Section I: Organizational Overview - DPR 2015-16

Organizational Profile

Appropriate Minister: The Honourable Harjit S. Sajjan, PC, OMM, MSM, CD, MP

Associate Minister: The Honourable Kent Hehr, PC, MP

Institutional Head: John Forster, Deputy Minister

Chief of the Defence Staff: General Jonathan Vance, CMM, MSC, CD

Ministerial Portfolio:

• Department of National Defence
• Canadian Armed Forces
• National Defence and Canadian Forces Ombudsman ³
• Communications Security Establishment ⁴
• Military Police Complaints Commission ⁵
• Military Grievances External Review Committee ⁶
• Office of the Communications Security Establishment Commissioner ⁷

Enabling Instruments:

• National Defence Act ⁸
• Emergencies Act ⁹
• Aeronautics Act ¹⁰
• Fisheries Act ¹¹

For further information, see Legislation and National Defence ¹²

Year of Incorporation / Commencement: 1923

Other: For further information, see the Department of National Defence and the Canadian Armed Forces website ¹³.

Organizational Context

Raison d’être and Responsibilities

On behalf of the people of Canada, the Canadian Armed Forces (CAF) and the Department of National Defence (DND) stand ready to perform three key roles:

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

This mandate is the responsibility of the Minister of National Defence (MND). The MND presides over the Department and over all matters relating to National Defence and the CAF, as established by the National Defence Act (NDA).

DND has a close relationship with Veterans Affairs Canada, as demonstrated by the Minister of Veterans Affairs’ dual role as Associate Minister of National Defence (AMND). The position is allowed for in the NDA. The AMND is responsible for defence files, as mandated by the Prime Minister, with the specific priority to ensure a seamless transition for CAF members leaving the military.

The MND is assisted by the Deputy Minister (DM), who is appointed by Cabinet on the advice of the Prime Minister. The DM is the MND’s most senior civilian advisor, and is authorized under the law to carry out, on the Minister’s behalf, many aspects of the management and direction of the Department. He is responsible for policy advice, departmental management, interdepartmental coordination, international defence relations, public service renewal, federal-provincial relations, and portfolio management. He is also an Accounting Officer under the Financial Administration Act and is accountable before Parliamentary Committees to provide explanations on matters for which he is responsible.

The Chief of the Defence Staff (CDS) is the primary provider of military advice to the Government, has direct responsibility for the command, control and administration of the Canadian Armed Forces, morale and welfare and personnel support programs of members and their families, and is appointed by the Governor-in-Council, on the advice of the Prime Minister. The CDS advises the MND on issues such as current and future military requirements, force capabilities, and possible courses of action and the consequences of undertaking (or failing to undertake) various military activities. The CDS is also responsible for maintaining international military relations with Canada’s allies and partners. The CDS is accountable to the MND for the conduct of all CAF activities, as well as for the readiness and the ability to fulfill military commitments and obligations undertaken by the government. The CDS is also the advisor to the Prime Minister and Cabinet on major military developments and issues.

There was a shift this year in Government of Canada Search and Rescue (SAR) governance. The National Search and Rescue Secretariat (NSS), the organization responsible for general SAR policy and coordination, had been located in DND since 1986. In July 2015 the NSS was transferred to Public Safety Canada’s Emergency Management and Programs Branch, to better leverage Public Safety’s coordination mechanisms across all levels of government.

Strategic Outcomes and Program Alignment Architecture

The Government of Canada’s Management, Resources and Results Structure ¹⁴ (MRRS) is the foundation of a government-wide approach aimed at strengthening the management and accountability of public expenditures and clearly demonstrating results for Canadians. The Program Alignment Architecture (PAA) is part of the MRRS. National Defence’s PAA shows how its programs align with the Department’s two strategic outcomes. Internal Services is a stand-alone program which defines activities and resources that support the organization’s program needs and corporate obligations.

Strategic Outcome: Defence Operations and Services Improve Stability and Security, and Promote Canadian Interests and Values

1.0 Program: Defence Combat and Support Operations

• 1.1 Sub-Program: Domestic and Continental Defence Operations
• 1.1.1 Sub-Sub-Program: Operations to Defend Canada Against Armed Threats
• 1.1.2 Sub-Sub-Program: Ongoing Defence, Security and Sovereignty of Canada Operations
• 1.1.3 Sub-Sub-Program: Ongoing Defence Operations through NORAD
• 1.1.4 Sub-Sub-Program: Ongoing Continental Defence Operations in Cooperation with the United States
• 1.2 Sub-Program: International Combat Operations
• 1.2.1 Sub-Sub-Program: International Operations over Extended Periods
• 1.2.2 Sub-Sub-Program: International Crisis and Surge Response Operations
• 1.2.3 Sub-Sub-Program: Ongoing Defence Operations through Standing NATO Commitments
• 1.3 Sub-Program: Ongoing Centralized Operations and Operational Enablement
• 1.3.1 Sub-Sub-Program: Overarching Command and Control of Domestic and International Operations
• 1.3.2 Sub-Sub-Program: Ongoing Defence Intelligence Operations
• 1.3.3 Sub-Sub-Program: Operational Support Services
• 1.3.4 Sub-Sub-Program: Military Diplomacy and Global Engagement
• 2.0 Program: Defence Services and Contributions to Government
• 2.1 Sub-Program: Disaster Relief and Humanitarian Operations
• 2.1.1 Sub-Sub-Program: Domestic and Continental Assistance and Response Operations
• 2.1.2 Sub-Sub-Program: International Humanitarian Assistance and Disaster Response Operations
• 2.1.3 Sub-Sub-Program: Non-Combatant Evacuation Operations
• 2.2 Sub-Program: Defence Services for Canadian Safety and Security
• 2.2.1 Sub-Sub-Program: Counter Terrorism, Terrorism Event Response and Consequence Management Operations
• 2.2.2 Sub-Sub-Program: Assistance to Major Canadian Event Operations
• 2.2.3 Sub-Sub-Program: National Search and Rescue Program
• 2.2.4 Sub-Sub-Program: Search and Rescue Operations
• 2.2.5 Sub-Sub-Program: Defence Services to Other Government Departments and Agencies
• 2.2.6 Sub-Sub-Program: Canadian Safety and Security Program
• 2.3 Sub-Program: Military Heritage and Outreach
• 2.3.1 Sub-Sub-Program: Military History, Heritage and Awareness
• 2.3.2 Sub-Sub-Program: Youth Program

Strategic Outcome: Defence Remains Continually Prepared to Deliver National Defence and Defence Services in Alignment with Canadian Interests and Values

• 3.0 Program: Defence Ready Force Element Production
• 3.1 Sub-Program: Force Elements Readiness Sustainment
• 3.1.1 Sub-Sub-Program: Maritime Roles - Readiness Sustainment
• 3.1.2 Sub-Sub-Program: Land Roles - Readiness Sustainment
• 3.1.3 Sub-Sub-Program: Aerospace Roles - Readiness Sustainment
• 3.1.4 Sub-Sub-Program: Special Operations Roles - Readiness Sustainment
• 3.1.5 Sub-Sub-Program: Joint and Common Roles - Readiness Sustainment
• 3.2 Sub-Program: Force Elements Integration Training
• 3.2.1 Sub-Sub-Program: Maritime Environment - Integration Training
• 3.2.2 Sub-Sub-Program: Land Environment - Integration Training
• 3.2.3 Sub-Sub-Program: Aerospace Environment - Integration Training
• 3.2.4 Sub-Sub-Program: Special Operations - Integration Training
• 3.2.5 Sub-Sub-Program: Joint - Integration Training
• 3.2.6 Sub-Sub-Program: International and Domestic - Interoperability Training
• 3.3 Sub-Program: Force Elements Production
• 3.3.1 Sub-Sub-Program: Maritime Environment - Force Element Production
• 3.3.2 Sub-Sub-Program: Land Environment - Force Element Production
• 3.3.3 Sub-Sub-Program: Aerospace Environment - Force Element Production
• 3.3.4 Sub-Sub-Program: Special Operations - Force Element Production
• 3.3.5 Sub-Sub-Program: Joint and Common - Force Element Production
• 3.4 Sub-Program: Operational Readiness Production, Coordination and Command and Control
• 3.4.1 Sub-Sub-Program: Maritime Environment - Force Element Production, Coordination and Command and Control
• 3.4.2 Sub-Sub-Program: Land Environment - Force Element Production, Coordination and Command and Control
• 3.4.3 Sub-Sub-Program: Aerospace Environment - Force Element Production, Coordination and Command and Control
• 3.4.4 Sub-Sub-Program: Special Operations Forces - Force Element Production, Coordination and Command and Control
• 3.4.5 Sub-Sub-Program: Joint and Common - Force Elements Production, Coordination and Command and Control
• 4.0 Program: Defence Capability Element Production
• 4.1 Sub-Program: Military Personnel and Organization Lifecycle
• 4.1.1 Sub-Sub-Program: Military Personnel - Regular Force Portfolio Management
• 4.1.2 Sub-Sub-Program: Military Personnel - Reserve Force Portfolio Management
• 4.1.3 Sub-Sub-Program: Military Personnel - Recruitment
• 4.1.4 Sub-Sub-Program: Military Personnel - Transition and Release
• 4.1.5 Sub-Sub-Program: Military Personnel - Professional Development Training
• 4.1.6 Sub-Sub-Program: Military Personnel - Occupation Training
• 4.1.7 Sub-Sub-Program: Military Personnel - Morale and Well Being
• 4.1.8 Sub-Sub-Program: Military Personnel - Health Care
• 4.1.9 Sub-Sub-Program: Organization - Security, Protection, Justice and Safety
• 4.1.10 Sub-Sub-Program: Military Personnel and Organization - Strategic Coordination, Development and Control
• 4.2 Sub-Program: Materiel Lifecycle
• 4.2.1 Sub-Sub-Program: Materiel - Portfolio Management
• 4.2.2 Sub-Sub-Program: Materiel – Acquisition
• 4.2.3 Sub-Sub-Program: Materiel - Equipment Upgrade and Insertion
• 4.2.4 Sub-Sub-Program: Materiel - Divestment and Disposal
• 4.2.5 Sub-Sub-Program: Materiel - Engineering, Test, Production and Maintenance
• 4.2.6 Sub-Sub-Program: Materiel - Inventory Management and Distribution
• 4.2.7 Sub-Sub-Program: Materiel - Strategic Coordination, Development and Control
• 4.3 Sub-Program: Real Property Lifecycle
• 4.3.1 Sub-Sub-Program: Real Property - Portfolio Management
• 4.3.2 Sub-Sub-Program: Real Property - Acquisition
• 4.3.3 Sub-Sub-Program: Real Property - Divestment and Disposal
• 4.3.4 Sub-Sub-Program: Real Property - Operations, Maintenance and Repair
• 4.3.5 Sub-Sub-Program: Real Property - Environment and Remediation
• 4.3.6 Sub-Sub-Program: Real Property - Strategic Coordination, Development and Control
• 4.4 Sub-Program: Information Systems Lifecycle
• 4.4.1 Sub-Sub-Program: Info Systems - Portfolio Management
• 4.4.2 Sub-Sub-Program: Info Systems - Acquisition, Development and Deployment
• 4.4.3 Sub-Sub-Program: Info Systems - System Management and User Support
• 4.4.4 Sub-Sub-Program: Info Systems - Strategic Coordination, Development and Control
• 5.0 Program: Defence Capability Development and Research
• 5.1 Sub-Program: Capability Design, Development and Integration
• 5.1.1 Sub-Sub-Program: Capability Design and Management
• 5.1.2 Sub-Sub-Program: Concept, Doctrine Development and Warfare Experimentation
• 5.1.3 Sub-Sub-Program: Science and Systems Development and Integration
• 5.2 Sub-Program: Strategic Direction and Planning Support
• 5.2.1 Sub-Sub-Program: Strategic Capability Planning Support
• 5.2.2 Sub-Sub-Program: Strategic Force Posture Planning Support
• 6.0 Program: Internal Services
• 6.1 Sub-Program: Management and Oversight
• 6.2 Sub-Program: Communications
• 6.3 Sub-Program: Legal Services
• 6.4 Sub-Program: Human Resources Management
• 6.5 Sub-Program: Financial Management
• 6.6 Sub-Program: Information Management
• 6.7 Sub-Program: Information Technology
• 6.8 Sub-Program: Real Property
• 6.9 Sub-Program: Materiel
• 6.10 Sub-Program: Acquisition

Operating Environment and Risk Analysis

National Defence is influenced by a wide range of external and internal factors, both domestic and international, that have an impact on how it carries out its mandate. These factors present both risks and opportunities, which are taken into account as National Defence delivers on its roles and responsibilities. By continuously monitoring emerging issues, developments and trends, National Defence can anticipate and respond to challenges and the risks associated with them.

For fiscal year 2015-16, seven key Corporate Risks having a Defence-wide impact are highlighted. The composition of the Corporate Risks is consistent with the previous year as our environment remained relatively stable and the full impact of risk responses have not yet been achieved. To fulfill the Government of Canada's expectations, National Defence will continue to manage these Corporate Risks in an effective manner.

Significant risk controls are highlighted in the narrative below. Additional risk response details can be found in the PAA summaries and the organizational priorities summary in the tables below. Only the applicable initiatives linked to the PAA covered within this report are shown. There are other existing controls in place responding to these risks.

Key Riks

Defence Readiness

There is a risk that a major unexpected event may require National Defence to reallocate resources at short notice, which may dramatically affect ongoing missions, and jeopardize the Government’s international security-related commitments.

Response Strategy

National Defence continues to assess and monitor CAF Force Posture and Defence Readiness in regard to the domestic and international situation in order to ensure resources are aligned and available to support determined readiness levels. In addition, the following initiatives were advanced in 2015-16 to improve our response to the risk:

• National Defence established a Director General Strategic Support in order to improve support planning at the strategic level.
• National Defence initiated the All Domain Situational Awareness initiative to inform decisions on future Canadian Armed Forces capabilities and to deliver advice on the development of options for enhanced domain awareness of approaches to Canada.

• National Defence’s space program continues to evolve, building means to conduct combined space operations with partners. Recent initiatives have also seen greater Canadian Armed Forces engagement and coordination with NATO space organizations through various working groups as well as an initiative to include space capabilities within NATO exercises. Enabling IM/IT environments facilitates effective integration with allied military organizations and increased cooperation.

Link to Programs

3.0 Defence Ready Force Element Production

4.0 Defence Capability Element Production

5. 0 Defence Capability Development and Research

Defence Team Capacity

There is a risk that National Defence will not have the right number of personnel with the right competency, at the right place, and at the right time, which may affect its capability to fulfill current or future Government of Canada expectations.

Response Strategy

National Defence continues to advance its human resources management program and support systems to manage the personnel capacity risk. Modernization of CAF personnel management moved forward including the following noteworthy accomplishments:

• The CAF Accreditation, Certification and Equivalencies (ACE) database increased effectiveness of Prior Learning Assessment and Recognition (PLAR) programs. Defence avoided 29,771 unnecessary training days as a result of PLAR.
• Initial Operational Capability of the Military Personnel Management Capability Transformation project to transform military human resources and pay policies, processes, procedures and tools and deliver an integrated, modern and flexible approach to military personnel management was delayed to spring 2017 in order to provide additional time to respond to concerns while defining the Full Operational Capability.
• Over the past several years National Defence has not met the Strategic Intake Plan by occupation requirements. In order to improve our recruiting capability, National Defence developed and implemented the annual CAF Recruitment Advertising Campaign, including the Excellence in Operations and the Priority Occupations campaigns It also developed and delivered marketing support for recruitment, including marketing products, Web and social media content.
• National Defence instituted a Multi-Year Establishment Plan to validate and prioritize Regular Force personnel requirements based on current and future known personnel pressures associated with joint and common defence requirements, as well as the force development of new or emerging capabilities.
• The CAF developed and refined an integrated, competency-based approach to Professional Development, Personnel Appraisal and Career Management, known as the Leader Development Model. The Model enables the CAF to generate the right number of personnel, with the right competencies, available at the right time and in the right place in order to meet current and future Government of Canada expectations and departmental responsibilities – operational and institutional.
• National Defence continues to develop a robust Performance Management Framework (PMF) for the military personnel management system. It will be the single authoritative source of metrics on personnel, enabling the strategic and operational measurement of performance to ensure the effectiveness and efficiency of the personnel management system.

National Defence continues to modernize civilian human resources (HR) management. Specifically, significant progress was made in the areas of civilian strategic HR planning, service delivery and workforce management:

• As part of the government-wide Pay Consolidation and Pay Modernization initiatives to transform its pay system and centralize the delivery of compensation services in one Pay Centre under Public Services and Procurement Canada (PSPC), DND completed the implementation of Pay Transformation. The transfer of all DND pay accounts was completed in February 2016. The Department is currently working closely with PSPC to resolve outstanding issues with the new pay system and has realigned its resources internally to increase its capacity. Additionally, DND continued to encourage all managers and employees to refer to the multitude of on-line resources and complete the online training course that was launched prior to the Department’s transition to the new pay system.
• The Department continued to develop an Integrated Defence Team HR Strategy which will align current and future workforce requirements with Defence Priorities, ensuring that resources are strategically and effectively placed within the organization. Additionally, the Department developed a Talent Management Framework to help ensure that the potential leaders of tomorrow are identified and supported.

National Defence moved forward with the Surgeon General’s Integrated Health Strategy, including the following noteworthy accomplishments:

• National Defence produced a robust Quality and Patient Safety Program that aims to eliminate preventable harm to patients, achieve the best patient outcomes efficiently and support organizational learning. The program developed a strong infrastructure that oversees, coordinates, and supports quality service and patient safety efforts across the Canadian Forces Health Services Group.
• National Defence made mental health a priority and the Chief of the Defence Staff publically spoke about the programs and services available to CAF members and their families. Programs such as Bell Let’s Talk Day inform senior leadership and all CAF members and engage them in discussing important issues. The Road to Mental Readiness is now included in the curriculum of key leadership development courses, deployment training and some occupation training.
• National Defence produced a mental health communications plan and produced informational and educational mental health videos.
• National Defence continued to maximize partnerships with Canadian professional health organizations and increased collaboration with interested service and charitable organizations to enhance mental health related services to CAF members and their families.

National Defence advanced initiatives to support military families including the following noteworthy accomplishments:

• National Defence implemented new programming specific to targeted audiences such as: medically released members and families; caregivers; families facing mental health challenges; children with special needs; and families challenged by access to medical care.
• National Defence established a strong social media presence and completed a communications plan to better inform military members and families of programs and services. A new single-stop website (replacing FamilyForce.ca and CommunityGateway.ca) will be launched in the coming months.

Link to Programs

3.0 Defence Ready Force Element Production

4.0 Defence Capability Element Production

5. 0 Defence Capability Development and Research

6.0 Internal Services

Strategic Resilience

There is a risk that unexpected events may change the strategic picture such that it requires significant changes to strategic level of resource planning resulting in disruption to National Defence’s business operations.

Response Strategy

National Defence continues to assess and monitor its strategic resource plan in regard to the domestic and international situation in order to ensure resources are aligned and available.

Link to Programs

4.0 Defence Capability Element Production

5. 0 Defence Capability Development and Research

6.0 Internal Services

Capability Delivery

There is a risk that the complexity of development, program approval and Government of Canada defence procurement processes will prevent Defence from meeting its investment targets in critical physical assets (equipment, physical and information infrastructure and real property) in a timely, sustainable and affordable manner to support CAF operations.

Response Strategy

National Defence continues to improve its abilities to identify, develop and deliver the capabilities required to meet the needs of Canadians. Specifically, National Defence has advanced the following initiatives to improve our response to the risk:

• National Defence updated its core Defence governance committee structure to reflect improvements introduced in the past year and developed an integrated communications plan.
• National Defence continued to support the implementation of the Defence Procurement Strategy to strengthen Canada's defence and economy, and leverage military procurement in support of the Government's broader economic agenda.
• National Defence continued to rationalize its real property portfolio through a long-term, (over 20 year) rolling plan of disposals and consolidation, thereby aligning real property with CAF capabilities.

Link to Programs

4.0 Defence Capability Element Production

6.0 Internal Services

Financial Controls and Reporting of Inventory and Assets

There is a risk that the financial reporting of inventory and capital assets in the Public Accounts of Canada and the Departmental Financial Statements may not accurately reflect the true value of the department’s asset holdings, which may result in a loss of confidence in the Department’s ability to manage the public purse.

Risk Response Strategy

Building on the ongoing implementation of the Treasury Board Policy on Internal Control, National Defence is developing and putting into practice a properly maintained, monitored and reviewed risk-based system of internal control over financial reporting. In addition, National Defence has advanced the following initiatives to improve our response to the risk:

• National Defence continued to refine governance and a risk-based system of internal controls to improve the proper recording of the Department’s inventory. The Consolidated Departmental Financial Statements are published annually, along with this performance report.
• National Defence continued to map and align inventory management business processes with departmental activities aimed at institutionalizing modern financial management practices.

Link to Programs

4.0 Defence Capability Element Production

6.0 Internal Services

Security

There is a risk that some elements of the National Defence security program may not assure the protection of all assets and the continuity of critical services in support of Defence readiness, capacity, and operational capability.

Risk Response Strategy

Given the dynamic nature of risk management within an IM/IT environment, National Defence continues to develop and implement initiatives to integrate security management into departmental operations. In addition, National Defence has advanced the following initiatives to improve our response to the risk:

• National Defence completed the first year of the 3-year Departmental Security Plan and will continue implementation.
• National Defence implemented a new IM/IT risk register for all new systems as part of the Security Assessment and Authorization process.

Link to Programs

4.0 Defence Capability Element Production

6.0 Internal Services

Integrated IM/IT (opportunity)

There is an opportunity for National Defence to take advantage of emerging technology to further develop an integrated IM/IT infrastructure that can provide a flexible and agile information environment. This integrated infrastructure will be conducive to efficient interoperable joint Canadian Armed Forces operations and executive National Defence decision making, while achieving value for money and demonstrating sound stewardship.

Risk Response Strategy

National Defence continues its progress to provide an integrated and effective IM and IT environment in support of all Defence operations. In addition, National Defence has advanced the following initiatives to improve our response to the risk:

• Application Portfolio Management continues to mature. A full inventory of mission critical applications was completed. Sustainability planning has begun and will continue into 2016-17. Overall application numbers have decreased either through retirement or by eliminating duplicates. 1,814 applications have been retired since 2014.

• National Defence continues to implement Service Management Centers (SMC). The National SMC and 11 of 20 SMCs reached Initial Operational Capability as of March 2016. Consistent support remains available at 100% CAF bases. Consolidation has resulted in savings of 21 FTEs.

Link to Programs

4.0 Defence Capability Element Production

Organizational Priorities

Priority: Ensuring Sustainable Operational Excellence

Description:

The ultimate measure of success of the Defence Team is the successful conduct of operations by the CAF to protect Canadians and Canadian national interests at home and abroad. All National Defence activities and efforts must be directed towards these ends.

Priority Typeⁱⁱⁱ:

Ongoing

Key Supporting Initiatives

Progress toward the Priority

The initiatives supporting this priority moved forward as expected. Of particular note are the Mandate Letter commitments, for which National Defence achieved the following progress within FY 2015-16:

• As of 15 February 2016, the CF-18 fighter jets deployed as part of Canada’s contribution to the Global Coalition to Counter Daesh in Iraq and Syria ceased combat operations, thus ending Canada’s combat mission in Iraq and Syria;
• Discussions with the Department of Finance have been ongoing to maintain current spending levels including current planned increases;
• Public Services and Procurement Canada and National Defence are collaborating to launch an open and transparent competition to replace the CF-18 fighter aircraft, focusing on options that match Canada’s defence needs;
• Work has advanced to invest in strengthening the Navy. The Interim Auxiliary Oiler Replenishment Provisions of Services Contract was awarded and signed. Service delivery will commence September 2017;
• Consultations between National Defence and Global Affairs Canada are taking place to renew Canada’s commitment to United Nations (UN) peace operations;
• Initiatives to maintain Canada’s strong commitments to NATO and NORAD are in progress; and
• Renewing Canada’s focus on surveillance and control of Canadian territory and approaches, particularly our Arctic regions is on track.

ⁱⁱⁱ Type is defined as follows: previously committed to—committed to in the first or second fiscal year prior to the subject year of the report; ongoing—committed to at least three fiscal years prior to the subject year of the report; and new—newly committed to in the reporting year of the Report on Plans and Priorities or the Departmental Performance Report.

Priority: Ensuring CAF Posture and Readiness

Description:

National Defence will maintain its ability to respond to Government of Canada defence policy by managing operational readiness in support of core missions within Canada, in North America and in support of international operations.

Priority Type:

Ongoing

Key Supporting Initiatives

Progress toward the Priority

The initiatives supporting this priority moved forward as expected. Of particular note are the Mandate Letter commitments, for which National Defence achieved the following progress within FY 2015-16:

• Planning and coordination began for the launch of an open and transparent public consultation to create a new defence strategy for Canada; and
• Public Safety Canada is on track to produce a Cyber Security Strategy which includes DND and CAF priorities and needs to protect Canadians and our critical infrastructure from cyber-threats.

Priority: Strengthening the Defence Team

Description:

By investing in personnel, National Defence will align the Defence Team to ensure successful execution of missions within Canada, North America and around the globe.

Priority Type:

Ongoing

Key Supporting Initiatives

Progress toward the Priority

The initiatives supporting this priority moved forward as expected. Of particular note are the Mandate Letter commitments, for which National Defence achieved the following progress within FY 2015-16:

• Completed regional consultations to increase the size of the Canadian Rangers;
• Advanced the implementation of the Sexual Misconduct Response strategy to maintain a workplace free from harassment and discrimination: phase 2 was well underway and moving towards June 2016 completion;
• Worked in close coordination with Veterans Affairs Canada to overhaul service delivery, reduce complexity, and develop an integrated and personalized process supporting the transition from military to civilian life of all releasing CAF members, veterans and their families, including Reservists; and
• Started the initial phases of developing a suicide prevention strategy for CAF personnel and Veterans.

Priority: Ensuring Defence Resource Stewardship and Affordability

Description:

To ensure National Defence affordability in the short, medium and long term, the Defence Team must balance personnel, equipment, readiness and infrastructure and carefully manage investments to maximize capability output, ensure stewardship of Defence resources and deliver best value for Canada.

Priority Type:

Ongoing

Key Supporting Initiatives

For more information on organizational priorities, see the Minister’s Mandate Letter ¹⁵.