2015-2014 Canadian Defence Policies

DEPARTMENTOFNATIONALDEFENCE
ANDTHECANADIANARMEDFORCES
201415
REPORTONPLANSANDPRIORITIES
HerMajestytheQueeninRightofCanada,representedbytheMinisterofNationalDefenceCanada,2014.
CatalogueNumberD325/2014EPDF1494250X
ISSN22923888
Keytitle:Reportonplansandpriorities(Canada.DepartmentofNationalDefence)
201415REPORTONPLANSANDPRIORITIES
DEPARTMENTOFNATIONALDEFENCEANDTHECANADIANARMEDFORCES|i
201415
ESTIMATES
____________________________________________________________________________
PARTIIIDepartmentalExpenditurePlans:ReportsonPlansandPriorities
____________________________________________________________________________
Purpose
Reports on Plans and Priorities (RPP) are individual expenditure plans for each department and agency. These
reportsprovideincreasedlevelsofdetailoverathreeyearperiodonanorganization'smainprioritiesbyStrategic
Outcome, Program and planned/expected results, including links to related resource requirements presented in
the Main Estimates. In conjunction with the Main Estimates, Reports on Plans and Priorities serve to inform
members of Parliament on planned expenditures of departments and agencies, and support Parliament's
consideration of supplybills. The RPPs are typically tabled soon after the MainEstimates by the President of the
TreasuryBoard.
EstimatesDocuments
TheEstimatesarecomprisedofthreeparts:
Part I Government Expenditure Plan provides an overview of the Government's requirements and changes in
estimatedexpendituresfrompreviousfiscalyears.
PartIIMainEstimatessupportstheappropriationactswithdetailedinformationontheestimatedspendingand
authoritiesbeingsoughtbyeachfederalorganizationrequestingappropriations.
InaccordancewithStandingOrdersoftheHouseofCommons,PartsIandIImustbetabledonorbeforeMarch1.
PartIIIDepartmentalExpenditurePlansconsistsoftwocomponents:
ReportonPlansandPriorities(RPP)
DepartmentalPerformanceReport(DPR)
DPRs are individual department and agency accounts of results achieved against planned performance
expectationsassetoutinrespectiveRPPs.
TheDPRsforthemostrecentlycompletedfiscalyeararetabledinthefallbythePresidentoftheTreasuryBoard.
Supplementary Estimates support Appropriation Acts presented later in the fiscal year. Supplementary Estimates
presentinformationonspendingrequirementsthatwereeithernotsufficientlydevelopedintimeforinclusionin
the Main Estimates or have subsequently been refined to account for developments in particular programs and
services. Supplementary Estimates also provide information on changes to expenditure forecasts of major
statutoryitemsaswellasonsuchitemsas:transfersoffundsbetweenvotes;debtdeletion;loanguarantees;and
neworincreasedgrants.
FormoreinformationontheEstimates,pleaseconsulttheTreasuryBoardSecretariatwebsite.
i
LinkstotheEstimates
As shown above, RPPs make up part of the Part III of the Estimates documents. Whereas Part II emphasizes the
financial aspect of the Estimates, Part III focuses on financial and nonfinancial performance information, both
fromaplanningandprioritiesstandpoint(RPP),andanachievementsandresultsperspective(DPR).
The Management Resources and Results Structure (MRRS) establishes a structure for display of financial
information in the Estimates and reporting to Parliament via RPPs and DPRs. When displaying planned spending,
RPPsrelyontheEstimatesasabasicsourceoffinancialinformation.
II|PREFACE
MainEstimatesexpenditurefiguresarebasedontheAnnualReferenceLevelUpdatewhichispreparedinthefall.
In comparison, planned spending found in RPPs includes the Estimates as well as any other amounts that have
beenapprovedthroughaTreasuryBoardsubmissionuptoFebruary1
st
(SeeDefinitionssection).Thisreadjusting
ofthefinancialfiguresallowsforamoreuptodateportraitofplannedspendingbyprogram.
ChangestothepresentationoftheReportonPlansandPriorities
Several changes have been made to the presentation of the RPP partially to respond to a number of
requestsfromtheHouseofCommonsStandingCommitteesonPublicAccounts(PACReport15
ii
),in2010;and
on Government and Operations Estimates (OGGO Report 7
iii
), in 2012 to provide more detailed financial and
nonfinancial performance information about programs within RPPs and DPRs, thus improving the ease of their
studytosupportappropriationsapproval.
In Section II, financial, human resources and performance information is now presented at the Program
andSubprogramlevelsformoregranularity.
Thereportsgeneralformatandterminologyhavebeenreviewedforclarityandconsistencypurposes.
OthereffortsaimedatmakingthereportmoreintuitiveandfocusedonEstimatesinformationweremade
tostrengthenalignmentwiththeMainEstimates.
Howtoreadthisdocument
RPPsaredividedintofoursections:
SectionI:OrganizationalExpenditureOverview
ThisOrganizationalExpenditureOverviewallowsthereadertogetageneralglanceattheorganization.Itprovides
a description of the organizations purpose, as well as basic financial and human resources information. This
section opens with the new Organizational Profile, which displays general information about the department,
including thenames of theminister and the deputy head, the ministerial portfolio, the yearthedepartment was
established, and the main legislative authorities. This subsection is followed by a new subsection entitled
OrganizationalContext,whichincludestheRaisondtre,theResponsibilities,theStrategicOutcomesandProgram
Alignment Architecture, the Organizational Priorities and the Risk Analysis. This section ends with the Planned
Expenditures,theAlignmenttoGovernmentofCanadaOutcomes,theEstimatesbyVotesandtheContributionto
the Federal Sustainable Development Strategy. It should be noted that this section does not display any non
financialperformanceinformationrelatedtoprograms(pleaseseeSectionII).
SectionII:AnalysisofProgram(s)byStrategicOutcome(s)
This Section provides detailed financial and nonfinancial performance information for strategic outcomes,
Programs and subprograms. This section allows the reader to learn more about Programs by reading their
respective description and narrative entitled Planning Highlights. This narrative speaks to key services or
initiatives which support the plans and priorities presented in Section I; it also describes how performance
informationsupportsthedepartmentsstrategicoutcomeorparentprogram.
SectionIII:SupplementaryInformation
This section provides supporting information related to departmental plans and priorities. In this section, the
readerwillfindfutureorientedstatementofoperationsandalinktosupplementaryinformationtablesregarding
transfer payments, as well as information related to the greening government operations, internal audits and
evaluations, horizontal initiatives, user fees, major crown and transformational projects, and upfront multiyear
funding,whereapplicabletoindividualorganizations.ThereaderwillalsofindalinktotheTaxExpendituresand
Evaluations produced annually by the Minister of Finance, which provides estimates and projections of the
revenue impacts of federal tax measures designed to support the economic and social priorities of the
GovernmentofCanada.
DEPARTMENTOFNATIONALDEFENCEANDTHECANADIANARMEDFORCES|iii
SectionIV:OrganizationalContactInformation
Inthislastsection,thereaderwillhaveaccesstoorganizationalcontactinformation.
Definitions
Appropriation
AnyauthorityofParliamenttopaymoneyoutoftheConsolidatedRevenueFund.
BudgetaryVs.NonbudgetaryExpenditures
Budgetary expenditures operating and capital expenditures; transfer payments to other levels of government,
organizationsorindividuals;andpaymentstocrowncorporations.
Nonbudgetaryexpendituresnetoutlaysandreceiptsrelatedtoloans,investmentsandadvances,whichchange
thecompositionofthefinancialassetsoftheGovernmentofCanada.
ExpectedResult
Anoutcomethataprogramisdesignedtoachieve.
FullTimeEquivalent(FTE)
A measure of the extent to which an employee represents a full personyear charge against a departmental
budget.FTEsarecalculatedasaratioofassignedhoursofworktoscheduledhoursofwork.Scheduledhoursof
workaresetoutincollectiveagreements.
GovernmentofCanadaOutcomes
Asetofhighlevelobjectivesdefinedforthegovernmentasawhole.
ManagementResourcesandResultsStructure(MRRS)
A common approach and structure to the collection, management and reporting of financial and nonfinancial
performanceinformation.
An MRRS provides detailed information on all departmental programs (e.g.: program costs, program expected
results and their associated targets, how they align to the governments priorities and intended outcomes, etc.)
andestablishesthesamestructureforbothinternaldecisionmakingandexternalaccountability.
PlannedSpending
ForthepurposeoftheRPP,plannedspendingreferstothoseamountsforwhichaTreasuryBoard(TB)submission
approval has been received by no later than February 1, 2014. This cutoff date differs from the Main Estimates
process.Therefore,plannedspendingmayincludeamountsincrementaltoplannedexpenditurelevelspresented
inthe201415MainEstimates.
Program
Agroupofrelatedresourceinputsandactivitiesthataremanagedtomeetspecificneedsandtoachieveintended
results,andthataretreatedasabudgetaryunit.
ProgramAlignmentArchitecture
A structured inventory of a departments Programs, where Programs are arranged in a hierarchical manner to
depictthelogicalrelationshipbetweeneachProgramandtheStrategicOutcome(s)towhichtheycontribute.
SpendingAreas
GovernmentofCanadacategoriesofexpenditures.Therearefourspendingareas
iv
(socialaffairs,economicaffairs,
internationalaffairsandgovernmentaffairs)eachcomprisedofthreetofiveGovernmentofCanadaoutcomes.
StrategicOutcome
A longterm and enduring benefit to Canadians that is linked to the department's mandate, vision, and core
functions.
IV|PREFACE
SunsetProgram
A timelimited program that does not have ongoing funding or policy authority. When the program is set to
expire, a decision must be made as to whether to continue the program. (In the case of a renewal, the decision
specifiesthescope,fundinglevelandduration).
WholeofGovernmentFramework
Amapofthefinancialandnonfinancialcontributionsoffederalorganizationsreceivingappropriationsthataligns
theirProgramstoasetofhighleveloutcomeareasdefinedforthegovernmentasawhole.

DEPARTMENTOFNATIONALDEFENCEANDTHECANADIANARMEDFORCES|v
vi|TABLEOFCONTENTS

TableofContents
MINISTERSMESSAGE............................................................................................................................... 1
SECTIONI:ORGANIZATIONALEXPENDITUREOVERVIEW ...................................................................... 3
ORGANIZATIONALPROFILE.......................................................................................................................................3
ORGANIZATIONALCONTEXT.....................................................................................................................................4
RAISONDTRE .........................................................................................................................................................4
RESPONSIBILITIES ......................................................................................................................................................4
STRATEGICOUTCOMESANDPROGRAMALIGNMENTARCHITECTURE(PAA) .........................................................................5
ORGANIZATIONALPRIORITIES ......................................................................................................................................9
RISKANALYSIS........................................................................................................................................................14
PLANNEDEXPENDITURES........................................................................................................................................19
ALIGNMENTTOGOVERNMENTOFCANADAOUTCOMES.......................................................................................22
DEPARTMENTALSPENDINGTREND........................................................................................................................24
ESTIMATESBYVOTE................................................................................................................................................25
CONTRIBUTIONTOTHEFEDERALSUSTAINABLEDEVELOPMENTSTRATEGY ..........................................................26
SECTIONII:ANALYSISOFPROGRAMSBYSTRATEGICOUTCOMES........................................................ 27
STRATEGICOUTCOME1:DEFENCEOPERATIONSANDSERVICESIMPROVESTABILITYANDSECURITY,ANDPROMOTE
CANADIANINTERESTSANDVALUES.........................................................................................................................27
PROGRAM1.0:DEFENCECOMBATANDSUPPORTOPERATIONS............................................................................................27
SUBPROGRAM1.1:DOMESTICANDCONTINENTALDEFENCEOPERATIONS ............................................................................28
SUBSUBPROGRAM1.1.1:OPERATIONSTODEFENDCANADAAGAINSTARMEDTHREATS........................................................29
SUBSUBPROGRAM1.1.2:ONGOINGDEFENCE,SECURITYANDSOVEREIGNTYOFCANADAOPERATIONS ....................................30
SUBSUBPROGRAM1.1.3:ONGOINGDEFENCEOPERATIONSTHROUGHNORAD ..................................................................32
SUBSUBPROGRAM1.1.4:ONGOINGCONTINENTALDEFENCEOPERATIONSINCOOPERATIONWITHTHEUNITEDSTATES ..............33
SUBPROGRAM1.2:INTERNATIONALCOMBATOPERATIONS ...............................................................................................34
SUBSUBPROGRAM1.2.1:INTERNATIONALOPERATIONSOVEREXTENDEDPERIODS ...............................................................35
SUBSUBPROGRAM1.2.2:INTERNATIONALCRISISANDSURGERESPONSEOPERATIONS ..........................................................36
SUBSUBPROGRAM1.2.3:ONGOINGDEFENCEOPERATIONSTHROUGHSTANDINGNATOCOMMITMENTS ................................37
SUBPROGRAM1.3:ONGOINGCENTRALIZEDOPERATIONSANDOPERATIONALENABLEMENT ....................................................38
SUBSUBPROGRAM1.3.1:OVERARCHINGCOMMANDANDCONTROLOFDOMESTICANDINTERNATIONALOPERATIONS................39
SUBSUBPROGRAM1.3.2:ONGOINGDEFENCEINTELLIGENCEOPERATIONS ..........................................................................40
SUBSUBPROGRAM1.3.3:OPERATIONALSUPPORTSERVICES ............................................................................................41
SUBSUBPROGRAM1.3.4:MILITARYDIPLOMACYANDGLOBALENGAGEMENT ......................................................................42
PROGRAM2.0:DEFENCESERVICESANDCONTRIBUTIONSTOGOVERNMENT ...........................................................................43
SUBPROGRAM2.1:DISASTERRELIEFANDHUMANITARIANOPERATIONS ..............................................................................44
SUBSUBPROGRAM2.1.1:DOMESTICANDCONTINENTALASSISTANCEANDRESPONSEOPERATIONS .........................................45
SUBSUBPROGRAM2.1.2:INTERNATIONALHUMANITARIANASSISTANCEANDDISASTERRESPONSEOPERATIONS ........................46
SUBSUBPROGRAM2.1.3:NONCOMBATANTEVACUATIONOPERATIONS ............................................................................47
SUBPROGRAM2.2:DEFENCESERVICESFORCANADIANSAFETYANDSECURITY.......................................................................47
SUBSUBPROGRAM2.2.1:COUNTERTERRORISM,TERRORISMEVENTRESPONSEANDCONSEQUENCEMANAGEMENTOPERATIONS48
SUBSUBPROGRAM2.2.2:ASSISTANCETOMAJORCANADIANEVENTOPERATIONS................................................................49
SUBSUBPROGRAM2.2.3:NATIONALSEARCHANDRESCUEPROGRAM................................................................................50
SUBSUBPROGRAM2.2.4:SEARCHANDRESCUEOPERATIONS ...........................................................................................51
SUBSUBPROGRAM2.2.5:DEFENCESERVICESTOOTHERGOVERNMENTDEPARTMENTSANDAGENCIES.....................................52
SUBSUBPROGRAM2.2.6:CANADIANSAFETYANDSECURITYPROGRAM..............................................................................53
SUBPROGRAM2.3:MILITARYHERITAGEANDOUTREACH ..................................................................................................54
SUBSUBPROGRAM2.3.1:MILITARYHISTORY,HERITAGEANDAWARENESS .........................................................................55
SUBSUBPROGRAM2.3.2:YOUTHPROGRAM .................................................................................................................56
STRATEGICOUTCOME2:DEFENCEREMAINSCONTINUALLYPREPAREDTODELIVERNATIONALDEFENCEAND
DEFENCESERVICESINALIGNMENTWITHCANADIANINTERESTSANDVALUES .......................................................58
DEPARTMENTOFNATIONALDEFENCEANDTHECANADIANARMEDFORCES|vii
PROGRAM3.0:DEFENCEREADYFORCEELEMENTPRODUCTION...........................................................................................58
SUBPROGRAM3.1:FORCEELEMENTSREADINESSSUSTAINMENT ........................................................................................59
SUBSUBPROGRAM3.1.1:MARITIMEROLESREADINESSSUSTAINMENT............................................................................60
SUBSUBPROGRAM3.1.2:LANDROLESREADINESSSUSTAINMENT...................................................................................61
SUBSUBPROGRAM3.1.3:AEROSPACEROLESREADINESSSUSTAINMENT ..........................................................................62
SUBSUBPROGRAM3.1.4:SPECIALOPERATIONSROLESREADINESSSUSTAINMENT .............................................................64
SUBSUBPROGRAM3.1.5:JOINTANDCOMMONOPERATIONSROLESREADINESSSUSTAINMENT ...........................................65
SUBPROGRAM3.2:FORCEELEMENTSINTEGRATIONTRAINING ...........................................................................................65
SUBSUBPROGRAM3.2.1:MARITIMEENVIRONMENTINTEGRATIONTRAINING...................................................................66
SUBSUBPROGRAM3.2.2:LANDENVIRONMENTINTEGRATIONTRAINING..........................................................................67
SUBSUBPROGRAM3.2.3:AEROSPACEENVIRONMENTINTEGRATIONTRAINING .................................................................68
SUBSUBPROGRAM3.2.4:SPECIALOPERATIONSINTEGRATIONTRAINING..........................................................................69
SUBSUBPROGRAM3.2.5:JOINTINTEGRATIONTRAINING...............................................................................................70
SUBSUBPROGRAM3.2.6:INTERNATIONALANDDOMESTICINTEROPERABILITYTRAINING.....................................................71
SUBPROGRAM3.3:FORCEELEMENTSPRODUCTION .........................................................................................................72
SUBSUBPROGRAM3.3.1:MARITIMEENVIRONMENTFORCEELEMENTPRODUCTION..........................................................73
SUBSUBPROGRAM3.3.2:LANDENVIRONMENTFORCEELEMENTPRODUCTION.................................................................74
SUBSUBPROGRAM3.3.3:AEROSPACEENVIRONMENTFORCEELEMENTPRODUCTION.........................................................75
SUBSUBPROGRAM3.3.4:SPECIALOPERATIONSFORCEELEMENTPRODUCTION.................................................................76
SUBSUBPROGRAM3.3.5:JOINTANDCOMMONFORCEELEMENTPRODUCTION.................................................................77
SUBPROGRAM3.4:OPERATIONALREADINESSPRODUCTION,COORDINATIONANDCOMMANDANDCONTROL ............................78
SUBSUBPROGRAM3.4.1:MARITIMEENVIRONMENTFORCEELEMENTPRODUCTION,COORDINATIONANDCOMMANDAND
CONTROL ...................................................................................................................................................................79
SUBSUBPROGRAM3.4.2:LANDENVIRONMENTFORCEELEMENTPRODUCTION,COORDINATIONANDCOMMANDANDCONTROL
................................................................................................................................................................................80
SUBSUBPROGRAM3.4.3:AEROSPACEENVIRONMENTFORCEELEMENTPRODUCTION,COORDINATIONANDCOMMANDAND
CONTROL ...................................................................................................................................................................81
SUBSUBPROGRAM3.4.4:SPECIALOPERATIONSFORCESFORCEELEMENTPRODUCTION,COORDINATIONANDCOMMANDAND
CONTROL ...................................................................................................................................................................82
SUBSUBPROGRAM3.4.5:JOINTANDCOMMONFORCEELEMENTPRODUCTION,COORDINATIONANDCOMMANDANDCONTROL
................................................................................................................................................................................83
PROGRAM4.0:DEFENCECAPABILITYELEMENTPRODUCTION ..............................................................................................84
SUBPROGRAM4.1:MILITARYPERSONNELANDORGANIZATIONLIFECYCLE ............................................................................85
SUBSUBPROGRAM4.1.1:MILITARYPERSONNELREGULARFORCEPORTFOLIOMANAGEMENT .............................................86
SUBSUBPROGRAM4.1.2:MILITARYPERSONNELRESERVEFORCEPORTFOLIOMANAGEMENT ..............................................87
SUBSUBPROGRAM4.1.3:MILITARYPERSONNELRECRUITMENT......................................................................................88
SUBSUBPROGRAM4.1.4:MILITARYPERSONNELTRANSITIONANDRELEASE......................................................................89
SUBSUBPROGRAM4.1.5:MILITARYPERSONNELPROFESSIONALDEVELOPMENTTRAINING..................................................89
SUBSUBPROGRAM4.1.6:MILITARYPERSONNELOCCUPATIONTRAINING.........................................................................90
SUBSUBPROGRAM4.1.7:MILITARYPERSONNELMORALEANDWELLBEING.....................................................................91
SUBSUBPROGRAM4.1.8:MILITARYPERSONNELHEALTHCARE ......................................................................................92
SUBSUBPROGRAM4.1.9:ORGANIZATIONSECURITY,PROTECTION,JUSTICEANDSAFETY.....................................................93
SUBSUBPROGRAM4.1.10:MILITARYPERSONNELANDORGANIZATIONSTRATEGICCOORDINATION,DEVELOPMENTANDCONTROL
................................................................................................................................................................................95
SUBPROGRAM4.2:MATERIELLIFECYCLE........................................................................................................................96
SUBSUBPROGRAM4.2.1:MATERIELPORTFOLIOMANAGEMENT ....................................................................................97
SUBSUBPROGRAM4.2.2:MATERIELACQUISITION.......................................................................................................98
SUBSUBPROGRAM4.2.3:MATERIELEQUIPMENTUPGRADEANDINSERTION.....................................................................99
SUBSUBPROGRAM4.2.4:MATERIELDIVESTMENTANDDISPOSAL .................................................................................100
SUBSUBPROGRAM4.2.5:MATERIELENGINEERING,TEST,PRODUCTIONANDMAINTENANCE.............................................101
SUBSUBPROGRAM4.2.6:MATERIELINVENTORYMANAGEMENTANDDISTRIBUTION........................................................102
SUBSUBPROGRAM4.2.7:MATERIELSTRATEGICCOORDINATION,DEVELOPMENTANDCONTROL ........................................103
SUBPROGRAM4.3:REALPROPERTYLIFECYCLE ..............................................................................................................104
viii|TABLEOFCONTENTS

