Personnel

Culture Evolution

• One of my greatest responsibilities is to build a Defence Team where all members feel protected, supported, respected, and empowered to serve.
• That is why Bill C-66 was introduced in Parliament earlier this year and why we are continuously working to meaningfully evolve our culture, as well as offer the support and resources needed by survivors of sexual misconduct.
• We recently released the Comprehensive Implementation Plan which will guide culture change efforts with timelines and clear pathways to implementing 194 recommendations from external reviews.
• The Comprehensive Implementation Plan includes a number of major policy initiatives, such as: improving the complaints and grievances processes; expanding comprehensive support services for those affected by misconduct; and introducing a childcare strategy for members.
• We have also made important progress on all 48 of the Independent Comprehensive External Review recommendations, with approximately 20 implemented to date, and we expect to have all recommendations addressed by the end of next year.
• We recognize that much work remains ahead of us, which is why we have made a clear commitment to build an environment free from harassment, discrimination, and violence for those who are always there to keep Canada safe.

If pressed on other changes:

• We have made considerable progress in other key areas related to culture evolution.
• For example, we know that change starts at the top, which is why the Canadian Armed Forces has strengthened the promotion process for senior leaders to better assess character, talent, and competence.
• The Canadian Armed Forces has also initiated a comprehensive review of basic training and developed a framework to enhance education related to conduct and culture.
• The military has also endorsed a ten-year talent spotting plan for women, while developing talent spotting plans for other equity deserving groups.
• These are a few examples of meaningful initiatives underway to improve transparency across the Defence Team, so that we can promote culture evolution and rebuild trust.

Background

Snapshot of Culture Evolution Initiatives

• Culture Evolution Framework: The Framework, informed by academic research and the lived experience of Defence Personnel, establishes a standard to connect and integrate both existing initiatives and new efforts to build a healthy culture aligned with our values.
• Culture Evolution Strategy and GBA Plus Enterprise Approach: CPCC has collaborated with external experts and organizations across the Defence Team to develop a Culture Evolution Strategy that embeds enterprise-wide intersection analysis in the way that we plan, work, and make decisions, through the use of GBA Plus. The Strategy provides a consistent, values-aligned approach for coordination and analysis of new initiatives, policies, programs, and practices down to the team level.
• Public Online Database: The conduct and culture research and policies online database provides a comprehensive, searchable list of all DND and CAF research and policies relating to conduct and culture change as a direct response to IECR 45.
• Conduct and Culture Data Centre (CCDC): The CCDC is a complementary tool to the public online database. It is an interactive online PowerBI dashboard that provides a consolidated and visual presentation of a selection of key metrics related to organizational health and professional conduct and culture in the DND/CAF. In response to IECR 45, the CCDC is intended to promote a culture of transparency, openness and accountability.
• Anti-Racism Strategy: In response to the Minister's Advisory Panel Report on Systemic Racism and Discrimination, National Defence is developing an Anti-Racism Strategy.
• Anti-Racism Toolkit and Resource Hub: This resource point provides guides, tip sheets, and activities to help stimulate ongoing dialogue among Defence Team members and accelerate culture evolution.
• Selection Process: A new degree of rigour and science has been added to senior leader selection to include evidence-based assessments of character and increased verification of candidates' past for misconduct.
• Advice Committee: On an ad-hoc, as-needed basis, a select group of internal subject matter experts in National Defence operations, programs, policies, and/or conduct may be assembled to provide objective, impartial, non-binding advice to leadership on contentious or complex CAF cases related to conduct deficiencies.
• Workplace Reintegration Framework V2: This Framework provides guidance to leaders at all levels for the accountable and safe workplace reintegration of any CAF member involved in allegations, investigations, and findings related to conduct deficiency.
• DAG Secretariat: To elevate and support the voices of our Defence Advisory Groups, a secretariat was established to provide these volunteer members of the Defence Team with the support they need to conduct their valuable work.
• Duty to Report (DTR) Regulations: On June 30, 2024, in response to IECR 11, the repeal of the DTR regulations set out in Queen's Regulations and Orders articles 4.02 and 5.01, came into force.

Responsible Principals: Chief, Professional Conduct and Culture, Vice Chief of the Defence Staff, Military Personnel Command, Judge Advocate General, Assistant Deputy Minister (Finance)

August 26, 2024

Military Justice System Modernization Act (Bill C-66)

• Bill C-66 is an important step in a long journey designed to achieve durable and lasting institutional reform, as well as strengthen trust and confidence in the military justice system.
• It proposes a suite of targeted amendments to help bolster confidence in the military justice system for all of our people.
• The proposed amendments address key recommendations made in the independent and external reviews conducted by former Supreme Court Justices Arbour and Fish.
• This includes Recommendation 5 of the Arbour Report, which aims to definitively remove the Canadian Armed Forces' jurisdiction over Criminal Code sexual offences committed in Canada.
• We have – and will continue to – incorporate the feedback and needs of those who have been affected by sexual misconduct.

If pressed on scope of legislation:

• We know we still have a lot of work to do.
• If passed, this landmark legislation will pave the way for future amendments that might be required to continue advancing culture evolution efforts.
• In the meantime, National Defence will continue to strengthen and expand supports through policies and programs that make tangible differences in the lives of those affected by misconduct.

Background

Details of the Proposed Legislation

• The proposed legislation is grouped into four key areas:
  1. Removing the CAF's investigative and prosecutorial jurisdiction over Criminal Code sexual offences committed in Canada, thereby addressing Recommendation 5 of The Honourable Louise Arbour's Independent External Comprehensive Review, which states that, "Criminal Code sexual offences should be removed from the jurisdiction of the CAF. They should be prosecuted exclusively in civilian criminal courts in all cases. Where the offence takes place in Canada, it should be investigated by civilian police forces at the earliest opportunity." The proposed legislation will provide exclusive jurisdiction to civilian authorities to investigate and prosecute such offences when committed in Canada.
     Regarding sexual offences that take place outside of Canada, Madame Arbour stated: "Where the offence takes place outside of Canada, the MP may act in the first instance to safeguard evidence and commence an investigation, but should liaise with civilian law enforcement at the earliest possible opportunity."
     Recommendation #5 is the only recommendation from Madame Arbour that can exclusively be implemented through legislation. Work is either complete or underway to implement all 48 recommendations, and the External Monitor, Madame Jocelyne Therrien, provides external oversight of this progress.
     Conclusively removing jurisdiction from the CAF to investigate and prosecute Criminal Code Sexual Offences that occur outside of Canada raises significant legal, jurisdictional, policy and operational questions that will require additional analysis and further consultation
  2. Addressing eight recommendations (2, 7, 8, 10, 13, 14, 15, 16) from the Third Independent Review of the National Defence Act report by former Supreme Court Justice Fish. These amendments seek to, among other things:
     • modify the process for the appointment of the Canadian Forces Provost Marshal, the Director of Military Prosecutions and the Director of Defence Counsel Services;
     • expand the class of persons who are eligible to be appointed as a military judge to include non-commissioned members;
     • affirm the Judge Advocate General's respect for the independence of authorities in the military justice system in the exercise of its superintendence of the administration of military justice;
     • expand the class of persons who may make an interference complaint and provide that a member of the military police or person performing policing duties or functions under the Canadian Forces Provost Marshal's supervision must make such a complaint in certain circumstances; and
     • change the title of the Canadian Forces Provost Marshal to the Provost Marshal General to align with the titles of other senior designations in the CAF, such as the Surgeon General, the Chaplain General, and the Judge Advocate General.
  3. Removing military judges from the summary hearing system, and expanding access to Victim Liaison Officers, under the Declaration of Victims' Rights, to individuals acting on behalf of a victim.
  4. Amending the National Defence Act to align sex offender information and publication ban provisions with the amendments made to the Criminal Code in An Act to amend the Criminal Code, the Sex Offender Information Registration Act and the International Transfer of Offenders Act. These proposed amendments are necessary to ensure the parallel military justice system remains constitutional and aligned with the Criminal Code and the civilian criminal justice system.

Responsible Principals: Judge Advocate General, Chief Professional Conduct and Culture

August 26, 2024

Support and Resources to Persons Affected by Sexual Misconduct

• I am committed to ensuring that members of the Defence Team affected by sexual misconduct have the support, care, and resources they need.
• A key vehicle for this type of support is the Sexual Misconduct Support and Resource Centre (SMSRC), which operates independently of the military chain of command and offers a range of comprehensive programs and services.
• These include a 24/7 support line and a Response and Support Coordination Program, which offers ongoing support, advocacy, and personalized case management across the country.
• The SMSRC now offers Formal and Informal Peer Support Group sessions for current and former Canadian Armed Forces members affected by sexual misconduct during their service.
• The SMSRC also provides grant funding for 32 projects led by not-for-profit community-based organizations across Canada, broadening the range of support services available to the wider Defence community.
• These initiatives are enabling a greater number of individuals to receive counselling and other supports, particularly in traditionally underserved regions.
• We will continue to make all possible efforts to support those affected by sexual misconduct and foster an inclusive and respectful workplace.

Background

Response and Support Coordination Program

• The Response and Support Coordination Program was launched in 2019 to provide active CAF members who have experienced sexual misconduct with an assigned and dedicated Coordinator. This has since expanded to support all clients of the SMSRC.
• Coordinators are civilian counselors who provide a number of support services, including:
  • Contacting internal and external organizations to advocate for members.
  • Completing forms, helping members prepare for court and supporting members in completing police interviews.
  • Supporting members in navigating and accessing health services.

Community Support for Sexual Misconduct Survivors Grant Program

• The SMSRC Grant Program was established to broaden the range of support services available to those in the wider Defence community who have been affected by sexual misconduct and to increase collaboration between DND/CAF and community-based organizations.
• Most funded projects are unique. Some are undertaken by organizations that offer specialized services, for example, for women, men, Indigenous peoples and 2SLGBTQI+ individuals.

Peer Support Groups

• In partnership with Veterans Affairs Canada (VAC), SMSRC offers peer support programs for those that have been affected by sexual misconduct:
  • Formal Peer Support Group – Provides a space for healing and connection amongst peers affected by sexual misconduct and/or military sexual trauma using prepared, educational material.
    • A trained peer supporter with personal experience of sexual misconduct and/or military sexual trauma leads each session, along with an SMSRC/VAC mental health professional.
  • Informal Peer Support Group – Offers a place for individuals affected by sexual misconduct and/or military sexual trauma to connect and explore healing among peers in a drop-in, confidential space.
    • Trained peer supporters will lead each session.

Independent Legal Assistance (ILA) Program

• The ILA program aims to facilitate access to legal information, legal advice, and legal representation to enable people to make informed decisions based on their specific circumstances, needs, and goals.
• The ILA program is available to individuals that have experienced sexual misconduct within a DND/CAF environment.
• The first phase of the program provides reimbursements of eligible legal expenses incurred by individuals on or after April 1, 2019, as a result of experiencing one or more incidents of sexual misconduct. This is an important step in addressing recommendation 14 of the Independent External Comprehensive Review conducted by former Supreme Court Justice Louise Arbour.
• Reimbursements for eligible expenses will be provided while the SMSRC continues to develop the long-term program model in consultation with key partners, including people who have experienced military sexual misconduct.

Restorative Engagement Program

• Restorative Engagement officially launched within the Sexual Misconduct Support and Resource Centre (SMSRC) on November 15, 2021. Program activities are expected to continue into 2026.
• The Program provides supportive and facilitated restorative opportunities for the CAF and National Defence Sexual Misconduct Class Action Members to be heard and acknowledged, and for Defence Representatives to learn, understand, plan, act and lead as catalysts for change supporting the Institution to end sexual misconduct.
• Since 2022, defence representatives, working with restorative practitioners, have developed the knowledge and skills needed to meet with Class Action Members and create opportunities for Class Action Members to be heard and acknowledged, and for Defence representatives to translate what they learned into meaningful action for culture change.

Responsible Principals: Sexual Misconduct Support and Resource Centre (SMSRC), Chief Professional Conduct and Culture (CPCC)

August 26, 2024

Recruitment, Retention, Reconstitution

• People are at the core of the Canadian Armed Forces' missions, readiness, and culture, and we remain committed to the health and wellness of every member of the Defence Team.
• That is why we are prioritizing efforts that strengthen how we recruit, retain, and take care of our people, to make us a stronger, more effective, and inclusive organization.
• Our North, Strong and Free further highlighted our plan to improve the applicant experience by digitizing, streamlining, and redesigning the recruitment process to hire more rapidly and reduce some of the outdated restrictions that no longer serve their intended purpose.
• Most recently, we introduced the Interim Reconstitution Employment Measure, which will maintain and leverage the talent, experience, and expertise of our Canadian Armed Forces members by supporting the temporary employment of trained members with permanent medical limitations, during the reconstitution period.
• In addition, the Naval Experience Program has surpassed our expectations with 179 successful enrollees to date and over 70% of the inaugural cohort planning to stay in the Navy after their one-year engagement.
• Through efforts such as these, we will work to attract talented individuals for years to come and ensure that the Canadian Armed Forces is optimized to meet current and future security needs.

If pressed on specific measures:

• We recognize there is a changing and increasingly competitive labour market, and that measures to improve the applicant experience are needed to attract more Canadians to the unique opportunities offered by the Canadian Armed Forces.
• For example, we are trying to expedite the application process by using digital technology to improve the applicant experience and speeding up required screenings.
• In particular, we are working to launch a new Online Applicant Portal, as well as continuing the review of our common enrolment medical standard and requirements.
• Since introducing the FAST PASS program for certain occupations in December 2023, where the Canadian Forces Aptitude Test is waived until after enrollment, we have seen over 3,000 applicants elect to participate (as of August 1, 2024).
• We are also developing the policy for a probationary period, as recommended by Justice Arbour and directed in Our North, Strong and Free, by expediting suitability screening, implementing new enrolment medical standards, and deferring aspects of pre-enrollment security screening to post-enrollment.

If pressed on permanent residents:

• Permanent residents represent an important skilled and diverse population in Canada and recent changes to our process will greatly expedite these applications in order to increase the number who enroll in the Canadian Armed Forces.
• In particular, we are working on a trial information-sharing agreement with Immigration, Refugee and Citizenship Canada, to improve the screening process for permanent residents. [This is based on applicants' consent].
• Through our variety of recruitment initiatives, we are continuing to work to attract all eligible Canadians and Permanent Residents for years to come.

Background

Current Trained Effective Strength

• As of 31 July 2024, the Trained Effective Strength (Regular Force) and post-Occupationally Functional Point (OFP) of members (Primary Reserve) of the Army, Navy, and Air Force, broken down by component, are as follows:

• As of 31 July 2024, the Pilot occupation has a trained effective strength of 1,389 personnel out of a total 1,556 available positions in the Regular Force, meaning this occupation is staffed at a level of 89.3%.

Interim Reconstitution Employment Measure (IREM)

• As of August 9, 2024, National Defence introduced the IREM, which is effective immediately and seeks to maintain and leverage CAF members' talent, experience, and expertise.
• This measure that will enable the temporary employment of trained CAF members with permanent medical limitations within an occupation experiencing a critical shortage, or those who hold a required specific skill set, to continue their service in uniform on an interim basis during the reconstitution period.
• Members eligible for an IREM will be approved for a three-year period and on a case-by-case basis. At any time, a member can request to end an approved IREM and elect to be released medically if they meet that specific release category.

Indigenous Recruitment

• National Defence implements a broad range of proactive and targeted recruitment programs aimed at increasing the representation of Indigenous Peoples in the CAF. These programs and initiatives include:
  • The CAF Indigenous Entry Program: A three-week hands-on experience program for Indigenous Peoples who are considering a career in the CAF.
  • The Indigenous Leadership Opportunity Year: Provides Indigenous participants with exposure to the CAF military and academic disciplines. Enrolled and paid as Officer Cadets, participants experience university-level educational and leadership opportunities at the Royal Military College in Kingston, Ontario; Notably, it is the only Indigenous program focused on developing potential officers. Participants are enrolled into the Regular Force as Officer Cadets.
  • Primary Reserve Indigenous Summer Programs: Multiple six-week paid programs available, which integrate cultural teachings with military training. Participants who successfully complete a program are granted the CAF Army Reserve Basic Military Qualification.

Recruitment of Permanent Residents

• Previously, the Canadian Forces Recruiting Group only accepted applications from Permanent Residents from foreign militaries, including pilots, logistics officers, infantry officers and other skilled professionals.
• The updated policy, announced December 2022, enabled other permanent residents, who meet the same criteria as Canadian citizens to enroll in the CAF, as new recruits or officer cadets.

Recruitment Digital Modernization Initiative (ReMit)

• In response to recruiting challenges, National Defence has sought to create a modern, agile and human-centric Online Application Portal (OAP).
• Full rollout of this system is expected by December of the 2024-25 fiscal year.
• Some updates to the system expected through this initiative include:
  • Compatibility with most mobile phones and tablets though multiple browsers.
  • A self-scheduling tool for applicants to book medicals, interviews and testing if required, thus aiming to reduce no show rates and improving candidate transparency.
  • The download and upload of documentation into an applicant's personalized dashboard including digital signatures, decreasing the necessity for hard copies and in-person visits by applicants.

2023 Pay Increases

• General service officers (Lieutenant-Colonel and below), pilots, medical and dental officers and all non-commissioned members received a 12% pay increase over four years (2021-2024).
• Non-commissioned members in Standard and Specialist 2 Trade groups also received an additional pay raise, effective April 1, 2023 to narrow the gap between Standard and Specialist pay from 13%-6% to 10%-5%.
• Colonels, Generals, Flag Officers, and Legal Officers received a 13% pay increase over four years, in line with other Government of Canada Executives (2022-2025).

Responsible Principals: Military Personnel Command, Assistant Deputy Minister (Policy), Strategic Joint Staff, Chief Professional Conduct and Culture

August 28, 2024

Cost-of-Living Supports

• We know that Canadian Armed Forces members and their families face unique challenges due to their job requirements.
• As such, National Defence and the Canadian Armed Forces are making key investments to improve our members' quality of life and to help with cost-of-living pressures, such as childcare and housing.
• We introduced new measures in Our North, Strong and Free, including plans to invest $100 million to provide members with better access to affordable childcare on bases across the country.
• We will also invest $295 million to build new infrastructure and renovate existing housing on bases and wings across the country, so that our military families can afford to live where they are posted.
• These measures complement previously introduced initiatives, including the 2023 pay increase that was instituted for most Canadian Armed Forces members in order to ensure that they remain fairly compensated for their dedicated service.
• Further, we have implemented the Canadian Forces Housing Differential (CFHD) to help bridge the gap for members who have a difficult time affording basic housing in high-cost locations.
• We remain committed to ensuring that military compensation remains fair and relevant to the evolving needs of our members.

Background

Affordable Housing (Budget 2024)

• Budget 2024 indicates that the government is exploring the redevelopment of National Defence properties in Halifax, Toronto, and Victoria that could be suitable for both military and civilian uses.
• It also states that National Defence is working with Canada Lands Company and other partners to divest 14 surplus properties. These properties include:
  • The Amherst Armoury in Amherst, Nova Scotia;
  • 96 D'Auteuil and 87 St-Louis in Québec City, Quebec;
  • The National Defence Medical Centre in Ottawa, Ontario; and,
  • The Brigadier Murphy Armoury in Vernon, British Columbia

Cost-of-Living Supports

• Affordable Childcare – Our North, Strong and Free committed $100 million to improve members' access to affordable childcare at bases across the country. Childcare is already available at 27 of 32 bases and wings' Military Family Resource Centres; however, their services are often limited or run by provincially incorporated non-profit organizations. Details are still being determined.
• Canadian Forces Housing Differential (CFHD) – To help CAF members posted to high-cost regions manage housing costs, CAF members have access to the CFHD which is aimed at ensuring that those CAF members who most require support are prioritized.
• The CFHD policy is rooted in two things:
  • it is specific to housing costs, not overall cost of living; and,
  • it is based on an equitable rather than equal approach.
• The CFHD is designed so that no CAF member feels financially burdened due to housing costs when being relocated within Canada.
• As of July 1, 2024, the CFHD rates for 75% of locations increased, 10% remained the same or are new to the list, and 15% have decreased.

Responsible Principal: Chief of Military Personnel

September 3, 2024

Military Housing

• Affordable housing is an issue that is top of mind for all Canadians.
• That is why the Government is implementing Canada's Housing Plan which will build more homes, make it easier to rent or own a home and help Canadians who can't afford a home.
• At the same time, we know that Canadian Armed Forces members and their families face unique challenges due to their job requirements.
• As such, we are making key investments to improve our members' access to affordable housing.
• For example, in Budget 2024, we announced an investment of $6.9 million over five years with $1.4 billion in future years to build up to 1,400 homes and renovate 2,500 existing units on bases and wings.
• Most recently, we introduced new measures in Our North, Strong and Free that will complement these existing initiatives.
• This includes an additional investment of $295 million to build new housing and renovate existing housing on bases and wings across the country, so that our military families can afford to live where they are posted.
• Together, these critical investments will allow us to construct additional residential housing units over the next five years.
• We remain committed to strengthening how we take care of our people, in order to make us a stronger, more effective, and more inclusive organization.

If pressed on additional housing supports:

• In the last five years, National Defence has invested approximately $270 million in the improvement of the existing housing portfolio.
• Since 2018, we have constructed 68 new housing units, including, most recently, 12 units at 19 Wing Comox.
• In addition, over the summer, we announced the planned development of a new state-of-the-art housing facility at CFB Esquimalt, which will provide modern accommodations for 480 Armed Forces members while training.
• We recognize, however, that there is much more work to be done.
• This is why we created a Canadian Armed Forces housing strategy, as announced in Our North, Strong and Free.
• We are also working with local communities and contractors to explore innovative solutions, such as public-private partnerships, to build and manage new housing units on Crown land.
• We are looking hard at what we can do and how we can link into the work of other federal departments and partners to ensure that Canadian Armed Forces members and their households have access to more accommodation options.

Background

Affordable Housing (Budget 2024)

• Budget 2024 indicates that the Government is exploring the redevelopment of suitable National Defence properties in Halifax, Toronto, and Victoria that could be suitable for both military and civilian uses.
• It also states that National Defence is working with Canada Lands Company and other partners to divest 14 surplus properties that have potential for housing and are not needed for National Defence operations. These properties include:
  • The Amherst Armoury in Amherst, Nova Scotia;
  • 96 D'Auteuil and 87 St-Louis in Québec City, Quebec;
  • The National Defence Medical Centre in Ottawa, Ontario;
  • The HMCS Armoury in Windsor, Ontario; and,
  • The Brigadier Murphy Armoury in Vernon, British Columbia

Military Housing Investments

• Budget 2024 includes $6.9 million over five years, with $1.4 billion in future years, for National Defence to build up to 1,400 new homes and renovate an additional 2,500 existing units for Canadian Armed Forces personnel on bases such as Esquimalt, Edmonton, Borden, Trenton, Kingston, Petawawa, Ottawa, Valcartier and Gagetown.
• In 2023, National Defence committed to investing $475 million over ten years (2023-24 to 2032-33) in the housing portfolio. As part of commitments under Our North, Strong and Free, an additional $295 million will be invested over the next 20 years (2024-25 to 2043-44) to build new infrastructure, renovate existing housing, and create a Canadian Armed Forces housing strategy.
• These investments in the housing portfolio will allow National Defence to construct 650 residential housing units in those areas with the greatest need. The plan is to build higher-density buildings, such as new apartment buildings and multi-unit dwellings, to make better and more efficient use of land and infrastructure.

Cost-of-Living Supports

• Affordable Childcare – Our North, Strong and Free committed $100 million to improve members' access to affordable childcare at bases across the country. Childcare is already available at 27 of 32 bases and wings' Military Family Resource Centres; however, their services are often limited or run by provincially incorporated non-profit organizations. Details of how this funding will be allocated across bases is still being determined.
• Canadian Forces Housing Differential (CFHD) – The CFHD replaces the Post Living Differential (PLD) and took effect on July 1, 2023. Whereas PLD was based on general cost-of-living (i.e., housing, groceries, transportation, childcare costs, etc.) in the geographical area, compared to Ottawa/Gatineau, CFHD provides varying degrees of financial assistance toward housing at each place of duty. It is estimated that about 28,000 CAF members will qualify for CFHD.
• Provisional Post Living Differential (PPLD) – The PPLD took effect July 1, 2023, and will ease the transition from PLD to the CFHD. The 15-year rate freeze of PLD created an environment where members became accustomed to the allowance when cost-of-living stressors were eased through pay increases and local economic factors. The PPLD will cease on June 30, 2026.

Responsible Principal: Assistant Deputy Minister (Infrastructure and Environment)

August 26, 2024

Infrastructure on Bases and Wings

• National Defence's real property is a core enabler and strategic asset for the Canadian Armed Forces.
• It is also an important factor in our recruitment and retention efforts because our infrastructure is where our people live, work, train, and operate.
• We know that significant investments are needed to provide our members with the modern infrastructure they need.
• That is why National Defence has developed the Defence Real Property Portfolio Strategy, setting out a long-term vision to centralize and modernize our real property portfolio.
• This strategy will enable the Defence Team to address portfolio affordability and sustainability challenges, enhance military capabilities, and better support operations.
• Additionally, the strategy supports advancing other Government priorities, including climate resiliency and advancing reconciliation with Indigenous peoples.

If pressed on the maintenance and upgrades of Defence infrastructure:

• Improving all assets that are not in suitable condition may not be cost-efficient, and, as such, some assets may need to be demolished and rebuilt rather than fixed.
• Other assets may need to be consolidated so that National Defence can more efficiently manage and maintain them.
• National Defence will continue to maintain and upgrade military infrastructure across Canada, including buildings, roads, military housing, jetties and more.

Background

• Much of the existing Real Portfolio (RP) was not designed for today's operational needs. In addition, a significant proportion of the assets are at the end of their life cycle and are forecasted to be in "critical" condition by 2030.
• The state of the portfolio is consistent with the overall Government of Canada's real property portfolio as the average age of assets is increasing, overall portfolio condition is deteriorating, deferred maintenance costs continue to grow, and the functionality and suitability of the portfolio is declining.
• Ongoing efforts are underway to improve the condition of assets to mitigate the risk of incidents that would impact infrastructure and operational readiness in addition to posing health and safety risks.
• Through portfolio modernization, National Defence is also increasing the energy efficiency of defence infrastructure, reducing greenhouse gas (GHG) emissions, and providing modern green facilities to support personnel.
  • National Defence has implemented energy performance contracts, designated energy managers at all bases and wings across the country, purchased clean power, greened the commercial light-duty vehicle fleet, and invested in energy efficient buildings and upgrades to existing facilities.
  • As of 2022-23, Defence had reduced GHG emissions from buildings and non-military vehicles by 36% from 2005 levels.
• Some of the real property strategy's key goals include:

• For FY 23/24, National Defence is on track to spend upwards of $525M in minor capital project investment into existing infrastructure. This investment includes major repairs and overhauls of existing infrastructure and the recapitalization of existing capabilities with project values under $10M. This investment is an increase from $373M in FY 22/23, $332M in FY 21/22, and $282M in FY 20/21. Included are:
  • Building envelope improvements: approximately $32M was invested on roof repairs and recapitalization projects across all bases and wings in FY 23/24 (e.g. Halifax Recap Roof S80 - Archibald MacCallum Health Centre);
  • Aerodrome investments: approximately $67M was invested and include recapitalization of airfields and repairs to associated building, such as hangars and direct airfield support facilities (e.g. 14 Wing Greenwood Reconstruction of Taxiway Echo); and
  • Municipal works repairs and recapitalization: approximately $75M was invested in roads and utilities (e.g. CFAD Dundurn Water Distribution).

Examples of Major Recent Defence Infrastructure Projects

• Modified design build award in November 2023 for the $188M Combatant Training and Integration Centre (CTIC) at CFB Halifax. Once complete, this facility will house cutting-edge training systems and become a critical facility to train personnel for future Canadian Surface Combatant (CSC) operations.
• Commencing Construction of a new $31.7M Neurobehavioral Blast Research Facility of approximately 1,400 m2. The project will enable DRDC Suffield to study the full range of prevention, treatment and long-term goal of improving blast protection and blast treatment for CAF members.
• Construction of a new facilities and recapitalization of existing facilities at the JTF2 Dwyer Hill Training Centre in Ottawa, Ontario. The $1.4B project will deliver the necessary infrastructure specifically designed to support JTF2's high readiness requirements.
• The ongoing construction of the A/B Jetty Recapitalization Project at CFB Esquimalt's Dockyard in BC. Work in FY 24-25 includes completion of construction of "B" Jetty and the commencing construction of "A"Jetty, starting with the demolition of the existing jetty. This $1.1B project will improve site access for utility service and roadway routing and replace the two pre-existing stationary tower cranes found on the old jetties.
• Completion of a new $350M Canadian Special Operations Regiment (CSOR) facility providing operational space, training facilities, vehicle maintenance areas, warehousing and medical facilities for CSOR at CFB Petawawa in Ontario.

Responsible Principal: Assistant Deputy Minister (Infrastructure and Environment)

August 26, 2024

Indigenous Relations

• Indigenous partnerships are critical to advancing reconciliation.
• Through Our North, Strong and Free, we are re-affirming our commitment to safeguarding the North – and its people – with ambitious new investments, as well as through engagements with Indigenous governments and organizations on defence investments and planning.
• We are working to ensure that our work in the North benefits Indigenous communities and other local partners through economic opportunities, as well as through access to multi-purpose Canadian Armed Forces and civilian infrastructure.
• As we move forward with this work, we will continue to strictly follow the Arctic and Northern Policy framework principle of "Nothing about us without us."
• In addition to the commitments made in our new defence policy, National Defence launched the Indigenous Reconciliation Program (IRP) in April 2023.
• This program provides up to $1.5 million annually to Indigenous communities to increase collaboration between National Defence and First Nations, Inuit, and Métis partners.
• In the first year of the IRP, we have provided grants and contributions to the Canadian Council for Aboriginal Business, the Inuvialuit Regional Corporation, the Assembly of First Nations Yukon Region, Dakota Tipi First Nation, and others.
• National Defence remains committed to working with our partners in provincial and territorial governments, in local Northern and Indigenous communities, and more, to meet our biggest defence and security challenges.

If pressed on validation of Indigenous contracts:

• National Defence is implementing the whole-of-government commitment to award at least 5% of the total value of contracts to Indigenous businesses.
• We will report on our progress related to the minimum 5% target in the 2024-2025 Departmental Results Report.
• To qualify under this initiative, an Indigenous business must either be registered in the Government of Canada's Indigenous Business Directory or be registered in a beneficiary business list for contracts in a modern treaty or self-government agreement area.
• Further, to be listed on the Indigenous Business Directory, a business must be at least 51% owned and controlled by Indigenous peoples.
• At CANSEC in May, we announced that both the Future Aircrew Training Program and the Logistics Vehicle Modernization will include an Indigenous Participation Plan. This will ensure that these projects will support the employment of Indigenous Peoples and the procurement of goods and services from Indigenous businesses and entrepreneurs.

Background

Reconciliation with Indigenous Peoples

• National Defence supports reconciliation with Indigenous partners by aligning its work with the objectives outlined in the UN Declaration on the Rights of Indigenous Peoples (UNDRIP) and by working to implement UNDRIP, including through the UN Declaration Act Action Plan.
• National Defence launched the Indigenous Reconciliation Program (IRP) in 2023, making up to $1.5 million available annually for four years, thanks to a $9.5 million investment made through Budget 2022.
  • Overall, the program has received 59 applications and has funded 28 applications. The call for applications remains open for the 2024-25 fiscal year.
  • Through the IRP, funding will be available to support a broad variety of engagement, consultation and information sharing activities, and to encourage collaboration with DND on projects and activities such as military exercises, infrastructure projects, real property transactions, policy research and decision-making.

Indigenous Investments in Procurement

• The Government of Canada has implemented a mandatory target to have at least five percent of the total value of contracts awarded to Indigenous businesses or joint ventures. This target includes both infrastructure and materials procurement.
• In addition, the Government of Canada may also have Indigenous procurement obligations resulting from modern treaties that apply to Defence work.

Indigenous Participation Plans (IPPs)

• IPPs are a mechanism by which to include Indigenous component in a procurement activity, as well as a set of commitments within the contract when it is not possible to award to an Indigenous business.
• Examples of IPPs incorporated in Defence procurements include:
  • Maintenance and operations of the Canadian Forces Station Alert with Nasittuq Corporation: The IPP includes employment opportunities for Indigenous People of approximately 6.6M employee training hours (representing $400K). Sub-contracting opportunities are valued at approximately of $4.9M.
  • Future Air Crew Training Program: This contract was awarded on 28 May 2024. The IPP requirement will represent at least 5% of the total contract price and must remain in place throughout the duration of the contract. The contractor must provide professional employment opportunities including but not limited to: a) apprenticeship programs and on-the-job opportunities; b) skilled and non-skilled labour; and c) professional and executive opportunities.

North Warning System In-Service Support Contract

• On January 31, 2022, Public Services and Procurement Canada, on behalf of National Defence, awarded a contract to the Nasittuq Corporation, an Inuit majority-owned company, for the operation and maintenance of the North Warning System.
  The contract is for an initial period of seven years and is valued at $592 million ($527 million before taxes). The contract also includes four two-year option periods for a total estimated value of $1.3 billion ($1.1 billion before taxes).

Responsible Principals: Military Personnel Command, Assistant Deputy Minister (Policy), Assistant Deputy Minister (Infrastructure and Environment), Assistant Deputy Minister (Materiel), Vice Chief of the Defence Staff

August 26, 2024