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The original version was signed by
The Honourable Peter MacKay, P.C., M.P.
Minister of National Defence
Section I: Organizational Overview
Section II: Analysis of Program Activities by Strategic Outcome(s)
Section III: Supplementary Information
Section IV: Other Items of Interest
Subsequent to tabling in Parliament and online publication of the 2012-13 Report on Plans and Priorities, a typographical error in "Section I: Planning Summary" was corrected in both the English and French html versions. Specifically, the order of magnitude identified as "($ millions)" for the Internal Services Planning Summary Table was deleted as "($ thousands)" is the correct order of magnitude as identified under the "Financial Resources" heading.
It is my pleasure to present to Parliament and Canadians the 2012-13 Report on Plans and Priorities for the Department of National Defence and the Canadian Forces (DND/CF)1.
Canadians are justifiably proud of the tremendous contributions made by the Defence team to protect Canadians and support our interests and values around the world, including contributing to peace and security operations. In 2012-13, National Defence will continue to ensure operational excellence by fulfilling the roles and missions identified in the Canada First Defence Strategy (CFDS) - defending Canada and Canadians, remaining a strong and reliable partner in defence of North America, and contributing to international peace and security. This year we will continue to modernize the CF in a fiscally sustainable manner.
Our nation is vast and the CF stand ready to help first responders protect Canada and Canadian citizens by responding to natural disasters, such as the recent floods in Manitoba and Quebec, and fires in Saskatchewan and Northern Ontario in 2011. The CF plays a critical role in exercising Canada's sovereignty in the Arctic by conducting a number of routine missions and exercises in the region, such as Operation NANOOK. National Defence also works closely with the United States in the defence of North America through activities such as collaboration within the North American Aerospace Defence Command (NORAD) and bilateral discussions on a wide variety of issues. We will continue to bolster the partnership with our closest ally through bilateral training and exercises to enhance the ongoing interoperability of our armed forces and the defence of our shared continent in light of evolving security challenges.
Canadians recognize and deeply appreciate the CF's sacrifices and achievements in Afghanistan over the last decade. The Defence team will maintain operational excellence abroad as we continue the important training role in Afghanistan to which we transitioned in 2011. As demonstrated by their rapid and effective response to events as they unfolded in Libya, the CF remains prepared to conduct operations around the world as directed by the Government.
Balancing these roles at home and abroad, while ensuring the CF have the proper leadership, equipment, training and care, is no small feat. Much of our ability to deliver successfully on these objectives depends on our highly skilled civilian and military workforce. Continuing to fulfill our CFDS commitments, while maintaining the ability for rapid deployment and mission success requires significant resources. Following unprecedented recent investments in DND, the Defence team will now do its part to help balance the budget while working hard to remain an agile, flexible, affordable and resilient military, capable of meeting the needs of Canadians. Smart investments will help modernize and rebuild the CF, as well as continue to have a positive impact on Canadian communities by generating economic opportunities nationwide such as those on both coasts due to the National Shipbuilding Procurement Strategy (NSPS). It is my privilege to lead this great national institution and I am proud of the professionalism and dedication displayed by the CF and by DND civilian personnel. I look forward to working with Parliament and Canadians on strengthening every aspect of the Defence Team.
Original signed by:
The Honourable Peter MacKay, P.C., M.P.
Minister of National Defence
On behalf of the people of Canada, the Canadian Forces (CF) and the Department of National Defence (DND) stand ready to perform three key roles:
The National Defence Act2 establishes DND and the CF as separate entities, operating within an integrated National Defence Headquarters, as they pursue their primary responsibility of providing defence for Canada and Canadians. Defence continues to adapt to an evolving strategic global security environment and is prepared to meet emerging non-traditional challenges such as piracy attacks, as well as traditional ones, including global terrorism, weapons proliferation and the enduring threat of regional conflicts emerging around the world. In addition to the global financial situation, these factors will continue to occupy the international agenda and challenge Canada's security and prosperity.
The Defence Team is committed to achieving success in a number of priority areas over the course of 2012-13 and beyond. The Department and the CF will continue to focus on ensuring sustainable operational excellence both at home and abroad, on reconstituting and aligning the CF post-combat operations in Afghanistan, on maintaining defence affordability, and on strengthening the Defence Team. To accomplish this, Defence must be agile, flexible, affordable and resilient, employing and sustaining a world-class force with the ability to protect and excel at home; be a strong and reliable defence partner in North America; and make a meaningful contribution to international security.
Our core responsibility is to succeed in operations within an affordable program, while preparing for future operational challenges and caring for our military members and their families.
The focus of Defence activities over the 2012-13 reporting period, as highlighted in this report, are as follows:
With the volatile world economy as a backdrop, the evolving security environment continues to occupy the international agenda; security challenges include terrorism, the enduring threat of regional conflicts, proliferation of weapons of mass destruction and conventional weapons, insurgencies and cyber attacks, piracy, and popular uprisings for democratic reform. The Defence Team will continue to adapt to meet these evolving challenges.
The Defence mandate is carried out with the support of a group of related organizations and agencies within the portfolio of the Minister of National Defence. For further details on selected Defence Portfolio organizations, please refer to Section IV: Other Items of Interest – Selected Defence Portfolio HR and Financial Resources. For further information on the legislative framework within which Defence operates, please see Section IV: Other Items of Interest – Legislative Environment.
Within Treasury Board’s Policy on Management, Resources and Results Structures3 (MRRS) for planning, management and reporting, the Program Activity Architecture4 establishes Defence’s four Strategic Outcomes.
Each Strategic Outcome is supported by a group of program activities, which, in turn, are aligned to relevant Defence Priorities, Corporate Risks, and a Government of Canada Outcome Area. For further information, please refer to Section IV: Other Items of Interest – Departmental Link to Government of Canada Outcome Areas.
For a full illustration of the Defence PAA, please refer to Section IV: Other Items of Interest - Defence Program Activity Architecture. For descriptions of Defence Strategic Outcomes and associated Program Activities, please refer to Section II: Analysis of Program Activities by Strategic Outcome.
To help Defence carry out our roles and responsibilities, the Canada First Defence Strategy5 (CFDS), released in May 2008, seeks to ensure a first-class, modern military that is well-trained, well-equipped and ready to take on the challenges of the 21st century.
To accomplish this, the CFDS provided a 20-year roadmap to modernize the CF in our environment of stable and predictable funding that permitted long-term planning and investment in four Defence capability areas or pillars:
The CFDS articulates the broad strategic vision for Defence aligned with the level of ambition identified by the Government of Canada and outlines six core CF missions in domestic, continental and international contexts:
This year will mark the opportunity for a cyclical review of the CFDS itself in order to continue the modernization of the CF in a fiscally sustainable manner.