SUBSUBPROGRAM4.3.1:REALPROPERTYPORTFOLIOMANAGEMENT...........................................................................105
SUBSUBPROGRAM4.3.2:REALPROPERTYACQUISITION .............................................................................................106
SUBSUBPROGRAM4.3.3:REALPROPERTYDIVESTMENTANDDISPOSAL .........................................................................107
SUBSUBPROGRAM4.3.4:REALPROPERTYOPERATIONS,MAINTENANCEANDREPAIR.......................................................108
SUBSUBPROGRAM4.3.5:REALPROPERTYENVIRONMENTANDREMEDIATION ................................................................109
SUBSUBPROGRAM4.3.6:REALPROPERTYSTRATEGICCOORDINATION,DEVELOPMENTANDCONTROL ................................110
SUBPROGRAM4.4:INFORMATIONSYSTEMSLIFECYCLE ...................................................................................................111
SUBSUBPROGRAM4.4.1:INFOSYSTEMSPORTFOLIOMANAGEMENT.............................................................................112
SUBSUBPROGRAM4.4.2:INFOSYSTEMSACQUISITION,DEVELOPMENTANDDEPLOYMENT................................................114
SUBSUBPROGRAM4.4.3:INFOSYSTEMSSYSTEMMANAGEMENTANDUSERSUPPORT .....................................................115
SUBSUBPROGRAM4.4.4:INFOSYSTEMSSTRATEGICCOORDINATION,DEVELOPMENTANDCONTROL ..................................116
PROGRAM5.0:DEFENCECAPABILITYDEVELOPMENTANDRESEARCH ..................................................................................117
SUBPROGRAM5.1:CAPABILITYDESIGN,DEVELOPMENTANDINTEGRATION........................................................................118
SUBSUBPROGRAM5.1.1:CAPABILITYDESIGNANDMANAGEMENT..................................................................................119
SUBSUBPROGRAM5.1.2:CONCEPT,DOCTRINEDEVELOPMENTANDWARFAREEXPERIMENTATION .......................................120
SUBSUBPROGRAM5.1.3:SCIENCEANDSYSTEMSDEVELOPMENTANDINTEGRATION...........................................................122
SUBPROGRAM5.2:STRATEGICDIRECTIONANDPLANNINGSUPPORT .................................................................................123
SUBSUBPROGRAM5.2.1:STRATEGICCAPABILITYPLANNINGSUPPORT .............................................................................124
SUBSUBPROGRAM5.2.2:STRATEGICFORCEPOSTUREPLANNINGSUPPORT ......................................................................125
PROGRAM6.0:INTERNALSERVICES ..............................................................................................................................126
SUBPROGRAM6.1:GOVERNANCEANDMANAGEMENTSUPPORT......................................................................................127
SUBSUBPROGRAM6.1.1:MANAGEMENTANDOVERSIGHT.............................................................................................127
SUBSUBPROGRAM6.1.2:COMMUNICATIONS..............................................................................................................128
SUBSUBPROGRAM6.1.3:LEGALSERVICES ..................................................................................................................129
SUBPROGRAM6.2:RESOURCEMANAGEMENTSERVICES .................................................................................................130
SUBSUBPROGRAM6.2.1:HUMANRESOURCESMANAGEMENT .......................................................................................130
SUBSUBPROGRAM6.2.2:FINANCIALMANAGEMENT ....................................................................................................131
SUBSUBPROGRAM6.2.3:INFORMATIONMANAGEMENT ...............................................................................................132
SUBSUBPROGRAM6.2.4:INFORMATIONTECHNOLOGY .................................................................................................133
SUBSUBPROGRAM6.2.5:OTHERADMINISTRATIVESERVICES..........................................................................................133
SUBPROGRAM6.3:ASSETMANAGEMENTSERVICES .......................................................................................................134
SUBSUBPROGRAM6.3.1:REALPROPERTY ..................................................................................................................134
SUBSUBPROGRAM6.3.2:MATERIEL ..........................................................................................................................135
SUBSUBPROGRAM6.3.3:ACQUISITION ......................................................................................................................136
SECTIONIII:SUPPLEMENTARYINFORMATION.................................................................................. 137
FUTUREORIENTEDSTATEMENTOFOPERATIONS .............................................................................................................137
LISTOFSUPPLEMENTARYINFORMATIONTABLES ..............................................................................................................137
TAXEXPENDITURESANDEVALUATIONS ..........................................................................................................................137
SECTIONIV:ORGANIZATIONALCONTACTINFORMATION................................................................. 139
ENDNOTES.......................................................................................................................................... 140
.
DEPARTMENTOFNATIONALDEFENCEANDTHECANADIANARMEDFORCES|1
MINISTERSMESSAGE
It is my pleasure to report to Parliament and Canadians on the plans and
prioritiesoftheDepartmentofNationalDefence(DND)andtheCanadian
ArmedForces(CAF)
5
for201415.
In2014,wewillcommemoratethecentennialoftheFirstWorldWar,the
75
th
anniversary of the Second World War, and we will also take time to
reflect on the contribution made in Afghanistan, where our mission has
just ended. This is an opportunity to remember the great sacrifices made
by Canadians and our allies in all of these conflicts, and we at National
Defence will work with the Canadian government to properly honour
thesesignificantoccasions.
As announced in the Speech from the Throne on 16 October 2013,
DND/CAF will renew the Canada First Defence Strategy (CFDS). This
revised strategy will build on the successes of the original CFDS, which
provided a strong defence policy framework during a period of high
operational tempo. The end of Canadas mission in Afghanistan provides
an opportunity to rebalance defence resources and adapt to the new
operatingenvironmentthattheCanadianArmedForcesfacetoday.
In201415,NationalDefenceandtheCanadianArmedForceswillmaintainafocusonthethreeenduringrolesfor
theCAF,includingprotectingCanadasinterestsathomeandabroad,defendingthecontinent,andcontributingto
international peace and security. Defence will continue to conduct missions as part of a wholeofgovernment
approachtodefendCanadasinterestsandkeepallCanadianssafeandsecure.
In light of this, the primary role of the CAF remains the achievement of excellence in domestic operations. The
GovernmenthasnogreaterobligationthantheprotectionofsovereigntyandthesecurityofCanadiancitizens.As
partofCFDS,wewillmaintainastrongpresenceacrossCanadaincludingenhancingourabilitytomonitorairand
seaapproaches,providingsearchandrescueassistancetoCanadiansindistress,andhelpingfirstresponderswhen
catastrophicevents,bothnaturalandmanmade,occur.TheCAFwillcontinuetobeapivotalplayer,workingwith
wholeofgovernment partners in the exercise of Canadas Arctic sovereignty, through missions and training
opportunities, such as Operation NANOOK. On the wider continent, we will work handinhand with our closest
ally, the United States, strengthening this important defence relationship. Through the auspices of the North
American Aerospace Defence Command (NORAD), our two countries will work together in the defence of North
America, as well as conduct exercises and training to help bolster our military interoperability. It is in the best
interestofbothournationstoensurethatNORADcontinuestoevolveandremainrelevant.
Inaneverevolvingsecurityenvironment,threatsmaycomeinmanyforms,fromterrorismtocyberattacks,and
wemustbepreparedtodealwithsuchthreatsaswellasmoreconventionalchallenges.TheCAFhavelearneda
tremendousamountfromrecentmissionsandwewillcontinuetocapitalizeonthisknowledgeandexperienceto
make significant, effective contributions to international peace and security, protecting our interests abroad and
supporting our allies. The CAF will be prepared to support international partners or multinational organizations
such as the North Atlantic Treaty Organization (NATO) or the United Nations (UN), as well as provide assistance
when disaster strikes. Canadas rapid response to Typhoon Haiyan, which struck the Philippines in fall 2013, is
evidenceofourabilitytorespondquicklyinameaningfulwayintimesofcrisis.
Notonlyistheglobalsecurityenvironmentevolvingbutsotooisthefiscalsituationbothathomeandabroad,and
thisrequiresfindingefficienciesandincreasingeffectivenessinhowwedobusiness.In201415,NationalDefence
willpursuethedefencerenewalinitiative,launchedinOctober2013,whichiscriticaltoplacingtheDefenceTeam
onstrongfinancialfootingforthefuture.ThisisanimportantstepinensuringamodernCanadianmilitarythatis
affordable and sustainable over the longterm. The Government of Canada continues to work to reduce
government spending, and National Defence will do its part to ensure prudent stewardship of taxpayer dollars
2|MINISTERSMESSAGE
through the implementation of governmentwide spending reviews, as well as undertaking efforts to improve
defenceprocurementpractices.
DNDwillapplythesebestpracticestoensuretheCAFhavethecapabilitiestocarryouttheirimportantmissions.
National Defence will work in close partnership with Canadian industry to secure the right equipment for our
forces. Progress continues to replace the Royal Canadian Navys aging fleet through the National Shipbuilding
Procurement Strategy efforts that will persevere through 201415. Work will also continue to find the right
replacement for the Royal Canadian Air Forces CF18s, as well as to enhance the Canadian Armys armoured
vehiclefleet.
Ensuring all defence priorities are addressed is a significant undertaking and none of these activities are possible
without our most important resource the Defence Team. The military and civilian personnel of the Defence
Team are an essential component in enabling the CAF to deliver excellence in all mission areas, and work will
continuetoensurethedefenceworkforceiswellpositionedtoachieveCFDScommitments.
The Government of Canada has a fundamental commitment to our military personnel in recognition of the
sacrificestheymakeandtheservicestheyprovide.NationalDefencewillprovideenhancedsupporttoourilland
injuredCAFmembersandtheirfamilies,andwillensurethatitsmemberscanaccesstimelytreatmentforavariety
of mental illnesses, including Post Traumatic Stress Disorder. In 201415, special focus will be placed on our
reservistswhoareanessentiallinkbetweenCAFandCanadiancommunities,aswellasthecadetandjuniorranger
programs where we will reinvest to strengthen program delivery, increase awareness and participation in the
programs,andenhancepartnershipsandvolunteerism.NationalDefencewillalsosupportpublicservicerenewal
andtheBlueprint2020visionofarealignedandhighperformingpublicservice.
IamproudofthehistoricalachievementsoftheCanadianArmedForcesoverthepastcenturyandproudtolead
this great institution, and I look forward to working with Canadians and Parliament to support our men and
womeninuniformintheyearahead.
Originalsignedby:
TheHonourableRobertNicholson,P.C.,Q.C.,M.P.
MinisterofNationalDefence
SECTIONI:ORGANIZATIONALEXPENDITUREOVERVIEW
ORGANIZATIONALPROFILE
Minister:TheHonourableRobertNicholson,P.C.,Q.C.,M.P.
DeputyHead: DeputyMinisterRichardB.Fadden
ChiefoftheDefenceStaff:GeneralThomasJ.Lawson,CMM,CD
Ministerial portfolio: Department of National Defence, Canadian Armed Forces, Communications Security
Establishment Canada, Military Police Complaints Commission, Military Grievances External Review Committee,
OfficeoftheCommunicationsSecurityEstablishmentCommissioner.
Yearestablished:1923
Main legislative authorities: the National Defence Act
6
, the Emergencies Act
7
, the Aeronautics Act
8
, the Fisheries
Act
9
.Forfurtherinformation,pleaseseetheLegislationandNationalDefence
10
pageontheDepartmentswebsite.
Other:Forfurtherinformation,pleaseseetheAboutUs
11
pageontheDepartmentswebsite.
4|SECTIONI:ORGANIZATIONALEXPENDITUREOVERVIEW
ORGANIZATIONALCONTEXT
Raisondtre
On behalf of the people of Canada, the Canadian Armed Forces (CAF) and the Department of National Defence
(DND)standreadytoperformthreekeyroles:
DefendCanadabydeliveringexcellenceathome;
Defend North America by being a strong and reliable partner with the United States in the defence of the
continent;and
ContributetoInternationalPeaceandSecuritybyprojectingleadershipabroad.
Responsibilities
Our core responsibility is to succeed in operations within an affordable program, while preparing for future
operationalchallengesandcaringforourmilitarymembersandtheirfamilies.
ThefocusofDefenceactivitiesoverthe201415reportingperiod,ashighlightedinthisreport,isasfollows:
DeliveringontheCanadaFirstDefenceStrategy;
Continuing to deliver on Defence priorities while supporting the Government of Canadas domestic and
internationalgoals;and
CarryingoutthedefencemissionwhileensuringsoundmanagementoftheDefencebudgetandstewardshipof
publicresources.
Toaccomplishthesetasks,Defencemustremainflexibleandprepared,capableofsustaininganagileworldclass
force;onewhichisabletoeffectivelyprotectCanadiansathome,whileremainingastrongandreliablepartneron
thecontinent,andmakingavaluablecontributiontointernationalsecurity.
TheDefencemandateiscarriedoutwiththesupportofagroupofrelatedorganizationsandagencieswithinthe
portfolio of the Minister of National Defence (MND), including by the Deputy Minister (DM) and Chief of the
DefenceStaff(CDS),andtheciviliansandmilitarymemberswhosupportthem.TheDMisappointedbyCabinet
on the advice of the Prime Minister and is the MNDs most senior civilian advisor, authorized under the law to
carry out, on the Ministers behalf, many aspects of the management and direction of the Department. He is
responsible for policy advice, departmental management, interdepartmental coordination, international defence
relations,publicservicerenewal,federalprovincialrelations,andportfoliomanagement.HeisalsoanAccounting
Officer under the Financial Administration Act and is accountable before Parliamentary Committees to provide
explanations on matters for which he is responsible. The CDS has the direct responsibility for the control and
administrationoftheCAF,andexercisescommandtogiveeffecttothedecisionsandcarryoutthedirectionofthe
MNDorGovernmentinaccordancewiththeNationalDefenceAct.TheCDSisaccountablefortheconductofCAF
activities,aswellasthereadinessoftheForcesandtheirabilitytofulfillthemilitarycommitmentsandobligations
oftheGovernment.TheCDSischargedwithadvisingtheMNDonmattersrelatingtotheCAF,includingmilitary
requirements,capabilities,andoptionsofundertakingorfailingtoundertakevariousmilitaryactivities.Whenever
required,theCDSadvisesthePrimeMinisterandCabinetdirectlyonmajormilitarydevelopments.
CanadaFirstDefenceStrategy
Releasedin2008,theCanadaFirstDefenceStrategy
12
(CFDS)setsadetailedroadmapforthemodernizationofthe
Canadian Armed Forces into a firstclass military that can deliver excellence at home, be a strong and reliable
partner in the defence of North America, and project leadership abroad by contributing meaningfully to global
security.
Withinthesethreeroles,theCFDScommitsNationalDefencetotheexecutionofsixcoremissions:
Conduct daily domestic and continental operations,
including in the Arctic and through the North
AmericanAerospaceDefenceCommand(NORAD);
SupportamajorinternationaleventinCanada;
Respondtoamajorterroristattack;
Support civil authorities during a crisis in Canada
suchasanaturaldisaster;
Leadand/orconductamajorinternationaloperation
foranextendedperiod;and
Deploy forces in response to crises elsewhere in the
worldforshorterperiods.
The Strategy is supported by a 20year longterm
funding framework that guides balanced investments across the four pillars of military capability personnel,
equipment,readinessandinfrastructure.
As committed to in the 2013 Speech from the Throne, the government will renew the Canada First Defence
Strategy.Inreviewingthe2008CFDS,thegovernmentsfocusfortheCanadianArmedForces,nowandintofuture,
is to defend Canada and protect its borders; maintain sovereignty over its northern lands and waters; fight
alongsidealliestodefendourinterests;andtorespondtoemergencieswithinCanadaandaroundtheworld.
StrategicOutcomesandProgramAlignmentArchitecture(PAA)
Effective fiscal year 201415, Defence has implemented a new Program Alignment Architecture (PAA) that more
accurately represents and articulates the Business of Defence. It describes what Defence provides to and for
Canadians while also illustrating how those effects are created and delivered. This revised structure better
positions Defence to address program granularity and interdependencies required for strategic reviews and to
institutionalizeaManagementforResultsparadigmthatsupportsthestrategicmanagementofDefence.Italso
providesastructurethatbetterlendsitselftoconveyingDefencesperformancestoryanddemonstratingresults.
For a highlevel explanation of the PAA and the differences between the previous and new structures, see the
sectiononPlannedExpendituresinthisreport.
FordescriptionsofDefencePrograms,subprogramsandsubsubprograms,pleaserefertoSectionII:Analysisof
ProgramsbyStrategicOutcomes.
StrategicOutcome:DefenceOperationsandServicesImproveStabilityandSecurity,andPromoteCanadian
InterestsandValues
1.0 Program:DefenceCombatandSupportOperations
1.1 SubProgram:DomesticandContinentalDefenceOperations
1.1.1 SubSubProgram:OperationstoDefendCanadaAgainstArmedThreats
1.1.2 SubSubProgram:OngoingDefence,SecurityandSovereigntyofCanadaOperations
1.1.3 SubSubProgram:OngoingDefenceOperationsthroughNORAD
1.1.4 SubSubProgram:OngoingContinentalDefenceOperationsinCooperationwiththe
UnitedStates
1.2 SubProgram:InternationalCombatOperations
1.2.1 SubSubProgram:InternationalOperationsoverExtendedPeriods
1.2.2 SubSubProgram:InternationalCrisisandSurgeResponseOperations
1.2.3 SubSubProgram:OngoingDefenceOperationsthroughStandingNATOCommitments
1.3 SubProgram:OngoingCentralizedOperationsandOperationalEnablement
1.3.1 SubSubProgram:OverarchingCommandandControlofDomesticandInternational
Operations
1.3.2 SubSubProgram:OngoingDefenceIntelligenceOperations
1.3.3 SubSubProgram:OperationalSupportServices
1.3.4 SubSubProgram:MilitaryDiplomacyandGlobalEngagement
2.0 Program:DefenceServicesandContributionstoGovernment
2.1 SubProgram:DisasterReliefandHumanitarianOperations
2.1.1 SubSubProgram:DomesticandContinentalAssistanceandResponseOperations
2.1.2 SubSubProgram:InternationalHumanitarianAssistanceandDisasterResponse
Operations
2.1.3 SubSubProgram:NonCombatantEvacuationOperations
2.2 SubProgram:DefenceServicesforCanadianSafetyandSecurity
2.2.1 SubSubProgram:CounterTerrorism,TerrorismEventResponseandConsequence
ManagementOperations
2.2.2 SubSubProgram:AssistancetoMajorCanadianEventOperations
2.2.3 SubSubProgram:NationalSearchandRescueProgram
2.2.4 SubSubProgram:SearchandRescueOperations
2.2.5 SubSubProgram:DefenceServicestootherGovernmentDepartmentsandAgencies
2.2.6 SubSubProgram:CanadianSafetyandSecurityProgram
2.3 SubProgram:MilitaryHeritageandOutreach
2.3.1 SubSubProgram:MilitaryHistory,HeritageandAwareness
2.3.2 SubSubProgram:YouthProgram
StrategicOutcome:DefenceRemainsContinuallyPreparedtoDeliverNationalDefenceandDefenceServicesin
AlignmentwithCanadianInterestsandValues
3.0 Program:DefenceReadyForceElementProduction
3.1 SubProgram:ForceElementsReadinessSustainment
3.1.1 SubSubProgram:MaritimeRolesReadinessSustainment
3.1.2 SubSubProgram:LandRolesReadinessSustainment
3.1.3 SubSubProgram:AerospaceRolesReadinessSustainment
3.1.4 SubSubProgram:SpecialOperationsRolesReadinessSustainment
3.1.5 SubSubProgram:JointandCommonRolesReadinessSustainment
3.2 SubProgram:ForceElementsIntegrationTraining
3.2.1 SubSubProgram:MaritimeEnvironmentIntegrationTraining
3.2.2 SubSubProgram:LandEnvironmentIntegrationTraining
3.2.3 SubSubProgram:AerospaceEnvironmentIntegrationTraining
3.2.4 SubSubProgram:SpecialOperationsIntegrationTraining
3.2.5 SubSubProgram:JointIntegrationTraining
3.2.6 SubSubProgram:InternationalandDomesticInteroperabilityTraining
3.3 SubProgram:ForceElementsProduction
3.3.1 SubSubProgram:MaritimeEnvironmentForceElementProduction
3.3.2 SubSubProgram:LandEnvironmentForceElementProduction
3.3.3 SubSubProgram:AerospaceEnvironmentForceElementProduction
3.3.4 SubSubProgram:SpecialOperationsForceElementProduction
3.3.5 SubSubProgram:JointandCommonForceElementProduction
3.4 SubProgram:OperationalReadinessProduction,CoordinationandCommandandControl
3.4.1 SubSubProgram:MaritimeEnvironmentForceElementProduction,Coordinationand
CommandandControl
3.4.2 SubSubProgram:LandEnvironmentForceElementProduction,Coordinationand
CommandandControl
3.4.3 SubSubProgram:AerospaceEnvironmentForceElementProduction,Coordinationand
CommandandControl
3.4.4 SubSubProgram:SpecialOperationsForcesForceElementProduction,Coordination
andCommandandControl
3.4.5 SubSubProgram:JointandCommonForceElementsProduction,Coordinationand
CommandandControl
4.0 Program:DefenceCapabilityElementProduction
4.1 SubProgram:MilitaryPersonnelandOrganizationLifecycle
4.1.1 SubSubProgram:MilitaryPersonnelRegularForcePortfolioManagement
4.1.2 SubSubProgram:MilitaryPersonnelReserveForcePortfolioManagement
4.1.3 SubSubProgram:MilitaryPersonnelRecruitment
4.1.4 SubSubProgram:MilitaryPersonnelTransitionandRelease
4.1.5 SubSubProgram:MilitaryPersonnelProfessionalDevelopmentTraining
4.1.6 SubSubProgram:MilitaryPersonnelOccupationTraining
4.1.7 SubSubProgram:MilitaryPersonnelMoraleandWellBeing
4.1.8 SubSubProgram:MilitaryPersonnelHealthCare
4.1.9 SubSubProgram:OrganizationSecurity,Protection,JusticeandSafety
4.1.10 SubSubProgram:MilitaryPersonnelandOrganizationStrategicCoordination,
DevelopmentandControl
4.2 SubProgram:MaterielLifecycle
4.2.1 SubSubProgram:MaterielPortfolioManagement
4.2.2 SubSubProgram:MaterielAcquisition
4.2.3 SubSubProgram:MaterielEquipmentUpgradeandInsertion
4.2.4 SubSubProgram:MaterielDivestmentandDisposal
4.2.5 SubSubProgram:MaterielEngineering,Test,ProductionandMaintenance
4.2.6 SubSubProgram:MaterielInventoryManagementandDistribution
4.2.7 SubSubProgram:MaterielStrategicCoordination,DevelopmentandControl
4.3 SubProgram:RealPropertyLifecycle
4.3.1 SubSubProgram:RealPropertyPortfolioManagement
4.3.2 SubSubProgram:RealPropertyAcquisition
4.3.3 SubSubProgram:RealPropertyDivestmentandDisposal
4.3.4 SubSubProgram:RealPropertyOperations,MaintenanceandRepair
4.3.5 SubSubProgram:RealPropertyEnvironmentandRemediation
4.3.6 SubSubProgram:RealPropertyStrategicCoordination,DevelopmentandControl
4.4 SubProgram:InformationSystemsLifecycle
4.4.1 SubSubProgram:InfoSystemsPortfolioManagement
4.4.2 SubSubProgram:InfoSystemsAcquisition,DevelopmentandDeployment
4.4.3 SubSubProgram:InfoSystemsSystemManagementandUserSupport
4.4.4 SubSubProgram:InfoSystemsStrategicCoordination,DevelopmentandControl
5.0 Program:DefenceCapabilityDevelopmentandResearch
5.1 SubProgram:CapabilityDesign,DevelopmentandIntegration
5.1.1 SubSubProgram:CapabilityDesignandManagement
5.1.2 SubSubProgram:Concept,DoctrineDevelopmentandWarfareExperimentation
5.1.3 SubSubProgram:ScienceandSystemsDevelopmentandIntegration
5.2 SubProgram:StrategicDirectionandPlanningSupport
5.2.1 SubSubProgram:StrategicCapabilityPlanningSupport
5.2.2 SubSubProgram:StrategicForcePosturePlanningSupport
6.0 Program:InternalServices
6.1 SubProgram:GovernanceandManagementSupport
6.1.1 SubSubProgram:ManagementandOversight
6.1.2 SubSubProgram:Communications
6.1.3 SubSubProgram:LegalServices
6.2 SubProgram:ResourcesManagementServices
6.2.1 SubSubProgram:HumanResourcesManagement
6.2.2 SubSubProgram:FinancialManagement
6.2.3 SubSubProgram:InformationManagement
6.2.4 SubSubProgram:InformationTechnology
6.2.5 SubSubProgram:OtherAdministrativeServices
6.3 SubProgram:AssetManagementServices
6.3.1 SubSubProgram:RealProperty
6.3.2 SubSubProgram:Materiel
6.3.3 SubSubProgram:Acquisition
OrganizationalPriorities
OrganizationalprioritiesexpressthekeyareasoffocusforDefencetoaccomplishitsmission.In201415,Defence
willfocusonthefourorganizationalprioritiespresentedbelow.
OrganizationalPriorities
Priority Type
1
StrategicOutcomes
EnsuringSustainable
OperationalExcellence
bothatHomeand
AbroadfortheDefence
ofCanadaandthe
ProtectionofCanadians
Ongoing
Defence Operations and Services Improve Stability and Security, and
PromoteCanadianInterestsandValues
Defence Remains Continually Prepared to Deliver National Defence and
DefenceServicesinAlignmentwithCanadianInterestsandValues
Description
Whythisisapriority?
TheultimatemeasureofsuccessoftheDefenceTeamisthesuccessfulconductofoperationsbytheCAFtoprotect
CanadiansandCanadiannationalinterestsathomeandabroad.AllDefenceactivitiesandeffortsmustbedirected
towardstheseends.
Whataretheplansformeetingthispriority?
Thefollowingarethevariouspriorityelementscommontotheprioritythemealongwiththeirrespectiveplansin
201415.FurtherdetailsareprovidedinSectionIIunderthesupportedStrategicOutcomes.
PriorityElement:Defencerequiresanintegratedandsecure,flexibleandagileinformationenvironmentthatis
conducivetoefficientoperationsanddecisionmaking.
Plan:ProvideanintegratedandeffectiveIMandITenvironmentinsupportofallDefenceoperations
(See:subsubprograms:4.4.1InfoSystemsPortfolioManagement,4.4.3InfoSystemsSystemManagementand
UserSupport,4.4.4InfoSystemsStrategicCoordination,DevelopmentandControl,5.1.1CapabilityDevelopment
andManagement,5.2.1StrategicCapabilityPlanningSupport,6.2.4InformationTechnology)
PriorityElement:ThePolicyonGovernmentSecuritydirectsalldepartmentsandagenciestoensurethatsecurity
managementisanidentifiableandintegralelementofdepartmentalgovernance,programsandservices.This
includesasystematicandconsistentapproachisinplacetosupporttheplanning,operationandmonitoringof
securityactivities,andessentialcontrolsareinplacetosupportinteroperabilityandinformationexchange.
Plan:Developandimplementinitiativestointegratesecuritymanagementintodepartmentaloperations
(Seesubsubprograms:4.1.9OrganizationSecurity,Protection,JusticeandSafety,4.4.1InfoSystemsPortfolio
Management,4.4.2InfoSystemsAcquisition,DevelopmentandDeployment,4.4.3InfoSystemsSystem
ManagementandUserSupport)
PriorityElement:Inthecomingyears,anumberofsignificanthistoricalanniversarieswillbecelebrated.Events
suchasthe100thanniversaryofWorldWarI,includingasignificantnumberofregimentalcentenaries,the75th
anniversaryofWorldWarIIaswellasthe150thanniversaryoftheConfederationin2017,willallhavesignificant
resourceimplications.TheseeventsrepresentasignificantopportunitytoengageCanadiansanddeepentheir
understandingofthecontributionsthattheRoyalCanadianNavy,theCanadianArmy,theRoyalCanadianAirForce

