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 future security environment presents a vast array of complex defence and security challenges that transcend national borders. In order to keep pace with our allies and ensure that North American Aerospace Defense Command (NORAD) commitments are met, as well as outpace our potential adversaries, it is imperative that the Canadian Armed Forces (CAF) prioritizes efforts to design our future force.

The Department of National Defence (DND) and the CAF supported the ongoing implementation of Strong, Secure, Engaged: Canada’s Defence Policy. This included traditional decision-making support to both the Deputy Minister and the Chief of the Defence Staff (CDS) through a progressive approach designed to build on capabilities from year to year. The intra-departmental alignment and validation continued to be carried out through different review processes such as those of the Defence Capability Board and the Independent Review Panel for Defence Acquisition. These reviews and other analysis efforts aim to verify and streamline the procurement process. These activities are informed through foresight analysis, the capability-based planning process, the published Force Capability Plan, and joint concept development.

The Defence Team through the Canadian Safety and Security Program worked with research and development partners, northern communities and department stakeholders to inform public safety and security decision-making using space-based technology. This included projects that use satellite data to improve monitoring of stable near shore ice necessary for travel in northern coastal communities, as well as coastal ecosystem erosion and marine pollution, and to analyze ice movement during the use of ice roads in order to support construction, operations, and maintenance of winter roads in the north. These projects provided actionable data to inform decisions on areas such as sustainable resource management, coastal environmental protection, and climate change adaptation strategies. The Department also participated in polar research activities with the objectives of understanding the Arctic environment and ensuring that platforms perform well and that our military personnel are well equipped in the Arctic climate

The Dark Vessel Detection project conducted research and development trials with the Forum Fisheries Agency and the Ecuadorian Navy in the Pacific Ocean having acquired unclassified, commercial radio frequency data from Hawk Eye 360 and Unseen Labs for analysis. The project is ongoing.

Exploratory initiatives for AI-enabled business analytics solutions employing industry-standard technologies for text analytics and natural language processing have been used to develop user-centred business products that aim to assist knowledge-gathering in the form of self-service applications (e.g., chatbots). Experimentation using cloud resources and cutting edge text analytics tools have been used alongside departmental consultations to ensure meaningful and reliable business solutions.

The Defence Team invested in the use of Artificial Intelligence (AI) to improve human machine interfaces and thereby enable CAF operators to make better decisions, and make them faster. “Better decisions” are enabled by using AI to recognize patterns of interest in data. These can be objects of interest in a video stream, highlighting, for example, a camouflaged vehicle. They can also be behaviour patterns of interest, such as a path left by a cyber-weapon as it infests a system or behavioural “patterns of life” which can be an indicator that something is about to change.

With AI-assisted pattern recognition, CAF operators have better situational awareness and can therefore make better tactical decisions.

Emerging work is associated with applying these same techniques to maintenance records, enabling preventative maintenance, before a component fails, thus leading to higher readiness at reduced costs.

In modernizing NORAD Command and Control (C2), DND/CAF continued to partner with United States organizations and defence labs in a Command and Control Pathfinder initiative that leverages AI and machine learning innovations in order to utilize all sources of data (air, land, maritime, space, and cyber) for improved situational awareness and superior operator decisions.

The Cyber Operator military occupation was established and successfully piloted for both the Regular and Reserve Forces. Specialized courses were developed to mature the trade and maintain its relevance in future operating environments. Additionally, in FY 2021-22, the Defence Team launched a study to assess the feasibility of a new Cyber Officer occupation. Determining the optimum human resources management of cyber leadership is an essential contributor to Future Force Design, due to the highly specialized technical requirements needed to lead the organization in future missions that depend on technology, data, and digitization. The Cyber Officer study is in year two of proceedings with completion anticipated for FY 2024-25.