Security is influenced by a wide range of factors, domestic and international, that impact on how Defence carries out its mandate. These factors present us with both risks and opportunities, which are taken into account as we deliver on our roles and responsibilities. By continuously monitoring emerging issues, developments and trends we can anticipate and respond to challenges and the risks associated with them.
The DND/CF Corporate Risk Profile (CRP) documents the risks facing Defence, and is an important influence on planning and resource allocation decisions. It is a tool through which the executive leadership can provide guidance and direction in responding to the Corporate Risks assessed as vital to the achievement of the Defence mission.
The CRP is derived from the review of external and internal risks. For FY 2012-13, three key Corporate Risks having a Defence-wide impact are highlighted. These are Defence Team Capacity Issues, Canadian Forces Reconstitution, and Investment Plan (IP) Flexibility. The key Corporate Risks, as well as their attendant mitigation actions, are presented below. To fulfill the Government of Canada's expectations, Defence will continue to manage these Corporate Risks in an effective manner.
Risk | Action |
---|---|
Canadian Forces Reconstitution | The Canadian Forces (CF), after several years of high tempo operations centred on Afghanistan, will continue to balance the readiness levels necessary to maintain its leadership role and responsiveness in accordance with the Canada First Defence Strategy (CFDS). To mitigate this risk, a directive has been issued for future CF Posture and Defence Readiness, which provides a clear and viable plan to develop and maintain the capabilities and readiness levels necessary to meet the requirements of the CFDS. |
Defence Team Capacity | Defence will continue to place priority on achieving the right balance and composition of the Defence workforce with focused attention on addressing military and civilian occupations of concern, and on leadership and professional development at all levels in the organization. This will be achieved by continuing to strengthen leadership capacity, succession planning, continuous learning and professional development. Defence will also continue to implement the Public Service Renewal action plan aligned with the Clerk's priorities as well as advance CF Transformation. This has been supplemented with a directive on recruitment and staffing, and succession planning for civilian staff. All Groups and Commands within National Defence have begun using these directives in their annual business plans. |
Investment Plan Flexibility | Defence will continue to ensure that there is sufficient flexibility in the IP to address both emerging operational requirements and CF capability requirements of the future as outlined in the CFDS. In support of this, Defence is implementing the Chief Financial Officer (CFO) model and is developing an update to the Investment Plan. These two initiatives will allow Defence to more effectively manage the changes to the Investment Plan (IP) and balance investments across the four pillars of CFDS. |
In an effort to increase the visibility of the CRP in this report, Defence has developed a Defence Priorities - CRP - PAA Alignment Matrix6, which illustrates the risks related to each Program Activity. See Section II: Analysis of Program Activities by Strategic Outcome for discussion of risks and associated mitigation strategies.
The Defence Priorities are informed by Government and senior leadership direction and from the key Corporate Risks. They represent a focused number of areas where efforts and resources will be directed to mitigate the risk areas, and to address gaps in capability or capacity, to enable Defence to act effectively on Government of Canada direction. To respond with essential activities while achieving excellence in our operations and management, the Defence Priorities are:
Priority | Type1 | Strategic Outcome(s) and/or Program Activity(ies) |
---|---|---|
Ensuring Sustainable Operational Excellence both at Home and Abroad | Previously committed to | Defence operations improve peace, stability and security wherever deployed |
Description | ||
Why is this a priority? Plans for meeting the priority |
Priority | Type | Strategic Outcome(s) and/or Program Activity(ies) |
---|---|---|
Reconstituting and Aligning the CF Post- Afghanistan | Previously committed to | - Defence operations improve peace, stability and security wherever deployed - National Defence is ready to meet Government Defence Expectations - Resources are acquired to meet Government Defence Expectations |
Description | ||
Why is this a priority? Plans for meeting the priority |
Priority | Type | Strategic Outcome(s) and/or Program Activity(ies) |
---|---|---|
Strengthening the Defence Team | Previously committed to | - Resources are acquired to meet Government Defence Expectations - Care and Support to the Canadian Forces and Contribution to Canadian Society |
Description | ||
Why is this a priority? Plans for meeting the priority |
Priority | Type | Strategic Outcome(s) and/or Program Activity(ies) |
---|---|---|
Maintaining Defence Affordability | Previously committed to | - Resources are acquired to meet Government Defence Expectations - Care and Support to the Canadian Forces and Contribution to Canadian Society - National Defence is ready to meet Government Defence Expectations - Internal Services |
Description | ||
Why is this a priority? Plans for meeting the priority |
The following diagram illustrates the alignment of Defence's PAA, Key Corporate Risks and Priorities to the CFDS. This framework forms the basis for communicating Defence's planning story throughout this report.
During FY 2012-13, the CF will maintain the capability to conduct a range of missions at home and abroad, in collaboration with our whole-of-government and international partners. The CF will continue to lend a helping hand to Canadians in need, as they did following the First Air crash in the North in 2011, the flooding in Manitoba and Quebec, and the fires in Saskatchewan and Northern Ontario. Defence will also continue to support multinational drug interdiction operations in the Caribbean and East Pacific to help to disrupt the flow of illicit drugs to Canadian communities, and will continue to assist in endeavours such as dealing with illegal immigration.
The CF will continue to make a significant contribution to international security as they have been doing in Afghanistan. For example, through Operation ATTENTION, and in Canada's participation in the NATO Training Mission-Afghanistan (NTM-A), the CF is delivering training and professional development services to the national security forces of Afghanistan, including the Afghan National Army and the Afghan National Police. The Canadian effort is concentrated in Kabul and Mazar-e-Sharif. CF members will fill command and training development positions and deliver training in areas such as leadership, health care, literacy improvement, and the core professional skills of soldiers and police.
The CF is having an impact elsewhere in the region as well. Canada is contributing to the Middle East Peace Process by supporting the US Security Coordinator (USSC) efforts to build Palestinian security capacity with Op PROTEUS. The CF expertise, flexibility and unique access to the West Bank is key to the USSC's mission. Op PROTEUS focuses on security sector reforms of the Palestinian Authority (PA) and among many projects has helped the USSC to create, equip and train 10 Special Battalions of 500 personnel each within the PA's National Security Force that provides the nucleus of security in West Bank Governorates.
As evidenced by our participation in the NATO-led operation in Libya, OP MOBILE, the CF has also demonstrated a high level of readiness to deploy elsewhere around the world if requested to do so by the Government of Canada. Defence will ensure that forces are ready to deploy to similar international operations in the future when requested by the Government of Canada.
Defence will continue the modernization of the CF by advancing numerous key projects while seeking new efficiencies. In FY 2012-13, Defence will:
Through these and other activities, Defence will meet the expectations of the Government of Canada and Canadians.
2012-13 | 2013-14 | 2014-15 |
---|---|---|
20,110,453 | 20,433,751 | 21,171,750 |
2012-13 | 2013-14 | 2014-15 |
---|---|---|
95,100 | 94,100 | 93,496 |
Performance Indicators | Targets |
---|---|
% Effects Achieved (aggregate for all commands) | 80-100% |
Program Activity | Forecast Spending 2011-12 |
Planned Spending | Alignment to Government of Canada Outcomes | ||
---|---|---|---|---|---|
2012-13 | 2013-14 | 2014-15 | |||
Situational Awareness | 666,181 | 396,047 | 395,478 | 409,843 | A safe and secure world through international cooperation |
Canadian Peace, Stability and Security | 293,074 | 295,703 | 304,315 | 315,667 | A safe and secure Canada |
Continental Peace, Stability and Security | 207,845 | 184,687 | 189,717 | 197,576 | A strong and mutually beneficial North American partnership |
International Peace, Stability and Security | 2,197,478 | 1,719,881 | 1,451,412 | 1,310,785 | A safe and secure world through international cooperation |
Total Planned Spending | 2,596,318 | 2,340,922 | 2,233,873 |
Performance Indicators | Targets |
---|---|
% Readiness level for Maritime, Land and Aerospace combined | 98-100% |
Program Activity | Forecast Spending 2011-12 |
Planned Spending | Alignment to Government of Canada Outcomes | ||
---|---|---|---|---|---|
2012-13 | 2013-14 | 2014-15 | |||
Maritime Readiness | 2,254,649 | 2,290,638 | 2,197,164 | 2,228,282 | A safe and secure world through international cooperation |
Land Readiness | 3,721,144 | 3,599,768 | 3,338,569 | 3,432,141 | A safe and secure world through international cooperation |
Aerospace Readiness | 1,940,724 | 1,911,012 | 1,826,385 | 1,885,289 | A safe and secure world through international cooperation |
Joint and Common Readiness | 2,293,342 | 2,339,309 | 2,281,953 | 2,307,837 | A safe and secure world through international cooperation |
Total Planned Spending | 10,140,727 | 9,644,071 | 9,853,548 |
Performance Indicators | Targets |
---|---|
Performance against CFDS as measured by Investment Plan and Business Plans | 95-100% |
Program Activity | Forecast Spending 2011-12 |
Planned Spending | Alignment to Government of Canada Outcomes | ||
---|---|---|---|---|---|
2012-13 | 2013-14 | 2014-15 | |||
Defence Science and Technology | 323,282 | 296,821 | 288,459 | 308,948 | An innovative and knowledge-based economy |
Recruiting of Personnel and Initial Training | 1,430,929 | 1,184,910 | 1,155,219 | 1,187,077 | A safe and secure world through international cooperation |
Equipment Acquisition and Disposal | 2,437,931 | 3,030,240 | 4,169,829 | 4,803,448 | A safe and secure world through international cooperation |
Real Property and Informatics Infrastructure Acquisition and Disposal | 614,058 | 559,986 | 565,296 | 487,268 | Strong economic growth |
Total Planned Spending | 5,071,958 | 6,178,802 | 6,786,741 |
Performance Indicators | Targets |
---|---|
% Public support for the Canadian Forces | 85-100% |
Program Activity | Forecast Spending 2011-12 |
Planned Spending | Alignment to Government of Canada Outcomes | ||
---|---|---|---|---|---|
2012-13 | 2013-14 | 2014-15 | |||
Defence Team Personnel Support | 801,961 | 707,135 | 697,903 | 725,357 | A safe and secure world through international cooperation |
Canadian Identity | 363,935 | 349,478 | 323,801 | 333,230 | A vibrant Canadian culture and heritage |
Environment Protection and Stewardship | 196,785 | 128,955 | 120,246 | 55,212 | A clean and healthy environment |
Non-Security Support | 9,341 | 5,628 | 5,622 | 4,202 | A transparent, accountable and responsive federal government |
Total Planned Spending | 1,191,195 | 1,147,572 | 1,118,002 |
Program Activity | Forecast Spending 2011-12 |
Planned Spending | ||
---|---|---|---|---|
2012-13 | 2013-14 | 2014-15 | ||
Internal Services | 1,091,864 | 1,110,256 | 1,122,383 | 1,179,586 |
The Federal Sustainable Development Strategy (FSDS) outlines the Government of Canada's commitment to improving the transparency of environmental decision-making by articulating its key strategic environmental goals and targets. Defence ensures that consideration of these outcomes is an integral part of its decision-making processes. In particular, through the federal Strategic Environmental Assessment (SEA) process, any new policy, plan, or program initiative includes an analysis of its impact on attaining the FSDS goals and targets. The results of SEAs are made public when an initiative is announced, demonstrating the department's commitment to achieving the FSDS goals and targets.
Defence contributes to Theme IV - Shrinking the Environmental Footprint – Beginning with Government, as denoted by the visual identifier below.
These contributions are components of the following Program Activities and are further explained in Section II: Analysis of Program Activities by Strategic Outcome:
A Defence Environmental Strategy (DES) will also be implemented to reflect the breadth of effort that Defence commits to the environment and sustainable development, including Defence's significant contribution to the Government of Canada's Federal Sustainable Development Strategy. Operational themes within the DES will be aligned with the program activities of the Department's Program Activity Architecture to demonstrate their relevance toward achieving the strategic outcomes that support the Canada First Defence Strategy.
For additional details on Defence's activities to support sustainable development please see Section II of this RPP and http://www.vcds-vcemd.forces.gc.ca/sites/page-eng.asp?page=5609. For complete details on the FSDS please see http://www.ec.gc.ca/dd-sd/.
Planned Spending
[D]
Financial Spending Trend
[D]
The change in financial spending trend between fiscal years 2011-12 and 2012-13 is mainly attributable to items that are reflected in the spending authorities for fiscal year 2011-12 and not in the spending authorities for fiscal years 2012-13 to 2014-15, such as the ongoing reviews of departmental spending, the establishment of Shared Services Canada and the establishment of Communications Security Establishment as a stand-alone agency.
For information on our organizational appropriations, please see the 2012-13 Main Estimates publication. An electronic version of the Main Estimates is available at http://www.tbs-sct.gc.ca/est-pre/20122013/p2-eng.asp.
Section II: Analysis of Program Activities by Strategic Outcome presents Defence's action plans for FY 2012-13 under each of its strategic outcomes and associated program activities. Where Program Activities align to Defence Priorities and/or Corporate Risks, those relationships are indicated. Associated action plans in support of the Defence Priorities, as well as risk-response strategies, are provided.
Defence fulfills three roles for Canadians: defending Canada, defending North America, and contributing to international peace, stability and security. This outcome outlines these Defence roles in the context of the expected level of ambition as articulated in the Canada First Defence Strategy (CFDS).
