Internal Services

Description

Internal Services are those groups of related activities and resources that the federal government considers to be services in support of Programs and/or required to meet corporate obligations of an organization. Internal Services refers to the activities and resources of the 10 distinct service categories that support Program delivery in the organization, regardless of the Internal Services delivery model in a department. The 10 service categories are:

• Acquisition management services;
• Communication services;
• Financial management services;
• Human resources management services;
• Information management services;
• Information technology services;
• Legal services;
• Material management services;
• Management and oversight services; and
• Real property management services.

Results

A number of efforts and key deliverables were the focus for FY 2022-23 across Internal Services programming. These included the following items:

Defence Relationships with Indigenous Peoples

The United Nations Declaration on the Rights of Indigenous Peoples (UNDRIP) [PDF, 150K] 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, which received Royal Assent in June 2021, establishes 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, prepare annual reports on progress to be tabled in Parliament, and take all measures necessary to ensure consistency of federal laws with the Declaration. In FY 2022-23, DND/CAF:

• Analyzed over 300 proposed Action Plan measures for connections with departmental activities. Strategic engagement took place and enabled the co-development of final Action Plan items for inclusion in the United Nation Declaration Act Action Plan;
• Led engagement with Innuit Tapiriit Kanatami and Inuit Treaty Organizations for the co-development of the United Nation Declaration Action Plan measures applicable to DND/CAF;
• Ensured that strategic advice and policy guidance were provided to the Defence team for the implementation of the Declaration [PDF, 150K];
• Made meaningful efforts to identify opportunities to advance reconciliation through the planning and divestment of DND and CAF’s real property within the context of modern treaty negotiations with First Nation partners. The department made meaningful efforts by consulting with Indigenous groups when deemed a legal obligation, enabling the Indigenous groups to express interest on any of the DND surplus properties. DND consistently followed Treasury Board (TB) directive by informing Federal and Provincial Governments of surplus properties, and when no interest was put forward, DND proceeded to inform Municipal and Indigenous groups; and
• Socialized UNDRIP and United Nations Declaration Act (UNDA) via presentations at several internal forums and for decision making audiences. These included the Indigenous Reconciliation Working Group, Defence Team Indigenous Affairs Committee, Defence Deputy Minister, and the Parliamentary Secretary. DND raised awareness of the UNDA legal obligations and policy commitments related to DND and CAF’s line of work, in view of factoring in United Nations Declaration objectives in decision making processes.

The department continues to place a high priority on advancing Indigenous reconciliation and rebuilding relationships with First Nations, Inuit, and Métis peoples. Highlights of the activities undertaken during FY 2022-23 include the following:

• Developed the mandate as well as terms and conditions of the new Indigenous Reconciliation Program, enabling greater Indigenous participation in the Defence Team’s programs and activities, through grants and contributions, as announced in Budget 2022;
• Developed terms of reference for a new Community of Practice on Indigenous Engagement to support DND/CAF consultation and engagement practitioners in their efforts to uphold the honour of the Crown and to foster collaboration and partnerships with Indigenous peoples;
• Engaged with First Nations, Inuit, and Métis governing bodies and organizations to determine their priorities in support of site development plans at the Forward Operating Locations in Inuvik, Yellowknife, and Iqaluit;
• Engaged with local Indigenous communities on bases and wings in support of different local projects (e.g., Gagetown) and built relationships in the respective regions; and
• Reached out to Other Government Departments to track and better coordinate engagements with Indigenous peoples by exploring Information Technology (IT) solutions and best practices for their potential application across DND/CAF.

DND/CAF have 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. In FY 2022-23, the department completed the following activities:

• Addressed 91 requests for Information concerning duty to consult and engagement advice for planned projects and activities in and around bases and wings, all while ensuring Indigenous right holders' considerations and opportunities (relating to real property transactions and other activities);
• Provided guidance, resources, and information on existing consultation protocols to project leaders, while consulting with Other Government Departments;
• Provided project leads with guidance on the legal duty to consult, and to consider more recent Whole-of-Government policy and legislative developments and goals, including considering and implementing the United Nations Declaration in Defence activities;
• Developed several tools, such as base summaries as well as consultation and notification letters allowing for updated list of repositories and links from Other Government Departments to assist in identifying Indigenous rights holders in proximity to projects and activities; 
• Developed plans for the Northern Basing Initiatives (North American Aerospace Defense Command (NORAD) modernization) that consider engagement and consultation with Indigenous governing bodies and organizations in the region. These plans helped ensure broader DND alignment with the goals of the United Nations Declaration and with the policy commitments in the Inuit Nunangat Policy;
• Held consultations with Other Government Departments, as well as across the Defence team, to map out considerations related to treaty implementation and the Whole-of-Government approach to addressing the infrastructure gap in the North;
• Provided advice related to engagement, the legal duty to consult, as well as policy-based implementation of the United Nations Declaration for various DND/CAF activities;
• Supported economic development opportunities for Indigenous communities and Indigenous procurement modernization within the scope of the DND/CAF mandate;
• Established the DND/CAF Indigenous Procurement Working Group which brings together representatives from organizations involved with procurement. Members shared information and lessons learned, offered guidance, and discussed issues related to advancing Indigenous Procurement across the DND/CAF;
• Established the Defence Industry Advisory Group – Working Group on Indigenous Procurement (DIAG). The DIAG - Working Group on Indigenous Procurement, which is comprised of members from Indigenous Economic Development Associations, Defence Industry, including Indigenous businesses in this space, and key Federal Government Departments such as Indigenous Services Canada, Public Services and Procurement Canada (PSPC) and Innovation, Science and Economic Development, had initial discussions on determining appropriate strategies for building Indigenous participation in Defence Procurement;
• Provided advice and guidance on projects submitted where there was a nexus with treaty obligations and reconciliation policy commitments related to Indigenous procurement;
• Worked with DND’s internal stakeholders and Other Government Departments (Indigenous Services Canada, PSPC, TB) to identify Whole-of-Government procurement policy gaps across Inuit Nunangat in support of meeting the Inuit Nunangat Policy commitment to prioritize Inuit access to federal procurement in Inuit Nunangat; and
• Supported increasing the percentage of Indigenous participation in procurement to contribute to the Government of Canada’s objective of reaching the minimum target of 5 percent of the total dollar value of federal procurement by FY 2024-25. The Indigenous Procurement Framework was developed to provide DND/CAF the key roles, authorities, responsibilities, governance, tools and resources to plan and report on Indigenous procurement opportunities and contracts on an annual basis. This framework also provides guidance on specific reporting milestones as well as performance and compliance measures that will need to be considered during departmental business planning and reporting cycles. In addition, exceptions to Indigenous procurement were also developed and presented to the DM for approval. Exceptions are to be approved annually by the Deputy Minister and not automatically carried forward.

The department worked with internal stakeholders, including base and wing Commanders, to leverage the cultural understanding, perspectives and experiences of the Defence Indigenous Advisory Group (DIAG) members 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;

• Comd CA attended Canadian Ranger 75th Commemorations at CFB Esquimalt in May 2022 and addressed the DIAG in February 2023;
• Indigenous Advisors participated in engagements within DND/CAF in addition to consulting with Indigenous community groups across Canada:
  • Northern Indigenous Summer Programs Recruiting - Inuvik, Tuktoyaktuk, Yellowknife, Tsiigehtchic, Fort MacPherson;
  • Indigenous Leadership Opportunity Year - Steering Conference;
  • Cultural Awareness Teaching to Air Operations Officer - 17 Wing; and
  • Indigenous Awareness Week Initial Planning Conference Consulting, worked with DIAG to develop Eagle Staff teachings.
• On behalf of Comd CA, CA Indigenous Advisors participated in the Indigenous Federal Employees Champions and Chairs Circle (IFECCC) quarterly virtual meetings.
• Began the consultation process with the Assembly of First Nations, Inuit Tapiriit Kanatami and Métis National Council on CAF Indigenous Entry Programs and the CAF Identity project. With respect to Indigenous Entry Programs, the statistics of the past fiscal year show a positive effect. As a result of consultations with stakeholders in the community and in compliance with GoC policy and United Nations Declaration of the Rights of Indigenous Peoples (UNDRIP) [PDF, 150K], the Aboriginal Leadership Opportunity Year underwent a name change to the Indigenous Leadership Opportunity Year (ILOY);
• Continued to enhance the National Defence relationship with Inuit through engagement in the Inuit Crown Partnership Committee Sovereignty, Defence and Security priority area, which included the creation of the Sovereignty, Defence and Security Working Group and two meetings;
• Played an active role in supporting federal interests within modern treaty negotiations and was involved in resolving issues brought forward by Indigenous peoples that involved the DND/CAF;
• Supported Other Government Departments during modern treaty negotiations and was involved in resolving issues brought forward by Indigenous peoples that involved the DND/CAF;
• Supported Crown-Indigenous Relations and Northern Affairs Canada during modern treaty negotiations with Indigenous communities, such as Innu of Labrador, Innu of Quebec (Petapan), K’omoks, and Te’mexw Treaty Association; and
• Addressed litigation and other issues in the spirit of reconciliation by working on agreements and claims resolution with numerous Indigenous groups, including Beaver Lake Cree Nation.

Established and supported internal governance structures and provided training tools to build departmental capacity to enable effective and cohesive decision-making on Indigenous concerns within the DND/CAF;

• Advanced cross-departmental information sharing through the Working Group on Indigenous Reconciliation and the Defence Team Indigenous Affairs Committee, promoting the implementation of the United Nations Declaration within DND/CAF, and creating long-lasting understanding, collaboration and partnership between diverse Indigenous groups in Canada and DND/CAF;
• Leveraged participation in various management and executive committees to provide awareness sessions and facilitate discussion of the impacts of the Inuit Nunangat Policy and of the United Nations Declaration on the work of DND/CAF;
• Engaged internal stakeholders on the development of the UNDRIP alignment tool to assist DND/CAF practitioners in assessing DND/CAF policies, programs and initiatives in relation to the United Nations Declaration;
• Delivered internal awareness sessions on the policy approach to fostering collaborative Indigenous engagement and the assessment of modern treaty implications of proposed projects and activities within Cabinet submissions; and
• Continued work on Crown-Treaty Awareness Packages to raise awareness of modern treaties and their obligations that may implicate DND/CAF.

Represented 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:

• Worked with Crown-Indigenous Relations and Northern Affairs Canada in negotiating self-government agreements and advancing self-determination in partnership with Indigenous peoples.

The department implemented a Civilian Indigenous Recruitment and Retention Strategy, to strengthen reconciliation efforts and create a workplace culture and structure that embraces and values Indigenous Peoples and their perspectives. The assessment of Indigenous candidates from departmental pools and inventories was prioritized; hiring managers were encouraged to consider employment equity first and to leverage Indigenous Student Employment Opportunity to fill vacancies; and work began on a new talent inventory that will centralize and make available applications for hiring managers to select Indigenous and other equity-seeking candidates outside of a traditional pool or inventory. Recruitment efforts also included significant networking activities across the country with Indigenous organizations to support the strategy’s objectives. These included engagement with, among others the Kitchissippi Indigenous Association, the Ontario Coalition of Indigenous Peoples, the Government of Canada Facebook Informal Group for Retention of Indigenous Employees, and the Canadian Indigenous Nurses Association, as well as outreach at CAF summer Indigenous programs across Canada (Blackbear, Bold Eagle, Carajou, Raven and CAF Indigenous Employment Programs Halifax (CAFIEP )) and an industry-led Indigenous recruitment/outreach event entitled the “Inclusivity Indigenous Virtual Fair”.

Recruitment, however, is not enough. The retention of a diverse community of Indigenous voices, experiences and knowledge is equally important. To that end, the department has moved to begin leveraging the Government of Canada Indigenous Career Navigator Program , which aims to support the recruitment and retention of Indigenous peoples across all departments by facilitating the direct support of an Indigenous employee or candidate by another Indigenous public servant. The department launched the framework in January 2023 in collaboration with internal partners and the Knowledge Circle for Indigenous Inclusion. The first of two planned Career Navigators was recruited, trained, and onboarded in FY 2022-23 and a second navigator was hired in early FY 2023-24. Both Career Navigators will focus on retention. The Indigenous Student Program and the Indigenous Student Gatherings Network were also established at the department with two Indigenous Student Ambassadors hired out of the latter.

Contracts awarded to Indigenous businesses

The Government of Canada is committed to reconciliation with Indigenous peoples and to improving socio-economic outcomes by increasing opportunities for First Nations, Inuit, and Métis businesses through the federal procurement process.

Under the Directive on the Management of Procurement, which came into effect on 13 May 2021, departments must ensure that a minimum of five percent of the total value of the contracts they award are held by Indigenous businesses. This requirement is being phased in over three years, and full implementation is expected by 2024.

The Department of National Defence and Canadian Armed Forces is a Phase 3 organization and is aiming to achieve the minimum five percent target by the end of FY 2024-25.

National Defence holds a unique mandate and acquires a wide variety and volume of commodities and services (in some cases highly specialized). As a result, it is expected that Indigenous Business Capacity in some key contract value areas will develop over time. To support this evolution, National Defence has undertaken specific actions in accordance with an evergreen plan; for example:

• Implementing a DND/CAF Indigenous Procurement Framework to align with the policy objectives set by TBS, in December 2022;
• Developing a Deputy Minister-approved Exceptions Framework which forms part of the Indigenous Procurement Framework;
• Prioritizing early engagement with Indigenous peoples in their areas of responsibility, including to support procurement obligations and objectives in modern treaties, Procurement Strategy for Indigenous Procurement, and the Inuit Nunangat Policy, and to align with the United Nations Declaration on the Rights of Indigenous Peoples Act;
• Implementing a Contribution Agreement under the Indigenous Reconciliation Program, which funded a membership for the 2023 calendar year and participation at the CANSEC (Canada’s largest Global Defence and Security Trade Show) to the Canadian Council of Aboriginal Businesses and ten Canadian Council of Aboriginal Businesses Indigenous organizations with an opportunity to gain valuable insight into defence networks and create possible partnerships for future projects; and
• 73 percent of the 1,200+ Purchasing and Supply population completed the mandatory course Indigenous Considerations in Procurement from the Canada School of Public Service. It should be noted that not all Purchasing and Supply personnel are part of the procurement community.

Communicating with Canadians

National Defence informs Canadians of DND/CAF objectives and results through a variety of communications services, including direct citizen engagement, working with stakeholders, partners, and traditional and social media, as well as through attractions and advertising. These activities help to build Canadians’ trust in the Defence institution by informing them of the ways in which the Defence Team is operating on their behalf. They work to clearly demonstrate how DND/CAF represent Canadian values at home and defend democratic values abroad.

The Defence Team remains committed to transparency and plain language communications with Canadians on our programs and activities. The breadth of DND/CAF communications activities in FY 2022-23 speaks to the pace and scale of CAF operations in Canada and around the world. Over the course of the year, CAF personnel responded to domestic requests for federal assistance in dealing with natural disasters, they worked with Canada’s allies in maintaining international security in Europe, the Indo-Pacific region, the Middle East, and in supporting peace and security around the world.

Key results for communications services included the following:

• The National Defence Media Relations Office managed 1,667 media requests, responding to them within negotiated deadlines 95% of the time, continuing our commitment to ensuring Canadians have clear and factual information about Defence programs and policies;
• The Public Inquiries Desk responded to 1,432 requests for information from Canadians within 10 business days, 90% of the time, providing timely information and transparency to Canadians;
• National and regional Stakeholder Engagement Offices delivered 290 activities, which contributed to increasing Canadians’ understanding of defence priorities. It also provided an opportunity for senior leadership to connect with communities, build relationships, and hear from community members on the impacts Defence has in their communities;
• The 2022 National Veterans’ Week Speakers Program received 2,325 requests, of which 1,956 were filled by available CAF members. These included requests for CAF speaker videos and for in-person and virtual presentations by CAF members to schools and community organizations. Altogether, this initiative reached more than 877,500 Canadians, fostering an understanding of the history and raison d’être of the CAF; and
• The Speechwriting Team wrote 214 speeches, more than half of which were in support of raising Canadians’ awareness of CAF operations.

To reach Canadians through the mediums they use most, the Defence Team takes a digital-first approach to communications. In FY 2022-23, the department achieved the following results:

• Recruitment advertising campaigns focused on promoting awareness of the unique full- and part-time career opportunities offered by the CAF, along with highlighting priority occupations. The departments campaigns for Indigenous Peoples, Reserve Force, and Paid Education used a mix of traditional and digital media to reach our target audiences. In total, these campaigns generated more than 2.6 million web advertisement visits – an increase of 1 million over FY 2021; 609 million impressions; and 176,000 start application clicks. These results respond to the department’s commitment to reach out to and recruit the best and brightest candidates in Canada to the Canadian Armed Forces;
• A priority for the DND/CAF national social media accounts was to improve and increase social media engagement, in our efforts to promote dialogue with Canadians about the work of CAF in defending Canada at home and abroad. This engagement resulted in an average audience increase of 18.33% over FY 2021-22 across all social media platforms, including Facebook, Twitter, LinkedIn, Instagram, and YouTube. Results were achieved using the follow methods:
  • Testing of more interactive features and content such as quizzes, first-person videos, invitations to submit questions, and general audience questions;
  • Prioritization of the review of the frequently asked questions bank, and addition of new questions and answers for the use of social media practitioners;
  • Emphasis on the need to answer as many genuine questions posted in the comments sections or sent by direct messages as much as possible; and
  • Conduct of an ongoing social media account audit to ensure that all accounts are regularly monitored, and that comment sections are reviewed, to engage with users where appropriate.

Web usability testing was completed to ensure users can navigate DND/CAF websites to get the information they need. This included testing the functions that allow Canadians to complete online tasks in several areas including recruitment, equipment, Cadets and Reserves, and regional services for Defence Team members affected by sexual misconduct. In addition to conducting web usability testing, Communications Services increased the data collected from the GC Task Success Survey – a method used by the Government of Canada to measure the performance of web content and services – and is using this data to improve top tasks, especially those that support recruitment and retention.

In support of culture change initiatives, Public Affairs ensured that Canadians and the Defence Team understood the seriousness of systemic misconduct, as well as how it was addressed in DND/CAF. This included highlighting the realignment of policies, programs, and responsibilities that address misconduct and support those negatively impacted by military sexual trauma and other harmful behaviours. Specifically, seven milestone-driven events or announcements were held in FY 2022-23, five of which were updates to both media and stakeholders with DND/CAF officials. The event that garnered the most media attendance (38 representatives) was the press conference held by MND, the DM, the Chief of the Defence Staff (CDS), and the Honourable Louise Arbour, C.C., G.O.Q, former Justice of the Supreme Court of Canada on the release of the Independent External Comprehensive Review report. The event on expanded support services for those affected by sexual misconduct had approximately 190 registered stakeholder attendees.

The above results highlight the commitment of Defence in engaging in transparent communications with Canadians about the important work of DND/CAF in defending Canada at home and abroad. 

Financial management services

The DND/CAF approach to financial stewardship is underpinned by Strong, Secure, Engaged (SSE): Canada's Defence Policy. The Defence Team continued to make significant strides in improving the financial transparency, oversight, and accountability of the defence budget and in its commitment to deliver results that meet the expectations of Canadians. The approach to financial management and planning in DND/CAF is to be a transformative leader in financial practices and in modernizing the business of Defence. In FY 2022-23, the DND/CAF financial community continued to provide oversight for the implementation of SSE through the ongoing sound stewardship of resources.

To achieve Canada’s defence needs at home and abroad, and to succeed in a complex and deteriorating/unpredictable security environment, defence funding must be affordable, achievable, and informed by rigorous evidence-based costing analysis that accurately and effectively measures the resources required to make critical investments that can deliver on our longer-term defence and security priorities.

The Financial Planning and Forecasting solution tool continued to provide valuable insight and analysis as a common input tool and standardized processes for better forecasting of expenses across the Defence Team. DND/CAF have made improvements to guarantee knowledge management, including the reliability of our data and our ability to align resources and strengthen accountability. These improvements enable DND and the CAF to more effectively ensure that oversight and accountability, — specifically towards enhanced management of resources, — is supported through the administration of an internal financial control framework. The accuracy of our data is critical to high-performance costing and forecasting that delivers results and supports the DND and the CAF with capabilities and capacities that can meet our real-time challenges, threats, and opportunities. In FY 2022-23, DND/CAF implemented the new accounting standard on asset retirement obligations; achieved fully staffed costing teams; deployed Financial Planning and Forecasting Integrate Phase Release 2; and identified high- level financial process modernization opportunities in anticipation of the Definition phase of the DefenceX system.

Departmental Litigation Oversight

In FY 2022-23, the Departmental Litigation Oversight (DLO) program continued to provide support to the Canadian Forces' Legal Advisor, the Department of Justice and DND/CAF instructing clients by managing and coordinating activities related to complex litigation, and in ensuring compliance with settlements. In particular, DLO continued to coordinate all aspects of the Defence Team’s obligations under the DND-CAF Sexual Misconduct Class Action Settlement, including monitoring and reporting regularly on delivery of requirements.

In addition, DLO was established as the project management lead on behalf of Canada to ensure a coordinated approach in the implementation of the LGBT Purge Class Action Fourth Supplementary Settlement Agreement (Archival Records – Phase II Research Project), approved by the court on 6 January 2023 and involving ten federal organizations. Through DLO’s leadership, interdepartmental working groups were established, and archival records research work was started, continuing into FY 2023-24, to meet the obligations of the settlement agreement to provide additional non-personal historical policy records to assist the LGBT Purge Fund in memorializing the history of the Purge through a permanent archive.

Review Services

The department continued to carry out internal audits, evaluations, and investigations to identify objective insights and to promote transparency and accountability. Engagements completed during FY 2022-23 focused on strengthening elements of internal management and the effectiveness of Defence programs/initiatives that are foundational to enabling the execution of DND and CAF’s mandate. Key areas examined include departmental functions (e.g., project management, procurement, financial management, information management, information systems, and accessibility), and programming (e.g., readiness, acquisition, and innovation). The findings and recommendations highlighted through these reviews, support the efficiency, effectiveness, and economy of operations by the DND/CAF in the delivery of SSE.

The Defence Ethics Program

In FY 2022-23, the Defence Ethics Programme continued to progress training and awareness of ethical principles following the successful Conversations on Defence Ethics facilitated through DND/CAF Ethics Coordinators. The Defence Ethics Programme also developed workshops in concert with the Canadian Forces Training Development Centre that will further enable the Ethics Coordinator network to facilitate vital ethics discussions across their organizations and units.

Civilian human resources management

In FY 2022-23, as the department emerged out of a COVID-19 pandemic posture and began to adopt its post-pandemic hybrid workplace, the public service employee experience was front of mind. The Deputy Minister (DM)/the Chief of the Defence Staff (CDS) initiating directive on transitioning to a hybrid workforce to support full business resumption, and accompanying resources, such as criteria for approving telework, hybrid, and on-site work arrangements, were promulgated throughout the Defence Team and emphasized the need to balance operational requirements with compassion and flexibility. This approach reinforced DND’s commitment to physical and mental health, safety, operational requirements, as well as moving forward with hybrid work in a way that embraced diversity, inclusion, and accessibility principles. In the last quarter of FY 2022-23, the department supported employees with the transition to the Common hybrid work model for the Federal Public Service. COVID-19 conditions underscored the importance of building and sustaining an agile, responsive, and resilient public service workforce to ensure we remain able to respond to future uncertainties and able to successfully support the CAF. 

An increased focus on ensuring staff master the digital and data skills they need to meet tomorrow’s challenges – whether through upskilling or recruitment – is helping DND’s Human Resources (HR) team provide timely, evidence-based analysis today. This is translating into the modernization of services, tools and processes through digital HR initiatives focused on alleviating administrative burdens and addressing inefficiencies, analysis and adaptation of HR service delivery and support model, and an increased use of data and analytics throughout the organization, which includes novel HR-focused Power BI products to better support managers of public servants in their people management responsibilities. DND Careers, a digital platform that enabled hiring managers from across the DND/CAF to match available candidates to hiring needs, was decommissioned so that development efforts could be focused on leveraging other platforms aligned with DND’s digital vision. 

The department has advanced efforts to support employees with pay and benefits management through ongoing collaboration with key partners  such as, Shared Services Canada (SSC) Next Gen, the Public Service Pay Centre and Public Service and Procurement Canada (PSPC) Phoenix Operations as well as internal DND partners in Finance and Public Affairs to address Defence Team-specific issues so that we are well positioned to react to the shifting HR- to- Pay landscape. This includes a shift towards providing full service pay support to specialized groups who are not supported by Phoenix, and robust communication and engagement tools to employees and managers on various policies, and life and career events that impact pay. Beyond supporting public servants and their managers with current pay-related issues, the department continued to minimize the impact of the Phoenix Pay System on employees, reducing the backlog of old, complex pay cases by 30 percent in FY 2022-23. 

The Defence Team has prioritized taking impactful action to respond to the challenges of systemic racism and discrimination throughout FY 2022‑23:

• Adapted the way the department staff’s positions for public servants with the aim of eliminating bias and barriers within the department’s recruitment processes and a full Employment Systems Review has been undertaken; 
• The Executive level 01 (EX-01) Indigenous Recruitment Campaign (IRC) and Executive Development Program (EXDP) both supported and developed candidates for executive positions from diverse backgrounds. In FY 2022-23, seven candidates were appointed through the EX-01 IRC to positions across the Government of Canada;  
• Identified and prioritized short-term (2022-2025) hiring goals with a specific focus on racialized employees working in managerial and EX feeder positions;
• DND's Civilian Diversity and Inclusion Action Plan, which speaks to the objectives identified in the Directive to increase diversity and inclusion in the workplace. The Civilian Diversity and Inclusion Action Plan continued to provide a frame for a wide variety of activities undertaken across the organization to support the evolution of a more representative and inclusive workforce and to underpin people management changes, such as the mandatory use of employment equity as an organizational need and the growth of the Diversity Selection Board Inventory. This board is a roster of individuals who have undertaken the Canada School of Public Service Training on Inclusive Hiring Practices for a Diverse Workforce and who have committed to supporting the organization’s objective of demonstrating diversity and representativeness during the candidate assessment stage of staffing; and
• Integrated a human-centered and data-informed perspective into HR services while resources and tools for public servants and their managers have been and continue to be developed and communicated to promote cultural awareness, and to support better awareness of and provide resources for combatting racism, discrimination, and harassment in our workplace;  Integrated a human-centered and data-informed perspective into HR services while resources and tools for public servants and their managers have been and continue to be developed and communicated to promote cultural awareness, and to support better awareness of and provide resources for combatting racism, discrimination, and harassment in the workplace; 
• Furthered investment in the department’s in-house second language training and evaluation, growing the number of language teachers from 5 to 19. enabling DND to grow its bilingual public service workforce; and
• Conducted work towards building DND’s in-house professional development and language maintenance program with the objective of having a fully-fledged maintenance program in place in FY 2023-24.

Service Management

Aligned with the Policy on Service and Digital, the department evolved client-centric service design and delivery for services to Canadians. In FY 2022-23, the department developed a three-year service management strategy. It promotes an integrated, consistent approach to service management across the department.

Data management

DND/CAF prioritized data management, governance, and analytics across the department to execute Defence policy initiatives. This is to increase strategic advantage for our CAF operations and improve Defence business management. Key projects include:

• Predictive Expenditure Modelling Tool: A forecasting tool that predicts the amount of money DND will spend throughout the year on select projects to ensure financial stewardship; and
• Military Standards Chatbot: A bilingual, natural language chatbot that answers CAF personnel questions about military dress code.

In FY 2022-23, the department:

• Continued to build its capacity for enterprise-wide data management, as outlined by the TBS Policy on Service and Digital and the DND/CAF Data Strategy;
• Introduced a standard data architecture process (Enterprise Data Model Framework Architecture Vision) to produce consistent, scalable, agile, integration-ready, and compliant data architecture content;
• Approved and published the Data Strategy Implementation Plan internally. It outlines 44 initiatives required to achieve the DND/CAF Data Strategy business outcomes;
• Strengthened data analytics enablement services to capture and manage conduct-related data in support of the Chief of the Defence Staff/Deputy Minister Initiating Directive for Professional Conduct and Culture;
• Developed processes and analytical tools to connect data across the Defence enterprise, with other national agencies, allies and partners. Fostered data culture and data literacy through more than 30 learning events with over 1 000 Defence team members;
• Enhanced the department’s access to trusted data by using data management and data-driven innovation tools, and delivered on several performance reporting tools;
• Published a Data Governance Framework defining the roles regarding data stewardship and enterprise data subject areas to support decision-making and operations;
• Developed a DND/CAF Artificial Intelligence (AI) Strategy to provide clarity and direction on the use of AI. It will help enhance operational effectiveness, gain tactical strategic advantage, and improve situational awareness;
• Coordinated existing AI initiatives, and began efforts to develop an ethical AI framework; and
• Released a Data Access Policy which established the roles, responsibilities, and processes across DND/CAF for timely access to data for planning, operations, research, and development and decision support.

Defence enterprise modernization

The rapid advancement of information management and technology continued to allow the department to use modern business practices to improve our processes and Defence business. The Defence Resource Business Modernization Program and its flagship project, DEFENCEX, contribute to future force development. It also increases business resource management efficiency and consistency. The project continues to progress towards definition.

In FY 2022-23, the department:

• Updated and enhanced enterprise business processes and policies, taking advantage of innovative software upgrades to improve business information and decision flows;
• Delivered the Business Partner Enterprise Modernization Initiative. This enabled the central maintenance and analytics of the Business Partner master data object in the department’s enterprise resource planning (ERP) system. This data object acts as the single point of entry to maintain business partner, customer, and vendor master data. This functionality, linking different entities into one, aligns with industry best practices. It also provides an improved data model and greater analytic functions. The Business Partner capability is a prerequisite for future initiatives and projects. It sets the foundation for the department’s pending upgrade to its ERP system;
• Progressed modernization initiatives that improved the Defence supply chain and department financial management. This minimizes future risk and lays the groundwork in support of the DEFENCEX Project; and
• Improved the results, reporting, and efficiency of the Defence Resource Business Modernization Program through risk and performance management tool development.

Information technology services

The department continued to mature its Enterprise Architecture practices enhancing alignment and oversight of technical solutions within DND/CAF. The department has worked to establish and formalize standards for enterprise applications, including for application development tools and components, aligned with Government of Canada standards. The department has advanced work to establish a capability-based approach to enterprise applications guidance and road mapping, using the Government of Canada-wide Application Capability Reference Model.

DND/CAF has continued to maintain and assess its Information Management (IM)/IT investments in its Application Portfolio Management program ensuring quality application and business data is captured. This has enabled DND/CAF to better manage our IM/IT investments and for our partners to provide necessary support services. Portfolio assessment reports for enterprise applications were completed by assessing all the business applications in the Application Portfolio Management using a common, repeatable, and expanded methodology, including application and technology standards.

In FY 2022-23, the Judge Advocate General (JAG) continued to provide legal advice and services in all matters related to military law and to superintend the administration of military justice in the CAF. The strategic intent was to advance the modernization of the military justice system through a series of initiatives, work on which will continue throughout FY 2023-24, and they included:

• Providing legal services in support of efforts towards implementation of military justice-related recommendations from the Report of the Third Independent Review Authority, by the Honourable Morris J. Fish, C.C., Q.C, former Justice of the Supreme Court of Canada. Upon the tabling of the report, the Minister of National Defence (MND) accepted, in principle, all 107 of its recommendations. The Office of the Judge Advocate General (OJAG) continued to play a significant role in supporting implementation efforts, including: responding to requests for information, supporting the Government of Canada’s commitment to providing updates to Parliament relating to the progress on implementing the recommendations; working with partners across the whole of government; supporting the External Comprehensive Review Implementation Committee and its secretariat; and providing legal advice on specific recommendations. The OJAG also provided legal and military justice policy advice to and in support of the Judge Advocate General, as work progressed on implementation of those recommendations for which JAG is primarily or jointly responsible;
• Providing legal services in support of efforts towards implementation of military justice-related recommendations from the Interim Recommendations and the Report of the Independent External Comprehensive Review by the Honourable Louise Arbour, C.C., G.O.Q, former Justice of the Supreme Court of Canada. It included a review of the military justice system’s policies, procedures and practice to respond to allegations of harassment and sexual misconduct. The MND accepted the recommendation pertaining to military justice. The OJAG was a key partner in the establishment of a Federal/Provincial/Territorial consultation process through the Deputy Minister’s Ad Hoc Committee on the removal of Criminal Code sexual offences from the CAF jurisdiction by drafting the consultation paper presented to FPT partners and supporting Committee meetings. Additionally, the OJAG led the DND/CAF internal consultation process as well as that with the independent actors within the military justice system;
• Implementing an Act to amend the National Defence Act and to make related and consequential amendments to other Acts, formerly Bill C-77, which was brought fully into force on 20 June 2022, along with required regulations. This included continuing consultations and the development of 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. This enduring effort further strengthened the military justice system while remaining responsive to its core mandate to maintain discipline, efficiency and morale in the CAF; and
• Continued to progress the Government of Canada response to the Auditor General’s 2018 Report 3 — Administration of Justice in the Canadian Armed Forces through the ongoing development, along with the department's Information Management group, of the Justice Administration and Information Management System (JAIMS), a real-time centralized military justice management and data-collection system which will facilitate the administration of military justice. A new version of JAIMS (version 2.0) that integrates the changes brought by the full implementation of Bill C-77 is being developed to ensure that it reflects and supports the current military justice system.

Military Police Institutional Operations

Throughout FY 2022-23, the Military Police remained firmly committed to a victim-centric approach to policing. This has been accomplished by the incorporation of the Declaration of Victims’ Rights into Military Police policies and procedures, and through the manner in which the interim recommendation from the Independent External Comprehensive Review was implemented. The Military Police continued to work with civilian police partners across the country to move forward with the referral of files of criminal offences of a sexual nature, enabling victim participation throughout the process.

For more information, refer to the Canadian Forces Provost Marshal Annual Report .

Safety and Security

The timely and efficient processing of security clearances in support of operations was a priority for the Director General Defence Security (DGDS). Through the execution of the DND Security program, DGDS championed the effort to identify security risks, thus enabling DND/CAF to make evidence-based decisions. DGDS continued with its implementation of the 2021-2024 Departmental Security Plan, focusing on the positive management of strategic security risks and their associated Risk Treatment Plans, so to better align with the Defence Enterprise Risk Management. DGDS continued to modernize its business practices, accounting for and adapting to the fundamental changes brought about by the COVID-19 pandemic. Also, DGDS continued to energize and implement the updated Business Continuity Management program, focusing on the deliberate and efficient conduct of federated Business Impact Analyses at the departmental level, leveraging an automated solution.

It has been a priority to advance a more robust and relevant Safety Program within Defence. In doing so, the Directorate of General Safety (D Safe G) continued to review and update Occupational Health and Safety Standards and Guidance and establish a framework for a Hazard Prevention Program that supports the Total Health and Wellness Strategy under SSE. As well, the modernization of the General Safety Training program continued to allow more managers and employees to access this training through a virtual platform at a lower cost.

Key Risks

IT Management – There is a risk that DND/CAF may have difficulty maintaining its information technology capabilities at the right level to support operations.

The risk above can affect the department’s ability to achieve Departmental Results and the results of the Internal Services Core Responsibility.

As the Defence Departmental Results Framework reflects a chain of delivery from conceiving of the required armed forces, to developing them and then executing operations, the activities to mitigate the risks of the Internal Services Core Responsibility can also be found in other Core

Responsibilities which deliver building blocks that enable Departmental and Internal Services results.

Many of the preventative and mitigating controls for this risk are articulated as activities of Departmental Results and Internal Services listed above.

Budgetary financial resources (dollars)

The following table shows, for internal services, budgetary spending for FY 2022–23, as well as spending for that year.

2022–23 Main Estimates	2022–23 Planned spending	2022–23 Total authorities available for use	2022–23 Actual spending (authorities used)	2022–23 Difference (actual spending minus planned spending)
1,220,365,624	1,220,365,624	1,549,612,451	1,406,488,493	186,122,869

Human resources (full-time equivalents)

The following table shows, in full‑time equivalents, the human resources the department needed to carry out its internal services for FY 2022–23.

2022–23 Planned full-time equivalents	2022–23 Actual full-time equivalents	2022–23 Difference (actual full-time equivalents minus planned full-time equivalents)
4,468	4,656	188