Section II - Analysis of Programs and Sub-Programs by Strategic Outcomes - DPR - 2012-13

Defence is a participant in the Federal Sustainable Development Strategy (FSDS) and contributes to the Greening Government Operations targets through the Equipment Acquisition and Disposal program. The Department contributes to the following target areas of Theme IV of the FSDS:

• Surplus electronic and electrical equipment; and
• Green procurement.

For additional details on Defence’s Greening Government Operations activities please see Section III - Supplementary Information ⁴⁶.

Source: Assistant Deputy Minister (Finance and Corporate Services)

Note: Due to rounding, figures may not add up to total shown.

Source: Assistant Deputy Minister (Human Resources – Civilian) and Chief Military Personnel Group

Notes:

1. There are currently 14 CFDS projects underway of which 9 were identified as on schedule at the close of FY 2012-13.
2. A sampling of (46) non-CFDS projects is used to measure departmental performance of projects on schedule. This figure is the resulting average of the sampling.

Performance Analysis and Lessons Learned

• The actual spending amount is higher than the total authorities. This does not represent an over expenditure of Parliamentary authorities. Parliamentary authorities are allocated by vote and not by individual Programs and Sub-Programs.
• Approximately $775M less than planned was spent under the Program. This represents a 25.59 per cent variance between planned and actual spending. The variance between planned and actual spending is partially attributable to project slippages due to delays in contracting and in production and delivery for existing contracts (e.g. Maritime Helicopter Project).
• Between FY 2011-12 and FY 2012-13 overall Program spending decreased by approximately $126M.
• The difference of 218 FTEs indicates the variance between planned and actual figures. The variance is partially attributable to Defence's changing role in Afghanistan and other international operations. To develop and maintain capabilities and readiness levels post-Afghanistan, military FTEs were attributed to the Program assigned to their unit. As compared with FY 2011-12 actual figures, FTEs increased in FY 2012-13 by 146 FTEs.
• A sampling of 14 CFDS projects and 46 non-CFDS projects fourth quarter ratings aggregate is indicative of how the programs are progressing. Program performance related to the percentage of CFDS projects on schedule fell significantly as compared to FY 2011-12 (93.8 per cent). For detailed information, please refer to Section III: Supplementary Information ⁴⁷ - Status Report on Transformational and Major Capital Projects and Status Report on Projects Operating with Specific Treasury Board Approval.

The 2012-13 Report on Plans and Priorities ⁴⁸ identified areas of focus for the Program in support of organizational priorities and corporate risks. The following summarizes the Department’s achievements and lessons learned during the reporting period:

Priority: Maintaining Defence Affordability

• The Department, through the implementation of the National Shipbuilding Procurement Strategy, has worked with shipyards selected as strategic sources of supply for large vessels to establish the foundation for a 30-year relationship that will enable efficient and affordable fleet renewal. An inter-departmental effort to provide more flexibility while maintaining the highest levels of accountability has resulted in a streamlined Treasury Board approval process supported by validation of the costs prior to task authorization.

Priority: Reconstituting and Aligning the CAF Post-Afghanistan

• In order to meet reconstitution and readiness initiatives post-Afghanistan, Defence completed capability assessments and all environments (RCN, CA, RCAF) completed readiness plans; and
• Defence implemented the first phase of a series of internal processes that will ensure future capabilities are aligned with the Canada First Defence Strategy. This plan will utilize objective analyses and long range strategic views for future military capabilities all bounded by available resources.

Corporate Risk: Capability Delivery Process Complexity

• Defence continued to promote the professional development of its project management workforce. The Project Management Competency Development (PMCD) initiative completed the validation of a Project Manager workforce qualification framework en route to institutionalization. Phase two of the PMCD was successfully completed with the development and validation of evaluation tools.

Corporate Risk: Canadian Armed Forces Reconstitution

• Reconstitution was partially completed and will continue with capital assets returned from Afghanistan. Strategies and plans were developed and prioritized to meet readiness demands of the Canadian Armed Forces.

Corporate Risk: Investment Plan Flexibility

• Defence successfully completed the development of annual materiel divestment plans within the business planning framework and is tracking execution as part of the disposal process. Defence will continue to develop and execute annual divestment plans within the business planning framework and pursue the institutionalization of the disposal process in coordination with Public Works and Government Services (PWGSC).

Corporate Risk: Materiel Management Accountability

• Defence developed its Inventory Modernization and Rationalization Program Charter, comprised of a series of projects, designed to institutionalize modern materiel management practices that will deliver the ability to provide accurate and timely information regarding the identity, location, quantity, value and readiness of supplies and equipment in support of effective and efficient operational decision making, Government of Canada reporting and interoperability;
• Defence continued to implement its National Stock-taking initiative to enhance inventory accuracy and data integrity while improving compliance with Government of Canada policies and practices; and
• Defence began implementation of its Policy Rationalization Plan, designed to rationalize and update its suite of Materiel and Acquisition Support (MA&S) policies across all MA&S functional areas including supply, procurement (including complex procurement), contracting, engineering and maintenance, intellectual property, project management, quality assurance, supply chain operations, fuels and lubricants and disposal.

Corporate Risk: Defence Team Capacity

• For details regarding the advancement of Defence’s plan to align and optimize the military and civilian workforce with CFDS requirements, see Program 1.2 – Recruiting of Personnel and Initial Training.

In 2012-13, the Equipment Acquisition and Disposal Program was delivered through five Sub-programs, as indicated in the Program Alignment Architecture:

• Sub-program -1.3.1 Maritime Equipment Acquisition and Disposal
• Sub-program - 1.3.2 Land Equipment Acquisition and Disposal
• Sub-program - 1.3.3 Aerospace Equipment Acquisition and Disposal
• Sub-program - 1.3.4 Joint and Common Support Equipment Acquisition and Disposal
• Sub-program - 1.3.5 Joint and Common Command and Control Acquisition and Disposal

Sub-program 1.3.1: Maritime Equipment Acquisition and Disposal

This program ensures the acquisition of the equipment and materiel required by the Canadian Armed Forces to sustain maritime fleets, systems and equipment. It includes Major Crown Projects ⁴⁹ such as the acquisition of ships or submarines and capital procurement of the required equipment and materiel for the maintenance of all naval assets. Although its principal client is the Royal Canadian Navy, this activity also supplies services to the Canadian Army or Royal Canadian Air Force, to North Atlantic Treaty Organization and to other government departments when required. The disposal of equipment and materiel will normally occur when a new capability/platform is acquired or when it is determined that a capability/platform is no longer required by the Maritime Force to achieve its mission.

Source: Assistant Deputy Minister (Finance and Corporate Services)

Source: Assistant Deputy Minister (Human Resources – Civilian) and Chief Military Personnel Group

Note: A sampling of 13 projects was used to measure departmental performance of projects on schedule. Eight projects were identified as on schedule at the close of FY 2012-13.

Sub-program 1.3.2: Land Equipment Acquisition and Disposal

This program ensures the acquisition of the equipment and materiel required by the Canadian Armed Forces to enable multi-purpose combat capable land forces. This activity includes Major Crown Projects ⁵⁰ that acquire land combat vehicles and land support vehicles. It also includes any capital procurement of the required equipment and materiel for the maintenance of army assets. Although its principal client is the Canadian Army, this activity also supplies equipment and materiel to the Royal Canadian Navy, the Royal Canadian Air Force, to North Atlantic Treaty Organization and to other government departments when required. The disposal of equipment and materiel will normally occur when a new capability/platform is acquired or when it is determined that a capability/platform is no longer required by the Land Force to achieve its mission.

Source: Assistant Deputy Minister (Finance and Corporate Services)

Source: Assistant Deputy Minister (Human Resources – Civilian) and Chief Military Personnel Group

Note: A sampling of 19 projects was used to measure departmental performance of projects on schedule. Twelve projects were identified as on schedule at the close of FY 2012-13.

Sub-program 1.3.3: Aerospace Equipment Acquisition and Disposal

This program ensures the acquisition of aerospace goods, fleets, systems, and equipment required by the Canadian Armed Forces. This activity includes Major Crown Projects ⁵¹ that acquire aerospace fleets and includes any capital procurement of the required equipment and materiel for the maintenance of aerospace assets. Although its principal client is the Royal Canadian Air Force, this activity also supplies services to the Royal Canadian Navy and Canadian Army, to North American Aerospace Defence and North Atlantic Treaty Organization, and to other government departments when required. The disposal of equipment and materiel will normally occur when a new capability/platform is acquired or when it is determined that a capability/platform is no longer required by the Royal Canadian Air Force to achieve its mission.

Source: Assistant Deputy Minister (Finance and Corporate Services)

Source: Assistant Deputy Minister (Human Resources – Civilian) and Chief Military Personnel Group

Note: A sampling of 21 projects was used to measure departmental performance of projects on schedule. Fifteen projects were identified as on schedule at the close of FY 2012-13.

Sub-program 1.3.4: Joint and Common Support Equipment Acquisition and Disposal

This program ensures the acquisition of equipment required for the conduct of joint and special operations by the Canadian Armed Forces. This includes Major Crown Projects ⁵² that acquire other than maritime/land/aerospace specific fleets, systems and equipment including initially contracted materiel for the maintenance of these assets. The disposal of equipment and materiel will normally occur when a new capability/platform is acquired or when it is determined that a capability/platform is no longer required by the Canadian Armed Forces to achieve its mission.

Source: Assistant Deputy Minister (Finance and Corporate Services)

Source: Assistant Deputy Minister (Human Resources – Civilian) and Chief Military Personnel Group

Note: A sampling of four projects was used to measure departmental performance of projects on schedule. Three projects were identified as on schedule at the close of FY 2012-13.

Sub-program 1.3.5: Joint and Common Command and Control Acquisition and Disposal

This program ensures the acquisition of specific command and control equipment for the conduct of joint and special operations by the Canadian Armed Forces. This activity includes Major Crown Projects ⁵³ that acquire joint command and control systems including initially contracted materiel for the maintenance of these assets. The disposal of equipment and materiel will normally occur when a new system is acquired or when it is determined that the current system is no longer required.

Source: Assistant Deputy Minister (Finance and Corporate Services)

Source: Assistant Deputy Minister (Human Resources – Civilian) and Chief Military Personnel Group

Note: A sampling of four projects was used to measure departmental performance. Two were identified as on schedule at the close of FY 2012-13.

Program 1.4: Real Property and Informatics Infrastructure Acquisition and Disposal ⁵⁴

An extensive portfolio of land, works, and buildings and informatics is required to support the delivery of defence operations. The Real Property Acquisition and Informatics Infrastructure Acquisition 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 National 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.

Defence is a participant in the Federal Sustainable Development Strategy (FSDS) and contributes to the Greening Government Operations targets through the Real Property Infrastructure Acquisition and Disposal program. The Department contributes to the following target areas of Theme IV of the FSDS:

• Green buildings; and
• Greenhouse Gas Emissions.

For additional details on Defence’s Greening Government Operations activities please see Section III - Supplementary Information ⁵⁵.

Source: Assistant Deputy Minister (Finance and Corporate Services)

Note: Due to rounding, figures may not add up to total shown.

Source: Assistant Deputy Minister (Human Resources – Civilian) and Chief Military Personnel Group

Performance Analysis and Lessons Learned

• The Corporate Capital Construction Program (CCCP) was established April 01, 2012. In support of both the CFDS and Canada’s Economic Action Plan, Defence started and advanced an increased number of projects. Overall there was significant improvement in project delivery. The actual spending amount is higher than the total authorities. This does not represent an over expenditure of Parliamentary authorities. Parliamentary authorities are allocated by vote and not by individual Programs and Sub-Programs.
• Approximately $28M more than planned was spent under the Program. This represents a 5.10 per cent variance.
• Between FY 2011-12 and FY 2012-13, Program spending increased by approximately $106M.
• An additional 30 FTEs than was planned were attributed to this Program. As compared with FY 2011-12 actual figures, FTEs were reduced in FY 2012-13 by one.
• In effort to ensure a rationalized and responsive Real Property Portfolio, Defence both identified surplus real property land area and disposed of it, thus keeping the percentage surplus stable and below 1 per cent during FY 2012-13.
• Defence improved Real Property program stewardship by centralizing the Capital Construction Program and increasing year over year spending on both Infrastructure recapitalization and Maintenance and Repair in order to improve performance against CFDS targets. Defence is continuing to work to achieve a rationalized real property portfolio through the strategic divestment of legacy Real Properties. The Real Property Strategy (RPS) will enable the strategic divestment of Real Property.

The 2012-13 Report on Plans and Priorities ⁵⁶ identified areas of focus for the Program in support of organizational priorities and corporate risks. The following summarizes the Department’s achievements and lessons learned during the reporting period:

Priority⁶: Ensuring Sustainable Operational Excellence both at Home and Abroad

• In an effort to improve and ensure operationally relevant capabilities, Defence continued to develop the National Real Property Development Plan (NRPDP) and completed most of the subordinate Master Real Property Development Plans. Completion of the NRPDP is anticipated for December 2014.

