Section I - Organizational Overview - RPP 2013-14

It is my pleasure to report to Parliament and Canadians on the plans and priorities of the Department of National Defence (DND) and the Canadian Armed Forces (CAF) ^{Footnote 1} for 2013-14.

Protecting Canada and Canadians is the top priority for Defence, while working hard to support Canada's interests and values around the world, including contributing to international peace and security operations. In 2013-14, we will continue to make the renewal and transformative adjustments necessary to position the Defence Team to successfully meet future responsibilities and to do our part in exercising the most prudent financial stewardship of Canadians' tax dollars.

After six years of unprecedented growth, Canadians expect Government organizations be vigilant with their money and National Defence is no exception. Defence is undertaking a number of ongoing initiatives to make the Department more efficient and effective in delivering a combat-effective, multi-role forces.

As part of this renewal effort, the Canadian Joint Operations Command (CJOC) was stood up in 2012 to streamline operations, create efficiencies and eliminate redundancy. In 2013-14, the CJOC will continue to ensure effective command, support and conduct of operations at home, with continental partners and around the world as we continue to make the necessary organizational changes to prepare the CAF for the next decade.

The CAF will continue to be an agile, ready and combat-effective force, prepared to deal with new and evolving threats to Canadian security. At home, we stand ready to provide life-saving search and rescue when Canadians are in distress and to assist first responders when natural or man-made disasters strike. The CAF will continue to play a key role in ensuring Canada's Arctic sovereignty, conducting missions and exercises in the region, such as Operation NANOOK. On the greater continent, National Defence will maintain and strengthen the collaboration we have with our closest ally, the United States, in the defence of North America. Our two great nations will continue to work together through the North American Aerospace Defence Command (NORAD), to conduct exercises and training to enhance military interoperability, and make use of existing and emerging fora to explore new areas for cooperation.

Defence will continue to project leadership abroad. Canadians are cognizant and proud of the CAF's achievements and sacrifices in Afghanistan over the past decade. In 2013-14, the CAF will finish the important task of training the Afghan National Security Forces to assume responsibility for their own security. The CAF have spent twelve challenging years in Afghanistan and paid the ultimate price with the loss of Canadian lives. As we end our engagement in the country in 2014, we still mourn the loss of these brave individuals and know that their sacrifices have not been in vain. As we look forward after the end of this important mission, the CAF will ensure an appropriate level of readiness to deploy elsewhere in the world and conduct a range of operations if called upon by the Government of Canada. Whether these missions are in support of a close ally or a multilateral organization such as the North Atlantic Treaty Organization (NATO) or the United Nations (UN), or in response to a humanitarian disaster, the CAF will be ready to support and sustain multiple missions at once, if necessary, as outlined in the Canada First Defence Strategy (CFDS).

Defence will continue to deliver on its CFDS commitments in line with Government priorities to modernize and upgrade its equipment capabilities to position our Canadian soldiers, sailors and airmen and women for success and generate economic opportunities nation-wide. Specific priorities for the coming years include the acquisition of Fixed Wing Search and Rescue (FSWAR) aircraft and the continued roll-out of the National Shipbuilding Procurement Strategy which will revitalize Canada's naval fleet.

We must never forget that in everything we do, people are the most important resource and sustaining element. Defence will continue to support military families, the ill and injured, and the families of the fallen, as a paramount moral obligation. In particular, Defence has made a recurring annual investment of $11.4 million in mental health services.

Balancing all of these priorities is a challenging task. It takes a dedicated Defence Team. Our ability to deliver successfully on multiple objectives depends on highly skilled civilian and military employees. Defence will continue to maintain a strong and vibrant workforce that contributes to operational excellence. I know that this integrated team will continue to work diligently to make Defence a success.

I never cease to be impressed by the professionalism of National Defence personnel. It is my honour and privilege to lead the Department. I look forward to working with my colleagues in Parliament and fellow Canadians in the year ahead to further strengthen this great national institution.

Original signed by:

The Honourable Peter MacKay, P.C., M.P.
Minister of National Defence

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• Personnel: In accordance with Budget 2012, the CAF Regular and Reserve Force Strength will be maintained at 68,000 and 27,000 over the medium term, respectively to preserve the balance across the four pillars of CFDS;
• Equipment: Renew the CAF's core equipment platforms;
• Readiness: Ensure the appropriate level of personnel training and equipment availability; and
• Infrastructure: Replace or refurbish approximately 25 per cent of DND infrastructure holdings within 10 years, with approximately 50 per cent being replaced or refurbished over 20 years to meet Canada's future defence and security requirements.

