Plans at a glance

Plans at a glance

In Fiscal Year (FY) 2022-23, the Department of National Defence (DND) and the Canadian Armed Forces (CAF) will carry out their mandate to achieve results related to six Core Responsibilities:

  • Operations;
  • Ready Forces;
  • Defence Team;
  • Future Force Design;
  • Procurement of Capabilities; and
  • Sustainable Bases, Information Technology Systems and Infrastructure.

More information on the Core Responsibilities can be found in the Supporting information on the Program Inventory section of this report.

Canada's vision for Defence – Strong at home, Secure in North America, Engaged in the world

The Government of Canada’s vision for defence is an agile, multi-purpose and combat-ready military, operated by highly-trained, well-equipped members of the CAF, and supported by the Government of Canada, industry, academia, and fellow Canadians.

National Defence will develop and implement the vision for continental defence as outlined in Strong, Secure, Engaged: Canada's Defence Policy. By working with the United States, DND/CAF, will continue to work towards modernizing North American Aerospace Defence Command (NORAD). In addition, DND/CAF will work with the United States and partners on the Arctic and Northern Policy Framework to develop better surveillance, defence, and rapid response capabilities in the North and the maritime approaches to Canada.

The department will invest in research and development in support of NORAD modernization. In addition to supporting the above-mentioned capability development for enhanced surveillance of Canada’s northern and maritime approaches in all domains, these investments are expected to support improved command and control, and communications, including in the high North, and improved defeat mechanisms for modern and developing threats, as well as other agile capabilities to address emerging challenges in continental defence.

DND/CAF Strategic Context

Across the Core Responsibilities that highlight the different aspects of Defence’s mandate, there are a number of noted challenges that interact and affect Defence’s ability to deliver its mandate as effectively as possible. Although each challenge is addressed through planned activities and initiatives in the appropriate Core Responsibility section of this report, there are overarching considerations to note with regards to Defence’s efforts. Particularly, the combination of reduced effective strength of the CAF and the need for a reconstitution effort, pandemic implications with added stress on people and resources, impacts on integrated supply chains Defence depends upon, declining fleet serviceability, and reduced collective training opportunities – all in conjunction with adversaries having greatly increased capabilities and will to use them – point to a picture that requires additional planning and a measured approach to enduring strategic solutions for DND and the CAF.

In support of our strategic efforts to address these challenges, Defence will launch in FY 2022-23 the CAF Reconstitution Plan to ensure the long-term viability and readiness of the CAF by focusing on:

  • People - rebuilding our strength while making much needed changes to aspects of our culture;
  • Readiness - ensuring our ability to continue to deliver on operations; and
  • Modernization - developing the capabilities and adapt our structure necessary to address the evolving character of conflict and operations.

Anticipate, Adapt, Act

The CAF’s core missions are: detecting, deterring and defending against threats to Canada and North America; providing assistance to civil authorities/law enforcement in support of national security; assisting and in some cases leading forces for the North Atlantic Treaty Organization (NATO), coalitions and United Nations peace operations; contributing to global stability and security, as well as engaging in capacity building; responding to domestic and international disasters; and conducting Search and Rescue (SAR) operations.

Some of the key planned operations that the CAF will continue to conduct for FY 2022-23 include:

Strong at Home

  • Search and Rescue: Provide aeronautical SAR; coordinate the aeronautical and maritime SAR system; as well as assist with ground SAR efforts when authorized which may include Canadian Rangers and Primary Reserve members;
  • Operation LASER: Respond to the impact of a worldwide pandemic situation, as required;
  • Operation VECTOR: Provide support to civilian authorities to ensure the transportation, delivery and administration of COVID-19 vaccines to Canadians, as required;
  • Operation LENTUS: Provide support to Canadian civil authorities to help them respond to the impact of extreme climate events and disaster relief operations, as required;
  • Operation LIMPID: Detect threats to Canada by enhancing maritime, land and aerospace domain awareness; and
  • Operation NANOOK: Synchronize operational and training activities that enhance collaboration with other government departments, agencies, territorial and Indigenous governments, and local organizations to increase interoperability, readiness and presence in the North.

Secure in North America

  • NORAD: Conduct Aerospace Warning, Aerospace Control, and Maritime Warning for North America to protect against threats to Canada and the United States, in accordance with the NORAD Agreement and as orchestrated through the NORAD Homeland Defense Campaign Order; and
  • Operation NOBLE EAGLE: Following the terrorist attacks on 11 September 2001, NORAD created Operation NOBLE EAGLE, which provides the response to asymmetric air security threats occurring within Canada and the United States, and the approaches to North America. This includes, but is not limited to, civilian aircraft being used as a weapon. Collaboration among other government departments and agencies is essential to the successful execution of this operation.

Engaged in the World

  • Operation CARIBBE: Fight illicit trafficking by transnational organized crime in the Caribbean Basin, the Eastern Pacific Ocean and the coastal waters of Central America by working with partners as part of United States-led enhanced counter‑narcotics operations;
  • Operation IMPACT: Building regional security partner capacity, including supporting Iraqi ministerial and institutional reform, and training Iraqi, Jordanian, and Lebanese militaries to enhance their self-sustainability;
  • Operation ARTEMIS: Disrupt terrorist financing by interdicting the flow of drugs, weapons and human smuggling via the waters surrounding the Middle East and East Africa as part of the Combined Maritime Forces’ Combined Task Force 150;
  • Operation NEON: Support efforts to enforce United Nations Security Council sanctions imposed against North Korea;
  • Operation REASSURANCE: Conduct assurance and deterrence measures through Canadian Army personnel leadership of NATO’s multinational enhanced Forward Presence (eFP) Battle Group in Latvia; deploy naval assets into NATO Maritime Group(s); and support NATO enhanced air policing in Romania on a rotational non-permanent basis;
  • Operation UNIFIER: Assist with security force training and defence institutional reform in Ukraine. The CAF will support the Security Forces of Ukraine to improve and build their capability and capacity; and, provide support to the Ministry of Defence of Ukraine to foster western alignment and structural reform in the country;
  • Operation PROJECTION: Enhance relationships with Canada’s allies and partners in maritime environments in the Gulf of Guinea and in the Indo-Pacific region by conducting training, exercises and engagements with foreign navies and other international security partners;
  • Operation GLOBE: Support other Government of Canada departments with various tasks, or participate in Government of Canada activities abroad; and
  • Operation RENAISSANCE: Plan for the rapid deployment of resources to provide support in response to disasters overseas, as directed by the Government of Canada.

More information on the full range of current operations can be found here: Current military operations, and in Core Responsibility 1 – Operations section of this report.

Well-supported, diverse, resilient people and families

Military and public service personnel are our most important resource. A well‑organized, well-trained, healthy and motivated workforce enables us to deliver on Strong, Secure, Engaged initiatives and ensures that we are an employer of choice. During FY 2022-23, the Defence Team will:

Protect the health, wellness and safety of employees by:

  • Continuing to support the conditions-based return to the workplace by assisting leaders in balancing operational requirements with the need for compassion and flexibility;
  • Implementing a modern and flexible approach to work to ensure we have the workplace, skills and resilience needed to adapt to future challenges and requirements;
  • Continuing to build a representative workforce by fostering diversity and inclusion and combating racism and hateful conduct; and
  • Creating and maintaining a workplace free of harassment, violence and discrimination, including through the full implementation of Part II of the Canada Labour Code on Workplace Harassment and Violence Prevention that came into effect 1 January 2021 under Bill C-65.

In FY 2022-23 the CAF will:

  • Maintain or improve overall health and wellness of CAF members, providing in-garrison health care and health advice, as well as health services support for both domestic and expeditionary operations;
  • Revise the Qualification Standards across all Officer and Non-Commissioned Member CAF common leadership programs in order to reflect the socialization of a renewed CAF professional ethos; accept the necessary adaptations driven by CAF cultural change, emergent capabilities, and evolving Canadian societal demands; all while incorporating a new vision of competency-based and character leadership;
  • Develop a new Primary Leadership Qualification Standard that respects the differing employment domains for each CAF Service Environment, while continuing to reinforce excellence in attaining a high standard of practical, task-based leadership, and adopting new strategies and tools needed to develop social and interpersonal competencies (i.e. emotional intelligence);
  • Develop an innovative and comprehensive CAF Total Rewards System that will generate a proprietary value proposition, known as the CAF Offer that will support the CAF Human Resource, Total Health and Wellness, Retention and other Strategies. Depending on the type of service, the CAF Offer will provide CAF members access to an extensive suite of compensation and benefits, career, and work-life balance offerings; and
  • Develop a modernized CAF employment model (including Flexible Work arrangements) titled Adaptive Career Path that will then enable DND/CAF to amend and align all policy, regulatory, and legislative instruments that govern our current employment framework to better enable management of work-life balance, while ensuring operational effectiveness.

