Results at a glance

Results at a glance

In 2020-21, the Department of National Defence (DND) and the Canadian Armed Forces (CAF) carried out their mandate to achieve results related to six Core Responsibilities:

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

More information on the Core Responsibilities can be seen 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 department continues to implement Strong, Secure, Engaged: Canada’s Defence Policy^{Footnote 1} (SSE). The department has strengthened its internal management processes to support 111 initiatives outlined in SSE^{Footnote 2} In addition, business analytics tools were improved to enable better oversight and further support the implementation of the SSE initiatives. These initiatives support both the strategic and the day-to-day management of the defence program across DND and the CAF.

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), coalition 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 operations. Except where specifically noted, operations continued to be conducted despite COVID-19 challenges.

Anticipating emerging threats and challenges is fundamental to maintaining Canada’s security. Despite the challenges of the COVID-19 pandemic, the Defence Team continued to provide timely information and intelligence to decision-makers, assisting the Government of Canada in promptly identifying and understanding emerging trends and crisis, and supporting the decision-making process to address these security concerns.

Some key operations of FY 2020-21 included:

Strong at Home

• Operation VECTOR^{Footnote 3}: Supported Federal, Provincial, and Territorial governments with the distribution of COVID-19 vaccines. CAF also fulfilled several Requests for Assistance, deploying just under 400 CAF members, including a team seconded to support the Public Health Agency of Canada (PHAC) with ongoing planning and coordination for the transport, storage, and distribution of vaccines. In addition, CAF supported Global Affairs Canada in the distribution and administration of vaccines outside of Canada, utilizing existing deployed operations as vaccination hubs.
• Operation LASER^{Footnote 4}: In response to the COVID-19 pandemic, CAF supported several Requests for Assistance and provided support to northern, remote and isolated communities with Canadian Rangers, medical teams and general duty troops. Tasks included delivery of essentials, real-life support such as transportation and infrastructure, primary patient care, wellness checks as well as set-up of alternate isolation accommodations. Additionally, CAF provided real-life support at 16 Land Points of Entry in support of the PHAC.

• Operation LIMPID^{Footnote 5}: Conducted, with different partners, year-round surveillance and presence operations of Canada's territories and approaches in order to improve all domain situational awareness of the maritime, air, terrestrial, space and cyber domains.
• Operation NANOOK^{Footnote 6}: Conducted operational training activities that enhanced collaboration with other government departments, agencies and regional mission partners to increase interoperability, readiness and presence in the North.
• Search and Rescue^{Footnote 7}: Continued to provide aeronautical Search and Rescue, coordinated the aeronautical and maritime Search and Rescue system, and assisted with ground Search and Rescue efforts with the support of Canadian Rangers and Primary Reserve Force members.

Secure in North America

• Operation NOBLE EAGLE: Throughout FY 2020-21, North American Aerospace Defense Command (NORAD) supported Canadian and United States government departments, agencies, and partners to defend the air space of Canada and the United States from airborne threats. In collaboration with DND allies and civilian partners, including the Royal Canadian Mounted Police (RCMP) and Transport Canada, CAF remained prepared to respond to all forms of aerial threats to Canada and the United States.
• NORAD^{Footnote 8}: Executed aerospace and maritime warning and aerospace control activities to protect and respond against threats to Canada and the United States, through NORAD Agreement.

Engaged in the World

• Operation CARIBBE^{Footnote 9}: A CP-140 Aurora aircraft and four of Her Majesty’s Canadian Ships (HMCS) were deployed to participate in United States-led enhanced counter narcotics operations in the Caribbean and Central America. Deployed CAF assets intercepted a total of 4 165 kilograms of illicit drugs, valued at approximately $90.4M United States Dollars.
• Operation IMPACT^{Footnote 10}: Trained, advised and assisted Iraqi security forces to prevent the resurgence of Daesh and continued to progress the professionalization of Iraqi military institutions into sustainable and enduring defence institutions. In addition, contributed to a whole-of-government approach to security, stabilization, humanitarian and development assistance in response to the crises in Iraq and Syria and their impact on Jordan and Lebanon.
• Operation NEON^{Footnote 11}: Contributed to the multinational efforts to enforce United Nations Security Council Resolution (UNSCR) 2397 sanctions^{Footnote 12} against the Democratic People’s Republic of Korea. Evidence collected by CAF assets supported Global Affairs Canada-led diplomatic efforts to tackle UNSCR sanctions-evasion activity.
• Operation PRESENCE^{Footnote 13}: Flew 28 sorties into Entebbe, Uganda to assist with transporting troops, equipment and supplies to the United Nations Organization Stabilization Mission in the Democratic Republic of the Congo (MONUSCO) and the United Nations Mission in South Sudan (UNMISS). Due to COVID-19, the size and scope of the deployed force was limited. CAF also contributed a five-person Task Force to the United Nations Multidimensional Integrated Stabilization Mission in Mali (MINUSMA) Headquarters in Bamako and assigned two CAF personnel to support the United Kingdom Long Range Reconnaissance Group based in Gao, Democratic Republic of the Congo.
• Operation REASSURANCE^{Footnote 14}: Continued Canada’s contribution to NATO’s enhanced Forward Presence (eFP) Battle Group in Adazi, Latvia as the Framework Nation. In January 2021, CAF assumed command of the Standing NATO Maritime Group One along with the Flag Ship HMCS Halifax. The CAF conducted 291 CF 18 sorties as part of Canada’s contribution to NATO Air Policing: Air Task Force - Romania.

• Operation UNIFIER^{Footnote 15}: Provided training to 758 members of the National Guard of Ukraine and 5 681 members of the Armed Forces of Ukraine through 90 course serials. Since the start of the mission in September 2015, CAF has trained more than 24 535 Security Forces of Ukraine candidates via 510 course serials spanning all domains of activity.
• Operation PROJECTION^{Footnote 16}: Conducted Exercise KEEN SWORD with Japan and the United States. This biennial exercise included anti-submarine warfare serials, as well as an opportunity to train and improve interoperability with allied navies in the execution maritime operations.
• Operation GLOBE^{Footnote 17}: Repatriated 870 Canadians from Asia and six Canadians from the embassy staff in Ukraine at the outbreak of the COVID-19 pandemic; and, delivered over 82 500 kg of medical supplies to seven countries in Central America.

More information on current Operations can be found here: Current military operations^{Footnote 18}.

Well-supported, diverse, resilient people and families

While COVID-19 impacted many activities across the department, Gender-based analysis plus (GBA Plus) was key to the development of equitable business continuity and business resumption plans, and in the planning and execution of the CAF domestic operations in support of Canadians.

During FY 2020-21, the Defence Team:

• Continued to offer Integrated Conflict and Complaint Management services, providing a one-stop-shop to access timely information, support and guidance in navigating the sometimes complex conflict and complaint mechanisms. Through the use of an integrated database, this service enables trend analysis and strategic visibility on conflicts and complaints; information that directly supports the advancement of policies and processes. The Defence Team continues to review and assess the harassment complaint procedures to ensure that the department is aligned with the requirements of Bill C-65^{Footnote 19};
• Progressed work to revamp and rebrand the 2016 CAF Diversity Strategy as the CAF Inclusivity Framework;
• Created an Advisory Panel in December 2020 as part of its efforts to support Indigenous, Black and People of Colour along with the Lesbian, Gay, Bisexual, Transgender, Queer, Two-Spirit (LGBTQ2+) community and women at National Defence;
• Received input from multiple groups in the continued development of the evidence-based CAF Employment Equity Plan 2021-2026. It forms a commitment aimed at eliminating employment barriers for military members who are women, Indigenous Peoples, visible minorities, persons with disabilities, and those belonging to the LGBTQ2 Plus communities;
• COVID-19 led to the modernization of many recruiting processes, moving into the virtual domain. Face-to-face events such as the Royal Canadian Navy (RCN)’s Operation KAIROS PASSANT were not possible, but the Canadian Forces Recruiting Group hosted 281 virtual job fairs and information sessions on social media platforms; and
• The fourth iteration of the Seamless Canada meeting took place in December 2020. Provincial and Territorial partners discussed their support for enhanced family assistance related to health care, spousal employment, and education mobility for secondary students.

Sexual Misconduct Response Centre (SMRC)

The SMRC is a recognized centre of expertise that provides support services or facilitates with access to support services for CAF members who have experienced or been affected by sexual misconduct. The SMRC is a civilian entity that operates outside of the CAF Chain of Command.

SMRC counsellors provide 24/7 confidential, bilingual support and information on options available to callers. Upon request, they facilitate referrals to other CAF organizations or civilian services.

In FY 2020-21, the SMRC undertook the following key activities:

• Implementing two schedules of the Final Settlement Agreement of CAF-DND Sexual Misconduct Class Action Settlement^{Footnote 20} [PDF, 9.8MB]: Schedule “K” – Restorative Engagement and Schedule “N” – Survivor Support Consultations:
  • Schedule “K” - Restorative Engagement: Completed the initial framework. Virtual consultations with various stakeholders, including affected persons, defence representatives, Defence Advisory Groups and subject-matter experts began in October 2020 and will be ongoing throughout the various implementation phases; and
  • Schedule “N” - Survivor Support Consultations: A consultation group comprised of class members and Departmental representatives was struck, with the addition of external subject matter experts contracted in July 2020. Its mandate is to provide recommendations to enhance survivor support.
• Developed four initiatives for inclusion in the National Action Plan on Gender-Based Violence led by Women and Gender Equality Canada. These initiatives were subsequently included in Budget 2021. These consisted of:
  • Enhancing internal support services to victims, including access to free, independent legal advice;
  • Expanding an existing contribution program to support community-based sexual assault service providers outside major urban military centres;
  • Piloting online and in-person peer support groups for CAF members and veterans who experienced sexual misconduct during their service; and
  • Conducting research to inform targeted training and response frameworks, and engage external experts to support education and training to prevent sexual violence.
• Consulted with the Defence Team on the development of key policies such as The Path to Dignity and Respect: The CAF Sexual Misconduct Response Strategy^{Footnote 21} and DAOD 9005-1, Sexual Misconduct Response^{Footnote 22}. The SMRC provided stakeholder input to the Judge Advocate General team working on implementing regulations, processes, and communications related to Bill C-77;
• Provided a submission on aspects of the military justice system as part of the 3rd Independent Review Authority commissioned to review military justice;
• Continued reviewing and analyzing survivor strategies from other national and international jurisdictions to identify key elements, promising practices, and key research findings;
• Provided virtual Trauma-Informed Care training to other parts of DND and the CAF despite the COVID-19 pandemic. This included elements of the Canadian Forces Health Services and chaplains; and
• Led the initial phase of the development of an Immersive Learning Platform which continues to be developed. The Immersive Learning Platform will provide learners with an interactive experience to participate in conversations with a variety of individuals in different situations, prompting the learner to intervene in order to prevent sexual misconduct and support victims.

In FY 2020-21, the Defence Team undertook the following key activities in relation to sexual misconduct:

• Prepared for significant organizational changes intended to overcome internal barriers for effective sexual misconduct prevention and response. This work set the foundation for a new organization: Chief, Professional Conduct and Culture^{Footnote 23}. Its mandate will encompass activities across a broad range of misconduct including sexual misconduct, hateful conduct, harassment and discrimination; and
• Released The Path to Dignity and Respect: The CAF Sexual Misconduct Response Strategy^{Footnote 24} (referred to as The Path) in October 2020. The Path is a comprehensive culture change strategy informed by research and evidence, which has been reviewed both internally and externally, and that utilizes best practice culture change models adapted for the CAF. It includes a renewed focus on improving reporting processes, incident response and investigation. A formal review was initiated to seek feedback from stakeholders and subject matter experts. In November 2020, Defence Administrative Orders and Directive (DAOD) 9005-1 Sexual Misconduct^{Footnote 25} was released, establishing a unified policy towards sexual misconduct within the CAF.

Defence Procurement

The implementation of SSE continued to streamline defence procurement, thus improving timely acquisition of much needed military capabilities. This continued robust defence procurement will contribute to Canada’s plan for a strong economic recovery from the repercussions of the COVID 19 pandemic.

To mitigate risks imposed by the pandemic, the department leveraged the increase in Emergency Contracting Authority to $10M as granted by the President of the Treasury Board in April 2020. This allowed the department to move procurement more quickly and with fewer approval levels in order to support Operation LASER and Operation LENTUS.

In addition, investments by the department were leveraged to better enable remote work and to maintain strong communication with stakeholders in and outside of government, including industry, while preserving the health and safety of our workforce. One example is the adoption of encrypted signatures.

Meanwhile, the Materiel Group Transformation Campaign Plan improved delivery of the Materiel Program, invested in the Materiel Group Team through training and staffing, and strengthened stewardship of resources through a series of strategic initiatives.

Key major equipment projects, as outlined in SSE, for FY 2020 21 included:

• The Canadian Surface Combatant:^{Footnote 26} The remaining work to complete the Requirements Reconciliation of the Canadian Surface Combatant project continued with final administrative action under way to complete this work in FY 2021-22. A joint (DND/ Public Services Procurement Canada (PSPC)) corporate submission attained the necessary authorities to progress the design in support of the start of construction in FY 2023-24, to design and build a Land Based Test Facility, and to procure necessary Long Lead Items equipment in preparation for the start of construction. Throughout FY 2020-21, the project progressed the Preliminary Design phase with completion targeted for mid-2022;
• Arctic and Offshore Patrol Ships^{Footnote 27}: Construction continued on the second Arctic and Offshore Patrol Ship, the future HMCS Margaret Brooke, although progress was impacted by the implementation of necessary COVID-19 pandemic safety protocols. Based on the current schedule, the future HMCS Margaret Brooke will be delivered in July 2021. During FY 2020-21, work continued on the third Arctic and Offshore Patrol Ship, the future HMCS Max Bernays, and commenced on the fourth ship, the future HMCS William Hall;
• Fixed Wing Search and Rescue Aircraft Replacement Project^{Footnote 28}: Despite continuing challenges associated with international travel, the Fixed Wing Search and Rescue Aircraft Replacement Project accepted an additional four aircraft in Spain, bringing the total number of aircraft accepted by Canada to five. The first aircraft, originally accepted in December 2019, was delivered to Canada from Spain in September 2020. Six of the seven training devices were accepted, followed by the commencement of the aircrew and maintainer training within the newly constructed CC-295 Training Centre in Comox, British Columbia. Minor construction on the training centre continues with completion expected in fall 2021;
• Joint Support Ship:^{Footnote 29} The Joint Support Ship project received Implementation authorities in February 2020. Supporting contracts were amended to continue activities until the Build contract was awarded in June 2020. Shipyard activities were marginally impacted by COVID-19, with production continuing throughout the pandemic. By the end of FY 2020-21, 111 out of 123 blocks were under construction for the first Joint Support Ship, the future HMCS Protecteur;
• Future Fighter Capability Project^{Footnote 30}: In May 2020, the Future Fighter Capability Project sought the design and construction of a new fighter jet facility at 4 Wing Cold Lake, Alberta. This facility will host three fighter squadrons and include space for daily operations, maintenance, and training. In June 2020, Canada also sought the design and construction of a new fighter jet facility at 3 Wing Bagotville, Quebec. This facility will host two squadrons and will include space for daily operations, maintenance and training. In July 2020, Canada received bids from three suppliers that are currently eligible to participate in the future fighter competitive procurement process. Proposals are being rigorously assessed in terms of capability, cost, and economic benefits. The evaluation also includes an assessment of bidders’ impact on Canada’s economic interests. In August 2020, a $9.2M design contract for a Fighter Squadron Facility in Cold Lake, Alberta was awarded, and a similar $12.1M contract was awarded in September 2020, for a Fighter Squadron Facility in Bagotville, Quebec. These contracts made it possible to begin design and site preparation work for infrastructure that is not aircraft specific;
• Remotely Piloted Aircraft System^{Footnote 31}: Throughout FY 2020-21, the project team for the Remotely Piloted Aircraft System engaged the two Qualified Suppliers through the Review and Refine Requirements process in order to develop the draft Request for Proposal. The initial draft Request for Proposal was issued to Qualified Suppliers for review and comment in November 2020. Feedback received has been included in addition to other refinements in preparation for formal issuance of the Request for Proposal in FY 2021-22;
• Medium Support Vehicle Systems^{Footnote 32}: Deliveries of all equipment to units across Canada for the Medium Support Vehicle Systems project were completed. A five-year in-service support contract extension was awarded in July 2020. Fleet management responsibilities were transferred from the project to the support organization in summer 2020. Full Operational Capability was reached in February 2021;
• Logistics Vehicle Modernization^{Footnote 33}: The Logistics Vehicle Modernization project released a draft Request for Proposal in phases to six qualified suppliers. Engagements with Qualified Suppliers were held at each major release to solicit feedback. The project anticipates releasing the final Request for Proposal in FY 2021 22;
• Armoured Combat Support Vehicles^{Footnote 34}: In December 2020, the first Armoured Combat Support Vehicle, a Troop Cargo Vehicle variant, was produced and accepted. Qualification testing on the first variant commenced in early 2021. Design and production of the second and third variants, Ambulance and Command Post, significantly progressed in FY 2020-21;
• CP-140 Aurora Incremental Modernization Project^{Footnote 35}: The CP-140 Aurora Incremental Modernization Project Blocks I, II and III have been completed and have provided a modernized CP-140 Intelligence, Surveillance and Reconnaissance and Anti-Submarine Warfare capability to the CAF. Block IV has provided three modified aircraft (one of which has a fully capable Self Defence system), with three more aircraft currently undergoing modification; and
• CH-149 Cormorant Mid-Life Upgrade Project^{Footnote 36}: The CH-149 Cormorant Mid-Life Upgrade Project received a mid-May 2020 contractor proposal, which proved unaffordable. The project began investigating alternate solutions, delaying the target implementation date. The CH-149 fleet averaged 99.5 percent Search and Rescue availability at each base during FY 2020-21 and supported aircrew training.

For more information on key equipment projects, please visit the Department of National Defence and the Canadian Armed Forces’ Current Projects^{Footnote 37} webpage.

The Defence Supply Chain

The Defence Supply Chain had notable successes in FY 2020-21. With the goal of streamlining inventory management, four of the six objectives in the 2016 Inventory Management Action Plan were met with the remaining two nearing completion. The Distribution and Materiel Inventory Network Optimization project, working to optimize the CAF’s domestic ground distribution network, completed phases 1 and 2. The approved National Disposal Initiative also continued its focused disposal efforts, which will contribute to the reduction of approximately 30 000 NATO Stock Numbers with a potential value of up to $230M, resulting in more than 14 000 m³ of additional space. Furthermore, a Defence Supply Chain Integrated Business Requirements Plan was developed which, for the first time, presented a vision for business-led systems transformation pan-DND and throughout the CAF Defence Supply Chain.

The CAF’s activities in support of Operation LASER and Operation LENTUS provided an opportunity to develop data reports to meet critical information requirements related to materiel - specifically to determine how long current inventory holdings could support normal usage, and what the impact would be if usage was increased. These reports provided key information to make tactical and operational level evidenced-based decision-making possible. DND also used the Defence Supply Chain governance to communicate and oversee the use of the regular authorities and special Emergency Contracting Authorities in response to the COVID-19 pandemic.

The Defence Team assisted the Federal Government, specifically the PHAC, in providing logistics planning and execution under Operation VECTOR. DND also supported the PHAC with warehousing and distribution of vaccines as well as purchasing and warehousing of personal protective equipment. The department provided support to procure specialized freezers for distribution across the various CAF clinics and hospitals that will be involved in administering COVID-19 vaccines to CAF members.

National Defence continued to work with Innovation, Science and Economic Development and PSPC to provide economic benefits for Canada and Canadians. In addition, the department awarded in excess of 500 contracts, valued at over $20M, to Indigenous businesses in FY 2020-21.

Defence Infrastructure and Environment

DND and the CAF require modern, functional, and sustainable infrastructure in which to work and train. As DND and the CAF have the largest infrastructure portfolio in the federal government, greener, more sustainable infrastructure is key to achieving our climate goals. We are modernizing our defence infrastructure to improve efficiency, reduce greenhouse gas emissions, and support our personnel. In FY 2020-21, DND and the CAF:

• Invested $338M in the design and construction of new infrastructure facilities across the CAF including construction of a new B Jetty in Esquimalt, British Columbia, a new headquarters for the Royal Canadian Dragoons Armoured Regiment in Petawawa, Ontario and a new Canadian Forces Health Services Centre in Gagetown, New Brunswick;
• Invested approximately $46M in 241 active projects to improve Primary Reserve Force infrastructure and accommodate future growth in the Reserve Force, as well as new capabilities and equipment to support the evolving needs of a modern Reserve Force. Projects included upgrading ranges and boathouses, Tactical Armoured Patrol Vehicle (TAPV) shelters and garage extensions, and more;
• Advanced 20 of 41 divestment projects and demolished over 70 obsolete buildings that were no longer required to support military operations. The resources used to maintain these properties will be reinvested in modernizing our portfolio and building new facilities to support personnel and their work;
• Continued to improve our infrastructure portfolio management with investment oversight and life-cycle costing via the adoption of an Investment Management Board to ensure that funding effectively supports DND’s mandate and our personnel well into the future; and

• Refreshed the Defence Energy and Environment Strategy (2020-2023)^{Footnote 38} which provides the department with renewed direction to evolve as an environmentally sustainable organization, better manage our energy use and minimize our environmental footprint across a broad spectrum of activities. The strategy includes 16 measurable targets focusing on energy efficiency, climate change adaptation, sustainable real property and green procurement.

Defence Innovation and Business Transformation

In FY 2020-21, DND and the CAF upgraded capabilities and structure to better drive evidence-based decision-making. The department established a Data Governance Working Group. Data Stewards will represent their respective lines of business, and testing of the Data Governance Framework has begun. The Data Quality Framework is in the final stages of development.

The recently established Defence Resource Business Modernization program currently oversees one major capital project and five enterprise modernization initiatives. It is also developing an input process for future initiatives. The flagship project, Defence Resource Management Information System (DRMIS) modernization, has progressed through significant phases of project development.

Science, Technology and Innovation play a vital role in Canada’s defence and security by ensuring that members of the CAF are equipped with leading-edge capabilities to address defence and security challenges, both at home and abroad. In FY 2020-21, the Defence Team:

• Provided expertise and science and technology advice on surveillance, intelligence, cyber tools for defence, space-related capabilities and threats, energy alternatives, remotely piloted systems, data analytics and counter-improvised explosive device solutions;
• Advanced the government’s Beyond2020^{Footnote 39} initiative, supporting a workforce that is agile, equipped and inclusive while fostering business innovation through its Defence Innovation Exchange;
• Engaged in the newly created Five Eyes Research and Development Council, which serves to integrate science and research in order to address security challenges shared between the five countries of the Five Eyes alliance, which includes Canada, the United States, Australia, New Zealand and the United Kingdom. The forum provided guidance in areas such as Counter Violent Extremism and the fight against COVID-19;
• Concluded a project with the Government Operations Centre focused on an examination of incident command structures in Emergency Operations Centres across the country. DND and key departments are in the planning stages to establish how Defence Research and Development Canada could contribute to a National Priority Exercise called Coastal Response around a major earthquake scenario;
• Concluded a project with the Government Operations Centre focused on an examination of incident command structures in Emergency Operations Centres across the country. DND and the Government of Canada are in the planning stages to establish how Defence Research and Development Canada could contribute to a National Priority Exercise called Coastal Response around a major earthquake scenario;
• Strengthened the PEGASUS program with the alignment of Canadian Information Management/Information Technology plans, projects and priorities. This program delivers upgraded Computer Information System interoperability between Five Eyes national secret networks. In FY 2020-21, a preliminary capability for web browsing, combined with a global proficiency testing environment and the delivery of a reliable and robust network solution between DND and United States Department of Defense, was initiated;
• Supported the successful rollout of Defence 365, the DND version of Microsoft Office 365, to enable all personnel to work virtually and connect with their teams over the Internet. Additionally a number of program elements have been put in place in combination with cloud subscriptions which have been configured with a security foundation;
• Launched all of the Innovation for Defence Excellence and Security^{Footnote 40} (IDEaS) program tools. These are now delivering capabilities to DND and the CAF, including the first test drive occurring for a solution developed under the Competitive Projects element of IDEaS. The contract was signed in 2020, and following training will see the testing conducted in FY 2021-22. Since 2018, IDEaS has issued 58 challenges and funded more than 440 projects, committing and spending over $161.2M. IDEaS Call for Proposal 4 closed in December 2020 with a total of 280 applications for seven challenges. Evaluations are currently under way with awards anticipated in FY 2021-22;
• Awarded three contracts under Call for Proposal 3 in February 2021 bringing the total number of contracts awarded to 89, valued at $19.7M. Call for Proposal 2 has awarded 16 contracts, valued at $17.9M. The IDEaS program has reached out to more than 5 000 innovators;
• Worked with Health Canada, the PHAC and the National Research Council to identify and directly fund research projects to improve COVID-19 testing methods, with a total value of $2.34M, as part of the Government of Canada’s larger Pandemic Response Challenge. These contribution agreements resulted in the development of the first Canadian-made testing kit to detect the presence of COVID-19 antibodies and a point-of-care diagnostic test for the virus that causes COVID-19;
• Defended embedded vehicle systems from cyber-attack and support material assurance. Defence completed a multi-year effort to demonstrate automated defence of DND networks and tools to defend and increase information assurance with networked devices at tactical edge; and
• Introduced a new line of effort aimed at developing/demonstrating capability to detect and attribute external disinformation campaigns and assess the veracity of open source information primarily distributed through social media.

Defence Relationship with Indigenous Peoples

The Defence Team continues to renew and strengthen our relationships with Indigenous Peoples across Canada. As part of the Government of Canada's commitment to truth and reconciliation, DND and the CAF continue to uphold our obligations (e.g. Aboriginal and treaty rights, legal duty to consult, contracting, etc.) reflected in statutes, negotiated agreements and treaties, and court decisions. In addition, we continue to review our policies and operations to align with the objectives of Indigenous reconciliation. Highlights of the activities undertaken during FY 2020-21 include:

• Leveraged the cultural understanding, perspectives and experiences of our Defence Aboriginal Advisory Group members, drawing on their relationships and links with local communities across the country;
• Engaged with local and regional Indigenous groups in northern Canada to implement the Safety, Security and Defence Chapter of the Arctic and Northern Policy Framework. Collaboration and engagement on proposed northern development projects ensures that treaty rights and interests of Indigenous groups are respected while facilitating DND and CAF initiatives such as NORAD modernization and continental defence;
• Maintained several CAF entry programs, developed through a special relationship with Indigenous leaders and communities, in order to provide a blend of military and cultural education;
• Co-developed a civilian Indigenous recruitment strategy in cooperation with members of Indigenous communities;
• Provided economic opportunities for Indigenous groups in northern Canada by increasing federal procurement opportunities through the Procurement Strategy for Aboriginal Businesses and Indigenous Benefits Plans;
• Expanded and deepened existing relationships with Indigenous groups through the work of the Canadian Rangers, Junior Canadian Rangers, Operation NANOOK, Real Property Operations North, and Joint Task Force North;
• Consulted and engaged with local and regional Indigenous groups and treaty members to advance initiatives of interest to all parties. This included consideration of the environmental impacts of DND and CAF operations, potential adverse impacts to sensitive ecosystems upon which Indigenous Peoples and other Northerners rely, supporting the exercise of Indigenous traditional practices through the use of access agreements, and generating socio-economic and employment opportunities for Indigenous Peoples; and
• Maintained ongoing dialogue with Indigenous groups on areas of shared interest and projects that benefit Indigenous communities, DND and the CAF, and Canada at large. For example, the Canadian Rangers and the Junior Canadian Rangers programs incorporate the traditional knowledge and culture of their communities, including skills related to hunting, local languages and spiritual ceremonies. These programs contribute to the success of the North Warning System renewal and other related defence infrastructure projects.

DND and the CAF also addressed litigation and other issues in the spirit of reconciliation by working on agreements and claims resolution with numerous Indigenous groups. Specific activities undertaken in FY 2020-21 included the following:

• Worked with Crown-Indigenous Relations and Northern Affairs Canada (CIRNAC) on agreements and claims resolution with Indigenous groups with interests related to the Cold Lake Air Weapons Range;
• Worked closely with the Chippewas of Kettle and Stony Point First Nation and Indigenous Services Canada at the former camp Ipperwash to support a temporary housing solution for residents living in the former barracks. This ongoing, collaborative work was led by the Chippewas of Kettle and Stony Point First Nation;
• Built capacity and raised awareness within the Defence Team on the importance of meaningful engagement with Indigenous Peoples and learning opportunities about Indigenous cultures, history, diversity, and traditions;
• Conducted unexploded explosive ordnance clearance on Indigenous lands under the unexploded explosive ordnance Legacy Sites Program. This includes providing related training support to some Indigenous communities to allow for employment and economic development opportunities; and
• Completed the Y-Jetty and Lang Cove Remediation Project^{Footnote 41}, part of DND’s Esquimalt Harbour Remediation Project, which included an Indigenous Benefits Plan for the Songhees and Esquimalt First Nations. The project resulted in over 16 000 hours of direct employment for the First Nations, roughly 2 500 hours of training, and over $1.4M of goods and services procured from the First Nations.

For more information on the Department of National Defence and the Canadian Armed Forces’ plans, priorities and results achieved, see the “Results: what we achieved” section of this report.