The CFDS articulates the broad strategic vision for Defence, aligned with the level of ambition identified by the Government of Canada and outlines six core CAF missions in domestic, continental and international contexts:

• Conduct daily domestic and continental operations, including in the Arctic and through the North American Aerospace Defense Command (NORAD);
• Support a major international event in Canada such as the G8, G20 and North American Leaders' Summits;
• Respond to a major terrorist attack;
• Support civilian authorities during a crisis in Canada such as a natural disaster;
• Lead and/or conduct a major international operation for an extended period; and
• Deploy forces in response to crises elsewhere in the world for shorter periods.

Strategic Outcomes and Program Alignment Architecture (PAA)

The Government of Canada's Management, Resources and Results Structure^{Footnote 3} (MRRS) is the foundation of a government-wide approach aimed at strengthening the management and accountability of public expenditures and clearly demonstrating results for Canadians. The Program Alignment Architecture (PAA) is part of the MRRS. Defence's PAA shows how its Programs align with the Department's four strategic outcomes. Internal Services is a stand alone Program which defines activities and resources that support the organization's program needs and corporate obligations.

During the coming year, in concert with Treasury Board, the Department will redesign the Defence PAA incorporating a more functional view that expresses the integrated means by which our outputs and outcomes are achieved, thus better reflecting the business of Defence. Combined with the Defence Business Model, the redesigned PAA will facilitate business process renewal initiatives and Enterprise Architecture development within Defence.

PAA Legend

• Strategic Outcome
  • Program
    • Sub-program
      • Sub-sub-program

PAA

• 1. Resources are delivered to meet Government Defence Expectations
  • 1.1 Defence Science & Technology
    • 1.1.1 Research, Technology and Analysis
    • 1.1.2 Public Security Science & Technology
  • 1.2 Recruiting, and Initial Training of Personnel
    • 1.2.1 Recruitment
      • 1.2.1.1 Regular Recruitment
      • 1.2.1.2 Reserve Recruitment
      • 1.2.1.3 Civilian Recruitment
    • 1.2.2 Training to Initial Occupation Level
      • 1.2.2.1 Basic Individual Military Qualifications Training
      • 1.2.2.2 Initial Individual Occupation Training
      • 1.2.2.3 Initial Individual (Primary) Reserve Training
  • 1.3 Equipment Acquisition and Disposal
    • 1.3.1 Maritime Equipment Acquisition and Disposal
    • 1.3.2 Land Equipment Acquisition and Disposal
    • 1.3.3 Aerospace Equipment Acquisition and Disposal
    • 1.3.4 Joint and Common Support Equipment Acquisition and Disposal
    • 1.3.5 Joint and Common Command and Control Acquisition and Disposal
  • 1.4 Real Property Infrastructure Acquisition and Disposal
    • 1.4.1 Real Property Acquisition and Disposal
      • 1.4.1.1 Maritime Real Property Acquisition and Disposal
      • 1.4.1.2 Land Real Property Acquisition and Disposal
      • 1.4.1.3 Aerospace Real Property Acquisition and Disposal
      • 1.4.1.4 Joint Real Property Acquisition and Disposal
• 2. National Defence is Ready to meet Government Defence Expectations
  • 2.1 Maritime Readiness
    • 2.1.1 Contingency Task Group
    • 2.1.2 National Task Group
    • 2.1.3 Single ship International Deployment
    • 2.1.4 Domestic Maritime Readiness
    • 2.1.5 Sustain Maritime Forces
      • 2.1.5.1 Maritime Training
      • 2.1.5.2 Maritime Infrastructure and Base Support
      • 2.1.5.3 Maritime Equipment Maintenance
      • 2.1.5.4 Maritime Command and Control
  • 2.2 Land Readiness
    • 2.2.1 Primary International Commitment
    • 2.2.2 Secondary International Commitment
    • 2.2.3 Domestic and Standing Government of Canada Tasks
    • 2.2.4 Sustain Land Forces
      • 2.2.4.1 Land Training
      • 2.2.4.2 Land Infrastructure and Base Support
      • 2.2.4.3 Land Equipment Maintenance
      • 2.2.4.4 Land Command and Control
  • 2.3 Aerospace Readiness
    • 2.3.1 Aerospace Force Application
    • 2.3.2 Air Mobility
    • 2.3.3 Tactical Helicopter
    • 2.3.4 Aerospace Intelligence, Surveillance, Reconnaissance and Control
    • 2.3.5 Air Expeditionary Support
    • 2.3.6 Sustain Aerospace Forces
      • 2.3.6.1 Aerospace Training
      • 2.3.6.2 Aerospace Infrastructure and Wing Support
      • 2.3.6.3 Aerospace Equipment Maintenance
      • 2.3.6.4 Aerospace Command and Control
  • 2.4 Joint and Common Readiness
    • 2.4.1 Joint Operations Readiness
      • 2.4.1.1 Special Ops Readiness
      • 2.4.1.2 Disaster and Special Assistance Readiness
      • 2.4.1.3 Joint Command and Control Readiness
    • 2.4.2 Common Defence Support
      • 2.4.2 1 Common Training
      • 2.4.2.2 Common Infrastructure Maintenance and Base Support
      • 2.4.2.3 Common Supply and Maintenance Support
      • 2.4.2.4 General Support, Joint and Theatre Support Units
      • 2.4.2.5 Interoperability Training in Support of Continental Operations
      • 2.4.2.6 Military Health Care
• 3. Defence operations improve Peace, Stability and Security wherever deployed
  • 3.1 Situational Awareness
    • 3.1.1 Conduct Intelligence, Surveillance and Reconnaissance
    • 3.1.2 Support to Intelligence, Surveillance and Reconnaissance
  • 3.2 Canadian Peace Stability and Security
    • 3.2.1 Canadian Sovereignty Operations
    • 3.2.2 Canadian Disaster Relief and Humanitarian Assistance Operations
    • 3.2.3 Canadian Peace Stability and Security Operations
    • 3.2.4 Search and Rescue
  • 3.3 Continental Peace, Stability and Security
    • 3.3.1 Continental Contingency Operations
    • 3.3.2 North American Aerospace Defence Command
  • 3.4 International Peace Stability and Security
    • 3.4.1 Coalition Operations
    • 3.4.2 Military Diplomacy
    • 3.4.3 International Disaster Relief and Humanitarian Response Operations
• 4. Care and Support to the Canadian Forces and Contribution to Canadian Society
  • 4.1 Defence Team Personnel Support
    • 4.1.1 Military Personnel Support Services
      • 4.1.1.1 Common Professional Development
      • 4.1.1.2 Military Housing
      • 4.1.1.3 Career Management and Relocation
      • 4.1.1.4 Military Family and Casualty Support
      • 4.1.1.5 Individual Well Being and Work Environment
      • 4.1.1.6 Honour and Recognition
    • 4.1.2 Learning and Career Centres
  • 4.2 Canadian Identity
    • 4.2.1 Cadets
    • 4.2.2 History, Protocol and Heritage Ceremonial Activities
  • 4.3 Environmental Protection and Stewardship
    • 4.3.1 Environment
    • 4.3.2 Unexploded Ordnance
  • 4.4 Non-Security Support
    • 4.4.1 Support to Federal Government
    • 4.4.2 Support to Other Organizations
• 5.1 Internal Services
  • 5.1.1 Governance and Management Support
    • 5.1.1.1 Management and Oversight Services
    • 5.1.1.2 CAF Readiness Management and Oversight
    • 5.1.1.3 Communications Services
    • 5.1.1.4 Legal Services
  • 5.1.2 Resource Management Services
    • 5.1.2.1 Human Resource Management Services
    • 5.1.2.2 Financial Management Services
    • 5.1.2.3 Information Management Services
    • 5.1.2.4 Information Technology Services
    • 5.1.2.5 Travel and Other Administrative
  • 5.1.3 Asset Management Services
    • 5.1.3.1 Real Property Services
    • 5.1.3.2 Materiel Services

For descriptions of Defence Strategic Outcomes and associated Programs, please refer to Section II: Analysis of Programs by Strategic Outcome.

Risk Analysis

Security is influenced by a wide range of factors, domestic and international, that impact on how Defence carries out its mandate. These factors present Defence with both risks and opportunities, which are taken into account as DND/CAF deliver on their roles and responsibilities. By continuously monitoring emerging issues, developments and trends, Defence can anticipate and respond to challenges and the risks associated with them.

The Defence Corporate Risk Profile (CRP) documents the risks facing Defence, and is an important influence on planning and resource allocation decisions. It is a tool through which the executive leadership can provide guidance and direction in responding to the Corporate Risks assessed as vital to the achievement of the Defence mission.

The CRP is derived from the review of external and internal risks. For FY 2013-14, five key Corporate Risks having a Defence-wide impact are highlighted. The key Corporate Risks, as well as their attendant mitigation actions, are presented below. To fulfill the Government of Canada's expectations, Defence will continue to manage these Corporate Risks in an effective manner.

Organizational Priorities

Defence Priorities express the key areas of focus for Defence to accomplish its mission to "defend Canada and Canadian interests and values while contributing to international peace and security". The Defence Priorities provide emphasis for senior management to direct resources to key initiatives required to address gaps in achieving the PAA expected results, mitigation of the key Corporate Risks and responding to specific Government direction. The four Defence Priorities for 2013-17 that form a foundation for the Department's Report on Plans and Priorities (RPP) are:

• Ensuring Sustainable Operational Excellence both at Home and Abroad for the Defence of Canada and the Protection of Canadians;
• Maintaining Required CAF Force Posture and Defence Readiness;
• Ensuring Defence Affordability; and
• Strengthening the Defence Team

Source: Vice-Chief of the Defence Staff Group

Planning Summary

Readiness to Respond

In 2013-14, the CAF will maintain the flexibility and preparedness required to deploy in response to Government direction. On any given day, the CAF are ready to defend Canada and North America, to assist law enforcement authorities, to conduct search and rescue efforts, and to save the lives of those lost or injured due to natural disasters. In addition, the CAF is ready to meet the complexity of evolving international challenges, to contribute to international peace and stability, and to deploy military forces to support partners and allies around the world. Defence remains committed to ensuring that a sufficient number of personnel are trained to required levels and that the necessary equipment is available, for both the training and operations needed to take on current and future challenges.

As articulated in the CFDS, readiness refers to the CAF's flexibility and preparedness to deploy in response to Government direction. Readiness is the main output of DND/CAF and accounts for over $9.3 billion in direct spending this year.

The CF Force Posture and Readiness Directive 2012 issued by the CDS provides the overarching framework to ensure that the CAF are fully equipped and prepared to meet all of the assigned CFDS missions. Currently, all three services of the CAF stand operationally ready the meet their assigned CFDS tasks and missions and have declared such.

Readiness also encompasses the resources needed to maintain equipment, conduct training, and prepare units for operations.

Prior to CFDS, the resources allocated for the National Procurement budget, a main component of readiness, which covers ammunition, spare parts and maintenance, covered only 70 percent of demand, significantly impeding the CAF's ability to train and maintain high readiness levels. Today, the Department's Investment Plan funds National Procurement to the full expected demand over the 20 year life of the Investment Plan.

As can be seen in the graph below, National Procurement funding will continue to increase from 2006-07 levels to meet the readiness requirements of today's CAF.

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Source: Vice-Chief of the Defence Staff Group

There will be efficiencies achieved in training, as we return to a normal operational tempo following the drawdown from the combat mission in Afghanistan, but the output will not change. Examples of efficiencies and targeted investments in readiness are:

• Canadian Army: Savings will be achieved through changing the frequency that ready forces are produced by adopting a one year training cycle for high readiness units. Without the imperative of replacing forces in an active theatre, training cycles can be lengthened and significant savings achieved;
• Royal Canadian Navy: The RCN is currently in the process of implementing a $2.988 billion modernization project of the Halifax Class Frigates which will provide the RCN with a world class operational surface ship capability until the end of the next decade. While undergoing this modernization the number of ships in training is reduced making efficiencies for this next year; and
• Royal Canadian Air Force: The RCAF readiness will be maintained and savings achieved through increased training efficiencies, exploiting concurrent training opportunities, and leveraging use of the synthetic environment. Furthermore, due to increased training efficiencies resulting from parallel initiatives by the other services, the yearly flying rate will be reduced.

The CAF stands ready to meet the missions assigned in CFDS.

Continued Excellence in Operations

In line with the CFDS, in 2013-14 the CAF will maintain the capability to conduct a range of missions at home and abroad, in collaboration with whole-of-government and international partners. The CAF will continue to ensure the safety and security of Canadians at home, lending a hand to civil authorities when called upon and assisting in emergency situations. Search and Rescue (SAR) coordinators and crews work with federal, provincial and municipal partners to respond as quickly as possible to save the lives of those at risk whenever and wherever an incident occurs.

Canada is a vast nation with a large expanse of territory in the North. Defence has a significant role to play in supporting other government departments in the North, exercising Canada's sovereignty, and providing assistance to Canadians. The Government of Canada is therefore enhancing the CAF's capabilities in the North through several new investments which will help ensure that the Defence Team has the capabilities necessary to provide support for future safety and security challenges in the Arctic.

Abroad, the CAF continues to make a significant contribution to security in Afghanistan through the NATO training mission. The Afghan National Security Forces (ANSF) continues to expand and increasingly train and operate independently of NATO forces, demonstrating its growing capability and capacity to be fully responsible for Afghanistan's own security. In 2013-14, Canada will continue to work with the ANSF, but will see its role in the country once again transition as Afghan forces take full control. Canada's mission in Afghanistan will end in 2014 after twelve years.

Resource Stewardship

Defence remains committed to providing combat-effective, multi-purpose forces at home and abroad, while managing its resources as efficiently as possible. Just as Canadians have tightened their belts with regard to spending in the face of the global economic downturn, so too must Defence continue to make the best use of tax dollars. There are a number of government-wide fiscal restraint initiatives currently being implemented in the Defence Team, including the 2010 Strategic Review and the Budget 2012 Spending Review. These initiatives are aimed at improving the efficiency and effectiveness of the Government, and returning to a balanced budget in the medium term. Defence takes its role as a steward of public resources very seriously and makes every effort to ensure sound financial management of taxpayer dollars.

Renewal and Transformation

To deal with new fiscal realities, Defence is carrying out a number of change initiatives designed to support the federal government's commitment to achieving a balanced budget, and continuing to provide combat-effective, multi-purpose forces at home and abroad to protect Canada and Canadians. A noteworthy development supporting the implementation of budget reductions was the creation of the Defence Renewal Team (DRT) in 2012. This team, consisting of dedicated military and civilian personnel, has a three-year mandate with the important task of helping to move the organization forward through change. Using a coordinated Defence Team-wide approach, they will lead, oversee, and support key activities relating to spending reductions and process reform at Defence that will create re-investment opportunities to ensure that the Defence Team of tomorrow is positioned for success. The next major milestone will be the development of a renewal charter and plan that will guide business process renewal and other change initiatives over the next three years.

As Canada ends its involvement in Afghanistan, the CAF will continue to examine the way in which it conducts operations. The new Canadian Joint Operations Command (CJOC), stood up in 2012, is part of this transformation. The CJOC mission is to plan and conduct CAF operations in accordance with CDS direction and develop, generate and integrate joint force capabilities for operations. This new command provides leaders with the ability to allocate resources where they are most needed and support domestic and international operations in a timely manner, by closing functional gaps, eliminating administrative duplication, and permitting the allocation of resources to new and emerging demands. In 2013-14, the CJOC will work closely with other government departments, the armed forces of close allies, like-minded nations, and multinational organizations. Further CAF organizational renewal initiatives will give the CAF the agility to adapt and re-invest in the fighting force as the future security environment dictates.

Equipping the Canadian Armed Forces

The Government of Canada remains committed to the renewal and replacement of core equipment fleets that will provide robust and flexible capabilities. Defence will continue to deliver on its CFDS commitments to modernize and upgrade its equipment capabilities to enable Canadian soldiers, sailors and airmen and women for success and generate economic opportunities nation-wide. National Defence will ensure that the CAF has the right equipment to undertake all of their important missions and that such equipment is procured in an efficient and cost-effective manner. 2013-14 will see continued progress on the procurement of Fixed Wing Search and Rescue aircraft for the RCAF and replacement of the RCN's surface fleet as part of the National Shipbuilding Procurement Strategy, in addition to a family of land combat vehicles and systems for the Canadian Army.

Supporting the Defence Team

In everything Defence does, people have always been the most important element and in 2013-14 they will remain so. DND and the CAF will work to provide a healthy, safe and productive work environment, as well as ensure the organization has the right people, with the right training, doing the right tasks. Defence must also continue to support military families, the ill and injured, and the families of the fallen. The DND and VAC will continue to work together to improve the care available to injured soldiers and their families and continue to address their needs in a timely, consistent and meaningful way.

Financial Resources (Planned Spending - $ thousands)

The following table summarizes Defence's total planned spending for the next three fiscal years, 2013-2016.

Sources: Assistant Deputy Minister (Finance and Corporate Services) Group

Human Resources (Full-Time Equivalents – FTEs)

As Defence transitions to a lower pace of operations following the end of the combat mission in Afghanistan, CAF regular and reserve force strength will be maintained at 68,000 and 27,000, respectively. From 2012 to 2015, through both headquarters and regional staff reductions, civilian Full-Time Equivalents (FTEs) are to be reduced from 26,752 to 24,814.

The following table provides Defence's total planned human resources FTEs^{Footnote 10}for the next three fiscal years 2013-2016.

Sources:

Vice-Chief of the Defence Staff Group, Chief Military Personnel Group, Assistant Deputy Minister (Human Resources – Civilian) Group

Note:

1. These planning figures may be further reduced with the implementation of Budget 2012 change initiatives.

The following table provides Defence's total planned human resources for Reserve Force Personnel^{Footnote 11}for the next three fiscal years, 2013-2016.

Sources:

Vice-Chief of the Defence Staff Group
Data Sources: Director Human Resources Information Management (DHRIM) report, Chief Military Personnel Revised Pay System for the Reserves (RPSR) monthly records

Planning Summary Tables ($ thousands)

Defence's Strategic Outcomes and Programs are aligned with each of the spending areas - Economic Affairs, Social Affairs, International Affairs and Government Affairs - of the Government of Canada's whole-of-government reporting framework.

The tables below outline Defence's actual spending from fiscal years (FY) 2010-13 and planned spending for the next three FY 2013-16, by Strategic Outcome and related Programs.

Over the next three years, Defence will continue to identify efficiencies within the Strategic Outcome and re-invest in capabilities that will yield a responsive, adaptive and multi-purpose CAF. Defence will seek to prioritize major capital acquisitions to continue to modernize and upgrade the CAF in order to meet our CFDS commitments.

Sources: Vice-Chief of the Defence Staff Group / Assistant Deputy Minister (Finance and Corporate Services) Group
Due to rounding, figures may not add up to total shown
Notes:

1. Forecast spending in 2012-13 is high due primarily to the allocation of funding for the implementation of payment in lieu of severance payments for members of the CAF. Further information regarding military severance can be found on the following web site^{Footnote 16}.
2. The increase in planned spending starting in 2013-14 onwards is primarily related to adjustments to the spending profile of major acquisition projects to align financial resources with project acquisition timelines.

Readiness remains the main output of the Department. With the reduction in operational tempo, following our draw down from the combat mission in Afghanistan, Defence will re-focus its resource allocations to ensure the CAF stand ready to meet Government of Canada assigned missions and tasks.

Sources: Vice-Chief of the Defence Staff Group / Assistant Deputy Minister (Finance and Corporate Services) Group
Due to rounding, figures may not add up to total shown
Notes:

1. The change in planned spending in 2013-14 onwards is due to efficiencies sought through government-wide spending reviews. In addition, the change is also due to the expiry of budgetary spending authorities for Canada First Defence Strategy which had been approved for a three year period between 2010-11 and 2012-13. For 2013-14 and onwards, the department will seek renewed budgetary spending authorities.
2. Forecast spending in 2012-13 is high due primarily to the allocation of funding for the implementation of payment in lieu of severance payments for members of the CAF. Further information regarding military severance can be found on the following web site^{Footnote 21}.

Over the next three years, Defence will continue to focus on providing security to Canadians both at home and abroad. Defence will work with its intergovernmental and international partners to fulfill domestic, continental and international commitments.

Sources: Vice-Chief of the Defence Staff Group / Assistant Deputy Minister (Finance and Corporate Services) Group
Due to rounding, figures may not add up to total shown
Notes:

1. The change in spending starting in 2012-13 onwards is due mainly to funding transferred to Communications Security Establishment for the establishment of the organization as a stand-alone agency.
2. The change in planned spending, starting in 2013-14, is primarily due to the transition from a combat mission to a training mission in Afghanistan.

In this time of transition, Defence recognizes the challenges faced by our workforce and will continue to provide the Defence Team with a healthy, safe and productive work environment. The continuing support to military families, the ill and injured, and the families of the fallen will remain a primary focus of the Department.

Sources: Vice-Chief of the Defence Staff Group / Assistant Deputy Minister (Finance and Corporate Services) Group
Due to rounding, figures may not add up to total shown
Notes:

1. The increased forecast spending for 2012-13 is due to funding received for the Manuge Class Action Lawsuit.
2. The planned spending decreases starting in 2014-15 onwards is due to changes in funding for the Federal Contaminated Sites Action Plan (FCSAP). Funding for FCSAP expires in 2015-16.

Planning Summary Table for Internal Services ($ thousands)

Sources: Vice-Chief of the Defence Staff Group / Assistant Deputy Minister (Finance and Corporate Services) Group
Note:

1. The change in planned spending in 2013-14 onwards is due efficiencies sought through government-wide spending reviews as well as overall changes in spending trends.

Planning Summary Total ($ thousands)

Sources: Vice-Chief of the Defence Staff Group / Assistant Deputy Minister (Finance and Corporate Services) Group

Expenditure Profile

The following tables provide a breakdown of planned spending by program for FY 2013-14 and FY 2005-06 for comparison purposes. Although the reporting methodology has changed during this time period, overall investment in the Defence program has increased by approximately $4 billion.

[D]

Source: Assistant Deputy Minister (Finance and Corporate Services) Group
Note: Due to rounding, figures may not add up to 100 per cent.

[D]

Source: Assistant Deputy Minister (Finance and Corporate Services) Group
Note: Due to rounding, figures may not add up to 100 per cent.

[D]

Source: Assistant Deputy Minister (Finance and Corporate Services) Group
Notes:

1. Actual spending represents the actual expenditures incurred during the respective FY, as reported in Public Accounts.
2. Forecast spending reflects the authorized funding levels to the end of the FY.
3. Planned spending reflects funds already brought into the Department's reference levels as well as amounts to be authorized through the Estimates process as presented in the Annual Reference Level Update. It also includes funding approved in the government fiscal plan, but yet to be brought into the Department's reference levels.

Over the period 2012-13 to 2015-16, forecast and planned spending varies from a high of $21.1 billion in 2012-13 to a low of $18.3 billion currently planned for 2013-14. The variability of $2.8 billion is mainly the result of the two factors outlined below.

1. Defence's changes in the 2013-14 Main Estimates net authority of $1.814 billion consists mainly of:

• $1.167 billion for reductions in departmental funding under the government-wide spending reviews; and
• $832 million for the CFDS. This decrease is the result of the expiry of budgetary spending authorities which were approved for a three year period between 2010-11 and 2012-13. For 2013-14 and onwards, the Department will seek renewed budget spending authority to continue to meet CFDS commitments.

For detailed information for the $1.814 billion decrease, please see the Department's 2013-14 Main Estimates^{Footnote 30} publication.

2. The $1.006 billion difference in planned adjustments from 2012-13 to 2013-14 is outlined in Section IV: Other Items of Interest^{Footnote 31} - Departmental Planned Spending.

Estimates by Vote

For information on our organizational appropriations, please see the 2013–14 Main Estimates^{Footnote 32} publication.

Contribution to the Federal Sustainable Development Strategy

The Federal Sustainable Development Strategy (FSDS) outlines the Government of Canada's commitment to improving the transparency of environmental decision-making by articulating its key strategic environmental goals and targets. The government will be consulting the public in 2013-14 regarding the second three-year cycle of the FSDS (2013-16). The 2013-16 FSDS will be finalized in 2013-14. It will be presented as part of year end performance reporting for 2013-14.

Defence ensures that consideration of these outcomes is an integral part of its decision-making processes. In particular, through the federal Strategic Environmental Assessment (SEA) process, any new policy, plan, or program initiative includes an analysis of its impact on attaining the FSDS goals and targets. The results of SEAs are made public when an initiative is announced, demonstrating the department's commitment to achieving the FSDS goals and targets.

Defence contributes to Theme IV - Shrinking the Environmental Footprint - Beginning with Government as denoted by the visual identifier below.

These contributions are components of the following Programs and are further explained in Section II:

• 1.3 Equipment Acquisition and Disposal;
• 1.4 Real Property Infrastructure Acquisition and Disposal;
• 4.3 Environment Protection and Stewardship; and
• 5.1 Internal Services.

For additional details on Defence's activities to support sustainable development please see Section II of this RPP and Defence's Sustainable Development Strategy web page^{Footnote 33}. For complete details on the Strategy, please see the Federal Sustainability Development Strategy website^{Footnote 34}.