Conduct and Culture Change 

Every member of the Defence Team is entitled to work in an environment of mutual respect, dignity and inclusion, where they have the opportunity to contribute and achieve their full potential.

The Chief, Professional Conduct and Culture (CPCC) was created in spring of 2021 to establish an enduring capability to continuously align Defence Culture to ensure that professional conduct in DND and the CAF meets the standards expected of the profession of arms and the Defence Team. 

On 29 April 2021, the Minister of National Defence (MND) announced the launch of an Independent External Comprehensive Review of current policies, procedures, programs, practices, and culture within the DND/CAF, with the aim of examining harassment and sexual misconduct, identifying barriers to reporting, and assessing the adequacy of the response when reports are made. The review is being conducted by former Supreme Court Justice Louise Arbour, whose mandate includes the provision of recommendations in Spring 2022 aimed at preventing and eradicating harassment and sexual misconduct, through interim assessments and recommendations.

CPCC will provide oversight and monitor the implementation of the recommendations put forward while also working on addressing and preventing all forms of systemic misconduct across the Defence Team. This includes sexual misconduct and other forms of unethical or unprofessional conduct, such as harassment, workplace violence, bullying, discrimination, hateful conduct, employment inequity and abuse of authority – the full spectrum of harms. CPCC serves as the functional authority and principal advisor to the Deputy Minister and Chief of the Defence Staff on all matters related to conduct and culture within the Defence Team. 

CPCC takes a comprehensive, prevention-focused approach to culture change and misconduct. CPCC targets all forms of systemic misconduct with the aim of creating an environment where all in DND/CAF can contribute and reach their full potential. CPCC will support measures that provide timely and appropriate resolution of cases, with an emphasis on support to those who have been harmed, and on fairness and transparency. CPCC will also examine different options related to external reporting mechanisms.

CPCC will establish a framework to achieve the following tasks:

  • Realigning responsibilities, policies and programs that address elements of systemic misconduct across DND/CAF through the implementation of Part II of the Canada Labour Code on Workplace Harassment and Violence Prevention, Bill C-65;
  • Supporting the implementation of the amendments to the National Defence Act introduced in Bill C‑77, including the Declaration of Victims’ Rights;
  • Simplifying and enhancing misconduct reporting mechanisms, including those external to the chain of command;
  • Strengthening support mechanisms for those who have experienced misconduct, as well as other affected persons;
  • Enhancing tracking mechanisms, from initial reports of misconduct to case closures, and integrating additional data points such as intersectionality, reprisals, member satisfaction, and retention;
  • Gathering and studying a wide range of data on the spectrum of harm in order to identify potential risks and sources of harm, and to conduct knowledge translation in support of strategies and partnerships aimed at avoiding or reducing harm while advancing better models of professional and ethical conduct; and
  • Leading institutional efforts to develop a professional conduct and culture framework that will drive cultural change and will address all types of harmful behaviour, unconscious biases, and systemic barriers. It will serve as the foundation DND/CAF needs to attract, develop, and retain the diverse talent vital to maintaining operational effectiveness and meeting the emerging challenges of the future.

CPCC has been created to lead the cultural transformation of DND/CAF, ensuring that the behaviour of the Defence Team, as well as the culture and governance of DND/CAF, reflect the very best values and traditions of our organization and of Canadian society so that all members of the Defence Team can thrive in a dignified, equitable, respectful, and inclusive institution, while delivering and supporting operational excellence.

It is acknowledged that organizational change will require the participation of all members of DND/CAF: military, public servants, leaders and managers at all levels across the organization. Engagement of Defence Team members in the process will seek thoughtful feedback, encourage commitment and participation, develop increased trust, and invite creativity at all levels. All members of the Defence Team will have an important role in establishing and maintaining an organizational climate that actively seeks to eliminate harmful mindsets, and foster and reward more inclusive forms of behaviour.

Sexual Misconduct Response Centre (SMRC)

In FY 2022-23, the SMRC will expand its capacity to assist the CAF in defining, informing and fostering a culture of respect. They will provide comprehensive, accessible and integrated support, as well as renew focus on the prevention of military sexual misconduct.

In FY 2022‑23, the SMRC will lead a range of victim and survivor support services to CAF members – in alignment with Initiative 19 of Strong, Secure, Engaged – while also extending support to DND public service employees and former CAF members, by implementing the following initiatives:

  • Conduct research to prevent sexual misconduct perpetration: this will better inform sexual misconduct prevention efforts and develop response frameworks, guidelines, and training curriculum better targeted at subgroups at higher risk for perpetration, and those responsible for managing sexual misconduct incidents;
  • Develop responsive legal options for victims of sexual misconduct: this will enhance internal support services, including access to free, independent legal advice and enabling military members to access services without making a formal complaint;
  • Update and expand the existing Sexual Assault Centre Contribution Program: this effort will provide funding to community-based service providers to support those impacted by sexual misconduct in the wider CAF community;
  • Expand the SMRC’s 24/7 Response Line and Response and Support Coordination Program to DND public service employees and former CAF members: this will broaden the client base and geographic reach of the Response and Support Coordination program to regional centres across the country; and
  • Pilot a peer support program: this program is being jointly developed with Veterans Affairs Canada and those with lived experience – for current and former CAF members who have experienced sexual misconduct during their service.

The SMRC will also lead the implementation of the Restorative Engagement program in partnership with Integrated Conflict and Complaint Management, reaching full operational capability in FY 2022‑23. The Restorative Engagement program provides class members of the CAF-DND Sexual Misconduct Class Action with an opportunity to share their experience of sexual misconduct with defence representatives. This will allow the experiences of the class members to be acknowledged by DND/CAF and contribute to meaningful culture change within the CAF. This process will be facilitated by civilian Restorative Practitioners.

While delayed as a result of the ongoing COVID-19 pandemic, in FY 2022-23, the SMRC, with the assistance of Statistics Canada, will launch the third iteration of the Survey on Sexual Misconduct in the CAF. Results from this survey will be used to develop initiatives and to monitor the CAF’s progress in addressing sexual misconduct.

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Military Justice Reforms

The Judge Advocate General provides legal advice and services in all matters related to military law and the administration of military justice in the CAF. In FY 2022-23, the strategic intent is to advance the modernization of the military justice system through a series of initiatives, which include:

  • Supporting of the implementation of recommendations pertaining to military justice from the report of the Third Independent Review Authority, the Honourable Morris J. Fish. The report outlined 107 recommendations, which were all accepted in principle. Efforts are underway on 36 of these, while plans are being developed for the remaining recommendations;
  • Implementing Bill C-77  by end of 2022. This includes developing necessary policy instruments and training in order to further support the significant changes to the military justice system brought about by the full implementation of Bill C-77;
  • Supporting the implementation recommendations from the Independent External Comprehensive Review by the Former Supreme Court Justice Louise Arbour. DND is committed to implementing the Independent External Comprehensive Review recommendations as received throughout the Review. The Review is expected to shed light on the causes for the continued presence of harassment and sexual misconduct, identify barriers to reporting inappropriate behaviour, and to make recommendations on preventing and eradicating harassment and sexual misconduct; and
  • Supporting the transfer of the investigation and prosecution of sexual assault cases from the military justice system to civilian courts.

Defence Procurement

The implementation of Strong, Secure, Engaged continues to streamline defence procurement, thus improving timely acquisition of much needed military capabilities. Continued robust defence procurement will contribute to Canada’s plan for a strong economic recovery from COVID-19 pandemic.

The government strives to provide the CAF with the modern capabilities they need to succeed in a complex and constantly evolving world. The CAF must be ready and able to deliver across a spectrum of operations – from domestic humanitarian assistance and disaster response, to counter-terrorism and combat operations.

Strong, Secure, Engaged outlines and makes provision for the funding of major equipment projects. Key projects for FY 2022‑23 include:

  • Manned airborne intelligence, surveillance and reconnaissance: The in-service support contract was awarded in April 2021 and will be ready to support the first aircraft when it arrives in summer 2022. Construction of the aircraft hangar at 8 Wing Trenton, Ontario, is ongoing and will be complete in summer 2022. Aircrew training is ongoing and will continue throughout FY 2022-23 and beyond. The modified aircraft will begin deliveries in summer 2022 with the second and third aircraft deliveries scheduled for fall 2022. Final Operational Capability is expected in summer 2023;
  • Canadian Surface Combatant: Design and production engineering of the Canadian Surface Combatant continues through FY 2022-23. Work will also proceed on the design of a Land Based Test Facility to be located at Hartlen Point, Nova Scotia. The fifteen vessels will be the backbone of the Royal Canadian Navy (RCN), playing a variety of roles and capable of meeting multiple threats in both open ocean and complex coastal environments, including the Arctic when conditions permit. They will allow the CAF to monitor and defend our waters and contribute significantly to international naval operations;
  • Arctic and Offshore Patrol Ship: The first two ships have been delivered and accepted. In 2022, the third ship, the future Her Majesty’s Canadian Ship (HMCS) Max Bernays, is anticipated to be delivered to the RCN during the summer, and the fourth ship, the future HMCS William Hall, will launch in the fall. Construction of the fifth ship, the future HMCS Frédérick Rolette, will continue throughout the year, while the construction of the sixth ship, the future HMCS Robert Hampton Gray, will commence during the summer. These six ships will allow the RCN to conduct sovereignty and surveillance operations in Canada’s waters, including in the Arctic, as well as a wide variety of operations abroad;
  • Joint Support Ship: With the completion of major steelwork on the first Joint Support Ship in 2022, the significant effort of cable pulling and outfitting will progress. Construction of the second ship is also planned to begin in 2022. The separately contracted Sea to Shore connector systems are planned for delivery throughout 2022. These two ships will enable a Naval Task Group to remain at sea for extended periods of time by providing core replenishment capabilities, and will also provide added capacity for limited sealift and support to operations ashore;
  • Fixed-wing Search and Rescue Aircraft Replacement Project: Sixteen new CC-295 Kingfisher aircraft equipped with advanced technology systems will be procured to support Canada’s search and rescue operations, replacing the current Buffalo and Hercules aircraft performing this function. The project is currently in the Implementation Phase. Project activities in FY 2022-23 will include: continuing with aircraft inspection and acceptance, continuing the maintainer and aircrew training, and commencing the Initial Operational Test & Evaluation;
  • Future Fighter Capability Project: The project consists of acquiring and putting into service 88 advanced fighter aircraft and associated equipment, weapons, infrastructure, information technology, and sustainment, including training and software support. The project will leverage Canadian capabilities and support the growth of Canada’s aerospace and defence industries. The project is currently in the Definition Phase and evaluating eligible supplier proposals. The project is working towards contract award in FY 2022-23;
  • Remotely Piloted Aircraft System: The project will deliver a Remotely Piloted Aircraft System capability that will provide Intelligence, Surveillance, Target Acquisition and Reconnaissance information and deliver precision strike effects. Bid evaluation is expected to be completed in FY 2022-23;
  • Strategic Tanker Transport Capability: The project will deliver a multi-role Strategic Tanker Transport Capability to the CAF, along with associated equipment, sustainment, training and supporting infrastructure. In FY 2022-23, the project anticipates proceeding through necessary governance gates in the lead up to seeking Project Approval and Expenditure Authority to enter Implementation Phase. The expectation is that contract award for the acquisition of the Strategic Tanker Transport Capability Aircraft will be awarded in FY 2022-23;
  • Logistics Vehicle Modernization: The project will deliver new light and heavy logistics truck fleets, providing increased payload-carrying capacity, modularity and protection during the conduct of CAF operations at home and abroad. The project is currently in the Definition Phase and, in FY 2022-23, the project will be conducting the evaluation of eligible suppliers’ proposals;
  • Armoured Combat Support Vehicle: The project will deliver an armoured vehicle capability in eight different variants to provide a mobile and protected support capability to forward elements of an Army Brigade Group. These capabilities include, but are not limited to, command post vehicles, ambulances, and mobile repair teams. The project is currently in the Implementation Phase. In FY 2022-23, the project will involve continuing qualification testing and production acceptance of the Troop Cargo Vehicle, Ambulance, and Command Post variants. The project will begin first delivery of the accepted variants to the Canadian Army (CA) in FY 2022-23;
  • CP-140 Aurora Incremental Modernization Project: The project consists of modernizing the mission systems and sensors on 14 CP-140 Aurora aircraft. The project is currently in the Implementation Phase of the last block of work, Block IV. In FY 2022-23, the project is expected to continue Initial Operational Test & Evaluation of prototypes;
  • Interim Fighter Capability Project: This project consists of acquiring 18 flyable F/A-18 fighter aircraft in addition to spare parts and equipment from the Government of Australia to augment the current CF-18 fleet until 2032. This will ensure that Canada is able to generate sufficient mission-ready aircraft to meet its domestic and international obligations until the permanent replacement is fully operational. For FY 2022-23 the project is expecting to complete the release to service of the remaining aircraft; take custody of F/A-18 spare parts and equipment; and progress hangar renovations in support of the final relocation of the Aerospace Engineering Test Establishment;
  • CF-18 Hornet Extension Project: This project consists of upgrading and implementing new capabilities to maintain the operational effectiveness of the CF-18 Hornet until 2032, when the replacement fighter aircraft becomes fully operational. These upgrades will enable the Government of Canada to continue to defend the sovereignty and security of Canada, meet its NORAD and NATO commitments, and contribute to other international security operations. For FY 2022-23, the project will take delivery of some equipment, two aircraft will be prototyped and flight tested, and the installation of selected systems will commence on six aircraft to support Initial Operational Capability;
  • CH-148 Cyclone Project: This project consists of delivering 28 multi-role Maritime Helicopters to the Royal Canadian Air Force (RCAF). The project also includes procuring associated infrastructure, in-service support and modifications to the Halifax-class ships. The project is currently in the final phase of implementation and is seeking to have all remaining contractual deliverables completed in FY 2022-23; and
  • Victoria-class Modernization: This project consists of upgrading and implementing new capabilities on the Victoria-class submarines to maintain their operational effectiveness until the mid-to-late 2030s. These upgrades will focus on: improving the habitability and deployment conditions on board the submarines for RCN submariners; positioning them to contribute to CAF Joint Operations ashore; and ensuring the survivability of the Victoria-class submarines against current and evolving threats in an increasingly complex and changing battle space. In FY 2022-23, the final Victoria-class Modernization projects will enter the Definition Phase and the Victoria-class Modernization projects that previously entered Definition Phase will begin entering the Implementation Phase.

The Defence Supply Chain

National Defence’s supply chain involves procuring, managing, delivering, and supporting materiel to successfully sustain CAF operations and training. Further, as a public entity, DND is mandated to comply with Government of Canada regulations and policies concerning materiel stewardship. An active governance structure is in place to ensure effective pan-DND/CAF collaboration and will provide oversight on the implementation of a Defence Supply Chain Performance Measurement Framework in FY 2022-23.

Defence Innovation and Business Transformation

DND/CAF will move towards becoming a data-enabled organization that engages its workforce in grassroots ideas and fosters collaboration with academia, the private sector, and other experts to address the challenges we face. Our innovation efforts will advance research and development programs, business process modernization initiatives, as well as adoption and design of technology. In FY 2022-23, we will drive business transformation, data, and innovation by:

  • Identifying business processes that require modernization and delivering on use cases where experimentation with data and data outcomes will improve our ability to make decisions and meet DND/CAF objectives;
  • Continuing to progress, through the Defence Resource Business Modernization Programme, an integrated, secure, and trusted foundation for the future of defence resource management in support of DND/CAF operations;
  • Advancing and supporting the Defence Team’s agility and Information Management / Information Technology capabilities by leveraging Cloud solutions, including Software as a Service (SaaS);
  • Offering the Defence Team Secure cloud computing environments, capabilities, and processes that provide evolution and modernization as new technologies become available; and
  • Advancing the exploration of new Information Management/Information Technology capabilities in industry to support DND/CAF business needs, including Cloud and on premise solutions such as advanced automation and application and data interoperability.

The department will carry out data-focused business process transformation by:

  • Pursuing eight core capabilities in order to leverage data for three key objectives: providing Decisive Decision Advantage to CAF operations; improving the management of the business of Defence; and supporting DND/CAF senior leader decision-making, as per the direction on Core DND/CAF data capabilities;
  • Develop a change management approach as we transition to a data-driven and data-literate organization; and
  • Continue to progress research, development and/or experimentation in the areas of Artificial Intelligence and Quantum technologies.

The Innovation for Defence Excellence and Security (IDEaS) program is designed to complement DND internal research programs in order to resolve defence and security challenges. The program will continue fulfilling its mandate by fostering creativity and ingenuity in Canada by bringing together networks of experts, providing support and opportunities to innovators, and facilitating the integration and adoption of new capabilities for the CAF, public safety and security communities. The IDEaS program is open to all Canadian innovators, from large corporations to subject matter experts, including Indigenous organizations. Innovators with Indigenous backgrounds are encouraged to apply their specific technical/environmental/domain knowledge to help solve defence and security challenges, particularly those in the Arctic, posted through IDEaS. In FY 2022-23, DND/CAF will:

  • Fund projects resulting from the Call for Proposals on cyber-related challenges, including the new 5G and Beyond Innovation Network challenge which will seek proposals from micro-nets that aim to exploit the advances within 5G and beyond to develop, integrate and demonstrate technologies to improve current capabilities and to introduce new concepts. Projects are expected to start in April 2022.
  • Collaborate with Canadian innovators on challenges that support greening Defence initiatives, including:
    • Green Heat: Low carbon energy generation for heating existing buildings (Test Drive);
    • A Cold Wind Blows: Seeking Smaller, Ruggedized Wind Turbines for the Arctic (Competitive Projects);
    • Pop Up City: Integrating energy, water and waste management systems for deployed camps (Contests); and
    • Less greenhouse gas (GHG) emissions on the seas: Practical solutions to measure and record energy consumption (Competitive Projects).


The Defence Team continues to develop and integrate cyber capabilities to counter the evolving threat posed by cyber actors, including state-sponsored actors. We will continue to grow the CAF cyber forces by recruiting, enabling new Cyber Operators and supporting the employment of reservists with specialized skill sets. We continue to work with the Communications Security Establishment (CSE) to develop capabilities and capacity for conducting active cyber operations to detect, deter and defend against threats to Canada and in support of CAF operations.

Under the auspices of the Cyber Mission Assurance Program, the department is working to integrate cyber resiliency in all aspects of Defence, including people, processes and technology. For FY 2022-23, we will focus on developing and implementing Cyber Mission Assurance policies, governance and risk management processes, and enhancing cyber resiliency education, training and knowledge across DND/CAF. During FY 2022-23, the Defence Team will ensure that cyber operations are grounded in policy and supporting doctrine. The department will actively contribute to whole-of-government efforts related to cyber. Key activities in FY 2022-23 include:

  • Enhancing the ability of the CAF to defend DND/CAF systems and networks through the strengthening of relationships with key Government of Canada stakeholders such as the Canadian Centre for Cyber Security;
  • Conducting and supporting, with CSE, joint cyber operations in support of CAF military objectives;
  • Participating in several CAF and other Government of Canada departments’ cyber training activities, such as NORAD’s Exercise VIGILANT SHIELD, United Kingdom Ministry of Defence-led Exercise CYBER WARRIOR, and NATO’s Exercise CYBER COALITION and interoperability Exercise Coalition Warrior; and
  • Contributing to whole-of-government efforts related to developing or enhancing cyber-related policies and workforce/skills development.

Defence Infrastructure and Environment

The DND/CAF manages the largest infrastructure portfolio in the federal government. Given the size and scope of our portfolio, we are actively updating our infrastructure to ensure that it supports the evolving needs of a modern military. We are also committed to ensuring that our infrastructure portfolio is efficient, operationally effective, affordable, and environmentally sustainable, in line with requirements under the Treasury Board policy on Planning and Management of Investments.

DND/CAF’s efforts include increasing our energy efficiency and reducing our environmental footprint. We are taking measures to reach a 40 percent reduction target in GHG emissions (below 2005 levels) from defence infrastructure by 2025, and achieve net-zero GHG emissions by 2050. In FY 2022-23, DND will divest itself of eight underused properties and demolish 55 obsolete buildings. The DND/CAF will also continue to implement the Greening Government Strategy to support the Government of Canada’s environment and sustainability goals.

During FY 2022-23, we will continue to improve Defence’s infrastructure by investing in construction, maintenance, and repair programs at bases and wings across Canada. The department will also continue improving housing on bases and wings by investing $40M for renovation and construction projects in accordance with long-term housing portfolio investment plans. These investments will improve the condition of the CAF’s housing portfolio, and contribute to Canada’s greening government priorities through increased energy efficiency, reduced energy costs, and overall improvements in the comfort of Residential Housing Units for occupants.

Key projects for FY 2022-23 include:

  • Future Fighter infrastructure in Bagotville and Cold Lake: Design work will continue in FY 2022-23 for the 3 Wing Bagotville, Quebec, facility which will host two tactical fighter squadrons. Design work will also continue for the 4 Wing Cold Lake, Alberta, facilities which will host two tactical fighter squadrons and a training squadron. These facilities will provide space for daily operations, maintenance, administration, mission planning, and simulator training. Early site preparation is ongoing;
  • CFB Borden Accommodations Facility: Construction of a new modern, multi-functional, and green accommodations facility will continue in FY 2022-23 with expected completion in 2024. This facility will provide sleeping quarters and modern spaces in which members can study, learn, and live while they develop the skills they need to support military operations at home and abroad;
  • Defence Research and Development Canada Valcartier: Construction of a new, modern 31 000 square-metre research complex will continue in FY 2022-23 with expected completion in 2024. The new complex will feature approximately 80 new multidisciplinary laboratories, as well as office and storage spaces. Once completed, this new research facility will consolidate nearly 500 defence scientists from different locations on-site into one centrally located building with collaborative research spaces; and
  • Royal Canadian Dragoons Facilities – Garrison Petawawa: This will be the first project to be delivered by the department using the Integrated Project Delivery methodology. The project will achieve Full Operational Capability in FY 2022-23, almost a full year ahead of schedule, with a predicted cost savings of approximately seven percent.

For more information on Defence infrastructure projects, please visit the Department of National Defence and the Canadian Armed Forces’ Infrastructure Projects webpage.

Defence Relationships with Indigenous Peoples

The Government of Canada, and in turn the DND/CAF, place a high priority on advancing Indigenous reconciliation and rebuilding the relationship with First Nations, Inuit, and Métis peoples.

CAF military members and DND public service employees all have a shared responsibility to ensure that legal commitments to Indigenous groups are met in a timely manner, as well as to fulfill Indigenous consultation requirements and treaty obligations when carrying out DND/CAF activities.

The United Nations Declaration on the Rights of Indigenous Peoples (the Declaration) affirms the human rights of Indigenous Peoples and provides the Government of Canada a roadmap to advance reconciliation. The United Nations Declaration on the Rights of Indigenous Peoples Act, passed in June 2021, creates a legislative framework to implement the Declaration in Canada, requiring that the Government of Canada, in consultation and collaboration with Indigenous Peoples, develop an action plan to achieve the Declaration’s objectives and take all measures necessary to align federal laws with the Declaration. In FY 2022-23, DND/CAF will:

  • Ensure that strategic advice and policy instruments are available to the DND/CAF community for the implementation of the Declaration;
  • Support economic development opportunities for Indigenous communities and Indigenous procurement modernization within the scope of the DND/CAF mandate;
  • Increase the percentage of Indigenous participation in procurement to contribute to the Government of Canada target of five percent of the total dollar value of federal procurement;
  • Work with stakeholders, including base and wing Commanders, to leverage the cultural understanding, perspectives and experiences of our Defence Aboriginal Advisory Group members in order to build awareness and understanding of new and existing federal policies, commitments and guidelines, as they pertain to Indigenous relationships and links with local communities across the country;
  • The Commander of the CA will continue to serve as the Defence Team Champion for Indigenous Peoples and work with Commanders at all levels to help the Defence Team incorporate Indigenous cultures and heritage;
  • The Commander of the CA will also represent the department at the Champions and Chairs Circle for Indigenous Peoples, where Champions from Government of Canada departments and agencies work towards the goal of having Indigenous Peoples identify the Federal Public Service as an “employer of choice”;
  • Work with Indigenous leaders to provide a blend of military training and Indigenous culture to hundreds of First Nations, Inuit, and Métis participants through programs across Canada: the CA’s Bold Eagle, Black Bear, Carcajou, and Grey Wolf programs, as well as the Royal Canadian Navy’s Raven program. Indigenous youth leadership programs, the CA’s Eagle’s Nest, and Junior Canadian Ranger Enhanced Training Sessions supported by the CA, including Camp Loon, foster and enhance existing bonds between communities and the CAF;
  • Support other government departments during modern treaty negotiations and in resolving issues brought forward by Indigenous Peoples that involve the DND/CAF;
  • Establish and support internal governance structures and provide training tools to build departmental capacity to enable effective and cohesive decision-making on Indigenous concerns within the DND/CAF;
  • Represent DND/CAF interests in Canada’s discussions with Indigenous Peoples, including Recognition of Indigenous Rights and Self-Determination tables, treaty and self-government agreement negotiations, and settlement discussions;
  • Enhance relationships with Indigenous CAF members by implementing the Civilian Indigenous Recruitment and Retention Strategy and continue to build relationships with the Indigenous student communities across Canada through the Student Ambassador program;
  • Actively reach out through the CAF Indigenous programs, namely the Canadian Forces Aboriginal Entry Program and the Aboriginal Leadership Opportunity Year, where the latter provides a year of education and leadership experience at the Royal Military College of Canada;
  • Implement the Civilian Indigenous Recruitment and Retention Strategy with the intent to strengthen DND’s reconciliation efforts and create a workplace culture and structure that embraces and values Indigenous Peoples' perspectives; continue to build relationships with the Indigenous student communities across Canada through the Student Ambassador program; host virtual Indigenous recruitment events; and support Indigenous employees through career development programs; and
  • Develop DND Careers to support agile and diverse recruitment to the Defence Team.

For more information on the Department of National Defence and the Canadian Armed Forces’ plans, priorities and planned results, see the “Core Responsibilities: planned results and resources, and key risks” section of this report.

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