Sustainable Bases, Information Technology Systems and Infrastructure

Description

Develop and manage modern, operational, and sustainable bases and infrastructure. Contribute to the achievement of federal environmental targets.

Results

In FY 2022-23, the Department of National Defence (DND) and the Canadian Armed Forces (CAF) continued to actively update its infrastructure to ensure that it supports the evolving needs of a modern military. Although work remains underway to achieve long-term strategic goals and imperatives, DND and CAF refined the Defence Real Property Portfolio Strategy implementation plan, advanced key tasks/activities via planning, and implemented governance committees and boards. This allowed DND/CAF to progress toward an infrastructure portfolio that is efficient, operationally effective, affordable, and environmentally sustainable, which is consistent with the Treasury Board policy on Planning and Management of Investments.

The Defence Team continued to build and maintain modern, sustainable, and resilient infrastructure that supports military requirements, improves efficiency, and reduces our environmental footprint. For example, a new 3,889 square meter facility was completed in Gagetown, New Brunswick which includes workspace for personnel, two training classrooms, a climate-controlled warehouse and storage areas for remote-controlled vehicles and other specialized equipment. The facility is the first operational Net Zero facility built by DND as it utilizes geothermal heating and cooling, occupancy sensor lighting system with programmable keypads and daylighting through windows and sky lanterns. It has a functional micro-grid composed of a battery system and solar panels, making it fully net zero. The building has generated electricity above what the facility consumed itself and this energy was transmitted to other DND buildings in the area which helped to lower their carbon footprint.

DND and CAF’s efforts also included increasing energy efficiency and reducing its environmental footprint. It has been taking measures to reach a 40 percent reduction target in greenhouse gas (GHG) emissions (below 2005 levels) from defence infrastructure by 2025 and aim to achieve net-zero GHG emissions by 2050. In FY 2022-23, DND divested itself of three significant properties that will generate $14.9 million in revenue and contribute to advancing reconciliation and further improving relationships with Indigenous peoples. The demolition of 48 obsolete and inefficient buildings also contributed to reducing our environmental footprint. DND/CAF will continue to implement the Greening Government Strategy to support the Government of Canada’s environment and sustainability goals by further modernizing our portfolio.

During FY 2022-23, residential housing was improved at bases and wings across Canada by investing approximately $65 million for renovation and construction projects in accordance with long-term housing portfolio investment plans. An additional $78 million was invested in maintenance, repairs, and operations. These investments improved the functionality and condition of the CAF’s housing portfolio, improved the comfort of residential housing units for occupants, and contributed to Canada’s greening government priorities through increased energy efficiency and reduced energy costs.

The Defence team has improved the security posture of the information system ecosystem, by increasing the coverage of existing security tools, upgrading legacy items to reduce the attack surface, increasing the footprint of remote access to classified networks, upgrading its ability to exchange data with partners/allies, and investing in our identity and authentication progression. It has improved the ability of the workforce to reach the Cloud in a hybrid workplace by both taking immediate mitigating actions and working collaboratively with Shared Services Canada (SSC) toward a more enduring solution. It has progressed in its ability to review technology and with TBS and has created a solution to be implemented for proper alignment of limited engineering capacity to business priorities.

DND/CAF continued to develop capabilities, capacity, and expertise to conduct offensive cyber operations in response to threats and attacks while ensuring adequate protection of networks and systems from threats and attacks.

DND worked with SSC to establish priorities and as a result saw incremental improvements, particularly in the area of communication on DND demands and needs. There has been improved transparency by providing DND access to information on service status, work underway, and proactive updates on status of demand with SSC.

DND worked with SSC on the implementation of the Enterprise Service Model which included understanding which services were financially appropriated by SSC and communicating how the broad categories of “Email”, “Telephony”, “Mainframe”, “Audio/Web Conferencing”, “Internal Credential Management” translated to specific departmental services.

SSC and DND continued to engage in programs such as Get-Well plan/Last Mile. The Alternate/Accelerated Service Delivery program was established as part of the larger “Last Mile” initiative to address capacity constraints in SSC services and enhance the delivery of those services at the Bases/Wings/Garrisons across DND/CAF, which allowed SSC to concentrate on higher-priority complex requirements. Continued areas of improvement and concern were identified through the Quarterly SSC Client Satisfaction Survey to further improve the relationship between the departments and service delivery to DND. DND worked with SSC and completed the following in FY 2022-23:

• Delivered 228 business requests which included: cabling buildings and WiFi in 73 buildings;
• Delivered increased bandwidth on internet point of presence;
• Implemented Microsoft Teams Softphones in Bagotville whereby users can utilize the application which provides external dialing capabilities using the Internet with a computing device or compatible handset; and
• Migrated 3,000 phones to VOIP across thirty Wings and Bases.

The department implemented the Future Information Capabilities Framework to enable the evolution of information capabilities. Specifically, this body of work provided:

• An effective approach in the identification of information capability research and development problems across multiple time horizons;
• Broad engagement across pan-DND/CAF stakeholder community to identify potential emerging disruptive technologies to the business of defence; and
• Broad engagements with research and development solution developers to mitigate risks to future operational environment.

DND/CAF worked with its clients and enabled their business transformation goals, which included attention to cyber security with a view to protecting DND/CAF information and ensuring that it is available whenever and wherever it is needed.

• The Defence Team augmented its rigorous Security Risk Assessment and Authorization process with automated tools and supported the DND and CAF’s overall Digital Enhancement Transformation by ensuring the cyber security of key DND Information Technology initiatives;
• The department worked with the Canadian Joint Operations Command (CJOC) to protect military theaters in cyber space, ranging from Crypto secure handling, rapid incident investigation and resolution, to Technical Assistance Visits to inspect Information Systems ensuring cyber-safe and compliant capabilities regarding Communications and Emissions Security; and
• The DND/CAF strengthened its security presence, monitoring and reporting capabilities on the DND/CAF’s largest network.

The department leveraged Microsoft 365 as a foundational opportunity to learn and allow DND and CAF to introduce, mature and evolve other new technologies. This includes the maturation and evolution of the Microsoft 365 platform capabilities themselves to enable a seamless work and communications platform. The Defence 365 Program will work to integrate information exchange between existing systems and implement security controls to allow for information storage and processing up to Protected B. Highlights for FY 2022-23 include:

• The defence team continued to invest in foundational services to evolve and better integrate Defence 365 (D365) services with the DND corporate network to support hybrid work. The Defence 365 Program team collaborated with Shared Services Canada to initiate work on the integration of information exchange between existing systems. Security controls to allow for information storage and processing up to Protected B on SharePoint Online was implemented;
• The defence team created and supported three Cloud service providers, Azure, Amazon Web Services, and Google, up to the Protected B level to offer to clients within DND/CAF Infrastructure as a Service, and Platform as a service. This has led to over 70 applications within Azure, over 50 in Amazon Web Services, and over 10 in Google. Main clients included the RCN, RCAF, Defence Research and Development Canada (DRDC) and the Chief Information Officer Group;
• The defence team completed and achieved interim authority to operate authorization to process, store, and use data workloads up to Protected B on three Cloud platforms: Azure, Amazon Web Services and Google. All three Cloud service providers became available as a service for DND/CAF. In addition, the defence team enabled several secure Cloud to ground connectivity patterns for Azure that allowed the secure data transfer between the corporate networks and Azure;
• The defence team re-commenced the Cloud community of practice that is available to everyone within the DND/CAF, to enable knowledge sharing, regular Cloud program updates and identify efficiencies and prevent redundancies; and
• To enable in service support and 24/7 availability of the Cloud capabilities, the defence team created an on-call support model to support the mission critical applications that will soon be migrated to DND and CAF’s Cloud.

DND/CAF information technology systems are essential in delivering timely, trusted, and secure information to decision makers. Through its Cyber Security Engineering Program, DND provided secure and resilient enterprise-level system solutions to respond to the evolving cyber threat environment. Through its Command, Control, Communications, Computer and Intelligence, Surveillance and Reconnaissance engineering and integration program, DND provided enterprise-level information technology system solutions to advance allied communication capabilities, support the integration of Joint Targeting systems, improve the resilience of the DND/CAF Command and Control infrastructure, and help propel DND/CAF forward with modern technologies. Examples include:

• Strengthened data security by enhancing labelling, audit and access restriction capabilities;
• Demonstrated the capability to securely access classified networks such as Consolidated Secret Network Infrastructure (CSNI) from a remote location using Government Furnished Equipment laptops via a zero-trust architecture – part of the Secure Tailored Solution. This proof-of-concept capability is done in advance of a major capability project to offer this capability at scale;
• Strengthened cyber testing and training capabilities within DND via the enhancement of the Cyber Security Testing Environment – Operational Technology and Platform Technology;
• Developed a capability to view information residing in various security domains with different security policies using a single workstation where appropriate physical and Information Technology (IT) security exists;

Developed a centralized management platform via the Cyber Security Defence Preparedness Analytics Capability project in support of security and preparedness related activities across the enterprise, thereby allowing integration of data and the automation of business processes related to security.

Gender-Based Analysis Plus

In FY 2022-23, the Defence Team continued to apply Gender-based analysis Plus (GBA Plus) analysis to inform the development and management of modern, and sustainable bases and infrastructure to respond to the needs of a diverse Defence Team. The modernization of bases and infrastructure includes ensuring that physical spaces are effectively designed to be accessible, safe and inclusive for all Defence Team members.

Throughout FY 2022-23, GBA Plus requirements were integrated into planning processes and technical guidance. GBA Plus, in the infrastructure context, assesses the way land use and infrastructure interacts with and affects a broad range of identity groups. By ensuring that site design and infrastructure is inclusive, it respects the needs of everyone and creates a more inviting Defence Team community. Better lighting and pathways, and the provision of a more flexible mix of housing will increase the comfort, safety, and accessibility of those who live and work in Defence Team infrastructure.

For example, the use of GBA Plus during FY 2022-23 in the Master Real Property Development and Site Development Plans at 19 Wing Comox, British Columbia, led to improvements in the roads, walkability, lighting, and security to increase the comfort, safety, and accessibility of those who live and work at the Wing.

More information on GBA Plus can be found in the “GBA Plus Supplementary Information Table” in the Supplementary Information Tables section of this report.

Indigenous Affairs

Given the legal and policy landscape and the areas of intersection of Indigenous issues with matters of Defence, work continued to enable the DND and CAF to meet its legal obligations towards Indigenous peoples. Moreover, the DND and CAF continued implementing government reconciliation policy direction and frameworks. In FY 2022-23, focus continued to be on facilitating the strategic implementation of the United Nations Declaration on the Rights of Indigenous Peoples Act, and DND and CAF’s participation in the associated implementation Action Plan:

• Engaged with Inuit partners to co-develop four action plan measures, now included Canada’s United Nations Declaration on the Rights of Indigenous Peoples Action Plan 2023-2028 to advance the implementation of the Inuit Nunangat Policy;

• Developing guidelines and tools to support DND/CAF practitioners review and to align Defence policies and activities with the United Nations Declaration;
• Worked to launch the Indigenous Reconciliation Program, which supports early engagement and relationship-building with Indigenous communities, aligns DND and CAF's engagements and operations with the United Nations Declaration and reconciliation, and enables Indigenous participation to inform Defence policy, projects, and military activities (e.g., real property development, land use planning, etc.);
• Commenced discussions with Indigenous partners (during land claim negotiations) on consultation for military activities on Indigenous lands and territories, particularly as it relates to the National Defence Act
• Engaged with other Federal Departments to improve Defence procurement opportunities for Indigenous businesses, in alignment with modern treaty obligations and with the Inuit Nunangat Policy, with support from DND’s Materiel group and colleagues across the Defence Team;
• Leveraged several existing working groups and fora to present on the United Nations Declaration Act and on the Inuit Nunangat Policy in support of building internal capacity for the implementation of both across the Defence team; and
• Advised colleagues across the Defence Team (e.g.,, for North American Aerospace Defense Command (NORAD) Modernization initiatives, for other projects, through requests for information) in view of integrating United Nations Declaration approaches and other Indigenous considerations in planning and execution of projects and initiatives.

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

In support of the Government of Canada’s commitment to green its operations, in 2020, DND/CAF developed an update to the Defence Energy and Environment Strategy (DEES): The DEES describes the department’s environmental actions towards supporting the United Nations’ 2030 Agenda for Sustainable Development and Canada’s Federal Sustainable Development Strategy. DND and CAF continued work towards achievement of United Nations Sustainable Development Goals (SDGs), by implementing the DEES, including:

• Reduced greenhouse gas (GHG) emissions from facilities and commercial fleet to 36 percent below 2005 levels (United Nations SDG 7, 9, 11, 12, 13);
• 86 percent of DND commercial light-duty vehicle fleet purchased were zero-emission vehicles or hybrid; and 29 percent of purchases were zero-emission vehicles (United Nations SDG 7, 11, 12, 13);
• Reduced DND’s contaminated sites liability by 10.6 percent based on closing liability of the previous year (United Nations SDG 7, 11, 12, 13);
• Completed the design of a net-zero carbon ready six-unit residential apartment. Of eligible bases, 90 percent have had Energy Performance Contract assessments and 64 percent have moved to the Energy Performance Contract implementation phase (United Nations SDG 7, 11, 12, 13);
• Established a baseline for non-hazardous waste and develop a reduction and diversion plan by 2023 (United Nations SDG 11, 12, 13);
• 72 percent of electricity consumed across carbon intensive grids was clean electricity (United Nations SDG 7, 9, 13);
• Continued developing a strategy for aviation fuels that supports the Government of Canada’s goal of achieving net-zero GHG emissions by 2050; and worked toward completing baseline energy and fuel usage evaluations for select marine vessels by 2023 (United Nations SDG 7, 9, 12, 13);
• Developed an adaptation risk assessment framework and assessed DND programs as well as critical infrastructure and potential impacts of climate change on CAF activities (United Nations SDG 13); and
• DND began drafting of a Climate Change Risk Assessment Framework which is forecasted to be finalized in FY 2023-24. DND also drafted a statement of work to prioritize infrastructure and programs for climate change risk assessments expected in early FY 2023-24.

Key Risks

There are many risks associated with the Sustainable Bases, Information Technology Systems, and Infrastructure Core Responsibility. Two of the Key Corporate Risks are articulated below:

Physical Environment – There is a risk that changes to the physical environment of Canada and the world will impact the type, frequency, and conduct of DND/CAF activities.

Infrastructure Procurement – There is a risk that DND/CAF may have difficulty procuring/building infrastructure at the right level to support operations.

The risks above can affect the department’s ability to achieve the Departmental Results of the Sustainable Bases, Information Technology Systems, and Infrastructure 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 Sustainable Bases, Information Technology Systems and Infrastructure Core Responsibility can also be found in other Core Responsibilities which deliver building blocks that enable the results of Sustainable Bases, Information Technology Systems and Infrastructure.

Many of the preventative and mitigating controls for these risks are articulated as activities of each Departmental Result below.

Departmental Result 6.1 – Naval, Army, and Air Force Bases enable military operations and defence activities

The Canadian Army Sustainment Enterprise (CASE) provides the sustainment bedrock (for domestic operations only) to the CAF to enable the success of their strategic mandate, missions and growth of force operational remits. As part of CASE, over 50,000 DND/CAF personnel are supported by the 21 land bases. New efforts under Canadian Army Modernization Strategy (CAMS) 1.5 are expected to have a positive impact on the Canadian Army (CA)’s ability to deliver results under the CASE. A trial re-alignment of Authority, Responsibility and Accountability, and Resources on Canadian Mechanized Brigade Group bases will equip those institutional support organizations with the resources and mandate to deliver base functional services, while clearly highlighting resource gaps to be addressed. A new streamlined methodology for determining appropriate key performance indicators and ultimately, service level standards across land bases is also underway which has delivered promising results. The results of these efforts will be an increase in CA ability to manage and allocate resources across the CASE and report more clearly on its ability to deliver a baseline standard of services.

With the implementation of expanded performance metrics that extend throughout all naval base activities, the RCN developed sets of measures that reported both up and out, and down and in. The resulting increased visibility helped to highlight specific areas of concern such as staffing, impacts of inflation, supply chain issues and rations and quarters. 

High rates of attrition and a tightening labour market, coupled with ongoing challenges and delays with current staffing processes, resulted in an increased number of position vacancies within the RCN. While the naval bases have been successful in maintaining high levels of service over the short term despite personnel shortages, it is not sustainable and could result in negative impacts to existing personnel if additional personnel resources are not sourced. Labour market issues, coupled with military personnel shortages, will eventually risk both military and civilian retention and ultimately mandate execution.

Inflation had a significant impact on the provision of many base services and was a key contributor to meal rates being significantly higher than standard. In addition to creating inflationary issues, supply chain challenges also impacted the procurement of high dollar capital items. This in turn created life-cycling backlogs that are likely to generate demand into future fiscal years. With respect to rations and quarters, the constriction of the local housing/rental markets further reduced vacancy rates in base accommodations as personnel are challenged to secure housing on the economy and transition out of base accommodations. To mitigate this, older facilities, most at risk to infrastructure issues, were re-introduced into service.

The RCAF continues to collaborate with DND’s Infrastructure and Environment group for the maintenance of and modernization of infrastructure across the fifteen Wings to support military operations and defence activities. The challenge is reconciling the numerous initiatives associated with modernization including NORAD and fighter capability infrastructure projects while seeking efficiencies. In FY 2022-23, inflation, supply chain issues and housing/rental market challenges resulted in reduced vacancy rates in military quarters and higher meal costs at the various Wings.

Results achieved

The following table shows, for the DND and CAF, the results achieved, the performance indicators, the targets and target dates for FY 2022–23, and the actual results for the three most recent fiscal years for which actual results are available.

Departmental results	Performance indicators	Target	Date to achieve target	2020–21 Actual results	2021–22 Actual results	2022-23 Actual results
6.1 Naval, Army and Air Force Bases enable military operations and defence activities	% of single quarters accommodations that can be used	At least 90%	31 March 2023	69%	75%	92%
	% deviation of average daily meal cost from the standard allowance	15% or less	31 March 2023	12%	5.5%	32.3%Footnote *

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 6.2 – Defence infrastructure is well-managed throughout its lifecycle

In adherence with new Treasury Board policy requirements and the Treasury Board Horizontal Fixed Asset Review recommendations, the department finalized the Defence Real Property Portfolio Strategy, approved in March 2022, which will modernize its real property management practices and align long-term affordability with risk. The strategy identifies plans to:

• Improve infrastructure on bases and wings to ensure DND/CAF operational readiness. Examples include rehabilitated airfields, jetties, range, and training areas;
• Support the preparedness and resiliency of new and existing infrastructure by increasing energy efficiency to deal with the impacts of climate change, reduce greenhouse gas emissions, and provide modern green facilities to support personnel;
• Achieve a more sustainable real property portfolio;
• Ensure DND’s real property portfolio planning considered full lifecycle costing of assets and services;
• Synchronize with departmental capability development planning to prioritize future investments towards strategic objectives;
• Provide modern and flexible workplace solutions that continually respond to the evolving requirements of the DND and the CAF;
• Explore innovative measures to optimize DND’s real property portfolio management activities and improve the condition, suitability and functionality of the real property portfolio;
• Continue to advocate for more multi-use facilities and co-location within DND/CAF and with federal and/or provincial partners;
• Adopt Government of Canada fit-up space standards, including hybrid, remote and unassigned work arrangements, to promote a healthy work environment and identify footprint reduction opportunities;
• Invest in new and existing Residential Housing Units to improve the overall condition and functionality of the DND housing portfolio, with the aim of providing safe and accessible accommodation to personnel and their families;
• Continue to divest of underutilized or obsolete buildings to improve the efficiency of the infrastructure portfolio while reducing GHG emissions; and
• Develop collaborative relationships with private sector firms, to leverage their strengths, in consultation with employees, stakeholders, local communities, and public sector unions.

Key infrastructure projects for FY 2022-23, included:

• Future Fighter infrastructure in Bagotville, Quebec and Cold Lake, Alberta: Design work was completed by FY 2022-23 and site preparation began for the 3 Wing Bagotville, Quebec, facility which will host two tactical fighter squadrons. Site preparation also began for the 4 Wing Cold Lake, Alberta, facilities which will host two tactical fighter squadrons and a training squadron. In FY 2022-23 the Government of Canada announced it was entering the finalization phase of the procurement process with the top-ranked bidder. These facilities will provide space for daily operations, maintenance, administration, mission planning, and simulator training. Early site preparation is ongoing;
• CFB Borden Accommodations Facility: Construction of a new modern, multi-functional, and green accommodations facility reached mid-point in FY 2022-23. The construction team finished exterior and civil underground utilities work in FY 2022-23 and has shifted their focus to the interior. Despite the challenges posed by COVID-19, the project is still expected to be completed by 2024. This facility will provide sleeping quarters and modern spaces in which members can study, learn, and live while they develop the skills they need to support military operations at home and abroad;
• Defence Research and Development Canada Valcartier: Construction of a new, modern 31 000 square-meter research complex continued in FY 2022-23 with expected completion of Phase one in 2024. The new complex will feature approximately 80 new multidisciplinary laboratories, as well as office and storage spaces. Once completed, this new research facility will consolidate nearly 500 defence scientists from different locations on-site into one centrally located building with collaborative research spaces; and
• Royal Canadian Dragoons Facilities – Garrison Petawawa: This was the first project delivered by the department using the Integrated Project Delivery methodology. The Canadian Institute of Procurement and Material Management awarded the 2022 Excellence in Procurement Team Award to the Defence Construction Canada team for this innovative approach. The project achieved full operational capability in FY 2022-23, whereby the new facility was fully operational, older buildings were demolished and final landscaping was completed.  The project was completed five months ahead of schedule and under budget, with up to $4.8 million in savings.

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

Results achieved

The following table shows, for the Department of National Defence and the Canadian Armed Forces, the results achieved, the performance indicators, the targets and target dates for FY 2022–23, and the actual results for the three most recent fiscal years for which actual results are available.

Departmental results	Performance indicators	Target	Date to achieve target	2020–21 Actual results	2021–22 Actual results	2022-23 Actual results
6.2 Defence infrastructure is well-managed throughout its lifecycle	% of infrastructure in suitable condition	At least 80%	31 March 2023	64.49%	64.4%	64.54%Footnote *
	% of maintenance and repair investment in relation to the infrastructure portfolio value	At least 2%**	31 March 2023	0.71%	1.55%	1.50%Footnote **
	% of the total real property value that is identified as surplus	2% or less	31 March 2023	1.78%	1.72%	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 6.3 – Defence activities are carried out in a safe and environmentally responsible manner

DND continued work towards achieving the United Nations Sustainable Development Goals (SDGs), by implementing the Defence Energy and Environment Strategy (DEES), including:

• Advanced investment in Energy Performance Contracts, which see energy services companies finance energy retrofit projects at bases, resulting in savings to DND’s energy costs;
• Further transitioned the commercial vehicle fleet to hybrid, plug-in hybrid or electric. 86 percent of DND commercial light-duty vehicle fleet purchased were zero-emission vehicles or hybrid; and 29 percent of purchases were zero-emission vehicles;
• Continued to ensure all new construction is designed, built and maintained to meet the Green Building Directive, which includes net zero emissions when feasible. The department completed the design of a net-zero carbon ready, six-unit residential apartment. Of eligible bases, 90 percent have had Energy Performance Contract assessments and 64 percent have moved to the Energy Performance Contract implementation phase; and
• Sought out opportunities to purchase clean power from regional grids and renewable sources as it becomes available and supporting investments in clean technology and green infrastructure projects to reduce carbon emissions, 72 percent of electricity consumed across carbon intensive grids was clean electricity.

In fulfillment of DEES Target 11, RCN conducted professionally facilitated workshops to conduct a Climate Change Risk Assessment aimed at determining the potential impacts of climate change on RCN operations, and to propose adaptations strategies.

In fulfillment of DEES Target 8, a projection tool was developed to model future GHG emissions for the RCN out to 2050. Strategic lines of effort for an RCN Operational Fleet Decarbonization Plan were identified including objectives for decarbonizing fleet operations, using low carbon intensity fuels, and research, technology, and innovation objectives.

The new capability of in-water hull cleaning during the ship’s operational cycle was acquired by establishing a contract in FY 2022-23. Previously, hull cleaning occurred according to docking opportunities, with years between cleaning opportunities. By gaining the capability of in-water hull cleaning, the RCN can reduce drag caused by fowled hulls, which results in increased energy efficiency and decreased GHG emissions.

During FY 2022-23 the Marine Mammal Mitigation program was advanced in support of Sustainable Maritime Range and Training Areas.

Internal governance structures were established in FY 2022-23 to coordinate streamlined communications and engagements with Indigenous communities and groups with interests in the maritime domain. Specifically:

• In Canadian Forces Base (CFB) Esquimalt, a newly formed Pacific Region Indigenous Coordination Committee and supporting Working Group was established and pulls together the various DND organizations that had previously engaged with First Nations individually to provide a forum to discuss a regional coordinated approach to engagement and to identify program requirements with Directorate General Indigenous Affairs (DGIA); 
• A Mi’kmaq Ecological Knowledge Study was established with a local consultant and Indigenous Consultant to compile ecological information for the Maritime Forces Atlantic Formation Area of Responsibility. 

RCN awarded a contract for support in developing further policy, tools, and processes to help RCN meet Government of Canada commitments to furthering relationship building and reconciliation, and application of UNDRA while maintaining its operational mandate.

The Army Environmental Program contributed to the department’s sustainability goals with the following key initiatives for FY 2022-23:

• Developed a strategic plan for the Army Environmental Program, in lieu of the Army Environmental Strategy 2030. The Army Environmental Program commenced aligning its program priorities with the strategic plan;
• Monitored and reported on indicators of Range and Training Area environmental sustainability, including water quality, under the Range and Training Area Sustainment System. In addition, the third edition of the Range and Training Area Sustainment System Summary Report was published and promulgated by the Commander Canadian Army (CA);
• Invested significant resources in the Army Environmental Program to monitor and implement the wildlife at risk program. The CA establishments implemented mitigation measures during projects, activities and operation to ensure due diligence and prevent impact on more than 300 federally listed species at risk and 200 migratory birds;
• Addressed findings of the compliance gap analysis by publishing 2 Canadian Army Environmental Directives. An additional seven CA Environmental Directives have been drafted for promulgation early in 2023-24; and
• Supported completion of five Strategic Environmental Assessments for new CA capabilities.

In FY 2022-23, the Royal Canadian Air Force (RCAF) Environment and Operational Sustainability Program contributed to the department’s sustainability goals through the following key initiatives:

• The efforts on Sustainable Aviation Fuel were advanced through participation and input into the Low Carbon Fuel Procurement Program being led by the Centre for Greening Government under the Treasury Board Secretariat (TBS). This program engaged with industry and academia to advance the production of Sustainable Aviation Fuel in Canada for use in aviation, including the RCAF;
• The department developed a centralized reporting system for aviation fuel consumption and will be implemented on 1 April 2023;
• The RCAF Path to Net Zero Strategy was developed during the reporting period and approved in February 2023. The Decarbonization Plan will be included as an annex to this strategy and while progress is being made, the deadline for the Decarbonization Plans for the department has changed to March 2024;
• The white paper entitled "Assessing Climate Change Impacts on RCAF Operations" was completed and approved by the RCAF in July 2022; and
• The RCAF has and continues to support Strategic Environmental Assessments for new capabilities through a Preliminary Scan Tool that is used for all major capital procurement programs. The tool and guide were prepared by RCAF Directorate Environment and Operational Sustainability and is designed for use by the Office of Primary Interest responsible for completing a preliminary scan of a proposal for a capability development program, and other staff tasked with supporting the development of the proposal.

For more information, refer to the Greening Defence webpage.

Results achieved

The following table shows, for the Department of National Defence and the Canadian Armed Forces, the results achieved, the performance indicators, the targets and target dates for FY 2022–23 and the actual results for the three most recent fiscal years for which actual results are available.

Departmental results	Performance indicators	Target	Date to achieve target	2020–21 Actual results	2021–22 Actual results	2022-23 Actual results
6.3 Defence activities are carried out in a safe and environmentally responsible manner	% of greenhouse gas emissions reduction relative to a 2005 baseline	At least 40%	31 March 2030	38%	35.9%	36%Footnote *
	% of reduction in contaminated sites liability based on the closing liability of the previous year	At least 10%	31 March 2023	10%	12.6%	11%

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 Sustainable Bases, Information Technology Systems and Infrastructure, budgetary spending for FY 2022-23, as well as actual 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)
4,129,651,499	4,129,651,499	4,288,012,574	4,097,255,100	(32,396,399)

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.

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 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)
15,589	15,614	25

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.