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Section II - Analysis of Program Activities by Strategic Outcome(s)

Section II: Analysis of Program Activities by Strategic Outcome presents Defence's action plans for FY 2012-13 under each of its strategic outcomes and associated program activities. Where Program Activities align to Defence Priorities and/or Corporate Risks, those relationships are indicated. Associated action plans in support of the Defence Priorities, as well as risk-response strategies, are provided.

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

Strategic Outcome: Defence operations 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).

Program Activity⁷: Situational Awareness

The Government of Canada and Defence require an accurate and timely security picture and comprehensive situational awareness and threat knowledge for Canada and abroad. This program will provide credible, reliable and sustained intelligence services to Defence in support of decision making and military operations, as well as, support to other government departments in the defence and security of Canada. Work activities include geospatial intelligence, imagery intelligence, signals intelligence, and counter intelligence. The program also ensures the acquisition and use of information from the global information infrastructure to provide foreign intelligence to support Government of Canada intelligence priorities. This is accomplished through the collection, dissemination and analysis of electronic information. The program will ensure the provision of advice, guidance and services to help protect electronic information and information infrastructures of importance to the Government of Canada as well as technical and operational assistance to federal law enforcement and security agencies in the performance of their lawful duties.

Financial Resources ($ thousands)

2012-13	2013-14	2014-15
396,047	395,478	409,843

Human Resources (Full-Time Equivalent – FTE)

	2012-13	2013-14	2014-15
Military	1,715	1,715	1,715
Civilian	459	441	421
Total	2,174	2,156	2,136

Performance Measurement

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 new technologies and processes successfully investigated.	100% within timelines

Planning Highlights

Defence Priority advanced by this Program Activity:

Ensuring Sustainable Operational Excellence both at Home and Abroad

• In order to enhance situational awareness, Defence will continue to improve the integration and synchronization of the all-domain awareness for Canada and the approaches;
• Defence intelligence will continue to foster closer ties with its international allies and domestic partners to build on existing information and technology sharing efforts;
• Defence intelligence will support both the Government of Canada and Ministerial intelligence priorities, building on the existing cohesive efforts of the intelligence community; and
• Supporting its Military Diplomacy activity, Defence will re-balance its deployment of Defence Attachés to maximize the Department's ability to engage with key global partners.

Corporate Risks associated with this program activity, with accompanying mitigation strategies:

Secure and Integrated Information Management (IM)/Information Technology (IT)

• Our information and intelligence system is completely reliant on a secure and integrated network of IM/IT tools.  There are high expectations from Allies with respect to our ability to assure the security of shared information. Defence is advancing programme activities (e.g. Canadian Cryptographic Modernization Programme) specifically designed to mitigate this risk.

Defence Security

• There is a risk that potential threats cannot be monitored by conventional means, particularly in emerging domains like cyber.  In order to further mitigate this, Defence will seek to enhance its ability to defend Canada and to exploit information to identify threats in emerging warfare domains.

Program Activity: Canadian Peace, Stability and Security

This program employs the Canadian Forces in the conduct of operations to ensure the safety and security of Canadians and the defence of Canada. These operations include protecting Canada's sovereignty, responding to domestic disasters or humanitarian crisis, supporting domestic security requirements, and conducting search and rescue activities. This is accomplished through the mobilization and deployment of forces within Canada. Canada Command is responsible for the conduct of all Canadian forces domestic operations – routine and contingency - and is the national operational authority for the defence of Canada.

Financial Resources ($ thousands)

2012-13	2013-14	2014-15
295,703	304,315	315,667

Human Resources (FTEs)

	2012-13	2013-14	2014-15
Military	790	790	790
Civilian	84	81	77
Total	874	874	867

Performance Measurement

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 events and domestic emergencies and crises 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%

Planning Highlights

Defence Priority advanced by this Program Activity:

Ensuring Sustainable Operational Excellence both at Home and Abroad

• Defence will maintain a high-readiness capability to respond to threats, security challenges and crises in Canada;
• To enhance strategic/operational responsiveness in Canadian defence and security, Defence will implement a Force Posture and Readiness Plan for the CF;
• To enable planning/support for DND/CF presence in the North, Defence will implement the DND/CF Regional Strategy for the North, and has issued the Chief of Defence Staff (CDS)/Deputy Minister (DM) Directive for the CF in Canada's North;
• In order to improve the ability to operate in the Arctic, Defence will continue to conduct operations and exercises in the North, such as Op NANOOK.  Defence will also seek to develop ways and means to better support CF activities in the Arctic;
• To provide security and safety to Canadians, Defence will continue to provide prescribed levels of Search and Rescue (SAR) response capability in collaboration with SAR mission partners within the Canadian Search and Rescue Region (SRR);
• In order to enhance the safety and security of Canadians, Defence will continue to engage all mission partners, in particular OGDs and provincial/territorial governments, in ensuring a
  Whole-of-Government approach to prepare for and respond to domestic threats and hazards, emergencies and crises; and
• To provide security for major international events occurring in Canada, Defence will provide essential unique military capabilities in support of lead department efforts.

Corporate Risks associated with this program activity, with accompanying mitigation strategies:

Limited Residual Operating Capacity

• Defence will implement a Force Posture and Readiness Plan for the CF to define levels of readiness in accordance with the CFDS.  This will enable the CDS to monitor the ability of the CF to generate residual operational capacity.

Canadian Forces Reconstitution / Defence Team Capacity

• There is a continual risk that the level of tasks will exceed the resources available to respond.  Defence will concentrate on ensuring the capacity to respond to tasks in accordance with the CFDS.  Force posture and readiness direction will serve to maximize Defence's ability to respond to a wide range of tasks simultaneously.

Program Activity: Continental Peace, Stability and Security

This program employs the Canadian forces 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 of Canada policy. This is accomplished through the mobilization and deployment of forces for the defence of North America and its approaches. Canada Command is responsible for the conduct of all continental operations – routine and contingency - and is the national operational authority for the defence of North America and its approaches.

Financial Resources ($ thousands)

2012-2013	2013-2014	2014-2015
184 687	189 717	197 576

Human Resources (Full-Time Equivalent – FTE)

	2012-2013	2013-2014	2014-2015
Military	603	603	603
Civilian	42	41	39
Total	645	644	642

Program Activity Expected Results	Performance Indicator	Target
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 %

Planning Highlights

Defence Priority advanced by this Program Activity:

Ensuring Sustainable Operational Excellence both at Home and Abroad

• Defence will maintain a high-readiness capability to respond to threats, security challenges and crises inNorth America;
• In order to enhance continental peace, stability and security, Defence will continue to collaborate in operational planning and execution with principal continental Allied organizations such asNORAD,USNORTHCOM,USSOUTHCOM and US STRATCOM.  Contributing to this, Defence will continue its vital contribution to the US Joint Inter-Agency Task Force (South) with naval and air forces under counter-drug operations in the central American Region;
• Defence will continue to promote and participate in senior-level engagement to coordinate continental defence and security efforts withMexicoand theUS; and
• Defence will re-establishCanada's contribution to the US Space Surveillance Network, which will provide valuable data and assure access to data of Canadian national interest.  The implementation of the Surveillance Space Project will provide the department with the means to protect Canadian security and sovereignty interests, in and through space.

Corporate Risks associated with this Program Activity, with accompanying mitigation strategies:

Limited Residual Operating Capacity

• Defence will implement a Force Posture and Readiness Plan for the CF to define levels of readiness in accordance with the CFDS. This will enable the CDS to monitor the ability of the CF to generate residual operational capacity.

Canadian Forces Reconstitution / Defence Team Capacity

• There is a continual risk that the level of tasks will exceed the resources available to respond.  Defence will concentrate on ensuring the capacity to respond to tasks in accordance with the CFDS.  Force posture and readiness direction will serve to maximize Defence's ability to respond to a wide range of tasks simultaneously.

Program Activity: International Peace, Stability and Security

This program will contribute to global peace and security by conducting global CF operations, across the 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. This is accomplished through the mobilization and deployment of forces internationally. Canadian Expeditionary Force Command is the operational command responsible for all Canadian Forces (CF) international operations, with the exception of operations conducted solely by Special Operations Forces elements.

Financial Resources ($ thousands)

2012-13	2013-14	2014-15
1,719,881	1,451,412	1,310,785

Human Resources (Full-Time Equivalent – FTE)

	2012-13	2013-14	2014-15
Military - Regular	6,172	4,211	4,211
Military - Res Class C	680	680	440
Civilian	620	597	569
Total	7,472	5,488	5,220

Performance Measurement

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%

Planning Highlights

Defence Priority advanced by this Program Activity:

Ensuring Sustainable Operational Excellence both at Home and Abroad | Reconstituting and Aligning the CF after the transition from Combat to Training Mission in Afghanistan

• Defence will maintain a high-readiness capability to respond to threats, security challenges and crises outside of North America;
• The CF will leverage its notable combat performance in Afghanistan to the benefit of its new training role through its significant contribution to the NATO Training Mission (NTM-A) under Operation ATTENTION until 2014;
• Defence will continue to provide emergency support to OGDs in Kabul during the NTM-A deployment, in accordance with the Whole-of-Government Afghanistan Civilian Critical Incident Strategy;
• Defence will contribute forces to assist in international maritime security with a forward-deployed ship;
• Defence will continue to improve the provision of support to deployed operations through the development of future support concepts and capabilities and the publication of operational support doctrine in order to minimize risk and make optimum use of scarce support resources;
• Defence will meet its obligations to NATO through the participation in exercises and the deployment of forces on NATO missions as directed by the Government;
• Supporting its Military Diplomacy activity, Defence has established a Global Engagement Strategy which forms the foundation for the development of comprehensive engagement plans for advancing strategic collaboration with key global partners.  As part of this, Defence will initially focus effort on enhancing military-military defence and security relationships with key nations in the Western Hemisphere;
• In addition to participation in multilateral forums, Defence will continue to strive to  build on current bilateral and multinational peace and security relationships and/or in establishing new ones in order to improve collaborative work in support of combined joint force employment and generation initiatives leading to increased interoperability; and
• Defence will meet personnel requirements to support UN, NATO, and independent missions, as indicated on this map:

[D]

Corporate Risks associated with this Program Activity, with accompanying mitigation strategies:

Limited Residual Operating Capacity

• Defence will implement a Force Posture and Readiness Plan for the CF to define levels of readiness in accordance with the CFDS. This will enable the CDS to monitor the ability of the CF to generate residual operational capacity.

Canadian Forces Reconstitution / Defence Team Capacity

• There is a continual risk that the level of tasks will exceed the resources available to respond.  Defence will concentrate on ensuring there is capacity to respond to tasks in accordance with the CFDS.  Force posture and readiness direction will serve to maximize Defence's ability to respond to a wide range of tasks simultaneously.

Strategic Outcomes		Program Activities
National Defence is ready to meet Government Defence Expectations		Maritime Readiness Land Readiness Aerospace Readiness Joint and Common Readiness

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.

Program Activity: Maritime Readiness

This program provides Canada with a combat-capable, multi-purpose Navy. The program 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. This is accomplished by bringing maritime forces to a state of readiness for operations, by assembling, and organizing maritime personnel, supplies, and materiel. This includes the training and equipping of forces and the provision of their means of deployment, sustainment and recovery to defend Canadian interests domestically, continentally and internationally.

Financial Resources ($ thousands)

2012-13	2013-14	2014-15
2,290,638	2,197,164	2,228,282

Human Resources (Full-Time Equivalent – FTE)

	2012-13	2013-14	2014-15
Military	7,840	7,840	7,840
Civilian	4,887	4,702	4,481
Total	12,727	12,542	12,321

Performance Measurement

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.

Planning Highlights

Defence Priority advanced by this Program Activity:

Reconstituting and Aligning the CF Post- Afghanistan

• To ensure maritime readiness to execute the CDS direction on reconstitution, the RCN will assess materiel and support elements, develop strategies to address the equipment component of maritime readiness gaps, and develop prioritized plans to meet maritime readiness levels; and
• The RCN will start transitioning its organization to a permanently balanced structure along the functional lines of Force Development, Force Generation, and Force Employment.

Ensuring Sustainable Operational Excellence both at Home and Abroad

• The RCN will publish a new strategic maritime concept for the CF;
• To ensure the maritime readiness to sustain operational excellence both at home and abroad, the RCN will expand its capabilities and capacities for joint and integrated maritime effects in the littorals⁸;
• The RCN will achieve the Victoria Class Submarine operational steady state in 2013; and
• The Victoria Class Submarine will be available to conduct strategic submarine deployments by 31 December 2015.

Strengthening the Defence Team

• The RCN will celebrate its heritage, its distinct naval culture, and its role in Canada's military history; and
• The RCN will focus, with compassion and empathy, on the well-being of the Defence team and its families within its mandated area of responsibility.

Corporate Risks associated with this Program Activity, with accompanying mitigation strategies:

Canadian Forces Reconstitution (Key Risk) and Limited Residual Operational Capacity

• To mitigate the reduction in sea time to our personnel during the execution of the Halifax Class Modernization program, the RCN is sending selected personnel to our allied and like-minded navies to maintain and increase core naval skills and experience throughout all our ranks.

Compliance with Infrastructure and Environmental Standards

• The RCN will continue to invest in Maintenance and Repair in order to demonstrate stewardship and improve compliance with government regulations. Priority will be given to requirements related to health and safety of DND/CF members and to Maritime readiness and operations.

Program Activity: Land Readiness

This program provides Canada with a combat-capable, multi-purpose Army. The program 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. This is accomplished by bringing land forces to a state of readiness for operations, assembling and organizing Land personnel, supplies, and materiel as well as the provision of individual and collective training to prepare land forces to defend Canadian interests domestically, continentally and internationally.

Financial Resources ($ thousands)

2012-13	2013-14	2014-15
3,599,768	3,338,569	3,432,141

Human Resources (FTEs)

	2012-13	2013-14	2014-15
Military	15,173	17,134	17,134
Civilian	4,992	4,804	4,578
Total	20,165	21,938	21,712

Performance Measurement

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.	Percentage of capability in accordance with CDS force posture directives for primary international commitment.	100%
	Percentage of capability in accordance with CDS force posture directives for secondary international commitment.	100%
	Percentage of capability in accordance with CDS force posture directives for domestic and standing Government of Canada tasks.	100%
CA can sustain its force generation activities and maintain the currency of personnel, equipment and infrastructure, thus ensuring the long-term sustainment of Land Forces.	Assessment of the sustainability of the Canadian Army.	3 (Based on a 1-3 rating scale where: 3 = Green, 2=Yellow, 1=Red)

Planning Highlights

Defence Priority advanced by this Program Activity:

Reconstituting and Aligning the CF Post- Afghanistan

• Implement post-2011 readiness initiatives; and
• Plan and develop capability to meet reconstitution and readiness initiatives.

Ensuring Sustainable Operational Excellence both at Home and Abroad

• The CA will validate and update its Force Employment Concepts to ensure its continued success in the future;
• The CA will prepare to incorporate the Family of Land Combat Vehicles into its operational units and refine plans to ensure their long term sustainability; and
• In order to protect operational force structures the CA will commence the reduction and realignment of its service support structures.

Strengthening the Defence team

• The CA will celebrate its heritage and role in Canada's history with priority to 1812 and select Royal designations;
• The CA will continue to respect and value the contribution of families to CA readiness; and
• The CA will strengthen the force through a culture of total health and fitness.

Corporate Risks associated with this Program Activity, with accompanying mitigation strategies:

Canadian Forces Reconstitution

• The Canadian Army (CA) employs a Managed Readiness Plan that drives resource allocation and training schedules to ensure that suitable forces are trained, manned and equipped to meet CFDS missions;
• By Fall 2012, following a period of reconstitution, the CA will be able to lead or conduct a primary international commitment while simultaneously sustaining the current land contribution to Operation ATTENTION;
• The CA will capture the lessons from its recently-concluded combat mission in Southern Afghanistan and ensure new CF enablers, such as small and mini-unmanned aerial vehicles (UAVs), All Source Information Cells, Persistent Surveillance Suites, Influence Activities Task Forces, and Counter-Improvised Explosive Device (C-IED) Task Forces are properly embedded within the operational force structures; and
• The CA is increasing resources for training in specific environments (mountain, jungle,
  littoral/riverine, Arctic) in order to have the skills to operate globally and to prevent over-reliance on past experience in planning for future missions.

Limited Residual Operational Capacity

• The CA employs a Managed Readiness Plan (MRP) that drives resource allocation and training schedules to ensure that suitable forces are trained, manned and equipped to meet CFDS missions;
• The CA will continue to focus its infrastructure priorities and get maximum value from the limited resources assigned; and
• The CA prepares to meet domestic contingencies through Regular Force immediate response units and Reserve Force Territorial Battalion Groups. In accordance with the MRP, a combat capable Battle Group and Brigade Headquarters are available as of Fall 2012 to respond to international contingencies in a non-permissive environment. Until that time, the CA remains capable of producing a scalable Battle Group for surge deployment to a permissive environment in response to an international crisis.

Compliance with Infrastructure and Environmental Standards

• The CA will continue to invest in Maintenance and Repair in order to demonstrate stewardship and improve compliance with government regulations. Priority will be given to requirements related to health and safety of DND/CF members and to Land Force readiness and operations.

Program Activity: Aerospace Readiness

This program will provide Canada with a combat-capable, multi-purpose Air Force. The program 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. This is accomplished by bringing aerospace forces to a state of readiness for operations, by assembling, and organizing aerospace personnel, supplies, and materiel. This includes the training and equipping of aerospace forces and the provision of their means of deployment, sustainment and recovery to defend Canadian interests domestically, continentally and internationally.

Financial Resources ($ thousands)

2012-13	2013-14	2014-15
1,911,012	1,826,385	1,885,289

Human Resources (Full-Time Equivalent – FTE)

	2012-13	2013-14	2014-15
Military	8,299	8,299	8,299
Civilian	2,188	2,105	2,006
Total	10,487	10,404	10,305

Performance Measurement

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.

Planning Highlights

Defence Priority advanced by this Program Activity:

Reconstituting and Aligning the CF Post- Afghanistan

• The Royal Canadian Air Force (RCAF) will execute the applicable component of the CF reconstitution based on CDS direction; and
• To ensure aerospace readiness, the RCAF will assess materiel and support elements, develop strategies to address the equipment component of aerospace readiness gaps, and develop prioritized plans to meet aerospace readiness levels.

Corporate Risks associated with this Program Activity, with accompanying mitigation strategies:

Canadian Forces Reconstitution (Key Risk)

• RCAF commitments will be balanced in order to ensure the capacity to meet directed readiness requirements;
• Lessons learned from South-West Asia operations will be reviewed to identify recommendations for new investments or adaptations of tactics and procedures; and
• Domestic and international commitments will be reviewed in order to establish realistic readiness levels. 

Limited Residual Operational Capacity

• The CF will maintain high-readiness operational units on standby at all times, and spread geographically across the country to satisfy contingency requirements;
• Strategic, operational, and deployable air command and control structures will be examined in order to improve effectiveness and efficiency; and  
• Establishments will be reviewed in order to harmonize and reconcile support and operational requirements.

Compliance with Infrastructure and Environmental Standards

• The RCAF will continue to invest in Maintenance and Repair in order to demonstrate stewardship and improve compliance with government regulations. Priority will be given to requirements related to health and safety of DND/CF members and to Aerospace readiness and operations.

Program Activity: Joint and Common Readiness

This program will ensure Defence is ready to operate in a joint capacity, as directed by Government, to respond to domestic, continental and international requirements within the required response time. The program will generate and sustain forces for activities, operations and organisations in which elements of at least two services (e.g. Navy, Army, Air Force) participate. This is accomplished through the provision of training of a joint and common nature, the equipping of forces and the provision of their means to deploy in a joint capacity.

Financial Resources ($ thousands)

2012-13	2013-14	2014-15
2,339,309	2,281,953	2,307,837

Human Resources (Full-Time Equivalent – FTE)

	2012-13	2013-14	2014-15
Military	6,837	6,837	6,837
Civilian	4,276	4,115	3,921
Total	11,113	10,952	10,758

Performance Measurement

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%

Planning Highlights

Defence Priority advanced by this Program Activity:

Reconstituting and Aligning the CF Post- Afghanistan

• Defence will execute the applicable joint components of the CF reconstitution based on the CDS direction; and
• Defence will continue to improve its capability to deliver support through the development and publication of operational support doctrine, and the development of enhanced operational support capabilities to address recognized deficiencies.

Corporate Risks associated with this program activity, with accompanying mitigation strategies:

Limited Residual Operating Capacity

• Defence will implement a Force Posture and Readiness Plan for the CF to define levels of readiness in accordance with the CFDS. This will enable the CDS to monitor the ability of the CF to generate residual operational capacity; and
• The support to CF deployed overseas and force protection 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.

 Canadian Forces Reconstitution

• The progress of CF reconstitution will be closely monitored and reported upon in the quarterly CF Readiness Snapshot;
• The necessary land, air and maritime capability contributions to the Joint Operational Support capability will be identified and coordinated within the overall framework of Joint Operational Support (OS) readiness management; and
• Joint and Common forces will continue to invest in Maintenance and Repair in order to demonstrate stewardship and improve compliance with government regulations. Priority will be given to requirements related to health and safety of DND/CF members and to Aerospace readiness and operations.

Strategic Outcomes		Program Activities
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

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 assigned tasks. This strategic outcome outlines the Defence plans for the acquisition of resources.

Program Activity: Defence Science and Technology

This program provides the Government of Canada with critical scientific knowledge and innovation to address defence & security challenges and needs. The S&T Program includes direction setting, program planning, program management, and capability management, execution and assessment. The Program 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 over multiple time horizons extending up to a 20-year outlook. The scientific knowledge and innovation generated from these activities informs decisions on Defence capability acquisitions, readiness preparation and the conduct of operations in response to Government priorities. Activities under this program draw on internal capability and make extensive use of partnerships with Canadian industry and academia as well as international organizations.

Financial Resources ($ thousands)

2012-13	2013-14	2014-15
296,821	288,459	308,948

Human Resources (Full-Time Equivalent – FTE)

	2012-13	2013-14	2014-15
Military	36	36	36
Civilian	1,696	1,632	1,556
Total	1,732	1,668	1,592

Performance Measurement

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%

Planning Highlights

Defence Priority advanced by this Program Activity:

 Maintaining Defence Affordability

• Defence will continue to achieve Defence Affordability by:
  • Supporting Public Works and Government Services Canada in helping to position Canadian industry for global competitiveness through PWGSCs, development and implementation of a Defence Industrial Strategy, a DND critical and strategic technologies list, and Project ACCORD. Project ACCORD (Analysis of Concept and Capability Options for Requirements Definition) is a DND initiative that will enable key players within the broad defence industry, academic and government realms to directly feed into the conception, development and analysis of future military capabilities for the CF.

Corporate Risks associated with this Program Activity, with accompanying mitigation strategies:

Compliance with Infrastructure and Environmental Standards

• The Defence Science and Technology Group will continue to invest in Maintenance and Repair in order to demonstrate stewardship and improve compliance with government regulations. Priority will be given to requirements related to health and safety of DND/CF members and to Aerospace readiness and operations.

Program Activity: Recruiting of Personnel and Initial Training

This program will promote National Defence as a preferred workplace with the general public and to recruit new hires for a broad range of trades and other general, professional and scientific occupations. This involves deepening Defence's connections to the various educational and ethnic communities to attract the right number and mix of people who have the skills needed to contribute to meeting the Defence Mission. Engaging in effective leadership, strategic planning, and targeted outreach activities will ensure that proactive measures are taken to address the challenges arising from current labour market pressures for specific skill sets within certain geographic locations. The program will attract, select and enrol personnel and conduct initial training (basic recruit and occupational training) to military members to the Operational Functional Point. This ensures that sufficient personnel are recruited and trained with the needed skills in the appropriate occupation, now and into the future, to meet Defence requirements. This is accomplished through the provision of recruitment centres, recruitment campaigns, advertising and other outreach activities as well as the necessary training staff, facilities and associated supports.

Financial Resources ($ thousands)

2012-13	2013-14	2014-15
1,184,910	1,155,219	1,187,077

Human Resources (Full-Time Equivalent – FTE)

	2012-13	2013-14	2014-15
Military	16,441	16,441	16,441
Civilian	503	484	461
Total	16,944	16,925	16,902

Performance Measurement

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

Planning Highlights

Defence Priority advanced by this Program Activity:

Strengthening the Defence Team

• The long-term objectives of Regular and Reserve Force personnel have been met and will be maintained, with the Regular Force at 68,000 Total Strength and the Reserve Force at an annual average paid strength of 27,000;
• Defence will maintain the Regular Force by:
  • Maintaining the current CF strength at 68,000 (+/- 500);
  • Bringing the size of the Trained Effective Strength (TES) closer to the size of the Trained Effective Establishment (TEE) by continuing to reduce the Basic Training List (BTL);
  • Reducing the number of distressed occupations; and
  • Reducing the number of over-strength occupations.
• To ensure Defence has the skilled, competent and sustainable civilian workforce it needs, investment in renewing the workforce will be targeted to support critical organizational and operational objectives, including:
  • Research to identify under-strength occupations in order to maintain civilian capacity to fill mission critical roles;
  • Continuation of the Apprenticeship and Operational Development Program, a comprehensive strategy for attracting, retaining and managing general labour and trades talent; and
  • Continued implementation of stressed occupation development programs (purchasing, finance, engineering, and computing), which include staffing tools and systems to manage those specialized areas where skills shortages are an issue.
• Defence PA will ensure CF recruitment activities are supported with comprehensive and targeted recruitment advertising initiatives. 

Corporate Risk associated with this program activity, with accompanying mitigation strategies:

Defence Team Capacity (Key Risk)

• Defence will advance a comprehensive plan to align and optimize the military and civilian workforce with CFDS requirements;
• Defence will maximize military and civilian potential by continuing to strengthen leadership capacity, succession planning, continuous learning and professional development;
• Defence will continue to implement the Public Service Renewal action plan aligned with the Clerk's priorities; and
• Defence will advance CF Transformation.

Program Activity: Equipment Acquisition and Disposal

This program acquires and disposes of equipment required for Canadian Forces operations. This includes the acquisition of new & replacement capabilities or capital improvements to in-service equipment and their disposal at the end of their service life. Equipment Acquisition occurs primarily through collaboration with Public Works and Government Services (PWGSC), Industry Canada (IC) and the vendors. Equipment Acquisition activities include defining requirements, engineering design, sourcing, validation of requirements, developing procurement strategy, contracting, contract negotiation and award, contract administration and management, project management of equipment acquisitions.

Financial Resources ($ thousands)

2012-13	2013-14	2014-15
3,030,240	4,169,829	4,803,448

Human Resources (Full-Time Equivalent – FTE)

	2012-13	2013-14	2014-15
Military	816	816	816
Civilian	838	806	768
Total	1,654	1,622	1,584

Performance Measurement

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).	85-100%
	% of projects on schedule (non-CFDS).	85-100%
	% of overall planned dollars that are expended (CFDS).	85-100%
	% of overall planned dollars that are expended (non-CFDS).	85-100%

Planning Highlights

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.

Defence Priorities advanced by this Program Activity:

Maintaining Defence Affordability

• Defence will ensure that maritime capability requirements are integrated in the National Shipbuilding Procurement Strategy in collaboration with PWGSC and DFO.

Reconstituting and Aligning the CF Post-Afghanistan

• Defence will plan and develop capability in order to meet reconstitution and readiness initiatives.

Corporate Risk associated with this Program Activity, with accompanying mitigation strategies:

Capability Delivery Procurement Complexity

• Defence will continue to professionalize the project management workforce to facilitate delivery of the Defence Programme.

Canadian Forces Reconstitution

• Defence will execute the materiel component of the CF reconstitution.

Investment Plan Flexibility

• Defence will continue to develop and execute annual divestment plans within the business planning framework and pursue the institutionalization of the Disposal process.

Materiel Management and Accountability

• Defence will implement both the National Stocktaking Initiative and an Inventory Rationalization Plan; and
• Defence will begin implementation of its Policy Rationalization Plan in the areas of Materiel Management, Procurement and Contracting, Engineering and Maintenance, Project Management, Disposal, Inventory Management and Intellectual Property.

Defence Team Capacity

• Defence will advance a comprehensive plan to align and optimize the military and civilian workforce with CFDS requirements;
• Defence will maximize military and civilian potential by continuing to strengthen leadership capacity, succession planning, continuous learning and professional development;
• Defence will continue to implement the Public Service Renewal Action Plan, aligned with the Clerk's priorities; and
• Defence will advance CF Transformation.

The following projects support CFDS objectives:

Land

Close Combat Vehicle	LAV III Upgrade
Medium Support Vehicle System Project	Force Mobility Enhancement
Tactical Armoured Patrol Vehicle

Air

Airlift Capability Project - Tactical	Next Generation Fighter Capability
Airlift Capability Project - Strategic	Maritime Helicopter Project
Fixed Wing Search and Rescue	Medium to Heavy-Lift Helicopter
Canadian Multi Mission Aircraft	Joint Uninhabited Aerial Vehicle Surveillance Target Acquisition System (JUSTAS)

Maritime

Arctic Offshore Patrol Ship	Joint Support Ship
Canadian Surface Combatant	Halifax Class Modernization

Joint

CF Command & Control Information System (JCCIS)	Cyber Defence Capabilities
Operational Support (OS) Capabilities	Space Capabilities
Chemical, Biological, Radiological and Nuclear (CBRN)	Defence Capabilities

Program Activity⁹: Real Property and Informatics Infrastructure Acquisition and Disposal

An extensive portfolio of land, works, buildings and informatics required to support the delivery of defence operations. The Real Property and Informatics Infrastructure Acquisition and Disposal program aims to ensure that the right real property and informatics 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. Program activities include working with stakeholders to define requirements; updating the real property and informatics development and management plans; managing projects for new and replacement construction; and identifying and eliminating excess facilities. Real property and informatics are acquired through construction and recapitalization, purchase or capital leases, and disposed of through deconstruction, sale or transfer. The activity includes the Capital Assistance Program (CAP) which is a capital contribution program under which Defence makes financial contributions to support the transfer of infrastructure facilities to provinces, territories, municipalities and/or their agencies. CAP projects support real property goals and objectives by encouraging cost-effective solutions for the provision of infrastructure on bases and wings across Canada.

Financial Resources ($ thousands)

2012-13	2013-14	2014-15
559,986	565,296	487,268

Human Resources (Full-Time Equivalent – FTE)

	2012-13	2013-14	2014-15
Military	17	17	17
Civilian	97	93	89
Total	114	110	106

Performance Measurement

Program Activity Expected Results	Performance Indicators	Targets
Defence has a rationalized, relevant, and responsive Real Property portfolio.	% surplus real property land area compared to total owned and in-use land area.	1%
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%

Planning Highlights

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.

Defence Priorities² advanced by this Program Activity:

Ensuring Sustainable Operational Excellence both at Home and Abroad

• Defence will continue its work to develop a National Real Property Development Plan, including the prioritization of activities, in order to improve and ensure operationally relevant capabilities.

Maintaining Defence Affordability

• Defence will divest legacy Real Property that provides limited operational utility, in order to continue rationalizing its portfolio;
• Defence will continue to improve Real Property stewardship by investing in accordance with the CFDS target by spending just under four per cent of replacement cost in the infrastructure pillar;
• Defence will initiate the consolidation of its real property information management applications to progressively divest legacy IM/IT systems, optimize processes and reduce operating costs; and
• Defence will be consolidating the majority of its Headquarters' operations on the Carling Campus which was recently acquired by PWGSC, whilst retaining a presence in downtown Ottawa and in Gatineau.  The consolidation project, which will be implemented over approximately a five year period from 2013, will realise savings in both operations and administrative costs, and will facilitate the integration of headquarters' functions as well as integrating new workplace and IT/IM capabilities.

Corporate Risk associated with this Program Activity, with accompanying mitigation strategies:

Compliance with Infrastructure and Environmental Standards

• Defence will implement a renewed awareness campaign to ensure that the Defence Team meets its obligations with respect to Aboriginal rights and equally meets its obligations under Comprehensive Land Claim Agreements.

Strategic Outcomes		Program Activities
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

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 environmental protection and contributions to Canadian identity.

Program Activity: Defence Team Personnel Support

The Defence Team Personnel Support program will provide a broad spectrum of support services such as financial support for education and housing and facilities services, as well as, benefits to military personnel and their families. The program will also provide learning support to Defence civilians. This program is necessary as the provision of fair and equitable support is a key element of the Social Contract between the nation and its military personnel that is essential to enhance personnel readiness and deployability, and establish the Canadian Forces as an employer of choice and learning institution.

Financial Resources ($ thousands)

2012-13	2013-14	2014-15
707,135	697,903	725,357

Human Resources (Full-Time Equivalent – FTE)

	2012-13	2013-14	2014-15
Military	1,512	1,512	1,512
Civilian	1,023	984	938
Total	2,535	2,496	2,450

Performance Measurement

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%

Planning Highlights

Defence Priority advanced by this Program Activity:

Strengthening the Defence Team

• Defence will operationalize the “Caring For Our Own” framework to ensure the consistent and comprehensive care and support of ill and injured CF personnel and their families;
• Defence will continue to provide bereavement support to the families of deceased CF members;
• Defence will further the development of a robust mental health capacity based on results of related research studies, in order to enhance mental health clinical capabilities at bases across the country to the level necessary to improve health and family support outcomes of CF members and their families;
• Defence will modernize the CF Individual Training and Education (IT&E) system to more efficiently and effectively deliver performance-oriented, learner-centric training and education;
• To achieve a more performance-oriented, learner-centric training, and a more collaborative and innovative Defence Team, Defence will simplify and integrate a holistic approach to civilian performance, learning, succession and talent management activities, starting with a new performance management process available online;
• Defence will further enhance the Defence Learning Network (DLN) to deliver capabilities associated with developing and managing learning content and including a DLN Learning Management Maturity Scorecard to measure the business processes and outcomes that will continuously improve strategic performance and results associated with the implementation and adoption of the DLN;
• The CF will continue to respect and value the contribution made by CF families; and
• The CF will strengthen the force through a culture of total health and fitness.

Corporate Risk associated with this program activity, with accompanying mitigation strategies:

Defence Team Capacity

• Provide enhanced support to ill and injured CF members and their families; and
• Maximize military and civilian potential by continuing to strengthen leadership capacity, succession planning, continuous learning and professional development.

Program Activity: Canadian Identity

This program preserves and promotes Canadian identity by providing youth programs, ceremonial activities and the preservation of military history. The program is necessary to demonstrate the military heritage and proficiency of the Canadian Forces (CF) to Canadians and inform them of the military profession and practice in Canada. This is realized through initiatives such as ceremonial and band performances, CF museums, CF history and heritage books, web content and the Cadets.

Financial Resources ($ thousands)

2012-13	2013-14	2014-15
349,478	323,801	333,230

Human Resources (Full-Time Equivalent – FTE)

	2012-13	2013-14	2014-15
Military	408	408	408
Civilian	260	250	239
Total	668	658	647

Performance Measurement

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%

Planning Highlights

• Support Veterans Affairs Canada (VAC) overseas commemorative ceremonies (95th Anniversary of the Battle of Vimy Ridge and the 70th Anniversary of the Dieppe Raid); and
• The CF will support Canadian Heritage, as the Government of Canada lead, in the commemoration of the War of 1812.

Canadian Cadet Program

• The Canadian Cadet Program is a federally sponsored national training program for youth ages 12 to 18, conducted by Defence in collaboration with the Navy League, the Army Cadet League and the Air Cadet League. The CF provides personnel from the Regular Force, the Primary Reserve and more specifically, members of the Cadet  Organizations and Administration and Training Service (COATS) which includes officers of the CIC (Cadet Instructor Cadre), General Service Officers and General Service Non-Commissioned Members. The CF also provides uniforms, some infrastructure and other support services such as airlift.  The Cadet Program will strive to meet its Growth Initiative (CPGI) objective and increase to approximately 60,000 cadets.   These cadets will benefit from training at local units of which approximately 22,235 will be selected to attend national activities such as biathlon, marksmanship, 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 operated in collaboration with local adult committees. The CF provides uniforms, training, financial and administrative support to the JCR Program, and CF Regular Force and Primary Reserve personnel assist in the delivery and evaluation of JCR training during regular visits and field training exercises.  There will be 135 JCR Patrols located in communities that have Canadian Rangers. The JCR Program provides structured youth activities promoting traditional cultures and lifestyles in remote and isolated communities of Canada.   Some 3,600 Junior Canadian Rangers will benefit from training in local communities, of which 1,100 will participate in enhanced summer training sessions in summer 2012.

Program Activity: 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 environmental protection and stewardship compliant with applicable legislation and federal policy that extends through every level of departmental decision-making.

Financial Resources ($ thousands)

2012-13	2013-14	2014-15
128,955	120,246	55,212

Human Resources (Full-Time Equivalent – FTE)

	2012-13	2013-14	2014-15
Military	6	6	6
Civilian	190	183	174
Total	196	189	180

Performance Measurement

Program Activity Expected Results	Performance Indicators	Targets
Demonstrate responsible and sustainable stewardship.	% achievement of FSDS 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

Planning Highlights

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.

Defence Priority advanced by this Program Activity:

Ensuring Sustainable Operational Excellence both at Home and Abroad

• To achieve effective, efficient, and timely response to national and international environmental issues, Defence will:
  • Promulgate the Defence Environmental Strategy (DES), and
  • Complete the initial implementation plan of the DES; and
•  Defence will continue to reduce departmental liabilities for contaminated sites.

Corporate Risk associated with this program activity, with accompanying mitigation strategies:

Compliance with Infrastructure and Environmental Standards

• The Defence Environmental Programme will enable compliance with environmental legislation and regulations through a renewed environmental policy framework, increased education and awareness, and improved systems; and
• A Defence Environmental Strategy will also be promulgated and initially implemented to reflect the breadth of commitment and effort that Defence devotes to the environment and sustainable development, including Defence's significant contribution to the Government of Canada's Federal Sustainable Development Strategy.

Program Activity: Non-Security Support

Defence is strongly committed to contributing to Canadian society in non-operational roles. The program will provide supports to develop national competency in defence issues and to the whole of government approach by sharing information with other government departments and non-governmental organizations. This may include the provision of grants to researchers to generate knowledge related to defence issues or provide meteorological or mapping information to other government departments in the interest of information sharing on horizontal initiatives.

Financial Resources ($ thousands)

2012-13	2013-14	2014-15
5,628	5,622	4,202

Human Resources (Full-Time Equivalent – FTE)

	2012-13	2013-14	2014-15
Military	20	20	20
Civilian	29	28	26
Total	49	48	46

Performance Measurement

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

Planning Highlights

There are no Defence Priorities or Corporate Risks associated with Non-Security Support.

Internal Services

Program Activity: Internal Services

Internal Services are groups of related activities and resources that are administered to support the needs of programs and other corporate obligations of an organization. These groups are: Management and Oversight Services; Communications Services; Legal Services; Human Resources Management Services; Financial Management Services; Information Management Services; Information Technology Services; Real Property Services; Materiel Services; Acquisition Services; and Travel and Other Administrative Services. Internal Services include only those activities and resources that apply across an organization and not to those provided specifically to a program.

Financial Resources ($ thousands)

2012-13	2013-14	2014-15
1,110,256	1,122,383	1,179,586

Human Resources (Full-Time Equivalent – FTE)

	2012-13	2013-14	2014-15
Military	1,315	1,315	1,315
Civilian	4,316	4,153	3,958
Total	5,631	5,468	5,273

Planning Highlights

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.

Defence Priorities advanced by this Program Activity:

Governance and Management Support

Ressources Management Services

Asset Management Services

Corporate Risks associated with this program activity, with accompanying mitigation strategies:

Defence Team Capacity

• Advance a comprehensive plan to align and optimize the military and civilian workforce with CFDS requirements;
• Maximize military and civilian potential by continuing to strengthen leadership capacity, succession planning, continuous learning and professional development;
• Implement the Public Service Renewal action plan, aligned with the Clerk's priorities; and
• Advance CF Transformation.

Materiel Management and Accountability

• Defence will implement both the National Stocktaking initiative and an Inventory Rationalization Plan; and
• Defence will begin implementation of its Policy Rationalization Plan in the areas of Materiel Management, Procurement and Contracting, Engineering and Maintenance, and Project Management.

Compliance with Infrastructure and Environmental Standards

• A Defence Environmental Strategy will also be implemented to reflect the breadth of commitment and effort that Defence devotes to the environment and sustainable development, including Defence's significant contribution to the Government of Canada's Federal Sustainable Development Strategy.

Financial Management and Accountability

• Defence will promote low risk and high sustainability in the Planning Cycle in order to achieve improved effectiveness and timeliness with respect to the Financial Management System;
• Defence will promote low risk and high sustainability in the Operations Cycle in order to ensure key controls as set out by Financial Management directives are well managed and operating as intended, and stakeholders at all levels are aware and have a clear understanding of their roles, responsibilities, and accountabilities; and
• Defence will promote low risk and high sustainability in the Reporting Cycle in order to ensure key risks relating to financial reporting are appropriately mitigated and improve quality of financial information and related non-financial information for decision making and service delivery.

Secure and Integrated IM/IT

• Defence will continue to implement its IM/IT Campaign Plan to help ensure that the benefits associated with security, command and control, IT infrastructure, ERP, and information sharing and collaboration priorities are realized.  In addition, the transfer of IT infrastructure management responsibilities to SSC will provide Defence with the opportunity to progressively re-focus its residual IM and IT resources to operational (C4ISR) and corporate (ERP) requirements and capabilities.

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