Defence Team

Description

Recruit, develop and support an agile and diverse Defence Team, within a healthy workplace free from harmful behaviour; support military families; and meet the needs of all retiring military personnel, particularly the ill and injured. Strengthen Canadian communities by investing in youth.

Planning highlights

People are at the core of everything the Defence Team does to ensure Canada is strong, secure and engaged in the world. The success of any mission depends on having healthy, resilient, well-trained, and motivated personnel supported by talented and dedicated defence civilians working within the Department of National Defence (DND). This integrated civilian-military Defence Team is the heart of our institution.

As we look to the future, we will refocus our efforts on ensuring the entire Defence Team has the care, services and support it requires in a workplace free from harassment and discrimination. A Defence Team composed of people with new perspectives and a broader range of cultural, linguistic, gender, age, and other unique attributes will contribute directly to efforts to develop a deeper understanding of our increasingly complex world, and to respond effectively to the challenges it presents. Doing so will be central to attracting and retaining the people we need to ensure National Defence is successful into the future. Investing in our people is the single most important commitment we can make.

The Canadian Armed Forces (CAF) has a commitment not only to our members, but to their families as well. Our people serve in complex environments that can pose a high threat level. We will continue to deliver essential programs and services to give our troops comfort knowing their families are being looked after.

Departmental Result 3.1 - Canadian Armed Forces is growing towards its end state of 101,500

  • Reduce significantly the time to enroll in the CAF by reforming all aspects of military recruiting.
  • Implement a recruitment campaign to promote the unique full- and part-time career opportunities offered by the CAF, as well as to support key recruitment priorities, including hiring more women, increasing diversity, addressing priority.
  • Increase the capacity of the Canadian Armed Forces Leadership and Recruit School and restore the Collège militaire royal in St-Jean as a full degree-granting institution to help prepare the next generation of leaders in the CAF, in anticipation of an increased number of recruits and officer candidates associated with a larger force sizing.
  • Develop and implement comprehensive CAF Retention Strategy to keep our talented people in uniform with a welcoming and healthy work environment.
  • Army recruiting will be at full operating capacity starting 1 April 2018 and internal resources will be adjusted to support individual training and sustainment of a larger Army Reserve.
Planned results
Departmental Results Departmental Result Indicator Target Date to achieve target 2014-15 Actual results 2015-16 Actual results 2016-17 Actual results
3.1 Canadian Armed Forces is growing towards its end state of 101,500 personnel* % of Regular force positions that are filled 95-100% 31 March 2026 Not Available 98% 97.5%
% of Reserve force positions that are filled 95-100% 31 March 2026 Not Available Not Available

Not Available

New indicator as of 2018-19

% of occupations with critical shortfalls 0-5% 31 March 2019 Not Available Not Available

Not Available

New indicator as of 2018-19

Notes:

  1. *Departmental Result of 101,500 personnel represents the CAF Regular Force and the Reserve force. The Reserve force represents Primary Reserves.
  2. For more information about National Defence performance indicators, please visit GC InfoBase xxvi.


Improving the effectiveness of departmental policies, programs and processes

Leading Seaman Kayla Ruiz uses the Big Eyes on Her Majesty's Canadian Ship (HMCS) WINNIPEG as the ship departs the Philippines, April 18, 2017.

Photo credit: Corporal Carbe Orellana, MARPAC Imaging Services.

Photo: Leading Seaman Kayla Ruiz uses the Big Eyes on Her Majesty's Canadian Ship (HMCS) WINNIPEG as the ship departs the Philippines, April 18, 2017.

In alignment with the Government of Canada’s innovation agenda, a behavioural insights capability is being established to encourage innovation through experimentation, facilitate behaviour change, and ultimately improve the effectiveness of departmental policies, programs and processes.


Departmental Result 3.2 - The health and well-being of the Defence team is well supported

  • Augment the CAF Health System to ensure it meets the unique needs of our personnel with efficient and effective care, anywhere they serve in Canada or abroad. This includes initiating the incremental growth of the Medical Services Branch by 200 personnel.
  • Create a new CAF Transition Group that provides support to all members to seamlessly transition to post-military life.
  • To better meet the needs of all retiring personnel, including the ill and injured, harmonize the administrative processes performed by various service delivery partners to ensure all benefits are in place before a member transitions to post-military life.
  • Implement the joint National Defence and Veterans' Affairs Suicide Prevention Strategy, including a joint framework focused on preventing suicide across the entire military and Veteran community, and hire additional mental health professionals.
  • Enhance Civilian Total Health and Wellness through the provision of disability management support to ill, injured and impaired employees and their managers; access to Employee Assistance Program/counselling; and the development and implementation of programs and tools in support of a psychologically healthy workplace and employee well-being.
Planned results
Departmental Results Departmental Result Indicator Target Date to achieve target 2014-15 Actual results 2015-16 Actual results 2016-17 Actual results
3.2 The health and well-being of the Defence team is well supported % of military personnel who are medically fit for their occupation To be determined by 31 March 2021 To be determined by 31 March 2021 Not Available Not Available

Not Available

New indicator as of 2018-19

% of military personnel who feel that the Canadian Armed Forces provides a reasonable quality of life for themselves and their families To be determined by 31 March 2021 To be determined by 31 March 2021 Not Available Not Available

Not Available

New indicator as of 2018-19

% of Canadian Armed Forces members who report a high level of workplace well-being To be determined by 31 March 2021 To be determined by 31 March 2021 Not Available Not Available

Not Available

New indicator as of 2018-19

% of civilian employees who describe the workplace as psychologically healthy To be determined by 31 March 2021 To be determined by 31 March 2021 Not Available Not Available

Not Available

New indicator as of 2018-19

Note: For more information about National Defence performance indicators, please visit GC InfoBase xxvii.


Indigenous Summer Training Programs

Bold Eagle, Black Bear, and Raven are three Indigenous summer training programs held across Canada. They combine military lifestyle with cultural awareness to give a six-week taste of military training with the option – but no commitment – to join the Canadian Armed Forces. Training is based on the Army Reserve Basic military qualification and covers topics such as weapons handling, navigation, first-aid, drill and survival skills. All three programs begin with a Culture Camp taught by Elders of different First Nations and Indigenous groups, to ease the transition from civilian to military lifestyle and to ground the training in common spiritual beliefs.


Departmental Result 3.3 - The Defence team reflects the values and diversity of Canadian society

  • Aspire to be a leader in gender balance in the military by increasing the representation of women by one percent annually over the next 10 years to reach 25 percent of the overall force.
  • Complete the full implementation of the 10 recommendations of the Deschamps Report through Operation HONOUR.
  • Provide a full range of victim and survivor support services to CAF members.
  • Address harassment complaints in a clear and timely manner by simplifying formal harassment complaint procedures and being open and transparent with Canadians and members of the CAF in communicating progress on this important issue. As such, the new process will focus on a more informal and collaborative approach guided by local staff trained in conflict management/resolution and supported by a central agency and a new tracking system to ensure robust management and reporting.
  • Appoint a Departmental Inclusion and Diversity Champion to oversee the implementation of the Diversity Strategy and Action plan. This plan is intended to establish diversity and inclusion as core institutional values leading to a Defence Team that reflects Canadian diversity.

Planned results
Departmental Results Departmental Result Indicators Target Date to achieve target 2014-15 Actual results 2015-16 Actual results 2016-17 Actual results
3.3 The Defence team reflects the values and diversity of Canadian society % of the Defence team that self-identify as a woman

25.1% CAF or greater

39.1% Civilians or greater

31 March 2026

15.0%

40.7%

14.9%

40.0%

15.2%

40.9%

% of the Defence team that self-identify as a visible minority

11.8% CAF or greater

8.4% Civilians or greater

31 March 2026

5.9%

7.5%

7.0%

7.3%

7.6%

7.5%

% of the Defence team that self-identify as an indigenous person

3.4% CAF or greater

2.7% Civilians or greater

31 March 2026

2.5%

3.1%

2.6%

3.1%

2.7%

3.2%

% of the Defence team that self-identify as victims of harassment To be determined by 31 March 2021 To be determined by 31 March 2021 Not Available Not Available

Not Available

New indicator as of 2018-19

% of the Defence team that self-identify as victims of discrimination To be determined by 31 March 2021 To be determined by 31 March 2021 Not Available Not Available

Not Available

New indicator as of 2018-19

Annual # of reported incidents of Harmful and Inappropriate Sexual Behavior in the Defence Team To be determined by 31 March 2021 To be determined by 31 March 2021 Not Available Not Available

Not Available

New indicator as of 2018-19

Number and type of actions taken in response to reported Harmful and Inappropriate Sexual Behavior incidents by the Defence Team To be determined by 31 March 2021 To be determined by 31 March 2021

Not Available

Not Available

Not Available

New indicator as of 2018-19

% of Defence Team members who have attended a town hall or training session related to Harmful and Inappropriate Sexual Behavior (Operation Honour)

To be determined by 31 March 2021 To be determined by 31 March 2021 Not Available Not Available

Not Available

New indicator as of 2018-19

Note: For more information about National Defence performance indicators, please visit GC InfoBase xxviii.

Departmental Result 3.4 - Military families are supported and resilient

  • Build on the work already done in developing the framework for the design of the Comprehensive Military Family Plan in order to improve support and services available for military family members to address the unique conditions of military lifestyle. In fiscal year 2018-19, resources will be distributed to enhance the Military Family Services Program, including services through Military Family Resources Centres, in the areas of mental health, community and provincial engagement, children and youth services, family resilience, employment support, deployment services, relocation support, special needs and access to health care.
  • Strengthen teams at wings and bases across Canada, in partnership with Military Family Resource Centres and other professionals to improve support services and programs available for military family and CAF members within the civilian community to prevent and respond to gender-based and intimate partner violence. In fiscal year 2018-19, resources will be dedicated to the finalization of a scoping exercise to determine programs and service gaps and requirements for Family Crisis Teams in order to support and mitigate intimate partners, family, and gender-based violence. This exercise will allow for the development and implementation of enhanced Family Crisis Team mandates and activities to begin in the fall 2018.
  • Improve military family member access to psychological services through social workers and referrals to community programs and services.
Planned results
Departmental Results Departmental Result Indicators Target Date to achieve target 2014-15 Actual results 2015-16 Actual results 2016-17 Actual results
3.4 Military families are supported and resilient % of Canadian Armed Forces families that feel they meet the challenges of military life To be determined by 31 March 2021 To be determined by 31 March 2021 Not Available Not Available

Not Available

New indicator as of 2018-19

% of Canadian Armed Forces members who are satisfied with the overall support their family receives from the Canadian Armed Forces To be determined by 31 March 2021 To be determined by 31 March 2021 Not Available Not Available

Not Available

New indicator as of 2018-19

Note: For more information about National Defence performance indicators, please visit GC InfoBase xxix.

Departmental Result 3.5 - Youth in Canada are provided with experience and opportunities that enable a successful transition to adulthood

Our Youth Program, Cadets and Junior Rangers, is provided directly to Canadian youths and represents the largest federally sponsored youth program in Canada.

In the coming year, the department will:

  • Formally close-out the five-year Renewal of the Cadet and Junior Canadian Rangers Program Initiative and adopt a management approach that is more focused on continuous improvement to ensure our programs are challenging, rewarding, safe and appealing and that youth and their communities are strengthened by the benefits the programs offer;
  • Continue to strengthen overall understanding and support of the department’s Youth Program across National Defence and externally through enhanced public awareness and outreach; and
  • Begin to expand the reach of this program so more Canadian Youth can experience the tremendous and positive youth development opportunities and continue to strengthen communities across Canada.
Planned results
Departmental Results Departmental Result Indicators Target Date to achieve target 2014-15 Actual results 2015-16 Actual results 2016-17 Actual results
3.5 Youth in Canada are provided with experience and opportunities that enable a successful transition to adulthood % of the target Canadian youth population that participates in Cadets and Junior Canadian Rangers 2% or greater 31 March 2020 Not Available Not Available

Not Available

New indicator as of 2018-19

Note: For more information about National Defence performance indicators, please visit GC InfoBase xxx.

Cadet and Junior Canadian Rangers Programs

Photo credit: Captain Cynthia Halley, Valcartier Cadet Training Centre

Photo: Cadets on the General Training Course participate in outdoor field training at the Valcartier Cadet Training Centre on 3 August, 2017.

The Cadet and Junior Canadian Rangers (JCR) Programs are world class youth engagement programs based on solid fundamentals and possessing a proud and valued legacy. There are five defining principles which characterize these programs; Invite all Canadian Youth; Instil Canadian Military Values; Develop Citizenship, Leadership, and Fitness; Balance Safety and Challenge; and Leave a Positive Lifelong Impact. These programs contribute greatly to the development of several thousands of young Canadians from all walks of life by providing them with many exhilarating and unique experiences you simply cannot get anywhere else.

Budgetary financial resources (dollars)
2018-19 Main Estimates 2018-19 Planned spending 2019-20 Planned spending 2020-21 Planned spending
2,840,676,739 2,840,676,739 2,865,061,123

2,896,649,334

Human resources (full-time equivalents)
2018-19 Planned full-time equivalents 2019-20 Planned full-time equivalents 2020-21 Planned full-time equivalents
19,183.61 19,304.50 19,425.39

Note: Financial, human resources and performance information for the National Defence’s Program inventory is available in the GC InfoBase xxxi.

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