Priority: Maintaining Defence Affordability

• Defence continued to work to achieve a rationalized real property portfolio through the strategic divestment of legacy Real Properties. The Real Property Strategy (RPS) will enable the strategic divestment of Real Property. In accordance with 2012 Fall Report of the Auditor General of Canada ⁵⁷, the RPS delivery is expected for fall 2013;
• Defence has committed to renewing the real property portfolio by spending an average of just under four per cent of realty replacement cost annually over the next 20 years. By centralizing real property management, Defence, along with its partners, has aimed to rationalize the real property portfolio, consolidate contracts and improve project delivery to meet the CFDS objectives;
• The consolidation of Defence’s real property information management applications progressed with the successful first stage implementation of the Infrastructure and Environment Business Modernization initiative. This is in line with a phased approach which will progressively divest Defence’s legacy IM/IT systems in favour of an integrated Enterprise Resource Planning (ERP) system which will in turn optimize processes and reduce operating costs; and
• During FY 2012-13, Defence continued to plan the consolidation of its Headquarters’ operations on the Carling Campus.

Corporate Risk: Compliance with Infrastructure and Environmental Standards

• Defence implemented the first phase of a departmental Aboriginal Action Plan including a stakeholder engagement plan and rolling out on-line training for Aboriginal consultation and accommodation. In addition, Defence made progress in addressing historic Aboriginal land management issues through innovative settlement arrangements; and
• In order to ensure custodians have allocated resources to protect their infrastructure, personnel and equipment from fire risks and ensure that life safety and health standards are enforced, Defence implemented the Get Well Program for inspection, testing and maintenance (ITM).

In 2012-13, the Real Property Infrastructure Acquisition and Disposal Program was delivered through one Sub-program, as indicated in the Program Alignment Architecture:

• Sub-program 1.4.1: Real Property Acquisition and Disposal

⁶ Planned Defence IM/IT activities are detailed under Program 5.1 Internal Services: Information Management/Information Technology.

Sub-program 1.4.1: Real Property Acquisition and Disposal

An extensive portfolio of land, works, and buildings and informatics is required to support the delivery of defence operations. The Real Property Acquisition and Informatics Infrastructure Acquisition 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. Programs 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 is 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 DND 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.

Source: Assistant Deputy Minister (Finance and Corporate Services)

Source: Assistant Deputy Minister (Human Resources – Civilian) and Chief Military Personnel Group

Strategic Outcome 2: National Defence is ready to meet Government Defence Expectations

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

Progress towards achieving this Strategic Outcome was accomplished in 2012-13 through the following four Programs ⁵⁸:

• Program 2.1: Maritime Readiness
• Program 2.2: Land Readiness
• Program 2.3: Aerospace Readiness
• Program 2.4: Joint and Common Readiness

Program 2.1: 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.

Source: Assistant Deputy Minister (Finance and Corporate Services)

Note: Due to rounding, figures may not add up to total shown.

Source: Assistant Deputy Minister (Human Resources – Civilian) and Chief Military Personnel Group

Performance Analysis and Lessons Learned

• Approximately $90M more than planned was spent under the Program. This represents a 3.93 per cent variance.
• Between FY 2011-12 and FY 2012-13 Program spending increased by approximately $82M.
• The difference of 296 FTEs indicates the variance between planned and actual figures. As compared with FY 2011-12 actual figures, FTEs were reduced in FY 2012-13 by 188.
• In FY 2012-13, Maritime “Readiness” in term of responsiveness, capability and capacity improved from the previous year’s results. This improvement is attributed to the progress made to the submarine program towards operational steady state and other mitigation plans put in place for surface ships. Overall, it contributed to the Royal Canadian Navy (RCN) program generating and delivering sufficient ships/units to meet standing and emergent Government of Canada tasks.

The 2012-13 Report on Plans and Priorities ⁵⁹ identified areas of focus for the Maritime Readiness Program in support of organizational priorities and corporate risks. The following summarizes the Department’s achievements and lessons learned during the reporting period:

Priority: Reconstituting and Aligning the CAF Post-Afghanistan

• The RCN developed, through the established governance process of the Fleet Sustainment Planning Group (FSPG) and the Naval Strategic Management Board (NSMB), strategies and plans to deploy ships and maintain their operation on station by conducting crew replacement in theatre. This strategy is aimed at maximizing assets’ operational time in theatre, and at minimizing the impact of lengthy transit times; and
• The RCN has started its transition to a permanently balanced structure along the functional lines of Force Development, Force Generation, and Force Employment. The RCN has:
  • Established a RCN Readiness organization as a single authority for the setting and evaluation of Readiness Policy and Performance;
  • Initiated a modernization and rationalization of its training system as part of a greater Force Generation rationalization initiative; and
  • Established a "Maritime Component Commander" structure and functions for deployed operations. This change will enhance and increase efficiency in the support of and provision of expert maritime advice, planning, coordination, and operational command and control of maritime forces to the Force Employer, or when delegated, the Regional Joint Task Force Commander.

Priority: Ensuring Sustainable Operational Excellence both at Home and Abroad

• The RCN is developing its strategic maritime concept for the CAF. Additionally, the RCN, in conjunction with Strategic Joint Staff and Canadian Joint Operations Command, has progressed the development of a concept of operations of the Maritime Component Commander;
• As part of the new strategic maritime concept for the CAF, the RCN continued to liaise closely with Strategic Joint Staff to develop and expand capabilities and capacities of its assets for joint and integrated maritime effects in the littorals ⁶⁰. Developed concepts were exercised and refined based on experience gained during the NATO mission, Operation UNIFIED PROTECTOR (Libya);
• The RCN continues to progress the Victoria-class submarine readiness towards an operational steady state of one operational submarine on each coast, a third engaged in a tiered readiness program while the fourth submarine is in deep maintenance. HMCS Victoria has achieved High Readiness and deployed from the Pacific Fleet in FY 2012-13, HMCS Windsor has commenced sea-going operations in Halifax, N.S. while plans for HMCS Chicoutimi are being developed to conduct a tiered readiness program in 2013. Deep maintenance is also being executed on HMCS Cornerbrook as part of the submarine Readiness cycle; and
• HMCS Victoria executed a training deployment that culminated in the successful first-of-class torpedo firing. Preparations continue with Strategic Joint Staff and Canadian Joint Operations Command to enable an international operational deployment by 31 December 2015, if required.

Priority: Strengthening the Defence Team

• The RCN continued to promote its heritage, its distinct naval culture, and its role within Canada’s military by actively participating in and celebrating important national events including the Battle of the Atlantic celebrations, the unveiling of a distinct Naval Ensign, the Royal Nova Scotia International Tattoo and the return of the royal nomenclature to the RCN establishment; and
• Within its mandate, the RCN monitored, assessed and promoted the well-being of members of the Defence Team. Functional processes were reviewed as part of a continual improvement strategy, aimed a streamlining processes and increasing efficiencies. The operations of the various Military Family Resources Centres were preserved and maintained, mitigating all possible impacts of the 2010 Strategic Review and Budget 2012 Spending Review related reductions.

Corporate Risk: Canadian Armed Forces Reconstitution and Limited Residual Operational Capacity

• The RCN is continuing to send selected personnel to allied and like-minded navies to maintain and increase core naval skills and experience throughout all our ranks. Over the last reporting period, 57 naval personnel participated in the Regulus program⁷.

Corporate Risk: Compliance with Infrastructure and Environmental Standards

• Performance related to this corporate risk is reported under Program 1.4: Real Property and Informatics Infrastructure Acquisition and Disposal and Program and 4.3: Environmental Protection and Stewardship.

In 2012-13, the Maritime Readiness Program was delivered through five Sub-programs, as indicated in the Program Alignment Architecture:

• Sub-program 2.1.1: Contingency Task Group
• Sub-program 2.1.2: National Task Group
• Sub-program 2.1.3: Single Ship International Deployment
• Sub-program 2.1.4: Domestic Maritime Readiness
• Sub-program 2.1.5: Sustain Maritime Forces

⁷ The Regulus program identifies training and development opportunities for Officers and Non-Commissioned members (operators and technical) in Allied Navies in order to minimize the effect of platform availability reductions through HALIFAX Class Modernization.

Sub-program 2.1.1: Contingency Task Group

This program will generate and sustain a first maritime Task Group ready and capable of conducting principally international, but also continental and domestic, operations. Program activities include training, such as operational training and exercises, and preparation and maintenance of equipment.

Source: Assistant Deputy Minister (Finance and Corporate Services)

Source: Assistant Deputy Minister (Human Resources – Civilian) and Chief Military Personnel Group

Sub-program 2.1.2: National Task Group

This program will generate and sustain a second maritime Task Group ready and capable of relieving the first Task Group during lengthy International operations or for conducting domestic or continental operations as may be required by the Government. The National Task group is also required to be able to operate concurrently with the Contingency Task Group, independent of its activities. Program activities include training, such as operational training and exercises, and preparation and maintenance of equipment.

Source: Assistant Deputy Minister (Finance and Corporate Services)

Source: Assistant Deputy Minister (Human Resources – Civilian) and Chief Military Personnel Group

The output of this Sub-program is to generate and sustain a second maritime Task Group (called the National Task Group) ready and capable of relieving the first Task Group (called Contingency Task Group) within 180 days from warning. The score provided is dependent of number of available ships to form the NTG. If the targeted number is achieved then a score of three out of three is provided. If the number of ships is less than one, of the desired target, then a score of two is provided. When there are less than two ships, the score is one.

Sub-program 2.1.3: Single Ship International Deployment

This program will generate and sustain first-rate, modern, individual maritime units ready and capable of conducting international operations as may be directed by the Government. This is accomplished through the provision of training, equipment and the necessary infrastructure to ensure the provision of the capability to conduct mid-level North Atlantic Treaty Organization (NATO) joint and combined operations throughout the North Atlantic Treaty Organization Area of Interest (AOI), and to satisfy the United Nations Standby Arrangement System (UNSAS) requirements.

Source: Assistant Deputy Minister (Finance and Corporate Services)

Source: Assistant Deputy Minister (Human Resources – Civilian) and Chief Military Personnel Group

Sub-program 2.1.4: Domestic Maritime Readiness

This program will generate and sustain a modern, multi-purpose, combat-capable maritime force for operations in the domestic and continental Maritime Area of Operations (AOR) and Area of Interest (AOI) as may be required by the government. The program will ensure multi-purpose, combat-capable, maritime units ready to provide surveillance and presence in Canada’s Economic Exclusive Zone (EEZ) and maritime approaches, including in the Arctic; Assistance to Other Government Departments (OGDs) in compliance with approved Memoranda of Understanding; Response to Search and Rescue incidents at sea; Assistance to civil authorities in responding to a wide range of maritime threats, from natural disasters to terrorist attacks; and, in collaboration with United States maritime forces, ensure the maritime defence and security of North America as per bilateral agreements and plans. This is achieved principally through maritime operational training and exercises.

Source: Assistant Deputy Minister (Finance and Corporate Services)

Source: Assistant Deputy Minister (Human Resources – Civilian) and Chief Military Personnel Group

Sub-program 2.1.5: Sustain Maritime Forces

This program contributes to the readiness of the Navy by supporting the service delivery through training of personnel, maintenance of infrastructure and equipment, and command and control in support of domestic and international operations.

Source: Assistant Deputy Minister (Finance and Corporate Services)

Source: Assistant Deputy Minister (Human Resources – Civilian) and Chief Military Personnel Group

Program 2.2: 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.

Source: Assistant Deputy Minister (Finance and Corporate Services)

Note: Due to rounding, figures may not add up to total shown.

Source: Assistant Deputy Minister (Human Resources – Civilian) and Chief Military Personnel Group

Performance Analysis and Lessons Learned

• The Program spent approximately $25M more than was planned. This represents a 0.69 per cent variance between planned and actual spending.
• Between FY 2011-12 and FY 2012-13, spending decreased by approximately $1.5M.
• The difference between planned and actual financial resources is partially attributable to the unpredictable increase in fuel costs over the reporting period and the relatively higher cost of training in the Arctic as compared to a similar training exercise conducted in the sub-Arctic regions of Canada.
• The difference of 919 FTEs indicates the variance between planned and actual figures. As compared with FY 2011-12 actual figures, FTEs increased in FY 2012-13 by 957 FTEs. The difference between planned and actual military FTEs is representative of Defence's changing role in Afghanistan and other international operations. To develop and maintain capabilities and readiness levels post-Afghanistan, military FTEs were attributed to the Program assigned to their unit. The CA proactively met the 2010 Strategic Review and Budget 2012 Spending Review civilian FTE requirements, surpassing the 2014 target deadline.
• Overall, Program performance improved since FY 2011-12. The CA accomplished its CFDS readiness and sustainment requirements with a high degree of effectiveness while simultaneously managing risk and mitigating internal issues. The variance between targets and actual results in long-term land forces sustainment were a result of capacity and the fiscal climate, affecting infrastructure and maintenance, repairs and recapitalization. Additionally, Level 5 (All Arms) live fire training, needed to force generate high readiness, required internal funding adjustments to rebalance priorities and maintain this baseline training requirement.

The 2012-13 Report on Plans and Priorities ⁶⁹ identified areas of focus for Program in support of organizational priorities and corporate risks. The following summarizes the Department’s achievements and lessons learned during the reporting period:

Priority: Reconstituting and Aligning the CAF Post-Afghanistan

• The CAF land elements were made ready to meet Government of Canada’s expectations in a post-Afghanistan context. Without an assigned mission, these elements were trained up to an enhanced foundation level only. Upon receipt of a mission, theatre mission specific training would need to have been conducted during the pre-deployment timeframe. Although this land commitment was declared to the NATO Response Forces Pool throughout FY 2012-13, it was not deployed. Key to supporting readiness, reconstitution to bring these elements to a ready status did not end in FY 2012-13 and will continue until FY 2014-15 as CAF vehicles and equipment recently returned from Afghanistan are repaired and overhauled;
• Defence land elements provided over 650 of the personnel assigned to Op ATTENTION in Afghanistan. It continued to contribute to numerous small missions and Partnership for Peace events around the world. It participated in a host of high profile exercises such as sending its Non-Combatant Evacuation (NEO) Company Group to the world’s largest international maritime exercise, Rim of the Pacific (RIMPAC) 2012. Finally, it maintained its Disaster Assistance Response Team (DART) and NEO Company in high readiness for deployment throughout the year in order to meet the CFDS mandate; and
• The CAF generated and maintained Immediate Reaction Units (IRU) to respond anywhere in Canada. It provided avalanche control in Western Canada and stood ready to be employed for ground search and rescue. In conducting OP NANOOK 12, OP NUNALIVUT 12 and OP NUNAKPUT 12, the Canadian Armed Forces helped exercise Arctic sovereignty, working with other government departments and agencies. The CA is the lead element working towards the implementation of the CAF Arctic Training Centre in ResoluteBay, a facility that will be available for joint use starting in summer 2013.

Priority: Ensuring Sustainable Operational Excellence both at Home and Abroad

• In FY 2012-13, the CA Program delivery took place in the context of Managed Readiness. Nested within the Managed Readiness System (MRS), the eight-month Managed Readiness Plan (MRP) continued to be the Force Generation (FG) tool to manage CA high readiness tasks apportioned in the CF Force Posture and Readiness Directive. In addition to assigning Lead Mounting Areas (LMAs) for the conduct of high readiness tasks, the MRP was the conduit for resource allocations. FY 2012-13 marked a transition year which saw the start of Force 2013 projects meant to implement new CA force employment concepts such as the development of 1 Can Div and the Territorial Battle Group (TBG) and Arctic Response Company Group (ARCG) constructs based on the Reserve Force;
• The introduction of the Family of Land Combat Vehicles continued to progress in FY 2012-13. The CAF modernized part its fleet of combat vehicles, taking delivery of the new Leopard 2 main battle tank (MBT). Concurrent to its efforts to acquire the next generation of combat vehicles, the CA has also been divesting itself of ageing equipment to realize savings and align itself with its new structure. The CA prepared to incorporate the Family of Land Combat Vehicles into its operational units and refine plans to ensure their long term sustainability;
  • The CAF continued to define those parts of the capital equipment program essential to its future. Having launched a twenty year equipment programme across a broad front of capability areas, a sustained effort continued to be required to select, train and educate technical staff officers and Warrant officers for employment in project management teams; and
  • CA staff prepared long term plans to field and sustain new capital equipment. A lesson that was re-emphasized is that the vagaries of the acquisition program with its inherent delays must be factored in and the risks addressed at the senior leadership level.

Priority: Strengthening the Defence Team

• CA personnel participated in a multitude of outreach activities, including several War of 1812 commemorative events, the Canadian National Exhibition, Calgary Stampede, Festival International de Musiques Militaires de Québec, and the Royal Nova Scotia International Tattoo;
• The CA continued to respect and value the contribution of families to CA readiness; and
• The CA continued to strengthen the force and promoted a culture of total health and fitness. In FY 2012-13 CA personnel continued to be fit, resilient and ready to undertake the demanding tasks required of them. CA programs were institutionalized by incorporating them into professional development training for officers and non commissioned members (NCMs). Efforts to maintain and improve this level of health and fitness were an ongoing concern that needed constant leadership attention. For further details regarding Defence health and fitness initiatives, please see Program 4.1: Defence Team Personnel Support.

Corporate Risk: Canadian Armed Forces Reconstitution

• The 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;
• Following a period of reconstitution post-Kandahar, the CA made ready a brigade Headquarters, Battle Group and Forward Supply Group with all the enablers to conduct Line of Operation 3, a potential, sustained international mission in a non permissive environment;
• In order to meet the demands of the Defence priority Reconstitution and Aligning the CAF Post-Afghanistan, the CA maintained its efforts to institutionalize collective training at Level 5 (combat team) live fire for high readiness units and Level 5 dry fire for foundation training. This was assessed to be the critical enabler to ensure that skills needed for operational proficiency were maintained across the CA. Development of the other 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 were ongoing but their implementation remained a long term activity; and
• The CA maintained its efforts to identify, lead and participate in training in specific environments (mountain, jungle, littoral/riverine and Arctic) in order to have the skills to operate globally and to prevent over-reliance on past experience in planning for future missions.

Corporate Risk: 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 prepared 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 were made available in fall 2012 to respond to international contingencies in a non-permissive environment. Until that time, the CA remained capable of producing a scalable Battle Group for surge deployment to a permissive environment in response to an international crisis; and
• The CA continues to focus its infrastructure priorities and get maximum value from the limited resources assigned.

Corporate Risk: Compliance with Infrastructure and Environmental Standards

• Performance related to this corporate risk is reported under Program 1.4: Real Property and Informatics Infrastructure Acquisition and Disposal and Program and 4.3: Environmental Protection and Stewardship.

In 2012-13, the Land Readiness Program was delivered through four Sub-programs, as indicated in the Program Alignment Architecture:

• Sub-program 2.2.1: Primary International Commitment
• Sub-program 2.2.2: Secondary International Commitment
• Sub-program 2.2.3: Domestic and Standing Government of Canada Tasks
• Sub-program 2.2.4: Sustain Land Forces

Sub-program 2.2.1: Primary International Commitment

This program contributes to the readiness of the Canadian Armed Forces by providing land operations capability that can take the lead and/or conduct a major international mission for an extended period. The program includes the preparation of forces to include a combat capability, usually in the form of a battle group (based on an infantry Battalion and other enablers such as artillery and tanks) as well as command and control elements and formation enablers such as engineers, logistics, intelligence and signals. It may include capacity building elements such as Observer Mentor Liaison Teams (OMLT) and Provincial Reconstruction Teams (PRT). It may also include a deployable formation HQ (Brigade or Division). This is achieved through high readiness collective training from combat team through to brigade (levels 5-7). The training is aimed at the skills and procedures necessary to succeed in a combined arms environment using progressively larger groupings of forces. This training may also introduce equipment that is only available at Canadian Manoeuvre Training Centre (CMTC) Wainwright and in a theatre of operations. At the completion of this program, the Canadian Armed Forces can task tailor forces from these high-readiness groupings to create a mission specific force package and conduct mission specific training prior to deployment.

Source: Assistant Deputy Minister (Finance and Corporate Services)

Source: Assistant Deputy Minister (Human Resources – Civilian) and Chief Military Personnel Group

Sub-program 2.2.2: Secondary International Commitment

This program contributes to the readiness of the Canadian Armed Forces by providing land operational capability that, in addition to the primary international commitment, can respond to crises elsewhere in the world for shorter periods of time. These forces can take part in international missions in a permissive theatre of operations (e.g. Peace Support Operations), or participate in capacity building through the use of Operational Mentor and Liaison Team or Provincial Reconstruction Team. To do this the program will generate land force capability, which is normally based on a Battalion Group. This is achieved through high readiness collective training at unit and formation level (levels 5-7). At the completion of this program, the Canadian Armed Forces can task tailor forces from these high-readiness groupings to conduct mission specific training and create a force package for operations.

Source: Assistant Deputy Minister (Finance and Corporate Services)

Source: Assistant Deputy Minister (Human Resources – Civilian) and Chief Military Personnel Group

The CA sustained its current commitment as the primary force generator for the Canadian Contribution Training Mission – Afghanistan. Financial and human resources were attributed to Sub-program 2.2.1: Primary International Commitment and Sub-program: 3.4.1 Coalition Operations. This reflects Defence’s changing role in Afghanistan and other international operations.

Sub-program 2.2.3: Domestic and Standing Government of Canada Tasks

This program contributes to the readiness of the Canadian Armed Forces by providing land operations capability that can respond to international emergencies and domestic tasks on a case by case basis. The program provides for land units and sub-units at the appropriate level of readiness, prepared to respond to domestic emergencies and tasks at home and to provide humanitarian assistance, and protect Canadians abroad. The program will draw from the benefit of a standing army trained to level 3 (the army in being) and as a result of the capabilities generated within the Primary and Secondary international commitments.

Source: Assistant Deputy Minister (Finance and Corporate Services)

Source: Assistant Deputy Minister (Human Resources – Civilian) and Chief Military Personnel Group

Sub-program 2.2.4: Sustain Land Forces

This program contributes to the readiness of the Canadian Armed Forces by providing sustained land operations capability. This program ensures that land capabilities are maintained now and into the future. This is achieved by the provision of individual, occupation and low-level collective training as well as, activities to maintain and upgrade equipment, infrastructure and an effective command and control structure.

Source: Assistant Deputy Minister (Finance and Corporate Services)

Source: Assistant Deputy Minister (Human Resources – Civilian) and Chief Military Personnel Group

Program 2.3: Aerospace Readiness

This program will provide Canada with a combat-capable, multi-purpose Royal Canadian 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.

Source: Assistant Deputy Minister (Finance and Corporate Services)

Note: Due to rounding, figures may not add up to total shown.

Source: Assistant Deputy Minister (Human Resources – Civilian) and Chief Military Personnel Group

Performance Analysis and Lessons Learned

• Approximately $27M more than planned was spent under the Program. This represents a 1.42 per cent variance.
• Between FY 2011-12 and FY 2012-13 Program spending increased by approximately $29M.
• The difference of 431 FTEs indicates the variance between planned and actual figures. As compared with FY 2011-12 actual figures, FTEs were reduced in FY 2012-13 by 464 FTEs.
• The difference between planned and actual military FTEs is representative of Defence's changing role in Afghanistan and other international operations. To develop and maintain capabilities and readiness levels post-Afghanistan, military FTEs were attributed to the Program assigned to their unit.
• Program performance improved as compared to FY 2011-12 (83.3 per cent).

The 2012-13 Report on Plans and Priorities ⁷⁰ identified areas of focus for the Program in support of organizational priorities and corporate risks. The following summarizes the Department’s achievements and lessons learned during the reporting period:

Priority: Reconstituting and Aligning the CAF Post-Afghanistan

• The Royal Canadian Air Force (RCAF) Air Mobility community completed post-Afghanistan re-constitution of both their airframes and their aircrew in the past year. While all CH146 Griffon helicopters have completed re-constitution, some Tactical Aviation aircrew have been unable to maintain all currencies; and
  • The Tactical Aviation community completed re-constitution of the CH146 Griffon helicopter fleet in the latter part of the year. The high operational tempo over the last few years imposed very high Force Generation/Force Employment (FG/FE) pressures on airframes and technicians which continue to have impacts after the reconstitution period.
• The RCAF instituted an Air Expeditionary Wing (AEW) based in Bagotville, QC, to be the cornerstone of the deployable high readiness capability 1 Canadian Air Division (1 CAD). The AEW possesses an Expeditionary Support Squadron (ESS) that will be the support and logistics backbone of the AEW. The AEW and ESS will be task tailored to the particular mission when activated.

Corporate Risk: Canadian Armed Forces Reconstitution

• The RCAF was able to meet the demands of the 2012 Managed Readiness Plan. Following a challenging year of high visibility operations, the RCAF stands ready to provide a broad spectrum of aerospace capabilities for both domestic and international requirements. Continuing delivery against readiness demands will rest with the maintenance of FG activities within the context of fiscal constraint and with the pressures of bringing new capabilities into service while addressing personnel force generation issues within key stressed occupations. The RCAF will mitigate challenges and pressures regarding crew and platform availability by allocating the necessary resources to meet all operational requirements;
• Advancement of the project to review Afghanistan operations to identify recommendations for new investments or adaptations of tactics and procedures was delayed to FY 2013-14. Project personnel were diverted to supporting 1 CAD lessons learned operations/exercises; and
• The RCAF Force Posture and Readiness (FP&R) Directive issued in October 2012 assigns readiness levels to 1 CAD in order to provide a broad spectrum of aerospace capabilities for both domestic and international requirements as stipulated in the Chief of the Defence Staff FP&R Directive. The RCAF achieved all stipulated readiness requirements for 2012-13.

Corporate Risk: Limited Residual Operational Capacity

• The RCAF maintains high-readiness operational units on standby at all times, and spread geographically across the country to satisfy all operational requirements;
• The examination of various air command and control structures is an ongoing review process; and
  • Institutional command and control was reviewed in detail 2012 at the strategic and operational levels, with a particular focus on rebalancing staff capacity between the Air Staff and 1 CAD Headquarters;
  • Strategic and operational level command and control (C2) alignment is being explored by instituting the revised RCAF strategic framework including a new strategy product, an RCAF Campaign Plan, and a Future Concepts Directive;
  • Tactical and deployable command and control systems are also under continual review by 1 CAD with recent development of deployable C2 detachments to enable agile deployed C2. The Command and Control Functional Integration Team (FIT) proposed a way forward for the RCAF in deployable C2 structures. This proposal was accepted by the Commander 1 CAD and further developed into the Air Task Force (ATF) structure. Furthermore, in order to ensure that the RCAF has responsive deployable C2 structure that is trained and ready to address the respective Canada First Defence Strategy (CFDS) mission sets, a Managed Readiness Plan (MRP) was developed and implemented within the RCAF. The culmination of this combined effort will be exercised in JOINTEX 13 Stage 5 exercise, as the RCAF deploys its expeditionary ATF to achieve their high readiness validation as well as further the integration with joint partners;
  • The RCAF rapidly advanced the effectiveness and efficiency of a deployable Air C2 Structure; and
  • Variations of these structures were built into the JOINTEX 13 series of exercises and lessons were identified during the conduct. These lessons will be compiled and analyzed after the exercise has concluded. At that point it is expected that the lessons will be learned and the refinement of the Air C2 Structures will continue.
• The RCAF establishment is reviewed on an on-going basis in order to harmonize and reconcile support and operational requirements. The RCAF currently has a five year deficit of 176 personnel. As the demand for personnel is greater than the resources available, an annual establishment review is undertaken with the aim to allocate lower-priority positions to higher-priority requirements. The review is conducted by capability at the operational level and is validated at the strategic level. Results are represented in a Multi-Year Establishment Plan which identifies personnel requirements against allocated resources.

Corporate Risk: Compliance with Infrastructure and Environmental Standards

• Performance related to this corporate risk is reported under Program 1.4: Real Property and Informatics Infrastructure Acquisition and Disposal and Program and 4.3: Environmental Protection and Stewardship.

In 2012-13, the Aerospace Readiness Program was delivered through six Sub-programs, as indicated in the Program Alignment Architecture:

• Sub-program 2.3.1: Aerospace Force Application
• Sub-program 2.3.2: Air Mobility
• Sub-program 2.3.3: Tactical Helicopter
• Sub-program 2.3.4: Aerospace Intelligence, Surveillance, Reconnaissance and Control
• Sub-program 2.3.5: Air Expeditionary Support
• Sub-program 2.3.6: Sustain Aerospace Forces

Sub-program 2.3.1: Aerospace Force Application

This program contributes to the readiness of the Canadian Armed Forces by providing the ability to apply aerospace force. This program is necessary because it generates and sustains aerospace force capabilities used by the Canadian Armed Forces for offensive and defensive air combat, and the ability to project strike forces through tactical and strategic air-to-air refuelling. This is achieved through aircrew and air vehicle operator training, continuing flying proficiency training, operational training such as mission simulations and exercises, as well as the readiness of flight crews on 24/7 stand-by. It also involves routine aircraft maintenance and non-combat activities such as surveillance and patrols.

Source: Assistant Deputy Minister (Finance and Corporate Services)

Source: Assistant Deputy Minister (Human Resources – Civilian) and Chief Military Personnel Group

Sub-program 2.3.2: Air Mobility

This program contributes to the readiness of the Canadian Armed Forces by providing the ability to move personnel, equipment and cargo. This program is necessary because it generates and sustains the air mobility capabilities used by Land, Maritime, Air, and Special Operations Forces for logistic transport, long-range transport of personnel and equipment, aerial delivery of personnel and equipment by parachute, and the delivery of humanitarian aid to disaster zones within Canada or internationally. This program also provides high-ranking government officials and foreign dignitaries with VIP air transportation worldwide. This is achieved through the training of technicians, aircrew and support personnel as well as operational training through simulation exercises and operations. It also includes being prepared for strategic and tactical airlift roles, on a global response basis, when required.

Source: Assistant Deputy Minister (Finance and Corporate Services)

Source: Assistant Deputy Minister (Human Resources – Civilian) and Chief Military Personnel Group

Sub-program 2.3.3: Tactical Helicopter

This program contributes to the readiness of the Canadian Armed Forces by providing tactical helicopters able to cover a wide range of aerospace functions. This program is necessary because it generates and sustains tactical helicopter capabilities used by Land, Maritime and Special Operations Forces for airlift of equipment and personnel, casualty evacuation, logistic transport, surface and subsurface surveillance and control. This is achieved through training of technicians, aircrew and support personnel as well as operational training such as conducting tests/evaluations, developing aviation tactics, carrying out operations, as well rotating high combat-readiness level squadrons. It also involves pre and post mobilization, operational and training support to Land and Maritime Forces, including patrol and logistic transport.

Source: Assistant Deputy Minister (Finance and Corporate Services)

Source: Assistant Deputy Minister (Human Resources – Civilian) and Chief Military Personnel Group

Sub-program 2.3.4: Aerospace Intelligence, Surveillance, Reconnaissance and Control

This program contributes to the readiness of the Canadian Armed Forces by providing the ability to collect, analyse, and fuse the information required to support operational decision-making, and the subsequent actions to exercise control over the land, maritime and air environments. It also provides an effective command and control structure through which authority and direction is exercised. This program is necessary because it generates and sustains the ISR&C capabilities used by the Canadian Armed Forces for active aerospace management and control, strategic land and sea surveillance, real-time over-land battlefield intelligence, surveillance and reconnaissance, analysis of information, situational awareness, development of plans, and preparation of orders. This is achieved through training of technicians, aircrew, aerospace control operators and support personnel, as well as continued proficiency training through participation in exercises and simulations, sovereignty patrols, and communications relay and aerial reconnaissance.

Source: Assistant Deputy Minister (Finance and Corporate Services)

Source: Assistant Deputy Minister (Human Resources – Civilian) and Chief Military Personnel Group

Sub-program 2.3.5: Air Expeditionary Support

This program contributes to the readiness of the Canadian Armed Forces by providing the capability to deploy, support and sustain expeditionary air forces to protect Canadian interests at home and abroad. This program is necessary because an expeditionary capability will enable commanders to better direct a rapid and decisive response to any domestic or international contingency. This is achieved through an Air Expeditionary Wing, with Air Expeditionary Support Squadrons that will be flexible, task-tailored, interoperable and rotated through a managed readiness cycle.

Source: Assistant Deputy Minister (Finance and Corporate Services)

Source: Assistant Deputy Minister (Human Resources – Civilian) and Chief Military Personnel Group

Sub-program 2.3.6: Sustain Aerospace Forces

This program contributes to the readiness of the Canadian Armed Forces by providing a sustained aerospace force capability. This program is necessary because it ensures all aerospace capabilities will be maintained now and into the future. This is achieved by fostering personnel training, equipment and infrastructure operations and development as well as a supporting control structure.

Source: Assistant Deputy Minister (Finance and Corporate Services)

Source: Assistant Deputy Minister (Human Resources – Civilian) and Chief Military Personnel Group

Program 2.4: 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. RCN, CA, RCAF) 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.

Source: Assistant Deputy Minister (Finance and Corporate Services)

Note: Due to rounding, figures may not add up to total shown.

Source: Assistant Deputy Minister (Human Resources – Civilian) and Chief Military Personnel Group

Performance Analysis and Lessons Learned

• Approximately $13M less than planned was spent under the Program. This represents a 0.60 per cent variance.
• Between FY 2011-12 and FY 2012-13, Program spending was reduced by approximately $12M.
• The difference of 1,161 FTEs indicates the variance between planned and actual figures. As compared with FY 2011-12 actual figures, FTEs increased in FY 2012-13 by 997 FTEs. The difference is attributable to:
  • The difference between planned and actual military FTEs is representative of Defence's changing role in Afghanistan and other international operations. To develop and maintain capabilities and readiness levels post-Afghanistan, military FTEs were attributed to the Program assigned to their unit; and
  • Defence’s initiatives to increase joint training through exercise JOINTEX and associated training.
• Program performance remained consistent with FY 2011-12 (100 per cent).

The 2012-13 Report on Plans and Priorities ⁷¹ identified areas of focus for the Joint and Common Readiness Program in support of organizational priorities and corporate risks. The following summarizes the Department’s achievements and lessons learned during the reporting period:

Priority: Reconstituting and Aligning the CAF Post-Afghanistan

• Defence completed major portions of CAF reconstitution based on CDS direction. However, repairs and overhauls for Canadian Army vehicles and equipment recently returned from Afghanistan will continue until FY 2014-15;
• Defence continued to improve its capability to lead full-spectrum coalition operations through continued engagement in the JOINTEX series of training exercise. The fourth stage of JOINTEX, a five part series of collective training exercises, was completed in February 2013. The outcome of JOINTEX will be a Canadian-led Combined, Joint, Inter-Agency Task Force Headquarters (CJIATF HQ) capable of taking on a leadership role in expeditionary operations with multinational military forces and both governmental and non-governmental agencies. The 1st Canadian Division Headquarters will be at the centre of this capability; and
• Defence continued to improve its capability to deliver support through the development of operational support doctrine and operational support hubs. Cooperation with allies in capturing operational support doctrine best practices helped to advance Defence’s knowledge and expertise. Defence signed an agreement with Jamaica to open an operational support hub and others are under development. These agreements extend the CAF’s global reach with respect to logistics. Operational support hub agreement development and approval requires continued close coordination with other CAF engagement activities to achieve both support and engagement goals.

Corporate Risk: Limited Residual Operating Capacity

• The CF Force Posture and Readiness Directive 2012 issued by the CDS provides the overarching framework to ensure that the CAF are fully equipped and prepared to meet all of the assigned CFDS missions. In FY 2012-13, all three services of the CAF stood operationally ready the meet their assigned CFDS tasks and missions and declared such; and
• Defence continued to extend the CAF’s global reach and strengthen support and force protection to CAF deployed overseas through the implementation of regional support hubs in areas of Canadian interest;
  • Operational Support Europe is up and running at initial operational capability; and
  • Operational Support Kuwait reached full operational capability.

Corporate Risk: Canadian Armed Forces Reconstitution

• The progress of CAF reconstitution was closely monitored and reported upon in the quarterly CAF Readiness Snapshot. For further details, please see Programs 1.3: Equipment Acquisition and Disposal, 2.1: Maritime Readiness, 2.2: Land Readiness, and 2.3: Aerospace Readiness.

Corporate Risk: Compliance with Infrastructure and Environmental Standards

• Performance related to this corporate risk is reported under Program 1.4: Real Property and Informatics Infrastructure Acquisition and Disposal and Program and 4.3: Environmental Protection and Stewardship.

In 2012-13, the Joint and Common Readiness Program was delivered through two Sub-programs, as indicated in the Program Alignment Architecture:

• Sub-program 2.4.1: Joint Operations Readiness
• Sub-program 2.4.2: Common Defence Support

Sub-program 2.4.1: Joint Operations Readiness

This program will generate and sustain Joint and Special Operations capabilities in support of domestic and international operations. This is accomplished through the provision of specialized training, infrastructure and equipment that facilitates the ability to operate with elements from at least two services (e.g. RCN, CA, RCAF).

Source: Assistant Deputy Minister (Finance and Corporate Services)

Source: Assistant Deputy Minister (Human Resources – Civilian) and Chief Military Personnel Group

Sub-program 2.4.2: Common Defence Support

This program will generate and sustain Support Force capabilities, both domestic and international. Program activities include common training, common infrastructure maintenance, common supply, common equipment maintenance and interoperability training for organizations common to Defence such as the military police, chaplaincy services, military justice and military healthcare.

Source: Assistant Deputy Minister (Finance and Corporate Services)

Source: Assistant Deputy Minister (Human Resources – Civilian) and Chief Military Personnel Group

Strategic Outcome 3: 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).

Progress towards achieving this Strategic Outcome was accomplished in 2012-13 through the following four Programs ⁷⁴:

Program 3.1: Situational Awareness

Program 3.2: Canadian Peace, Stability and Security

Program 3.3: Continental Peace, Stability and Security

Program 3.4: International Peace, Stability and Security

Programs and Sub-Programs

Program 3.1: 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.

Source: Assistant Deputy Minister (Finance and Corporate Services)

Note: Due to rounding, figures may not add up to total shown.

Source: Assistant Deputy Minister (Human Resources – Civilian) and Chief Military Personnel Group

Performance Analysis and Lessons Learned

• The actual spending amount is higher than the total authorities. This does not represent an over expenditure of Parliamentary authorities. Parliamentary authorities are allocated by vote and not by individual Programs and Sub-Programs.
• Approximately $39M more than planned was spent under the Program. This represents a 9.98 per cent variance.
• Between FY 2011-12 and FY 2012-13 Program spending decreased by approximately $163M.
• The difference of 17 FTEs indicates the variance between planned and actual figures. As compared with FY 2011-12 actual figures, FTEs increased by seven in FY 2012-13.

The 2012-13 Report on Plans and Priorities⁷⁵ identified areas of focus for the Program in support of organizational priorities and corporate risks. The following summarizes the Department’s achievements and lessons learned during the reporting period:

Priority: Ensuring Sustainable Operational Excellence both at Home and Abroad

• An improved all-domain awareness of Canada and its approaches was achieved by Defence though the greater sharing and dissemination of defence intelligence internally and with other government departments, agencies and international allies. In this regard, Defence continues to forge greater connectivity and integration in the Information and Technology realm through common networks and other sharing platforms; and
• Defence rebalanced its deployment of Defence Attachés to maximize the Department’s ability to engage with key global partners.

Corporate Risk: Ensuring Sustainable Operational Excellence both at Home and Abroad

• Defence continues to work with our allies to develop and integrate shared strategies to ensure the safety of allied information and intelligence.

Corporate Risk: Defence Security

• Defence has made progress towards greater security in the cyber realm, both through organic efforts and through greater collaboration with domestic and allied partners. Defence is also implementing strategies to deal with other state and non-state threats.

In 2012-13, the Situational Awareness Program was delivered through two Sub-programs, as indicated in the Program Alignment Architecture:

Sub-program 3.1.1 : Conduct Intelligence, Surveillance and Reconnaissance

Sub-program 3.1.2: Support to Intelligence, Surveillance and Reconnaissance

Sub-program 3.1.1: Conduct Intelligence, Surveillance and Reconnaissance

This program ensures that the CAF/DND and other Government of Canada organizations have unique and timely foreign, defence and security intelligence information and assessments, consistent with their lawful mandates and operational requirements and priorities. This program is essential as the information is used for the assessment of the current and future capabilities, intentions and dispositions of actual and potential threats to Canada, Canadian sovereignty and Canadian interests at home and abroad. Intelligence produced by this program will help to inform: decision making in relation to policy formulation and program development; threat warning at the tactical through strategic levels; the successful conduct of duly authorized CAF operations, at home and abroad; and CAF force protection, departmental security, and the provision of military intelligence advice to other federal departments and agencies for their own threat and risk assessment purposes. This program also entails the provision of product/technology and architectural guidance to support secure IT solutions, standards, monitoring and mitigation services. The program also provides technical and operational assistance to federal law enforcement and security agencies. This program is also utilized to provide horizontal operational, technical and strategic coordination services.

Source: Assistant Deputy Minister (Finance and Corporate Services)

Source: Assistant Deputy Minister (Human Resources – Civilian) and Chief Military Personnel Group

Sub-program 3.1.2: Support to Intelligence, Surveillance and Reconnaissance

Through consultation with other DND/CAF and Government of Canada stakeholders the program manages and coordinates a number of supporting sub-functions that are essential to the operational readiness and effectiveness of the Defence Intelligence function. Examples of the supporting sub-functions may include: governance/coordination of the Defence Intelligence function; management and coordination of Defence Intelligence domestic and international partnerships; internal security; highly classified Defence IM/IT services; Defence Intelligence capability development and force generation; and administrative services. The program also ensures the protection of the systems of greatest importance to the GoC by providing advice, guidance and services as it relates to IT protection and security. This entails providing product/technology and architectural guidance to support secure IT solutions, standards, monitoring and mitigation services. The program also provides technical and operational assistance to federal law enforcement and security agencies. This is accomplished via horizontal operational, technical and strategic coordination services.

Source: Assistant Deputy Minister (Finance and Corporate Services)

Source: Assistant Deputy Minister (Human Resources – Civilian) and Chief Military Personnel Group

Program 3.2: Canadian Peace, Stability and Security

This program employs the Canadian Armed 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 ⁷⁶ is responsible for the conduct of all Canadian Armed Forces domestic operations - routine and contingency - and is the national operational authority for the defence of Canada.

Source: Assistant Deputy Minister (Finance and Corporate Services)

Note: Due to rounding, figures may not add up to total shown.

Source: Assistant Deputy Minister (Human Resources – Civilian) and Chief Military Personnel Group

Performance Analysis and Lessons Learned

• The actual spending amount is higher than the total authorities. This does not represent an over expenditure of Parliamentary authorities. Parliamentary authorities are allocated by vote and not by individual Programs and Sub-Programs.
• Approximately $55M more was spent than planned by the Program. This represents an 18.72 per cent variance. The variance is largely attributable to Search and Rescue where the expenditures are driven by the size, complexity and number of incidents each year.
• Between FY 2011-12 and FY 2012-13 spending increased by approximately $14M.
• The difference of 72 FTEs indicates the variance between planned and actual figures. As compared with FY 2011-12 actual figures, FTEs increased by 56 in FY 2012-13.
• Program performance continued to improve since FY 2010-11 and FY 2011-12.

The 2012-13 Report on Plans and Priorities ⁷⁷ identified areas of focus for the Program in support of organizational priorities and corporate risks. The following summarizes the Department’s achievements and lessons learned during the reporting period:

Priority: Ensuring Sustainable Operational Excellence both at Home and Abroad

• Defence maintained a high-readiness capability to respond to threats, security challenges and crises in Canada with operational units on standby at all times, and spread geographically across the country to satisfy contingency requirements;
• The CAF continued to implement the Chief of Defence Staff (CDS)/Deputy Minister (DM) Directive for Defence in Canada’s North. In response to this Directive, Defence developed and promulgated the Canadian Forces Northern Employment and Support Plan (NESP). The NESP describes Defence concept of operations for the North across a spectrum of threats and hazards that span the defence-security-safety continuum, and outlines the capabilities and effects necessary to carry out force employment activities in the region. By identifying the required capabilities and effects, the NESP will assist Defence in directing capability development activities to meet its operational requirements over the period 2012-2028. To enable planning and support for DND/CAF presence in the North, Defence is also developing a five-year Plan for the North which is expected to be issued at the end of 2013. The plan will focus on the CAF’s ability to deliver effective operations in the North while synchronizing infrastructure, logistic, exercise and other government department’s initiatives. The five-year Plan for the North will also support the implementation of the NESP;
• In order to improve the ability to operate in the Arctic, Defence continued to conduct operations and exercises in the North, including but not limited to Op NANOOK, Op NUNAKPUT, Op NUNALIVUT, Op TRILLIUM RESPONSE, Op GUERRIER NORDIQUE, and Op QIMMIQ. Defence continued to use lessons learned from each of these events to improve support concepts for operations in the North;
  • As significant logistical support planning is required to support northern operations, Defence espoused a Whole-of-Government approach for the sake of ensuring operational success and reducing overall costs.
• To provide security and safety to Canadians, Defence continued to meet the prescribed levels of Search and Rescue (SAR) response capability in collaboration with SAR mission partners within the Canadian Search and Rescue Region (SRR);
  • The CAF was tasked to respond to 1,084 maritime, aeronautical and joint SAR incidents in the period between April and December 2012. Out of these tasked missions, CAF was unable to respond to three instances due to unserviceable and weather related reasons. Of the 1,084 incidents, 312 were deemed as critical tasks meaning they were defined as missions where there was a person or persons threatened by grave and imminent danger and requiring immediate assistance. Of the 312 critical tasks, only one mission was not conducted due to weather conditions. Of note, this medical evacuation mission in support of the province, was successfully conducted the next day using provincial resources; and
  • Two space-enabled SAR update projects are underway in support of the International COSPAS-SARSAT Program Agreement. The projects will deliver SAR repeaters – instruments carried aboard Earth-orbiting satellites – to relay the radio signals from distress radio beacons, such as those carried in ships and onboard aircraft, to the SAR authorities around the world. They will deliver greater coverage and quicker response times for search and rescue operations.
• In order to enhance the safety and security of Canadians, Defence continually engages all mission partners in ensuring a Whole-of-Government approach to preparing for and responding to domestic threats and hazards, emergencies and crises. Evidence of this engagement includes providing assistance to the Department of Fisheries and Oceans (DFO) with the conduct of regular fishery enforcement patrols, supporting the Royal Canadian Mounted Police’s (RCMP) drug eradication operations, working with DFO/Canada Coast Guard, RCMP, as well as police forces of jurisdiction, in responding to SAR incidents, collaborating with Public Safety Canada and other departments on Emergency Measures planning, and assisting the Canadian Border Services Agency in dealing with irregular migration. Interdepartmental solutions to problem-solving have delivered synergies and efficiencies; and
• In accordance with the National Defence Act, the provision of security for major international events occurring in Canada is on a required basis only. In FY 2012-13, the CAF remained poised to provide this assistance; however, no major international events occurred that required the employment of unique military capabilities.

Corporate Risk: Limited Residual Operating Capacity

• The CF Force Posture and Readiness Directive 2012 issued by the CDS provides the overarching framework to ensure that the CAF are fully equipped and prepared to meet all of the assigned CFDS missions. In FY 2012-13, all three services of the CAF stood operationally ready to meet their assigned CFDS tasks and missions and declared such.

Corporate Risk: Canadian Armed Forces Reconstitution / Defence Team Capacity

• With the reduction in operational tempo, following Defence’s draw down from the combat mission in Afghanistan, the Department re-focused its resource allocations to ensure the CAF stood ready to respond to Government of Canada assigned missions and tasks. Force posture and readiness direction served to maximize Defence’s ability to respond to a wide range of tasks simultaneously.

In 2012-13, the Canadian Peace, Stability and Security Program was delivered through four Sub-programs, as indicated in the Program Alignment Architecture:

• Sub-program 3.2.1: Canadian Sovereignty Operations
• Sub-program 3.2.2: Canadian Disaster Relief and Humanitarian Assistance Operations
• Sub-program 3.2.3: Canadian Peace and Stability Operations
• Sub-program 3.2.4: Search and Rescue

Sub-program 3.2.1: Canadian Sovereignty Operations

This program will ensure the employment of forces, as directed, to conduct military and surveillance operations to protect Canadian sovereignty. This includes routine and contingency naval, air and land sovereignty patrols and surveillance operations, maintenance of situational awareness through the Canada COM ⁷⁸ Joint Operations Center and Regional Joint Operations Centers, the development and maintenance of a maritime surveillance plan and a command and control headquarters for domestic operations as well as provide input to the Government of Canada, joint, inter-agency surveillanceplan.

Source: Assistant Deputy Minister (Finance and Corporate Services)

Source: Assistant Deputy Minister (Human Resources – Civilian) and Chief Military Personnel Group

Sub-program 3.2.2: Canadian Disaster Relief and Humanitarian Assistance Operations

This program will ensure the employment of the Canadian Armed Forces to conduct Disaster Relief and Humanitarian Assistance response operations in response to domestic emergencies and disaster as directed by the Government of Canada.

Source: Assistant Deputy Minister (Finance and Corporate Services)

Source: Assistant Deputy Minister (Human Resources – Civilian) and Chief Military Personnel Group

Sub-program 3.2.3: Canadian Peace and Stability Operations

This program will ensure the employment of the Canadian Armed Forces to provide security to major events including Aid to Civil Power, assistance to Civil Authority and assistance to other government departments (OGDs) when requested by the Government of Canada. This includes maintenance of situational awareness through the Canada Command ⁷⁹ Joint Operations Center and the Regional Joint Operations Centers and will provide naval, air and land unique military capabilities in support of OGDs and/or Civil Authorities.

Source: Assistant Deputy Minister (Finance and Corporate Services)

Source: Assistant Deputy Minister (Human Resources – Civilian) and Chief Military Personnel Group

Sub-program 3.2.4: Search and Rescue

National Defence is responsible within the Canadian Federal Area of Responsibility, as defined by International Agreements, for the provision of aeronautical search and rescue (SAR) services and effective operation of the co-ordinated aeronautical and maritime SAR system. This program will provide Defence’s contribution to Canada’s Search and Rescue service. Program activities include the efficient operation of aeronautical and maritime components of the coordinated SAR system, the provision and operation of the Rescue Coordination Centres and other SAR facilities in conjunction with the Canadian Coast Guard and the coordination, control, and conduct of aeronautical SAR operations within the Canadian area of responsibility. The National Search and rescue secretariat (NSS) is an independent body outside the line authorities of the SAR delivery departments whose role is to enhance the provision of effective, efficient and economical SAR services in Canada by facilitating the development of the National Search and Rescue Program (NSP).

Source: Assistant Deputy Minister (Finance and Corporate Services)

Source: Assistant Deputy Minister (Human Resources – Civilian) and Chief Military Personnel Group

The National Search and Rescue Secretariat ⁸³ (NSS) resides within the Department of National Defence and provides advice to the Minister of National Defence in his role as Lead Minister for Search and Rescue. For further details, please see Section IV: Other Items of Interest ⁸⁴ - Selected Defence Portfolio HR and Financial Resources.

Program 3.3: Continental Peace, Stability and Security

This program employs the Canadian Armed 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 ⁸⁵ 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.

Source: Assistant Deputy Minister (Finance and Corporate Services)

Note: Due to rounding, figures may not add up to total shown.

Source: Assistant Deputy Minister (Human Resources – Civilian) and Chief Military Personnel Group

Performance Analysis and Lessons Learned

• The actual spending amount is higher than the total authorities. This does not represent an over expenditure of Parliamentary authorities. Parliamentary authorities are allocated by vote and not by individual Programs and Sub-Programs.
• Approximately $49M more than planned was spent under the Program. This represents a 27.05 per cent variance. The difference between planned and actual spending is primarily related to:
  • the realignment of military HR expenditures to the PAA based on refinements to the process of attributing these costs across Programs; and
  • increased spending on spare parts and equipment for CF188 projects.
• Between FY 2011-12 and FY 2012-13, Program spending increased by approximately $32M.
• The difference of 28 FTEs indicates the variance between planned and actual figures. As compared with FY 2011-12 actual figures, FTEs increased by 27 in FY 2012-13.
• Program performance continued to improve since FY 2010-11 and FY 2011-12.

The 2012-13 Report on Plans and Priorities ⁸⁶ identified areas of focus for the Program in support of organizational priorities and corporate risks. The following summarizes the Department’s achievements and lessons learned during the reporting period:

Priority: Ensuring Sustainable Operational Excellence both at Home and Abroad

• Defence maintained a high-readiness capability to respond to threats, security challenges and crises in North America through collaborative planning, operations and exercises with NORAD, US NORTHCOM and US SOUTHCOM and security and law enforcement agencies. In accordance with these collaborative efforts, operational units are on standby at all times, and spread geographically across the country to satisfy contingency requirements;
• As part of the US-led multinational Joint Inter-Agency Task Force (South), Defence contributed Royal Canadian Navy vessels and Royal Canadian Air Force surveillance aircraft to ongoing international efforts to disrupt transnational criminal organizations and interdict drug trafficking in the waters of the Caribbean Basin and East Pacific. In 2012, Canada contributed 224 sea days and 367 hours of CP140 support to Op CARRIBE resulting in over 5000 kg of narcotics being seized. This is a significant example of the high readiness and interoperability Defence has cultivated with international partners;
• Defence has continued to promote and participate in senior-level engagement to coordinate continental defence and security efforts with Mexico and the US. For example, Canada hosted the first Trilateral Meeting of North American Defence Ministers in March 2012. As a new Command, the Canadian Joint Operations Command (CJOC) has begun tracking progress of military-to-military engagements in order to measure progress against the Global Engagement Strategy;
• On February 25, 2013, Sapphire, Canada’s first dedicated operational military satellite was successfully launched. Sapphire will integrate observational data into the US Space Surveillance Network, increasing the ability of both nations to protect their assets and interests in space;
• The Space Situational Awareness (SSA) capability, part of the Joint Space Surveillance Project, achieved full operational capability during FY 2012-13. SSA provides information on adversaries’ satellite assets enabling commanders to account for space threats in their operational planning; and
• The Canadian Space Operations Cell (CANSpOC), within the Canadian Forces Integrated Command Centre, achieved Initial Operational Capability during FY 2012-13. The CANSpOC is responsible for the coordination of space effects across the Department to support CAF commanders in operations at home and abroad. They also coordinate space information with OGDs and with allied Space Operations Centres.

Corporate Risk: Limited Residual Operating Capacity

• The CF Force Posture and Readiness Directive 2012 issued by the CDS provides the overarching framework to ensure that the CAF are fully equipped and prepared to meet all of the assigned CFDS missions. In FY 2012-13, all three services of the CAF stood operationally ready to meet their assigned CFDS tasks and missions and declared such.

Corporate Risk: Canadian Armed Forces Reconstitution / Defence Team Capacity

• With the reduction in operational tempo, following Defence’s draw down from the combat mission in Afghanistan, the Department re-focused its resource allocations to ensure the CAF stood ready to respond to Government of Canada assigned missions and tasks. Force posture and readiness direction served to maximize Defence’s ability to respond to a wide range of tasks simultaneously.

In 2012-13, the Continental Peace, Stability and Security Program was delivered through two Sub-programs, as indicated in the Program Alignment Architecture:

Sub-program – 3.3.1 Continental Contingency Operations

Sub-program – 3.3.2 NORAD

Sub-program 3.3.1: Continental Contingency Operations

This program will ensure the employment of the Canadian Armed Forces to conduct continental safety, security and defence operations. Typically, these responses would address continental safety, security and defence requirements including protecting Canada’s sovereignty, responding to continental disaster relief, humanitarian aid, and evacuation operations in support of continental security as directed by the Government of Canada. This will include the employment of forces to conduct continental operations to maintain or restore continental peace stability and security as well as providing a link to US NORTHCOM and NORAD for the coordination of force employment in bilateral or contingency operations.

Source: Assistant Deputy Minister (Finance and Corporate Services)

Source: Assistant Deputy Minister (Human Resources – Civilian) and Chief Military Personnel Group

Sub-program 3.3.2: North American Aerospace Defence Command

The North American Aerospace Defense Command (NORAD) is a bi-national United States and Canadian organization charged with the missions of aerospace warning and aerospace control for North America. The May 2006 NORAD Agreement renewal added a maritime warning mission, which entails a shared awareness and understanding of the activities conducted in U.S. and Canadian maritime approaches, maritime areas and inland waterways. To accomplish the aerospace warning mission, the commander of NORAD provides an integrated tactical warning and attack assessment to the governments of Canada and the United States. To accomplish the aerospace control mission, NORAD uses a network of satellites, ground-based radar, airborne radar and fighters to detect, intercept and, if necessary, engage any air-breathing threat to North America. As a part of its aerospace control mission, NORAD assists in the detection and monitoring of aircraft suspected of illegal drug trafficking. This information is passed to civilian law enforcement agencies to help combat the flow of illegal drugs into North America. The command is currently developing a concept for implementing the new maritime warning mission.

Source: Assistant Deputy Minister (Finance and Corporate Services)

Source: Assistant Deputy Minister (Human Resources – Civilian) and Chief Military Personnel Group

Program 3.4: International Peace, Stability and Security

This program will contribute to global peace and security by conducting global CAF 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 ⁹⁰ is the operational command responsible for all Canadian Armed Forces (CAF) international operations, with the exception of operations conducted solely by Special Operations Forces elements.

Source: Assistant Deputy Minister (Finance and Corporate Services)

Note: Due to rounding, figures may not add up to total shown.

Source: Assistant Deputy Minister (Human Resources – Civilian) and Chief Military Personnel Group

Performance Analysis and Lessons Learned

• The actual spending amount is higher than the total authorities. This does not represent an over expenditure of Parliamentary authorities. Parliamentary authorities are allocated by vote and not by individual Programs and Sub-Programs.
• Approximately $520M less than planned was spent under the Program. This represents a 30.24 per cent variance. The difference between planned and actual spending is primarily related to the termination of combat operations in Afghanistan.
• Between FY 2011-12 and FY 2012-13, Program spending decreased by approximately $780M.
• The difference of 2,257 FTEs indicates the variance between planned and actual figures. As compared with FY 2011-12 actual figures, FTEs were reduced by 2,317 in FY 2012-13.
• The difference between planned and actual military Regular Force and Reserve Class "C" FTEs is representative of Defence's changing role in Afghanistan and other international operations. To develop and maintain capabilities and readiness levels post-Afghanistan, military FTEs were attributed to the Program assigned to their unit.
• Program performance remained consistent with FY 2010-11 and FY 2011-12.

The 2012-13 Report on Plans and Priorities ⁹¹ identified areas of focus for the Program in support of organizational priorities and corporate risks. The following summarizes the Department’s achievements and lessons learned during the reporting period:

Priority: Ensuring Sustainable Operational Excellence both at Home and Abroad / Reconstituting and Aligning the CAF Post-Afghanistan

• Defence maintained a high-readiness capability to respond to threats, security challenges and crises outside of North America. To ensure collective defence, operational units were on standby at all times, in accordance with a number of existing contingency plans and agreements with the United States, the United Kingdom and NATO. Cooperation between Defence and other nations, including security and law enforcement agencies, is an important practice required to enhance our ability to respond outside of North America. This includes the requirement for contingency planning to ensure a sufficient high-readiness capability is maintained;
• The CAF continued to leverage its notable combat experience in Afghanistan to the benefit of its new training role through its significant contribution to the NATO Training Mission (NTM-A) under Operation ATTENTION.
  • The CAF staffed the subsequent NTM-A rotations with key personnel who possess combat experience. This effort will continue until mission close out in 2014; and
  • Between January and February 2013, Defence developed metrics and began tracking performance of the NTM-A training mission in Afghanistan through NATO ISAF NTM-A reporting and NATO ISAF Joint Command Commander’s Unit Assessment Tool reporting. However, it is important to note NATO metrics span the entire period and therefore, data will not become available until the end of the mission.
• In accordance with the Whole-of-Government Afghanistan Civilian Critical Incident Strategy, Defence continued to provide emergency support to OGDs in Kabul during the Op ATTENTION deployment, most notably to Foreign Affairs, Trade and Development Canada;
• Defence contributed forces to assist in international maritime security through the contribution of a Halifax Class Frigate to participate as part of the Combined Task Force (CTF) 150 in the Arabian Sea region as part of Op ARTEMIS. A ship (HMCS Charlottetown/HMCS Toronto/HMCS Regina) was forward deployed to the Arabian Sea region through fiscal year 2012-13 as part of CTF 150 to conduct maritime security and counter-terrorism operations;
• As an example of Defence’s contributions to international peace, stability and security, the CAF participated in the world’s largest international maritime exercise, the Rim of the Pacific Exercise (RIMPAC) 2012 from June 29 to August 3. The exercise included more than 1,400 Canadian Navy, Army and Air Force personnel;
• Defence continued to improve its capability to deliver support through the development of operational support doctrine and operational support hubs. For details, see Program 2.4 Joint and Common Readiness;
• Canada’s relationship with NATO is fundamental to Canadian defence and security policy. Defence remained prepared and ready to contribute to collective defence, crisis management and cooperative security tasks;
  • CAF personnel continue to serve in various NATO Command Structure formations and contribute their highly-regarded skill-sets and hard-earned experience in support of the planning and execution of ongoing NATO operations around the world; and
  • Defence was active in participating in NATO exercises and remained engaged to provide input and to analyze participation in those exercises.
• Designed to bring focus and coherence to Canada’s defence diplomacy activities, Defence established a Global Engagement Strategy. The strategy forms the foundation for the development of comprehensive engagement plans to advance strategic collaboration with key global partners, in accordance with broader government objectives and foreign policy priorities. The strategy’s implementation is based on an annual recurring cycle to produce a three-year Global Engagement Plan (GEP). The first full GEP is expected next year. Through the development of a GEP, coordination, synchronization and tracking of international engagement activities will be addressed in a more focused manner. The GEP will include a coordinated engagement list that captures engagement activity by priority, region and diplomacy tool.
• Defence met personnel requirements to support the UN, NATO, and independent missions, as indicated on this map:

"See the text description of this map that is available on a separate page."

Corporate Risk: Limited Residual Operating Capacity

• The CF Force Posture and Readiness Directive 2012 issued by the CDS provides the overarching framework to ensure that the CAF are fully equipped and prepared to meet all of the assigned CFDS missions. In FY 2012-13, all three services of the CAF stood operationally ready to meet their assigned CFDS tasks and missions and declared such.

Corporate Risk: Canadian Armed Forces Reconstitution / Defence Team Capacity

• With the reduction in operational tempo, following Defence’s draw down from the combat mission in Afghanistan, the Department re-focused its resource allocations to ensure the CAF stood ready to respond to Government of Canada assigned missions and tasks. Force posture and readiness direction served to maximize Defence’s ability to respond to a wide range of tasks simultaneously.

In 2012-13, the International Peace, Stability and Security Program was delivered through three Sub-programs, as indicated in the Program Alignment Architecture:

Sub-program 3.4.1: Coalition Operations

Sub-program 3.4.2: Military Diplomacy

Sub-program 3.4.3: International Disaster Relief and Humanitarian Assistance Operations

Sub-program 3.4.1: Coalition Operations

This program ensures the employment of the Canadian Armed Forces in an international setting. The CAF will conduct fully integrated global operations in concert with national and international partners to achieve timely and decisive effects in support of Canada’s national interests as directed by the Government of Canada.

This includes contributions to global peace and security, whether countering international terrorism, preventing the proliferation of weapons of mass destruction effects, assisting failed or failing states, or defusing intrastate in interstate conflicts that threaten Canada’s national security or interests.

Source: Assistant Deputy Minister (Finance and Corporate Services)

Source: Assistant Deputy Minister (Human Resources – Civilian) and Chief Military Personnel Group

Sub-program 3.4.2: Military Diplomacy

This program will ensure that Canada meets its commitments to international allies and partners. This program provides diplomatic Out of Canada personnel in coordination with the Foreign Service, contributions to NATO and training to allies and partners. This is accomplished through the provision of resources, both human and financial, as well as the development and delivery of training program to foreign military personnel.

Source: Assistant Deputy Minister (Finance and Corporate Services)

Source: Assistant Deputy Minister (Human Resources – Civilian) and Chief Military Personnel Group

Sub-program 3.4.3: International Disaster Relief and Humanitarian Assistance Operations

This Program provides Defence with a joint high-readiness rapidly deployable operational-level integrated command and control capability for assigned tasks in order to achieve stated military objectives. This program is necessary as it provides the capability for Defence to conduct International Disaster Relief and Humanitarian Assistance. This programs tasks include the Disaster Assistance Response Team (DART); Non-Combatant Evacuation Operations (NEO); Theatre Activation (TA); and Operational Reconnaissance (Op Recce).

Source: Assistant Deputy Minister (Finance and Corporate Services)

Source: Assistant Deputy Minister (Human Resources – Civilian) and Chief Military Personnel Group

Strategic Outcome 4: Care and Support to the Canadian Armed 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.

Progress towards achieving this Strategic Outcome was accomplished in 2012-13 through the following four Programs ⁹⁵:

Program 4.1: Defence Team Personnel Support

Program 4.2: Canadian Identity

Program 4.3: Environment Protection and Stewardship

Program 4.4: Non-Security Support

Programs and Sub-Programs

Program 4.1: 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. This 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 Armed Forces as an employer of choice and learning institution).

Source: Assistant Deputy Minister (Finance and Corporate Services)

Note: Due to rounding, figures may not add up to total shown.

Source: Assistant Deputy Minister (Human Resources – Civilian) and Chief Military Personnel Group

Performance Analysis and Lessons Learned

• Approximately $949M more than planned was spent under the Program. This represents a 134.28 per cent variance. The difference between planned and actual spending is primarily associated with payments related to the Manuge v. Her Majesty the Queen class action lawsuit ($424.6M) and for payments related to the termination of military severance ($203.5M).
• Between FY 2011-12 and FY 2012-13 Program spending increased by approximately $653M.
• The difference of 873 FTEs indicates the variance between planned and actual figures. As compared with FY 2011-12 actual figures, FTEs increased by 708 FTEs in FY 2012-13.
• The difference between planned and actual military FTEs is representative of Defence's changing role in Afghanistan and other international operations. To develop and maintain capabilities and readiness levels post-Afghanistan, military FTEs were attributed to the Program assigned to their unit.

The 2012-13 Report on Plans and Priorities ⁹⁶ identified areas of focus for the Program in support of organizational priorities and corporate risks. The following summarizes the Department’s achievements and lessons learned during the reporting period:

Priority: Strengthening the Defence Team

• "Caring for Our Own" is a comprehensive approach for the care of CAF ill and injured members and their families that articulates the commitment to looking after its personnel and their families, especially those most in need. Intermed ©, a tool used by CAF case managers was fully deployed to all military clinics. This tool enables case managers to determine transition complexity including severity of the injury or illness, psychosocial factors, health care requirements and functional limitations resulting from injury or illness. CAF personnel have access to a Family Liaison Officer (FLO) at every Integrated Personnel Support Centre (IPSC) across the country. The FLO position has provided significant support to families of ill and injured CAF personnel and an increase in the number of families accessing FLO services was observed in 2012;
• The Canadian Armed Forces Military Assistance (CFMAP) program was expanded to include free-of-charge long-term complex grief counselling for families and loved ones of deceased CAF personnel. CFMAP bereavement services have seen a steady increase in the number families requesting support. In addition, the provision of peer support to families at the IPSC has been very successful and this program continues to grow;
• The CAF Mental Health model of care is consistently applied across the CAF in 26 mental health clinics, 7 operational trauma and stress support centres with care provided by multi-disciplinary teams based professionals including psychiatrists, psychologists, social workers, mental health nurses, addictions counsellors and primary care physicians and offers recovery rehabilitation and reintegration services. The Mental Health program received a significant increase in funding in 2012 to enhance access to specialized care through increased staffing, greater use of technology and, education, health surveillance, and research;
• The CAF Individual Training and Education (IT&E) system continues to move forward with a multi-year plan under development for approval to enable the enactment of the CAF Campus Operational Framework;
• Defence initiated the development of a holistic approach to the process of managing and developing the Department’s civilian workforce, by integrating the human resources activities of performance management, learning and development into one process. Focus groups were conducted to gather information from key stakeholders, including union representatives, civilian and military managers within the department. A framework and revised process with supporting tools were developed and piloted during FY 2012-13. A second round of pilots will take place during FY 2013-14 with a targeted departmental implementation in FY 2014-15. New direction from the Office of the Chief Human Resources Officer will be integrated into the departmental process and supporting tools;
• The Defence Learning Network (DLN) project continues to move towards Full Operational Capability and Project Close-out in FY 2013-14. DLN adoption plans are being developed throughout the Department with all levels participating in the business process validation working group and in the DLN launch sessions to help facilitate the requisite change management and business transformation activities. As a result, there has been a steady increase of users in the Learning Management platform;
• The DLN Performance Measurement Framework (formerly known as the DLN Learning Management Maturity Model Scorecard) draft was developed based on the DLN Learning Maturity Model. The draft will be tabled for review, feedback and approval for implementation, in conjunction with the post project management framework, with the DLN operational implementation working group. It is anticipated the DLN Performance Measurement Framework will be completed and implemented by the end of FY 2013-14;
• The evolution of the Military Family Services Program continues as the shift from a program-centric to a family-centric model is under implementation. A number of projects and initiatives are either underway or have been completed that will honour, acknowledge and support families contributions to the CAF, such as:
  • the realignment of Dependent Education Management to streamline educational support access for families;
  • the initiation of a special needs program; the partnerships with national civilian organizations to increase awareness of CAF family realities for community based service providers; and
  • the development of innovative programming tailored to the unique characteristics of the military lifestyle.
• One of the major objectives of the CAF Health and Physical Fitness Strategy is to strengthen the culture of health and physical fitness in the CAF. In 2012, a new program was launched with two key components: the new fitness test, called the FORCE Evaluation; and the FORCE Exercise Prescription, the operational fitness training system. The CAF Operational Fitness website ⁹⁷ became operational in October.

Corporate Risk: Defence Team Capacity

• Programs and services associated with the support to the ill and injured and their families were safeguarded from departmental reductions. The development of a plan to address program gaps and reconcile policy differences between Reserve and Regular Force casualty benefits was initiated in addition to development work on plans for a sustainable Health Care system that will provide the best possible care to CAF members; and
• In an effort to maximize military and civilian potential, Defence continued to strengthen leadership capacity, succession planning, continuous learning and professional development. For details, see Program 1.2: Recruiting of Personnel and Initial Training.

In 2012-13, the Defence Team Personnel Support Program was delivered through two Sub-programs, as indicated in the Program Alignment Architecture:

Sub-program 4.1.1: Military Personnel Support

Sub-program 4.1.2: Learning and Career Centres

Sub-program 4.1.1: Military Personnel Support

Military Personnel encompasses the provision of support services to military personnel and their families through the fair, equitable and timely delivery of relevant programs, services and benefits that enhance personnel readiness, employability and deployability. By promoting the CAF as an employer of choice, it supports recruiting and bolsters retention activities. Areas of support include post-secondary education and development, military housing, career management and relocation, support to military families and casualties, individual well being (including chaplaincy and alternate dispute resolution, employment equity, diversity and official languages), honour and recognition and transition to civilian life.

Source: Assistant Deputy Minister (Finance and Corporate Services)

Source: Assistant Deputy Minister (Human Resources – Civilian) and Chief Military Personnel Group

Sub-program 4.1.2: Learning and Career Centres

This program serves to ensure employees have access to an integrated learning network that delivers just in time training and professional development any where at any time, builds on core knowledge, skills and attributes and, provides career capabilities such that staff are then ready and able to take on current/ new responsibilities and leadership roles in support of Defence program.

Source: Assistant Deputy Minister (Finance and Corporate Services)

Source: Assistant Deputy Minister (Human Resources – Civilian) and Chief Military Personnel Group

Program 4.2: 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 Armed Forces (CAF) to Canadians and inform them of the military profession and practice in Canada. This is realized through initiatives such as ceremonial and band performances, CAF museums, CAF history and heritage books, web content and the Cadets.

Source: Assistant Deputy Minister (Finance and Corporate Services)

Note: Due to rounding, figures may not add up to total shown.

Source: Assistant Deputy Minister (Human Resources – Civilian) and Chief Military Personnel Group

Performance Analysis and Lessons Learned

• Approximately $10M more than planned was spent under the Program. This represents a 2.88 per cent variance. The variance is not linked to youth programs.
• Between FY 2011-12 and FY 2012-13 Program spending decreased by approximately $10M.
• The difference of 50 FTEs indicates the variance between planned and actual figures. As compared with FY 2011-12 actual figures, FTEs decreased by 28 in FY 2012-13. The variance in FTEs is not linked to youth programs.

The 2012-13 Report on Plans and Priorities ⁹⁸ identified areas of focus for the Program. The following summarizes the Department’s achievements and lessons learned during the reporting period:

• The CAF supported two significant Veterans Affairs Canada (VAC) commemorative ceremonies: the 95th Anniversary of the Battle of Vimy Ridge and the 70th Anniversary of the Dieppe Raid. The contingents consisted of CAF personnel drawn from units that fought in the battles.
• A commemorative banner was presented to all CAF units and First Nations claiming the War of 1812 as part of their heritage. Through research of colonial troop participation in the War of 1812, the Government of Canada was able to award honorary distinctions and battle honours to current CAF units.

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 CAF 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 CAF also provides uniforms, some infrastructure and other support services such as airlift; and
• The Cadet Program strived to meet its Growth Initiative (CPGI) objective and increase to approximately 60,000 cadets. A total of 52,890 young Canadians benefited from cadet training at local units of which 20,086 cadets attended national activities such as biathlon, marksmanship, or one of the 24 Cadet Summer Training Centres located across the country. Since FY 2011-12, this represents an overall increase of 831 cadets and a 637 increase in cadets who attended national activities.

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 CAF provides uniforms, training, financial and administrative support to the JCR Program, and CAF Regular Force and Primary Reserve personnel assist in the delivery and evaluation of JCR training during regular visits and field training exercises; and
• There are 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. A total of 4,271 Junior Canadian Rangers benefited from training in local communities, of which 1,175 participated in enhanced summer training sessions in summer 2012. Since FY 2011-12, this represents an overall increase of 57 JCRs and a 148 increase in JCRs who participated in enhanced summer training sessions.

In 2012-13, the Canadian Identity Program was delivered through two Sub-programs, as indicated in the Program Alignment Architecture:

Sub-program 4.2.1: Cadets

Sub-program 4.2.2: History, Protocol, and Heritage Ceremonial Activities

Sub-program 4.2.1: Cadets

The Canadian Cadet Program ⁹⁹ is made up of four organizations: the Sea, Army and Air Cadets, and the Junior Canadian Rangers. These are federally sponsored organizations under the control and supervision of the Canadian Armed Forces (CAF) which offer programs to youth aged 12 to 18. The CAF provides the uniforms, the training, and financial and administrative support. The program components, Sea, Army and Air Cadet Organizations, develop the attributes of leadership and citizenship, promote physical fitness and stimulate an interest in the sea, land and air activities of the Canadian Armed Forces. They conduct activities and training at the community level from September to June. In addition, selected cadets take part in national programs or advanced training in various locations across the country and abroad. Training and activities are delivered in cooperation with the Navy League, the Army Cadet League and the Air Cadet League of Canada. The CAF provides approximately 7,500 Officers from the Cadet Instructor Cadre (CIC) to administer and supervise the programs. The aim of the Junior Canadian Rangers’ Organization is to promote traditional cultures and lifestyles, in remote and isolated communities of Canada. It conducts local training through JCR Patrols from September to June. Selected JCR attend Enhanced Training Sessions (ETS) during the period of July and August. The training is conducted in collaboration with adult members from local of Band committees as well as Hamlet or Municipal council members. The CAF provides Canadian Rangers to administer and supervise the JCR.

Source: Assistant Deputy Minister (Finance and Corporate Services)

Source: Assistant Deputy Minister (Human Resources – Civilian) and Chief Military Personnel Group

Sub-program 4.2.2: History, Protocol, and Heritage Ceremonial Activities

This program fosters pride in Canadian military heritage by preserving, interpreting and communicating Canada’s military history, traditions and practices to members of the Canadian Armed Forces, the general public and the international community. This is accomplished through the establishment of ceremonial units, museums, public displays, etc. This program ensures Canadian citizens are knowledgeable of its military forces today and what they have achieved in the past. If this is not achieved, Canadians will not identify with the Canadian Armed Forces and will not support its operations and budget commitments. International understanding and knowledge of the Canadian Armed Forces aims to build respect for Canada and Canadian values.

Source: Assistant Deputy Minister (Finance and Corporate Services)

Source: Assistant Deputy Minister (Human Resources – Civilian) and Chief Military Personnel Group

Program 4.3: Environmental 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.

Defence is a participant in the Federal Sustainable Development Strategy (FSDS) and contributes to the Greening Government Operations targets through the Environmental Protection and Stewardship program. The Department contributes to the following target areas of Theme IV of the FSDS:

• Paper consumption; and
• Green meetings.

For additional details on Defence’s Greening Government Operations activities please see Section III - Supplementary Information ¹⁰⁰.

Source: Assistant Deputy Minister (Finance and Corporate Services)

Note: Due to rounding, figures may not add up to total shown.

Source: Assistant Deputy Minister (Human Resources – Civilian) and Chief Military Personnel Group

Note: The Performance Results table lists performance indicators that relate to specific areas within the Program and do not necessarily cover the entire Program.

Performance Analysis and Lessons Learned

• Approximately $20M less than planned was spent under the Program. This represents a 16.25 per cent variance.
• Between FY 2011-12 and FY 2012-13 Program spending decreased by approximately $18M.
• The difference of 13 FTEs indicates the variance between planned and actual figures. As compared with FY 2011-12 actual figures, FTEs decreased by nine in FY 2012-13.

The 2012-13 Report on Plans and Priorities ¹⁰¹ identified areas of focus for the Program in support of organizational priorities and corporate risks. The following summarizes the Department’s achievements and lessons learned during the reporting period:

Priority: Maintaining Defence Affordability

• To achieve effective, efficient, and timely response to national and international environmental issues, the Defence Environmental Strategy was completed. Comprehensive and detailed implementation plans are being developed;
• Defence continued to work to reduce departmental liabilities for contaminated sites. Overall, departmental liability for contaminated sites was reduced by 10 per cent, exceeding the reduction target of 7 per cent set for FY 2012-13.

Corporate Risk: Compliance with Infrastructure and Environmental Standards

• Through the Defence Environmental Program, work continued towards enabling compliance with environmental legislation and regulations;
• The Defence Environmental Strategy was signed and approved by the Deputy Minister and the Chief of the Defence Staff;
• Defence improved its environmental program management and oversight and contributed to the Government of Canada's Greening Government Operations achieving its Federal Sustainable Development Strategy commitments; and
• Defence demonstrated continued improvement in legal compliance and due diligence for unexploded explosive ordnance (UXO) Legacy sites by improving the proportion of sites for which risks have been assessed and are being managed by 6 per cent compared with FY 2011-12.

In 2012-13, the Environment Protection and Stewardship Program was delivered through two Sub-programs, as indicated in the Program Alignment Architecture:

Sub-program 4.3.1: Environment

Sub-program 4.3.2: Unexploded Ordnance

Sub-program 4.3.1: Environment

The Defence Environment Program comprises project-based activities designed to remediate environmental damage resulting from past activities; strategic commitments designed to address present/emerging environmental issues; and, assessment activities designed to obviate future negative environmental effects. This “360 degree” approach to the environment within the federal government’s largest single entity is designed to ensure that activities and operations in support of the Defence mandate are sustainable. Specific activities of the program include a Contaminated Sites Program that reduces the financial liabilities resulting from environmental degradation on inactive or former Defence lands. The Defence Sustainable Development Strategy identifies specific potential negative environmental impacts which can be moderated through targeted modifications to operations and activities. The environmental assessment initiative ensures that future infrastructure projects are initiated only after a rigorous assessment identifies potential future environmental risks and options for mitigating them.

Source: Assistant Deputy Minister (Finance and Corporate Services)

Source: Assistant Deputy Minister (Human Resources – Civilian) and Chief Military Personnel Group

Sub-program 4.3.2: Unexploded Ordnance

This Program provides for the safeguarding of Canadians against safety risks posed by unexploded explosive ordnance (UXO) at UXO sites across Canada. This is accomplished by identification of UXO safety risks at UXO sites and implementation of necessary measures, such as UXO clearances, to ensure Canadians are safeguarded. This Program also includes the provision of functional direction and policy guidance.

Source: Assistant Deputy Minister (Finance and Corporate Services)

Source: Assistant Deputy Minister (Human Resources – Civilian) and Chief Military Personnel Group

Program 4.4: 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 in clued 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.

Source: Assistant Deputy Minister (Finance and Corporate Services)

Note: Due to rounding, figures may not add up to total shown.

Source: Assistant Deputy Minister (Human Resources – Civilian) and Chief Military Personnel Group

Performance Analysis and Lessons Learned

• Approximately $3M less than planned was spent under the Sub-program. This represents a 61.64 per cent variance. The difference between planned and actual spending is primarily related to the realignment of military HR expenditures to the Program Alignment Architecture based on refinements to the process of attributing these costs across Programs, and to the realignment of Transfer Payment Program Canadian Association of Physician Assistants to the Program 2.4: Joint and Common Readiness.
• Between FY 2011-12 and FY 2012-13 Program spending decreased by approximately $15M.
• The difference of 19 FTEs indicates the variance between planned and actual figures. As compared with FY 2011-12 actual figures, FTEs decreased by 19 in FY 2012-13.

In the 2012-13 Report on Plans and Priorities ¹⁰², there were no organizational priorities or corporate risks associated with the Non-Security Support Program.

• In FY 2012-13, the Defence Engagement Program began to fulfill its goal of accessing and supporting external expertise that is relevant and capable of informing Canadian defence policy thinking. The program initiated an expert briefing series, awarded grants to external organizations studying defence issues, and provided academic awards to scholars conducting defence-related research. The importance of continuing to raise public awareness regarding the new program was noted as a key variable to ensuring that the number of applicants and supported activities continues to rise in future years.

In 2012-13, the Non-Security Support Program was delivered through two Sub-programs, as indicated in the Program Alignment Architecture:

Sub-program 4.4.1: Support to Federal Government

Sub-program 4.4.2: Support to Other Organizations

Sub-program 4.4.1: Support to Federal Government

National Defence is strongly committed to contributing to the Whole of Government Framework. This program will provide non-operational support to other Federal Government Departments in contribution to horizontal initiatives. This may include the provision of information, technical assistance or other non-operational supports as requested.

Source: Assistant Deputy Minister (Finance and Corporate Services)

Source: Assistant Deputy Minister (Human Resources – Civilian) and Chief Military Personnel Group

No activities occured in the program in FY 2012-13. Costs attributed to this Sub-program were for activites carried out in other programs within the PAA.

Sub-program 4.4.2: Support to Other Organizations

National Defence is strongly committed to providing support to other organizations, outside the federal government, when and where possible. This program will provide non-operational support to other organizations such as provincial governments, private industry or non-profit organizations. This may include the provision of information, technical assistance or other non-operational supports as requested.

Source: Assistant Deputy Minister (Finance and Corporate Services)

Source: Assistant Deputy Minister (Human Resources – Civilian) and Chief Military Personnel Group

The Security and Defence Forum concluded at the beginning of 2012, and the Defence Engagement Program (DEP) was launched in its place. The DEP began to operate in the second half of 2012-13. During this time, the program supported 11 external expert speakers, awarded 10 grants to external organizations, and provided four academic awards to scholars.

Program 5.1: 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.

Defence is a participant in the Federal Sustainable Development Strategy (FSDS) and contributes to the Greening Government Operations targets through Internal Services. The Department contributes to the following target areas of Theme IV of the FSDS:

• Printing Unit Reduction.

For additional details on Defence’s Greening Government Operations activities please see Section III - Supplementary Information ¹⁰³.

Source: Assistant Deputy Minister (Finance and Corporate Services)

Note: Due to rounding, figures may not add up to total shown.

Source: Assistant Deputy Minister (Human Resources – Civilian) and Chief Military Personnel Group

Performance Analysis and Lessons Learned

• Approximately $100M less than planned was spent under the Program. This represents a 9.06 per cent variance. The difference between planned and actual spending is primarily related to revised cash flow schedules of major capital projects to future years to align financial resources with project timelines, and to decreased spending trends in capital and operating costs by Defence’s Information Management on storage, archiving, network infrastructure and network services.
• Between FY 2011-12 and FY 2012-13 Program spending decreased by approximately $68M.
• The difference of 530 FTEs indicates the variance between planned and actual figures. As compared with FY 2011-12 actual figures, FTEs decreased by 576 in FY 2012-13. Planning levels below target represent fluctuations due to strategic pause in staffing, work force adjustment and attrition.

The 2012-13 Report on Plans and Priorities ¹⁰⁴ identified areas of focus for Internal Services in support of organizational priorities and corporate risks. The following summarizes the Department’s achievements and lessons learned during the reporting period:

Priority: Reconstituting and Aligning the CAF Post-Afghanistan

• For details regarding the planning and development of post-2011 readiness initiatives and the CDS Directive for force posture, see Section IV: Other Items of Interest ¹⁰⁵ – Internal Services Sub-Program Performance Analysis and Lessons Learned, Sub-program 5.1.1: Governance and Management Support.

Priority: Strengthening the Defence Team

• For details regarding progress achieved towards advancing initiatives dedicated to this priority, see Section IV: Other Items of Interest ¹⁰⁶ – Internal Services Sub-Program Performance Analysis and Lessons Learned, Sub-program 5.1.2: Resource Management Services.

Priority: Maintain Defence Affordability

• For details regarding progress achieved towards advancing the Defence procurement initiative, see Section IV: Other Items of Interest ¹⁰⁷ – Internal Services Sub-Program Performance Analysis and Lessons Learned, Sub-program 5.1.3: Asset Management Services; and
• For details regarding the integration of risk and performance into Defence planning, see Section IV: Other Items of Interest ¹⁰⁸ – Internal Services Sub-Program Performance Analysis and Lessons Learned, Sub-program 5.1.1: Governance and Management Support.

Corporate Risk: Defence Team Capacity

• In an effort to maximize military and civilian potential, Defence continued to strengthen leadership capacity, succession planning, continuous learning and professional development. For details, see Program 1.2: Recruiting of Personnel and Initial Training.
• Defence continued to implement the Public Service Renewal action plan aligned with the Clerk’s
  priorities. For details, see Program 1.2: Recruiting of Personnel and Initial Training; and
• Defence continues to support leaders and managers in efforts within the context of CAF Transformation. For details, see Section IV: Other Items of Interest ¹⁰⁹ - Internal Services Sub-Program Performance Analysis and Lessons Learned, Sub-program 5.1.2: Resource Management Services.

Corporate Risk: Materiel Management and Accountability

• For details regarding progress achieved towards Defence’s National Stocktaking initiative, the Inventory Rationalization Plan and the Policy Rationalization Plan, see Program 1.3: Equipment Acquisition and Disposal.

Corporate Risk: Compliance with Infrastructure and Environmental Standards

• For details regarding progress achieved towards the implementation of a Defence Environmental Strategy, see Program 4.3: Environmental Protection and Stewardship.

Corporate Risk: Financial Management and Accountability

• Defence demonstrated good management practices for the effectiveness of its internal controls over financial reporting by achieving all planned activity reported in the Annex to the Financial Statements;
• Appropriate resources were allocated to ensure a timely implementation of standardized configurations of financial management systems, as evidenced by the fact that the Guideline on Common Financial Management Business Process 3.1 - Manage Procure to Payment has been reviewed and an implementation plan has been developed;
• An appropriate level of investments were made to take the Departmental Financial Management System (DFMS) closer to a Government of Canada approved configuration, and the DFMS plan was approved by the Chief Financial Officer;
• Defence adopted measures in 2012-13 to reconcile accounts with the Fiscal Monitor, strengthened communication with the Receiver General on accounting and coding issues and will implement a more robust review of trial balance accounts in 2013-14;
• The financial information for the preparation of the Public Accounts of Canada was submitted on time to the Receiver General. The Public Accounts Scorecard result for FY 2011-12 was 83 per cent for the accuracy and timeliness of the Department’s submission. A lesson learned exercise was conducted and necessary changes were integrated into the Department’s Public Accounts input for 2012-13 before it was submitted;
• Improvements have been made to the organizational financial statements presentation in order to comply with Treasury Board Accounting Standard 1.2 and other relevant sources of guidance. Those improvements will be reflected in the Financial Statements for FY 2012-13; and
• Defence produced a well-written, clear and complete Annex to the Statement of Management Responsibility Including Internal Control Over Financial Reporting, as required by the Policy on Internal Control.

Corporate Risk: Secure and Integrated IM/IT

• The Defence IM/IT Campaign Plan priorities enhance Defence’s ability to deliver future integrated systems, protect valuable information, and support joint operations and executive decision-making. The Plan’s prioritization and integrated business transformation through Enterprise Resource Planning (ERP) are key drivers to transform the information environment. With the ongoing transfer of IT infrastructure management responsibilities to Shared Services Canada (SSC), Defence progressively re-focused residual IM and IT resources to operational security, Command, Control, Communications, Computers, Intelligence, Surveillance and Reconnaissance (C4ISR) and corporate ERP requirements and capabilities. Some key achievements for 2012-13 were:
  • Operationalization of Cyber Defence (Ops ARMOUR and DISCOVER);
  • Establishment of Five Eyes (FVEY) Coordination;
  • Incident Coordination with SSC; and
  • Continued advancement of the Defence Resource Management Information System (DRMIS) and Military Personnel Management Capability Transformation (MPMCT) Projects.
• Integrated IM/IT has been identified as a risk opportunity to be pursued in an effort to accrue the significant benefits associated with IM/IT integration, including reduced costs of investment and operations, improved communications and data handling, and greater efficiency.

In 2012-13, the Internal Services Program was delivered through three Sub-programs, as indicated in the Program Alignment Architecture:

• Sub-program 5.1.1: Governance and Management Support
• Sub-program 5.1.2: Resource Management Services
• Sub-program 5.1.3: Asset Management Services

Performance Analysis and Lessons Learned for each of the Sub-programs within the Internal Services Program are available in Section IV: Other Items of Interest ¹¹⁰, Internal Services Sub-Program Performance Analysis and Lessons Learned.