The Government of Canada and Defence require an accurate and timely security picture and comprehensive situational awareness and threat knowledge for Canada and abroad. This program will provide credible, reliable and sustained intelligence services to Defence in support of decision making and military operations, as well as, support to other government departments in the defence and security of Canada. Work activities include geospatial intelligence, imagery intelligence, signals intelligence, and counter intelligence. The program also ensures the acquisition and use of information from the global information infrastructure to provide foreign intelligence to support Government of Canada intelligence priorities. This is accomplished through the collection, dissemination and analysis of electronic information. The program will ensure the provision of advice, guidance and services to help protect electronic information and information infrastructures of importance to the Government of Canada as well as technical and operational assistance to federal law enforcement and security agencies in the performance of their lawful duties.
2012-13 | 2013-14 | 2014-15 |
---|---|---|
396,047 | 395,478 | 409,843 |
2012-13 | 2013-14 | 2014-15 | |
---|---|---|---|
Military | 1,715 | 1,715 | 1,715 |
Civilian | 459 | 441 | 421 |
Total | 2,174 | 2,156 | 2,136 |
Program Activity Expected Results | Performance Indicators | Targets |
---|---|---|
Canada's national interests are advanced through information and technical advantage, particularly in the security realm. | % of up time 24/7 classified network is available outside maintenance windows (network availability). | 98.5-100% |
Situational awareness of the defence, security and international affairs environment is enhanced. | % of new technologies and processes successfully investigated. | 100% within timelines |
Defence Priority advanced by this Program Activity:
Ensuring Sustainable Operational Excellence both at Home and Abroad
Corporate Risks associated with this program activity, with accompanying mitigation strategies:
Secure and Integrated Information Management (IM)/Information Technology (IT)
Defence Security
This program employs the Canadian Forces in the conduct of operations to ensure the safety and security of Canadians and the defence of Canada. These operations include protecting Canada's sovereignty, responding to domestic disasters or humanitarian crisis, supporting domestic security requirements, and conducting search and rescue activities. This is accomplished through the mobilization and deployment of forces within Canada. Canada Command is responsible for the conduct of all Canadian forces domestic operations – routine and contingency - and is the national operational authority for the defence of Canada.
2012-13 | 2013-14 | 2014-15 |
---|---|---|
295,703 | 304,315 | 315,667 |
2012-13 | 2013-14 | 2014-15 | |
---|---|---|---|
Military | 790 | 790 | 790 |
Civilian | 84 | 81 | 77 |
Total | 874 | 874 | 867 |
Program Activity Expected Results | Performance Indicators | Targets |
---|---|---|
Meeting the expectations of the public and all levels of Government, the Canadian Forces will lead in response to defence events and provide support in response to security events and domestic emergencies and crises when requested by the Government of Canada. | % of Commander's intent met through successful planning and execution of safety, security, defence and support operations. | 80-100% |
% effects achieved through planning and execution of safety, security, defence and support operations. | 80-100% | |
% assigned critical tasks completed through planning and execution of safety, security, defence and support operations. | 80-100% |
Defence Priority advanced by this Program Activity:
Ensuring Sustainable Operational Excellence both at Home and Abroad
Corporate Risks associated with this program activity, with accompanying mitigation strategies:
Limited Residual Operating Capacity
Canadian Forces Reconstitution / Defence Team Capacity
This program employs the Canadian forces in the conduct of operations, both independently and in conjunction with allies, for the defence of North America and its approaches. Activities under this program include continental operations as required in accordance with Government of Canada policy. This is accomplished through the mobilization and deployment of forces for the defence of North America and its approaches. Canada Command is responsible for the conduct of all continental operations – routine and contingency - and is the national operational authority for the defence of North America and its approaches.
2012-2013 | 2013-2014 | 2014-2015 |
---|---|---|
184 687 | 189 717 | 197 576 |
2012-2013 | 2013-2014 | 2014-2015 | |
---|---|---|---|
Military | 603 | 603 | 603 |
Civilian | 42 | 41 | 39 |
Total | 645 | 644 | 642 |
Program Activity Expected Results | Performance Indicator | Target |
---|---|---|
Meet expectations of Governments and public that the militaries of each state will provide combined (two or more states) support in the event of defence, security and safety events when requested. | % Commander's intent (successful planning and execution of continental operations [routine and contingency]). | 80-100 % |
% effects achieved through successful planning and execution of continental operations (routine and contingency). | 80-100 % | |
% assigned critical tasks completed through successful planning and execution of continental operations (routine and contingency). | 80-100 % |
Defence Priority advanced by this Program Activity:
Ensuring Sustainable Operational Excellence both at Home and Abroad
Corporate Risks associated with this Program Activity, with accompanying mitigation strategies:
Limited Residual Operating Capacity
Canadian Forces Reconstitution / Defence Team Capacity
This program will contribute to global peace and security by conducting global CF operations, across the spectrum from humanitarian assistance to combat, in concert with national and international partners, to achieve timely and decisive results in support of Canada's national interests. This is accomplished through the mobilization and deployment of forces internationally. Canadian Expeditionary Force Command is the operational command responsible for all Canadian Forces (CF) international operations, with the exception of operations conducted solely by Special Operations Forces elements.
2012-13 | 2013-14 | 2014-15 |
---|---|---|
1,719,881 | 1,451,412 | 1,310,785 |
2012-13 | 2013-14 | 2014-15 | |
---|---|---|---|
Military - Regular | 6,172 | 4,211 | 4,211 |
Military - Res Class C | 680 | 680 | 440 |
Civilian | 620 | 597 | 569 |
Total | 7,472 | 5,488 | 5,220 |
Program Activity Expected Results | Performance Indicators | Targets |
---|---|---|
Meet expectations of Governments and the public to provide support in defence, security and safety events in the international environment when requested. | % of Commander's Intent met through successful planning and execution of international operations (routine and contingency). | 80-100% |
% effects achieved through successful planning and execution of international operations (routine and contingency). | 80-100% | |
% assigned critical tasks completed through successful planning and execution of international operations (routine and contingency). | 80-100% |
Defence Priority advanced by this Program Activity:
Ensuring Sustainable Operational Excellence both at Home and Abroad | Reconstituting and Aligning the CF after the transition from Combat to Training Mission in Afghanistan
[D]
Corporate Risks associated with this Program Activity, with accompanying mitigation strategies:
Limited Residual Operating Capacity
Canadian Forces Reconstitution / Defence Team Capacity
Strategic Outcomes | Program Activities | |
---|---|---|
National Defence is ready to meet Government Defence Expectations | Maritime Readiness Land Readiness Aerospace Readiness Joint and Common Readiness |
This outcome explains how resources are utilized to bring the CF to an appropriate state of readiness, enabling Defence to defend Canada and its interests both domestically and internationally.
This program provides Canada with a combat-capable, multi-purpose Navy. The program will generate and sustain relevant, responsive, combat capable maritime forces that are able to respond to a spectrum of tasks, as may be directed by the Government, within the required response time. This is accomplished by bringing maritime forces to a state of readiness for operations, by assembling, and organizing maritime personnel, supplies, and materiel. This includes the training and equipping of forces and the provision of their means of deployment, sustainment and recovery to defend Canadian interests domestically, continentally and internationally.
2012-13 | 2013-14 | 2014-15 |
---|---|---|
2,290,638 | 2,197,164 | 2,228,282 |
2012-13 | 2013-14 | 2014-15 | |
---|---|---|---|
Military | 7,840 | 7,840 | 7,840 |
Civilian | 4,887 | 4,702 | 4,481 |
Total | 12,727 | 12,542 | 12,321 |
Program Activity Expected Results | Performance Indicators | Targets |
---|---|---|
Sufficient naval units are ready to conduct domestic and international operations, up to and including combat operations, as directed by the Government of Canada. | Availability of commissioned ships for deployment. | 98-100% compliance with the Readiness and Sustainment Policy. |
Defence Priority advanced by this Program Activity:
Reconstituting and Aligning the CF Post- Afghanistan
Ensuring Sustainable Operational Excellence both at Home and Abroad
Strengthening the Defence Team
Corporate Risks associated with this Program Activity, with accompanying mitigation strategies:
Canadian Forces Reconstitution (Key Risk) and Limited Residual Operational Capacity
Compliance with Infrastructure and Environmental Standards
This program provides Canada with a combat-capable, multi-purpose Army. The program will generate and sustain relevant, responsive, combat capable land forces that are effective across the spectrum of conflict, from peacekeeping and nation building to war fighting. This is accomplished by bringing land forces to a state of readiness for operations, assembling and organizing Land personnel, supplies, and materiel as well as the provision of individual and collective training to prepare land forces to defend Canadian interests domestically, continentally and internationally.
2012-13 | 2013-14 | 2014-15 |
---|---|---|
3,599,768 | 3,338,569 | 3,432,141 |
2012-13 | 2013-14 | 2014-15 | |
---|---|---|---|
Military | 15,173 | 17,134 | 17,134 |
Civilian | 4,992 | 4,804 | 4,578 |
Total | 20,165 | 21,938 | 21,712 |
Program Activity Expected Results | Performance Indicators | Targets |
---|---|---|
Sufficient Land Force units are ready to conduct and lead domestic and international operations, up to and including combat operations across the spectrum of conflict, as directed by the Government of Canada. | Percentage of capability in accordance with CDS force posture directives for primary international commitment. | 100% |
Percentage of capability in accordance with CDS force posture directives for secondary international commitment. | 100% | |
Percentage of capability in accordance with CDS force posture directives for domestic and standing Government of Canada tasks. | 100% | |
CA can sustain its force generation activities and maintain the currency of personnel, equipment and infrastructure, thus ensuring the long-term sustainment of Land Forces. | Assessment of the sustainability of the Canadian Army. |
3
(Based on a 1-3 rating scale where: |
Defence Priority advanced by this Program Activity:
Reconstituting and Aligning the CF Post- Afghanistan
Ensuring Sustainable Operational Excellence both at Home and Abroad
Strengthening the Defence team
Corporate Risks associated with this Program Activity, with accompanying mitigation strategies:
Canadian Forces Reconstitution
Limited Residual Operational Capacity
Compliance with Infrastructure and Environmental Standards
This program will provide Canada with a combat-capable, multi-purpose Air Force. The program will generate and sustain relevant, responsive, combat capable aerospace forces that are able to respond to the spectrum of tasks, as may be directed by the Government, within the required response time. This is accomplished by bringing aerospace forces to a state of readiness for operations, by assembling, and organizing aerospace personnel, supplies, and materiel. This includes the training and equipping of aerospace forces and the provision of their means of deployment, sustainment and recovery to defend Canadian interests domestically, continentally and internationally.
2012-13 | 2013-14 | 2014-15 |
---|---|---|
1,911,012 | 1,826,385 | 1,885,289 |
2012-13 | 2013-14 | 2014-15 | |
---|---|---|---|
Military | 8,299 | 8,299 | 8,299 |
Civilian | 2,188 | 2,105 | 2,006 |
Total | 10,487 | 10,404 | 10,305 |
Program Activity Expected Results | Performance Indicators | Targets |
---|---|---|
Relevant, responsive and effective aerospace forces ready to conduct domestic and international operations as directed by the Government of Canada. | % readiness of units (personnel and equipment). | 98-100% of the Managed Readiness Plan requirement. |
Defence Priority advanced by this Program Activity:
Reconstituting and Aligning the CF Post- Afghanistan
Corporate Risks associated with this Program Activity, with accompanying mitigation strategies:
Canadian Forces Reconstitution (Key Risk)
Limited Residual Operational Capacity
Compliance with Infrastructure and Environmental Standards
This program will ensure Defence is ready to operate in a joint capacity, as directed by Government, to respond to domestic, continental and international requirements within the required response time. The program will generate and sustain forces for activities, operations and organisations in which elements of at least two services (e.g. Navy, Army, Air Force) participate. This is accomplished through the provision of training of a joint and common nature, the equipping of forces and the provision of their means to deploy in a joint capacity.
2012-13 | 2013-14 | 2014-15 |
---|---|---|
2,339,309 | 2,281,953 | 2,307,837 |
2012-13 | 2013-14 | 2014-15 | |
---|---|---|---|
Military | 6,837 | 6,837 | 6,837 |
Civilian | 4,276 | 4,115 | 3,921 |
Total | 11,113 | 10,952 | 10,758 |
Program Activity Expected Results | Performance Indicators | Targets |
---|---|---|
Defence is ready to organize and deploy a combination of two or more environments to meet the needs of assigned tasks. | % readiness of joint units/ elements for high readiness. | 98-100% |
Defence Priority advanced by this Program Activity:
Reconstituting and Aligning the CF Post- Afghanistan
Corporate Risks associated with this program activity, with accompanying mitigation strategies:
Limited Residual Operating Capacity
Canadian Forces Reconstitution
People, equipment, infrastructure, and information technology are the key resources necessary in order for Defence to deliver on our assigned tasks. This strategic outcome outlines the Defence plans for the acquisition of resources.
This program provides the Government of Canada with critical scientific knowledge and innovation to address defence & security challenges and needs. The S&T Program includes direction setting, program planning, program management, and capability management, execution and assessment. The Program comprises multi-year projects with activities in research, technology development, analysis and experimentation applied to inform, enable and respond to Canada's defence and security priorities over multiple time horizons extending up to a 20-year outlook. The scientific knowledge and innovation generated from these activities informs decisions on Defence capability acquisitions, readiness preparation and the conduct of operations in response to Government priorities. Activities under this program draw on internal capability and make extensive use of partnerships with Canadian industry and academia as well as international organizations.
2012-13 | 2013-14 | 2014-15 |
---|---|---|
296,821 | 288,459 | 308,948 |
2012-13 | 2013-14 | 2014-15 | |
---|---|---|---|
Military | 36 | 36 | 36 |
Civilian | 1,696 | 1,632 | 1,556 |
Total | 1,732 | 1,668 | 1,592 |
Program Activity Expected Results | Performance Indicators | Targets |
---|---|---|
Canadian defence and security operations are benefiting from Science and Technology (S&T) outputs. | Number of S&T outputs used by defence and security operations vs. number planned. | 95-100% |
Canadian defence and security priorities are successfully addressed through exploitation of S&T outputs. | Number of S&T outputs used by defence and security priorities vs. number planned. | 95-100% |
Canadian defence and security policy development and implementation, and resulting socio-economic impact are enabled by S&T outputs. | Number of S&T outputs used by defence and security policy development, and socio-economic stakeholders vs. number planned. | 95-100% |
Defence Priority advanced by this Program Activity:
Maintaining Defence Affordability
Corporate Risks associated with this Program Activity, with accompanying mitigation strategies:
Compliance with Infrastructure and Environmental Standards
This program will promote National Defence as a preferred workplace with the general public and to recruit new hires for a broad range of trades and other general, professional and scientific occupations. This involves deepening Defence's connections to the various educational and ethnic communities to attract the right number and mix of people who have the skills needed to contribute to meeting the Defence Mission. Engaging in effective leadership, strategic planning, and targeted outreach activities will ensure that proactive measures are taken to address the challenges arising from current labour market pressures for specific skill sets within certain geographic locations. The program will attract, select and enrol personnel and conduct initial training (basic recruit and occupational training) to military members to the Operational Functional Point. This ensures that sufficient personnel are recruited and trained with the needed skills in the appropriate occupation, now and into the future, to meet Defence requirements. This is accomplished through the provision of recruitment centres, recruitment campaigns, advertising and other outreach activities as well as the necessary training staff, facilities and associated supports.
2012-13 | 2013-14 | 2014-15 |
---|---|---|
1,184,910 | 1,155,219 | 1,187,077 |
2012-13 | 2013-14 | 2014-15 | |
---|---|---|---|
Military | 16,441 | 16,441 | 16,441 |
Civilian | 503 | 484 | 461 |
Total | 16,944 | 16,925 | 16,902 |
Program Activity Expected Results | Performance Indicators | Targets |
---|---|---|
Optimize intake today to fill the force structure of tomorrow. | % Achievement against FY Regular Force Expansion (FE) target. | 99-101% |
% Achievement against FY Reserve Force Expansion (FE) target (average paid strength). | 99-101% | |
Year-over-year % improvement in the number of Regular Force occupations that are coded red on the Occupation Status List. | 10% reduction per year |
Defence Priority advanced by this Program Activity:
Strengthening the Defence Team
Corporate Risk associated with this program activity, with accompanying mitigation strategies:
Defence Team Capacity (Key Risk)
This program acquires and disposes of equipment required for Canadian Forces operations. This includes the acquisition of new & replacement capabilities or capital improvements to in-service equipment and their disposal at the end of their service life. Equipment Acquisition occurs primarily through collaboration with Public Works and Government Services (PWGSC), Industry Canada (IC) and the vendors. Equipment Acquisition activities include defining requirements, engineering design, sourcing, validation of requirements, developing procurement strategy, contracting, contract negotiation and award, contract administration and management, project management of equipment acquisitions.
2012-13 | 2013-14 | 2014-15 |
---|---|---|
3,030,240 | 4,169,829 | 4,803,448 |
2012-13 | 2013-14 | 2014-15 | |
---|---|---|---|
Military | 816 | 816 | 816 |
Civilian | 838 | 806 | 768 |
Total | 1,654 | 1,622 | 1,584 |
Program Activity Expected Results | Performance Indicators | Targets |
---|---|---|
The acquisition of equipment and materiel in accordance with the Canada First Defence Strategy and IP will provide a solid foundation for the continued modernization and strengthening of the CF. | % of projects on schedule (CFDS). | 85-100% |
% of projects on schedule (non-CFDS). | 85-100% | |
% of overall planned dollars that are expended (CFDS). | 85-100% | |
% of overall planned dollars that are expended (non-CFDS). | 85-100% |
This Program Activity contributes to FSDS Theme IV: Shrinking the Environmental Footprint – Beginning with Government. Defence's SDS is in Section IV: Other Items of Interest – Sustainable Development.
Defence Priorities advanced by this Program Activity:
Maintaining Defence Affordability
Reconstituting and Aligning the CF Post-Afghanistan
Corporate Risk associated with this Program Activity, with accompanying mitigation strategies:
Capability Delivery Procurement Complexity
Canadian Forces Reconstitution
Investment Plan Flexibility
Materiel Management and Accountability
Defence Team Capacity
The following projects support CFDS objectives:
Land
Close Combat Vehicle |
LAV III Upgrade |
Medium Support Vehicle System Project |
Force Mobility Enhancement |
Tactical Armoured Patrol Vehicle |
|
Air
Airlift Capability Project - Tactical |
Next Generation Fighter Capability |
Airlift Capability Project - Strategic |
Maritime Helicopter Project |
Fixed Wing Search and Rescue |
Medium to Heavy-Lift Helicopter |
Canadian Multi Mission Aircraft |
Joint Uninhabited Aerial Vehicle Surveillance Target Acquisition System (JUSTAS) |
Maritime
Arctic Offshore Patrol Ship |
Joint Support Ship |
Canadian Surface Combatant |
Halifax Class Modernization |
Joint
CF Command & Control Information System (JCCIS) |
Cyber Defence Capabilities |
Operational Support (OS) Capabilities |
Space Capabilities |
Chemical, Biological, Radiological and Nuclear (CBRN) |
Defence Capabilities |
An extensive portfolio of land, works, buildings and informatics required to support the delivery of defence operations. The Real Property and Informatics Infrastructure Acquisition and Disposal program aims to ensure that the right real property and informatics is acquired and disposed of, and is available where and when needed, while providing value for money, advancing objectives for the greening of government land and buildings, and adhering to best practices for asset life-cycle management. Program activities include working with stakeholders to define requirements; updating the real property and informatics development and management plans; managing projects for new and replacement construction; and identifying and eliminating excess facilities. Real property and informatics are acquired through construction and recapitalization, purchase or capital leases, and disposed of through deconstruction, sale or transfer. The activity includes the Capital Assistance Program (CAP) which is a capital contribution program under which Defence makes financial contributions to support the transfer of infrastructure facilities to provinces, territories, municipalities and/or their agencies. CAP projects support real property goals and objectives by encouraging cost-effective solutions for the provision of infrastructure on bases and wings across Canada.
2012-13 | 2013-14 | 2014-15 |
---|---|---|
559,986 | 565,296 | 487,268 |
2012-13 | 2013-14 | 2014-15 | |
---|---|---|---|
Military | 17 | 17 | 17 |
Civilian | 97 | 93 | 89 |
Total | 114 | 110 | 106 |
Program Activity Expected Results | Performance Indicators | Targets |
---|---|---|
Defence has a rationalized, relevant, and responsive Real Property portfolio. | % surplus real property land area compared to total owned and in-use land area. | 1% |
Capital construction projects are managed in a timely and effective manner. | Percentage of total planned projects reaching completion during the year. | 20-30% |
Percentage of planned annual funding spent per year. | 95-100% |
This Program Activity contributes to FSDS Theme IV: Shrinking the Environmental Footprint – Beginning with Government. Defence's SDS is in Section IV: Other Items of Interest – Sustainable Development.
Defence Priorities2 advanced by this Program Activity:
Ensuring Sustainable Operational Excellence both at Home and Abroad
Maintaining Defence Affordability
Corporate Risk associated with this Program Activity, with accompanying mitigation strategies:
Compliance with Infrastructure and Environmental Standards
This outcome outlines the provision of care and support to Defence personnel as a key enabler to readiness and deployability. It also describes activities that reflect Defence contributions to Canadian society in a variety of ways outside the traditional role of the military, including environmental protection and contributions to Canadian identity.
The Defence Team Personnel Support program will provide a broad spectrum of support services such as financial support for education and housing and facilities services, as well as, benefits to military personnel and their families. The program will also provide learning support to Defence civilians. This program is necessary as the provision of fair and equitable support is a key element of the Social Contract between the nation and its military personnel that is essential to enhance personnel readiness and deployability, and establish the Canadian Forces as an employer of choice and learning institution.
2012-13 | 2013-14 | 2014-15 |
---|---|---|
707,135 | 697,903 | 725,357 |
2012-13 | 2013-14 | 2014-15 | |
---|---|---|---|
Military | 1,512 | 1,512 | 1,512 |
Civilian | 1,023 | 984 | 938 |
Total | 2,535 | 2,496 | 2,450 |
Program Activity Expected Results | Performance Indicators | Targets |
---|---|---|
Personnel Readiness and Deployability is enhanced through comprehensive support to military personnel and their families. | % of Regular Force member respondents indicating satisfaction with the military way of life and their quality of life in the Canadian Forces. | 70-100% |
% of Regular Force member respondents indicating readiness and willingness to deploy. | 70-100% | |
% of Regular Force members' spouses indicating support of Regular Force member career. | 70-100% |
Defence Priority advanced by this Program Activity:
Strengthening the Defence Team
Corporate Risk associated with this program activity, with accompanying mitigation strategies:
Defence Team Capacity
This program preserves and promotes Canadian identity by providing youth programs, ceremonial activities and the preservation of military history. The program is necessary to demonstrate the military heritage and proficiency of the Canadian Forces (CF) to Canadians and inform them of the military profession and practice in Canada. This is realized through initiatives such as ceremonial and band performances, CF museums, CF history and heritage books, web content and the Cadets.
2012-13 | 2013-14 | 2014-15 |
---|---|---|
349,478 | 323,801 | 333,230 |
2012-13 | 2013-14 | 2014-15 | |
---|---|---|---|
Military | 408 | 408 | 408 |
Civilian | 260 | 250 | 239 |
Total | 668 | 658 | 647 |
Program Activity Expected Results | Performance Indicators | Targets |
---|---|---|
Canadians are aware of, understand, and appreciate the history, proficiency, and values of the Canadian military as part of Canada's identity. | % of Canadians who feel that the CF is a source of pride. | 80-100% |
Canadian Cadet Program
Junior Canadian Rangers
This program promotes public health and safety and supports sustainable development on Defence lands and wherever Defence operates. It delivers multi-faceted real property/infrastructure environmental protection and stewardship compliant with applicable legislation and federal policy that extends through every level of departmental decision-making.
2012-13 | 2013-14 | 2014-15 |
---|---|---|
128,955 | 120,246 | 55,212 |
2012-13 | 2013-14 | 2014-15 | |
---|---|---|---|
Military | 6 | 6 | 6 |
Civilian | 190 | 183 | 174 |
Total | 196 | 189 | 180 |
Program Activity Expected Results | Performance Indicators | Targets |
---|---|---|
Demonstrate responsible and sustainable stewardship. | % achievement of FSDS commitments. | 95-100% |
Reduce departmental liability for contaminated sites. | % reduction in contaminated sites opening liability (sites which reported liability in the previous fiscal year). | 7% per year |
Demonstrate legal compliance and due diligence. | % of unexploded explosive ordnance (UXO) Legacy Sites for which risks have been assessed and are being managed. | Increasing proportion (%) each year |
This Program Activity contributes to FSDS Theme IV: Shrinking the Environmental Footprint – Beginning with Government. Defence's SDS is in Section IV: Other Items of Interest – Sustainable Development.
Defence Priority advanced by this Program Activity:
Ensuring Sustainable Operational Excellence both at Home and Abroad
Corporate Risk associated with this program activity, with accompanying mitigation strategies:
Compliance with Infrastructure and Environmental Standards
Defence is strongly committed to contributing to Canadian society in non-operational roles. The program will provide supports to develop national competency in defence issues and to the whole of government approach by sharing information with other government departments and non-governmental organizations. This may include the provision of grants to researchers to generate knowledge related to defence issues or provide meteorological or mapping information to other government departments in the interest of information sharing on horizontal initiatives.
2012-13 | 2013-14 | 2014-15 |
---|---|---|
5,628 | 5,622 | 4,202 |
2012-13 | 2013-14 | 2014-15 | |
---|---|---|---|
Military | 20 | 20 | 20 |
Civilian | 29 | 28 | 26 |
Total | 49 | 48 | 46 |
Program Activity Expected Results | Performance Indicators | Targets |
---|---|---|
OGDs and NGOs will contribute to the development of a national competency in defence issues. | Money spent vs. money budgeted for Vote 10 (Grants and Contributions). | 95-100% |
Horizontal initiatives are supported by Defence information sharing. | Number of information sharing partnerships with OGDs and NGOs. | Increasing proportion (%) each year |
There are no Defence Priorities or Corporate Risks associated with Non-Security Support.
Internal Services are groups of related activities and resources that are administered to support the needs of programs and other corporate obligations of an organization. These groups are: Management and Oversight Services; Communications Services; Legal Services; Human Resources Management Services; Financial Management Services; Information Management Services; Information Technology Services; Real Property Services; Materiel Services; Acquisition Services; and Travel and Other Administrative Services. Internal Services include only those activities and resources that apply across an organization and not to those provided specifically to a program.
2012-13 | 2013-14 | 2014-15 |
---|---|---|
1,110,256 | 1,122,383 | 1,179,586 |
2012-13 | 2013-14 | 2014-15 | |
---|---|---|---|
Military | 1,315 | 1,315 | 1,315 |
Civilian | 4,316 | 4,153 | 3,958 |
Total | 5,631 | 5,468 | 5,273 |
This Program Activity contributes to FSDS Theme IV: Shrinking the Environmental Footprint – Beginning with Government. Defence's SDS is in Section IV: Other Items of Interest – Sustainable Development.
Defence Priorities advanced by this Program Activity:
Governance and Management Support
Ressources Management Services
Corporate Risks associated with this program activity, with accompanying mitigation strategies:
Defence Team Capacity
Materiel Management and Accountability
Compliance with Infrastructure and Environmental Standards
Financial Management and Accountability
Secure and Integrated IM/IT
% Change | Future-oriented 2012-13 |
Future-oriented 2011-12 |
|
---|---|---|---|
Total Expenses | (10.31%) | 19,602,982 | 21,854,417 |
Total Revenues | 8.93% | 503,461 | 462,207 |
Net Cost of Operations | (10.72%) | 19,099,521 | 21,392,210 |
% Change | Future-oriented 2012-13 |
Future-oriented 2011-12 |
|
---|---|---|---|
Total assets | n/a | 91,819,867 | n/a |
Total liabilities | n/a | 51,548,308 | n/a |
Equity | n/a | 40,271,559 | n/a |
Total | n/a | 91,819,867 | n/a |
Defence's general purpose future-oriented financial statements are available on the Defence website at:
http://www.vcds.forces.gc.ca/sites/page-eng.asp?page=5609.
The following information is available on the Treasury Board Secretariat's website at:
http://www.tbs-sct.gc.ca/rpp/2012-2013/inst/dnd/st-ts00-eng.asp.
Human Resources Summary
2012-13 | 2013-14 | 2014-15 | |
---|---|---|---|
Regular Force | 68,000 | 68,000 | 68,000 |
Primary Reserve (Class C) | 600 | 600 | 600 |
Civilian – Departmental | 26,500 | 25,500 | 24,896 |
TOTAL | 95,100 | 94,100 | 93,496 |
2012-13 | 2013-14 | 2014-15 | |
---|---|---|---|
Primary Reserve (all classes) Total Strength | 33,000 | 34,000 | 35,000 |
Primary Reserve (all classes) Average Paid Strength | 27,000 | 27,000 | 27,000 |
Cadet Organizations Administration and Training Service | 8,000 | 8,000 | 8,000 |
Canadian Rangers | 5,000 | 5,000 | 5,000 |
The CF in Canada
A complete listing of CF installations including bases, wings, stations and support units in Canada is available in Section IV: Other Items of Interest - Canadian Forces bases and wings co-located with civilian service centres across Canada.
Mailing Address:
Assistant Deputy Minister (Public Affairs)
Department of National Defence
National Defence Headquarters
Major-General George R. Pearkes Building
101 Colonel By Drive
Ottawa, Ontario, Canada
K1A 0K2
Phone: 613-995-2534
Facsimile: 613-992-4739
TTY/TDD*: 1 800 467-9877
Website: http://www.forces.ca/
C
CDS Chief of the Defence Staff
CF Canadian Forces
CFB Canadian Forces Base
CFDS Canada First Defence Strategy
CF LA Canadian Forces Legal Advisor
CFPM Canadian Forces Provost Marshal
CIDA Canadian International Development Agency
CIP Capital Investment Plan
COATS Cadet Organizations and Administration and Training Service
CRP Corporate Risk Profile
CSEC Communications Security Establishment Canada
CSIS Canadian Security Intelligence Service
D
DFAIT Department of Foreign Affairs and International Trade
DHRIM Director Human Resources Information Management
DND Department of National Defence
DPR Departmental Performance Report
DRMIS Defence Resources Management Information System
E
EEZ Exclusive Economic Zone
ERP Enterprise Resource Planning
F
FE Force Expansion
FTE Full-Time Equivalent
FSDS Federal Sustainable Development Strategy
G
GES Global Engagement Strategy
GGO Greening Government Operations
H
HCM Halifax Class Modernization
HQ Headquarters
HRSDC Human Resources and Skills Development Canada
I
IC Industry Canada
IE Infrastructure Environment
IM Information Management
IT Information Technology
IP Investment Plan
IPSC Integrated Personnel Support Centres
ISAF International Security Assistance Force
ISR Intelligence, Surveillance, and Reconnaissance
J
JAG Judge Advocate General
JCR Junior Canadian Rangers
JTF-Afg Joint Task Force Afghanistan
M
MA&S Material Acquisition and Support
MAF Management Accountability Framework
MECSS Major Events Coordinated Security Solutions
MHLH Medium-to-Heavy Lift Helicopter
MJSRT Military Justice Strategic Response Team
MRRS Management, Resources and Results Structure
N
NATO North Atlantic Treaty Organization
NCM Non-Commissioned Member
NORAD North American Aerospace Defence
NP National Procurement
NSPS National Shipbuilding Procurement Strategy
NTM-A NATO Training Mission-Afghanistan
O
OAS Organization of American States
OGD other government department
OSCE Organization for Security and Cooperation in Europe
P
PA Public Affairs
PAA Program Activity Architecture
PCO Privy Council Office
PMF Performance Measurement Framework
PWGSC Public Works and Government Services Canada
Q
QR&Os Queen's Regulation and Orders
R
RCMP Royal Canadian Mounted Police
RPP Report on Plans and Priorities
S
SDS Sustainable Development Strategy
T
TBS Treasury Board Secretariat
U
UN United Nations
US United States
V
VAC Veterans Affairs Canada
[1] The Department of National Defence (DND) and the Canadian Forces (CF) and the organizations and agencies that make up the full Defence portfolio are collectively referred to as Defence
[2] http://laws.justice.gc.ca/en/N-5/index.html
[3] http://www.tbs-sct.gc.ca/pol/doc-eng.aspx?id=18218§ion=text
[4] http://www.vcds-vcemd.forces.gc.ca/sites/page-eng.asp?page=5726
[5] www.forces.gc.ca/site/focus/first-premier/index-eng.asp
[6] http://www.vcds-vcemd.forces.gc.ca/sites/page-eng.asp?page=13123
[7] For a full listing of the Program Activity Descriptions, please see the 2012-13 Main estimates (http://www.tbs-sct.gc.ca/est-pre/20122013/p2-eng.asp)
[8] Littoral: In military operations, a coastal region consisting of the coastal sea areas and that portion of the land that is susceptible to influence or support from the sea.
[9] Although informatics is included in the definition of the program activity, it is not reported under this program activity. Conversely, maintenance and repair informs the readiness of our forces and is reported here.
[10] Notes on Human Resources Summary (Full-Time Equivalent) reported in Section IV:
[11] Notes on Human Resources Summary (Reserve Force Personnel) reported in Section IV: