Section I - Organizational Expenditure Overview - RPP 2016-17
Organizational Profile
Appropriate Minister: The Honourable Harjit S. Sajjan, PC, OMM, MSM, CD, MP
Associate Minister: The Honourable Kent Hehr, PC, MP
Institutional Head: John Forster, Deputy Minister
Chief of the Defence Staff: General Jonathan Vance, CMM, MSC CD
Ministerial Portfolio:
- Department of National Defence
- Canadian Armed Forces
- Communications Security Establishment 2
- Military Police Complaints Commission 3
- Military Grievances External Review Committee 4
- Office of the Communications Security Establishment Commissioner 5
Enabling Instruments:
For further information, see Legislation and National Defence 10.
Year of Incorporation / Commencement: 1923
Other: For further information, see the Department of National Defence and the Canadian Armed Forces website 11.
Raison d’être and Responsibilities
On behalf of the people of Canada, the Canadian Armed Forces (CAF) and the Department of National Defence (DND) stand ready to perform three key roles:
- Defend Canada - by delivering excellence at home;
- Defend North America - by being a strong and reliable partner with the United States in the defence of the continent; and
- Contribute to International Peace and Security - by renewing Canada’s proud tradition of international leadership.
In 2016-17, National Defence will be ready to contribute to new Government of Canada national policy priorities. The activities described in this document will ensure DND and the CAF have the capabilities and expertise to successfully complete missions associated with these priorities:
- Ensuring Sustainable Operational Excellence;
- Ensuring CAF Posture and Readiness;
- Strengthening the Defence Team; and
- Ensuring Defence Resource Stewardship and Affordability.
This mandate is the responsibility of the Minister of National Defence (MND). The MND presides over the Department and over all matters relating to National Defence and the CAF, as established by the National Defence Act (NDA). He is assisted by the Deputy Minister (DM), who is appointed by Cabinet on the advice of the Prime Minister and is the MND’s most senior civilian advisor, authorized under the law to carry out, on the Minister’s behalf, many aspects of the management and direction of the Department. He is responsible for policy advice, departmental management, interdepartmental coordination, international defence relations, public service renewal, federal-provincial relations, and portfolio management. He is also an Accounting Officer under the Financial Administration Act and is accountable before Parliamentary Committees to provide explanations on matters for which he is responsible. The Chief of Defence Staff (CDS) has direct responsibility for the command, control and administration of the Canadian Armed Forces, morale and welfare and personnel support programs of members and their families, and is appointed by the Governor-in-Council, on the advice of the Prime Minister. The CDS advises the MND on issues such as current and future military requirements, force capabilities, and possible courses of action and the consequences of undertaking (or failing to undertake) various military activities. The CDS is also responsible for maintaining international military relations with Canada’s allies and partners. The CDS is accountable to the MND for the conduct of all CAF activities, as well as for the readiness and the ability to fulfill military commitments and obligations undertaken by the government. The CDS is also the advisor to the Prime Minister and Cabinet on major military developments and issues.
Strategic Outcomes and Program Alignment Architecture
The Government of Canada’s Management, Resources and Results Structure 12 (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. National Defence’s PAA shows how its programs align with the Department’s two strategic outcomes. Internal Services is a stand-alone program which defines activities and resources that support the organization’s program needs and corporate obligations.
Strategic Outcome: Defence Operations and Services Improve Stability and Security, and Promote Canadian Interests and Values
- 1.0 Program: Defence Combat and Support Operations
- 1.1 Sub-Program: Domestic and Continental Defence Operations
- 1.1.1 Sub-Sub-Program: Operations to Defend Canada Against Armed Threats
- 1.1.2 Sub-Sub-Program: Ongoing Defence, Security and Sovereignty of Canada Operations
- 1.1.3 Sub-Sub-Program: Ongoing Defence Operations through NORAD
- 1.1.4 Sub-Sub-Program: Ongoing Continental Defence Operations in Cooperation with the United States
- 1.2 Sub-Program: International Combat Operations
- 1.2.1 Sub-Sub-Program: International Operations over Extended Periods
- 1.2.2 Sub-Sub-Program: International Crisis and Surge Response Operations
- 1.2.3 Sub-Sub-Program: Ongoing Defence Operations through Standing NATO Commitments
- 1.3 Sub-Program: Ongoing Centralized Operations and Operational Enablement
- 1.3.1 Sub-Sub-Program: Overarching Command and Control of Domestic and International Operations
- 1.3.2 Sub-Sub-Program: Ongoing Defence Intelligence Operations
- 1.3.3 Sub-Sub-Program: Operational Support Services
- 1.3.4 Sub-Sub-Program: Military Diplomacy and Global Engagement
- 1.1 Sub-Program: Domestic and Continental Defence Operations
- 2.0 Program: Defence Services and Contributions to Government
- 2.1 Sub-Program: Disaster Relief and Humanitarian Operations
- 2.1.1 Sub-Sub-Program: Domestic and Continental Assistance and Response Operations
- 2.1.2 Sub-Sub-Program: International Humanitarian Assistance and Disaster Response Operations
- 2.1.3 Sub-Sub-Program: Non-Combatant Evacuation Operations
- 2.2 Sub-Program: Defence Services for Canadian Safety and Security
- 2.2.1 Sub-Sub-Program: Counter Terrorism, Terrorism Event Response and Consequence Management operations
- 2.2.2 Sub-Sub-Program: Assistance to Major Canadian Event Operations
- 2.2.3 Sub-Sub-Program: National Search and Rescue Program
- 2.2.4 Sub-Sub-Program: Search and Rescue Operations
- 2.2.5 Sub-Sub-Program: Defence Services to Other Government Departments and Agencies
- 2.2.6 Sub-Sub-Program: Canadian Safety and Security Program
- 2.3 Sub-Program: Military Heritage and Outreach
- 2.3.1 Sub-Sub-Program: Military History, Heritage and Awareness
- 2.3.2 Sub-Sub-Program: Youth Program
- 2.1 Sub-Program: Disaster Relief and Humanitarian Operations
Strategic Outcome: Defence Remains Continually Prepared to Deliver National Defence and Defence Services in Alignment with Canadian Interests and Values
- 3.0 Program: Defence Ready Force Element Production
- 3.1 Sub-Program: Force Elements Readiness Sustainment
- 3.1.1 Sub-Sub-Program: Maritime Roles - Readiness Sustainment
- 3.1.2 Sub-Sub-Program: Land Roles - Readiness Sustainment
- 3.1.3 Sub-Sub-Program: Aerospace Roles - Readiness Sustainment
- 3.1.4 Sub-Sub-Program: Special Operations Roles - Readiness Sustainment
- 3.1.5 Sub-Sub-Program: Joint and Common Roles - Readiness Sustainment
- 3.2 Sub-Program: Force Elements Integration Training
- 3.2.1 Sub-Sub-Program: Maritime Environment - Integration Training
- 3.2.2 Sub-Sub-Program: Land Environment - Integration Training
- 3.2.3 Sub-Sub-Program: Aerospace Environment - Integration Training
- 3.2.4 Sub-Sub-Program: Special Operations - Integration Training
- 3.2.5 Sub-Sub-Program: Joint - Integration Training
- 3.2.6 Sub-Sub-Program: International and Domestic - Interoperability Training
- 3.3 Sub-Program: Force Elements Production
- 3.3.1 Sub-Sub-Program: Maritime Environment - Force Element Production
- 3.3.2 Sub-Sub-Program: Land Environment - Force Element Production
- 3.3.3 Sub-Sub-Program: Aerospace Environment - Force Element Production
- 3.3.4 Sub-Sub-Program: Special Operations - Force Element Production
- 3.3.5 Sub-Sub-Program: Joint and Common - Force Element Production
- 3.4 Sub-Program: Operational Readiness Production, Coordination and Command and Control
- 3.4.1 Sub-Sub-Program: Maritime Environment - Force Element Production, Coordination and Command and Control
- 3.4.2 Sub-Sub-Program: Land Environment - Force Element Production, Coordination and Command and Control
- 3.4.3 Sub-Sub-Program: Aerospace Environment - Force Element Production, Coordination and Command and Control
- 3.4.4 Sub-Sub-Program: Special Operations Forces - Force Element Production, Coordination and Command and Control
- 3.4.5 Sub-Sub-Program: Joint and Common - Force Elements Production, Coordination and Command and Control
- 3.1 Sub-Program: Force Elements Readiness Sustainment
- 4.0 Program: Defence Capability Element Production
- 4.1 Sub-Program: Military Personnel and Organization Lifecycle
- 4.1.1 Sub-Sub-Program: Military Personnel - Regular Force Portfolio Management
- 4.1.2 Sub-Sub-Program: Military Personnel - Reserve Force Portfolio Management
- 4.1.3 Sub-Sub-Program: Military Personnel - Recruitment
- 4.1.4 Sub-Sub-Program: Military Personnel - Transition and Release
- 4.1.5 Sub-Sub-Program: Military Personnel - Professional Development Training
- 4.1.6 Sub-Sub-Program: Military Personnel - Occupation Training
- 4.1.7 Sub-Sub-Program: Military Personnel - Morale and Well Being
- 4.1.8 Sub-Sub-Program: Military Personnel - Health Care
- 4.1.9 Sub-Sub-Program: Organization - Security, Protection, Justice and Safety
- 4.1.10 Sub-Sub-Program: Military Personnel and Organization - Strategic Coordination, Development and Control
- 4.2 Sub-Program: Materiel Lifecycle
- 4.2.1 Sub-Sub-Program: Materiel - Portfolio Management
- 4.2.2 Sub-Sub-Program: Materiel – Acquisition
- 4.2.3 Sub-Sub-Program: Materiel - Equipment Upgrade and Insertion
- 4.2.4 Sub-Sub-Program: Materiel - Divestment and Disposal
- 4.2.5 Sub-Sub-Program: Materiel - Engineering, Test, Production and Maintenance
- 4.2.6 Sub-Sub-Program: Materiel - Inventory Management and Distribution
- 4.2.7 Sub-Sub-Program: Materiel - Strategic Coordination, Development and Control
- 4.3 Sub-Program: Real Property Lifecycle
- 4.3.1 Sub-Sub-Program: Real Property - Portfolio Management
- 4.3.2 Sub-Sub-Program: Real Property - Acquisition
- 4.3.3 Sub-Sub-Program: Real Property - Divestment and Disposal
- 4.3.4 Sub-Sub-Program: Real Property - Operations, Maintenance and Repair
- 4.3.5 Sub-Sub-Program: Real Property - Environment and Remediation
- 4.3.6 Sub-Sub-Program: Real Property - Strategic Coordination, Development and control
- 4.4 Sub-Program: Information Systems Lifecycle
- 4.4.1 Sub-Sub-Program: Info Systems - Portfolio Management
- 4.4.2 Sub-Sub-Program: Info Systems - Acquisition, Development and Deployment
- 4.4.3 Sub-Sub-Program: Info Systems - System Management and User Support
- 4.4.4 Sub-Sub-Program: Info Systems - Strategic Coordination, Development and control
- 4.1 Sub-Program: Military Personnel and Organization Lifecycle
- 5.0 Program: Defence Capability Development and Research
- 5.1 Sub-Program: Capability Design, Development and Integration
- 5.1.1 Sub-Sub-Program: Capability Design and Management
- 5.1.2 Sub-Sub-Program: Concept, Doctrine Development and Warfare Experimentation
- 5.1.3 Sub-Sub-Program: Science and Systems Development and Integration
- 5.2 Sub-Program: Strategic Direction and Planning Support
- 5.2.1 Sub-Sub-Program: Strategic Capability Planning Support
- 5.2.2 Sub-Sub-Program: Strategic Force Posture Planning Support
- 5.1 Sub-Program: Capability Design, Development and Integration
- 6.0 Program: Internal Services
- 6.1 Sub-Program: Management and Oversight
- 6.2 Sub-Program: Communications
- 6.3 Sub-Program: Legal Services
- 6.4 Sub-Program: Human Resources Management
- 6.5 Sub-Program: Financial Management
- 6.6 Sub-Program: Information Management
- 6.7 Sub-Program: Information Technology
- 6.8 Sub-Program: Real Property
- 6.9 Sub-Program: Materiel
-
6.10 Sub-Program: Acquisition
Organizational Priorities
To advance the Government of Canada’s defence agenda, the Department will focus on the following four enduring organizational priorities:
- Ensuring Sustainable Operational Excellence;
- Ensuring CAF Posture and Readiness;
- Strengthening the Defence Team; and
- Ensuring Defence Resource Stewardship and Affordability.
Key supporting initiatives − informed by the Minister of National Defence Mandate Letter 13 and the National Defence Plan 2016-19 i − are enabling tasks that address government direction and guide Defence resource management. In addition to other important ongoing work, these initiatives are integrated into Section II of this report to provide a comprehensive overview of departmental plans and expected results.
During fiscal year 2016-17, the Defence Team will work in partnership with other government departments to deliver on the Government’s commitments. With a strong focus on results, the Defence Team will work to define specific initiatives, timelines and targets in response to new government direction. It will further develop measures to assess their effectiveness and impact. While these particulars were not available in time for inclusion in this report, it is the Department’s intent to report on its progress and achievements in future reports.
Priority: Ensuring Sustainable Operational Excellence
Description: The ultimate measure of success of the Defence Team is the successful conduct of operations to protect Canadians and Canadian national interests at home and abroad. All National Defence activities and efforts directed towards these ends - today, tomorrow and in the future - must be privileged. The Department must make longer term investments that are key to current and future operations, including force development, acquisition, infrastructure and supply chains.
Priority Type ii: Ongoing
Key Supporting Initiatives
| Planned Initiatives | Start Date | End Date | Link to PAA |
|---|---|---|---|
| Collaborate with partners and allies to refocus Canada’s efforts in Iraq and Syria towards the training of local forces and humanitarian support |
November 2015 | March 2017 | |
| Maintain current Defence spending levels, including current planned increases to ensure the CAF have the equipment they need | TBD | Budget 2016 | 6.5 |
| Work with Public Services and Procurement Canada to launch an open and transparent competition to replace the CF-18 fighter aircraft, focusing on options that match Canada’s defence needs | January 2016 | TBD | 4.0 |
| Work with Public Services and Procurement Canada to invest in strengthening the Navy, while meeting the commitments that were made as part of the National Shipbuilding Procurement Strategy | Public Quarterly Updates starting in March 2016 | TBD | 4.0 |
| To renew Canada’s commitment to United Nations peace support operations, make Defence’s specialized capabilities - from mobile to medical teams, to engineering support, to aircraft that can carry supplies and personnel - available on a case-by-case basis | TBD | TBD | 2.1 |
| To renew Canada’s commitment to United Nations peace support operations, help the United Nations respond more quickly to emerging and escalating conflicts and provide well-trained personnel to international initiatives that can be quickly deployed | TBD | TBD | 2.1 |
| Lead an international effort to improve and expand the training of military and civilian personnel deployed on peace operations | TBD | TBD | 1.3.4 |
| Insist that any peacekeepers involved in misconduct be held accountable by their own country and the United Nations | TBD | TBD | 4.1.9 |
| Conduct and sustain routine, non-discretionary operations, such as Search and Rescue obligations, and maintain Canada’s strong commitments to NORAD | Ongoing | Ongoing | 1.1.3 |
| Continue to maintain a strong commitment to NATO | Ongoing | Ongoing | |
| Renew Canada’s focus on surveillance and control of Canadian territory and approaches, particularly Arctic regions | TBD | TBD |
ii. Type is defined as follows: previously committed to—committed to in the first or second fiscal year prior to the subject year of the report; ongoing—committed to at least three fiscal years prior to the subject year of the report; and new—newly committed to in the reporting year of the Report on Plans and Priorities or the Departmental Performance Report.
Priority: Ensuring CAF Posture and Readiness
Description: National Defence will maintain its ability to respond to Government of Canada defence policy by managing operational readiness in support of core missions within Canada, in North America and in support of international operations. We must ensure CAF capabilities are positioned and ready to meet operational contingencies and expectations in Canada and around the world.
Priority Type: Ongoing
Key Supporting Initiatives
| Planned Initiatives | Start Date | End Date | Link to PAA |
|---|---|---|---|
| Conduct an open and transparent review process to create a new defence policy document for Canada, replacing the now out-dated Canada First Defence Strategy | December 2015 | December 2016 | 5.0 |
| Continue to evolve the CDS Directive for CAF Force Posture and Readiness (FP&R) | 2011 | Ongoing | 5.2.2 |
| Develop and maintain high readiness forces to respond when tasked to National Defence missions, contingencies and to augment ongoing operations | Ongoing in accordance with CDS FP&R | As outlined in CDS FP&R | |
| Design, direct, and execute a joint managed readiness programme and ensure exercises and operations in support of maintaining and enhancing Canada’s sovereignty continue to receive high priority and have their scope expanded with a view to increasing participation of all Commands | Ongoing (annual 5-year rolling plan) | Ongoing (annual 5-year rolling plan) | |
| Support Public Safety Canada in a review of existing measures to protect Canadians and our critical infrastructure from Cyber-threats | January 2016 | TBD | 5.0 |
| Continue to develop, deliver and enhance cyber defence capabilities | Ongoing | Ongoing | |
| Continue to develop, deliver and enhance space capabilities | Ongoing | Ongoing | |
| Continue to establish and support robust capabilities in Command, Control, Communications, Computers, Intelligence, Surveillance and Reconnaissance (C4ISR), Cyber and information security | Ongoing | Ongoing | 4.4.2 |
| Continuously improve the DND/CAF Business Continuity Plan | Ongoing | Ongoing | 6.1 |
| Continue to implement the Defence Security Plan over three years | Ongoing (annual 3-year rolling plan) | Ongoing (annual 3-year rolling plan) |
Priority: Strengthening the Defence Team
Description: By investing in personnel, National Defence will ensure successful execution of missions within Canada, North America and around the globe. This implies prudent management of our strategic human resources, developing new skills needed to transition our workforce to areas where investments are required. Intake, retention and training policies must enable our workforce, and leverage the potential of the Regular Force, Reserves and civilians.
Priority Type: Ongoing
Key Supporting Initiatives
| Planned Initiatives | Start Date | End Date | Link to PAA |
|---|---|---|---|
| Establish and maintain a workplace free from harassment and discrimination in accordance with Operation HONOUR | Phase 2: October 2015 Phase 3: Phase 4: |
Phase 2: June 2016 Phase 3: June 2017 Phase 4: 2018-19 |
|
| Reduce complexity, overhaul service delivery and strengthen partnerships with Veterans Affairs Canada | TBD | TBD | 6.1 |
| Develop a suicide prevention strategy for CAF personnel and Veterans with Veterans Affairs Canada | TBD | TBD | 4.1 |
| Develop an integrated DND/CAF HR Strategy | April 2016 | March 2017 | 6.1 |
| Conduct a capability analysis, in support of Government direction, to increase the size of the Canadian Rangers | TBD | 2017-18 | 5.0 |
| Pursue recruiting and retention initiatives and carefully manage recruiting efforts to achieve Government of Canada mandated personnel levels by 2018 | Ongoing | 2017-18 | |
| Develop and operationalize a Multi-Year Establishment Plan to more effectively manage the CAF as it transforms to meet new and emerging challenges | 2015 | Ongoing | |
| Implement the CDS Initiating Directive and be prepared to respond to future Government of Canada direction on Strengthening the Reserves | October 2015 | March 2019 | |
| Achieve a steady state in the efficiency efforts under the Cadet and Junior Canadian Ranger Program renewal initiative | October 2013 | December 2018 | 2.3.2 |
| Monitor training, education, health care and other military personnel functions to find appropriate efficiencies that can be re-invested to support personnel | Ongoing | Ongoing | |
| Ensure CAF members have ready access to quality health care, including mental health, and that it is delivered in an effective and efficient manner so as to return members to duty as quickly as possible and support them and their families throughout | Ongoing | Ongoing | |
| For members who are unable to return to duty, work closely with other Government Departments, particularly Veterans Affairs Canada, as well as Non-Government Organizations, to enable a seamless transition that ensures their continued care and maximizes their opportunity for future success | Ongoing | Ongoing | |
| To deliver the Blueprint 2020 vision, continue to show leadership in building a modern, efficient, and high-performing workforce that supports Canada’s national security objectives while delivering value for money | Ongoing | Ongoing | |
| Continue efforts to streamline civilian training | Ongoing | Ongoing | 6.4 |
| Transform practices and procedures involving the management of the civilian workforce | Ongoing | Ongoing | 6.4 |
| Implement activities in the Strategic Public Affairs Plan to help maintain public trust in National Defence as a capable, well-managed organization and an employer of choice | April 2016 | March 2017 | 6.2 |
Priority: Ensuring Defence Resource Stewardship and Affordability
Description: To ensure National Defence resource stewardship and affordability in the short, medium and long term, the Defence Team must balance readiness, equipment, personnel and infrastructure and carefully manage resources to maximize capability output, through responsible governance of departmental resources, to deliver the best value for Canada.
Priority Type: Ongoing
Key Supporting Initiatives
| Planned Initiatives | Start Date | End Date | Link to PAA |
|---|---|---|---|
| Implement and continuously improve a long-term, holistic, affordable acquisition plan in a focused, deliberate manner (Capital Investment Program Plan Review (CIPPR) | January 2014 | Ongoing | |
| Enhance materiel accountability by implementing modern, effective inventory controls, supply chain management and inventory valuation to support existing fleets as efficiently as possible | Ongoing | Ongoing | |
| Implement and continue to evolve transformation improvement initiatives, such as the Defence Procurement Strategy and the Independent Review Panel for Defence Acquisition | Ongoing | Ongoing | |
| Complete the implementation of the centralized management of Real Property and the Infrastructure and Environment Business Modernization program | Ongoing | April 2021 | 4.3.1 |
| Complete the National Capital Region long-term accommodation strategy and the move of National Defence Headquarters elements to the Carling Campus | 2016-17 | 2019-20 | 6.0 |
| Continue to implement the departmental Chief Information Officer model to create a single authority and voice on all IM/IT centric issues including pan-departmental initiatives | Ongoing | Ongoing | 4.4.4 |
| Deliver initial operational capability on Business Intelligence capabilities scalable to the enterprise level | January 2016 | March 2017 | |
| Implement Phase One of the Project Approval Process Renewal to streamline the project submission and approval process | 2016-17 | TBD | 6.1 |
| Implement key financial controls in compliance with the Treasury Board Policy on Internal Control | April 2016 | March 2019 | 6.5 |
| Continue to implement Defence Renewal, including an improved Performance Management Framework utilizing business intelligence to drive effective outcomes that result in productivity improvements and cost avoidance, allowing for the reallocation of dollars and FTEs that can be reinvested in force readiness and capability development priorities, consistent with the Defence Renewal Charter | Ongoing | Ongoing |
For more information on organizational priorities, see the Minister’s mandate letter on the Prime Minister of Canada’s website 14.
Risk Analysis
National Defence is influenced by a wide range of external and internal factors, both domestic and international, that have an impact on how it carries out its mandate. These factors present both risks and opportunities, which are taken into account as the Department delivers on its roles and responsibilities.
Each year, as part of an Integrated Risk Management approach, an exercise is undertaken to identify key risks and opportunities related to the achievement of departmental objectives. Following an impact and likelihood assessment, strategies are developed to address these risks, and are published in the annual Corporate Risk Profile (CRP). The CRP informs departmental planning processes, including the priority-setting exercise and ensures that resources are allocated effectively.
The strategic environment is marked by increasing complexity and volatility coupled with emerging threats across the spectrum of conflict. The requirement for capability interdependence has become increasingly significant. At the same time, fiscal prudence and stewardship continue to play a pivotal role in departmental initiatives. To this end, capabilities that cut horizontally across DND and the CAF in contributing to operations and force posture and readiness will be privileged.
For 2016-17, the Department identified seven key risks and opportunities which focus on:
- Defence readiness;
- Defence Team capability;
- Strategic resilience;
- Capability delivery;
- Integrated information management / information technology;
- Financial controls and reporting of inventory and assets; and
- Security
A number of controls are in place to respond to these risks and opportunities. Response strategy initiatives covered in this report are outlined in the table below. For details, see the applicable links to the Program Alignment Architecture.
National Defence will continue to monitor emerging issues, developments and trends so as to anticipate and mitigate the risks associated with them. In doing so, the department will remain prepared to respond and provide the Government of Canada with advice and options underpinned by ready trained forces and capabilities.
| Risk | Risk Response Strategy | Link to PAA |
|---|---|---|
| Defence Readiness There is a risk that National Defence will not have sufficient force elements of appropriate readiness to respond to concurrent missions, or sequential missions before reconstitution is complete. This includes missions that are planned in advance, as well as responses to unexpected events which by their nature are unpredictable in time, number, location and effect. |
Continue to evolve the CDS Directive for CAF Force Posture and Readiness in order to institutionalize it within the overall Defence Strategic Planning Framework. | 5.2.2 |
| Design, direct, and execute a joint managed readiness programme in order to maintain and enhance Canada’s sovereignty and institutionalize joint training at the strategic level. | ||
| Defence Team Capability There is a risk that National Defence will not have the right number of personnel with the right competency, at the right place, and at the right time, which may affect its capability to fulfill current or future Government of Canada and National Defence expectations. |
Develop an integrated DND/CAF HR Strategy to ensure the Defence Team continues to support and execute operations, is postured to implement emerging capabilities, and is shaped to exploit future capabilities and pre-empt future threats. | 6.1 |
| Pursue recruiting and retention initiatives and carefully manage recruiting efforts to achieve Government of Canada mandated personnel levels by 2018 in order to strengthen a CAF regular and reserve workforce that is representative of Canada’s diverse population and reflects Canadian values. | ||
| Develop and operationalize a Multi-Year Establishment Plan in order to more effectively manage the CAF as it transforms to meet new and emerging challenges. | ||
| Conduct a comprehensive review of Primary Reserve employment and be prepared to respond to future Government of Canada direction on strengthening the Reserves in order to ensure that reserve forces more effectively support National Defence efforts. Continually monitor training and education, health care and other military personnel functions in order to find appropriate efficiencies that can be re-invested in supporting our personnel. |
||
| Continue efforts to streamline civilian training, including the training required by military personnel to manage civilians and financial resources in order to take advantage of and promote the use of on-line training, the Canada School of Public Service and the Defence Learning Network for their training needs. | 6.4 | |
| Continue to show leadership in building a modern, efficient, and high-performing workforce that supports Canada’s national security objectives while delivering value for money in order to deliver the Blueprint 2020 vision. | ||
| Transform practices and procedures involving the management of the civilian workforce in order to provide the flexibility to invest civilian growth in new and emerging areas, increase efficiencies, support diversity and more broadly a civilian workforce that is reflective of Canada’s population and promote a progressive, respectful environment that maximizes the opportunity for our members to contribute and in which all Canadians can be proud of. | 6.4 | |
| Ensure CAF members have ready access to quality health care, including mental health, and that it is delivered in an effective and efficient manner in order to return our members to duty as quickly as possible and support them and their families throughout. For those unable to return to duty, National Defence will work closely with Other Government Departments, especially Veterans Affairs Canada (VAC), as well as Non-Government Organizations (NGOs), in order to enable a seamless transition that ensures their continued care and maximizes their opportunity for future success. | ||
| Strategic Resilience There is a risk that unexpected events may change the strategic picture such that it requires significant changes to the strategic level of resource planning and result in disruption to National Defence’s business operations. |
Continue to implement Defence Renewal including an improved oversight and reporting process in order to comprehensively transform our major business processes. Defence Renewal will strengthen governance, management and planning of resources, improving the ability to respond to changes in the strategic environment. Defence Renewal will facilitate the creation of a lean and efficient organization that can generate savings to be reinvested in military capabilities and readiness and facilitate the delivery of a modern, first-class military to sustain the operational excellence for which we are known, and continue to earn the support and trust of Canadians. |
|
| Capability Delivery There is a risk that the complexity of development, program approval and procurement processes will prevent National Defence from meeting its investment targets in critical physical assets (equipment, physical and information infrastructure and real property) in a timely, sustainable and affordable manner to enable CAF operations. This risk is about failing to close gaps, or preventing gaps in capabilities which may lead to future mission failure. |
Continuously improve and implement a long-term, holistic, affordable investment plan portfolio and corporate submissions process in a focused, deliberate manner in order to ensure equipment deliveries and project advancement vital to establishing future departmental and CAF capabilities. | |
| Implement and evolve transformation process improvement initiatives such as the Defence Procurement Strategy which includes Third Party Review (Independent Review Panel) in order to improve capital project acquisitions and support to existing fleets and ensure alignment of internal resource governance bodies with Treasury Board requirements and the governance structure of the Investment Plan. | ||
| Implement Phase One of the Project Approval Process Renewal (PAPR) in order to streamline the project submission and approval process. | 6.1 | |
| Integrated Information Management / Information Technology There is a risk to National Defence if it does not take advantage of emerging technology to further an integrated IM/IT infrastructure that can provide a flexible and agile information environment conducive to efficient interoperable joint CAF operations and executive decision making, while achieving value for money and demonstrating sound stewardship. Failure to do so could also imperil the Command and Control (C2) of CAF operations at home and abroad as well as the effective management of the defence enterprise. |
Implement the departmental Chief Information Officer (CIO) model, in accordance with Government of Canada directives and guidelines in order to create a single authority and voice on all IM/IT centric issues including pan-departmental initiatives. | 4.4.4 |
| Work with Shared Services Canada to further enhance its relationship and ensure operational success. | 6.7 | |
| Develop and implement robust Command, Control, Communications, Computers, Intelligence, Surveillance and Reconnaissance (C4ISR), Cyber and information security capabilities in order to provide the capacity to succeed in these evolving areas. | ||
| Deliver initial operational capability on Business Intelligence capabilities scalable to the enterprise level in order to increase functionalities, automation and efficiencies and help rationalize legacy applications. | ||
| Financial Controls and Reporting of Inventory and Assets There is a risk that the financial reporting of inventory and capital assets in the Public Accounts of Canada and the Departmental Financial Statements may not accurately reflect the true value of the Department’s asset holdings which may result in a loss of confidence in the Department’s ability to manage the public purse. Without the proper financial controls in place, this could lead to DND/CAF being subject to more scrutiny which might reduce business flexibility and hinder agility. More importantly, without this visibility and control, we are at risk of wasting precious resources that should be directed to higher priority initiatives. |
Enhance materiel accountability by implementing modern, effective inventory controls, supply chain management and inventory valuation in order to support existing fleets as efficiently as possible. |
|
| Security There is a risk that some elements of the Defence Security Program are insufficient to assure the protection of all assets and the continuity of critical services in support of readiness, capacity and operational capability. |
Continue to implement the Departmental Security Plan in order to identify and manage critical security risks, help ensure operational success and safeguard information and assets. | |
| Continue to resolve IM/IT security risks through the implementation of the Defence Security Plan over 3 years in order to reduce security risks to a level that offers sufficient protection of sensitive information, meets baseline IT security requirements and prevents unauthorized disclosures. | 4.4.2 | |
| Advance efforts to develop a comprehensive operational framework for the conduct of cyber operations to maintain DND/CAF freedom of manoeuvre in the cyber domain. | 5.1.1 |
Budgetary Financial Resources (dollars)
| 2016–17 Main Estimates |
2016–17 Planned Spending |
2017–18 Planned Spending |
2018–19 Planned Spending |
|---|---|---|---|
| 18,640,268,933 | 18,640,268,933 | 19,462,061,542 | 19,470,244,184 |
Human Resources (Full-Time Equivalents [FTEs])
The Department will continue to realign the civilian workforce in support of strategic priorities. Growth in key areas is projected and strategies are being implemented to increase growth and retention. The effect of these measures may not be visible in the short term.
The following table summarizes National Defence’s total planned human resources 15 FTEs for the next three fiscal years, 2016-19.
| 2016-17 | 2017-18 | 2018-19 | |
|---|---|---|---|
| Military - Regular Force | 68,000 | 68,000 | 68,000 |
| Civilian | 24,407 | 24,407 | 24,407 |
| TOTAL | 92,407 | 92,407 | 92,407 |
| Notes: |
|||
Human Resources – Reserve Force Personnel
The Reserve Force is a unique and valued component of the CAF. The Primary Reserve is currently below the Government of Canada-directed average paid strength due to a higher than forecasted attrition and challenges in meeting recruiting quotas. Mitigating actions are underway to improve recruiting success and to reduce voluntary attrition in order to re-establish and expand the Primary Reserve’s average paid strength by 1,500 to a Government-authorized 28,500 average paid strength. Of the remaining two active sub-components of the Reserve Force, the Cadet Organization Administration and Training Service will be maintained at the current approved total strength target of 8,000 personnel, while the Canadian Rangers are authorized to grow from its current target of 5,000 personnel at a rate that will be sustainable from the current population pool within Northern Area. Institutionally, a major review of Primary Reserve requirements will continue so as to ensure the allocation and employment of personnel is consistent with National Defence priorities, is sustainable and remains within Government of Canada direction.
The following table provides National Defence’s total planned human resources for Reserve Force Personnel 16 for the next three fiscal years, 2016-19.
| 2016-17 | 2017-18 | 2018-19 | |
|---|---|---|---|
| Primary Reserve | 27,000 | 27,000 | 28,500 |
| Cadet Organization Administration and Training Service |
8,000 | 8,000 | 8,000 |
| Canadian Rangers | 5,000 | 5,000 | 5,000 |
| Note: The Reserve Force will have an increase of 1,500 average paid strength and the Rangers will grow at a rate that will be sustainable from current population pool available in the northern areas as per Government of Canada direction | |||
Budgetary Planning Summary for Strategic Outcome(s) and Program(s) (dollars)
| Strategic Outcomes, Programs and Internal Services |
2013-14 |
2014-15 Expenditures |
2015-16 Forecast Spending |
2016-17 Main Estimates |
2016-17 Planned Spending |
2017-18 Planned Spending |
2018-19 Planned Spending |
|---|---|---|---|---|---|---|---|
| Strategic Outcome 1: Defence Operations and Services Improve Stability and Security, and Promote Canadian Interests and Values | |||||||
| 1.0 Defence Combat and Support Operations | 1,488,574,710 | 1,229,363,372 | 1,537,747,578 | 1,235,618,328 | 1,235,618,328 | 1,248,194,497 | 1,273,209,024 |
| 2.0 Defence Services and Contributions to Government |
520,303,388 | 497,418,597 | 373,922,252 | 323,558,922 | 323,558,922 | 325,949,892 | 333,110,322 |
| Subtotal | 2,008,878,098 | 1,726,781,969 | 1,911,669,829 | 1,559,177,250 | 1,559,177,250 | 1,574,144,389 | 1,606,319,346 |
| Strategic Outcome 2: Defence Remains Continually Prepared to Deliver National Defence and Defence Services in Alignment with Canadian Interests and Values | |||||||
| 3.0 Defence Ready Force Element Production | 3,340,624,380 | 3,284,882,232 | 3,132,677,120 | 3,469,027,157 | 3,469,027,157 | 3,505,575,556 | 3,564,198,463 |
| 4.0 Defence Capability Element Production | 12,464,777,545 | 12,504,965,147 | 13,186,756,753 | 12,775,597,776 | 12,775,597,776 | 13,540,527,595 | 13,443,511,760 |
| 5.0 Defence Capability Development and Research | 437,853,050 | 462,489,089 | 381,346,423 | 397,614,790 | 397,614,790 | 401,175,948 | 408,745,909 |
| Subtotal | 16,243,254,975 | 16,252,336,468 | 16,700,780,296 | 16,642,239,723 | 16,642,239,723 | 17,447,279,099 | 17,416,456,132 |
| Internal Services Subtotal | 512,241,132 | 474,820,024 | 454,322,298 | 438,851,960 | 438,851,960 | 440,638,054 | 447,468,706 |
| Total | 18,764,374,206 | 18,453,938,461 | 19,066,772,423 | 18,640,268,933 | 18,640,268,933 | 19,462,061,542 | 19,470,244,184 |
Sources: Vice-Chief of the Defence Staff Group / Assistant Deputy Minister (Finance) / Chief Financial Officer Group
Note: Due to rounding, figures may not add up to totals shown.
Departmental Planned Spending for 2016-17 by Program (Dollars)
Description of Figure: Departmental Planned Spending for 2016-17 by Program (dollars)
This pie chart illustrates the Department of National Defence’s planned spending for Fiscal Year 2016-17, broken down by Program.
The percentages allocated to each section, from largest to smallest, are:
- 68%, $12,775,597,776 for Defence Capability Element Production;
- 19%, $3,469,027,157 for Defence Ready Force Element Production;
- 7%, $1,235,618,328 for Defence Combat and Support Operations;
- 2%, $438,851,960 for Internal Services;
- 2%, $397,614,790 for Defence Capability Development and Research; and
- 2%, $323,558,922 for Defence Services and Contributions to Government.
Alignment of 2016-17 Planned Spending with the Whole-of-Government Framework 17 (dollars)
Departments and agencies are required to indicate in their Report on Plans and Priorities the alignment of programs to Government of Canada outcome areas. The alignment of strategic outcomes and their corresponding programs to the whole-of-government framework makes it possible to calculate spending by Government of Canada outcome area and correctly total all government spending. For a description of each of the outcome areas, see the Treasury Board of Canada Secretariat website. 18
| Strategic Outcome | Program | Sub Program | Spending Area | Government of Canada Outcome | 2016-17 Planned Spending |
|---|---|---|---|---|---|
| Defence Operations and Services Improve Stability and Security, and Promote Canadian Interests and Values |
1.0 Defence Combat and Support Operations |
1.1 Domestic and Continental Defence Operations | Social Affairs | A safe and secure Canada | 252,899,104 |
| 1.2 International Combat Operations | International Affairs | A safe and secure world through international engagement | 195,451,958 | ||
| 1.3 Ongoing Centralized Operations and Operational Enablement | International Affairs | A safe and secure world through international engagement | 787,267,266 | ||
| 2.0 Defence Services and Contributions to Government |
2.1 Disaster Relief and Humanitarian Operations | International Affairs | A safe and secure world through international engagement | 17,898,969 | |
| 2.2 Defence Services for Canadian Safety and Security | Social Affairs | A safe and secure Canada | 97,797,905 | ||
| 2.3 Military Heritage and Outreach | Social Affairs | A vibrant Canadian culture and heritage | 207,862,048 | ||
| Defence Remains Continually Prepared to Deliver National Defence and Defence Services in Alignment with Canadian Interests and Values | 3.0 Defence Ready Force Element Production | 3.1 Force Elements Readiness Sustainment | Social Affairs | A safe and secure Canada | 1,159,779,945 |
| 3.2 Force Elements Integration Training | Social Affairs | A safe and secure Canada | 421,969,180 | ||
| 3.3 Force Elements Production | Social Affairs | A safe and secure Canada | 1,238,913,945 | ||
| 3.4 Operational Readiness Production, Coordination and Command and Control | Social Affairs | A safe and secure Canada | 648,364,087 | ||
| 4.0 Defence Capability Element Production | 4.1 Military Personnel and Organization Lifecycle | Social Affairs | A safe and secure Canada | 3,737,129,401 | |
| 4.2 Materiel Lifecycle | Social Affairs | A safe and secure Canada | 6,019,894,981 | ||
| 4.3 Real Property Lifecycle | Social Affairs | A safe and secure Canada | 2,230,300,542 | ||
| 4.4 Information Systems Lifecycle | Social Affairs | A safe and secure Canada | 788,272,852 | ||
| 5.0 Defence Capability Development and Research | 5.1 Capability Design, Development and Integration | Social Affairs | A safe and secure Canada | 324,935,081 | |
| 5.2 Strategic Direction and Planning Support | Social Affairs | A safe and secure Canada | 72,679,709 |
Total Planned Spending by Spending Area (dollars)
| Spending Area | Total Planned Spending |
|---|---|
| Economic Affairs | N/A |
| Social Affairs | 17,200,798,780 |
| International Affairs | 1,000,618,193 |
| Government Affairs | N/A |
| Total (does not include Internal Services) |
18,201,416,973 |
Departmental Spending Trend Graph
Description of Figure: Departmental Spending Trend Graph
This bar graph depicts Defence's financial spending trend starting with fiscal year 2013-14.
On the Y-axis are dollars ranging from 0 to 25,000,000,000. On the X-axis is Fiscal Year 2013-14 through 2018-19.
Statutory Financial Spending Trend is:
- $1,751,329,001 in 2013-14;
- $1,606,156,838 in 2014-15;
- $1,275,575,351 in 2015-16;
- $1,314,598,925 in 2016-17;
- $1,325,886,758 in 2017-18; and
- $1,336,317,646 in 2018-19
Voted Financial Spending Trend is:
- $17,013,045,205 in 2013-14;
- $16,847,781,623 in 2014-15;
- $17,791,197,072 in 2015-16;
- $17,325,670,008 in 2016-17;
- $18,136,174,784 in 2017-18; and
- $18,133,926,538 in 2018-19.
Total Financial Spending Trend is:
- $18,764,374,206 in 2013-14;
- $18,453,938,461 in 2014-15;
- $19,066,772,423 in 2015-16;
- $18,640,268,933 in 2016-17;
- $19,462,061,542 in 2017-18; and
- $19,470,244,184 in 2018-19.
Over the period 2013-14 to 2018-19 actual expenditures, forecast spending and planned spending varies from a low of $18.8 billion in 2013-14 to a high of $19.5 billion in 2018-19. This net increase of $0.7 billion is summarized as follows:
| Explanation of Departmental Financial Spending Trend Changes from 2013-14 to 2018-19 (dollars) | |
|---|---|
| Funding associated with Manuge v. Her Majesty the Queen Class Action Lawsuit | (510,000,000) |
| Funding related to lower Employee Benefit Plan forecasts | (385,281,654) |
| Funding related to measures announced by the government in Budget 2012 and Budget 2013 to make government more efficient and return to a balanced budget | (267,063,568) |
| Funding associated with National Defence Priorities | (263,238,827) |
| Funding authorized to be carried forward between fiscal years | (196,080,528) |
| Funding to support Canada's international security operations in Afghanistan | (144,000,000) |
| Funding related to the establishment of Shared Services Canada as a stand-alone agency | (44,620,992) |
| Other miscellaneous departmental requirements | (126,693,740) |
| Total Decreases | (1,936,979,309) |
| Annual escalator on Defence spending as announced in Budget 2008 to provide long-term and predictable funding | 1,805,964,000 |
| Net adjustments to spending on major capital equipment and infrastructure projects to align financial resources with current project acquisition timelines | 836,885,289 |
| Total Increases | 2,642,849,289 |
| Net Change | 705,869,980 |
Estimates by Vote
For information on National Defence’s organizational appropriations, consult the 2016-2017 Main Estimates 19.
Page details
- Date modified: