acquisition and Disposal

This program manages an extensive portfolio of land, works, and buildings required to support the delivery of Defence operations. It aims to ensure that the right real property is acquired and disposed of, and is available where and when needed, while providing value for money, advancing objectives for the greening of government land and buildings, and adhering to best practices for asset life-cycle management.


Real Property and Informatics Infrastructure Acquisition and Disposal
Human Resources (FTEs)4 and Planned Spending ($ thousands)
  2010-11 2011-12 2012-13
FTEs Planned Spending FTEs Planned Spending FTEs Planned Spending
Military 82   84   86  
Civilian 62   63   63  
Total 144 948,962 147 793,445 149 635,064
 
Program Activity Expected Results Performance Indicators Targets
Defence has a rationalized, relevant, and responsive Real Property portfolio. Annual reinvestment as a percentage of Realty Replacement Costs. 2.5%
Percentage of surplus property disposed within 3-year timeframe. 80%
Capital construction projects are managed in a timely and effective manner. Percentage of total planned projects reaching completion during the year. 20%
Percentage of planned annual funding spent per year. 95%
 

Sources: Vice-Chief of the Defence Staff Group / Assistant Deputy Minister (Finance and Corporate Services) Group

With respect to the table above, it is important to emphasize that the CFDS calls for an overall improvement in the condition of Defence infrastructure. In financial terms, Defence is to move from spending an average of 2.5 percent realty replacement cost annually from 2000 to 2006, to an average level of just under 4 percent annually (exclusive of personnel cost) over the next 20 years, recognizing that this infrastructure is an essential pillar of CFDS, and that approximately 50 percent of the Defence realty asset inventory (35,000 buildings and works assets) is over 50 years old. Sufficient resources are also being set aside for future acquisition to build or upgrade infrastructure associated with the introduction of new capabilities. Overall, the CFDS aims to replace 25 percent of existing infrastructure over 10 years and 50 percent over 20 years. This will also result in divestment of infrastructure that becomes unnecessary or that cannot be economically recapitalized. Defence will also further improve the management of its heritage sites and continue to promote and exercise environmental stewardship in the conduct of its activities.

The infrastructure component of the IP is updated annually based on Defence priorities itemizing capital construction projects with an estimated value of $1 million and greater. Types of capital construction projects include new capability construction, recapitalization and betterment of existing assets, acquisitions, transfers, and capital leases.

Besides being essential to the functioning of a modern military, these infrastructure projects represent positive news for Canadian communities whose economies are benefiting from business opportunities. Investment is aligned with the CFDS objective to provide a stable funding base of 3.9 percent of the realty replacement cost, exclusive of personnel costs, to cover maintenance and repairs and recapitalization requirements.

Among several actions to streamline the project approval process and improve funding flexibility and accountability for the management of real property investments is a fiscal year 2010-11 initiative to further delegate expenditure authority for construction projects so that the responsible managers can execute projects more quickly.

Strategic Outcome:
National Defence is Ready to meet Government Defence Expectations

This outcome tells the story of how resources are utilized to bring the CF to an appropriate state of readiness, enabling Defence to defend Canada and its interests both domestically and internationally.

Planning Highlights:

Canadian Rangers Norbert Oyukuluk (left) and Richard Kaviuk (right), arrive at Frobisher Bay.
Canadian Rangers Norbert
Oyukuluk (left) and Richard
Kaviuk (right), arrive at Frobisher
Bay to begin the march to their
patrol base as part of Operation
NANOOK, an annual sovereignty
operation taking place in
Canada's Arctic.

Source: Canadian Forces Combat

To successfully undertake the CFDS-mandated six core missions, Defence is developing a multi-year, strategic level CF readiness guidance. Should the National Shipbuilding Strategy be adopted by government, Defence will also proceed with implementing the delivery of critical CFDS maritime components. The CF will continue to leverage technology to improve the effectiveness of training its forces by providing realistic, engaging synthetic environments. Through the careful and innovative adaptation of commercial gaming technology and exploitation of improving network capabilities, training capability will be greatly enhanced.

In fiscal year 2010-11, the Defence focus in Afghanistan will shift to planning theatre deactivation activities in support of the mission termination in summer 2011. Defence is developing a divestment plan that will ensure the prudent management of resources currently in-theatre, through a combination of selling, gifting, and/or returning equipment to Canada. Closer to home, Defence will continue to provide joint operational support to domestic operations, including the G8, G20, and North American Leaders' Summits, and the major annual Canadian sovereignty operations in the North. Defence will also evaluate the viability of creating new CF support hubs around the globe to determine if they will improve CF operational capability by facilitating the movement of materiel, personnel and equipment.

Providing leadership abroad and to deploy forces quickly and effectively, Defence will implement the Joint Headquarters Renewal initiative aimed at projecting leadership in domestic and international operations. Defence also continues to evolve its capability in cyber-security, implementing programmes of industry-recognized computer security standards and education. The CF Network Operations Centre conducts defence of its computer networks, ensuring the availability, confidentiality and integrity of its systems and the information contained within.

Benefits for Canadians:

Defence will be ready to provide Canadians with the safety and security they expect. Current Defence initiatives are working towards creating a reliable armed forces which are outfitted with modern equipment as well as providing members with the training needed to enable a high level of operational readiness. Land, maritime, air and special forces response units stand ready to assist Canadians at home and abroad when called upon, and are able to deploy rapidly and sustainably in support of the CFDS. These missions can range from conducting domestic operations, such as demonstrating Canada's sovereignty, assisting in disaster or humanitarian relief efforts, to contributing to international missions which support Canadian foreign and security policy.

Program Activities:

Maritime Readiness

This program activity provides Canada with a combat-capable, multi-purpose maritime forces. It will generate and sustain relevant, responsive, combat capable maritime forces that are able to respond to a spectrum of tasks, as may be directed by the Government, within the required response time.


Maritime Readiness
Human Resources (FTEs)4 and Planned Spending ($ thousands)
  2010-11 2011-12 2012-13
FTEs Planned Spending FTEs Planned Spending FTEs Planned Spending
Military 6,129   6,264   6,404  
Civilian 5,387   5,387   5,384  
Total 11,516 1,977,912 11,651 1,891,868 11,788 1,901,074
 
Program Activity Expected Results Performance Indicators Targets
Sufficient naval units are ready to conduct domestic and international operations, up to and including combat operations, as directed by the Government of Canada. Availability of commissioned ships for deployment. High and Standard Readiness ships deployed within response times and employable for periods required by the Readiness and Sustainment Policy.
 

Sources: Vice-Chief of the Defence Staff Group / Assistant Deputy Minister (Finance and Corporate Services) Group

As the maritime component of the CF enters its second century of service to Canada, it will continue to develop and generate maritime forces for deployment as directed by the Government. A coordinated approach will meet the demographic challenges for personnel recruitment, provide support to initial naval training, and ensure the maintenance of naval assets and the execution of capital naval equipment programs. This will ensure that CF's maritime capability, primarily for sea control, is sustained.

While transitioning to support CF readiness post-2011, the maritime forces will focus on final preparations for the first Frigates to undergo mid-life refit and for submarines to undergo 3rd-line maintenance under the Halifax Class Modernization and the Victoria In-Service Support Contracts respectively.

The CF will continue to support a strategy to deliver the maritime capital components of the CFDS, particularly to enable delivery of the Joint Support Ship (JSS), the Arctic/Offshore Patrol Ship (A/OPS) and the Canadian Surface Combatant. The JSS will maintain the maritime staff's current naval task group logistic support, while ensuring that the CF has an adequate capability to allow it to deploy and sustain operations in support of government policy. The A/OPS will deliver a naval ice-capable offshore patrol ship to demonstrate sovereignty in Canada's waters, including the Arctic.

Land Readiness

This program provides Canada with a combat-capable, multi-purpose land forces. It will generate and sustain relevant, responsive, combat capable land forces that are effective across the spectrum of conflict, from peacekeeping and nation-building to war fighting.


Land Readiness
Human Resources (FTEs)4 and Planned Spending ($ thousands)
  2010-11 2011-12 2012-13
FTEs Planned Spending FTEs Planned Spending FTEs Planned Spending
Military 17,414   17,797   18,194  
Civilian 6,109   6,109   6,105  
Total 23,523 4,049,320 23,906 3,890,085 24,299 3,901,812
 
Program Activity Expected Results Performance Indicators Targets
Sufficient land force units are ready to conduct and lead domestic and international operations, up to and including combat operations across the spectrum of conflict, as directed by the Government of Canada. % of establishment positions filled at units identified for High Readiness. 100% of establishment for:
-4 Immediate Reaction Units
-Forces identified for Primary and Secondary International Operation commitments
-1 Company for Non-combatant Evacuation Operation tasks
-1 Company for Disaster Assistance Response Team tasks
High readiness units have completed collective training. % of units tasked to complete level 5/6/7 training that have completed training. As set by annual training directive
Sufficient High Readiness equipment is available for taskings. % of equipment required for High Readiness tasks that is available. 95-100%
 

Sources: Vice-Chief of the Defence Staff Group / Assistant Deputy Minister (Finance and Corporate Services) Group

Defence will seek to maintain a balanced capability set, based upon the different elements of the combined arms team that supports the defence of Canada and enables operations across the spectrum of conflict. This will be set in the context of a Joint Inter-Agency, Multinational and Public environment. This is essential to continued relevance in both domestic and expeditionary operations. To address the post-Afghanistan challenges, the land forces will focus on disengaging from Afghanistan and reconstituting its personnel and equipment. Concurrently, planning will continue on reorientation and reorganization, ensuring that the land forces can continue to fulfill the CFDS-mandated six core missions. Improved readiness training, as well as the rationalizing and recapitalizing of the land forces equipment fleets will ensure delivery of integrated land effects. The land forces will continue to grow Regular and Reserve personnel incrementally in order to address rank imbalances associated with gaps in tactical level leadership.

Recent experiences demonstrate the need for highly protected/mobile vehicles. These will be acquired through projects including Light Armoured Vehicle Upgrade, Tactical Armoured Patrol Vehicle, Medium Support Vehicle System Project and Force Mobility Enhancement.

Aerospace Readiness

This program will provide Canada with combat-capable, multi-purpose air forces. It will generate and sustain relevant, responsive, combat capable aerospace forces that are able to respond to the spectrum of tasks, as may be directed by the Government, within the required response time.


Aerospace Readiness
Human Resources (FTEs)4 and Planned Spending ($ thousands)
  2010-11 2011-12 2012-13
FTEs Planned Spending FTEs Planned Spending FTEs Planned Spending
Military 9,290   9,495   9,707  
Civilian 2,529   2,529   2,528  
Total 11,819 2,270,696 12,024 2,170,264 12,235 2,186,772
 
Program Activity Expected Results Performance Indicators Targets
Relevant, responsive and effective Aerospace forces ready to conduct domestic and international operations as directed by the Government of Canada. % readiness of units (personnel and equipment). In accordance with the Managed Readiness Plan
 

Sources: Vice-Chief of the Defence Staff Group / Assistant Deputy Minister (Finance and Corporate Services) Group

Aerospace Readiness is the foundation of operational effectiveness, and ensures the aerospace elements of the CF are ready to meet Government defence expectations. This is carried out through the acquisition and maintenance of supplies and materiel; the training and equipping of forces, and the deployment, sustainment and redeployment of forces to meet all current and potential threats. Throughout the reporting period, efforts will continue to ensure the CF meets its operational commitments with regard to aerospace personnel and equipment. The required aerospace capabilities, aligned to support the Defence Priorities, will be allocated to supported commanders through the total air resource management process which enhances the business planning process.

The main aerospace readiness priorities for fiscal year 2010-11 are equipment and people. Through the coming year and into the future, CF will ensure that integration of new aerospace capabilities occurs rapidly, effectively and seamlessly. Most importantly, work will continue to ensure aerospace personnel have the best possible training, careers and support that can be delivered.

The Maritime Helicopter Project (MHP) will replace the CH-124 Sea Kings with a fleet of new CH-148 Cyclone helicopters which will address operational deficiencies of the current CH-124, eliminate the supportability difficulties of the older airframe and provide a sufficient fleet size for operations well into the 21st century.  As well, a new medium-to heavy-lift helicopter capability, the CH-147 Chinook, will allow the CF to reach remote locations in a wider range of geographic areas and challenging environments inaccessible by ground-based transport or fixed-wing aircraft. The familiar CC-130 Hercules is the workhorse of the CF transport fleet; renewing this fleet through the Airlift Capability Project (Tactical) is part of the CFDS commitment to enable CF troops to conduct safer and more effective operations at home and abroad.

Joint and Common Readiness

This program will ensure Defence is ready to operate in a joint capacity, as directed by Government, to respond to domestic, continental and international demands within the required response time. The program will generate and sustain forces for activities, operations and organizations in which at least two of the maritime, land, or air assets participate.


Joint and Common Readiness
Human Resources (FTEs)4 and Planned Spending ($ thousands)
  2010-11 2011-12 2012-13
FTEs Planned Spending FTEs Planned Spending FTEs Planned Spending
Military 7,473   7,638   7,808  
Civilian 4,477   4,477   4,474  
Total 11,950 2,204,212 12,115 2,076,996 12,282 2,135,513
 
Program Activity Expected Results Performance Indicators Targets
Defence is ready to organize and deploy a combination of two or more environments to meet the needs of assigned tasks. % readiness of joint units/elements for high readiness. 100%, in accordance with respective Command's readiness plans
 

Sources: Vice-Chief of the Defence Staff Group / Assistant Deputy Minister (Finance and Corporate Services) Group

Joint and Common Readiness includes those centralized force generation and sustainment activities that fall outside the maritime, land, and aerospace force generation mandate. To meet the increased scope of these force generation exercises, Defence funds the CF Integrated Training Plan.

The CF focuses specifically on supporting the development and enhancement of joint, interagency and combined aspects in CF collective training activities. The Chief of the Defence Staff (CDS) has directed the development of the JOINTEX[5] series of exercises and events as a catalyst to enhance a joint culture within the CF, and as an opportunity to enhance the integration of operational effects within the CF.

Defence will continue to be ready to project forces abroad in a lead role through the Joint Headquarters Renewal initiative. This will provide the CF the standing capability to generate integrated, deployable, high readiness HQ able to command and control interagency, multinational forces in operations, both at home and abroad. Interim operational capability is planned for December 2010.

Defence will continue to provide agile, high-readiness forces capable of conducting special operations (high value, high-risk missions conducted by specially trained, equipped and organized forces) in support of the Government and the CF missions both domestically and internationally.

To provide operational level support to deployed units, the operational support command must maintain a number of assigned support capabilities in a state of high readiness, specifically the communications, logistics, health services, military policing, engineering, personnel support and resource management domains. National-level support to operations at home and abroad continues to be a priority, with efforts focused in three broad areas: deployed operations, material stewardship, and northern operations. To this end, the operational support command continues to provide joint operational support to the Afghan mission, conducting Third Location Decompression (TLD) for troops returning to Canada from operations in Afghanistan, providing a Casualty Support Team (CST) to support Canadian injured evacuated through Landstuhl Regional Medical Centre (LRMC) in Germany, and supporting the land staff in the force generation of General Engineering Support elements for employment in Afghanistan.

Strategic Outcome:
Defence Operations will Improve Peace, Stability and Security Wherever Deployed

Defence fulfills three roles for Canadians: defending Canada, defending North America, and contributing to international Peace, Stability and Security. This outcome outlines these Defence roles in the context of the expected level of ambition as articulated in the Canada First Defence Strategy (CFDS).

Planning Highlights:

The Joint Task Force Afghanistan (JTF-Afg) Air Wing
The Joint Task Force Afghanistan (JTF-Afg) Air
Wing provides safe and rapid transport of
thousands of soldiers and tons of equipment
while enhancing surveillance capability. The
JTF-Afg Air Wing is the first Canadian
formation of its kind created in a theatre
of war since 1945.

Source: Canadian Forces Combat Camera

CF will continue to be a full partner in a whole-of-government approach. This includes working with the Communications Security Establishment Canada in supporting and contributing to Canada's integrated signals intelligence program; the Royal Canadian Mounted Police (RCMP) for security during the G8, G20 and North American Leaders' Summits; the Canadian Coast Guard in demonstrating our sovereignty in the Arctic; Public Safety Canada in the planning and preparation for natural disasters within Canada; and the Department of Foreign Affairs and International Trade, the Canadian International Development Agency, and others in contributing to the mission in Afghanistan. In addition, Defence will take steps to improve its situational awareness by enhancing signals and geospatial intelligence, as well as meteorological capabilities to further enable CF to enhance readiness as well as better plan and conduct operations.

Defence will continue to strengthen partnerships with key hemispheric allies and institutions, as well as lend assistance and support to international organizations, particularly North Atlantic Treaty Organization (NATO), the United Nations (UN) and the Organization for Security and Cooperation in Europe (OSCE). These include engaging the 5,000 CF members deployed on a continuous basis on missions, such as in Afghanistan, and with partners on counter-piracy, counter-terrorism and counter-narcotics operations. During fiscal year 2010-11, CF will begin to execute its plan for the end of the current mandate and redeployment out of Kandahar by December 2011. It will also complete its plan for readiness post-2011, for future commitments directed by the Government.

Benefits for Canadians:

Canadians will benefit from cooperation with continental, regional and international partners, which will not only strengthen Canada's domestic security, but will further enable it to engage with important allies in pursuit of common security goals. Such collaboration with continental, regional and international partners further assures that the CF can play a role in contributing to international peace and security, which not only protects Canada's safety, but further promotes its values and interest abroad. As a trading nation in a highly globalized world, Canada's prosperity and security rely on stability abroad. This will require the CF to make a significant contribution across the full spectrum of international operations, from humanitarian assistance, to stabilization operations and combat.

Program Activities:

Situational Awareness

The Government of Canada and Defence require an accurate and timely security picture, and comprehensive situational awareness and threat knowledge for Canada and abroad. This program will provide credible, reliable and sustained intelligence services to Defence in support of decision making and military operations, as well as, support to other government departments (OGD) in the defence and security of Canada.


Situational Awareness
Human Resources (FTEs)4 and Planned Spending ($ thousands)
  2010-11 2011-12 2012-13
FTEs Planned Spending FTEs Planned Spending FTEs Planned Spending
Military 1,345   1,375   1,405  
Civilian 2,209   2,264   2,270  
Total 3,554 665,323 3,639 637,018 3,675 630,514
 
Program Activity Expected Results Performance Indicators Targets
Canada's national interests are advanced through information and technical advantage, particularly in the security realm. % of up time 24/7 classified network is available outside maintenance windows (network availability). 100%
Situational awareness of the defence, security and international affairs environment is enhanced. % of reports read out of total number of reports produced. 90%
 

Sources: Vice-Chief of the Defence Staff Group / Assistant Deputy Minister (Finance and Corporate Services) Group

The CF is considering programs to provide essential geospatial intelligence foundation data to enhance the readiness of the CF to plan and conduct operations in fulfillment of the defence of Canada, Arctic sovereignty and North America roles.

Defence intelligence priorities reflect Canada's global security interests and concerns with reliable and sustained intelligence products including imagery, mapping and charting. Threat assessments and Electronic Order of Battle[6] products meet operational readiness metrics in land, maritime and air domains. Defence intelligence supports persistent surveillance of Canada's Exclusive Economic Zone (EEZ) and approaches, providing the Government with timely indicators of incursions of interest, and a summary of incidents. Defence will continue to support and contribute to Canada's integrated signals intelligence program in cooperation with the Communications Security Establishment Canada (CSEC).

Canadian Peace, Stability and Security

This program employs the CF in the conduct of operations to ensure the safety and security of Canadians and the defence of Canada. These operations include protecting Canada's sovereignty, responding to domestic disasters or humanitarian crises, supporting domestic security requirements, and conducting search and rescue activities.


Canadian Peace, Stability and Security
Human Resources (FTEs)4 and Planned Spending ($ thousands)
  2010-11 2011-12 2012-13
FTEs Planned Spending FTEs Planned Spending FTEs Planned Spending
Military 1,239   1,267   1,295  
Civilian 107   107   107  
Total 1,346 383,055 1,374 307,255 1,402 309,096
 
Program Activity Expected Results Performance Indicators Targets
Meeting the expectations of the public and all levels of Government, the Canadian Forces will lead in response to defence events and provide support in response to security and safety events when requested by the Government of Canada. % of Commander's intent met  through successful planning and execution of safety, security, defence and support operations. 100% Commander's intent met
% effects achieved through planning and execution of safety, security, defence and support operations. 100% of intended effects achieved
% assigned critical tasks completed through planning and execution of safety, security, defence and support operations. 100% of assigned tasks completed
 

Sources: Vice-Chief of the Defence Staff Group / Assistant Deputy Minister (Finance and Corporate Services) Group

The CF will continue to deliver excellence at home by providing surveillance of Canadian territory, air and maritime approaches, conducting sovereignty operations, maintaining search and rescue capabilities and working with civil authorities to respond to incidents ranging from natural disasters to terrorist attacks. To fulfill this aim, the CF will remain fully engaged with OGDs and agencies to ensure a whole-of-government approach in their planning efforts. They will also participate in exercises and training events aimed at improving the readiness of security partners and their ability to respond jointly to domestic emergencies. Defence will also work with OGDs to plan for contingency operations such as supporting Canadian civil authorities in the event of a natural disaster.

G8, G20 and North American Leaders' Summits
The CF's major domestic and continental operational focus during the reporting period will be to support the RCMP in providing security for the June 2010 G8 and G20 Summits, as well as the North American Leaders' Summit, all taking place in Canada. Although security for the Summits will remain a national operation under the leadership of the RCMP, the CF will be a major partner for security during the events, providing unique military capabilities. Those include operational and exercise planning and research, infrastructure and logistical air support, air, land and maritime surveillance, support to chemical, biological, radiological and/or nuclear (CBRN) incidents, intelligence, explosives disposal, and other technical expertise.

Arctic Sovereignty
Arctic sovereignty and security is a top government priority. The implementation of Canada's Northern Strategy is intended to meet those objectives in Canada's North. The CF has a key role to play by ensuring security and demonstrating sovereignty through surveillance and control operations, and providing a higher profile presence in remote and isolated communities.

Indeed, the Arctic is a key element of the Canada First Defence Strategy. As part of the CFDS, a number of investments will be made in the CF, including:

  • the development of a new Arctic Training Centre at Resolute Bay; the land staff has conducted part of its annual training at this location since March 2008. Defence will continue to collaborate with Natural Resources Canada in the development of this site;
  • the creation of a berthing and refuelling facility in Nanisivik, scheduled to be operational in 2014.  This facility will allow Canadian Forces and Canadian Coast Guard ships to refuel and resupply without having to return thousands of miles south; and
  • the expansion and modernization of the Canadian Rangers, part-time reservists who provide a presence in remote parts of the North.

Defence is also enhancing its surveillance capabilities for the region using imagery from the RADARSAT II satellite to provide better situational awareness of our Arctic land and waters. Defence is also working to gather data in support of Canada's submission to the United Nations Convention on the Law of the Sea, and to determine the best combination of sensors for situational awareness in the Arctic.

Defence will continue to plan and conduct routine and contingency operations in Canada's North, including three annual operations:

  • Op NUNALIVUT is conducted in March and April each year by Joint Task Force North (JTFN), specifically 440 (Transport) Squadron and the Canadian Rangers. In 2010, the operation will employ the unique capabilities of the Canadian Rangers to support JTFN operations in the extreme environment of the High Arctic. Canadian Ranger snowmobile patrols will provide a presence and demonstrate a response capability in the most remote areas of the North;
  • Op NUNAKPUT is an integrated JTFN operation that will take place this summer in support of Fisheries and Oceans Canada and the RCMP. The operation will demonstrate sovereignty and practice interoperability. It will focus on the Mackenzie River and Beaufort Sea region; and
  • Op NANOOK is conducted primarily in the Eastern Arctic. The operation in 2010 will feature presence patrols and surveillance operations to enhance the CF's ability to operate in our Arctic. Op NANOOK 2010 will also demonstrate the CF's interoperability with OGDs and agencies to build our collective capacity to respond to emergencies in the Arctic. EX NASIQ will have the Canadian maritime forces working with the United States Navy and Coast Guard and the Royal Danish navy to increase coordination and enhance interoperability.

When operating in the Arctic, Defence will continue to ensure that operations comply with the respective land claim agreements. The Defence Team will also continue to ensure that operations conform to Canadian environmental regulations and remains committed to remediating past actions. Defence stands ready to offer assistance should an environmental incident or other disaster occur in the region.

members of the Arctic Response Company Group
At Frobisher Bay, Nunavut, members of the Arctic Response
Company Group formed of Reservists from 32 Canadian Brigade
Group transit the beachhead during Operation NANOOK 09.
Members of the Group conducted training throughout the
region during the operation.

Source: Canadian Forces Combat Camera

Continental Peace, Stability and Security

This program employs the CF in the conduct of operations, both independently and in conjunction with allies, for the defence of North America and its approaches. Activities under this program include continental operations, as required in accordance with Government policy.


Continental Peace, Stability and Security
Human Resources (FTEs)4 and Planned Spending ($ thousands)
  2010-11 2011-12 2012-13
FTEs Planned Spending FTEs Planned Spending FTEs Planned Spending
Military 536   548   560  
Civilian 47   47   47  
Total 583 201,963 595 184,769 607 186,749
 
Program Activity Expected Results Performance Indicators Targets
Meet expectations of Governments and public that the militaries of each state will provide combined (two or more states) support in the event of defence, security and safety events when requested. % Commander's intent (successful planning and execution of continental operations [routine and contingency]). 100% Commander's intent met
% effects achieved through successful planning and execution of continental operations (routine and contingency). 100% of intended effects achieved
% assigned critical tasks completed through successful planning and execution of continental operations (routine and contingency). 100% of assigned tasks completed
 

Sources: Vice-Chief of the Defence Staff Group / Assistant Deputy Minister (Finance and Corporate Services) Group

Canada will remain a reliable partner in the defence, stability and security of North America. This involves operations that address continental defence, safety, and security requirements, including demonstrating Canada's sovereignty, responding to continental disasters, and conducting humanitarian aid and evacuation operations in support of continental security as directed by Government.

Defence will continue to work closely with the US through existing bilateral and bi-national institutions such as NORAD, where our two countries cooperate on a daily basis to defend and secure North America. Defence will also continue to build on relationships with the United States Northern Command (NORTHCOM) and Southern Command (SOUTHCOM). Additionally, the CF will continue to conduct training and exercises with the US, such as participation in EX FRONTIER SENTINEL to ensure a high level of interoperability for the defence, stability and security of North America. The CF will also contribute to North American security through support to the US Joint Inter-Agency Task Force South (JIATF South) on an as-available basis.

Canada is also strengthening its partnership with its North American neighbours through the hosting of US and Mexican liaison officers in the operational level headquarters dealing with continental defence issues and activities. Finally, Defence will continue to promote senior level engagement to coordinate our defence and security efforts with the US and Mexico throughout the reporting period.

International Peace, Stability and Security

This program will contribute to global peace and security by conducting global CF operations across the conflict spectrum from humanitarian assistance to combat, in concert with national and international partners, to achieve timely and decisive results in support of Canada's national interests.


International Peace, Stability and Security
Human Resources (FTEs)4 and Planned Spending ($ thousands)
  2010-11 2011-12 2012-13
FTEs Planned Spending FTEs Planned Spending FTEs Planned Spending
Military Regular 6,340   5,231   5,176  
Res Class C 1,600   386   223  
Civilian 500   500   500  
Total 8,440 2,360,997 6,117 2,223,306 5,899 2,217,760
 
Program Activity Expected Results Performance Indicators Targets
Meet expectations of Governments and the public to provide support in defence, security and safety events in the international environment when requested. % of Commander's Intent met through successful planning and execution of international operations (routine and contingency). 100% Commander's intent met
% effects achieved through successful planning and execution of international operations (routine and contingency). 100% of intended effects achieved
% assigned critical tasks completed through successful planning and execution of international operations (routine and contingency). 100% of assigned tasks completed
 

Sources: Vice-Chief of the Defence Staff Group / Assistant Deputy Minister (Finance and Corporate Services) Group

Note: The majority of Reserve Force Class C personnel are employed in support of international operations and attributed to International Peace Stability and Security.

Defence will continue to work with OGDs towards the goal of international Peace, Stability and Security. Defence's international obligations range from the Americas to Europe, Africa, the Middle East and Southwest Asia, with approximately 5,000 CF members deployed on a continuous basis. Canada's commitment to the NATO-led International Security Assistance Force (ISAF) in Afghanistan will continue to be the CF main overseas commitment and exemplifies our involvement in Canada's whole-of-government approach to international engagement. Government has directed the CF to end its current mission in Kandahar as of July 2011 and complete the redeployment out of Kandahar by December 2011. This will result in the evolution of the whole-of-government campaign in Afghanistan, which includes a consolidation and redeployment of deployed forces and equipment and the eventual mission close-out, force reconstitution and preparations for future tasks.

Defence will also continue its contributions to the UN, NATO, and the OSCE. In addition to participation in multilateral forums, Defence will continue to build its bilateral relationships, all of which help to strengthen international peace and security. Defence will continue to support the Government's Americas Strategy by strengthening partnerships with key hemispheric states and institutions, such as the Organization of American States (OAS), and by enhancing its participation in regional exercises, such as the multi-national PANAMAX[7] exercise. Specifically, Canada is preparing to assist Bolivia in the organization of the Conference of the Defence Ministers of the Americas (CDMA) in Bolivia in 2010.

Strategic Outcome:
Care and Support to the Canadian Forces and Contribution to Canadian Society

This outcome outlines the provision of care and support to Defence personnel as a key enabler to readiness and deployability. It also describes activities that reflect Defence contributions to Canadian society in a variety of ways outside the traditional role of the military, including contributions to Canadian identity and environmental protection.

Planning Highlights:

Defence is committed to investing in its military and civilian staff to ensure a well-trained, satisfied and effective workforce. Defence continues to be aware of the challenges faced by returning injured soldiers and the impact on their families. Consequently, CF continues reviewing and enhancing access and coordinated casualty-support services to military members and their families. To help revitalize Defence as a continuous learning organization, Defence Learning and Career Centres (LCCs) will continue to offer a wide range of courses supporting the learning and professional development of Defence personnel.

Marchers enter the National War Museum
Marchers enter the National War Museum in
Ottawa for the official send-off of the
Canadian Forces contingent bound for the
Nijmegen Marches. This annual four-day
walking event commemorates the Canadian
soldiers who helped liberate the Netherlands
during World War Two.

Source: Canadian Forces Combat Camera

Defence will continue to advance its support of the Canadian Cadet and Junior Canadian Rangers Programs for youth aged 12 to 18. The Security and Defence Forum (SDF) will continue to be funded to ensure that a domestic interest and competence is fostered in students of defence and security issues. Defence will also continue to support museums across Canada which promote Canada's proud military past.

In support of Canadian values, particularly towards the environment, Defence will continue implementing the Defence Sustainable Development Strategy (SDS), which identifies and mitigates potentially negative environmental impacts of Defence operations.

Benefits for Canadians:

Canadians benefit from military museums by gaining a richer understanding of our proud military history and using this legacy to build a stronger and equally honoured military future. Additionally, Canadian youth will benefit from cadet and ranger programs by having the opportunity to participate in structured activities which will enable them to engage in training in an environment which both respects and further promotes their traditions and cultures. The various training programs further work to improve the lives of those living in isolated Canadian communities, ensuring much needed contact investment and development.

Canadians also benefit through the initiatives taken to ensure that all Defence infrastructure and operations achieve a greener and more environmentally friendly footprint.

Program Activities:

Defence Team Personnel Support

This program will provide a broad spectrum of support services including educational assistance, housing facilities and services, benefits to military personnel and their families, and learning support to National Defence civilians. The provision of fair and equitable support is a key element of the social contract between the country and its military personnel that is essential to enhancing personnel readiness, deployability, and establishing the CF as a learning institution and an employer of choice.


Defence Team Personnel Support
Human Resources (FTEs)4 and Planned Spending ($ thousands)
  2010-11 2011-12 2012-13
FTEs Planned Spending FTEs Planned Spending FTEs Planned Spending
Military 1,736   1,757   1,778  
Civilian 720   720   719  
Total 2,456 643,219 2,477 588,954 2,497 592,100
 
Program Activity Expected Results Performance Indicators Targets
Personnel Readiness and Deployability is enhanced through comprehensive support to military personnel and their families. % of Regular Force member respondents indicating satisfaction with the military way of life and their quality of life in the Canadian Forces. 70-100%
% of Regular Force member respondents indicating readiness and willingness to deploy. 70-100%
% of Regular Force members' spouses indicating support of Regular Force member career. 70-100%
 

Sources: Vice-Chief of the Defence Staff Group / Assistant Deputy Minister (Finance and Corporate Services) Group

Successful organizations not only recruit talented and skilled individuals, but also create an environment that encourages them to stay. While this is true of most organizations, it is even more crucial with the unique circumstances in the CF where human capability is developed through long-term investment on the part of both the CF and the individual. Building an environment that encourages members to serve, contribute, feel satisfied with their careers and valued by the organization will have positive results in retaining talented and skilled individuals. Reducing attrition rates will enable Defence to more effectively utilize the training and experience members have gained throughout their careers which will, in turn, help to advance the force expansion goals set out in the CFDS. The CF Retention Strategy is guided by the four principles of leadership and responsibility; strengthening individual-CF fit; valuing member aspirations and needs; and supporting the family.

Care for the Ill and Injured and their Families
Military families continue to face challenges as a result of deployments and military life in general. The results of recent pilot projects designed to examine options to address the challenges of disruptions in spousal/partner employment and children's education; loss of access to a family doctor; deployment and mental-health support for families and the general need for more child care will be assessed during fiscal year 2010-11, which will lead to the planning and implementation of program enhancements where needed.

The sustained operational tempo is indicating that there will be a need for high levels of casualty-support programs and health services for several years to come, particularly in the mental health and rehabilitation fields. The CF will continue to enhance access and coordinated casualty-support services to military members and their families across the country.

Defence, in partnership with Veterans Affairs Canada (VAC), will conduct a program evaluation of the New Veterans Charter. This evaluation will result in the development and implementation of improvements to transition programs and services and to CF policies and programs related to transition.

The Defence Learning Network (DLN) is a joint military and civilian initiative being designed to meet the Department's need for an effective, standardized and contemporary continuous learning and distributed learning capability. It significantly increases the Defence Team (civilian personnel and CF members, both Regular and Reserve) opportunity to access learning through modern technologies thereby increasing access and decreasing costs. Defence Learning and Career Centres (LCCs) are an integral component of this technical infrastructure and these centres, located across Canada, offer a wide range of courses and services nationally. To enhance the needs of the Defence Team, Defence will conduct ongoing analysis of course performance to inform course design and delivery thus bringing a level of improvement to service in support of personnel learning and career development.

Defence continues to advance initiatives to develop and implement the necessary tools to enable the integrated, seamless and coordinated care and management of CF personnel. CF will continue to explore improvements in electronic health-record keeping. Lastly, the Defence Learning Network (DLN) will deliver learning, training and professional development to both military members and civilian employees while increasing throughput, reducing personnel time away from home and improving quality of life.

Defence strives to ensure that its civilian human resources regime meets its business needs, complies with central agency requirements, and provides timely and efficient human resource services to its employees. Planning and operating against an agreed upon Defence comprehensive plan will allow Defence to attain a well planned and managed integrated workforce linked to business outcomes. As Defence builds on its integrated planning accomplishments to date, retaining key talent, including succession planning, are key internal areas of focus for the Department. Other civilian human resources management priorities in fiscal year 2010-11, include:

  • achieving results on the Clerk of the Privy Council's four renewal priority areas of integrated business and Human Resource (HR) planning, recruitment, employee development, and enabling infrastructure;
  • simplifying HR business processes and invest in automated solutions for management efficiency with a view to increasing the department's ability to facilitate both the entry and mobility of its workforce while fostering workplace improvements; and
  • matching People to Priorities – continue to build our leadership capacity and provide managers and employees with tools and services to support the alignment of the department's people with its evolving business priorities.

Canadian Identity

This program preserves and promotes Canadian identity by providing youth programs, ceremonial activities and the preservation of military history. It demonstrates the military heritage and proficiency of the CF to Canadians and informs them of the military profession and practice in Canada.


Canadian Identity
Human Resources (FTEs)4 and Planned Spending ($ thousands)
  2010-11 2011-12 2012-13
FTEs Planned Spending FTEs Planned Spending FTEs Planned Spending
Military 760   777   794  
Civilian 189   189   189  
Total 949 346,994 966 338,328 983 339,323
 
Program Activity Expected Results Performance Indicators Targets
Canadians are aware of, understand, and appreciate the history, proficiency, and values of the Canadian military as part of Canada's identity. % of Canadians who feel that the CF is a source of pride. 100%
 

Sources: Vice-Chief of the Defence Staff Group / Assistant Deputy Minister (Finance and Corporate Services) Group

The Canadian Military History Gateway, which receives approximately 10 million hits annually, continues to provide on-line access to web sites and digitized resources about Canada's military history. Preserving and communicating this history serves to foster pride in Canadian military heritage and continues a long tradition of providing Canadians with an opportunity to learn about the history that has shaped their country. Initiatives will be progressed in support of promoting the CF's network of 68 museums including completing the inspection of two-thirds of the museums; completing the transition to CF Artefacts Management System; and the initiation of the country-wide inventory process that will establish the baseline for the CF's national inventory of artefacts.

The Canadian Cadet Program is a federally sponsored national training program for youth, under the control and supervision of the CF and in collaboration with the Navy League Cadets, the Army Cadet League and the Air Cadet League. The CF provides personnel from the Regular Force, the Primary Reserve and more specifically, members of the Cadet Organization Administration and Training Services (COATS). The CF also provides uniforms, some infrastructure and other support services such as airlift. Approximately 50,000 young Canadians will benefit from cadet training at local units. Specifically, the Cadet Program hopes to have 1.7 percent of Canadian Youth aged 12 to 18 participate in 27 training days each per year. Approximately 25,800 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.

The Primary Reserve plays an important role in supporting domestic and international operations. It is also a unique opportunity for Canadians to serve in uniform on a part-time basis while learning valuable new skill sets and maintaining their civilian careers. The Primary Reserve also serves to maintain an important link between the CF and Canadians in over 100 local communities across the country. Members of Primary Reserve units have enjoyed a longstanding positive relationship with their host communities where they receive a high degree of recognition and support. The deployment of local Reservists to CF operations continues to foster awareness and appreciation of CF missions and provides invaluable support for the troops.

The Junior Canadian Rangers (JCR) Program is a Canadian Cadet Program for youth between the ages of 12 to 18 years in remote and isolated communities and run in collaboration with local adult committees. 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. One hundred and nineteen 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. Some 3,380 Junior Canadian Rangers will benefit from training in local communities, of which 600 will participate in enhanced summer training sessions in summer 2010.

Environment Protection and Stewardship

This program promotes public health and safety and supports sustainable development on Defence lands and wherever Defence operates. It delivers multi-faceted real property/infrastructure Environment Protection and Stewardship compliant with applicable legislation and federal policy that extends through every level of departmental decision-making.


Environment Protection and Stewardship
Human Resources (FTEs)4 and Planned Spending ($ thousands)
  2010-11 2011-12 2012-13
FTEs Planned Spending FTEs Planned Spending FTEs Planned Spending
Military 288   294   301  
Civilian 211   211   211  
Total 499 152,763 505 142,121 512 144,774
 
Program Activity Expected Results Performance Indicators Targets
Demonstrate responsible and sustainable stewardship. % achievement of SDS commitments. 100%
Reduce departmental liability for contaminated sites. % reduction in contaminated sites opening liability (sites which reported liability in the previous fiscal year). Reduce the contaminated sites liability by 7% per year
Demonstrate legal compliance and due diligence. % of unexploded explosive ordnance (UXO) Legacy Sites for which risks have been assessed and are being managed. Increasing proportion (measured as percentage) each year
 

Sources: Vice-Chief of the Defence Staff Group / Assistant Deputy Minister (Finance and Corporate Services) Group

A key horizontal objective of the Government is sound environmental stewardship achieved through sustainable development plans, public health and safety initiatives, environmental protection and contaminated site remediation. The Defence Environmental Stewardship program (DES) is planned and executed in accordance with Federal regulatory requirements and policy direction. Consistent with this is the CFDS commitment for Defence to continue to promote and exercise environmental stewardship in the conduct of its activities. DES comprises project and program-based activities designed to remediate environmental damage resulting from past activities; strategic commitments designed to address present or emerging environmental issues; and, assessment activities designed to obviate future negative environmental effects. DES promotes health and safety and sustainable development on Defence lands and wherever Defence operates. The program delivers multi-faceted real property Environment Protection and Stewardship that is compliant with applicable legislation, regulation and federal policy.

In its planned activities, the program will continue to make progress on its Defence Sustainable Development Strategy (SDS) where specific potential negative environmental initiatives are identified to moderate environmental impacts through targeted modifications to operations and activities.

The Federal Contaminated Sites Program represents another important initiative within Defence's portfolio of planned activities to reduce the financial liabilities resulting from environmental degradation on inactive or former Defence properties. The Defence portfolio of environmental and sustainable development activities will address the regulatory requirements of Defence activities. In this context, environmental assessment initiatives continue to ensure that future activities are initiated only after a rigorous assessment identifies potential environmental risks and options for mitigating them while natural resource management actions ensure that Defence activities can be conducted safely and sustainably in support of Defence operations. Unexploded explosive ordnance (UXO) activities will continue to safeguard Canadians against the risks posed by UXO sites across Canada.

In addition to environmental concerns, Defence recognizes its legal duty to consult with Aboriginal groups in instances where Defence conduct may interfere with their land rights and titles.

Non-Security Support

Defence is strongly committed to contributing to Canadian society in non-operational roles. This program will provide assistance in developing national competency in defence issues and to the whole-of-government approach by sharing information with other government departments (OGD) and non-governmental organizations (NGO).


Non-Security Support
Human Resources (FTEs)4 and Planned Spending ($ thousands)
  2010-11 2011-12 2012-13
FTEs Planned Spending FTEs Planned Spending FTEs Planned Spending
Military 21   21   22  
Civilian 37   37   37  
Total 58 22,191 58 18,440 59 18,224
 
Program Activity Expected Results Performance Indicators Targets
OGDs and NGOs will contribute to the development of a national competency in defence issues. Money spent vs. money budgeted for Vote 10 (Grants and Contributions). 100%
Horizontal initiatives are supported by Defence information sharing. Number of Information Sharing partnerships with OGDs and NGOs. TBD
 

Sources: Vice-Chief of the Defence Staff Group / Assistant Deputy Minister (Finance and Corporate Services) Group

Defence is fully engaged in developing a national competency in defence issues and contributing to Canadian society in non-operational roles. This commitment is supported by Department's Security and Defence Forum (SDF), which is mandated to develop a domestic competence and national interest in defence issues of current and future relevance to Canadian security. The three main objectives of the SDF are to build and support a strong Canadian knowledge base, foster informed public policy discussion, and enhance the interaction between the academic community and Defence.

In fiscal year 2010-11, the SDF will complete its five-year grants cycle, while continuing to provide grants to 12 Centres of Expertise in security and defence at Canadian universities and a Chair of Defence Management Studies. The SDF also plans to fund up to eight Masters scholarships, five Doctoral scholarships, 2 post-Doctoral fellowships, an Aboriginal scholarship, and four internships for recent MA graduates with backgrounds in security and defence at Canadian research organizations. In addition, the SDF will continue to provide special project grants to individuals and institutions to finance academic projects, conferences, or other unique initiatives that are directly related to the mandate of the SDF.

Strategic Outcome:
Internal Services

Internal Services are the pan-departmental support activities required to enable the Department to operate efficiently and effectively, including functions such as human resources, communications, and financial management.

Planning Highlights:

In the conduct of its mandate, Defence is aware of the need to abide by all applicable Canadian and international laws. The Department of Justice and the Judge Advocate General both provide legal advice to Defence and the CF in accordance with the Department of Justice Act and the National Defence Act.

Defence is conducting a force structure review to ensure continued enrolment of required skills and development of future corporate leaders while maintaining a well articulated baseline state of personnel.

Defence will also continue to plan the management of the specific responsibilities and obligations arising from the Official Languages Act and the Employment Equity Act.

Benefits for Canadians:

Defence is dedicated to maintaining a workforce which supports the Defence priorities of delivering excellence at home and conducting international missions. By focusing on recruiting, employing and retaining top professionals in all areas of operation, from soldier to accountant, carpenter to analyst, Defence will ensure it has the ongoing capacity to respond to current and emerging challenges. It will further capitalize on investments and innovations, and continually improve its people management policies and programming which support its personnel. By providing opportunities for training and academic learning, while fostering leadership and effective management, Defence establishes a capable, satisfied and committed Defence Team which enables it to conduct its primary duty of keeping Canada and Canadians safe.

Program Activity:

Internal Services

Internal Services[8] enable public programs to operate more efficiently and effectively. Internal Services outlines a whole-of-government perspective and supports a common government-wide approach to planning, design, budgeting, reporting and communications.


Internal Services
Human Resources (FTEs)4 and Planned Spending ($ thousands)
  2010-11 2011-12 2012-13
FTEs Planned Spending FTEs Planned Spending FTEs Planned Spending
Military 1,667   1,704   1,742  
Civilian 4,682   4,681   4,678  
Total 6,349 1,069,036 6,385 1,009,357 6,420 1,010,121
 

Sources: Vice-Chief of the Defence Staff Group / Assistant Deputy Minister (Finance and Corporate Services) Group

Governance and Management Support

Management and Oversight
Given the unique role that Defence plays within the Government, the policy team will continue to provide critical support functions to the Minister, the Department and the Government of Canada.  The policy team will continue to ensure that Defence's activities are in-line with the Government's policies and priorities, and are coordinated with OGDs.  In particular, the policy team will focus during fiscal year 2010-11 on providing analysis and forward-looking policy advice on a number of key issues, including the implementation of CFDS, Arctic security, and Canada-US defence relations.

Defence governance includes a core structure of senior committees that provide both the Deputy Minister (DM) and the Chief of the Defence Staff (CDS) with the support and advice required for effective decision-making. This governance structure enables its membership to focus on issues of strategic importance relating to:

  • military advice to the Minister;
  • strategic direction for the development of Defence policy, departmental strategy and plans;
  • strategic capability development;
  • strategic financial management;
  • strategic resource allocation; and
  • overall effective management of the Department.

During fiscal year 2010-11, Defence will continue to update its corporate-level plan, which will continue its evolution towards identifying specific outcomes, performance measures, and targets linked to the Program Activity Architecture; and an annual strategic calendar will be developed to coordinate and sequence the activities of strategic decision-making committees. Functional responsibilities for senior advisors to the DM and CDS, as well as the entire strategic governance structure, will be reviewed and updated.

Over the upcoming year, the internal audit function for Defence will continue toward full implementation of the Treasury Board Secretariat Policy on Internal Audit, as amended in July 2009. Expansion of the internal audit professional capacity continues to be a priority. Recruitment and retention of personnel from a variety of professions is also key. Audit engagements will continue to focus on the areas of highest risk, including capital acquisition, security, materiel management, contracting and financial management.

Defence will continue to implement the 2009 Policy on Evaluation by increasing the planning horizon and increasing capacity. A major consideration of both is the hiring of new staff over the next three years. A major effort planned for fiscal year 2010-11 is the evaluation of training for land operations which represents a significant portion of the Defence budget. The specific audit and evaluation engagements planned for initiation in the year are presented in Section III: Supplementary Information – Table 3.

Communications
Defence operates in a dynamic environment where coherent and coordinated communications are critical. Defence is working to ensure that plans and activities are consistent with overarching corporate policies and reflect departmental priorities for fiscal year 2010-11. As such, Defence public affairs activities will continue to support the following themes, as established in Section I: Departmental Overview:

  • caring for our people;
  • implementing the CFDS and ensuring success in domestic, continental and international operations; and
  • contributing to the security and economic prosperity of Canadian society.

Legal
Pursuant to An Act to amend the National Defence Act and to make consequential amendments to that Act of 1998 (commonly referred to as "Bill C-25"), there is a requirement to review certain portions of the National Defence Act every five years and to submit a report on the review to Parliament. Defence fulfills the statutory requirement to conduct this independent review and advises the Minister on the review recommendations. In 2009, the Minister approved the initiation of the second independent five-year review of Bill C-25. It is anticipated that the independent review authority will be appointed in early 2010, with the review commencing later that year.

Resources Management Services

Financial Management
Following Treasury Board approval of the Investment Plan (IP) in June 2009, the Department has developed a Change Management System in order to ensure that the effects of all new proposals and cost changes on the four pillars of the CFDS (equipment, infrastructure, human resources and readiness) are identified and any necessary changes to the IP are made in a systematic and deliberate manner. It is intended to further develop the IP as a comprehensive planning, management and reporting tool for all Departmental investments and initiatives.

Defence will continue the process of confirming that the control frameworks for the business processes that feed its financial system are well documented, complete and repeatable and that a means of confirming compliance throughout the Department has been implemented. The ultimate objective of this activity is to position the Department for an initial controls-reliant audit of its financial statements by the Office of the Auditor General, for some accounts as early as fiscal year 2012-13. The implementation of audited financial statements will be preceded by the work to identify, establish and maintain a system of internal controls for the Department, with initial work targeted for April 1, 2010.

Departmental appropriations are provided on the modified cash basis used for reporting and accountability to Parliament. In keeping with modified cash reporting, this report will present additional information on planned and actual spending in Section III Supplementary Information.

During the reporting period, Defence will continue the process of expanding the accrual budgeting within the infrastructure component of the Defence budget. In fiscal year 2010-11, Defence will continue to develop and implement new business processes for the planning, use, recording and reporting of accrual budget funding for infrastructure projects.

Information Management
Defence has developed a campaign plan that outlines the vision and strategies to achieve a secure, reliable and integrated information environment; success in operations; improved business processes; and ongoing information management and information technology (IM/IT) transformation. Several initiatives are in development to further support and enable the IM/IT vision of Defence, including an Enterprise Resource Planning (ERP) Capability, Enterprise Content Management (ECM) Strategy and an IM/IT Security Strategy, while performance and integrated risk management frameworks have been leveraged to guide decision-making in the public interest. Moving forward, the Department is reviewing the current, decentralized IM/IT landscape in an effort to strengthen and guide the management of IM/IT resources and to establish the Departmental IM/IT Program for the enterprise. The Department has launched an aggressive, three phased process to identify, prioritise and rationalise the Departmental IM/IT Program over the short-term. By April 2010, a prioritisation framework supported by established processes and governance structures will enable Defence to prioritise IM/IT activities and new capability requirements/deficiencies to ensure that the IM/IT Program is aligned to Defence and Government priorities.