Future Force Design

Description

Develop and design the future force through a deep understanding of the future operating environment and security risks to Canada and Canadian interests. Enhance Defence’s ability to identify, prevent, adapt and respond to a wide range of contingencies through collaborative innovation networks and advanced research.  

Results

The department led the effort to develop a comprehensive Future Operating Environment document for the “Five Eyes” defence community composed of Australia, Canada, New Zealand, the United Kingdom, and the United States. This classified document was endorsed by all five nations and describes the potential capabilities and threats that will be present in the coming two decades. The document provides one of the foundations for future force development by providing an authoritative and defensible long-term assessment of the characteristics of future warfare.

Future force planning is a long-term and continuous activity that seeks to address future threats and defence and security challenges with innovative solutions to defence capability requirements. During FY 2018-19, the Capability Based Planning Process began its latest iteration, leveraging the latest developments related to the Five Eyes Future Operating Environment as well as the latest Force Development Scenario Set. Tools and methods were delivered for a revised Capability Based Planning Process that will continue to inform force development over the next 20 years. In addition, elements of the NATO planning process specific to the Canadian Armed Forces (CAF) were included for analysis through the Capability Based Planning Process.

Effective Innovation is critical for modern armed forces operating in a highly complex, increasingly contested global security environment. To be successful, the Department of National Defence (DND) must exploit every type of advantage. Highlights from FY 2018-19 include:

  • Close to $30 million in contracts were awarded to Canadian industry as part of the All Domain Situational Awareness Science and Technology Program to deliver innovation addressing surveillance challenges in the North;
  • Development began for a new advanced analytics capability (by embedding defence scientists in the department’s Data, Innovation and Analytics group, making state-of-the-art data science tools and software available enterprise-wide, and developing new collaboration vehicles with National Research Council and NATO);
  • Predictive models for improving defence enterprise resource management (i.e., forecasting models related to personnel, supplies, and financial resources) were developed and documented;
  • A method for prioritizing analytics cases based on feasibility and impact was also developed for the department’s Data, Innovation and Analytics group and documented in a scientific letter and interactive visualization; and
  • The first version of a Real Property Retention Potential (RP2) Assessment Tool was developed to support right-sizing decisions in defence infrastructure.

To ensure Innovation for Defence Excellence and Security (IDEaS) complements our existing research programs, and avoids duplication in the type of projects/technologies already being supported by Defence Research and Development Canada (DRDC), IDEaS leads all external access to innovator programs in the department and ensures those investments are coherent with extant DRDC efforts in addressing the science and technology priorities of the Department.

Departmental Result 4.1 – Defence capabilities are designed to meet future threats
  • Force Mix Structure and Design (FMSD) work helps to ensure that DND/CAF output is maximized and its structure is sufficiently robust to deliver mission concurrency as required by Strong, Secure, Engaged: Canada’s Defence Policy. Between July 2018 and 31 March 2019, the greater FMSD team undertook a large-scale and collaborative data collection effort in order to build a substantial and statistically meaningful data foundation. This data facilitated probabilistic concurrency modelling which will in turn provide valuable insight in regards to the CAF Force Employment structure. To that end, with input from the major DND/CAF organization, the FMSD team expanded upon Force Posture and Readiness work to develop a broad range of realistic and representative operational scenarios and associated joint force packages. These scenarios were used, and will continue to be used, to better articulate Force employment demands and key pressures. The results will be analyzed through an iterative force structure modelling undertaking, allowing for recommendations on possible structural adjustment.
  • Advances in the procurement of remotely piloted systems, including those that support the tactical operations of the Royal Canadian Navy (RCN), Canadian Army (CA) and Special Operations Forces (SOF), were made in FY 2018-19. The Royal Canadian Air Force (RCAF) also made progress toward the acquisition of a precision strike capable Medium Altitude Long Endurance remotely piloted aerospace system capability. In conjunction with other government departments, DND/CAF continues to work on the necessary policy and doctrine to correctly implement these aircraft systems into operations.
  • We continued to invest, under the Canadian Safety and Security Program, in the areas of:
    • Cyber defence and critical infrastructure protection;
    • Cyber surveillance and exploitation;
    • Collaboration with the Canadian Centre for Cyber Security and the National Cybercrime Coordination Unit on the development of the initial operational capability; and
    • Coordination with other government departments and agencies.
  • This included working with our allies to strengthen our approach to collective cyber defence and the application of cyber capabilities.
  • Towards these results, multiple levels of the department’s Information Management (IM) group worked diligently with our Allies to advance initiatives and understanding in accordance with the NATO Cyber Defence Pledge. We have stood-up an internal Cyber Mission Assurance Program to address Information Technology, Operational Technology, and Platform Technology shortfalls in information sharing, governance, and technical advice and have led activities with our allies. We have worked in concert with Public Safety Canada through various whole-of-government cyber committees to maintain situational awareness and information sharing.
  • During FY 2018-19, we funded 12 initiatives and projects through our science and technology organization including start-up for three initiatives, continuation for three initiatives, and the close-out/completion of five initiatives, all under the Canadian Safety and Security Program with other government department and agency leads.
  • We continued our efforts to advance research in the future of cyber warfare to improve and strengthen both defensive and offensive capabilities through three multi-year Science and Technology projects focused on cyber decision making and response, secure platforms, and tactical network operations, with a FY investment of $3.6 million, supported by staff from four Defence Research and Development Canada research centres. Two Innovation for Defence Excellence and Security (IDEaS) Competitive Projects Call for Proposals, including three challenges for building cyber capability, were launched.
  • DND’s Information Management (IM) group engaged with the Science and Technology group through IDEaS with submissions of acceptable challenges to industry, which are moving forward with funding for two investigation challenges and one experimentation challenge. All three challenges will help detect, prevent and mitigate cyber vulnerabilities.
  • Force Mix Structure and Design work was undertaken by various organizations within the department to provide information and the understanding of the Cyber-related force elements. We have also worked in conjunction with the Communications Security Establishment, embarking on joint efforts to progress Active Cyber Operations capabilities under SSE Initiative 88. More details on SSE Initiative 88 can be found on page 73 of the Strong, Secure, Engaged: Canada’s Defence PolicyFootnote lxxvii .
  • Assisted cyber operator decision making in response to a detected attack, enabling the CAF to continue operations while defending critical network assets. 
  • Explored options to manage wireless tactical operations, ensuring critical communications got through while addressing the specific risks associated with lightweight network nodes carried by dismounted soldiers. 
  • During FY 2018-19, DND/CAF improved the alignment of Canadian efforts between our Capability Based Planning Process and the NATO Defence Planning Process. Highlights include:
    • Provided support in fulfilling CAF inputs to the NATO Defence Planning Process. In addition, the department engaged with NATO in concept development activities meant to inform and shape long-term improvements in the NATO Defence Planning Process; and
    • Continued participation in the Five Eyes: Quinquepartite Combined Joint Warfare Conference activities resulted in the publication of the first ever Five Eyes Future Operating Environment in October 2018.
  • Complementary to the work conducted within the department’s All Domain Situational Awareness (ADSA) Science and Technology Program, DND partnered with the United States Department of Defense (DoD) to investigate and analyze the options required to renew the North Warning System in order to safeguard NORAD’s ability to deter, detect, track, and enable defeat of emerging threats.
  • Faced with new military technologies and threats, the department continued to review its requirements, capabilities, and processes to ensure they were relevant and effective against current and emerging threats. To address validated capability gaps, NORAD worked within the DoD and DND acquisition processes to advocate and inform the development of requisite capabilities to close and minimize the impact of these gaps. Together with the United States, the department continued to develop a broader set of military capabilities, to be used in combination with other instruments of national power, to provide a comprehensive approach to the collective defence of North America.
  • The department made significant progress in its efforts to enhance intelligence collection, analysis, and fusion capabilities to provide the analytical basis and knowledge to anticipate foreseeable changes in the threat and security environment and to determine the associated demand for capabilities across near- and long-term time horizons, through the following:
    • Strategic Analysis support was focussed on mid- and long-term future warfare and capability requirements. This analysis has led production remits to other activities meant to inform mid- and long-term force development activities in addition to supporting the department in the strategic planning initiatives. Efforts contributed to NATO and other international forum activities in researching various aspects of future warfare. Enhanced intelligence collection feeds CAF Joint-level force development and design activities, including policy development inputs; and
    • Experimentation was conducted with RCAF and United States Air Force crews to investigate Processing, Exploitation and Dissemination concepts for use by the future Remotely Piloted Aircraft System capability that the CAF is acquiring.
  • The department made strides towards Conceive and Design joint communications and information systems during FY 2018-19, specifically for integrated information and telecommunications.  Highlights include:
    • Three of four major projects valued at $613 million advanced through the Conceive and Design stages achieving 12 of 15 planned milestones or key deliverables. Eight minor projects valued at $20M were initiated, completed the Conceive and Design stages, and were approved for funding. A Cyber and Joint Communications and Information Systems Roadmap was drafted, enabling additional Cyber and Joint Communications and Information Systems capabilities to be conceived for delivery in Horizon 2 and 3 (2024 – 2039); and
    • The department reconciled activities through: command, control, communications, computers, intelligence, surveillance, and reconnaissance (C4ISR). Research continued throughout the year in support of intelligence production. The department stood up a new activity Multi-Intelligence Data Science Ecosystem for Transition (MINDSET) aimed at improving the transition of results from Science and Technology program to operational networks. Advice was shared internally in support of satellite communications capital projects.

Results achieved

Departmental Results Performance indicators Target Date to achieve target 2018-19 Actual results 2017-18
Actual results
2016-17
Actual results
4.1 Defence capabilities are designed to meet future threats Extent to which the Future Security Environment assessment remains valid 2/3 on a 3 point rating 31 March 2019 2 Results Not Available
New indicator as of 2018-19
Results Not Available
New indicator as of 2018-19
Degree to which future security assessments and capability deductions remain coherent with those of our allies and partners 2/3 on a 3 point rating 31 March 2019 2 Results Not Available
New indicator as of 2018-19
Results Not Available
New indicator as of 2018-19
Degree to which future capabilities required to ensure an operational advantage over defence and security threats have been accounted for in defence plans 2/3 on a 3 point rating 31 March 2019 2 Results Not Available
New indicator as of 2018-19
Results Not Available
New indicator as of 2018-19
For more information about the Department of National Defence and the Canadian Armed Forces performance indicators, please visit GC InfoBaseFootnote lxxviii.
Departmental Result 4.2 – Defence and security challenges are addressed through innovative solutions
  • The Innovation for Defence Excellence and Security Program has introduced multiple new elements, creating new opportunities to recruit innovators (e.g. Competitive Projects, Contests, Sandboxes, Innovation Networks, Test Drive), and has conducted extensive outreach and engagements through presentations to small and medium enterprises, industry, not-for-profits, academia, and other levels of government with a goal to attract non-traditional players in addition to those known to the department.
  • The department prioritized Arctic Joint Intelligence, Surveillance and Reconnaissance for defence research and development and invested $133 million over five years until 2020 for a Science and Technology program to inform decisions on surveillance capabilities. The All Domain Situational Awareness Science and Technology Program progressed well in FY 2018-19 and has started its execution stage. All major contracts were in place by the end of 2018-19, and Canadian industry and academia started to deliver innovation addressing surveillance challenges in the North. Preliminary results have been received and comprehensive advice has started to be formulated. These Science and Technology contributions will inform dialogue in DND and the Government on future acquisition projects for broader North American Defence capabilities including, but not limited to, the renewal of the North Warning System capability. Additionally, collaborative work with the United States All Domain Situational Awareness Science and Technology Program also contributed to the first-ever bi-national Northern Approaches Surveillance Analysis of Alternatives, studying innovative technological solutions to airspace surveillance.
  • The department provided full-time strategic security/safety planners and exercise developers responsible for designing, developing, and conducting a series of inter-governmental exercises as well as contributing to an after-action review framework for the 2018 G7 Summit. We supplied K-9 training, a mobile chemical laboratory, and subject matter expertise to deal with chemical threats that may arise during the Summit.
  • The department examined alternative energy options and developed a program supporting power and energy options for aircrew survival in Arctic conditions, in conjunction with Joint Arctic Experiment and International Collaborative Environment Program for Polar Research. A project for Electric aircraft in conjunction with National Research Council was launched, with a test bed for electric aircraft power plants, fuel (energy), and propulsion systems. Additionally, collaboration with other governmental organizations, National Research Council and National Resources Canada, as well as with Industry and Academia, have been established to identify potential use of alternative energy options.

Operation CADENCE – CAF support to the G7 Summit

An aerial view of the camp erected by the Air Task Force to host the troops on Operation CADENCE supporting the G7 Summit security measures, in Saint-Irénée, on 31 May 2018. It shows rows and rows of green tents on a green field

An aerial view of the camp erected by the Air Task Force to host the troops on Operation CADENCE supporting the G7 Summit security measures, in Saint-Irénée, on 31 May 2018.


Photo : Aviator Melissa Gloude, Imagery Section Bagotville

Results achieved

Departmental Results Performance indicators Target Date to achieve target 2018-19 Actual results 2017-18
Actual results
2016-17
Actual results
4.2 Defence and security challenges are addressed through innovative solutions % of initiatives and projects that are supported by Defence Science and Technology To be determined
by 31 March 2019
31 March 2019 30% Results Not Available
New indicator as of 2018-19
Results Not Available
New indicator as of 2018-19
% of Innovation for Defence Excellence and Security (IDEaS) projects that resulted in useful advice, adoption, integration or eventual procurement of a new defence and security capability 20% or greater 31 March 2022 Results Not Available
New indicator as of 2018-19*
Results Not Available
New indicator as of 2018-19*
Results Not Available
New indicator as of 2018-19*
Notes:
 
* Results not available. Date to achieve program target is March 2022. Program has developed and will implement a data strategy to monitor progress. Results on this indicator will increase toward the target within the next few years as results are achieved with program growth maturity toward its full operating condition. Early indicators are very positive.
 
For more information about the Department of National Defence and the Canadian Armed Forces performance indicators, please visit GC InfoBaseFootnote lxxix.

Budgetary financial resources (dollars)

2018–19
Main Estimates

2018–19
Planned spending

2018-19
Total authorities
available for use
2018-19
Actual Spending
(authorities used)
2018-19
Difference
(Actual spending minus
Planned spending)
788,242,040 788,242,040 819,936,267 845,573,026 57,330,986

Human resources (full-time equivalents) 

2018–19
Planned full-time equivalents
2018–19
Actual full-time equivalents

2018–19
Difference
(Actual full-time equivalents minus Planned
full-time equivalents)
3,268 2,421
(847)

Financial, human resources, and performance information for the Department of National Defence and the Canadian Armed Forces Program Inventory is available in the GC InfoBaseFootnote lxxx.

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