In FY 2021-22, DND/CAF continued to leverage its human resources processes to provide a modern, flexible, and integrated cyber workforce throughout the Defence Team. In the past year, the CAF successfully employed cyber operators in ongoing expeditionary operations, and it is using that experience to incorporate improvements in processes and capabilities to reflect the growing demand in advanced specialty skillsets. The Defence Team also made specific positional investments in FY 2021-22 as part of the ongoing personnel strategy to address positional pressures in Offensive Cyber Operations and intelligence in support of cyber operations outlined in Strong, Secure, Engaged initiative 88. Taken together, the continued refinement and maturation of the cyber workforce in the aspects of attraction, recruitment, training, and career pathways will assure a pan-DND/CAF sustainable capability to meet the Strong, Secure, Engaged and continental defence requirements.

In order to maintain readiness and relevance, the RCAF continued to grow and develop capabilities. In FY 2021-22, the RCAF began to replace selected Search and Rescue (SAR) aircraft, specifically:

• A total of four aircraft have arrived in Canada as part of the Fixed-Wing Search and Rescue Aircraft Replacement project. The first one arrived in Canada in February 2020 and was subsequently converted into a maintenance trainer. The second one arrived in September 2020 and is considered the first of an eventual 16 CC-295 aircraft that will be assigned to search and rescue duties and is expected to be completed by the fall of 2022. In order to be declared operational, these aircraft will require comprehensive tests and trials before they go into service;
  • It has recently become apparent that initial operational capability of the CC-295 has been delayed to FY 2025-2026 due to issues associated with the development and design of the capability along with other factors such as project complexity and volume of work;
  • We recognize the critical importance of maintaining this vital capability, and the CAF are implementing an approach to maintain SAR coverage throughout the new timeline, using existing fleets until the new CC-295 capability is operationally ready; and
  • The delay is unfortunate, however, Canadians can rest assured that we are taking appropriate action to maintain this important capability, while at the same time taking the time necessary to procure the right aircraft for Canada – not only to deliver the required platforms and capacity to our CAF members, but also to ensure that those capabilities satisfy our operational requirements.

Gender-Based Analysis Plus (GBA Plus)

The department has continued to integrate GBA Plus in its future force design. The Chief of Force Development had ongoing consultations with the Directorate of Gender Equality and Intersectional Analysis to ensure that it conducted rigorous and formal GBA Plus in the implementation of multiple lines of effort, such as: Objective Force 2030, the Defence Team Establishment Plan, and the Force Mix and Structure Design, as well as in the development of decision-making products intended for senior leaders of DND/CAF.

Canadian Forces Intelligence Command (CFINTCOM) applied GBA Plus to Intelligence Requirements Management and Collection Management. Intelligence Requirements Management and Collection Management is an integrated single coordinated management process to coordinate and synchronize Defence intelligence activities in support of strategic and operational level requirements. GBA Plus direction was incorporated into the CFINTCOM Intelligence Requirements priority setting process (called the Defence Intelligence Enterprise Priority List), intended to direct intelligence collection and analytical production. In addition, CFINTCOM developed a draft GBA Plus Intelligence Tradecraft Tool, which will be refined moving forward. The intent of the tool is to provide guidance for intelligence analysts on how GBA Plus factors can be considered in their research and analysis to develop warning indicators, as well as enhance understanding of a region, a conflict or a security issue. The tool provides examples of GBA Plus related intelligence questions which could provide additional nuance in intelligence assessments, and better support policy and planning decisions.

The Innovation for Defence Excellence and Security Program (IDEaS Program) has launched two challenges which are relevant to GBA Plus goals related to Future Force Design:

• Reduce the potential mental health impacts related to Post-Traumatic Stress Disorder on CAF members; and  
• Assist in recruiting and retaining women in the CAF to contribute to meeting the goal of 25 percent representation of women by 2026.

IIn addition, GBA Plus is used, as a rated criterion in the evaluation process for all calls for proposals undertaken as part of the IDEaS program.

Project sponsors conducted a GBA Plus analysis for every major and minor capital project underway as part of their future force design activities.

More information on GBA Plus governance structures, human resources and key impacts can be found in the “GBA Plus Supplementary Information Table” in the Supplementary Information Tables section of this report.

United Nations 2030 Agenda for Sustainable Development and United Nations Sustainable Development Goals (SDGs)

As detailed in the Defence Energy and Environment Strategy (2020-2023) which outlines the department’s commitment to supporting the Government of Canada’s priorities under the Federal Sustainable Development Strategy, the Greening Government Strategy and the Pan-Canadian Framework on Clean Growth and Climate Change, the Defence Team advanced development of a sustainable aviation fuel strategy through the Royal Canadian Air Force (RCAF) Aviation Fuels Working Group in support of federal policy to achieve net-zero greenhouse gas emissions by 2050. This strategy is a comprehensive multi-step effort that will address all air fleets and institutional processes to support policy objectives.

The RCN continues to use energy and fuel usage evaluation data to monitor the impact of operations and equipment on energy efficiency, as well as to identify opportunities for energy optimization. The process of examining alternative energy options and their potential use for operations is ongoing. These actions will ensure that DND makes progress towards ensuring sustainable consumption and production patterns and takes action to combat climate change and its impacts.

Experimentation

The following are a few examples of how IDEaS has built DND/CAF capacity to do experimentation in a new and different way:

• In FY 2021-22 the Defence Team accepted proposals for the Green Heat: Low Carbon Energy Generation for Heating Existing Buildings Test Drive initiative and a contract was awarded to Black & McDonald. This project, with a complete cost of $7.5 million over three years will support the DND/CAF objective of greening their operations with the aim to make their buildings and facilities carbon-neutral by 2050;
• The IDEaS Test Drive presents innovators with the opportunity to acquire their science and technology solution for DND/CAF in order for the department to evaluate it in a real world and operational environment. This is considered experimentation as it fulfills the obligation under the IDEaS Program of allowing an innovator to propose an emerging science and technology solution, then work to develop it, demonstrate it and achieve a sale with the Government of Canada that not only lends credibility to its solution, but also gives it a chance at commercial success. Without the Test Drive, DND/CAF could not experiment with new science and technology solutions to see what works and what does not. It allows the department to learn and compare what it is doing now, versus what it could do better with clear results at the end. In FY 2021-22, progress made on the Competitive Projects Call for Proposals #1 included the following:
  • A Test Drive ($5.8 million) was awarded to Ecopia Tech Corp., focusing on the ability to detect, classify, and extract land features and objects within geospatial imagery with a high degree of accuracy at unprecedented scales; and
  • A second Test Drive proposal from Terra Sense Analytics Ltd., ($10.5 million) was provisionally accepted and is now entering the negotiations for a contract. This project will, in real time, provide rapid detection, identification, and tracking of objects, individuals, and events of interest. Moreover, this capability will support data fusion from multiple sensors.

Key Corporate Risk(s)

There are no key corporate risks associated with the Future Force Design core responsibility at this time.

Departmental Result 4.1 – Defence capabilities are designed to meet future threats

The Force Capability Plan publication originally scheduled for FY 2021-22 has been delayed to FY 2022-23, at which time a new concept driven, threat informed future force planning cycle is scheduled to begin. This delay is a result of the limited availability of personnel and resources as a result of the COVID-19 pandemic. The future force planning cycle will be informed by continued collaborative national and allied foresight analysis with our Five Eyes allies (Australia, Canada, New Zealand, the United Kingdom, and the United States), North Atlantic Treaty Organization (NATO) partners, NORAD and NATO capability development requirements, as well as other CAF concepts under development such as the Future Warfighting Concept and Pan-Domain Command and Control Concept.

Though not a signatory of the National Cyber Security Strategy, DND/CAF contributed indirectly to many of the goals of the strategy. In FY 2021-22, DND/CAF provided concrete input to the Public Safety Canada-led mid-term review of the strategy. DND/CAF helped identify emerging risks in the cyber security threat environment, as well as gaps and opportunities in the current strategy that required further Government of Canada investment and/or attention. As in previous years, DND/CAF actively participated as a member of numerous pan-Government of Canada cyber fora.

The department established the Cyber Security Training Forum as a Government of Canada-level cyber training event, partnering with the Canadian Centre for Communications Security and the Treasury Board of Canada Secretariat.

DND/CAF actively participated in the Canadian Telecommunications Cyber Protection group, led by Innovation Science and Economic Development, ensuring that large service providers actively help keep Canada secure and maintain capabilities.

DND/CAF continued to evolve a Cyber Mission Assurance Program with the goal of developing and implementing common cyber mission assurance processes. The program conducted cyber resilience activities on tactical platforms in an effort to build and enhance cyber-resilience in CAF capabilities. It also continued its efforts to move beyond focusing exclusively on technology. The broader focus derives from recognition that Defence Team culture, capabilities, processes, structures, and tactics, including people, play a significant role in addressing cyber mission assurance risk management and cyber-resilience across all domains.

The Cyber Mission Assurance Program led efforts to develop a Cyber Domain Awareness training package to enhance the cyber resiliency of DND/CAF members. It also continued to work with Government of Canada departments and agencies, regarding the defence and protection of the supply chain enabling the CAF's operational readiness. These efforts included regular participation with DND/CAF stakeholders, Public Safety’s Cyber Security Analysts Network, the Canadian Centre for Cyber Security's Industrial Control Systems Working Group, Transport Canada’s Vehicle Cybersecurity Conference, Public Safety’s Cyber Defence and Innovation Working Group, Natural Resources Canada's Energy Security Working Group, and the Royal Canadian Mounted Police.

Defence was a key stakeholder and championed IDEaS challenges during FY 2021-22 to further Defence cyber knowledge. Defence worked with industry to fill capability gaps by matching innovators with DND/CAF units, while supporting research and development. Defence also supported the Emerging Technologies Workshop 2021. The purpose of the workshop was to generate future IDEaS challenge proposals in topics such as Swarm computing, Quantum Key Distribution, and Human-Computer Interfaces.

In FY 2021-22, work on cyber-related projects continued with seven contracts (up to $1 million) awarded across the following challenges:

• Understanding Cyber Intent;
• Detecting and responding to hostile information activities;
• Staying Four Steps Ahead: Understanding and Predicting the Behaviour of Adversaries; and
• Remaining Vigilant: Identifying Cyber Dependencies, Vulnerabilities and Threats.

Results achieved

Departmental results	Performance indicators	Target	Date to achieve target	2019–20 Actual results	2020–21 Actual results	2021–22 Actual results
4.1 Defence capabilities are designed to meet future threats	Extent to which the Future Security Environment assessment remains valid	2 on a 3 point rating scaleFootnote 1	31 March 2022	2	2	2
	Degree to which future security assessments and capability deductions remain coherent with those of our allies and partners	2 on a 3 point rating scaleFootnote 2	31 March 2022	2	2	2
	Degree to which future capabilities required to ensure an operational advantage over defence and security threats have been accounted for in defence plans	2 on a 3 point rating scaleFootnote 3	31 March 2022	2	2	2

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

Departmental Result 4.2 – Defence and security challenges are addressed through innovative solutions

In FY 2021-22, IDEaS continued with its program of work under its various funding elements. The following calls were launched:

• Test Drives:
  • Green Heat: Low Carbon Energy Generation for Heating Existing Buildings, launched in July 2021.
• Competitive Projects:
  • Call for Proposals #5 with six challenges, launched in August 2021:
    • Erosion from Motion: Reducing wear and tear on rotary blades;
    • Less GHGs on the Seas: Practical solutions to measure and record energy consumption;
    • High Bandwidth, Low Profile: Next generation point-to-point communication solutions for the field;
    • Wireless Is Where It’s At: Secure and seamless wireless network onboard ships;
    • We Sea You: Digital tracking and accounting on navy vessels; and
    • Worth a Thousand Sources: A fused picture for continental surveillance.
• Innovation Networks:
  • Call for Proposals #3: Faster, Stronger, More Secure: Advancing 5G capabilities and concepts for defence and security, launched in November 2021.
• Sandbox:
  • Corrosion Detection in Ships: Re-launched in November 2021; and
  • Rise, Detect, Defeat: Countering Unmanned Aerial Systems 2.0, launched in January 2022.

The program supported important investments in the fight against COVID-19, by participating in a multi-departmental government response to the COVID-19 pandemic and awarding two contribution agreements to Diagnostic BioChem and Custom Biologics, totalling $2.34 million. In FY 2021-22, Diagnostic BioChem successfully completed the first Canada-made COVID-19 immunoassay testing kit. Meanwhile, Custom Biologics is actively working on developing and testing a point-of-care diagnostic test for COVID-19. IDEaS also launched four COVID-19 related challenges, which led to Competitive Projects signing 48 contribution agreements under Phase 1, valued at $9 million. At the end of FY 2021-22, of the 48 projects, 12 innovators were selected to receive additional funding under Phase 2, valued at $10.3 million.

• The IDEaS Program continued to work with Canadian innovators on the following challenges in support of alternative energy options:
  • A Cold Wind Blows: Seeking Smaller, Ruggedized Wind Turbines for the Arctic: Launched under the Competitive Projects element, this challenge seeks to address a DND need for ruggedized wind turbines for the Arctic, to reduce the reliance on diesel fuel-generated power. This challenge received a total of 24 proposals for which seven contracts of up to $200 000 each were awarded. Now that these seven contracts have completed, three of these projects were selected to receive up to $1 million each to continue their work;
  • Green Heat: Low Carbon Energy Generation for Heating Existing Buildings. The objective of this challenge is to acquire, install, and operate a large-scale low-carbon energy generation and storage system for heating an existing building. This will assess the effectiveness and costs of such a technology for the modernization of and greenhouse gas emissions reductions efforts for the entire DND infrastructure portfolio. In FY 2021-22, a contract was awarded to Black & McDonald in March 2022. This project, with a complete cost of $7.5 million over three years, aims to support the DND/CAF objective of greening their operations and provided the Government of Canada with support to carry out its mandate to make its buildings and facilities carbon-neutral by 2050; and  
  • Pop-up City Contest: Launched under the Contests element, this challenge aimed to develop solutions to integrate energy, water and waste management systems to support the CAF’s relocatable temporary camps which are deployed in national and international operations. In FY 2021-22, Round 3 winners were officially announced, with Terragon Environmental Technologies Inc., Innocorps Research Corporation, and SNC-Lavalin Integrated Utility Management System each receiving $1.5 million in prize money to build their prototypes.

The Canadian Special Operations Forces Command (CANSOFCOM) utilized a robust internal Innovation Science and Technology program with embedded expertise provided by Defence Research and Development Canada, to prioritize and deliver novel solutions to operational challenges. The Innovation Science and Technology program leveraged a broad innovation ecosystem, including private and government organizations, to identify longer-term emerging threats and collaboration opportunities in the domains of individual protection, night vision, advanced sensing, small arms, mobility, counter-Unmanned Aerial Systems, and Command, Control, Communications, Computers, Intelligence, Surveillance and Reconnaissance systems.

Results achieved

Departmental results	Performance indicators	Target	Date to achieve target	2019–20 Actual results	2020–21 Actual results	2021–22 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	At least 90%	31 March 2022	30%	46.09%	50.78%Footnote 1
	% 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	At least 20%	31 March 2022	5.5%	77.8%	78%

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

Budgetary financial resources (dollars)

The following table shows, for Future Force Design, budgetary spending for FY 2021–22, as well as actual spending for that year.

2021–22 Main Estimates	2021–22 Planned spending	2021–22 Total authorities available for use	2021–22 Actual spending (authorities used)	2021–22 Difference (actual spending minus planned spending)
768,019,319	768,019,319	820,519,503	749,733,042	(18,286,277)

Human resources (full-time equivalents)

The following table shows, in full‑time equivalents, the human resources the department needed to fulfill this core responsibility for FY 2021–22.

2021–22 Planned full-time equivalents	2021–22 Actual full-time equivalents	2021–22 Difference (actual full-time equivalents minus planned full-time equivalents)
2,086	1,983	(103)

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