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2011-12
Report on Plans and Priorities

National Defence

The original version was signed by
The Honourable Peter MacKay, P.C., M.P.
Minister of National Defence

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Table of Contents

MINISTER'S MESSAGE

SECTION I: DEPARTMENTAL OVERVIEW

• INTRODUCTION
• RAISON D'ÊTRE AND RESPONSIBILITIES
• STRATEGIC OUTCOMES AND PROGRAM ACTIVITY ARCHITECTURE
• THE CANADA FIRST DEFENCE STRATEGY
• RISK ANALYSIS
• THE DEFENCE PRIORITIES
• DEFENCE PLANNING AND PERFORMANCE REPORTING FRAMEWORK
• CONTRIBUTION TO THE FEDERAL SUSTAINABLE DEVELOPMENT STRATEGY
• PLANNING SUMMARY
• ESTIMATES BY VOTE

SECTION II: ANALYSIS OF PROGRAM ACTIVITIES BY STRATEGIC OUTCOMES

• DEFENCE OPERATIONS WILL IMPROVE PEACE, STABILITY AND SECURITY WHEREVER DEPLOYED
  • Planning Highlights
  • Benefits for Canadians
  • Program Activities
• NATIONAL DEFENCE IS READY TO MEET GOVERNMENT DEFENCE EXPECTATION
  • Planning Highlights
  • Benefits for Canadians
  • Program Activities
• RESOURCES ARE ACQUIRED TO MEET GOVERNMENT DEFENCE EXPECTATIONS
  • Planning Highlights
  • Benefits for Canadians
  • Program Activities
• CARE AND SUPPORT TO THE CANADIAN FORCES AND CONTRIBUTION TO CANADIAN SOCIETY
  • Planning Highlights
  • Benefits for Canadians
  • Program Activities
• INTERNAL SERVICES
  • Planning Highlights
  • Benefits for Canadians
  • Program Activities

SECTION III: SUPPLEMENTARY INFORMATION

• FINANCIAL HIGHLIGHTS
• SUPPLEMENTARY INFORMATION TABLES

OTHER ITEMS OF INTEREST

ACRONYMS

CONTACT LISTING

ENDNOTES

Hyperlink Notice

The Department of National Defence Report on Plans and Priorities contains links to third party sites (which appear underlined, and written-out in the endnotes section). The Department of National Defence provides these links only as a service and convenience. We take no responsibility for the content at third party sites and a link to them in no way implies an endorsement or recommendation of the products, services or information found there.

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The Department of National Defence makes every effort to ensure that our links to third party web sites lead to content that is accessible and available in both official languages. However, that is not always feasible or possible.

MINISTER'S MESSAGE

It is my pleasure to present to Parliament and Canadians the 2011-12 Report on Plans and Priorities for the Department of National Defence and the Canadian Forces (DND/CF) ¹.

Canadians are rightly proud of the enormous contributions made by the DND and CF to protecting Canadians and supporting our interests and values, including by contributing to security and humanitarian operations. In 2011-12, the DND and CF will continue to ensure operational excellence by fulfilling the roles and missions outlined in the Canada First Defence Strategy (CFDS) - defending Canada and Canadians, remaining a strong and reliable partner in the defence of North America, and contributing to international peace and security.

The DND and CF are prepared to protect our citizens, respond to natural disasters and conduct search and rescue operations anywhere in Canada. The CF support the Government in exercising sovereignty in Canada's North by conducting routine and contingency missions in the region, such as Operation NANOOK. The DND and CF maintain our partnership with the United States in the defence of North America through activities such as collaboration within the North American Aerospace Defence Command (NORAD) and bilateral talks. We are strengthening the relationship with our most important ally through bilateral training and exercises, which ensure the continued interoperability of our armed forces and the defence of our shared continent.

Canadians recognize the sacrifices and achievements of the CF in Afghanistan. The DND and CF will maintain operational excellence abroad as we transition the Afghanistan mission to a non-combat training role. As demonstrated by their rapid and effective response to events in Newfoundland and Labrador and in Haiti, the CF remains prepared to deploy elsewhere at home and around the world as requested by the Government.

Continuing to deliver on our CFDS commitments while beginning the non-combat training mission in Afghanistan requires that resources are optimized to deliver on commitments, including by providing our military with the best training to ensure they can deploy rapidly. We are also increasing the flexibility of our investment plan to procure and maintain the equipment and infrastructure we need now and in the future. Through this balanced approach, the CF will remain an agile and flexible military, capable of meeting the needs of Canadians. While investments help modernize and rebuild the CF, they also continue to have a positive impact on Canadian communities by creating economic opportunities across the country.

I am honoured to lead this great national institution and I am proud of the professionalism and commitment demonstrated by the CF and the department's civilian personnel. I look forward to working with Parliament and Canadians on strengthening every aspect of the Defence Team.

Original to be signed by:

 

SECTION I: DEPARTMENTAL OVERVIEW

Introduction

The Defence Team Mission is to provide combat-capable, multi-purpose forces for employment both at home and abroad to protect Canada and Canadians, and to deliver strategic effect for Canada. To accomplish this, Defence will be agile, flexible, affordable and resilient. We will raise, generate, employ and sustain world-class forces that work cohesively to advance Canadian interests and to maintain our reputation as a trusted and relevant partner at home and abroad.

Defence must be sustainable and serve the national interest. Our core responsibility is to succeed in operations while providing an affordable program of activities, preparing for future operational challenges and caring for our military members and their families.

The following recurring themes and challenges are highlighted within the report and outline the focus of our planned activities for the 2011-12 reporting period:

• Planning for, and implementing, the transition of the CF from a combat to non-combat role in Afghanistan in support of the Government of Canada's commitment to the North Atlantic Treaty Organization (NATO) Training Mission Afghanistan (NTM-A) where we will advance security, promote the rule of law and human rights, and support the delivery of humanitarian assistance to the Afghan people;
• Continuing to deliver on our Defence Priorities in support of the Government of Canada’s priorities; and
• Ensuring excellence in the management of Departmental resources.

The evolving global security environment continues to occupy the international agenda. Challenges include global terrorism, the enduring threat of regional conflicts emerging around the world, proliferation of weapons of mass destruction and conventional weapons, insurgencies and cyber attacks, piracy, and the global financial situation. The Defence Team continues to adapt and is prepared to meet these challenges.

Raison d'être and Responsibilities

The National Defence Act ² establishes DND and the CF as separate entities, operating with an integrated National Defence Headquarters, as they pursue their primary responsibility of providing defence for Canada and Canadians.

On behalf of the people of Canada, Defence stands ready to perform three key roles:

• Defend Canada - by delivering excellence at home;
• Defend North America - by being a strong and reliable partner with the United States in the defence of the continent; and
• Contribute to International Peace and Security - by projecting leadership abroad.

The Defence mandate is carried out with the support of a group of related organizations and agencies within the portfolio of the Minister of National Defence. For further details on selected Defence Portfolio organizations, please refer to Section IV: Other Items of Interest - Selected Defence Portfolio HR and Financial Resources. For further information on the legislative framework within which Defence operates, please see Section IV: Other Items of Interest - Legislative Environment.

The Report on Plans and Priorities (RPP) for fiscal year 2011-12 is based upon the following foundational elements:

• The Defence Program Activity Architecture (PAA), which defines strategic outcomes and program activity areas and provides the planning, management and reporting structure for Defence;
• The Canada First Defence Strategy (CFDS), which mandates specific core missions and capability investments;
• The Defence Priorities for 2011-12, which identify specific commitment areas within Defence to which additional effort and resources are allocated to mitigate risks and thus enable the delivery of the Defence mandate; and
• The Corporate Risk Profile (CRP), which documents the key risks impacting Defence activities and their associated mitigation strategies.

Strategic Outcomes and Program Activity Architecture

Within Treasury Board Secretariat's Policy on Management, Resources and Results Structures ³ (MRRS) for planning, management and reporting, the Program Activity Architecture ⁴ sets out the strategic outcomes that are Defence's key method of tracking performance. While the PAA inventories activities undertaken by the Department, the strategic outcomes indicate the planned benefits arising from these activities.

Defence's four strategic outcomes, each supported by related program activities, are:

• Defence Operations will improve Peace, Stability and Security wherever deployed;
• National Defence is Ready to meet Government Defence Expectations;
• Resources are Acquired to meet Government Defence Expectations; and
• Care and Support to the Canadian Forces and Contribution to Canadian Society.

Each Defence Strategic Outcome and Program Activity is aligned to relevant Defence Priorities, Corporate Risks, and a Government of Canada Outcome Area. For further information, please refer to Section IV: Other Items of Interest - Departmental Link to Government of Canada Outcome Areas.

For a full illustration of the Defence PAA, please refer to Section IV: Other Items of Interest - Defence Program Activity Architecture. For descriptions of Defence strategic outcomes and associated program activities, please refer to Section II: Analysis of Program Activities by Strategic Outcome.

The Canada First Defence Strategy

To help Defence carry out our roles and responsibilities, the Canada First Defence Strategy⁵ (CFDS), released in May 2008, ensures a first-class, modern military that is well-trained, well-equipped and ready to take on the challenges of the 21st century.

To accomplish this, the CFDS provides a 20-year roadmap to modernize the CF with stable and predictable funding that permits long-term planning and investment in four Defence capability areas or pillars:

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• Personnel: Expand the CF to a total strength of 100,000 (Regular 70,000/Reserve 30,000) by fiscal year 2027-28;
• Equipment: Renew the CF's core equipment platforms;
• Readiness: Maximize personnel training and equipment availability; and
• Infrastructure: to meet Canada's future defence and security requirements, the Government of Canada intends to replace or refurbish approximately 25 per cent of DND infrastructure holdings within 10 years, with approximately 50 per cent being replaced or refurbished over 20 years.

The CFDS articulates the broad strategic vision for Defence aligned with the level of ambition identified by the Government of Canada and outlines six core CF missions in domestic, continental and international contexts:

• Conduct daily domestic and continental operations, including in the Arctic and through the North American Aerospace Defense Command (NORAD);
• Support a major international event in Canada such as the G8, G20 and North American Leaders' Summits;
• Respond to a major terrorist attack;
• Support civilian authorities during a crisis in Canada such as a natural disaster;
• Lead and/or conduct a major international operation for an extended period; and
• Deploy forces in response to crises elsewhere in the world for shorter periods.

Risk Analysis

Defence is influenced by a wide range of factors, domestic and international, that have an impact on how we carry out our mandate. These factors present us with both risks and opportunities, which are taken into account as we deliver on our roles and responsibilities. Our continuous monitoring of emerging issues, developments and trends allows us to anticipate and respond to challenges, while mitigating risks.

The Corporate Risk Profile (CRP) documents the key risks facing Defence and has, therefore, an important influence on our planning and resource allocation decisions. It is a tool through which the executive leadership can provide guidance and direction to mitigate those Corporate Risks vital to the establishment and sustainment of the Defence mission. In general, operational and tactical risks are not elevated to the CRP as these are inherent to Defence's business and are managed on a day-to-day, routine basis.

The CRP is derived from the review of external and internal risks that require mitigation. For fiscal year 2011-12, three key Corporate Risks having a Defence-wide impact are highlighted. These are Defence Team Capacity Issues, Canadian Forces Reconstitution, and Investment Plan (IP) Flexibility. The key Corporate Risks, as well as their attendant mitigation actions, are presented below. To fulfill the Government of Canada's expectations, Defence will continue to manage these Corporate Risks in an effective manner.

Key Corporate Risks

Risk	Action
Canadian Forces Reconstitution	Planning for the end of the combat mission in Afghanistan in 2011, and planning for CF readiness post-2011 including the Government of Canada's commitment to train the Afghan National Army after the end of the combat mission.
Defence Team Capacity	Placing priority on achieving the right balance and composition of the Defence workforce with focused attention on addressing military and civilian occupations of concern, and on leadership and professional development at all levels in the organization.
Investment Plan Flexibility	Ensuring that there is sufficient flexibility in the IP to address both emerging operational requirements and CF capability requirements of the future as outlined in the CFDS.

In an effort to increase the visibility of the CRP in this report, Defence has developed a Defence Priorities - CRP - PAA Alignment Matrix⁶ , which illustrates the risks related to each Program Activity. See Section II: Analysis of Program Activities by Strategic Outcome for discussion of risks and associated mitigation strategies.

The Defence Priorities

The Defence Priorities are informed by the key Corporate Risks, and represent a focused number of areas where efforts and resources will be directed to mitigate those risk areas. Doing so addresses gaps in capability or capacity to enable Defence to act effectively on Government of Canada direction. To respond to the Government's priorities for Defence and support the activities essential to achieve excellence in our operations and management, the Defence Priorities articulated in RPP 2011-12 are:

• Ensuring Sustainable Operational Excellence both at Home and Abroad;
• Reconstituting and Aligning the CF Post-Afghanistan;
• Maintaining Defence Affordability; and
• Strengthening the Defence Team.

Defence Planning and Performance Reporting Framework

The following diagram illustrates the alignment of Defence's PAA, Risks and Priorities to the CFDS. This framework forms the basis for communicating Defence's planning story throughout this report.

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Contribution to the Federal Sustainable Development Strategy

Defence is a participant in the Federal Sustainable Development Strategy⁷ (FSDS). The Federal Sustainable Development Act⁸ establishes environmental sustainability as a long-term Government-wide priority, and requires the Government of Canada to develop and table an FSDS, integrating environmental sustainability and strategic environmental assessment as an integral part of its decision-making processes. Contributions are further explained in Sections II, III and IV.

Defence's contribution is through Theme IV: Shrinking the Environmental Footprint - Beginning with Government⁹. These contributions, and linkages to the PAA, are further explained in Section II: Analysis of Program Activities by Strategic Outcome.

The RPP uses this logo to indicate Defence activities that contribute to Theme IV of the FSDS. For additional details on Defence's activities to support sustainable development please see Section III: Supplementary Information - Greening Government Operations and both Section IV: Other Items of Interest - Sustainable Development and Section IV: Other Items of Interest - Strategic Environmental Assessment.

Planning Summary

Financial Resources

Financial Resources ($ thousands)
	Planned Spending
	2011-12	2012-13	2013-14
Departmental Spending	21,299,079	21,688,661	21,295,386
Capital Spending (included in Departmental Spending)	4,664,573	5,129,587	5,273,247

Human Resources

Over the next several years, we will adjust our personnel strategy to position Defence to meet future challenges and to deliver an affordable and sustainable Defence Program.

The long term objectives of the Regular and Reserve personnel, and civilian workforce are established as prescribed in the CFDS (70,000 Regular and 30,000 Reserve personnel by 2028; and 25,000 civilian workforce). The CFDS target to increase the effective strength of the Regular Force to 68,000 personnel was met ahead of the fiscal year 2011-12 schedule. As we plan for the end of the combat mission in Afghanistan and CF readiness post-2011, we will stabilize the Regular Force at 68,000 and ease the civilian workforce towards CFDS targets through natural attrition, over the next three fiscal years. We will also review the Reserve Force to determine a suitable Reserve employment model and validate the apportionment between Class A, Class B and Class C Reserves. Notwithstanding the above, we will need to determine the appropriate balance of personnel - Regular, Reserve and civilian - within the Department and across all Program Activities.

Human resource figures planned over the next three fiscal years are summarized in the following tables. For further explanation, please see endnotes. This data may be adjusted according to the outcome of the Strategic Review exercise.

Human Resources Summary (Full-Time Equivalent - FTE) 10
	2011-12	2012-13	2013-14
Regular Force	68,000	68,000	68,000
Primary Reserve (Class C)	791	500	500
Civilian - Departmental	26,490	25,790	24,790
Civilian - Organizations reporting directly to the Minister of National Defence*	1,710	1,710	1,710
TOTAL	96,991	96,000	95,000

Human Resources Summary (Reserve Force Personnel) 11
	2011-12	2012-13	2013-14
Primary Reserve (all classes) Total Strength	34,750	34,750	34.750
Primary Reserve (all classes) Average Paid Strength	27,000	27,000	27,000
Cadet Organizations Administration and Training Service	8,000	8,000	8,000
Canadian Rangers	5,000	5,000	5,000

Strategic Outcomes

Strategic Outcome	Defence Operations will Improve Peace, Stability and Security Wherever Deployed
Performance Indicators	Targets
% Effects Achieved (aggregate for all commands)	80-100%

Spending ($ thousands)

Program Activity		Forecast Spending 2010–11	Planned			Alignment to Government of Canada Outcome Area
			2011–12	2012–13	2013–14
Situational Awareness	CS	150,960	105,310	95,526	97,137	A safe and secure world through international cooperation
	DS	691,448	638,303	639,870	653,474
Canadian Peace, Stability and Security	CS	6,431	16,248	14,672	14,961	A safe and secure Canada
	DS	394,647	282,628	287,759	296,368
Continental Peace, Stability and Security	CS	5,352	3,180	2,909	2,961	A strong and mutually beneficial North American partnership
	DS	197,835	197,907	204,418	212,045
International Peace, Stability and Security	CS	541,121	319,451	290,174	295,873	A safe and secure world through international cooperation
	DS	2,732,893	2,027,838	1,404,882	1,159,337
Total Planned Spending	CS	703,865	444,189	403,281	410,931
	DS	4,016,823	3,146,676	2,536,929	2,321,224

Strategic Outcome	National Defence is Ready to meet Government Defence Expectations
Performance Indicators	Targets
% Readiness level for Maritime, Land and Aerospace combined	98-100%

Spending ($ thousands)

Program Activity		Forecast Spending 2010–11	Planned			Alignment to Government of Canada Outcome Area
			2011–12	2012–13	2013–14
Maritime Readiness	CS	2,709	32,554	29,760	30,302	A safe and secure world through international cooperation
	DS	2,001,206	2,188,533	2,260,119	2,183,647
Land Readiness	CS	114,474	36,671	33,473	34,086	A safe and secure world through international cooperation
	DS	4,167,518	3,630,264	3,829,067	3,725,108
Aerospace Readiness	CS	88,047	33,062	30,292	30,826	A safe and secure world through international cooperation
	DS	2,400,509	1,883,626	1,952,555	1,872,254
Joint and Common Readiness	CS	197,953	176,309	198,477	205,895	A safe and secure world through international cooperation
	DS	2,325,417	2,237,251	2,340,639	2,273,152
Total Planned Spending	CS	403,184	278,595	292,001	301,110
	DS	10,894,649	9,939,674	10,382,380	10,054,161

Strategic Outcome	Resources are Acquired to meet Government Defence Expectations
Performance Indicators	Targets
Performance against CFDS as measured by Investment Plan and Business Plans	95-100%

Spending ($ thousands)

Program Activity		Forecast Spending 2010–11	Planned			Alignment to Government of Canada Outcome Area
			2011–12	2012–13	2013–14
Defence Science and Technology	CS	31,449	20,858	18,925	19,296	An innovative and knowledge-based economy
	DS	373,338	327,069	334,420	343,461
Recruiting of Personnel and Initial Training	CS	9,338	2,610	2,367	2,414	A safe and secure world through international cooperation
	DS	653,758	1,416,719	1,390,338	1,377,324
Equipment Acquisition and Disposal	CS	2,545,885	3,220,409	3,782,625	3,921,891	A safe and secure world through international cooperation
	DS	2,691,307	3,498,227	4,089,999	4,193,603
Real Property and Informatics Infrastructure Acquisition and Disposal	CS	704,360	628,124	566,933	552,916	Strong economic growth
	DS	775,843	665,501	606,161	593,215
Total Planned Spending	CS	3,291,032	3,872,000	4,370,850	4,496,516
	DS	4,494,246	5,907,517	6,420,918	6,507,603

Strategic Outcome	Care and Support to the Canadian Forces and Contribution to Canadian Society
Performance Indicators	Targets
% Public support for the Canadian Forces	85-100%

Spending ($ thousands)

Program Activity		Forecast Spending 2010–11	Planned			Alignment to Government of Canada Outcome Area
			2011–12	2012–13	2013–14
Defence Team Personnel Support	CS	15,580	21,254	19,313	19,684	A safe and secure world through international cooperation
	DS	671,649	762,395	785,094	811,715
Canadian Identity	CS	11,099	15,053	13,666	13,932	A vibrant Canadian culture and heritage
	DS	346,767	354,351	352,020	358,985
Environment Protection and Stewardship	CS	3,347	1,129	1,031	1,049	A clean and healthy environment
	DS	152,090	134,365	138,044	142,216
Non-Security Support	CS	78	105	95	97	A transparent, accountable and responsive federal government
	DS	21,503	7,165	6,717	6,666
Total Planned Spending	CS	30,104	37,541	34,105	34,763
	DS	1,192,009	1,258,275	1,281,875	1,319,582

Internal Services
Program Activity		Spending ($ thousands)
		Forecast 2010–11	Planned
			2011–12	2012–13	2013–14
Internal Services	CS	63,865	32,248	29,350	29,928
	DS	1,205,426	1,046,937	1,066,558	1,092,815

Planned Spending for Fiscal Year 2011-12 by Program Activity

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Financial Spending Trend

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Estimates by Vote

Estimates by Vote are presented in the Main Estimates for fiscal year 2011-12, available on the Treasury Board Secretariat (TBS) website.

The CF in Canada

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A complete listing of CF installations including bases, wings, stations and support units in Canada is available in Section IV: Other Items of Interest - Canadian Forces bases and wings co-located with civilian service centres across Canada.

SECTION II: ANALYSIS OF PROGRAM ACTIVITIES BY STRATEGIC OUTCOMES

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

Departmental Sustainable Development Strategy Tag Legend:

	Theme I: Addressing Climate Change and Air Quality
	Theme II: Maintaining Water Quality and Availability
	Theme III: Protecting Nature
	Theme IV: Shrinking the Environmental Footprint - Beginning with Government

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

Transition to the training mission in Afghanistan will be the key operational focus in fiscal year 2011-12. This mission will leverage the CF's high level of professionalism to improve the standards of the Afghan National Army and enhance Afghanistan's ability to provide for its own security. Efforts will continue on planning and executing the close-out of the combat mission in Afghanistan, redeploying forces and equipment and reconstituting the CF for future tasks.

Other important planned operations will continue to be significant aspects of Defence's contribution to national, continental and international security. These include joint Arctic sovereignty operations, routine maritime and NORAD operations to ensure the continued security of our sea and airspace, and air, land, and maritime support to the North Atlantic Treaty Organization (NATO), international maritime and anti-drug trafficking operations, patrols conducted by the Canadian Rangers, and fisheries patrols. Exercises conducted by the navy, army and air force will allow the CF to continue to fulfill its mandate of monitoring Canadian air and maritime approaches, as well as assisting other government departments (OGDs) and agencies in demonstrating Canadian sovereignty.

Defence will continue to be a full partner and key contributor in the whole-of-government initiative in contingency and emergency operations at home and abroad. Security for national events, Northern operations, disaster relief and the future training mission in Afghanistan are examples. The Department will continue working closely with the Department of Foreign Affairs and International Trade (DFAIT), the Canadian International Development Agency (CIDA), the Royal Canadian Mounted Police (RCMP) and OGDs and agencies in post-conflict environments to provide humanitarian assistance or contribute to disaster response operations. In continued cooperation with Communications Security Establishment Canada (CSEC) and other members of the Canadian security and intelligence community, Defence will contribute to Canada's integrated security intelligence program.

Benefits for Canadians

As a major trading nation, Canada's prosperity is linked to the peace, stability and security of our country, the North American continent, and the world in general. Defence's contributions in these areas will have a lasting and positive impact on Canadians' well-being, while reaffirming Canada's commitment to helping those in need.

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 OGDs in the defence and security of Canada.

Situational Awareness

Human Resources (FTEs)12 and Planned Spending ($ thousands)
	2011–12		2012–13		2013–14
	FTEs	Planned Spending	FTEs	Planned Spending	FTEs	Planned Spending
Military	1,715		1,715		1,715
Civilian	411		400		383
Total	2,126	638,303	2,115	639,870	2,098	653,474

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).	98.5-100%
Situational awareness of the defence, security and international affairs environment is enhanced.	% of reports read out of total number of reports produced.	85-90%

Defence will continue to be a leader in the Canadian security and intelligence community, providing the Government of Canada with high-value geospatial, human, imagery, scientific and technical, and signals intelligence capabilities, as well as independent all-source intelligence assessments.

The Polar Epsilon project will complete its delivery of new satellite reception stations on Canada's East and West coasts in fiscal year 2011-12, providing key ISR capabilities exploiting Canada's RADARSAT-2 to enhance awareness of Canada's Arctic region and maritime approaches, supporting both CF operational commanders and OGDs. Furthermore, the Joint Space Support Project will deliver two space-based situational awareness capabilities, enhancing the tactical and operational effectiveness of the CF for planning and conducting domestic and foreign operations.

Defence intelligence priorities reflect Canada's global security interests and concerns, and help to focus the conduct of integrated Defence ISR activities. These include the persistent surveillance of the Canadian Arctic, Canada's Exclusive Economic Zone (EEZ) and maritime approaches, and Canadian airspace, through CF participation in NORAD. Together, persistent surveillance and expert Defence intelligence analysis provide the Government of Canada with advance warning and timely confirmation of incursions of interest and a detailed understanding of a range of factors relating to those incursions. The collection and analysis of Defence intelligence also supports the readiness of CF maritime, land, aerospace, cyber, and special operations forces, as well as the planning and conduct of CF operations in defence of Canada and North America, and in support of international security.

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 and humanitarian crises, supporting domestic security requirements, and conducting search and rescue activities.

Canadian Peace, Stability and Security

Human Resources (FTEs)12 and Planned Spending ($ thousands)
	2011–12		2012–13		2013–14
	FTEs	Planned Spending	FTEs	Planned Spending	FTEs	Planned Spending
Military	790		790		790
Civilian	100		97		93
Total	890	282,628	887	287,759	883	296,368

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.	80-100%
	% effects achieved through planning and execution of safety, security, defence and support operations.	80-100%
	% assigned critical tasks completed through planning and execution of safety, security, defence and support operations.	80-100%

The CF will continue to deliver security at home by providing surveillance of Canadian territory, air and maritime approaches, conducting sovereignty operations, including high priority Arctic sovereignty operations, maintaining search and rescue capabilities and working with civil authorities to respond to potential incidents ranging from natural disasters to other domestic emergencies. To fulfill these goals, 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.

Although security for major international events in Canada will remain a national operation under the leadership of the RCMP, the CF will continue to be a key partner for event security, providing unique military capabilities when required. Those include operational and exercise planning and research; infrastructure; air mobility and logistical air support; air, land and maritime surveillance; support to mitigation of chemical, biological, radiological and/or nuclear incidents; intelligence; explosives disposal; and other technical expertise.

The Government of Canada remains committed to enhancing our Arctic sovereignty. The CF has a key role to play by ensuring security and exercising sovereignty through surveillance and control operations, by providing a higher profile presence in remote and isolated communities, and by assisting OGDs and agencies in fulfilling their northern mandates. As part of the CFDS, a number of investments will be made, including the development of a new Arctic Training Centre at Resolute Bay, the creation of a berthing and refuelling facility in Nanisivik scheduled to be operational in 2014, and the expansion and modernization of the Canadian Rangers.

Defence will continue to plan and conduct routine and contingency operations in Canada's North, including three annual operations where increased investments will be made. Defence stands ready to offer assistance should an environmental incident, or other disaster, occur in the region.

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)12 and Planned Spending ($ thousands)
	2011–12		2012–13		2013–14
	FTEs	Planned Spending	FTEs	Planned Spending	FTEs	Planned Spending
Military	603		603		603
Civilian	46		45		43
Total	649	197,907	648	204,418	646	212,045

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]).	80-100%
	% effects achieved through successful planning and execution of continental operations (routine and contingency).	80-100%
	% assigned critical tasks completed through successful planning and execution of continental operations (routine and contingency).	80-100%

Defence will continue to position Canada as a reliable partner in the defence, stability and security of North America by conducting combined operations and exercises and by furthering contingency plans. These address continental defence, security and public safety requirements, response to continental disasters, and the conduct of humanitarian aid and evacuation operations as directed by the Government of Canada.

Defence will work closely with the United States through existing bilateral institutions such as NORAD, where our two countries cooperate on a daily basis to defend and secure North American airspace. Defence will also continue to build on relationships with the US Northern Command and Southern Command. Additionally, the CF will continue to conduct operations and exercises with the United States to ensure a high level of readiness and interoperability. The CF will specifically contribute to North American security through support to the US Joint Inter-Agency Task Force South with maritime and air surveillance contributions (Op CARIBE).

Canada is also strengthening its partnership with its North American neighbours through the hosting of American and Mexican liaison officers in an operational-level headquarters that deals with continental defence issues and activities. Finally, Defence will continue to promote and participate in senior level engagement to coordinate defence and security efforts with the United States 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)12 and Planned Spending ($ thousands)
	2011–12		2012–13		2013–14
	FTEs	Planned Spending	FTEs	Planned Spending	FTEs	Planned Spending
Military Regular	6,672		4,711		4,711
Military Res Class C	791		500		500
Civilian	821		800		769
Total	8,284	2,027,838	6,011	1,404,882	5,980	1,159,337

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).	80-100%
	% effects achieved through successful planning and execution of international operations (routine and contingency).	80-100%
	% assigned critical tasks completed through successful planning and execution of international operations (routine and contingency).	80-100%

Defence will continue to work with OGDs on international obligations ranging from the Americas to Europe, Africa, the Middle East and Southwest Asia. Canada's combat commitment to the NATO-led International Security Assistance Force (ISAF) in Afghanistan will end in July 2011. The CF will remain present with a training mission until 2014. This evolution of the whole-of-government campaign in Afghanistan will include a consolidation and redeployment of deployed combat forces and equipment and the mission close-out, force reconstitution and preparations for future combat tasks. As well, Defence will continue to participate in international maritime security operations in the Indian Ocean/Horn of Africa region, and will continue our contributions to the UN, NATO and the Organization for Security and Co-operation in Europe (OSCE).

Defence will focus on defence diplomacy through the implementation of a Global Engagement Strategy (GES), and activities such as high-level visits, international personnel placements, Canadian Defence attachés, training and capacity building, and legal, technical and logistical arrangements. Consistent with Canadian foreign policy, the CFDS and continuing policy direction from the Government of Canada, the GES will seek to improve coherence and the overall effectiveness of Canadian defence diplomacy.

Defence will continue to support the Government of Canada's Americas Strategy by strengthening partnerships with key hemispheric states and institutions, such as the Organization of American States (OAS), and by enhancing our participation in regional exercises, such as the multi-national PANAMAX¹³ exercises.

Strategic Outcome:

National Defence is Ready to meet Government Defence Expectations

This outcome explains 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

Defence will continue to fulfill the six core missions outlined in the CFDS. During the reporting period, the Chief of the Defence Staff (CDS) will issue a directive on CF Posture post-July 2011 that will guide activities post-Afghanistan. As well, the CDS Readiness Guidance will outline procedures for determining, reporting and adjusting CF readiness at the strategic level.

Though no major international events are currently planned to be hosted by Canada in fiscal year 2011-12, the CF will maintain our readiness to support any event the Government of Canada may host. High readiness forces will continue to be maintained to mitigate any security threat. The six regional Joint Task Force headquarters will remain ready to direct any assigned forces to assist civilian authorities to mitigate the effects of any crisis in Canada. As well, the three Search and Rescue regional coordination centres will continue to direct maritime and air search and rescue efforts within Canada's area of responsibility.

The newly established 1 Canadian Division HQ has reached its initial operational capability and will continue on its path to full operational capability. This headquarters will improve Defence's ability to lead and conduct international operations. The reconstitution of the CF, post-Afghanistan combat operations, will position Defence to be able to conduct a broad spectrum of potential operations abroad, as assigned by the Government of Canada. The training mission in Afghanistan from 2011 to 2014 is one such example. In addition, the CF will be ready to deploy to mitigate short-term crises in the world, as demonstrated during the 2010 Haiti earthquake.

Benefits for Canadians

Defence will be ready to provide Canadians with the safety and security they expect. Defence initiatives will continue to support a reliable, trained and deployable military supported by modern capabilities to ensure the highest possible level of operational readiness. The CF is ready to assist Canadians at home and abroad, and is able to deploy rapidly when directed by the Government of Canada.

Defence spending is both an investment in Canadians' security and an assurance of economic vitality. In this context, the jobs created in communities across Canada in support of CF infrastructure and equipment are complemented by the sense of security felt by Canadians. The intangible benefit of national pride in a Defence Team that is available to support national interests in a definitive, focused manner is valuable to Canada.

Program Activities

Maritime Readiness

This program activity provides Canada with 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)12 and Planned Spending ($ thousands)
	2011–12		2012–13		2013–14
	FTEs	Planned Spending	FTEs	Planned Spending	FTEs	Planned Spending
Military	7,840		7,840		7,840
Civilian	5,036		4,904		4,714
Total	12,876	2,188,533	12,744	2,260,119	12,554	2,183,647

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.	98-100% compliance with the Readiness and Sustainment Policy.

As Defence continues to implement the CFDS the navy has begun a significant period of transition and capability enhancement with the entry of the first frigate into Halifax Class Modernization (HCM). Progress is being made on other navy-sponsored capabilities such as the Joint Support Ship, Arctic Offshore Patrol Ship and the Canadian Surface Combatant, all enabled by the National Shipbuilding Procurement Strategy¹⁴. At the same time, priority remains focused on ensuring operational success at sea by maintaining a highly effective but ageing fleet while preparing to meet the challenges of a renewed three-ocean readiness. The navy, in concert with CF Regular and Reserve Transformation¹⁵ efforts, is focused on adjusting its internal processes to sustainably generate globally deployable maritime forces in accordance with the CFDS.

Increasing the navy's operational capacity will require continued intradepartmental coordination for focused recruiting and support for initial naval training. Building on recent recruiting success will also require continued emphasis on providing sufficient at-sea experience for new sailors and opportunities to build the competencies required by all sailors for success at-sea when in harm's way. This includes providing maritime leadership internationally with coalition, NATO and UN partners to achieve strategic effect. Defence will also prioritize and execute vessel maintenance activities and key projects that enhance naval capability such as HCM and the Victoria In-Service Support Contract¹⁶ for the submarine fleet. In addition, the navy is investing to sustain the long term viability of operationally relevant, shore-based capabilities by increasing investments in infrastructure maintenance.

The navy's plans from fiscal years 2011-12 to 2013-14 identify the priorities to proactively manage maritime capabilities by mitigating the risks inherent in the upcoming unavailability of vessels as they enter the HCM, the effectiveness of the Victoria In-Service Support Contract, and the ageing infrastructure.

Land Readiness

This program provides Canada with 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)12 and Planned Spending ($ thousands)
	2011–12		2012–13		2013–14
	FTEs	Planned Spending	FTEs	Planned Spending	FTEs	Planned Spending
Military	15,173		17,134		17,134
Civilian	4,987		4,856		4,668
Total	20,160	3,630,264	21,990	3,829,067	21,802	3,725,108

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:: -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	98-100%

Defence will continue to maintain balanced capabilities based on the different elements of a 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 comprehensive approach involving close cooperation with other government departments (OGDs) and agencies, as well as with Canada's international defence partners and Allies. This is essential to continued relevance in both domestic and expeditionary operations. The land forces will focus on disengaging from the Afghanistan combat mission, implementing the training mission (expected to last until 2014), and reconstituting their personnel and equipment, as is addressed in the army's plan. Reorientation and reorganization will ensure that the land forces can continue to fulfill the CFDS-mandated six core missions. General purpose readiness training, as well as the rationalizing and recapitalizing of the land forces equipment fleets, will ensure the delivery of integrated land effects.

The continuing development of 1 Canadian Division in Kingston, Ontario, which reached initial operating capability in 2010, towards full operating capability, will improve the capacity of the CF to lead and conduct a major international operation for an extended period.

The army's plan looks to the end of 2013 and sets the priorities to manage the assignment of units, equipment and infrastructure (significant ranges and training areas). It provides the strategic oversight to proactively manage the risks inherent in the reconstitution of land force capabilities, including the reduced operational capacity resulting from significant maintenance being carried out on land based weapons platforms.

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)12 and Planned Spending ($ thousands)
	2011–12		2012–13		2013–14
	FTEs	Planned Spending	FTEs	Planned Spending	FTEs	Planned Spending
Military	8,299		8,299		8,299
Civilian	2,123		2,067		1,987
Total	10,422	1,883,626	10,366	1,952,555	10,286	1,872,254

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).	98-100% of the Managed Readiness Plan requirement.

Aerospace readiness is the foundation of air force operational effectiveness, and ensures the aerospace elements of the CF are ready to meet current and future Defence expectations. The acquisition and integration of new equipment and capabilities, including the Airlift Capability Project - Tactical (the CC130J Hercules), the Maritime Patrol Helicopter Project (the replacement of the CH124 Sea King with the CH148 Cyclone) and the Medium-to-Heavy Lift Helicopter (MHLH) Project (the CH147 F Chinook) will ensure the air force remains a core component of a reconstituted CF. These and other projects will address operational and supportability deficiencies as they progress towards full operational capability, allowing the CF to better meet CFDS commitments at home and abroad. For further information on these and other projects, see Section III: Supplementary Information - Status Report on Transformational and Major Crown Projects.

The magnitude of air force transition activities in the near-term will pose significant resource challenges given increasing budget pressures and personnel limitations. Integrating new capabilities while implementing post-2011 readiness initiatives will be carefully controlled to ensure sufficient operational capacity is maintained across the spectrum of air force tasks. Demands will be closely monitored to ensure resources are correctly allocated to maximize readiness, training agility, and affordability.

The air force will continue to support operations in Afghanistan until the end of 2011, at which point some elements, primarily the tactical helicopter force, will benefit from a planned reduced operational tempo for the year 2012 in order to reconstitute to mandated readiness levels and prepare for implementation of MHLH. The air force will continue to leverage technology to maximize efficiencies in the training environment and mitigate maintenance pressures on all aircraft fleets, new or existing. Considerable infrastructure will be required to support new acquisitions, and progress will be routinely evaluated against capacity demands to ensure transitions are managed in a timely and effective manner. Plans for fiscal year 2011-12 provide specific direction on proactively managing the risks inherent in the reconstitution of the CF, with its consequential reduced operational capacity, the increased level of maintenance to be performed and the infrastructure demands.

Joint and Common Readiness

This program will ensure Defence is ready to operate in a joint capacity, as directed by the 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)12 and Planned Spending ($ thousands)
	2011–12		2012–13		2013–14
	FTEs	Planned Spending	FTEs	Planned Spending	FTEs	Planned Spending
Military	6,837		6,837		6,837
Civilian	4,329		4,216		4,052
Total	11,166	2,237,251	11,053	2,340,639	10,889	2,273,152

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.	98-100%

Joint and Common Readiness includes those centralized force generation and sustainment activities that either extend beyond, or integrate, the maritime, land and aerospace force generation mandates. To meet the increased scope of these force generation exercises, Defence funds the recurring CF Integrated Training Plan¹⁷.

The CF focuses specifically on supporting the development and enhancement of joint, interagency and combined aspects in CF collective training activities. The JOINTEX¹⁸ series of exercises and events will continue to enhance a joint culture of integration of operational effects within the CF.

Through a directive on CF Posture post-July 2011, 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 of Canada both domestically and internationally. The support to CF deployed overseas will be strengthened with the continued development and implementation of regional support hubs in areas of Canadian interest, which will extend the CF's global reach. We will maintain a number of assigned support capabilities in a state of high readiness in domains such as intelligence, communications, logistics, health services, military policing, engineering, personnel support, resource management, humanitarian operations, and disaster relief. National-level support to operations at home and abroad will continue to be a priority.

Defence is developing an integrated risk-management capability and culture that will provide strategic oversight of the CF to proactively manage the risks inherent in post-Afghanistan combat reconstitution; the new Afghanistan training mission; the reduced availability of major land, sea and air equipment assets due to major scheduled maintenance; and the difficulties associated with ageing infrastructure.

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 our taskings. This strategic outcome outlines the Defence plans for the acquisition of resources.

Planning Highlights

Defence, in collaboration with Natural Resources Canada and Fisheries and Oceans Canada, through Project Cornerstone continues to establish the outer limits of our continental shelf in support of Canada's submission under the UN Convention on the Law of the Sea¹⁹. In 2011, data will be collected near the Alpha Ridge off Ellesmere Island.

Focused recruiting to address military and civilian personnel shortages in stressed occupations, along with greater synchronization of the training cycle and a greater emphasis on succession planning will better position Defence to have the right people with the right qualifications in the right places at the right time.

People capacity in some Defence occupations puts the ability for Defence to possess and maintain properly qualified personnel at risk. Skill gaps within occupations where there are difficulties in recruiting candidates are widening, as Defence's ageing workforce approaches retirement. In fiscal year 2011-12, the risk associated with personnel capacity will continue to be mitigated through targeted recruitment of individuals into development and training programs. Innovative human resources tools and practices (e.g. on-line assessment) will be introduced to expedite staffing processes.

A number of ongoing and emerging trends are expected to affect Defence materiel acquisition and support functions:

• There is significant demand for Materiel Acquisition and Support (MA&S) services, specifically regarding CF force generation, sustainment, and force employment cycles, including the requirement for a drawdown and reconstitution of equipment/materiel from Afghanistan, and the materiel readiness considerations to transition to the new mission in Afghanistan; and
• There continues to be a growing demand on the capital and national procurement programs. The ambitions and clear expectations set out by the CFDS for timely recapitalization and delivery of major equipment and critical improvements will continue, as will the concurrent maintenance of existing in-service and new fleets, taxing the capacity of the Defence Team.

Defence will continue to deliver projects that are essential to the effectiveness of our military. This includes hangars, roads, landing strips, docking facilities, accommodations, and medical and training facilities. In accordance with the CFDS, 25 per cent of the existing ageing infrastructure will be replaced over 10 years. Defence will also build or enhance infrastructure associated with the introduction of new capabilities.

Benefits for Canadians

Defence is committed to maximizing the impact of our CFDS investment to achieve defence capability for the CF and economic benefits for Canadians. To this end, Defence is pursuing the development of a strategic defence industrial approach to optimize the timely delivery of critical defence goods and services to the CF, while simultaneously maximizing the economic potential of these efforts for the Canadian defence and security industrial base as well as the broader economy.

This strategic approach to advanced procurement will entail the active participation of stakeholder departments, central agencies, and the defence and security industrial sector. It will extract maximum value from the CFDS investment, enhance our interaction with industry, position Canadian industry for future procurement and global competitiveness, and provide greater transparency for industry as it considers key investment decisions.

As a contributor to Advantage Canada, we will implement improved processes that promote affordability of the Department and economic advantages for the economy by engaging Canadian industry to the greatest extent possible. In addition, Defence S&T fosters critical innovation, and contributes to Canadian industrial competitiveness in national and international markets.

The benefits of Defence infrastructure renewal extend far beyond the military bases and wings. Efforts to renew Defence infrastructure bring economic activity to local communities through the creation of thousands of jobs across the country.

The Defence Team aims to reflect the cultural and ethnic diversity of Canadians and be seen as an employer of choice for Canada's high school, college and university graduates across the nation. Canadians will benefit from the Government of Canada’s long-term investment in people, which will successfully contribute to Canada's current and future Defence needs.

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 within a 20-year outlook.

Defence Science and Technology

Human Resources (FTEs)12 and Planned Spending ($ thousands)
	2011–12		2012–13		2013–14
	FTEs	Planned Spending	FTEs	Planned Spending	FTEs	Planned Spending
Military	36		36		36
Civilian	1,584		1,543		1,483
Total	1,620	327,069	1,579	334,420	1,519	343,461

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.	95-100%
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.	95-100%
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.	95-100%

In collaboration with our partners (OGDs, Allied nations, Canadian industry, and academia), Defence will advance close to 500 Science and Technology (S&T) projects²⁰ addressing departmental and governmental priorities. Defence S&T contributes to Advantage Canada by working closely with Industry to progress new technologies more quickly into CF capabilities. While Defence S&T will continue to support the evolving mandate for the CF's mission in Afghanistan, we will put more focus on operational excellence at home and strategic surprise avoidance in national emerging issues such as cyber security.

Defence S&T program initiatives in support of the North and Arctic sovereignty include the Cornerstone and Northern Watch projects. Cornerstone will leverage autonomous underwater vehicle technology 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.

In Public Security S&T, the former Major Events Coordinated Security Solutions (MECSS) Project which supported the 2010 Winter Games and the G8 and G20 Summits, is resulting in the development of a major events planning framework. Using Web 2.0 technologies, it will be used by the RCMP and eventually all of Government.

Recruiting of Personnel and Initial Training

This program will promote Defence as a preferred workplace with the general public and enable recruitment of new hires for a broad range of trades and other general, professional scientific occupations. This will involve deepening the Department's connections to educational institutions and Canada's multicultural communities to attract the right numbers and mix of people who have the skills needed to meet 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)12 and Planned Spending ($ thousands)
	2011–12		2012–13		2013–14
	FTEs	Planned Spending	FTEs	Planned Spending	FTEs	Planned Spending
Military	16,441		16,441		16,441
Civilian	496		483		464
Total	16,937	1,416,719	16,924	1,390,338	16,905	1,377,324

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.	99-101%
	% Achievement against FY Reserve Force Expansion (FE) target (average paid strength).	99-101%
	Year-over-year % improvement in the number of Regular Force occupations that are coded red on the Occupation Status List.	10% reduction per year

Defence personnel activities and plans continue to be developed in concert with Government of Canada objectives such as the CFDS, the Clerk of the Privy Council's Public Service Renewal²¹ agenda, and Defence-wide strategic plans and priorities.

As a result of reaching Force Expansion (FE) targets ahead of schedule, CF recruiting will focus on stressed occupations and diversity enrichment while ensuring occupations are balanced at the appropriate levels. During this period, the next phases of occupational training will be bolstered to accommodate the increased number of CF personnel.

In terms of the civilian workforce, recruiting will be targeted at under-strength general labour and trades occupations. This will be combined with recruiting post-secondary candidates through purchasing, engineering, policy and auditing development and internship programs. Any civilian workforce recruitment will be based on a strategy to ensure both affordability and cost effectiveness.

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)12 and Planned Spending ($ thousands)
	2011–12		2012–13		2013–14
	FTEs	Planned Spending	FTEs	Planned Spending	FTEs	Planned Spending
Military	816		816
Civilian	796		775		745
Total	1,612	3,498,227	1,591	4,089,999	1,561	4,193,603

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).	90-100%
	% of projects on schedule (non-CFDS).	90-100%
	% of overall planned dollars that are expended (CFDS).	90-100%
	% of overall planned dollars that are expended (non-CFDS).	90-100%

To achieve Government of Canada policy objectives as set out in the CFDS, the CF will require 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.

Land

• Close Combat Vehicle
• Force Mobility Enhancement: new Armoured Engineer and Recovery vehicles
• Intelligence Surveillance Target Acquisition and Reconnaissance
• Light Armoured Vehicle Upgrade
• Light Weight Towed Howitzer
• Main Battle Tank/ Tank Replacement Project
• Medium Support Vehicle System Project
• Tactical Armoured Patrol Vehicle

Air

• Air Force Expeditionary Capability Project
• Airlift Capability Project - Tactical
• Fixed Wing Search and Rescue
• Joint Unmanned Aerial Vehicle Surveillance Target Acquisition System
• Maritime Helicopter Project
• Medium to Heavy-Lift Helicopter
• Next Generation Fighter Capability

Maritime

• Arctic Offshore Patrol Ship
• Canadian Surface Combatant
• Halifax Class Modernization (HCM)
• Joint Support Ship

For detailed information on these and other Defence Major Crown Projects, please refer to Section III: Supplementary Information - Status Report on Transformational and Major Crown Projects²².

Through the CFDS, the Government of Canada has committed to new ships for the CF that will ensure the military can defend Canadian waters and contribute to international peace and security. It is expected that implementation of the National Shipbuilding Procurement Strategy (NSPS) will facilitate achieving the objectives of the CFDS. Defence shipbuilding projects stand to benefit from the cost estimating, risk balancing, and streamlined procurement opportunities afforded by the NSPS. Further, it is in Canada's economic interest to have a vibrant and progressive marine and shipbuilding sector that would benefit Canadians and Canadian industry.

Defence Procurement Reform

Defence will continue to strengthen internal management of our own procurement-related functions, and actively collaborate with Industry Canada (IC), the Treasury Board Secretariat (TBS), Public Works and Government Services Canada (PWGSC), and other departments having responsibilities for defence procurement to improve horizontal management.

Four areas for reform are being collectively targeted by the departments concerned, 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 supporting Defence/IC/Industry Research and Development coordination and co-investment as well as managing intellectual property for shared government and industry benefits; and
• enhancing policy enablers supporting and encouraging exports and implementing requirements for high value-added, long term Industrial Regional Benefits.

Materiel Acquisition and Support Transformation

The Department is in the early stages of a fundamental business transformation initiative in conjunction with the implementation of an integrated enterprise system, the Defence Resources Management Information System (DRMIS). The Materiel Acquisition and Support (MA&S) business area is a central element of this transformation. The new Enterprise Resource Planning (ERP) tool will provide a timely and integrated view of our inventory and asset holdings throughout their full life-cycle from procurement, through in-service support, to disposal. The expected result by fiscal year 2015-16 is more accurate system information and business intelligence to provide the basis for improved inventory accounting, asset valuation, asset visibility and auditability of materiel assets, better management practices and strengthened oversight. This will strengthen the Department's stewardship of materiel resources and improve the capacity of the CF to generate and employ forces in operations. While this transformation proceeds, selective interim improvements will continue to be made in existing program delivery, reporting and business intelligence systems where needed.

The Department is also pursuing renewal of our civilian and military materiel acquisition and support workforces. The MA&S Learning Strategy will continue strengthening its organizational performance by reshaping and strengthening training and professional development across all MA&S communities of practice in Defence.

The Department is completing a comprehensive overhaul of our Disposal Program in order to ensure that the disposal of surplus materiel assets is conducted as effectively and efficiently as possible, and consistent with Treasury Board policy. The overhaul includes the renewal of departmental policies, standardization of processes and procedures, and strengthening program delivery capacity. The renewed Disposal Program embeds a forward looking planned approach which will include the timely identification of assets as surplus through equipment divestment plans tied to the estimated life expectancy of in-service equipment. An important objective is to minimize the ongoing sustainment costs of assets that have been, or are about to be, declared surplus, and to maximize the returns of the disposal processes.

The Department will work closely with PWGSC to optimize the use of e-tools to market surplus military assets to appropriate buyers, and with the Department of Foreign Affairs and International Trade (DFAIT) to leverage the Government of Canada's global network of Defence Attachés and Trade Commissioners.

National Procurement

National Procurement (NP) activities entail the acquisition of spare parts; inspection, repair and overhaul of components; and the engineering support to in-service equipment. The recurring reality of the NP materiel readiness sustainment activity is that readiness demands exceed the funding supply. The key to mitigating the resultant risk to operational readiness is the appropriate management of priorities and resources to achieve maximum readiness effect within the available funds. Defence will improve overall readiness results through stable and predictable funding over a minimum three-year window, and the authorization of sufficient over-programming to mitigate risks associated with in-year slippages.

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

This Program Activity contributes to FSDS Theme IV: Shrinking the Environmental Footprint - Beginning with Government. Defence's SDS is in Section IV: Other Items of Interest - Sustainable Development.
Human Resources (FTEs)12 and Planned Spending ($ thousands)
	2011–12		2012–13		2013–14
	FTEs	Planned Spending	FTEs	Planned Spending	FTEs	Planned Spending
Military	17		17		17
Civilian	82		79		76
Total	99	665,501	96	606,161	93	593,215

Program Activity Expected Results	Performance Indicators	Targets
Defence has a rationalized, relevant, and responsive Real Property portfolio.	Percentage of surplus property disposed within 3-year timeframe.	80-100%
Capital construction projects are managed in a timely and effective manner.	Percentage of total planned projects reaching completion during the year.	20-30%
	Percentage of planned annual funding spent per year.	95-100%

The Capital Investment Plan (Infrastructure) (CIP [Infra]) is the departmental 10-year construction plan listing projects valued at $1M and above, detailing new construction, recapitalization, betterment, acquisitions, capital leases, transfers and potential disposal revenues/expenditures. Defence has committed to spending yearly 2.5 per cent of Realty Replacement Cost in support of the CIP(Infra) and this will continue in fiscal year 2011-12.

Infrastructure readiness will be a significant challenge and Defence will use a risk-based approach to ensure that Maintenance and Repair (M&R) addresses first and foremost ageing infrastructure needs where there are risks to the health and safety of members of the Defence Team and the general public.

Defence will continue to deliver those projects prioritized in the CIP (Infra) for fiscal year 2011-12 that are in support of rationalizing and sustaining the portfolio in accordance with CFDS targets. Infrastructure which is surplus to program requirements, deemed unsustainable or which cannot be economically capitalized, may be divested. The revenue received from the sale of the property will be reinvested in the program to continue to deliver on the commitments of the CFDS. Strengthened governance will ensure that infrastructure demands are appropriately prioritized and that operations and health and safety continue to be assured.

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's Human Resources Management Framework²³ evolves to support changing business, policy, program, and people management priorities. Specific human resources plans and initiatives support the achievement of all strategic objectives and are critical to the Department's capacity to deliver on business goals and ensure management excellence.

As personnel return home from duty in Afghanistan and around the world, it is important that we provide the highest level of support to those who have sacrificed so much in the service of their country. In partnership with Veteran Affairs Canada, Defence is committed to providing support to veterans and injured personnel most in need. Through measures such as the Legacy of Care²⁴ initiative, enhanced family support and increased attention to mental health care, Defence will continue to focus on helping to ensure that seriously injured military personnel and their families have the support they need and deserve.

The challenges presented by an ageing workforce and an increasing number of the Defence Team eligible to retire provide an opportunity for Defence to assess the current workforce strengths and identify gaps in individual skills development. In this process, systematic changes will mobilize learning and development investments around activities that can create sustainable training to align and drive efforts in delivering the Defence mandate.

Defence infrastructure renewal supports the delivery of defence operations by supporting our people, our equipment and our readiness, and helps to ensure we have a first-class, modern military, ready to take on the challenges of the 21st century. Up-to-date and properly-maintained infrastructure ensures that CF personnel and civilians on our bases and wings across Canada have a safe and healthy work environment for living, training, and working.

Benefits for Canadians

Defence is dedicated to maintaining a workforce which supports the Defence Priorities of delivering excellence at home and conducting both continental and international missions. By focusing on employing and retaining top professionals in all areas of operation, from pilot to accountant, ship's engineering officer to policy advisor, Defence will have the ongoing capacity to respond to current and emerging challenges. We will further capitalize on investments and innovations, and continually improve people management policies and programming which support our Defence Team. By providing opportunities for training and academic learning and while fostering leadership and effective management, we will further establish a capable, satisfied and committed Defence Team, enabling us to keep Canada and Canadians safe.

The Cadet and Junior Canadian Ranger (JCR) programs foster a sense of proud tradition and valuable life skills through the guidance and mentorship imparted to Canada's youth, instilling attributes of good citizenship and leadership, while promoting physical fitness. Urban and isolated communities across Canada, especially Aboriginal communities, will benefit from the approximately 1,132 Cadet units and 122 JCR patrols that provide training to some 49,460 cadets and 3,514 JCRs.

Infrastructure renewal brings economic benefits to hundreds of communities across Canada. Maintaining assets, disposing of ageing or damaged assets, managing heritage sites and exercising environmental stewardship are all part of the infrastructure renewal process. While contributing to the well-being of all Canadians, the Defence Team demonstrates concern for the environmental health of the lands we use and we practice pollution prevention in everyday activities by reducing resource consumption and waste generation. While keeping in mind the primary importance of operations, Defence incorporates environmental considerations into decision-making. One example is using the latest assessment tools to integrate green-building concepts into the construction plan design process.

Program Activities

Defence Team Personnel Support

This program provides a broad spectrum of support services including educational assistance, housing facilities and services, benefits to military personnel and their families, and learning support to civilians at Defence. 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)12 and Planned Spending ($ thousands)
	2011–12		2012–13		2013–14
	FTEs	Planned Spending	FTEs	Planned Spending	FTEs	Planned Spending
Military	1,512		1,512		1,512
Civilian	965		940		903
Total	2,477	762,395	2,452	785,094	2,415	811,715

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%

While maintaining core programs and activities and services at current levels, the CF will move forward with several programs associated with the Care of the Fallen, Ill and Injured and their Families and Mental Health in fiscal year 2011-12.

There are four Defence initiatives associated with Legacy of Care that will seek to provide:

• Barrier-Free Transitional Accommodations;
• Support Services while in Transitional Accommodations;
• CF Attendant Care Benefits; and
• CF Spousal Education Upgrade Program.

Families play an integral role in supporting personnel. Ongoing and continuous improvements to family support services ensure CF personnel are confident that the necessary care and support mechanisms are available to their families while they are deployed.

Activities to further develop a robust mental health capacity will be undertaken. These will involve:

• progressing the mental health capability at bases across the country to meet CF requirements;
• conducting a mental health survey which will provide results that ensure a clinical capability commensurate to evidence-based mental health service requirements; and
• communicating and harmonizing mental health education and training that will result in a training and education system designed to produce more psychologically resilient CF personnel.

Defence is working to foster a workplace culture that supports today's knowledge workers and is sufficiently flexible to ensure we can meet future challenges. During fiscal year 2011-12, we will examine alternatives to the current learning and development model in order to achieve the right balance between formal (e.g. classroom) and informal (e.g. on-line interactive) approaches to learning and development. We will broaden the Defence Team's accessibility to learning through modern technologies that will help to increase individual learning anywhere, anytime and at one's own pace.

As Defence builds workforce capacity, retaining key talent and addressing loss of knowledge and experience through succession planning are key internal areas of focus for the Department. Defence will build leadership capacity through full implementation of knowledge and succession planning strategies into a Defence talent management framework for senior managers, with intent to extend this framework throughout the organization in years to come. Other civilian human resources management priorities include continuing to simplify HR business processes and investing in automated solutions, and implementing tools and services to support the alignment of the workforce with 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)12 and Planned Spending ($ thousands)
	2011–12		2012–13		2013–14
	FTEs	Planned Spending	FTEs	Planned Spending	FTEs	Planned Spending
Military	408		408		408
Civilian	258		251		242
Total	666	354,351	659	352,020	650	358,985

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.	80-100%

Source of Pride

Defence contributes to promoting Canadian identity by raising Canadians' awareness and understanding of the roles and mission of the CF. During fiscal year 2011-12, Defence will continue informing Canadians about CF operations through initiatives and activities including:

• Communicating the breadth and depth of CF operations, be they domestic, continental, or international;
• Coordinating and delivering, together with OGDs, communications in support of the transition to the end of Canada's military mission in Afghanistan in December 2011, and ensuring that this transition and change process are well understood by Canadians. This will include the organization of key commemorative communications activities, as well as initiatives to showcase the training mission in Afghanistan;
• Engaging Canadians in their communities through outreach and stakeholder relations initiatives such as Veterans' Week, which contribute to a better understanding of the institution as a reflection of Canadian values;
• Continuing ongoing communications efforts to sensitize Canadians about the initiatives of the CF with regard to the Care of the Fallen, Ill and Injured and their Families; and
• Communicating and demonstrating to Canadians the progress and milestones in the implementation of the CFDS, with emphasis on showing value for money.

Canadian Military History

Furthering awareness of the Canadian military will be achieved by:

• Supporting Veterans Affairs Canada (VAC) commemorative activities, specifically, the 95th anniversary of the Battle of the Somme and Beaumont-Hamel, France in the summer of 2011;
• Promoting the continued recognition and support for Primary reservists in local communities and businesses across the country;
• Continuing work on the identification and solemn interment of historical casualties from First and Second World War battlefields;
• Publishing official histories such as the Royal Canadian Navy, Volume 3, 1945-1968, and the CF participation in the UN mission to the Congo;
• Continuing to support the travelling exhibit A Brush with War: Military Art from Korea to Afghanistan at art galleries across Canada with the CF Artists Program²⁵ ; and
• Taking advantage of the planned divestment of downtown heritage armouries with an aim to maintain an urban presence through the support of existing CF museums in the respective regions.

Canadian Cadet Program

The Canadian Cadet Program is a federally-sponsored national training program for youth ages 12 to 18, administered by Defence in collaboration with the Navy League²⁶, the Army Cadet League²⁷ and the Air Cadet League²⁸ . The CF provides personnel from the Regular Force, the Primary Reserve and, more specifically, members of the Cadet Organizations and Administration and Training Service (COATS) which includes officers of the Cadet Instructor Cadre (CIC), General Service Officers and General Service Non-Commissioned Members (NCM). The CF also provides uniforms, some infrastructure and other support services such as airlift. During fiscal year 2011-12, approximately 50,000 young Canadians will benefit from cadet training at local units. Almost half will be selected to attend national activities such as biathlon or marksmanship competitions, or one of the 24 Cadet Summer Training Centres located across the country.

Junior Canadian Rangers

The Junior Canadian Rangers (JCR) Program is for youth ages 12 to 18 in Aboriginal communities, and is run in collaboration with local adult committees. The CF provides uniforms, training, financial and administrative support to the JCR Program, while CF Regular Force and Primary Reserve personnel assist in the delivery and evaluation of JCR training during regular visits and field training exercises. 119 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. Approximately 3,500 JCRs will benefit from training in local communities of which 1,000 will participate in enhanced summer training sessions in summer 2011.

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

This Program Activity contributes to FSDS Theme IV: Shrinking the Environmental Footprint - Beginning with Government. Defence's SDS is in Section IV: Other Items of Interest - Sustainable Development.
Human Resources (FTEs)12 and Planned Spending ($ thousands)
	2011–12		2012–13		2013–14
	FTEs	Planned Spending	FTEs	Planned Spending	FTEs	Planned Spending
Military	6		6		6
Civilian	182		177		170
Total	188	134,365	183	138,044	176	142,216

Program Activity Expected Results	Performance Indicators	Targets
Demonstrate responsible and sustainable stewardship.	% achievement of SDS commitments.	95-100%
Reduce departmental liability for contaminated sites.	% reduction in contaminated sites opening liability (sites which reported liability in the previous fiscal year).	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 (%) each year

The Defence Environmental Program is planned and delivered in accordance with Federal regulatory requirements and policy direction. It is part of the CFDS commitment for Defence to continue to promote and exercise environmental stewardship in the conduct of our activities.

As a priority, Defence manages and mitigates our environmental risks through a number of programs and project-based activities. The Defence Program is designed to remediate environmental damage resulting from past activities, address present/emerging environmental issues, and avoid negative environmental impacts.

In response to the Federal Sustainable Development Strategy (FSDS) Greening Government Operations (GGO) targets, Defence's environmental program will significantly contribute to the Green Meetings²⁹ and reduction targets³⁰. In addition to Defence's contribution to the FSDS, a Defence Environmental Strategy will be developed to frame sustainability efforts inherent to our mandate while continuing to support the overall Government of Canada agenda.

The Contaminated Sites project-based activities will continue to reduce the financial liabilities associated with its contaminated sites.

For additional details on Defence's GGO activities, see Section III: Supplementary Information - Greening Government Operations.

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 (OGDs) and non-governmental organizations (NGOs).

Non-Security Support

Human Resources (FTEs)12 and Planned Spending ($ thousands)
	2011–12		2012–13		2013–14
	FTEs	Planned Spending	FTEs	Planned Spending	FTEs	Planned Spending
Military	20		20		20
Civilian	47		45		44
Total	67	7,165	65	6,717	64	6,666

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).	95-100%
Horizontal initiatives are supported by Defence information sharing.	Number of Information Sharing partnerships with OGDs and NGOs.	Increasing proportion (%) each year

The programs that fall under Non-Security Support are currently under review.

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

Defence audit and evaluation functions will continue to expand capacity in order to enhance our ability to meet the requirements of the Government of Canada's policies for audit and evaluation.

The Defence Public Affairs (PA) Portal pilot-project, a new single-window, web-based information management and collaboration system, is being used as a model and enterprise solution prototype for other groups within Defence. A business intelligence capability is being built into the PA Portal during fiscal year 2011-12, allowing for automated performance measurement and reporting. The current design of the PA Portal is prepared to accept technological upgrades as planned for an enterprise-wide collaboration system.

Defence is a significant stakeholder in the Federal Sustainable Development Strategy (FSDS). The FSDS represents a major step forward for the Government of Canada by including environmental sustainability and strategic environmental assessment as an integral part of its decision-making processes. Contributions are further explained in Section III: Supplementary Information - Greening Government Operations and Section IV: Other Items of Interest - Sustainable Development.

From a policy perspective, Defence will continue to support the implementation of the CFDS and will advance the development of policy on numerous key and emerging defence issues. Defence is also developing a global engagement strategy that will provide strategic guidance for the conduct of Canada's international defence relations.

The new Judge Advocate General (JAG), appointed in April 2010, has developed a new mission, vision and strategy which highlight continuous improvement, with particular emphasis on:

• Delivering a responsive, force enabling legal advice and services in all areas of military law;
• Leading proactive military justice oversight, responsible development and positive change;
• Optimizing a dynamic world class team of specialized legal professionals and support personnel; and
• Being vigilant leaders in caring for our people and their families.

The Office of the DND/CF Legal Advisor (DND/CF LA) will provide objective and strategic legal advice to DND and the CF, on behalf of the Department of Justice, under the authority of the Department of Justice Act³¹ through:

• Joint legal risk management planning and priority-setting;
• Effectively and efficiently providing high-quality solution-oriented legal advice and services from a whole of government perspective; and
• As needed, co-ordinating the provision of the DND/CF LA legal services with other parts of the Department of Justice, the Office of the JAG, the Department of Foreign Affairs and International Trade (DFAIT) Legal Bureau and the Privy Council Office (PCO) Legal counsel to ensure consistent, high quality legal advice is provided to the DND/CF and the Government of Canada.
  

In collaboration with OGDs, and through the implementation of key Information Management/ Information Technology (IM/IT) strategies that support the CFDS, Defence will actively continue to leverage IT technologies, standardization, and best practices to ensure the provision of an agile, secure, reliable, responsive and integrated IM/IT operating landscape, and to enhance efficiency in departmental business processes and CF operations in Canada and wherever deployed.

Benefits for Canadians

The Defence audit and evaluation functions provide senior leaders with independent assessments of Departmental governance, risk management and internal controls, as well as with independent assessments of Defence program performance. Audit and evaluation recommendations are aimed at promoting improvements and identifying opportunities for efficiencies and cost savings. As a result, audit and evaluation contributes to improvements in Defence management and operations, thereby providing benefits to Canadians.

Canadians will benefit from Defence communications services that continue to be effectively managed, well-coordinated and responsive to diverse information needs. Defence will ensure the public is informed of Defence Program Activities, plans and initiatives and that their views are taken into account in the process.

Defence is a participant in the FSDS and contributes to Greening Government Operations (GGO) targets through Internal Services. The Department contributes to the following GGO target areas:

• Green building,
• Surplus electronic and electrical equipment,
• Printing unit reduction,
• Paper consumption, and
• Green procurement targets.

The Department will continue to provide senior Defence leadership and the Government of Canada with timely, expert policy advice that will help them bring benefits to Canadians by making informed decisions on all aspects of Canada's defence policy.

The Office of the JAG is committed to delivering operationally focused, timely, solution-oriented legal advice and services, and in leading proactive military justice oversight in a manner that reflects Canadian values and adheres to the principles of the Rule of Law.

DND/CF LA will provide legal services to the Department to ensure that the implementation of the Defence Priorities in fiscal year 2011-12 is carried out in accordance with the law. For example, with respect to the "Maintaining Defence Affordability" priority, DND/CF LA will actively support the "Web of Rules" initiative, the Defence Procurement initiative, and the Defence Environmental Strategy. Regarding the "Strengthening the Defence Team" priority, DND/CF LA will provide legal services to ensure that policies to support personnel and CF families comply with the Canadian Charter of Rights and Freedoms and the laws of Canada. DND/CF LA will continue to make ex gratia payments, and will administer and settle claims by and against the Crown, including class actions, both domestically and internationally. Through Legal Risk Management, DND/CF LA will assist the Department in integrating risk and performance into Defence Planning and Management processes.

A coordinated portfolio and life cycle management approach to IM/IT investments will strengthen and sustain Defence capabilities, while ensuring the highest value is achieved in a cost effective and environmentally responsible manner. Canadians will benefit from Defence's leadership and investment in leading edge space, communications and network security technology and processes.

Program Activity

Internal Services

Internal Services³² 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

This Program Activity contributes to FSDS Theme IV: Shrinking the Environmental Footprint - Beginning with Government. Defence's SDS is in Section IV: Other Items of Interest - Sustainable Development.
Human Resources (FTEs)12 and Planned Spending ($ thousands)
	2011–12		2012–13		2013–14
	FTEs	Planned Spending	FTEs	Planned Spending	FTEs	Planned Spending
Military	1,315		1,315		1,315
Civilian	4,227		4,114		3,952
Total	5,542	1,046,937	5,429	1,066,558	5,267	1,092,815

Priority	Program Activity Expected Results	Performance Indicators	Targets
Internal Controls	Improvement of controls	Evidence of progress on plan, including documentation of business processes related to financial reporting	Progress in accordance with planned milestones
Business Intelligence	Improvement of Financial Reporting	Evidence of progress on plan, including documentation of business processes related to financial reporting	Progress in accordance with planned milestones

Governance and Management Support

Management and Oversight

During fiscal year 2011-12, Defence's internal audit focus will be to further augment audit capacity in order to enhance the provision of assurance services, a key requirement of the Treasury Board Audit Policy. Defence will continue work in areas assessed as high audit priority such as CF readiness and operations, security management, people management (military & civilian), major capital acquisition, procurement and contracting, and financial management.

Defence will continue to implement the requirements of the Treasury Board Policy on Evaluation, with specific action aimed to expand capacity and increase the amount of evaluation coverage across program spending.

The Department will continue to provide timely, effective policy advice on domestic and international defence issues to the senior Defence leadership and to the Government of Canada.

In fiscal year 2011-12, Defence policy efforts will place particular emphasis on:

• Supporting the continued implementation of the CFDS, including taking into account the evolving fiscal context and the results of the Strategic Review process;
• Providing expert, forward-leaning policy advice on key ongoing and emerging defence issues, such as Canada-United States defence relations, space, cyber and Arctic security;
• Developing and implementing a defence-wide global engagement strategy that will provide strategic guidance for the conduct of Canada's international defence relations;
• Supporting the whole-of-government engagement in national and international CF operations, including the mission transition in Afghanistan; and
• Strengthening Defence Team capacity and contributing to Public Service Renewal through, for example, the activities of the Policy Officer Recruitment Program.

Communications

During fiscal year 2011-12, Defence communications will continue to manage and deliver a broad suite of public affairs services, projects and initiatives in support of the Defence mission and Defence Priorities. Public affairs operates in a dynamic, fast-moving environment, which requires attention across an increasing number of communications channels and stakeholders, within both traditional and social media. Defence Public Affairs Group is in the process of completing the transformation from being issues-driven to becoming a strategically-focused organization (a four-year process initiated in 2007), and is moving steadily on a number of fronts to ensure strategic effect and alignment in support of Defence Priorities.

Key public affairs efforts and initiatives will include:

• Leveraging communications to reach more Canadians and employees, by making continued and innovative use of both traditional and social media;
• Providing support to reconstitution efforts with the scheduled transition from a combat to a training and humanitarian support mission in Afghanistan;
• Focusing on public affairs performance measurement processes as key to effective communications management; and
• Continuing implementation of the Employee Development Program, rolled out in fiscal year 2010-11, as the key to building strategic capacity.

Defence will continue to leverage technological advances in building knowledge management, enhancing efficiency and effectiveness, and making progress in building an integrated Defence public affairs team. This includes change management processes to ensure the optimal use of the new Defence Public Affairs Portal - a single-window web-based interface providing staff with simple, ready and global access to communications documents and tools.

Legal

In the conduct of our mandate, Defence is aware of the need to abide by all applicable Canadian and international laws. The Department of Justice and the Office of the Judge Advocate General deliver strategic legal advice and services to the Minister, the Department and the CF in defined areas of law. Where appropriate, the provision of legal advice and services is co-ordinated with the DFAIT Legal Bureau, subject matter experts and with legal counsel within the PCO.

The Minister of National Defence is statutorily required to cause an independent review of the provisions in the National Defence Act amended by Bill C-25³³ in 1998 and table it in Parliament. The first review was conducted by the late former Chief Justice Lamer and his report was submitted to the Minister in 2003. To respond to the Lamer report³⁴, the Military Justice Strategic Response Team (MJSRT) was created by Defence to address urgently pending priorities in the field of military justice in a coordinated and efficient fashion. After review of the Lamer report, Bill C-7³⁵ and Bill C-45³⁶ were introduced in Parliament in 2006 and 2008 respectively but neither Bill completed the Parliamentary process. On June 16, 2010, Bill C-41³⁷ was introduced and it is anticipated that this Bill will be considered by Parliament and may receive Royal Assent in 2011. The proposed amendments demonstrate the Government's commitment to continually improve the Canadian military justice system; ensuring it is fair, efficient, transparent and consistent with Canadian values and legal standards.

The proposed amendments to the National Defence Act in Bill C-41 would implement the great majority of recommendations in the Lamer report and would ensure that Canada's military justice system remains one in which Canadians can have trust and confidence. The amendments would also clarify the roles and responsibilities of the CF Provost Marshal (CFPM) and make the military police complaints process more fair and timely by requiring the CFPM to resolve conduct complaints within a specified period, as well as protecting complainants from being penalized for submitting a complaint in good faith. Additionally, the Bill includes amendments to enhance the fairness of the grievance process.

A significant number of consequential amendments will have to be made to the Queen’s Regulations and Orders for the Canadian Forces³⁸ (QR&O), and these amendments are currently being prepared by the National Defence Regulations Section of the Department of Justice's Legislative Services Branch, which is co-located with DND/CF LA.

The next independent review of the amendments made to the National Defence Act by Bill C-25 is expected to take place in 2011 and the report is expected to provide the basis for future amendments to the National Defence Act and the QR&O.

Resources Management Services

Financial Management

In order to ensure continuing improvement in financial systems and controls, Defence has produced a plan that complies with the Treasury Board Policy on Internal Control³⁹. Implementation of the plan will not only strengthen financial systems and controls but will also guide the continuing work necessary to meet the requirements of the Policy and advance the work to position the Department to sustain a controls-reliant audit of our financial statements.

In addition, Defence will focus on producing a plan to implement a business intelligence tool within the Defence Resource Management Information System, which will continue to improve financial reporting. The integration of full and detailed business intelligence requirements from all user groups will allow for improved reporting performance.

Information Management

The Defence IM/IT Campaign Plan is derived from the CFDS and directly enables the achievement of Defence Priorities through ongoing and focused IM/IT transformation, optimized departmental processes, provision of a secure, reliable and integrated information environment, and ultimately success in CF operations. Emphasis will be placed on program alignment and delivery of results through convergence on Defence strategic objectives. The implementation of key departmental strategies on security, enhanced IT infrastructure, Enterprise Resource Planning (ERP) and information sharing and collaboration will modernize IM/IT capabilities, while delivering a more efficient and effective IM Program for Defence. The Department will continue to review the current, decentralized IM/IT landscape in order to optimize the management of IM/IT resources, and to further integrate, strengthen and secure the Defence information systems. The implementation of an updated IM/IT prioritization framework, supported by established processes and an effective governance structure, will provide a department-wide approach to aligning IM/IT product and service requirements against Defence objectives and Priorities.

IM/IT will remain an important contributor to greater levels of productivity. The Enterprise Resource Planning (ERP) capability will provide the means for a centralized, trusted, holistic view of Defence information that will contribute to the decision-making required to efficiently manage the Defence Program.

Defence's active contribution to the Government of Canada Ageing IT and Greening IT initiatives will reduce the environmental footprint of IT operations and will positively influence the impact that Defence business and operations have on the environment. This will be achieved through innovative IT solutions, and the coordination of divestments and disposal activities with the delivery of an integrated, secure and modern information environment.

Asset Management

Real Property

Real Property services include the implementation of a management framework for the life cycle of the $22 Billion real property portfolio under the custodianship of the Minister of National Defence. This includes the provision of strategic planning, the allocation of resources, business planning, management of the portfolio in-year, performance management and reporting.

Key priorities to be addressed in the reporting period:

• Ageing portfolio: the Department will continue to strengthen our compliance and due diligence program including environmental, architectural and engineering regulations to ensure the health and safety of the Defence Team and the general public.
• Program Stewardship: the Department will improve our real property program stewardship by reforming the process to optimize the use of funding in the Defence Investment Plan. The Defence Management Process will be realigned to take into consideration project risk, complexity and cost in their approvals; and
• Renewed Infrastructure and Environment (IE) Workforce: the Department will continue to work in line with Public Service Renewal to ensure that the IE workforce is trained and developed on a continuous basis so that it is current with best practices all in its attempt to retain sufficient numbers of personnel in key IE related occupational groups including real property, project management and environment.

SECTION III: SUPPLEMENTARY INFORMATION

Financial Highlights

Defence's general-purpose future-oriented financial statements are available on the Defence website at: http://www.vcds.forces.gc.ca/sites/page-eng.asp?page=5609

($thousands)

Condensed Statement of Operations For the Year (Ended March 31)	% Change	Future-oriented 2011–12	Future-oriented 2010–11
Expenses
Total Expenses	N/A	21,854,417	N/A
Revenues
Total Revenues	N/A	462,207	N/A
Net Cost of Operations	N/A	21,392,210	N/A

Supplementary Information Tables

The following information is available on the Treasury Board Secretariat’s website at:
http://www.tbs-sct.gc.ca/rpp/2011-2012/inst/dnd/st-ts00-eng.asp..

• Details on Transfer Payment Programs;
• Greening Government Operations (GGO);
• Sources of Respendable and Non-Respendable Revenue;
• Status Report on Transformational and Major Crown Projects;
• Summary of Capital Spending by Program Activity; and
• Upcoming Internal Audits and Evaluations over the next three fiscal years

Other Items of Interest

The following information can be found on the Defence website at:
http://www.vcds-vcemd.forces.gc.ca/sites/page-eng.asp?page=10133.

• Canadian Forces bases and wings co-located with civilian service centres across Canada
• Canadian Forces Historical and Forecast Attrition Rates
• Canadian Forces Installations across Canada
• Capital Construction Program (over $60M)
• Civilian Historical and Forecast Attrition Rates
• Cost Estimates for CF Domestic and Continental Operations
• Cost Estimates for CF International Operations
• Defence Priorities-Corporate Risk Profile- PAA Alignment Matrix
• Defence Program Activity Architecture
• Departmental Link to Government of Canada Outcome Areas
• Departmental Planned Spending
• Estimates by Vote
• Key Partners and Stakeholders
• Legislative Environment
• Organization Chart
• Overview of Delivery Mechanisms
• Reserve Force
• Selected Defence Portfolio HR and Financial Resources
  • Communications Security Establishment Canada
  • Defence Research and Development Canada
  • National Search and Rescue Secretariat
  • The Office of the Judge Advocate General
  • The Office of the Ombudsman for the Department of National Defence and the Canadian Forces
• Strategic Environmental Assessment
• Summary of 3-Year Plan on Transfer Payment Programs
• Summary of Transfer Payment Programs by Program Activity
• Sustainable Development
• Work Environment

ACRONYMS

C

CDS Chief of the Defence Staff

CF Canadian Forces

CFB Canadian Forces Base

CFDS Canada First Defence Strategy

CF LA Canadian Forces Legal Advisor

CFPM Canadian Forces Provost Marshal

CIDA Canadian International Development Agency

CIP Capital Investment Plan

COATS Cadet Organizations and Administration and Training Service

CRP Corporate Risk Profile

CSEC Communications Security Establishment Canada

CSIS Canadian Security Intelligence Service

D

DFAIT Department of Foreign Affairs and International Trade

DHRIM Director Human Resources Information Management

DND Department of National Defence

DPR Departmental Performance Report

DRMIS Defence Resources Management Information System

E

EEZ Exclusive Economic Zone

ERP Enterprise Resource Planning

F

FE Force Expansion

FTE Full-Time Equivalent

FSDS Federal Sustainable Development Strategy

G

GES Global Engagement Strategy

GGO Greening Government Operations

H

HCM Halifax Class Modernization

HQ Headquarters

HRSDC Human Resources and Skills Development Canada

I

IC Industry Canada

IE Infrastructure Environment

IM Information Management

IT Information Technology

IP Investment Plan

IPSC Integrated Personnel Support Centres

ISAF International Security Assistance Force

ISR Intelligence, Surveillance, and Reconnaissance

J

JAG Judge Advocate General

JCR Junior Canadian Rangers

JTF-Afg Joint Task Force Afghanistan

M

MA&S Material Acquisition and Support

MAF Management Accountability Framework

MECSS Major Events Coordinated Security Solutions

MHLH Medium-to-Heavy Lift Helicopter

MJSRT Military Justice Strategic Response Team

MRRS Management, Resources and Results Structure

N

NATO North Atlantic Treaty Organization

NCM Non-Commissioned Member

NORAD North American Aerospace Defence

NP National Procurement

NSPS National Shipbuilding Procurement Strategy

NTM-A NATO Training Mission-Afghanistan

O

OAS Organization of American States

OGD other government department

OSCE Organization for Security and Cooperation in Europe

P

PA Public Affairs

PAA Program Activity Architecture

PCO Privy Council Office

PMF Performance Measurement Framework

PWGSC Public Works and Government Services Canada

Q

QR&Os Queen’s Regulation and Orders

R

RCMP Royal Canadian Mounted Police

RPP Report on Plans and Priorities

S

SDS Sustainable Development Strategy

T

TBS Treasury Board Secretariat

U

UN United Nations

US United States

V

VAC Veterans Affairs Canada

Contact Listing

Plans and Priorities and Departmental Performance Information

Vice-Admiral A.B. Donaldson, CMM, CD Vice-Chief of the Defence Staff National Defence Headquarters 101 Colonel By Drive Ottawa, Ontario K1A 0K2

Telephone: (613) 992-6052 Facsimile: (613) 992-3945

Financial Information

Mr. Kevin Lindsey Assistant Deputy Minister (Finance and Corporate Services) National Defence Headquarters 101 Colonel By Drive Ottawa, Ontario K1A 0K2

Telephone: (613) 992-5669 Facsimile: (613) 992-9693

General Inquiries

Ms. Josée Touchette Assistant Deputy Minister (Public Affairs) National Defence Headquarters 101 Colonel By Drive Ottawa, Ontario K1A 0K2

Telephone: (613) 995-2534 Facsimile: (613) 992-4739 TTY/TDD: 1 800 467-9877 Email: information@forces.gc.ca

ENDNOTES