1. Typeisdefinedasfollows:previouslycommittedtocommittedtointhefirstorsecondfiscalyearpriortothesubjectyearofthereport;
ongoingcommittedtoatleastthreefiscalyearspriortothesubjectyearofthereport;andnewnewlycommittedtointhereporting
yearoftheReportonPlansandPrioritiesortheDepartmentalPerformanceReport.
andDNDhavemadetothedevelopmentofthenationthroughoutitshistory.
Plan:SupportGovernmenteffortsforcommemorationofimportantanniversaries
(Seesubsubprograms:2.3.1MilitaryHistory,HeritageandAwareness,6.1.2:Communications)
PriorityElement:ExercisingarcticsovereigntyisapriorityoftheGovernmentofCanada,asarticulatedinCanadas
NorthernStrategy,theArcticForeignPolicyandtheCFDS.
Plan:Exercisearcticsovereignty
(See:subsubprograms:1.1.2OngoingDefence,SecurityandSovereigntyofCanadaOperations,1.3.1Overarching
CommandandControlofDomesticandInternationalOperations)
PriorityElement:DefencehasalegaldutytoconsultwithAboriginalgroupswhencontemplatingactivitiesthat
mightadverselyimpactpotentialorestablishedAboriginalandtreatyrights.Defencealsohasalegalobligationto
respecttreatiesnegotiatedbetweentheCrownandAboriginalgroups.Thesetreatiescanimpactcontracting,
accesstotreatysettlementlandsandenvironmentalassessments.
Plan:SupportGovernmenteffortswiththelegalobligationstotheAboriginalPeopleofCanada
(SeeSubSubProgram 4.3.6RealPropertyStrategicCoordination,DevelopmentandControl)
Priority Type StrategicOutcomes

MaintainingRequired
CAFPostureand
DefenceReadiness
Ongoing
Description
Whythisisapriority?
ByreconstitutingandaligningtheCAFandDNDpostAfghanistan,Defencewillmaintainitsabilitytodeliverthe
CFDSbymanagingoperationalreadinessinsupportofitssixcoremissionswithinCanada,inNorthAmericaandin
supportofinternationaloperations.
PriorityElement:TheCAFmustensureresourcesarealignedandavailabletosupportdeterminedreadinesslevels
andthereforeabletoposturemilitarycapabilitytomeetplannedandanticipatedrequirementsoftheGovernment
ofCanadaasarticulatedintheCanadaFirstDefenceStrategy(CFDS).
Plan:ImplementCDSdirectionforCAFforcepostureandDefencereadinesshorizon1
(SeePrograms:3.0DefenceReadyForceElementProduction,4.0DefenceCapabilityElementProduction;andsub
subprograms:3.1.1MaritimeRolesReadinessSustainment,3.1.2LandRolesReadinessSustainment,3.1.3
AerospaceRolesReadinessSustainment)
PriorityElement:TheCFDSistheprimaryguidingdocumentforDefenceandacrosstheDefencePortfolio.The
GovernmentwillundertakeareviewofthestrategyinordertoprovidedirectionandensuretheDefenceTeamis
balancedandpositionedtomeetcurrentandfuturechallenges.
Plan:UndertakeCFDSrenewal
(SeeSubSubProgram6.1.1ManagementandOversight)

Strengtheningthe
DefenceTeam
Ongoing
Description
Whythisisapriority?
ByinvestinginthePersonnelpillarofCFDSmilitaryandcivilian,NationalDefencewillaligntheDefenceTeamto
ensuresuccessfulexecutionofthesixcoremissionswithinCanada,NorthAmericaandaroundtheglobe.
PriorityElement:Defencehasamoralcommitmenttomilitarypersonnelinrecognitionofthesacrificestheymake
andtheservicestheyrender.Thedutyandresponsibilitytocareforourcurrentandformermembersandtheir
familiesresideespeciallywiththeleadershipoftheCAF,DNDandVeteranAffairsCanada.Includedunderthis
priorityisthepsychologicalfitnessofmilitarypersonnelwhichisanessentialcomponentofoperational
effectivenessandakeypartofthefundamentalobligationoftheCAFtopromotethewellbeingoftheir
personnel.
Plan:ProvideenhancedsupporttotheillandtheinjuredandtothefamiliesofCAFmembers
(Seesubsubprograms:4.1.7MilitaryPersonnelMoraleandWellBeing,4.1.8MilitaryPersonnelHealthCare)
PriorityElement:TheCFDSiscommittedtoensuringafirstclass,modernmilitarythatiswelltrained,well
equippedandreadytotakeonthechallengesofthe21
st
century.ThepersonnelpillaroftheCFDSisacritical
componentinenablingtheCAFtodeliverexcellenceathome,andbeastrongandreliabledefencepartnerof
NorthAmericaandavaluablecontributortooverseasoperations.
Plan:Advanceacomprehensiveplantooptimizethemilitaryandcivilianworkforce
(Seesubsubprograms:4.1.10MilitaryPersonnelandOrganizationStrategicCoordination,Developmentand
Control,5.1.1CapabilityDesignandManagement,6.2.1:HumanResourcesManagement)
PriorityElement:Defencerequiresanadaptive,agileandresponsivepersonnelmanagementsystemthatmeets
personnelcapabilityrequirementsandprovidesprogressiveprofessionaldevelopmentandcompetencybased
employmenttomeetorganizationalneeds.Aworkforcethathasthetools,knowledge,developmentalplansand
learningopportunitiesisessentialtoafullyintegrated,flexible,multirolecombatcapableDefenceTeam.
Plan:Maximizemilitaryandcivilianpotentialbycontinuingtostrengthenleadershipcapacitythrough
successionplanning,continuouslearningandprofessionaldevelopment
(Seesubsubprograms:4.1.10MilitaryPersonnelandOrganizationStrategicCoordination,Developmentand
Control,6.2.1HumanResourcesManagement)
PriorityElement:PublicServiceRenewalisanoverarchingPublicServicestrategytoprovideexcellentadviceand
servicetoGovernmentandCanadians.
Plan:ImplementPublicServiceRenewalactionplanalignedwiththeClerkspriorities
(SeeSubSubProgram:6.2.1HumanResourcesManagement)
PriorityElement:TheoperationaleffectivenessofDNDandtheCAFdependsontheformulationand
implementationofspecificprogramstomaximizethepreventionofhazardousoccurrencesandminimizethe
impactofinjury,illnessanddisease,thuscontributingtothemoraleandwellbeingofallpersonnel.
Plan:ImproveDefenceOccupationalHealthandSafetyStrategy
(SeeSubSubProgram:4.1.9OrganizationSecurity,Protection,JusticeandSafety)

EnsuringDefence
Affordability
Ongoing
Defence Operations and Services Improve Stability and Security, and
PromoteCanadianInterestsandValues
Description
Whythisisapriority?
ToensureDefenceaffordabilityintheshort,mediumandlongterm,theDefenceTeammustbalanceeachofthe
fourpillarsofCFDSPersonnel,Equipment,ReadinessandInfrastructureandcarefullymanageinvestmentsto
maximizecapabilityoutput,ensurestewardshipofDefenceresourcesanddeliverbestvalueforCanada.
PriorityElement:DefencemustmaintainaffordableandsustainableinvestmentplanningthatdeliversonCFDS
commitmentswhilealsoaccountingforthepotentialforcostincreasesandfundingrequirementsfornewand
expandedcapabilities.
Plan:ImproveinvestmentplanningandmanagementtobalanceCFDSrequirements
(Seesubsubprograms:4.2.1MaterielPortfolioManagement,4.2.4MaterielDivestmentandDisposal,5.2.1:
StrategicCapabilityPlanningSupport,6.2.2FinancialManagement)
PriorityElement:Defencerequiresacorporategovernanceandbusinessframeworktodeliversustainable
businessmanagementefficiencies,effectivenessandaccountabilityinordertomaintainpublicconfidenceand
trust.
Plan:DevelopandimplementDefenceBusinessManagementCapability
(SeeSubSubProgram:6.1.1ManagementandOversight)
PriorityElement:TheGovernmenthasintroducedaneworganization,SharedServicesCanadatomaximize
efficiencieswhileimprovingthedeliveryofcommonGovernmentservicestodepartmentsbystreamliningand
consolidatinggovernmentnetworks,datacentresandemailsystems.
Plan:ImplementthetransitiontoSharedServicesCanada
(Seesubsubprograms:4.4.4InfoSystemsStrategicCoordination,DevelopmentandControl)
PriorityElement:DefencemustimproveitscapacityfortimelydeliveryofcapitalassetstomeettheCFDS
objectivesandmaximizethebroadereconomicagendaoftheGovernment.
Plan:ImproveDefenceprocurement
(Seesubsubprograms:4.2.2MaterielAcquisition,4.2.6MaterielInventoryManagementandDistribution,
4.2.7MaterielStrategicCoordination,DevelopmentandControl)
PriorityElement:DefencemustbeabletodemonstratecompliancewithGovernmentregulationsandTreasury
Boardmandatoryreportingrequirementspertainingtoprocurement,managementandcontrolofinventories.
Plan:ContinuetostrengthenthecorecontrolframeworkinsupportofTreasuryBoardrequirementspertaining
toprocurement,managementandcontrolofinventories
(SeeSubSubProgram:4.2.6MaterielInventoryManagementandDistribution)
PriorityElement:TheDefenceEnvironmentalStrategyisaDepartmentprioritythatisbeingdevelopedasaway
forwardforenvironmentallysustainabledefencemanagementoverthenext20years.Itsimpetusstemsfromthe
ongoingrequirementofintegratingenvironmentalconsiderationsintothewidebreadthofactivitiesundertaken
withinDefenceinsupportofthefourpillarsuponwhichCanada'smilitarycapabilitiesarebuilt:personnel,
equipment,infrastructureandreadiness.
Plan:PromulgatetheDefenceenvironmentalstrategy
(SeeSubSubProgram:4.3.5RealPropertyEnvironmentandRemediation)
PriorityElement:Defencemustdemonstratecompliancewitharchitectural,fireprotection,engineering,
environmentalandrelatedlegislation,GovernmentofCanadapoliciesandagreements.Therealproperty
compliancestrategyisaprioritybecausethestrategywillallowNationalDefencetomakeconsistentandinformed
decisionsintheprioritization,andriskmanagementforthecompliancewiththeserequirements.
Plan:ImplementDefenceinfrastructurecompliancestrategy
(SeeSubSubProgram:4.3.6RealPropertyStrategicCoordination,DevelopmentandControl)
PriorityElement:Inthewakeoftheglobalfinancialcrisisandwithbudgetrestraintmeasures,itisclearthatwe
needtogetbetteratachievingthemaximumvalueofeverydollarinordertocarrytheCFDSmomentumforward.
TheDefencerenewaliscriticaltoplacingtheDefenceTeamonastrongfinancialfoundationforthefuture.Our
renewalvisionfortheDefenceTeamisaleanandefficientorganizationthatcontinuouslyfindswaystobetter
conductthebusinessofdefence,thatfreesupresourcestobereinvestedinoperationalcapabilitiesandreadiness,
andthatdeliversthebestmilitarycapabilitiesatthebestvalueforCanadians,inamannerthatisaffordableand
sustainableoverthelongterm.
Plan:ImplementDefencerenewal
(Seesubsubprograms:2.3.2YouthProgram,4.1.1MilitaryPersonnelRegularForcePortfolioManagement,
4.1.2MilitaryPersonnelReserveForcePortfolioManagement,4.1.3MilitaryPersonnelRecruitment,4.1.5
MilitaryPersonnelProfessionalDevelopmentTraining,4.2.2MaterielAcquisition,4.2.5MaterielEngineering,
Test,ProductionandMaintenance,4.2.6MaterielInventoryManagementandDistribution,4.2.7Materiel
StrategicCoordination,DevelopmentandControl,4.3.1RealPropertyPortfolioManagement,4.3.2RealProperty
Acquisition,4.3.6RealPropertyStrategicCoordination,DevelopmentandControl,4.4.1InfoSystems
PortfolioManagement,4.4.2InfoSystemsAcquisition,DevelopmentandDeployment,4.4.3InfoSystems
SystemManagementandUserSupport, 4.4.4InfoSystemsStrategicCoordination,DevelopmentandControl,
5.1.2Concept,DoctrineDevelopmentandWarfareExperimentation,5.2.2StrategicForcePosturePlanning
Support,6.1.1ManagementandOversight,6.2.1HumanResourcesManagement)
RiskAnalysis
Defenceisinfluencedbyawiderangeofexternalandinternalfactors,bothdomesticandinternational,thathave
animpactonhowwecarryoutourmandate.Thesefactorspresentuswithbothrisksandopportunities,whichare
taken into account as we deliver on our roles and responsibilities. By continuously monitoring emerging issues,
developmentsandtrends,wecananticipateandrespondtochallengesandtherisksassociatedwiththem.
ForFY201415,sixkeyCorporateRiskshavingaDefencewideimpactarehighlighted.TofulfilltheGovernmentof
Canada'sexpectations,DefencewillmanagetheseCorporateRisksinaneffectivemanner.
Fordetails,seethelinkstotheProgramAlignmentArchitecture(PAA)ortotheorganizationalprioritiesrelatedto
these risks in the tables below. Only the applicable PAA links for the initiatives covered within this report are
shown.Thereareotherexistingcontrolsinplacerespondingtotheserisks.
KeyRisks
Risk RiskResponseStrategy
LinktoProgramAlignment
Architecture
DefenceReadiness
Thereisariskthata
majorunexpected
eventmayrequire
Defencetoreallocate
resourcesatshort
notice,whichmay
dramaticallyaffect
ongoingmissionsand
jeopardizethe
Governments
internationalsecurity
relatedcommitments.
Defencewilladvancethefollowingpriority:
CDSdirectionforCAFforcepostureand
Defencereadinesshorizon1
Inordertohavethebestpossible
readinessbasedonthecontinuous
assessmentoftheinternationaland
domesticsituations.
Duetotheimportanceofthisrisk,itwill
continuetobemonitoredcloselyand
additionalresourcesallocatedand
controlsimplementedasrequired.
3.0DefenceReadyForceElement
Production
4.0DefenceCapabilityElement
Production
3.1.1MaritimeRolesReadiness
Sustainment
3.1.2LandRolesReadiness
Sustainment
3.1.3AerospaceRolesReadiness
Sustainment
Architecture
DefenceTeamCapacity
Thereisariskthat
Defencewillnothave
therightnumberof
personnelwiththe
rightcompetency,at
therightplace,andat
therighttime,which
mayaffectitscapability
tofulfillcurrentor
futureGovernmentof
CanadaandDefence
expectations.
Defencewilladvancethefollowing
priorities:
ImplementDefencerenewal
Inordertoeffectivelyandefficiently
employtheDefenceTeam,Defencewill
optimizespansofcontroltothe
appropriatelevels,minimizecostand
improvebusinessagility.
2.3.2YouthProgram
4.1.1MilitaryPersonnelRegular
ForcePortfolioManagement
4.1.2MilitaryPersonnelReserve
ForcePortfolioManagement
4.1.3MilitaryPersonnel
Recruitment
4.1.5MilitaryPersonnel
ProfessionalDevelopmentTraining
4.2.2MaterielAcquisition
4.2.5MaterielEngineering,Test,
ProductionandMaintenance
4.2.6MaterielInventory
ManagementandDistribution
4.2.7MaterielStrategic
Coordination,Developmentand
Control
4.3.1RealPropertyPortfolio
Architecture
Management
4.3.2RealPropertyAcquisition
4.3.6RealPropertyStrategic
Control
4.4.1InfoSystemsPortfolio
Management
4.4.2InfoSystemsAcquisition,
DevelopmentandDeployment
4.4.3InfoSystemsSystem
ManagementandUserSupport
4.4.4InfoSystemsStrategic
Control
5.1.2Concept,DoctrineDevelopment
andWarfareExperimentation
5.2.2StrategicForcePosture
PlanningSupport
6.1.1ManagementandOversight
6.2.1HumanResourcesManagement
Provideenhancedsupporttotheilland
theinjuredandtothefamiliesofCAF
members
Inordertomeettheuniqueneedsof
casualtiesandtheirfamilies,disability
managementprograms,servicesand
benefitsareharmonizedthroughthe
liaisonwithVeteransAffairsCanadaand
healthpartners.Thegoalistogettheill
andinjuredhealthyandbackonthe
DefenceTeamasproductivemembers.
Wherethisisnotpossible,toprovide
enablingtoolstoassistwithaseamless
transitionintocivilianlifeand
workforce.Toassistintransition,efforts
willbemadetoensurethatskills,
trainingandexperiencegainedasa
resultofmilitaryservicedirectly
translatetomatchsoughtafter
employmentrequirementsinthe
privateandpublicsectors.
4.1.7MilitaryPersonnelMoraleand
WellBeing
4.1.8MilitaryPersonnelHealthCare
Advanceacomprehensiveplanor
initiativestoalignandoptimizethe
militaryandcivilianworkforce
Inordertoensuretherightpersonnel,
withtherightqualifications,areinthe
rightplaceattherighttime.
4.1.10MilitaryPersonneland
OrganizationStrategic
Control
5.1.1CapabilityDesignand
Management
Architecture
Maximizemilitaryandcivilianpotentialby
continuingtostrengthenleadership
capacity,successionplanning,continuous
learningandprofessionaldevelopment
Inordertocreateandmaintaina
workforcethathasthetools,
knowledge,developmentalplansand
learningopportunitiesessentialtoa
fullyintegrated,flexible,multirole,
combatcapableDefenceTeam.
4.1.10MilitaryPersonneland
OrganizationStrategicCoordination,
DevelopmentandControl
Architecture
priorities:
Improveinvestmentplanningand
managementtobalanceCFDS
requirements
Inordertomaintainanaffordableand
sustainableplanthatdeliversonthe
CFDScommitmentsinlightofthe
potentialforcostincreasesandfunding
requirementsfornewandexpanded
capabilities.
4.2.1MaterielPortfolio
Management
4.2.4MaterielDivestmentand
Disposal
5.2.1StrategicCapabilityPlanning
Support
6.2.2FinancialManagement
DevelopandimplementtheDefence
BusinessManagementCapability
Inordertoprioritize,alignandintegrate
policies,processes,resourcesand
systems.
InvestmentPlanning
Flexibility
Thereisariskthat
Defencewillbeunable
tofundnew
requirementsormajor
acquisitioncost
increasesanditmay
notbepossibletotake
advantageof
opportunitiesthat
arise.
Inordertoensurethecurrentreal
propertyportfolioiscentralized,
affordable,sustainable,andfullyaligned
withDefencesrequirements.
Control
Management
Architecture
CapabilityDelivery
ProcessComplexity
Thereisariskthatthe
complexityof
development,
programmeapproval
andGovernmentof
Canadadefence
procurementprocesses
priorities:
ImproveDefenceprocurement
Inordertoensuretimelydeliveryof
capitalassetstomeettheCFDS
objectivesandmaximizethebroader
economicagendaoftheGovernmentvia
StrengtheningGovernmentIndustry
Relationships,TechnologyManagement,
4.2.2MaterielAcquisition
4.2.6MaterielInventory
ManagementandDistribution
4.2.7MaterielStrategic
Control
Architecture
ProcurementManagementandPolicy
Enablers.
DevelopandImplementtheDefence
BusinessManagementCapability
systems.
willpreventDefence
frommeetingits
investmenttargetsin
criticalphysicalassets
(equipment,physical
andinformation
infrastructureandreal
property)inatimely,
sustainableand
affordablemannerto
enableCAFoperations.
Inordertoensure:
thecurrentrealpropertyportfolio
iscentralizedandfullyalignedwith
DND/CAFrequirements,affordable
andsustainable;and
projectapprovalprocessesare
efficientandagile,andofvalueto
Canadians,atmeetingCAF
requirements.
Control
Management
Architecture
Security
Thereisariskthatthe
Defencesecurity
infrastructureis
insufficienttoensure
thatDefencecan
supportitsoverall
defencereadiness,
capacity,andabilityto
operateasatrusted
partner.
Defencewilladvancethefollowingpriority:
Developandimplementinitiativesto
integratesecuritymanagementinto
Defenceoperations
Inordertoensurethatsecurity
managementisanintegralelementof
departmentalgovernance,programsand
services.
4.1.9OrganizationSecurity,
Protection,JusticeandSafety
Management
4.4.2InfoSystemsAcquisition,
DevelopmentandDeployment
Architecture
priorities:
Developandimplementinitiativesto
provideanintegrated,secureand
effectiveIMandITenvironmentin
supportofallDefenceoperations
InordertoensureanIMandIT
environmentthatenablesefficientand
effectiveCAFoperationalandDND
businessdecisionmaking.
Management
4.4.4InfoSystemsStrategic
Control
5.1.1CapabilityDesignand
Management
5.2.1StrategicCapabilityPlanning
Support
6.2.4InformationTechnology
IntegratedIM/IT
(Opportunity)
Thereisanopportunity
forDefencetotake
advantageofemerging
technologytofurther
anintegratedIM/IT
infrastructurethatcan
provideaflexibleand
agileinformation
environmentconducive
toefficient,
interoperable,joint
CAFoperationsand
executiveDefence
decisionmaking,while
achievingvaluefor
moneyand
demonstratingsound
stewardship.
DevelopandImplementDefenceBusiness
ManagementCapability
systems.
PLANNEDEXPENDITURES
BudgetaryFinancialResources(PlannedSpendingdollars)
201415
MainEstimates
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
18,661,554,387 18,224,737,824 19,000,002,191 17,590,692,762
Sources:ViceChiefoftheDefenceStaffGroup/AssistantDeputyMinister(FinanceandCorporateServices)Group
Note:Thenetdecreaseof$1.4billionbetween201516and201617plannedspendingisattributedtothenetadjustmenttospendingon
majorcapitalequipmentandinfrastructureprojects.
HumanResources(FulltimeequivalentsFTEs)
ThefollowingtableprovidesDefencestotalplannedhumanresourcesFTEs
13
forthenextthreefiscalyears,2014
2017.
201415 201516 201617
RegularForce 68,000 68,000 68,000
Civilian 24,269 24,269 24,269
TOTAL 92,269 92,269 92,269
Sources:ViceChiefoftheDefenceStaffGroup/AssistantDeputyMinister(HumanResourcesCivilian)Group
ThefollowingtableprovidesDefencestotalplannedhumanresourcesforReserveForcePersonnel
14
forthenext
threefiscalyears,20142017.
201415 201516 201617
PrimaryReserve
AveragePaidStrength
27,000 27,000 27,000
CadetOrganizationsAdministration
andTrainingService
TotalStrength
8,000 8,000 8,000
CanadianRangers
TotalStrength
5,000 5,000 5,000
Source:ViceChiefoftheDefenceStaffGroup
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SECTIONI:ORGANIZATIONALEXPENDITUREOVERVIEW|21
Infiscalyear201415,NationalDefencewillimplementanewProgramAlignmentArchitecture(PAA)composedof
five Programs plus Internal Services. While the business of Defence remains unchanged, the articulation of that
businessisfundamentallyalteredinthenewPAA.TheactivitiesassociatedwiththeProgramswerealigned,and
inmanycasesregrouped,inthenewPAA.
Programs1.0DefenceCombatandSupportOperationsand2.0DefenceServicesandContributionstoGovernment
cover activities similar to those under the third Strategic Outcome from the former PAA Defence Operations
ImprovePeace,StabilityandSecurityWhereverDeployed.Toreflectthefullspectrumofoperationsandservices,
Program2.0alsoincludesservicesprovidedtothepublicsuchasCadetsandRemembranceDayceremonies.
To conduct combat operations and provide the required Defence services, National Defence utilizes Ready Force
Elementsthatareavailableforemployment.Program3.0DefenceReadyForceElementProduction,whichisakin
totheReadinessprogramsoftheformerPAA,wasrescopedtocoveronlyactivitiesdirectlyrelatedtoassembling,
integratingandtrainingForceElements.Supportingactivities,suchasinfrastructuremanagement,wereshiftedto
theappropriateCapabilityElementlifecycleProgramwithinProgram4.0DefenceCapabilityElementProduction.
Force Elements are drawn from the fundamental elements of Defence Capability, namely Military Personnel,
Materiel, Real Property and Information Systems. This is the focus of Program 4.0 Defence Capability Element
Production. With a focus on the elements required to ready the Force Elements, this area looks at various
capabilitiesovertheirlifecyclewhichconsumesapproximately70%oftheDefencebudget.Withtheexceptionof
DefenceScienceandTechnology,allProgramsunderthefirstStrategicOutcomefromtheformerPAA,Resources
are Acquired to Meet Government Defence Expectations, are found in this Program. Additionally, this Program
includes base support, infrastructure and equipment maintenance activities formerly aligned to the Readiness
Programs.
To develop the current military force and define future requirements, dedicated research, development, and
planning are necessary to align with strategic decisions. Program 5.0 Defence Capability Development and
Research was created to delineate the military focused research, analysis and planning activities from their
associatedcorporatefunctions.ActivitiesinthisnewProgramaredrawnprimarilyfromtheformerReadinessand
Internal Services Programs dealing with readiness management or command and control. This is also where
DefenceScience,TechnologyandAnalysisactivitiesareincludedduetothedirectlinkagetoDefencecapability.
Internal Services in the new PAA is reduced in scope as the activities directly linked to specific military programs
were aligned to more appropriate PAA Programs. As per Treasury Board direction, Internal Services was
structuredtoincludeonlythoserelatedactivitiesandresourcesthatapplyacrosstheDepartmentsProgramsand
notthoseintendedspecificallyforoneProgram.
Prior fiscal year expenditures are restated under the new PAA for comparative purposes. Variations, between
restated expenditures, planned spending and actual results, are expected as the new structure is fully
implemented.
ALIGNMENTTOGOVERNMENTOFCANADAOUTCOMES
201415PlannedSpendingbyWholeofGovernmentSpendingAreas
15
(dollars)
Departments and agencies are required to indicate in their Report on Plans and Priorities the alignment of
ProgramstoGovernmentofCanadaoutcomeareas.Thealignmentofstrategicoutcomesandtheircorresponding
Programs to the wholeofgovernment framework makes it possible to calculate spending by Government of
Canada outcome area and correctly total all government spending. A Program can only be aligned to one
GovernmentofCanadaoutcomearea.Foradescriptionofeachoftheoutcomeareas,seetheTreasuryBoardof
CanadaSecretariatwebsite
16
.
Strategic
Outcome
Program SubProgram
Spending
Area
Governmentof
CanadaOutcome
201415
Planned
Spending
1.1Domesticand
ContinentalDefence
Operations
SocialAffairs
Asafeandsecure
Canada
335,590,254
1.2InternationalCombat
Operations
International
Affairs
Asafeandsecure
worldthrough
international
engagement
286,537,020
1.0Defence
Combatand
Support
Operations
1.3OngoingCentralized
Operationsand
OperationalEnablement
International
Affairs
Asafeandsecure
worldthrough
international
engagement
741,815,072
2.1DisasterReliefand
HumanitarianOperations
International
Affairs
Asafeandsecure
worldthrough
international
engagement
8,310,319
2.2DefenceServicesfor
CanadianSafetyandSecurity
SocialAffairs
Asafeandsecure
Canada
111,282,984
Defence
Operationsand
Services
ImproveStability
andSecurity,
andPromote
Canadian
Interestsand
Values
2.0Defence
Servicesand
Contributions
toGovernment
2.3MilitaryHeritageand
Outreach
SocialAffairs
AvibrantCanadian
cultureandheritage
288,366,508
3.1ForceElements
ReadinessSustainment
SocialAffairs
Asafeandsecure
Canada
741,486,314
3.2ForceElements
IntegrationTraining
SocialAffairs
Asafeandsecure
Canada
406,835,719
3.3ForceElements
Production
SocialAffairs
Asafeandsecure
Canada
1,439,335,417
3.0Defence
ReadyForce
Element
Production
3.4OperationalReadiness
Production,
CoordinationandCommand
andControl
SocialAffairs
Asafeandsecure
Canada
451,779,434
4.1MilitaryPersonneland
OrganizationLifecycle
SocialAffairs
Asafeandsecure
Canada
3,595,518,849
4.2MaterielLifecycle SocialAffairs
Asafeandsecure
Canada
6,133,224,340
Defence
Remains
Continually
Preparedto
DeliverNational
Defenceand
DefenceServices
inAlignment
withCanadian
Interestsand
Values
4.0Defence
Capability
Element
Production
4.3RealPropertyLifecycle SocialAffairs
Asafeandsecure
Canada
2,227,013,166
Strategic
Outcome
Program SubProgram
Spending
Area
Governmentof
CanadaOutcome
201415
Planned
Spending
4.4InformationSystems
Lifecycle
SocialAffairs
Asafeandsecure
Canada
693,731,305
5.1CapabilityDesign,
Developmentand
Integration
SocialAffairs
Asafeandsecure
Canada
305,548,337
5.0Defence
Capability
Development
andResearch
5.2StrategicDirectionand
PlanningSupport
SocialAffairs
Asafeandsecure
Canada
20,790,786
TotalPlannedSpendingbySpendingArea(dollars)
SpendingArea TotalPlannedSpending
EconomicAffairs N/A
SocialAffairs 16,750,503,413
InternationalAffairs 1,036,662,411
GovernmentAffairs N/A
DEPARTMENTALSPENDINGTREND
DepartmentalSpendingTrendGraph

1. Actualspendingrepresentstheactualexpendituresincurredduringtherespectivefiscalyear,asreportedinPublicAccounts.
2. Forecastspendingreflectstheauthorizedfundinglevelstotheendofthefiscalyear.
3. PlannedspendingreflectsfundsalreadybroughtintotheDepartment'sreferencelevelsaswellasamountstobeauthorizedthrough
theEstimatesprocessaspresentedintheAnnualReferenceLevelUpdate.Italsoincludesfundingapprovedinthegovernmentfiscal
plan,butyettobebroughtintotheDepartment'sreferencelevels.
Overtheperiod201112to201617actual,forecastandplannedspendingvariesfromahighof$20.2billionin
201112toalowof$17.6billionin201617.Thisnetdecreaseof$2.6billionissummarizedasfollows:
ExplanationofDepartmentalFinancialSpendingTrendChangesfrom201112to201617(dollars)
FundingrelatedtomeasuresannouncedbythegovernmentinBudget2012andBudget2013
tomakegovernmentmoreefficientandreturntoabalancedbudget
(2,084,958,166)
FundingassociatedwiththeCanadaFirstDefenceStrategy (950,919,827)
FundinginstatutoryprimarilyrelatedtolowerEmployeeBenefitPlanforecasts (381,455,966)
FundingrelatedtotheestablishmentofSharedServicesCanadaandCommunications
SecurityEstablishmentasstandaloneagencies
(374,973,435)
FundingtosupportCanada'sinternationalsecurityoperationsinAfghanistan (253,854,759)
Netadjustmentstospendingonmajorcapitalequipmentandinfrastructureprojectstoalign
financialresourceswithcurrentprojectacquisitiontimelines
(217,634,330)
Fundingauthorizedtobecarriedforwardbetweenfiscalyears (123,104,545)
Othermiscellaneousdepartmentalrequirements (96,687,241)
TotalDecreases (4,483,588,269)
AnnualescalatorondefencespendingasannouncedinBudget2008toprovidelongterm
andpredictablefunding 1,735,836,000
Compensationadjustmentstopayandallowances 119,687,170
TotalIncreases 1,855,523,170
NetChange (2,628,065,099)
ESTIMATESBYVOTE
ForinformationontheDepartmentofNationalDefenceandtheCanadianArmedForcesorganizational
appropriations,pleaseseethe201415MainEstimatespublication
17
.
CONTRIBUTIONTOTHEFEDERALSUSTAINABLEDEVELOPMENTSTRATEGY
The 201316 Federal Sustainable Development Strategy (FSDS)
18
, tabled on November 4, 2013, guides the
Government of Canadas 201316 sustainable development activities. The FSDS articulates Canadas federal
sustainabledevelopmentprioritiesforaperiodofthreeyears,asrequiredbytheFederalSustainableDevelopment
Act.
TheDepartmentofNationalDefenceandtheCanadianArmedForcescontributestoThemeIII:ProtectingNature
andCanadiansandtoThemeIV:ShrinkingtheEnvironmentalFootprintBeginningwithGovernmentasdenoted
bythevisualidentifiersbelow.

ThesecontributionsarecomponentsofthefollowingSubProgramsandarefurtherexplainedinSectionII:
SubProgram4.2MaterielLifecycle
SubProgram4.3RealPropertyLifecycle
SubProgram4.4InformationSystemLifecycle
TheDepartmentofNationalDefenceandtheCanadianArmedForcesalsoensuresthatitsdecisionmakingprocess
includes a consideration of the FSDS goals and targets through the strategic environmental assessment (SEA). A
SEAforpolicy,planorprogramproposalsincludesananalysisoftheimpactsoftheproposalontheenvironment,
including on the FSDS goals and targets. The results of SEAs are made public when an initiative is announced or
approved,demonstratingthatenvironmentalfactorswereintegratedintothedecisionmakingprocess.
For additional details on the Departments activities to support sustainable development please see Section II of
thisRPPandDefencesInvestinginEnvironment
19
webpage.ForcompletedetailsontheStrategy,pleaseseethe
FederalSustainableDevelopmentStrategy
20
website.
SECTIONII:ANALYSISOFPROGRAMSBYSTRATEGICOUTCOMES
The Planning Highlights outlined in Section II provide the details of previously identified plans under the
organizationalprioritiesatSectionIalongwithotherkeyinitiatives,wheretheysupporttherespectivePrograms
corebusinessasarticulatedintheirdescription.
STRATEGIC OUTCOME 1: DEFENCE OPERATIONS and SERVICES IMPROVE STABILITY
andSECURITY,andPROMOTECANADIANINTERESTSandVALUES
TherearetwoProgramsassociatedwiththisStrategicOutcome:
Program1.0:DefenceCombatandSupportOperations
Program2.0:DefenceServicesandContributionstoGovernment
These Programs were designed to encompass the full spectrum of operations and services delivered byDefence,
someofwhichbytheirnatureareveryunpredictable.ForthosePrograms,therewillbenoorlittleprogrammed
spendinguntiltrenddataisavailable.Inaddition,Programsfocusedonrareandexceptionaloccurrenceswillalso
havenoforecastspending.
Program1.0:DefenceCombatandSupportOperations
The Defence Combat and Support Operations Program delivers military power in combat, security, stability and
surveillanceoperationsinresponsetoarmedthreats,orpotentialarmedaggression,forthepurposeofprotecting
Canadian sovereignty, upholding the values of Canadians, and defending the interests of the Government of
Canada. Results are achieved through this Program by the application of Defence capabilities in domestic,
continental and international domains, either independently or in combination with allies, where the primary
focusistoinflictmilitaryeffectsagainstthreats.ThetermDefencecapabilityisacollectivetermthatreferstothe
abilityofamilitaryforcetoachieveadesiredeffectagainstathreatduringtheexecutionofaDefenceoperation
(or the delivery of a Defence service) by executing tasks according to understood concepts, doctrine and
standards. The military forces delivered by Defence are composed of force elements which are organizational
entitiesthatareinturncomposedofmembersoftheCanadianArmedForces(CAF),andinsomecasespersonnel
from the Department of National Defence (DND). Force elements integrate people, with specialized information,
materiel(e.g.,equipment,platforms,weaponsystems)andinsomecasesrealproperty,sothatcapabilitiescanbe
applied against threats. Force elements have different sizes and compositions according to the capabilities they
must apply during an operation. This Program is underpinned by the National Defence Act, defence policy,
international treaties and agreements, membership in international organizations, and direction received by the
Government of Canada. Subprograms beneath this Program target a range of threats across a variety of
operationalcontextsviadifferentdeliverymechanismsindifferentgeographicregions.
BudgetaryFinancialResources(dollars)
201415
MainEstimates
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
1,363,942,347 1,363,942,347 1,372,239,572 1,390,855,201
Note:Duetorounding,figuresmaynotadduptototalshown.
28|SECTIONII:ANALYSISOFPROGRAMSBYSTRATEGICOUTCOMES
HumanResources(FTEs)
201415 201516 201617
Military 6,328 6,328 6,328
Civilian 931 931 931
TOTAL 7,260 7,260 7,260
PerformanceMeasurement
ExpectedResults PerformanceIndicators Targets FiscalYearAchieved
TheapplicationofCanadianDefence
andSecuritycapabilitiescontinuously
protectsthesovereigntyofCanada,
thevaluesofCanadiansandthe
interestsoftheGovernmentof
Canadaagainstrisksimposedby
armedthreats
%ofDefenceCombatandSupport
Operationsthathavesuccessfully
achievedtheiroperationalobjectives
90100% March2015
PlanningHighlights
InsupportofthisProgram,theCanadianArmedForceswill:
Maintain ready duty ships, immediate response units and ready posture aircraft at high readiness status.
ShouldanarmedthreatagainstCanadaarise,thesehighreadinessunitsandfollowonforceswillbegenerated
toprovidetherequiredresponseasdirectedbytheGovernmentofCanada.
ForinformationoncostestimatesforCAFoperations,pleaseseetheCostEstimatesforCAFDomesticOperations
21
andCostEstimatesforCAFInternationalOperations
22
webpages.
PleaseseetheDefencewebsiteformoreinformationonDefenceOperations
23
.
SubProgram1.1:DomesticandContinentalDefenceOperations
Domestic and Continental Defence Operations aim to deliver military power within Canada and across North
America in response to armed threats, or the potential for armed aggression, in order to protect Canadian
sovereignty, uphold the values of Canadians, anddefendthe interests of the Government of Canada. Results are
achievedthroughtheemploymentofforceelements,eitherindependentlyorinconcertwithcontinentalpartners,
thatapplyrequisitemilitarycapabilitiesintheconductofroutineandcontingencyoperations.Routineoperations
typically occur on an ongoing basis, where as contingency operations may be planned for but occur only in
responsetoaparticulareventoruponspecificrequestfromtheGovernmentofCanada.Thereforenotallofthe
subsubprogramsunderthisProgrammaycontainsignificantoperationseveryfiscalyear.However,regardlessof
whenandiftheyoccur,theoperationswithinthisProgramtypicallyaimtomaintainand/orrestoredomesticand
continental security through the detection and monitoring of threats and, when necessary, deliver military
intervention.ThisProgramisboundbyseveralfederallaws,regulations,policies,internationalconventionsandbi
nationalagreementssuchastheNorthAmericanAerospaceDefenceagreementthatfacilitatescoordinationand
sharedresponsibilitiesforthedefenceoftheNorthAmericancontinent.
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
335,590,254 344,399,980 350,622,575
201415 201516 201617
Military 2,532 2,532 2,532
Civilian 22 22 22
TOTAL 2,554 2,554 2,554
Risksimposedbyarmedthreats
againstthesovereigntyofCanada,
thevaluesofCanadians,andthe
interestsoftheCanadian
Governmentarereduced
%ofDomesticandContinentalDefence
operationsthathavesuccessfully
achievedtheiroperationalobjectives
90100% March2015
PlanningHighlights
Continuetoforcegeneratecapabilitiestoconductdailydomesticandcontinentaloperations,includingthrough
existing CanadaUnited States agreements, in order to deliver military power within Canada and across North
America,therebyprotectinganddefendingCanada.
Fordetailsoncurrentdomesticandcontinentaloperations
24
,pleaseseetheDefencewebsite.
SubSubProgram1.1.1:OperationstoDefendCanadaAgainstArmedThreats
Operations to Defend Canada Against Armed Threats aim to defend Canada against armed threats and provide
military power when necessary anywhere in Canada for the purpose of averting major crises where armed
aggressors threaten Canadians, Canadian sovereignty, or the interests of the Canadian Government. Results are
achieved through the deployment of immediate response force elements and, when required, the mobilization,
employmentandsustainmentoflargerfollowonforceelementsinaccordancewiththemandatedroleofNational
Defence.ThisProgramdirectlysupportsCanadaandCanadians.
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending

Note:SinceoperationsinthisProgramarerareandunexpected,noexpendituresareforecasted.
201415 201516 201617
Military
Civilian
TOTAL
Note:PersonnelaredrawnfromReadyForcesasrequiredtoprovideDefenceservicesunderthisProgram.
%ofCommander'sIntent(Operational
Objectives)thathavebeenmet
90100% March2015
%ofStatedOperationalEffects
achieved
90100% March2015
TheCanadianterritoryissecureand
protectedfromcrisesandrisks
associatedwithdirectaffrontsby
armedthreats
%assignedcriticaltaskscompleted 90100% March2015
PlanningHighlights
InsupportofthisProgram,Defencewill:
Developandmaintaincontingencyplanstoenabletheconductofoperationsasrequired;and
Ensure plans are in place to force generate immediate response forces, at various states of readiness, to
respond to crises anywhere in Canada. If required, Defence can augment these response forces through the
generalmobilizationoftheCAFtodefendCanada.
SubSubProgram 1.1.2: Ongoing Defence, Security and Sovereignty of Canada
Operations
Ongoing Defence, Security and Sovereignty of Canada Operations aim to ensure constant monitoring and
conspicuous presence of military forces in Canadian territory, including the Arctic, through the application of
military power. When necessary, this Program also delivers localized responses against detected aggressors that
threaten the security of Canadians, the sovereignty of Canada, or the interests of the Canadian Government.
TypicalresultsareachievedthroughtheemploymentofforceelementswiththerequisiteDefencecapabilitiesto
conduct surveillance operations; maritime, land, and air patrols; and operations to assert Canadas sovereignty.
ResultsaretypicallyachievedthroughthisProgrambyfocusedexecutionof:nationalintelligence,surveillanceand
reconnaissanceoperations;presenceoperations;andinterceptoperations.
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
178,693,580 182,211,401 184,631,977
201415 201516 201617
Military 1,486 1,486 1,486
Civilian 17 17 17
TOTAL 1,503 1,503 1,503
90100% March2015
achieved
90100% March2015
Canadasterritoryissecureand
protectedthroughpresence,
surveillanceandlocalizedresponses
PlanningHighlights
In support of this Program, Defence will address the organizational priority Ensuring Sustainable Operational
Excellence both at Home and Abroad for the Defence of Canada and the Protection of Canadians through the
followingplanandrespectiveinitiatives:
Exercisearcticsovereignty
The Defence Team will action all taskings as required in the Chief of the Defence Staff and Deputy Minister
DirectiveonCanadasNorthtosupportCAFoperationsandactivitiesintheArctic;
To support the achievement of the Governments objectives in the North, the Canadian Rangers will conduct
activitiessuchaspatrolsaswellasaugmentationandsupporttomunicipalandterritorialfirstrespondersinthe
Arctic;
Defence will prioritize the enhancement of force readiness activities by realigning and rebalancing the
capabilitypillarstoobtainafulldomesticreachcapabilityintheArctic;and
DefencewillimproveanddevelopArcticsurveillancesystemtechnologiestoensuregapsinsurveillancesystem
technologiesandcommandandcontrolinformationmanagementareaddressed.
InfurthersupportofthisProgram,Defencewill:
ConductnumerousactivitiesintheNorthtosupportarcticsovereignty.Keyexamplesinclude:OPNANOOK,OP
NUNALIVUT,OPNUNAKPUTandOPLIMPID.Fordetailsoncurrentdomesticandcontinentaloperations,please
seetheDefencewebsite
25
;and
Ensure immediate response forces remain capable of deterrence, available to deliver localized response, and
abletoenhanceorreinforcemonitoringandsurveillancefunctions.
SubSubProgram1.1.3:OngoingDefenceOperationsthroughNORAD
Ongoing Defence Operations through NORAD seek to provide for the defence of North America in combination
withtheUnitedStatesthroughtheNorthAmericanAerospaceDefenceCommand(NORAD)inaccordancewiththe
NorthAmericanAerospaceDefenceagreement.Thisagreementprovidescoordinatedbinationaldeliveryofboth
aerospaceandmaritimewarningcapabilitiesaswellasrelatedcontrolcapabilitiestotheGovernmentsofCanada
and the United States in order to protect against threats that may impact the North American continent. The
aerospacewarningandcontrolcapabilitiesappliedthroughthisProgramtypicallydetect,identify,monitor,track,
deter, intercept, divert and neutralize manned or unmanned airbreathing vehicles that threaten air sovereignty.
They also detect and monitor airborne and maritime vessels that are suspected of illegal drug trafficking and
human trafficking/illegal immigrants, and relay information to civilian law enforcement agencies. The maritime
warning capabilities applied through this Program provide shared awareness and a mutual understanding of
activity within maritime approaches, marine areas, and inland waterways that are in the jurisdictions of Canada
andtheUnitedStates.ThisProgramisconductedwithintheframeworkoftheNorthAtlanticTreatyandtherefore
isalsoakeyaspectoftransAtlanticsecurityanddefence.
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
81,686,154 83,647,269 84,999,019
201415 201516 201617
Military 650 650 650
Civilian 1 1 1
TOTAL 651 651 651
NORADDefencecapabilitiesreduce
theriskofthreatstoCanada's
securityandsovereignty
%ofCanadianobligations/commitment
thathavebeenmetinaccordancewith
binationalagreementsandplans
90100% March2015
PlanningHighlights
ContinuetoforcegeneratecapabilitiestosupporttheNORADmissionofaerospacewarning,aerospacecontrol
andmaritimewarninginthedefenceofNorthAmericaandNorthAmericanairspaceandmaritimeapproaches.
SubSubProgram1.1.4:OngoingContinentalDefenceOperationsinCooperationwith
theUnitedStates
Ongoing Continental Defence Operations in Cooperation with the United States aim to protect Canada andNorth
America in accordance with agreements with the United States, and Central and South American nations where
applicable, that are outside the purview of North American Aerospace Command (NORAD). Results are achieved
throughthe employment offorces withthe requisite military capabilities to conductdailycontinental operations
where threats along air, land and sea approaches to Canadian territory are detected, identified, monitored,
tracked, deterred, intercepted, diverted and neutralized, as required. This Program includes participation in the
USled Joint Interagency Task Force (South) as well as the employment of military capabilities in support to the
United States in accordance with requirements and emergency/contingency plans established though bilateral
agreements.Resultsmaysometimesalsobeachievedthroughapplicationofmilitarycapabilitiesincoordination
withSouthAmericanandCaribbeannations.
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
75,210,521 78,541,309 80,991,580
201415 201516 201617
Civilian 4 4 4
TOTAL 400 400 400
90100% March2015
achieved
90100% March2015
Defencecapabilitiesappliedin
cooperationwithcontinentalpartners
reducetheriskstoCanadaand
upholdtheinterestsoftheCanadian
government
PlanningHighlights
Continue to force generate capabilities to conduct continental operations, including through CanadaUnited
Statesagreementstomonitor,trackandinterceptalongair,landandseaapproachestoCanadianterritory;and
In support of the Government of Canadas Americas Strategy, continue to conduct OP CARIBBE in order to
participate in the multinational campaign against illicit trafficking by transnational organized crime in the
CaribbeanbasinandtheEasternPacificOcean.AspartofOPCARIBBE,CanadawillcontinuetocontributeCAF
ships and aircraft to OP MARTILLO, a joint, combined and interagency effort by the nations of the Western
HemisphereandEuropetopreventillicittraffickingintheCaribbeanbasin,theEasternPacificOcean,andthe
littoral
26
watersofCentralAmerica.
Please see the Defence web site for more information on how Defence conducts operations to defend North
America
27
.
SubProgram1.2:InternationalCombatOperations
International Combat Operations aim to achieve timely strategic effects in support of Canadas national interests
andinaccordancewithCanadianvalues,asdirectedbytheGovernmentofCanadathroughthedeliveryofmilitary
poweroutsideofthedomesticorcontinentalsetting,typicallyinresponsetoarmedaggressionorthepotentialfor
armed aggression. Results are achieved through the application of Defence capabilities, in concert with national
and international partners, within the context of military operations across the globe. Typically the military
operations under this Program are conducted to enhance global peace and security, counter international
terrorism,assistfailingstates,ordefuseintraandinterstateconflictsthatmaythreatenCanadasnationalsecurity
interests. These operations are usually delivered in the context of: a United Nations (UN) resolution; Canadas
membership in the North Atlantic Treaty Organization (NATO); or other international agreements. Some of the
operations conducted under this Program are considered routine while other operations occur on a contingency
basis. Routine operations occur on an ongoing basis where as contingency operations may be planned for but
occuronlyinresponsetoaparticulareventoruponspecificrequestfromtheGovernmentofCanada.Therefore
notallofthesubprogramsunderthisProgrammaycontainsignificantoperationseveryfiscalyear.ThisProgramis
boundbyseveralfederallaws,regulations,policies,andinternationalconventions,agreementsandlaws,likethe
LawofArmedConflicts,thatpertaintotheconductmilitaryforcesinarmedconflict.
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
286,537,020 289,295,773 293,618,601
201415 201516 201617
Military 1,179 1,179 1,179
Civilian 14 14 14
TOTAL 1,193 1,193 1,193
TheapplicationofDefence
capabilitiesagainstarmedthreats
outsideofNorthAmericaadvancethe
Government
%ofInternationalCombatOperations
thatsuccessfullyachievetheir
operationalobjectivesagainstrisks
fromarmedthreats
90100% March2015
PlanningHighlights
Meet personnel requirements to support United Nations, NATO, and independent missions. Examples of such
missionsarehighlightedontheCAFinternationaloperationsmap
28
availableontheDefencewebsite.
For more information on how Defence contributes to international peace and security
29
, please see the Defence
website.
SubSubProgram1.2.1:InternationalOperationsoverExtendedPeriods
International Operations over Extended Periods aim to meet expectations agreed upon by the Canadian
Government and foreign partners, which include allied nations, alliance organizations and the United Nations.
ResultsareachievedthroughtheapplicationofDefencecapabilitiesbyforceelementsoutsideofthedomesticor
continentalsetting.TheforceelementsthatachievethisProgramsresultsareorganizedintoportfoliosaccording
totheenvironmentsinwhichtheyoperatethemostfundamentalofwhicharethemaritime,landandaerospace
environments.Therearealsoforceelementsthatoperateacrossthesedomainswhichincludejoint,commonand
special force elements. The operations conducted under this Program occur over extended periods during which
time certain force elements from across the portfolio are tailored, delivered and sustained within a forum that
typically also includes forceelements provided by international partners. Examples of past operations conducted
aspartofthisProgramarethoseconductedinAfghanistanandBosnia.
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
210,801,459 212,470,502 216,114,326
201415 201516 201617
Civilian 10 10 10
TOTAL 720 720 720
90100% March2015
achieved
90100% March2015
outsideofNorthAmericaover
extendedperiodsadvancethe
Government
PlanningHighlights
Continuetoparticipateinthefollowingongoingoperations,including(butnotlimitedto):
OP ARTEMIS
30
Canadian Armed Forces participation in maritime security and counterterrorism
operationsintheArabianSea;
OP CALUMET
31
Canadas participation in the Multinational Force and Observers, an independent
peacekeepingoperationintheSinaiPeninsulaandheadquarteredinRome;
OPCROCODILE
32
CanadasmilitarycontributiontotheUnitedNationsOrganizationStabilizationMission
intheDemocraticRepublicoftheCongo;
OP KOBOLD
33
deployment of CAF members to serve with the NATOled Kosovo Force. Launched in
August2008withaninitialmandateofoneyear,thisoperationwasrecentlyextendeduntil31December
2014;and
OPSOPRANO
34
CanadasparticipationintheUnitedNationsMissionintheRepublicofSouthSudan.
FormoreinformationonhowDefencecontributestointernationalpeaceandsecurity
35
,pleaseseetheDefence
website.
SubSubProgram1.2.2:InternationalCrisisandSurgeResponseOperations
International Crisis and Surge Response Operations aim to respond to immediate international crises with the
potentialforarmedconflictthroughthedeliveryofDefencecapabilities.AswiththeInternationalOperationsover
ExtendedPeriodsProgram,DefencecapabilitiesareappliedoutsideofthecontinentbythisProgramthroughthe
employment of force elements, as appropriate, from the maritime, land and aerospace environments and the
joint,commonandspecialforcedomains.However,theoperationsundertakenunderthisProgramareexpected
to be of much shorter duration and often require what is called a surge response. These operations are typically
undertaken at the request of the Canadian Government to meet particular expectations which are usually
connected to the support of foreign partners which includes allied nations, alliance organizations and the United
Nations.TherecentoperationinLibyaisanexampleofanoperationconductedaspartofthisProgram.
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
10,339,901 10,829,466 11,190,629
201415 201516 201617
Military 47 47 47
Civilian 0 0 0
TOTAL 47 47 47
90100% March2015
achieved
90100% March2015
outsideofNorthAmericaincrisisand
surgeoperationsadvancethe
Government
PlanningHighlights
Forcegeneratecapabilitiesinsupportofstabilization,securityorcapacitybuildingtasksforashorterduration.
For more information on how Defence contributes to international peace and security
36
, please see the Defence
website.
SubSubProgram 1.2.3: Ongoing Defence Operations through Standing NATO
Commitments
Ongoing Defence Operations through Standing NATO Commitments aim to provide for the ongoing defence of
CanadaandprotecttheinterestsoftheGovernmentofCanadathroughroutineparticipationasanactivemember
of the North Atlantic Treaty Organization (NATO). Results are achieved by representing Canadian interests in:
defence policies and plans; military standards and doctrine, and best practices; fostering defence diplomacy and
international defence relations; and providing Defence capabilities for ongoing operations. Specifically, Canadian
interestsindefencepolicyandplanningmattersaredeliveredthroughtheCanadianJointDelegationtoNATOand
through representation on the NATO Headquarters International Military Staff which facilitates the framing of
NATO defence issues in ways commensurate with Canadian interests. Canadas representation on various NATO
organizations also provides an avenue for development of defence policy advice within Canada as well as the
progressionofdefencerelationsandopportunitiestoleveragecapabilitydevelopmentinitiatives.Akeyaspectof
thisProgramisthedeliveryofCanadianforceelementstoongoingNATOoperationsandtoNATOsresponseforce
(NRF) which provides rapid military response to emerging crisis as part of the NATO crisis response system.
However, this Program does not include participation in extended or crisis response operations that are instead
capturedundertheInternationalOperationsOverExtendedPeriodsProgramortheInternationalCrisisandSurge
ResponseOperationsProgram.ThisProgramoperateswithintheframeworkoftheNorthAtlanticTreatyandthe
NationalDefenceAct.
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
65,395,660 65,995,805 66,313,646
201415 201516 201617
Civilian 4 4 4
TOTAL 425 425 425
Internationalcooperationandactive
participationintheNATOcommunity
improveglobalpeaceandsecurity
%ofongoingservicesprovidedthrough
NATOwhereCanadiancontributions
areontracktosuccessfullyachieve
objectives
90100% March2015
PlanningHighlights
Provide ongoing support to advance Canadas defence interests at NATO, including informed advice and
supporttotheChiefoftheDefenceStaffandtheMinisterofNationalDefencefortheirparticipationatNATO
meetings,inparticularfortheupcomingNATOSummitinSeptember2014;and
ProvideNATOstaffwithaforecastofCanadasNATOresponseforcecommitmentsonanannualbasis.
SubProgram1.3:OngoingCentralizedOperationsandOperationalEnablement
The Ongoing Centralized Operations and Operational Enablement Program ensures that programs delivering
Defence Combat and Support Operations and delivering Defence Services and Contributions to Government have:
clearly aligned operational objectives; a welldefined national command and communications structure; a
balanced portfolio of resources and information; and access to the operational support capabilities, so that
operationscanbeaccomplishedwithanacceptabledegreeofrisk.Resultsareachievedthroughtheapplicationof
Defence capabilities that enable the delivery of strategic control, national command, diplomatic support, and
provideoperationalsupportwhichincludesthedeliveryofintelligence,surveillanceandreconnaissance.
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
741,815,072 738,543,820 746,614,024
201415 201516 201617
Military 2,617 2,617 2,617
TOTAL 3,513 3,513 3,513
Riskstothesustainmentofforce
elementsandoptimalapplicationof
Defencecapabilitiesaremitigated
%scoreontheCentralizedOperations
andOperationalEnablementEvaluation
Index
85100% March2015
PlanningHighlights
ContinuetoenhancecapabilitieswithinthekeyjointenablersofJointCommandandControl,JointIntelligence,
SurveillanceandReconnaissanceandOperationalSupportthroughthefollowinginitiatives:
OngoingdevelopmentofthecapabilitytoformadeployableJointInterAgencyTaskForceheadquarters,
builtontheframeworkof1CanadianDivisionheadquarters;
OngoingmodernizationoftheCAFJointSignalsRegiment;
Development of force generation/force employment models for a deployable Joint Task Force
headquartersandaJointTaskForceSupportComponent;and
Ongoingenhancementofdeployablehighreadinesscapabilitiesforassignedforcepostureandreadiness
roles.
SubSubProgram 1.3.1: Overarching Command and Control of Domestic and
InternationalOperations
Overarching Command andControl of Domestic and International Operations seek to ensure there is congruency
between operational objectives and higherlevel strategic goals associated with the defence of Canada, the
protection of Canadian sovereignty, and the interests of the Canadian Government by providing overarching
control functions to military operations. Results are achieved by providing the rules and constraints that control
each operation; coordinating the provision and allocation of resources; engaging with operationallevel partners
and other stakeholders to ensure unity of action; and ensuring that structures and processes are in place to
managerisk.TheproductsandservicesprovidedbythisProgramsustainDefencebyenablingtheDefenceCombat
and Support Operations Program and the Defence Services and Contributions to Government Program to deliver
militaryefforts.
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
286,738,563 288,587,266 290,474,725
201415 201516 201617
TOTAL 975 975 975
Commandandcontrolcapability
sufficienttoachievethestrategic
goals,outcomesandobjectivesis
maintainedandexecutedasrequired
toconductDefenceCombatand
SupportOperationsanddeliver
Defenceservices
%scoreontheCommandandControl
ofDomesticandInternational
OperationsEvaluationIndex
90100% March2015
PlanningHighlights
Exercisearcticsovereignty
ImplementtheApril2011CDS/DMDirectivefortheDND/CAFinCanadasNorthtoclearlyestablishArcticforce
generationrequirementsandbetterplanandconductjointCAFoperationsandactivitiesintheArctic;and
Collaborate with other Government departments, such as Natural Resources Canada, to develop a robust
sustainment system that will support a range of Canadian Arctic activities, from crisis response and annual
readinesstrainingtoroutineGovernmentactivities.
Complete refinements of the organizational establishment and the revision of authorities, responsibilities and
accountabilities of the Canadian Joint Operations Command (CJOC). Three of four CAF operational level
commandswereconsolidatedin2012toformCJOC;
Contribute to the wholeofgovernment All Hazards Risk Assessment process through participation in the
Interdepartmental Risk Assessment Working Group, identifying risks for which Emergency Management plans
should be in place or developed. Subject matter experts from Defence will contribute to the analysis of such
risksandthedevelopmentofsubsequentresponseplanstomitigatetheireffects;
Seektorefineexpeditionarycommandandcontrolmodelsthroughthecontinuedimprovementofcontingency
planJupiter;and
Seek to refine domestic and continental command and control models through the continued exploration of
defenceofCanadascenarioswithinthecontinentalcontextaspartofExerciseDETERMINEDDRAGON.
SubSubProgram1.3.2:OngoingDefenceIntelligenceOperations
Ongoing Defence Intelligence Operations aim to increase security and situational awareness essential to Force
protection. Results are achieved through surveys and analysis of the many dimensions of the current security
environment. It identifies critical patterns, synthesizes trends, and from this information establishes potential
impacts,risksandopportunitiestoinformtheexecutionofongoingandcontingencyoperationsconductedunder
theDefenceCombatandSupportOperationsProgramandtheDefenceServicesandContributionstoGovernment
Program. It also informs the delivery, or potential delivery, of Defence capabilities in the future. Results are
achieved through the collection, storage, protection, collation, analysis, and dissemination of intelligence
information. These activities are enabled, in part, by collaboration and liaison with national and international
partners.Besidessupportingeachmilitaryoperationdirectly,theproductsandservicesprovidedbythisProgram
sustain Defence by directly enabling the Overarching Control of Domestic and International Operations Program
and the Operational Readiness Production Coordination and Control Program, and the Defence Capability
Development and Research Program. This Program is primarily focused on National Defence but also supports
FederalDepartments/Agenciesandinternationalpartners.
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
178,674,901 181,603,518 183,928,084
201415 201516 201617
Military 1,207 1,207 1,207
TOTAL 1,568 1,568 1,568
DefenceIntelligenceclients,both
civilianandmilitaryachieve
informationsuperiority
Numberofreportsproduced >5000reports March2015
PlanningHighlights
Maintain the appropriate capabilities to ensure situational awareness of activities, operations and events
relevanttoGovernmentofCanadanationalsecurityandCAFoperationalrequirements.
SubSubProgram1.3.3:OperationalSupportServices
Operational Support Services aim to provide operational support services for the conduct of military operations.
Resultsareachievedthroughthedeploymentandsustainmentofforcestodistantareasinresponsetodomestic,
continental and international operations. Operational support is provided to deployed force elements within a
theatreofoperations.ThisProgramdeliversDefenceservicessuchasSurveillancefromSpaceandtheprovisionof
Cyber defense. Included in the Support Services is the establishment of Lines of Communications for facilitating
coordination of procurement and delivery of a wide variety of materiel, personnel and information services that
directly support the deployment and sustainment of military forces and the maintenance of Defence capabilities
duringmilitaryoperations.OperationalSupportServicesdirectlysupportsDefence.
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
92,314,982 93,948,123 95,705,751
201415 201516 201617
TOTAL 458 458 458
%ofthetimeOperationalReadinesswas
declaredasplannedbydeployed
Commanders
90100% March2015
Defenceoperationalsupport
servicesaredeliveredto
projectandsustainmilitary
forcesglobally
%timedeployedcampfacilities(beddownof
forces),logisticsandadministrativeservices,
healthservices,personnelsupportservices,
communicationsservices,contracts,
multinationalandhostnationsupport
arrangements,etc.areestablishedintheatres
ofoperationasinitiallyplanned
90100% March2015
PlanningHighlights
Establish a Northern Operations hub in Iqaluit to enhance Defences capabilities for the strategiclevel
movement of personnel, materiel, equipment and supplies in the North. Further planning will continue for
internationaloperationalhubs.
FormoreinformationonSupporttoOperations
37
SubSubProgram1.3.4:MilitaryDiplomacyandGlobalEngagement
The Military Diplomacy and Global Engagement Program aims to achieve greater interoperability and enhanced
delivery of Defence capabilities during ongoing, contingency and potential operations in the future in order to
supportthedefenceofCanadaandCanadianInterests.Resultsareachievedthroughtheestablishmentofnewbi
national and multinational relations and the strengthening of existing key defence partnerships. This is
accomplishedthroughassistancetoforeignpartnersintheformofmilitarytraining,participationininternational
fora,theestablishmentofformalarrangements,thesharingofexpertiseandoperationalcooperation.TheMilitary
Diplomacy and Global Engagement Program also delivers support to Federal Departments and Agencies, foreign
governments,internationalorganizationsandalliances.
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
184,086,627 174,404,912 176,505,464
201415 201516 201617
TOTAL 512 512 512
Defencemaintainsitselfasareliable
partnerwithalliesandlikeminded
countriesinenhancinginternational
peaceandsecurity
%ofcountriesgloballythatreport
favourablytowardsCanada'sDefence
Engagementinitiatives
90100% March2015
PlanningHighlights
DevelopdepartmentalpolicyandprovideoversightinlinewiththeGlobalEngagementStrategy(GES)toensure
Defenceactivitiesandoperationsarereflectiveofgovernmentalandstrategicdirection;
StrengthentheGESasaneffectiveDefenceTeamtooltooptimize,prioritizeandprovidestrategiccoherenceto
internationalengagements;
ContinuetoparticipateintheannualconferenceoftheNorthernChiefsofDefenceStaff;
Strengthen military diplomacy, particularly within NATO organizations through continued partnerships with
hostnationsandNATOalliesacrossEurope;and
Following the endorsement of the second CanadaUnited Kingdom Joint Declaration of Intent
38
by the Prime
MinistersofCanadaandoftheUnitedKingdomandGreatBritainandNorthernIrelandtodevelopalivingjoint
strategic defence cooperation support plan through the establishment of a framework for cooperation called
the Partners in Defence Dialogue. This framework will bring greater coherence to existing programs and
initiatives,andwillpermittheconsiderationofnewlevelsofcooperationandinteroperability.
Program2.0:DefenceServicesandContributionstoGovernment
The Defence Services and Contributions to Government Program aims to support the delivery of Canadian
Government safety and security initiatives and encourage recognition and pride in Canada and the Canadian
military. This is accomplished through the provision of unique Defence services in support of other elements of
Government or the Canadian public. To encourage and share pride and awareness of Canadas military heritage,
contributions, and leadership, Defence provides unique services and opportunities for outreach, awareness,
preservationanddevelopment.Defenceuniqueservicesalsoincludeoperationsconductedtoensureorenhance
the security, safety, stability and/or wellbeing of Canadians, or international populations in peril, in accordance
withCanadianvaluesandtheinterestsoftheCanadianGovernment,insituationswheretheremaybeaneedto
defend against armed threats but where this is not the primary focus. The operationsare delivered through the
employment of force elements to achieve a desired effect within specific contexts through execution of tasks
according to understood concepts, doctrine and standards. The force elements delivered by Defence are
organizational entities which are composed of members of the Canadian Armed Forces and in some cases
personnel from the Department of National Defence. Force elements have different sizes and compositions
accordingtothecapabilitiestheymustapplyduringanoperation.Defenceremainsconsistentlyreadytoemploy
forceelementsunderthisProgramhoweversignificantoperationsdonotalwaysoccureveryfiscalyear.
201415
MainEstimates
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
407,959,811 407,959,811 418,761,047 427,025,415
201415 201516 201617
Military 1,243 1,243 1,243
TOTAL 1,542 1,542 1,542
capabilitiesandservicesreducesthe
risktothesafety,securityand
prosperityofCanada,andtothe
stabilityofforeignpopulations
%ofDefenceServiceOperationsand
DefenceServicesthatsuccessfullymet
theirobjectives
90100% March2015
PlanningHighlights
PlannedactivitieswithintheDefenceServicesandContributionstoGovernmentProgramaredetailedundereach
oftheapplicablesubprogramsandsubsubprograms.
SubProgram2.1:DisasterReliefandHumanitarianOperations
DisasterReliefandHumanitarianOperationsaimtoassistpopulationsindistressinordertoestablish,reestablish
orenhancethehumansafetyandwellbeingthroughtheuseofmilitaryoperations.Resultsareachievedthrough
this Program by the employment of force elements with the requisite capabilities to minimize suffering, assist in
recovery operations, facilitate synergies with other responding bodies, and conduct related support functions
during natural disaster events, noncombat evacuation events, humanitarian emergencies, and other perilous
situationsasdirectedbytheGovernmentofCanada.OperationsinthisProgramareboundbyanumberoffederal
andprovinciallaws,regulations,ordersincouncil,federalpolicies,andinternationalagreements.
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
8,310,319 8,351,193 8,379,364
201415 201516 201617
Military 68 68 68
Civilian 1 1 1
TOTAL 68 68 68
capabilitiesmitigatestherisksand
conditionsimposedbydisastersand
humanitarianincidentsthatimpose
sufferingforCanadiansandforeign
populations
%ofDisasterReliefandHumanitarian
Operationsthatsuccessfullymettheir
objectives
90100% March2015
PlanningHighlights
PlannedactivitieswithintheDisasterReliefandHumanitarianOperationsProgramaredetailedundereachofthe
applicablesubsubprograms.
SubSubProgram 2.1.1: Domestic and Continental Assistance and Response
Operations
Domestic and Continental Assistance and Response Operations aim to reduce suffering and to improve the well
being of members of the civil society living in North America. Results are achieved through the delivery of force
elements with the capabilities to conduct domestic disaster relief operations. This Program delivers unique
Defence capabilities through modular and scalable responses to mitigate a wide range of crises, associated with
disasters.OperationsinthisProgramwillonlyoccurifDefenceistaskedbytheGovernmentofCanada.Response
activitiesmayincludeDefenceservicessuchasstrategicairandsealift,aviationsupport,medicalaid,logisticand
engineering support, or provision of security assistance. Domestic and Continental Assistance and Response
OperationsareprovideddirectlytoFederalDepartmentsandAgencies,otherlevelsofgovernmentandcontinental
partners.
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
6,278,742 6,316,307 6,331,016
201415 201516 201617
Military 63 63 63
Civilian 0 0 0
TOTAL 63 63 63
90100% March2015
achieved
90100% March2015
Defencehassupportedorganizations
thatareleadinginterventionstosave
lives,preventoralleviatehuman
sufferingfollowinganaturalorman
madedisasterinCanadaorNorth
America
PlanningHighlights
Providearapidandscalableresponsetoawiderangeofthreatsincludingsecuritycrisesandnaturaldisastersin
NorthAmerica,inpartnershipwithotherGovernmentdepartments;
Forcegenerateaninitialresponsetoamajorairdisaster,followedbyasustainedrescueeffort;and
Developandmaintaincontingencyplanstoenabletheconductofoperationsasrequired.
SubSubProgram2.1.2:InternationalHumanitarianAssistanceandDisasterResponse
Operations
International Humanitarian Assistance and Disaster Response Operations aim to reduce suffering and to improve
the wellbeing of members of the international civil society. Results are achieved through the delivery of force
elementsinternationallywiththecapabilitiestoconductdisasterandhumanitarianresponseoperationsinsupport
ofGovernmentofCanadagoals.ThisProgramdeliversuniqueDefencecapabilitiesthroughmodularandscalable
responsestailoredtoaddressidentifiedgapsincivilianhumanitariancapacity.OperationsinthisProgramwillonly
occurifDefenceistaskedbytheGovernmentofCanada.ResponseactivitiesmayincludeDefenceservicessuchas
strategic air and sealift, aviation support, medical aid, logistic and engineering support, or provision of security
assistance. International Humanitarian Assistance and Disaster Response Operations are provided directly to
FederalDepartmentsandAgenciesandinternationalpartners.
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
1,363,195 1,367,822 1,368,338
201415 201516 201617
Military 4 4 4
Civilian 1 1 1
TOTAL 5 5 5
90100% March2015
achieved
90100% March2015
Defencesupportednationsoutside
CanadaorNorthAmericatosave
lives,alleviatehumansufferingor
mitigatepropertydamagetocritical
infrastructurefollowinganaturalor
humanmadedisaster
PlanningHighlights
Developplanstoconductdisasterandhumanitarianresponseoperationsanywhereintheworld;and
Forcegenerateanimmediateresponseforce,theDisasterAssistanceResponseTeam,toprovideinternational
humanitarianassistanceandsupport,onshortnotice.
SubSubProgram2.1.3:NonCombatantEvacuationOperations
NonCombatantEvacuationOperationsaimtocontributetothesecurityofCanadiancitizensabroad.Resultsare
achieved through the delivery of force elements with the requisite capabilities to conduct operations where the
primaryfocusistheevacuationofCanadianEntitledPersonnelorothernoncombatantsfromhostileorpotentially
hostile environments. Operations in this Program will only occur if Defence is tasked by the Government of
Canada. NonCombatant Evacuation Operations are provided directly to Federal Departments and Agencies and
Canadiancitizens.
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
668,383 667,064 680,011
201415 201516 201617
Military
Civilian
TOTAL
90100% March2015
achieved
90100% March2015
CanadianArmedForcessuccessfully
evacuatedCanadianEntitled
Personnelorothernoncombatants
fromanaffectedregionsuchasa
securitycrisisornaturaldisasterarea
PlanningHighlights
ForcegenerateanimmediateresponseforcetosupportNonCombatantEvacuationsupporttoeitherCanadian
EntitlePersonnelabroadorothernoncombatantsastaskedbytheGovernmentofCanada.
SubProgram2.2:DefenceServicesforCanadianSafetyandSecurity
DefenceServicesforCanadianSafetyandSecurityseekstosupportCanadianSafetyandSecurityinitiativesacross
Canada through the delivery of force elements with the requisite capabilities to conduct military operations.
ResultsareachievedbyrespondingtoawidevarietyofthreatstothesafetyandsecurityofCanadiansaspartofa
larger governmentwide effort or a focused intervention. Examples of responses include providing, support to
major Canadian events, antiterrorism and terrorism event response, Search and Rescue operations, operations
performed in direct support of other Government Departments and Agencies, as well as, related partnership
programs such as the National Search and Recue Program and the Canadian Safety and Security Program.
Significant operations may not occur in allsubordinate Program areas every fiscalyear as Defence onlyperforms
supportoperationswhentaskedbytheGovernmentofCanada.
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
111,282,984 115,638,047 118,809,167
201415 201516 201617
Civilian 74 74 74
TOTAL 665 665 665
capabilitiesenhancesthecapacity,
increasestheabilities,andreduces
riskstothesuccessfulfulfillmentof
themandatesofotherelementsof
government
%ofDefenceServicesforCanadian
SafetyandSecuritythatsuccessfully
mettheirobjectives
90100% March2015
PlanningHighlights
PlannedactivitieswithintheDefenceServicesforCanadianSafetyandSecurityProgramaredetailedundereachof
theapplicablesubsubprograms.
TolearnmoreaboutCAFoperationstodefendCanada
39
SubSubProgram 2.2.1: Counter Terrorism, Terrorism Event Response and
ConsequenceManagementOperations
CounterTerrorism,TerrorismEventResponseandConsequenceManagementOperationsaimtocontributetothe
protectionofCanada,CanadiansandCanadianinterestsfromterroristactivity.Resultsareachievedthroughthe
conduct of counter terrorism operations both domestically and internationally. This Program delivers unique
Defence capabilities to support the Government of Canada and is an integral part of Canadas Counterterrorism
Strategy. This Program ensures that Canada, through Defence, has the capability to prevent, preempt, disrupt,
and, if not successful, prepare for and execute any deployment of Defence capability in response to terrorist
activity at home or abroad. The breadth of Defence activities includes international areas of operation through
various international and global engagements and domestic support to law enforcement. Counter Terrorism,
Terrorism Event Response and Consequence Management Operations services are provided directly to Federal
DepartmentsandAgencies.
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending

Notes:SinceoperationsinthisProgramarerareandunexpected,noexpendituresareforecasted.
201415 201516 201617
Military
Civilian
TOTAL
Canada,Canadianinterestsandthe
safetyandsecurityofCanadiansat
homeandabroadareprotectedfrom
terroristthreatsandactivities
%ofCounterTerrorism,Terrorism
EventResponseandConsequence
Managementoperationsthat
successfullymettheirobjectives
90100% March2015
PlanningHighlights
ForcegenerateauniquecapabilitytosupportGovernmentresponsetoterroristactivitywithinCanada;and
Force generate agile, highreadiness special operations capabilities capable of supporting expeditionary
missionsinsupportofaninternationalcrisisresponse,capacitybuildingorcounterterrorismtask.
SubSubProgram2.2.2:AssistancetoMajorCanadianEventOperations
Assistance to Major Canadian Event Operations aim to contribute to the Defence of Canada and the security of
Canadian citizens through the provision of security and related support for major events. Results are achieved
through the maintenance of situational awareness and provision of naval, air, and land Defence capabilities.
OperationsinthisProgramwillonlyoccurifDefenceistaskedbytheGovernmentofCanada.AssistancetoMajor
CanadianEventOperationsservicesareprovideddirectlytoFederalDepartmentsandAgenciesandotherlevelsof
Government.
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
269,006 269,959 270,065
201415 201516 201617
Military
Civilian
TOTAL
90100% March2015
achieved
90100% March2015
Defencesupportedcivilianauthorities
andotherGovernmentdepartments
toensuresafety,securityanddefence
ofthenationandciviliansduringa
majordomesticevent
PlanningHighlights
Force generate tasktailored Joint Task Forces, drawing from standing domestic capabilities and normal
readinessforces,toprovideuniquecapabilitiesinsupportofmajordomesticevents.
SubSubProgram2.2.3:NationalSearchandRescueProgram
The National Search and Rescue Program aims at continuously improving search and rescue services. Results are
achievedbypromotingcollaborationandcooperationamongfederal,provincialandterritorialorganizations,and
otherstakeholdersthatprovidesearchandrescueservices,inordertoachieveseamlesssearchandrescue(SAR)
services across Canada. This Program encompasses the services provided by the National Search and Rescue
Secretariat.TheroleofthesecretariatistointegratetheeffortsofSARpartners.TheNationalSearchandRescue
ProgramservicesareprovideddirectlytoFederalDepartmentsandAgencies,levelofGovernments,otherpartners
fromindustry,academia,thevolunteercommunityandnotforprofitorganizations.
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
9,992,710 9,953,496 9,957,050
201415 201516 201617
Military 1 1 1
Civilian 19 19 19
TOTAL 20 20 20
SARpartnersdeliverseamlesssearch
andrescueservicesinCanada
%ofNationalSearchandRescue
Programpartnersparticipatingin
NationalSearchandRescueprograms
80100% March2015
PlanningHighlights
InsupportofthisProgram,theNationalSearchandRescueSecretariat:
Iscommittedtoensuringtheorganizationcontinuestoworkwithitspartners,throughregularmeetingsofthe
Interdepartmental Committee on Search and Rescue, the Ground Council of Canada, and Senior Officials
Responsible for Emergency Management to ensure the Canadian Search and Rescue services continue to
improve;
Has prioritized its activities to focus on a National Prevention Strategy which will ensure standardized
prevention messaging across Canada, the commitment to delivery of its core outreach initiative (SARScene),
and to the completion of the Search and Rescue Knowledge Management System. These activities will
emphasizetheneedforcooperationandcollaborationamongallSARpartners,atalllevelsofGovernment,so
astoachieveimprovementstotheNationalSARProgram;and
WillfocusitsactivitiesonaddressingtherecommendationsfromtheinauguralQuadrennialSearchandRescue
Review
40
inordertostrengthenCanadasNationalSearchandRescueProgram.
Formoreinformation,pleaseseetheNationalSearchandRescueSecretariatwebsite
41
.
SubSubProgram2.2.4:SearchandRescueOperations
SearchandRescueOperationsseektoprovideassistanceandsafetytopersonsindistress.Resultsareachievedby
delivering force elements with the requisite capabilities to provide aeronautical and maritime search and rescue
(SAR) response operations within the Canadian Federal Area of Responsibility. This Program delivers the
aeronauticalandmaritimeSARsystemwhichpresentlyincludestheseveralJointRescueCoordinationCentresand
other SAR facilities in conjunction with the Canadian Coast Guard. Search and Rescue Operations services are
provideddirectlytoFederalDepartmentsandAgencies,otherlevelsofGovernmentandtheGeneralPublic.
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
74,069,376 75,686,783 76,800,259
201415 201516 201617
Civilian 14 14 14
TOTAL 579 579 579
%ofcoordinatedmaritime,
aeronauticalandjointresponsetoSAR
incidentsthataredeemedeffective
90100% March2015
%ofmandatedSARoperationsthatare
successfullyexecuted
90100% March2015
SuccessfuldeliveryofSearchand
Rescue(SAR)capabilitieswithin
Canadianfederalarearesponsibility
wasachieved
%ofcriticaltaskscompleted 90100% March2015
PlanningHighlights
Continue to focus on the Canadian Armed Forces (CAF) contribution to integrated, coordinated aeronautical
andmaritimesearchandrescueresponseacrossCanada.TheCAFwillforcegenerateandmaintainSearchand
RescueresponsecapabilitiesthatareabletoreachthoseindistressanywhereinCanadaona24/7basis.
FormoreinformationonDefenceSearchandRescueoperations
42
SubSubProgram 2.2.5: Defence Services to other Government Departments and
Agencies
Defence Services to other Government Departments and Agencies aims to support the missions of other
Government Departments and Agencies with a law enforcement mandate. Results are achieved through the
maintenanceofsituationalawarenessandprovisionofnaval,air,andlandDefencecapabilitiesinsupportofother
DepartmentsandAgenciesaswellasprovincialgovernmentsandotherlevelsofgovernment.Supportoperations
include activities such as counteracting illegal immigration, weapon and explosive trafficking, counter drug
operations, the control of drift netting and other forms of illegal, unregulated, and unreported fishing. This
Program also includes Aid of the Civil Power Operations which responds to any situation where there is a
disturbanceofthepeacethatisbeyondthecapacityofthecivilauthoritiestomitigate.DefenceServicestoother
Government Departments and Agencies are provided directly to Federal Departments and Agencies, provincial
governmentsandotherlevelsofgovernment.
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
2,548,320 2,555,543 2,556,348
201415 201516 201617
Military 23 23 23
Civilian 0 0 0
TOTAL 23 23 23
90100% March2015
achieved
90100% March2015
Defencesupportedcivilianauthorities
andotherGovernmentdepartments
toensuresafety,securityanddefence
ofthenationandciviliansduring
interventionofillegalactivities
PlanningHighlights
Force generate capabilities to assist civil authorities in responding to a wide range of threats related to illegal
trafficking,illegalfishingandimmigration;
ForcegeneratecapabilitiestoprovideAidtotheCivilPowerandAuthority;and
Providesupportandassistancetolawenforcementagencies.
PleaseseetheDefencewebsiteformoreinformationonRecurringOperations
43
.
SubSubProgram2.2.6:CanadianSafetyandSecurityProgram
The Canadian Safety and Security Program aims to enhance Canadian public safety and security. Results are
achieved through the delivery of scientific research, technology, analysis and systems in the context of a
partnership program instituted by the Federal Government. This Program provides for the identification of
capability gaps and the development of potential solutions in order to enhance the collective capabilities of the
Canadian Government and its partners to be resilient against global and domestic public safety and security
threats. Gaps are identified through risk and vulnerability assessments in consultation with communities of
practice, central agencies and entities that develop policy, deliver safety and security operations, and synthesize
intelligence.TheCanadianSafetyandSecurityProgramservicesareprovideddirectlytoFederalDepartmentsand
Agencies.
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
24,403,573 27,172,266 29,225,444
201415 201516 201617
Military 1 1 1
Civilian 42 42 42
TOTAL 43 43 43
Emergencymanagement,counter
terrorismandlawenforcementsafety
andsecurityprocedures,policies,
strategiesandactionplansare
evidencebasedandriskinformed
%scoreontheExploitationofAdvice
andKnowledgeEvaluationIndex
80100% March2015
Riskandcapabilitybasedtechnology
investmentsthataretestedand
operationalizedsupportCanadian
publicsafetyandnationalsecurity
practitioners
%scoreontheExploitationand
TransitionofTechnologyEvaluation
Index
80100% March2015
CanadianPublicSafetyandSecurity
Practitionersandtheirinstitutionsare
equippedtoengageincritical
physicalandcyberinfrastructure
andborderrelateddecisionmaking
processes
80100% March2015
PlanningHighlights
AllplannedactivitiesforthisProgramarecapturedwithintheProgramsdescription.
SubProgram2.3:MilitaryHeritageandOutreach
The Military Heritage and Outreach Program aims to instil in the Canadian public a sense of pride by sharing
Canadas military history and traditions, showcasing Canadian military expertise and values, and developing
leadership and good citizenship in Canadas youth. Results are accomplished through the delivery of military
awareness events, historical preservation and communication services, and youth training opportunities. This
ProgramalsocontributestoacohesiveculturewithintheCanadianArmedForcesandtheDepartmentofNational
Defence and helps to build and promote the Canadian identity. The Military Heritage and Outreach Program is
directedtotheCanadianArmedForces,theCanadianpublicandtheinternationalcommunity.
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
288,366,508 294,771,807 299,836,885
201415 201516 201617
TOTAL 809 809 809
Canadiansareawareandcanbe
proudoftheirmilitaryheritageand
achievements
%offavourableperceptioninCanadian
ArmedForcespublicimpression
questionsindex
85100% March2015
PlanningHighlights
Planned activities within the Military Heritage and Outreach Program are detailed under each of the applicable
subsubprograms.
SubSubProgram2.3.1:MilitaryHistory,HeritageandAwareness
TheMilitaryHistory,HeritageandAwarenessProgramaimstoincreaseawarenessoftheCanadianmilitaryhistory,
heritage,roles,andcontributionstoCanadaandCanadianidentity.Inaddition,thisProgramservestoencourage
interest in the Canadian military profession. Results are achieved through public information by preserving,
interpreting, communicating, and showcasing Canadas military history, traditions, roles, contributions,
professionalism, expertise, and values in awide variety of venues. The Military History, Heritage and Awareness
ProgramservicesareprovideddirectlytotheCanadianpublicandmilitarypersonnel.
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
55,484,296 55,647,680 55,758,384
201415 201516 201617
Civilian 72 72 72
TOTAL 491 491 491
Canadiansandtheglobalcommunity
areprovidedwiththeopportunityto
continueappreciatingthe
achievementsoftheCanadian
military
Averageaudiencesizeofdirect
outreachevent
500000
audience
members
(rolling3year
average)
March2015
TheCanadianArmedForces(CAF)and
Canadaarewellrespectedbythe
globalcommunityasacapableand
competentmilitary
Thenumberofinternationaland
nationalinvitationsreceivedbytheCAF
forparticipationinMilitarySkills
Competition
9invitations March2015
PlanningHighlights
SupportGovernmenteffortsforcommemorationofimportantanniversaries
Develop and implement the Deputy Minister and Chief of the Defence Staff Commemorative events Directive
which commemorates the 100th anniversaries of the 1st Canadian Division Headquarters and several Regular
Force and Reserve Army units which were stood in response to the First World War. Through this Directive,
DefencewillrecognizeandhonourDefencepersonnelwhoparticipatedintheseeventsandwillhelptoprovide
greater knowledge and awareness of the role of Defence in the continued growth of Canada and Canadian
identity;and
OPDISTINCTIONistheNationalMilitaryCommemorationProgram.TheGovernmentofCanada,aspartofthe
leaduptoCanadas150thanniversarycelebrations,hasreinforcedtheCanadiancommitmenttorememberand
honourthosewhoservedinbothWorldWars,aswellasthosewhohavecontributedtoCanadaslongstanding
tradition of military excellence through to the present day. In FY 201415 Defence will support the following
commemorativeevents:
Warof1812CommemorationBattleofLundysLane(July2014);
CommemorationofthestartoftheFirstWorldWar(OttawaAugust2014);
CommemorationofDDayNormandy;
CommemorationofDDayNationalCapitalRegion;
Establishment of National Sentry program to complement current sentry program at the Tomb of the
UnknownSoldier;and
Recognition of the CAF men and women, as well as Government of Canada partners who served and
sacrificedthroughoutthemissiontoAfghanistanwithcommemorativeactivitiessuchastheAfghanistan
MemorialVigilacrossCanada.
SubSubProgram2.3.2:YouthProgram
The Youth Program aims to enhance understanding of the Canadian Armed Forces and create an interest in the
sea, land and air activities (both military and civilian) while preparing youth for their transition into adulthood
through the development of attributes of leadership and communityminded citizenship, encouraging physical
fitness,andpromotingthetraditionalculturesandlifestylesreflectiveoftheremoteandisolatedcommunitiesof
Canadawheresomeoftheyouthreside.TheYouthProgramisprovideddirectlytoCanadianyouthandrepresents
thelargestfederallysponsoredyouthprograminCanada.TheYouthProgramalsohasadirectimpactonCanadian
society as a whole, providing value in having wellrounded and experienced young citizens who are ready to
assume their places as tomorrow's leaders and decisionmakers. Cadet Instructors Cadre Officers, Military
personnelandtheCanadianRangersarethemainsourcesofinstructorsinvolvedinprovidingtrainingtotheYouth
Program.
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
232,882,212 239,124,127 244,078,501
201415 201516 201617
TOTAL 318 318 318
PopulationsofCanadianyouthhave
thepersonalattributestobecome
responsiblemembersoftheir
communitiesastheytransitioninto
adulthood
Averagedurationofmembershipinthe
program
3years March2015
PlanningHighlights
InsupportofthisProgram,DefencewilladdresstheorganizationalpriorityEnsuringDefenceAffordabilitythrough
thefollowingplanandrespectiveinitiative:
As part of the Defence Renewal plan, execute the plan for renewal of Cadets
44
and Junior CanadianRangers
45
programstodeliverrelevant,effectiveandefficientcadetandrangerprograms.
STRATEGIC OUTCOME 2: DEFENCE REMAINS CONTINUALLY PREPARED TO DELIVER
NATIONAL DEFENCE and DEFENCE SERVICES IN ALIGNMENT WITH CANADIAN
INTERESTSandVALUES
TherearethreeProgramsassociatedwiththisStrategicOutcome:
Program3.0:DefenceReadyForceElementProduction
Program4.0:DefenceCapabilityElementProduction
Program5.0:DefenceCapabilityDevelopmentandResearch
Program3.0:DefenceReadyForceElementProduction
The Defence Ready Force Element Production Program produces and renews force elements on a continual basis
for use in Defence Combat and Support Operations, as well as for the delivery of Defence Services and
Contributions to Government, in order to increase the likelihood of success and decrease risk of failure in the
defenceofCanadaandpromotionofCanadianinterests.Resultsaredeliveredbyassemblingforceelementsfrom
the fundamental elements of Defence capability (i.e., military personnel, materiel and information systems,
information, and, in some cases, real property), and integrating them through various training and certification
programs so that they have the requisite amount of readiness in order to fulfill predefined roles within the
operationsforwhichtheyaredestined.Thetermreadinessreferstothevolume,endurance,responsivenessand
capabilityattributesofforceelementsthatarenotemployed.Theseattributesareusedtodeterminethedegree
of risk that would be associated with assigning them to fulfill perspective role(s) within ongoing or contingency
operations.TheforceelementsproducedbytheDefenceReadyForceElementsProductionProgramareorganized
intoportfoliosaccordingtotheland,aerospace,andmaritimeenvironmentsinwhichtheyoperate.Therearealso
portfoliosforforceelementsthatoperatejointlyacrossthesedomainsandforceelementsthatprovidecommon
support functions. Across these portfolios, force elements are produced to meet readiness targets. These
readiness targets ensure that production can be sustained over short and mediumterm time horizons and that
thenumberofforceelementsavailableforemploymentinongoingandcontingencyoperationsisinaccordance
withacceptablelevelsofoperationalrisk.
201415
MainEstimates
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
3,039,436,884 3,039,436,885 3,078,738,897 3,106,529,791
201415 201516 201617
Military 26,917 26,917 26,917
Civilian 1,547 1,547 1,547
TOTAL 28,464 28,464 28,464
%oftimetherolesrequiredbyForce
PostureandReadinessarefilled
appropriately
90100% March2015
Thereexistsasufficientandbalanced
portfolioofoperationallyreadyforce
elementsthatcanparticipatein
DefenceOperationsanddeliver
Defenceservices
%ofallforceelementsthatare
employedorfillingreadinessroles
5064% March2015
PlanningHighlights
InsupportofthisProgram,DefencewilladdresstheorganizationalpriorityMaintainingRequiredCAFPostureand
DefenceReadinessthroughthefollowingplanandrespectiveinitiative:
ImplementCDSdirectionforCAFforcepostureandDefencereadinesshorizon1
ImplementthetasksidentifiedintheannualChiefofDefenceStaffDirectiveforCanadianArmedForcesForce
Posture and Readiness 2013 in order to ensure resources are aligned and available to support determined
readinesslevels.
SubProgram3.1:ForceElementsReadinessSustainment
The Force Elements Readiness Sustainment Program aims to sustain the readiness state of force elements that
have been assigned to roles that require them to be ready for operations. The force elements produced by the
CanadianArmedForcesareorganizedintoportfoliosaccordingtotheland,aerospace,andmaritimeenvironments
inwhichtheyoperate.Therearealsoportfoliosforforceelementsthatoperatejointlyacrossthesedomainsand
forceelementsthatprovidecommonsupportfunctions.Ineachportfoliotherearesubsetsofforceelementsthat
areinoneofthreestates:assignedtorolesthatrequiredthemtobereadytorespondtocontingencyoperations;
delivering Defence operations and services; or in a reduced state of readiness. This Program focuses on force
elements in the first of these states. In some cases theexistence of ready force elements can actas a deterrent
againstthreats.Resultsareachievedthroughtheprovisionofperiodictraining,exercises,validationactivities,and
related production services which ensure that force elements capabilities that have been assigned to roles in
contingency operations do not degrade and that these force elements remain responsive to fulfill assigned roles
when called upon. When contingency operations occur, and the force elements that reside within this Program
areactivated,theirmilitarycapabilitiesaredeliveredviatheDefenceCombatandSupportOperationsProgramor
theDefenceServicesandContributionstoGovernmentProgram.ForceelementsparticipatinginthisProgrammay
be returned to Force Elements Integration Training Program for short periods. They may also be moved to the
Force Elements Production Program once they have exceeded the amount of time for which they have been
assignedtoacontingencyrole.
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
737,917,354 743,266,243 745,785,381
201415 201516 201617
Military 9,080 9,080 9,080
Civilian 87 87 87
TOTAL 9,167 9,167 9,167
ForceElementsassignedreadiness
rolesremaincontinuouslyreadyto
applyDefencecapabilitiesduring
operationsagainstthreatsorto
deliverDefenceservices
%oftimetheDefenceforceelements
remainreadyinaccordancewithForce
PostureandReadinessrequirements
90100% March2015
PlanningHighlights
Planned activities within the Force Elements Readiness Sustainment Program are detailed under each of the
SubSubProgram3.1.1:MaritimeRolesReadinessSustainment
TheMaritimeRolesReadinessSustainmentProgramaimstosustainthereadinessstateofships,submarines,and
otherforceelementsthatoperateinthemaritimeenvironmentandhavebeenassignedtorolesrequiringthemto
be ready for operations. The level of readiness attained by any force element in the maritime environment
portfoliowilldeclineovertime.ThosemaritimeunitsassignedrolessuchasReadyDutyShiporCompositeTask
Group requiring a specific readiness state must take the appropriate action to maintain the necessary level of
readiness. Results are provided through the conduct of periodic training, exercises, validation activities, and
relatedproductionandmaintenanceactivitieswhichensurethatthecapabilitiesattainedbytheseforceelements
do not degrade and that they remain responsive to fulfill assigned roles when called upon. The products and
servicesprovidedbythisProgramsustainDefencebydirectlyenablingthedeliveryofmaritimecapabilitiestothe
Defence Combat and Support Operations Program or the Defence Services and Contributions to Government
Program.
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
250,796,854 253,109,560 254,331,940
201415 201516 201617
Military 2,883 2,883 2,883
Civilian 1 1 1
TOTAL 2,885 2,885 2,885
Forceelementsassignedmaritime
%oftimeForcePostureandReadiness
rolesarefilledbyreadymaritimeforce
elements
95100% March2015
PlanningHighlights
DefenceReadinessthroughthefollowingplanandrespectiveinitiatives:
The Royal Canadian Navy
46
(RCN) will continue to generate and sustain highly effective maritime force
elements in accordance with the 10Year Fleet Plan that are capable of synchronizing effects across the full
spectrum of operations at various locations to respond to domestic and international contingencies in
accordancewithforcepostureandreadinessassignedtasks:
Generatewithnotice,afirstrate,modern,combatcapable,multipurpose,maritimetaskgroup,calledthe
ContingencyTaskGroup,availablefordomesticandinternationaldeployment;
Generatewithnotice,asecond,firstrate,modern,multipurpose,maritimetaskgroup,calledtheNational
TaskGroup,availablefordomesticandinternationaldeployment;and
Generate firstrate, modern, combatcapable, single maritime units ready to conduct selected
international operations for both North Atlantic Treaty Organization operations and United Statesled
coalitionforces.
SubSubProgram3.1.2:LandRolesReadinessSustainment
TheLandRolesReadinessSustainmentProgramaimstosustaintheachievedreadinessleveloflandenvironment
forceelementsthathavebeenassignedtorolesrequiringthemtobereadyforoperations.Thelevelofreadiness
attainedbyanyforceelementsinthelandenvironmentportfoliowilldeclineovertime.Thoselandunitsassigned
roles such as Joint Task Force Western Domestic Support or Noncombatant Evacuation Operations Land
Componentrequiringaspecificreadinessstatemusttaketheappropriateactiontomaintainthenecessarylevel
ofreadiness.Resultsareachievedthroughtheprovisionofcontinuationtrainingandmaintenanceofvehiclesand
materieltoposturetheseforcesonspecificnoticetomovetimingwhichensuresthatthecapabilitiesattainedby
these force elements do not degrade and that they remain responsive when called upon. When these force
elements are activated, additional training may be required prior to being employed. The products and services
provided by this Program sustain Defence by directly enabling the delivery of land capabilities to the Defence
CombatandSupportOperationsProgramortheDefenceServicesandContributionstoGovernmentProgram.
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
429,902,860 432,594,066 433,747,930
201415 201516 201617
Military 5,556 5,556 5,556
Civilian 72 72 72
TOTAL 5,628 5,628 5,628
Forceelementsassignedlandroles
remaincontinuouslyreadytoapply
Defencecapabilitiesduring
rolesarefilledbyreadylandforce
elements
95100% March2015
PlanningHighlights
TheCanadianArmy
47
(CA)willgenerateandsustainresponsive,adaptableandscalablelandelementsthatare
capable of synchronizing effects across the full spectrum of conflict. It will support the following unique
readinesstasks:
Immediate Response Units stationed across the country and prepared to meet any CFDS mandated
domesticresponse;
A scalable task force ready to lead and/or conduct a major international operation for an extended
period;
Abattaliongroupreadytorespondtocriseselsewhereintheworldforshorterperiods;and
Provideenablerstojointandnationalelements,oncetacticalrequirementsaredefined.
SubSubProgram3.1.3:AerospaceRolesReadinessSustainment
The Aerospace Roles Readiness Sustainment Program aims to sustain the readiness state of fighters, helicopters
and other force elements that operate in the aerospace environment and have been assigned to roles requiring
them to be ready for operations. The level of readiness attained by any force elements in the aerospace
environmentportfolio will decline over time. Those aerospace unitsassigned roles such as Air space control or
Strategic Airlift requiring a specific readiness state must take the appropriate action to maintain the necessary
level of readiness. Results are provided by this Program through the conduct of periodic training, exercises,
validationactivities,andrelatedproductionandmaintenanceactivitieswhichensurethatthecapabilitiesattained
bytheseforceelementsdonotdegradeandthattheyremainresponsivetofulfillassignedroleswhencalledupon.
TheproductsandservicesprovidedbythisProgramsustainDefencebydirectlyenablingthedeliveryofaerospace
capabilitiestotheDefenceCombatandSupportOperationsProgramortheDefenceServicesandContributionsto
GovernmentProgram.
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
42,704,569 42,874,002 42,905,181
201415 201516 201617
Civilian 0 0 0
TOTAL 553 553 553
Forceelementsassignedaerospace
%oftimeaerospaceforceelements
remainready
95100% March2015
PlanningHighlights
The Royal Canadian Air Force (RCAF) will prepare sufficient forces that are ready to conduct domestic and
international operations, up to and including combat. It will support the following force generation tasks in
supportofforcepostureandreadiness:
ImplementtheAirExpeditionaryTaskForceatCanadianForcesBaseBagotville,Quebec;
Modernizetheairintelligencefunction;
TransitiontotheCH148MaritimeHelicopterProject
48
anddevelopassociatedforcegenerationplansin
conjunctionwiththeRoyalCanadianNavy;
Enter the MediumtoHeavy Lift Helicopter
49
into service and develop associated force generation plans
withtheCanadianArmy;
WorktofinalizetheforceemploymentcontingencyplanandforcegenerationplanfortheCombinedJoint
InteragencyTaskForce;and
Facilitateeffortstodevelopaforceemploymentcontingencyplanandasupportingforcegenerationplan
fortheJointTaskForceSupportComponent.
SubSubProgram3.1.4:SpecialOperationsRolesReadinessSustainment
TheSpecialOperationsRolesReadinessSustainmentProgramaimstosustaintheassignedreadinessstateofforce
elements that conduct special operations and have been assigned to roles that require them to be ready for
operations on specific notice to move. Those special operations forces assigned roles such as Immediate
Response Task Force or Task Force Arrowhead requiring a specific readiness state must take the appropriate
action to maintain the necessary level of readiness. Results are achieved by this Program through a cyclical
process that includes the provision of periodic training, exercises, provisioning, equipment maintenance and
inspections which ensure that the capabilities attained by these force elements do not degrade and that they
remainresponsivetofulfillassignedroleswhencalledupon.TheproductsandservicesprovidedbythisProgram
sustainDefencebydirectlyenablingtheDefenceCombatandSupportOperationsProgramortheDefenceServices
andContributionstoGovernmentProgram.
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending

Note:Forsecurityreasons,allexpendituresunderthisProgramareincorporatedwithinSubSubProgram3.3.4SpecialOperationsForce
ElementProduction.
201415 201516 201617
Military
Civilian
TOTAL
Note:Forsecurityreasons,allhumanresourcesunderthisProgramareincorporatedwithinSubSubProgram3.3.4SpecialOperationsForce
ElementProduction.
Forceelementsassignedspecial
operationsforcerolesremain
continuouslyreadytoapplyDefence
capabilitiesduringoperationsagainst
threatsortodeliverDefenceservices
rolesarefilledbyreadyspecial
operationsforceelements
95100% March2015
PlanningHighlights
Special Operations and its effects are achieved across the Defence Program Alignment Architecture. Details
regardinghowSpecialOperationsachievesandperformsitsassignedtasksareclassified.
Readiness and force generation results are achieved through SubSubProgram 3.1.4 Special Operations Roles
Readiness Sustainment and 3.3.4 Special Operations Force Element Production. Generally this is accomplished
through a cyclical process that includes the provision of periodic training, exercises, provisioning, equipment
maintenanceandinspectionswhichensurethatthecapabilitiesattainedbytheseforceelementsdonotdegrade
and that they remain responsive to fulfill assigned roles when called upon. Subsubprograms 3.1.4 Special
OperationsRolesReadinessSustainmentand3.3.4SpecialOperationsForceElementProductionaretheareas
wherebySpecialOperationssustainmentactivitiesarecaptured.
Foradditionalinformation,pleaseseetheDefenceSpecialOperationsForces
50
webpage.
SubSubProgram3.1.5:JointandCommonOperationsRolesReadinessSustainment
The Joint and Common Roles Readiness Sustainment Program aims to sustain the readiness state of joint and
commonforceelementsthathavebeenassignedtorolesrequiringthemtobereadyforoperations.Thosejoint
andcommonforceselementsassignedrolessuchasAirFieldMedicalStationorOperationalRecceandLiaison
Team requiring a specific readiness state must take the appropriate action to maintain the necessary level of
readiness. Results are provided through the conduct of periodic training, exercises, and maintenance activities
which ensure that the capabilities attained by these force elements do not degrade and that they remain
responsivetofulfillassignedroleswhencalledupon.TheproductsandservicesprovidedbythisProgramsustain
Defence by directly enabling the Defence Combat and Support Operations Program or the Defence Services and
ContributionstoGovernmentProgram.
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
14,513,071 14,688,615 14,800,329
201415 201516 201617
Civilian 14 14 14
TOTAL 151 151 151
Forceelementsassignedjointand
commonrolesremaincontinuously
readytoapplyDefencecapabilities
duringoperationsagainstthreatsor
todeliverDefenceservices
rolesarefilledbyreadyjointand
commonforceelements
95100% March2015
PlanningHighlights
Establishandmaintaindeployablejointcommandandcontrolaswellasoperationalsupportforceelementsat
areadinessstatecommensuratewithforcepostureandreadinessroles.
SubProgram3.2:ForceElementsIntegrationTraining
TheForceElementsIntegrationTrainingProgramproducesforceelementswithenhancedlevelsofinteroperability
with other force elements so that they can operate together, to achieve the collective objectives of a larger
formation. The force elements received by this Program are organized into portfolios according to the land,
aerospace and maritime environments in which they operate. There are also portfolios for force elements that
operate jointly across these domains and force elements that provide common support functions. Results are
achieved through the execution of training events in which force elements within the same portfolio exercise
togetherfortheexplicitpurposeofenhancinginteroperability.Resultsarealsoachievedthroughtrainingevents
where the explicit focus is interoperability between force elements in different portfolios. These are considered
joint training events. International (combined) training events focus on the interoperability of force elements
produced in Canada with those of allied nations. After partaking in this Program, force elements typically attain
neworimprovedabilitiestodeliverabroaderrangeofmilitaryeffectsduringadefenceoperationandtherefore
this Program enables them to enhance their state of readiness. If the level of readiness attained through this
Programissufficient,thenindividualforceelementsmaybeassignedtofulfillacontingencyroleortheymaybe
employedtodeliverDefenceoperationsorDefenceservicesalreadyinprogress.Theymayalsobedeliveredback
totheDefenceReadyForceElementProductionProgram.
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
406,835,719 416,201,645 422,653,120
201415 201516 201617
Military 3,990 3,990 3,990
TOTAL 4,120 4,120 4,120
Forceelementshavetheabilityto
workincoordinationwithone
anothertoachievegreatersynergy
andrealizetheenhancedcapabilities
ofalargercollectiveformationduring
%offorceelementsthathave
completedintegrationtrainingtomeet
forcepostureandreadiness
requirements
85100% March2015
PlanningHighlights
ConductkeyjointtrainingactivitiesincludingCommandandControlofExpeditionaryForces(RimofthePacific
Exercise (RIMPAC) and Exercise JOINTEX), Command and Control of Domestic Forces within a Continental
Framework(ExerciseDETERMINEDDRAGON),andsovereigntyintheNorth(OPNANOOK).
Formoreinformation,seetheCanadianArmedForcesNationalExercises
51
webpage.
SubSubProgram3.2.1:MaritimeEnvironmentIntegrationTraining
The Maritime Environment Integration Training Program aims to increase the level of interoperability between
forceelementsinthemaritimeportfoliosothattheycanoperatetogethertoachievethecollectiveobjectivesofa
largerformationatreducedriskandwithbetterchancesforsuccess.Resultsareachievedthroughtheexecution
of training events like TGEX. Naval task groups are common outputs of this Program; however, not every
trainingeventwillproducealargerforceelementlikeataskgroup.ThisProgramfacilitatesincreasesinreadiness
todealwiththecomplexitiesofmodernwarfare.AfterpartakinginthisProgram,forceelementsinthemaritime
portfolioattainneworimprovedabilitiestodeliverabroaderrangeofmilitaryeffectsduringdefenceoperations.
This Program sustains Defence by enabling the Maritime Roles Readiness Sustainment Program but also by
enabling the employment of maritime force elements within ongoing Defence operations or to deliver Defence
services.
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
19,178,047 20,325,433 21,184,495
201415 201516 201617
Military 58 58 58
Civilian 2 2 2
TOTAL 60 60 60
Asubsetofmaritimeforceelements
havetheabilitytoworkin
coordinationwithoneanotherto
achievegreatersynergyandrealize
theenhancedcapabilitiesofalarger
collectiveformation
%ofmaritimeforceelementsthathave
requirements
85100% March2015
PlanningHighlights
InsupportofthisProgram,theRoyalCanadianNavywill:
Conducttwotaskgroupexercisesaimedatmaintainingintegrationtraining.
SubSubProgram3.2.2:LandEnvironmentIntegrationTraining
The Land Environment Integration Training Program aims to increase the level of integration between land force
elements appointed in the Army Managed Readiness Plan to achieve their assigned readiness level. Results are
achievedthroughtheexecutionoftrainingeventssuchasExerciseMAPLERESOLVEandvalidationactivities.This
Programfacilitatesincreasesinreadinesstodealwiththecomplexitiesofmodernwarfare.Afterpartakinginthis
Program, force elements inthe land portfolio are capable of deliveringa broader range of militaryeffectsduring
operations.ThisProgramsustainsDefencebyenablingtheLandRolesReadinessSustainmentProgrambutalsoby
enabling the employment of land force elements within ongoing Defence operations or to deliver Defence
services.
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
312,577,659 316,100,846 318,164,926
201415 201516 201617
Military 3,699 3,699 3,699
TOTAL 3,818 3,818 3,818
Asubsetoflandforceelementshave
theabilitytoworkincoordination
withoneanothertoachievegreater
synergyandrealizetheenhanced
capabilitiesofalargercollective
formation
%oflandforceelementsthathave
requirements
85100% March2015
PlanningHighlights
InsupportofthisProgram,theCanadianArmywill:
In addition to the key training activities, such as Exercise MAPLE RESOLVE, continue to support training
opportunities, including those in specific environments. These exercises will promote agility, improve joint
integration, encourage retention, and institutionalize campaignwinning enabling capabilities which have
proven effective in past operations. The Canadian Army will do this while exercising discipline and operating
withinassignedresourceenvelopes,inlinewithDefencepriorities.
SubSubProgram3.2.3:AerospaceEnvironmentIntegrationTraining
The Aerospace Environment Integration Training Program aims to increase the level of interoperability between
force elements in the aerospace portfolio so they can operate together to achieve the collective objectives of a
largerformationwithreducedrisksandbetterchancesforsuccess.Resultsareachievedthroughtheexecutionof
namedtrainingeventssuchasExerciseMAPLEFLAG.AirExpeditionaryTaskForcesarecommonoutputsofthis
program however not every named training event will produce a larger force element like a task force. This
Programfacilitatesincreasesinreadinesstodealwiththecomplexitiesofmodernwarfare.Afterpartakinginthis
Program,forceelementsintheaerospaceportfolioattainneworimprovedabilitiestodeliverabroaderrangeof
military effects during defence operations. This Program sustains Defence by enabling the Aerospace Roles
ReadinessSustainmentProgrambutalsobyenablingtheemploymentofaerospaceforceelementswithinongoing
DefenceoperationsortodeliverDefenceservices.
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
34,106,066 36,261,664 37,878,931
201415 201516 201617
Civilian 4 4 4
TOTAL 120 120 120
Asubsetofaerospaceforceelements
havetheabilitytoworkin
collectiveformation
%oftheaerospaceforceelementsthat
havecompletedtherequired
integrationtraining
85100% March2015
PlanningHighlights
InsupportofthisProgram,theRoyalCanadianAirForcewill:
In addition to key training activities, such as Exercise MAPLE FLAG, endeavour to support specific training
opportunities. The Royal Canadian Air Force will do so while exercising tight discipline and operating within
assignedresourceenvelopes,inlinewithDefencepriorities.
SubSubProgram3.2.4:SpecialOperationsIntegrationTraining
The Special Operations Integration Training Program aims to increase the level of integration between special
operationsforceelementstoachievetheirassignedrolesandreadinesslevels.Resultsareachievedthroughthe
execution of collective training events like DEVILS ARROW and activities focussed on interoperability and
capacity building. These activities for Special Operations force elements establish relationships that further
synchronize efforts across the military spectrum and multiple agencies, reducing risks and increasing chances of
success.ThisProgramsustainsDefencebyenablingtheSpecialOperationsRolesReadinessSustainmentProgram
butalsobyenablingtheemploymentofspecialoperationsforceelementswithinongoingDefence operationsor
todeliverDefenceservices.
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending

ElementProduction.
201415 201516 201617
Military
Civilian
TOTAL
ElementProduction.
Asubsetofspecialoperationsforce
elementshavetheabilitytoworkin
collectiveformation
%ofspecialoperationsforceelements
thathavecompletedintegration
trainingtomeetforcepostureand
readinessrequirements
85100% March2015
PlanningHighlights
Special Operations and its effects are achieved across Defences Program Alignment Architecture. The details
regardinghowSpecialOperationsachievesandperformsitsassignedtasksareclassified.
52
webpage.
SubSubProgram3.2.5:JointIntegrationTraining
The Joint Integration Training Program aims to increase the level of integration between joint force elements
across different environment portfolios so that collective objectives of a larger joint formation can be achieved.
ResultsareachievedthroughtheexecutionoftrainingeventslikeJOINTEXthatincreasejointreadinesstodeal
withthecomplexitiesofmodernwarfare.AfterpartakinginthisProgram,forceelementsattainabilitiestodeliver
a broader range of militaryeffects. This Program sustains Defenceby enabling the Joint and CommonReadiness
Sustainment Program but also by enabling the employment of joint force elements within ongoing Defence
operationsortodeliverDefenceservices.
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
24,916,607 26,316,542 27,365,063
201415 201516 201617
Military 83 83 83
Civilian 0 0 0
TOTAL 83 83 83
Asubsetofjointforceelementshave
theabilitytoworkincoordination
withoneanothertoachievegreater
synergyandrealizetheenhanced
capabilitiesofalargercollective
formation
%ofjointforceelementsthathave
requirements
85100% March2015
PlanningHighlights
SubSubProgram3.2.6:InternationalandDomesticInteroperabilityTraining
The International and Domestic Interoperability Training Program aims to increase the level of interoperability
betweenforceelementsfrommultiplenationsordomesticorganizationssothatthecollectiveobjectivesofthese
cooperative ventures can be achieved. Results are achieved through the execution of international or domestic
training events. Recent examples include exercises RIMPAC, JOINT WARRIOR and TRIDENT FURY. After
partaking in this Program force elements attain abilities to deliver a broader range of military effects during
defenceoperations.ThisProgramsustainsDefencebyenablingtheForceElementReadinessSustainmentProgram
butalsobyenablingtheemploymentofforceelementswithinongoingDefenceoperationsortodeliverDefence
services.
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
16,057,341 17,197,160 18,059,706
201415 201516 201617
Military 35 35 35
Civilian 5 5 5
TOTAL 40 40 40
Asufficientsubsetofforceelements
havetheenhancedabilitytooperate
aspartofamultinationalforce
duringoperationsthatmilitate
againstthreatsordeliverDefence
services
%oftheforceelementsthathave
completedtherequiredinteroperability
training
85100% March2015
PlanningHighlights
Deploy designated maritime forces elements to increase the level of interoperability between NATO,
PartnershipforPeaceandotherdesignatednations;and
Enhance its ability to operate as part of amultinationalforce during operations to mitigate threatsor deliver
defenceservices,throughtheparticipationinscheduledexercisesandtrainingactivities.
SubProgram3.3:ForceElementsProduction
The Force Elements Production Program aims to produce individual force elements with the ability to operate
effectively as a cohesive unit, as per their design specification. The force elements produced by the Canadian
ArmedForcesareorganizedintoportfoliosaccordingtotheland,aerospaceandmaritimeenvironmentsinwhich
they operate. There are also portfolios for force elements that operate jointly across these environments and
force elements that provide common support functions. This Program delivers results by assembling force
elementsfromthefundamentalelementsofDefencecapability(i.e.,militarypersonnel,materielandinformation
systems, information, and, in some cases, real property) and integrating them through various training and
certification programs. Within this Program individual force elements attain a certain degree of readiness. If a
sufficientlevelofreadinessisattained,thenindividualforceelementsmaybeassignedtofulfillacontingencyrole
ortheymaybedirectlyemployedtodeliverDefenceoperationsorDefenceservicesthatarealreadyinprogress.
However, this program does not necessarily provide individual force elements with the ability to operate
effectively as part of a larger integrated formation. If the force elements produced by this Program require
advanced levels of interoperability, then they may be assigned to take part in the Force Element Integration
TrainingProgram.
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
1,445,556,152 1,464,690,033 1,479,382,425
201415 201516 201617
Military 10,855 10,855 10,855
TOTAL 11,411 11,411 11,411
Abalancedportfolioofforce
elementsthatarecontinually
producedtoapplyspecificDefence
capabilitiesasindependententities,
tofulfillreadinessroles,andtobe
employedagainstthreatsinDefence
operationsortodeliverDefence
services
%ofweightedforceelementsfromall
portfoliosthathavecompletedthe
requiredreadinessproduction
milestones
85100% March2015
PlanningHighlights
Planned activities within the Force Elements Production Program are detailed under each of the applicable sub
subprograms.
SubSubProgram3.3.1:MaritimeEnvironmentForceElementProduction
The Maritime Environment Force Element Production Program seeks to produce individual force elements within
the maritime portfolio with the ability to operate as a cohesive unit but not necessarily as part of a larger
integrated force. Results are delivered through a tiered readiness process where force elements are assembled
from the fundamental elements ofDefence capability(i.e., military personnel, materiel and information systems,
information,and,insomecases,realproperty)andthenreadiedthroughvarioustraining,certificationandclose
support maintenance/production programs. Within this Program individual maritime force elements acquire a
range of abilities to deliver military effects in operational contexts according to understood concepts and
standards. The products provided by this Program sustain Defence by directly enabling the Maritime Roles
Readiness Sustainment Program, the Maritime Environment Integration Training Program and the International
and Domestic Interoperability Training Program. Based on the readiness targets set for assignment to
contingency roles or employment in Defence operations, force elements may be transferred directly from this
Program.Howeverwhenhigherlevelsofinteroperabilityarerequired,forceelementsarefirsttransferredtothe
MaritimeEnvironmentIntegrationTrainingProgram.
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
141,854,621 143,413,739 144,609,329
201415 201516 201617
Civilian 23 23 23
TOTAL 561 561 561
Aportfolioofindividualmaritime
forceelementsarecontinually
producedtobeemployed,in
deliveringDefenceoperationsand
Defenceservices
%ofmaritimeforceelementsthathave
mettherequiredreadinessproduction
milestones
85100% March2015
PlanningHighlights
SubSubProgram3.3.2:LandEnvironmentForceElementProduction
The Land Environment Force Element Production Program seeks to produce individual force elements within the
land portfolio with the ability to operate as a cohesive unit capable of delivering unique capabilities that can be
built upon and integrated into a larger task tailored force. Results are delivered through structured processes
usingthefundamentalelementsofDefencecapability(i.e.,militarypersonnel,materielandinformationsystems,
information,and,insomecases,realproperty).WithinthisProgramforceelementsinthelandportfolioacquire
abilities to deliver baseline military effects within operational contexts according to baseline training standards.
TheproductsprovidedbythisProgramsustainDefencebydirectlyenablingtheLandRolesReadinessSustainment
Program,theLandEnvironmentIntegrationTrainingProgramandtheInternationalandDomesticInteroperability
Training Program. In some cases these forces achieve sufficient training objectives to be assigned directly to
Defence operations. But, in most cases, these force elements proceed to the Land Environment Integration
TrainingProgramandwhennecessarytotheInternationalandDomesticInteroperabilityTrainingProgram.
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
830,028,968 838,887,795 844,691,320
201415 201516 201617
Military 6,969 6,969 6,969
TOTAL 7,318 7,318 7,318
Aportfolioofindividuallandforce
elementsarecontinuallyproducedto
beemployed,indeliveringDefence
operationsandDefenceservices
%oflandforceelementsthathavemet
therequiredreadinessproduction
milestones
85100% March2015
PlanningHighlights
SubSubProgram3.3.3:AerospaceEnvironmentForceElementProduction
TheAerospaceEnvironmentForceElementProductionProgramseekstoproduceindividualforceelementswithin
the aerospace portfolio with the ability to operate as a cohesive unit but not necessarily as part of a larger
integratedforce.Resultsaredeliveredthroughstructuredmanagedreadinessprocesseswhereforceelementsare
assembledfromthefundamentalelementsofDefencecapability(i.e.,militarypersonnel,materielandinformation
systems, information, and, in some cases, real property) and then readied through various foundation training,
certificationandclosesupportmaintenance/productionprograms.WithinthisProgramaerospaceforceelements
acquire abilities to deliver a range of military effects according to understood concepts and standards. The
products provided by this Program sustain Defence by directly enabling the Aerospace Roles Readiness
Sustainment Program, the Aerospace Environment Integration Training Program and the International and
Domestic Interoperability Training Program. In many cases, the readiness targets set for assignment to
contingencyrolesoremploymentwithinDefenceoperationsareconsistentwiththedegreeofreadinessobtained
by aerospace force elements through this Program. In other cases, force elements must transition to the
AerospaceEnvironmentIntegrationTrainingProgrambeforeattainingtherequisitelevelofreadiness.
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
117,130,716 121,951,721 125,485,460
Source:ViceChiefoftheDefenceStaffGroup/AssistantDeputyMinister(FinanceandCorporateServices)Group
201415 201516 201617
Civilian 8 8 8
TOTAL 734 734 734
Aportfolioofindividualaerospace
forceelementsarecontinually
producedtobeemployed,in
deliveringDefenceoperationsand
Defenceservices
%ofaerospaceforceelementsthat
havemettherequiredreadiness
productionmilestones
85100% March2015
PlanningHighlights
InsupportofthisProgramtheRoyalCanadianAirForce
53
(RCAF)willprioritizetheenhancementofforcereadiness
activitybyrealigningandrebalancingcapabilitypillars,specificallytoobtainfulldomesticreachcapabilityinthe
Arcticandoptimumexpeditionarycapacity.
SubSubProgram3.3.4:SpecialOperationsForceElementProduction
The Special Operations Force Element Production Program seeks to produce individual force elements within the
special operations portfolio with the ability to operate as a cohesive organization that is task tailored Special
Operations Task Forces or Teams not necessarily part of a larger integrated force. Results are delivered through
structured processes where SpecialOperations force elements are assembled from the fundamental elements of
Defencecapability(i.e.,SpecialOperationspersonnel,materielandinformationsystems,information,and,insome
cases, real property). The products provided by this Program sustain Defence by directly enabling the Special
Operations Roles Readiness Sustainment Program, the Special Operations Integration Training Program and the
International and Domestic Interoperability Training Program. Assigned readiness supports the roles for
employmentwithinDefenceoperationsandisconsistentwiththedegreeofreadinessobtainedbyforceelements
throughthisProgram.
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
267,754,108 270,909,937 274,640,631
201415 201516 201617
Military 1,580 1,580 1,580
TOTAL 1,693 1,693 1,693
Aportfolioofindividualspecial
operationsforceelementsare
continuallyproducedtobeemployed,
indeliveringDefenceoperationsand
Defenceservices
thathavemettherequiredreadiness
85100% March2015
PlanningHighlights
SpecialOperationsanditseffectsareachievedacrosstheDefenceProgramAlignmentArchitecture.Minutedetail
ofhowSpecialOperationsachievesandperformsitsassignedtasksisclassified.
Readiness and force generation results are achieved through Subsubprogram 3.1.4 Special Operations Roles
Readiness Sustainment and 3.3.4 Special Operations Force Element Production. Generally, this is accomplished
through a cyclical process that includes the provision of periodic training, exercises, provisioning, equipment
maintenanceandinspectionswhichensurethatthecapabilitiesattainedbytheseforceelementsdonotdegrade
and that they remain responsive to fulfill assigned roles when called upon. Subsubprogram 3.1.4 Special
OperationsRolesReadinessSustainmentand3.3.4SpecialOperationsForceElementProductionaretheareas
wherebySpecialOperationssustainmentactivitiesarecaptured.
54
webpage.
SubSubProgram3.3.5:JointandCommonForceElementProduction
TheJointandCommonForceElementProductionProgramseekstoproduceportfoliosofindividualforceelements
thatoperateacrosstheenvironmentaldomainsandhaveattainedtheabilitytooperateasacohesiveunitcapable
ofdeliveringuniquecapabilitiesthatcanbebuiltuponandintegratedintoalargertasktailoredforce.Resultsare
delivered through structured readiness production processes where force elements are assembled from the
fundamental elements of Defence capability (i.e., military personnel, materiel and information systems,
information,and,insomecases,realproperty).WithinthisProgram,forceelementsacquireabilitiestodelivera
rangeofmilitaryeffectsaccordingtounderstoodconceptsandstandards.TheproductsprovidedbythisProgram
sustain Defence by directly enabling the Joint and Common Roles Readiness Sustainment Program, the Joint
Integration Training Program and the International and Domestic Interoperability Training Program. In some
cases,thereadinesstargetssetforassignmenttoemploymentwithinDefenceoperationsareconsistentwiththe
degree of readiness obtained by force elements through this Program. In other cases, force elements must
transitiontotheJointIntegrationTrainingProgrambeforeattainingtherequisitelevelofreadiness.
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
88,787,739 89,526,842 89,955,686
Source:ViceChiefoftheDefenceStaffGroup/AssistantDeputyMinister(FinanceandCorporateServices)Group
201415 201516 201617
Military 1,042 1,042 1,042
Civilian 64 64 64
TOTAL 1,105 1,105 1,105
Aportfolioofindividualjointand
commonforceelementsare
continuallyproducedtobeemployed,
indeliveringDefenceoperationsand
Defenceservices
%ofjointandcommonforceelements
thathavemettherequiredreadiness
85100% March2015
PlanningHighlights
SubProgram3.4:OperationalReadinessProduction,CoordinationandCommandand
Control
The Operational Readiness Production Coordination and Command and Control Program aims to deliver the
command and control structures that support the readiness and balance of Maritime, Land, Aerospace, Special
Operations, and Joint and Common force elements. This is accomplished through the development of plans,
distribution of resources, coordination of activities, and exercise of overarching control. This supports the
programsthatprovideindividualforceelementsandintegratedForcesthatarereadytobeemployedinDefence
operationsordeliverDefenceservices.
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
449,127,659 454,580,975 458,708,865
201415 201516 201617
Military 2,992 2,992 2,992
TOTAL 3,767 3,767 3,767
Therisksthatmayimpedethe
optimalproductionofreadyforce
elementsinthenearandmidterm
arereduced
%ofSubsubprogramsunderSub
Program3.4thatachieveaminimumof
90%oftheirexpectedresult
70100% March2015
PlanningHighlights
ContinuetoalignanddevelopJointCommand,Control,Communication,Computers,Intelligence,Surveillance,
andReconnaissance(JC4ISR)capabilitiesinordertoensurethatDefencecapabilitiesarereadytobedeployed
inDefenceoperationsortodeliverDefenceservices.
SubSubProgram 3.4.1: Maritime Environment Force Element Production,
CoordinationandCommandandControl
The Maritime Environment Force Element Production Coordination and Command and Control Program aims to
ensurethatmaritimeforceelementsarereadytobeemployedinDefenceoperationsordeliverDefenceservices.
Results are accomplished by developing and maintaining Maritime command and control structures that deliver
governance, directives, policies and procedures, coordination, resource planning and management, exercise
overarchingcontrol,andadviceanddirectionforandinthemaritimeenvironment.ThisProgramsustainsDefence
by directly enabling the Maritime Environment Force Element Production Program, Integration Training Program,
andtheMaritimeRolesReadinessSustainmentProgram,aswellastheInternationalandDomesticInteroperability
TrainingProgram.AdviceandinformationarealsoprovidedtoLandEnvironment,AerospaceEnvironment,Special
Operations Forces, and Joint and Common Force Element Production Coordination and Control Programs as
requiredinordertoensurereadinesscoordinationacrossallforceelements.
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
54,555,671 55,661,275 56,417,974
201415 201516 201617
TOTAL 580 580 580
%scoreoftheMaritimeEnvironment
ForceElementProductionCoordination
PerformanceEvaluationIndex
90100% March2015
AportfolioofMaritimeForce
Elementsisgeneratedandsustained
soastobecontinuouslyavailablefor
employmentinDefenceoperationsor
%ofmaritimeforceelementsthatare
4055% March2015
PlanningHighlights
InsupportofthisProgram,TheRoyalCanadianNavywill:
Continue to provide support to operationalize major equipment upgrades aimed at maintaining firstrate,
modern, combatcapable, multipurpose, maritime force elements available for domestic/international
deployment;and
Focusitscommandandcontrolstructurethroughthedecentralizationofresponsibilitiesforoperationalforce
generation activities to Commander of Maritime Forces Pacific and by the decentralization of responsibilities
foroperationalforceemploymentactivitiestoCommanderofMaritimeForcesAtlantic.
SubSubProgram 3.4.2: Land Environment Force Element Production, Coordination
TheLandEnvironmentForceElementProductionCoordinationandCommandandControlProgramaimstoensure
that land force capabilities and elements are ready to be employed in Defence operations or deliver Defence
services. Results are accomplished by developing and maintaining Land command and control structures that
deliver governance through the delivery of: directives, policies and procedures, resource planning and
management.ItisalsoresponsibletocoordinatetheforcegenerationofLandForcecapabilitiesandelementsfor
operationsperformedwithinthelandenvironment.ThisProgramsustainsDefencebydirectlyenablingtheLand
EnvironmentForceElementProductionProgram,LandIntegrationTrainingProgram,andtheLandRolesReadiness
Sustainment Program, as well as contributes to the Joint and Common programs and the International and
DomesticInteroperabilityTrainingProgram.
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
218,559,866 220,551,890 221,865,161
201415 201516 201617
Military 1,255 1,255 1,255
TOTAL 1,704 1,704 1,704
%scoreoftheLandEnvironment
90100% March2015
AportfolioofLandForceElementsis
generatedandsustainedsoastobe
continuouslyavailablefor
%oflandforceelementsthatare
3045% March2015
PlanningHighlights
InsupportofthisProgram,theCanadianArmy(CA)will:
Continuetoprovidesupporttooperationalizemajorequipmentupgradesaimedtomaintainfirstrate,modern,
combatcapable,multipurpose,landforceelementsavailablefordomestic/internationaldeployment;and
Ensurethatitsforcesaretrainedandequippedtorespondtodomestic,continental,internationalexpeditionary
and other governmentdirected tasks. The CA will balance these vital tasks with the ongoing need for
transformationandrenewalofitscorebusinessprocesses.
SubSubProgram 3.4.3: Aerospace Environment Force Element Production,
The Aerospace Environment Force Element Production Coordination and Command and Control Program aims to
ensurethataerospaceforceelementsarereadytobeemployedinDefenceoperationsordeliverDefenceservices.
ResultsareaccomplishedbydevelopingandmaintainingAerospacecommandandcontrolstructuresthatdeliver
governance, directives, policies and procedures, coordination, resource planning and management, exercise
overarching control, and advice and direction for and in the aerospace environment. This Program sustains
Defence by directly enablingthe Aerospace Environment Force ElementProduction Program, Integration Training
Program, and the Aerospace Roles Readiness Sustainment Program, as well as the International and Domestic
Interoperability Training Program. Advice and information are also provided to Maritime Environment, Land
Environment, Special Operations Forces, and Joint and Common Force Element Production Coordination and
ControlPrograms,asrequired,inordertoensurereadinesscoordinationacrossallforceelements.
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
151,698,987 154,110,565 155,999,741
201415 201516 201617
Military 1,281 1,281 1,281
TOTAL 1,403 1,403 1,403
%scoreoftheAerospaceEnvironment
90100% March2015
AportfolioofAerospaceForce
Elementsisgeneratedandsustained
soastobecontinuouslyavailablefor
%ofaerospaceforceelementsthatare
6075% March2015
PlanningHighlights
InsupportofthisProgram,theRoyalCanadianAirForcewill:
combatcapable,multipurpose,aerospaceforceelementsavailablefordomestic/internationaldeployment;
Continue to deliver effects along the six lines of operation described in the RCAF Campaign Plan, with further
amplificationofprioritiesforFY201415.Theseprioritiesare:
toassurethedeliveryofairpowereffectsforforceemploymentrequirements;
toenhanceforcereadinessactivity,focusingonobtainingfulldomesticreachcapabilityintheArcticand
optimumexpeditionarycapability;
toenhanceforcedevelopmentactivitieswithafocusondeliveringtheRCAFC4ISR,cyber,andemerging
weaponstrategiesaswellasintegratedsimulationcapabilities;
toensureleadershipfocusonsupporttoairpersonnelandtheirfamilies;and
toimplementthedecisionsoftheDefenceRenewalplanandothertransformationinitiatives.
Advanceinitiativesassociatedwithgreateremploymentofsimulationasawaytoreducetrainingcosts,reduce
yearlyflyingratesandextendservicelifeofmajorfleets.
SubSubProgram 3.4.4: Special Operations Forces Force Element Production,
TheSpecialOperationsForcesForceElementProductionCoordinationandCommandandControlProgramseeksto
ensurethatSpecialOperationsforceelementsandcapabilitiesarereadytobeemployedinDefenceoperationsor
deliver Defence services. Results are accomplished by developing and maintaining Special Operations Forces
command and control structures that exercise overarching control, deliver governance, directives, policies and
procedures,coordination,planning,resourceplanningandmanagement,andadviceanddirectioninallareasand
activitiesforwhichSpecialOperationsForcesareassignedrolesandresponsibility.ThisProgramsustainsDefence
bydirectlyenablingtheSpecialOperationsForceElementProductionProgram,IntegrationTrainingProgram,and
the Special Operations Roles Readiness Sustainment Program, as well as the International and Domestic
Interoperability Training Program. Advice and information are also provided to Maritime Environment, Land
Environment,AerospaceEnvironment,andJointandCommonForceElementProductionCoordinationandControl
Programs, as required, in order to ensure readiness through coordination and synchronization with national and
internationalpartners.
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending

ElementProduction.
201415 201516 201617
Military
Civilian
TOTAL
ElementProduction.
%scoreoftheSpecialOperationForce
90100% March2015
AportfolioofSpecialOperations
ForceElementsisgeneratedand
sustainedsoastobecontinuously
availableforemploymentinDefence
services
thatareemployedorfillingreadiness
roles
8090% March2015
PlanningHighlights
Special Operations and its effects are achieved across the Defence Program Alignment Architecture. The details
regarding how Special Operations achieves and performs its assigned tasks are classified. However, Subsub
programs3.3.4SpecialOperationsForceElementProductionand3.4.4SpecialOperationsForcesForceElement
Production, Coordination and Command and Control are the areas whereby Special Operations readiness
sustainmentactivitiesarecaptured.
55
webpage.
SubSubProgram3.4.5:JointandCommonForceElementProduction,Coordination
The Joint and Common Force Elements Production Coordination and Command and Control Program aims to
ensurethatJointandCommonforceelementsarereadytobeemployedinDefenceoperationsordeliverDefence
services.ResultsareachievedbydevelopingandmaintainingJointandCommoncommandandcontrolstructures
that deliver governance, directives, policies and procedures, coordination, resource planning and management,
exercise overarching control, and advice and direction for and in the Joint and Common military operations
context. This program sustains Defence by directly enabling the Joint and Common Force Element Production
Program,JointIntegrationTrainingProgram,andJointandCommonRolesReadinessSustainmentProgram,aswell
astheInternationalandDomesticInteroperabilityTrainingProgram.Adviceandinformationarealsoprovidedto
Maritime Environment, Land Environment, Aerospace Environment, and Special Operations Forces Force Element
Production Coordination and Control Programs, as required, in order to ensure readiness coordination across all
forceelements.
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
24,313,134 24,257,245 24,425,990
201415 201516 201617
Military 61 61 61
Civilian 19 19 19
TOTAL 80 80 80
%scoreoftheJointandCommon
EnvironmentForceElement
ProductionCoordinationandCommand
andControlPerformanceEvaluation
Index
90100% March2015
AportfolioofJointandCommon
ForceElementsisgeneratedand
sustainedsoastobecontinuously
availableforemploymentinDefence
services
%ofjointandcommonforceelements
thatareemployedorfillingreadiness
roles
4055% March2015
PlanningHighlights
EnhancethecapabilitytogeneratedeployableCAFJointTaskForceHeadquartersandJointTaskForceSupport
Components through the development of force generation and force employment models and contingency
plans;and
combatcapable, multipurpose, joint and common force elements available for domestic/international
deployment.
Program4.0:DefenceCapabilityElementProduction
The Defence Capability Elements Production Program aims to sustain Defence by producing and maintaining
portfolios of the fundamental Defence capability elements so that they are continuously available in the
appropriatequantity,combinationandconditiontosustainthechainofprogramsdeliveredbyDefence,fromthe
DefenceCapabilityDevelopmentandResearchProgramthroughtotheDefenceReadyForceElementsProduction
Program,whichcollectivelygiveDefencetheabilitytoconductDefenceCombatandSupportOperationsaswellas
deliver Defence Services and Contributions to Government. The primary elements of Defence capability are
militarypersonnel,materielandinformationsystems,information,andrealproperty.Afundamentalfocusofthe
Defence Capability Elements Production Program is to provide an adequate and sustained supply of individual
militarypersonnelandmaterielintheneartermandoverlongtermtimehorizonssothattheycanbeintegrated
to produce force elements within the Defence Ready Force Element Production Program. Results are achieved
through subordinate Programs, each of which focuses on a separate portfolio: military personnel and
organization; materiel; real property; or information systems. A lifecycle approach is used to manage each
portfolio.Theessentialaspectsofthelifecycleapproacharesubsubprogramsthatprovidetheprinciplelifecycle
functions: introduction into service; maintenance, upgrade and supply; release from service; portfolio
management; and overarching coordination and control. The character of activity that occurs within each of
these primary functions depends on the portfolio of entities being produced and therefore the desegregation of
thelifecyclefunctionsintosubsubprogramsisuniquetoeachportfolio.TheauthorityforthisProgramisderived
fromtheNationalDefenceAct.
201415
MainEstimates
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
13,086,304,225 12,649,487,661 13,345,623,568 11,864,493,069
201415 201516 201617
Military 32,022 32,022 32,022
Civilian 17,820 17,820 17,820
TOTAL 49,842 49,842 49,842
SuitableDefencecapabilityelements
areavailableinamixandcondition
thatenablesDefencetobeprepared
forandexecuteoperations
%ofDefenceCapabilityElementsthat
aresuitabletoDefenceneeds
90100% March2015
PlanningHighlights
ImplementthetasksidentifiedintheannualChiefofDefenceStaffDirectiveforCanadianArmedForcesForce
Posture and Readiness 2013 to ensure resources are aligned and available to support determined readiness
levels.
SubProgram4.1:MilitaryPersonnelandOrganizationLifecycle
TheMilitaryPersonnelandOrganizationLifecycleProgramseekstoenabletheproductionofreadyforceelements
and fulfill obligations of Defence Combat and Support Operations, Defence Services and Contributions to
Government, and Defence Capability Development and Research through the provision of the military
establishment, personnel, and personnel services. The Program also honours and recognizes the service and
uniquesacrificesofourmilitarypersonnel,providesforasafeandsecureworkplace,andensurestheappropriate
conductofDefencemilitarypersonnel.Itensuresthatpersonnelareavailableinthequantity,mixofoccupations
and with the requisite occupational skills that provide for an optimized military establishment that enables the
readiness and employment of multipurpose combat capable forces and other Defence services. The Program
oversees the availability of Regular and Reserve Force personnel to fulfill the military establishment, and the
delivery of services provided to the personnel, including recruitment services; transition and release services;
professional development services; occupation training services; morale and well being services; health care
services; compensation and benefits services; honours and recognition services; security, protection, justice and
safety services; and the planning and governance of the Program. The Program coordinates the execution of
subordinate programs responsible for promoting a unified Defence culture and a safe and secure workplace and
theplanningandgovernanceoftheProgram.TheauthorityforthisProgramisderivedfromtheNationalDefence
Act.
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
3,595,518,849 3,698,558,590 3,765,675,441
201415 201516 201617
Military 21,628 21,628 21,628
Civilian 5,546 5,546 5,546
TOTAL 27,174 27,174 27,174
Militarypersonnelwithappropriate
typesofcharacteristicsandattributes
areavailabletomeetDefenceneeds
%ofIndividualoccupationsthathave
themanningrequiredtofillestablished
positionsateachrank
95100% March2015
PlanningHighlights
PlannedactivitieswithintheMilitaryPersonnelandOrganizationLifecycleProgramaredetailedundereachofthe
SubSubProgram4.1.1:MilitaryPersonnelRegularForcePortfolioManagement
The Military Personnel Regular Force Portfolio Management Program seeks to ensure that the Defence military
establishment is optimized with sufficient number of Regular Force personnel, in the appropriate military
occupations,possessingthenecessaryknowledgeandskillsattheappropriatetimeinordertocontinuallysupply
DefenceReadinessandsatisfytherequirementsformilitarypersonneltoensurethedeliveryofallotherprograms.
Results are achieved through the management of individual military personnel careers and terms of military
service as well as the delivery of selection oversight, succession planning, prior learning assessment review,
component transfer, posting and appointment, performance appraisal, and administrative review services. The
MilitaryPersonnelRegularForcePortfolioManagementProgramsustainsDefencebydirectlyenablingtheDefence
ReadyForceElementProductionProgram,theDefenceServicesandContributionstoGovernmentProgram,andthe
DefenceCapabilityDevelopmentandResearchProgram.
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
386,027,278 409,760,207 427,771,298
201415 201516 201617
TOTAL 407 407 407
%ofthetotalRegularForce
establishmentthathasbeenfilled
95100% March2015
%ofTrainedEffectiveRegularForce 95100% March2015
RegularForcepersonnelareavailable
tomeetDefenceneeds
%Priority1andPriority2positions
filled
95100% March2015
PlanningHighlights
AspartoftheDefenceRenewalplan,Defencewill:
StreamlinetheCAFcareermanagementprocesssoastoimproveitsefficiency;and
Transformmanagementofmilitaryhumanresourcesthroughthedevelopmentandimplementationofan
integrated military human resource and pay capability. The Military Personnel Management Capability
TransformationprojectwillseekTreasuryBoardapprovaltoentertheinitialimplementationphaseinFY
201415andenablethestartofthemultiphaserolloutofGuardianamodern,flexibleandintegrated
workforcemanagementsystem.
SubSubProgram4.1.2:MilitaryPersonnelReserveForcePortfolioManagement
The Military Personnel Reserve Force Portfolio Management Program seeks to ensure that the Defence military
establishment is optimized with sufficient number of Reserve Force personnel in the appropriate military
occupations,possessingthenecessaryknowledgeandskills,attheappropriatetimeinordertocontinuallysupply
DefenceReadyForceElementProductionandsatisfytherequirementsformilitarypersonneltoensurethedelivery
ofallotherprograms.Resultsareachievedthroughthemanagementofindividualmilitarypersonnelcareersand
terms of military service as well as the delivery of selection oversight, succession planning, prior learning
assessmentreview,componenttransfer,appointment,performanceappraisal,andadministrativereviewservices.
The Military Personnel Reserve Force Portfolio Management Program sustains Defence by directly enabling the
Defence Ready Force Element Production Program, the Defence Services and Contributions to Government
Program,andtheDefenceCapabilityDevelopmentandResearchProgram.
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
131,203,743 131,825,689 132,282,480
201415 201516 201617
Civilian 13 13 13
TOTAL 178 178 178
ReserveForcepersonnelareavailable
tomeetDefenceneeds
%Reservepersonneloccupations
consideredmanageableorhealthy
91100% March2015
PlanningHighlights
thefollowingplansandrespectiveinitiatives:
AspartoftheDefenceRenewalplan,implementthefollowingrenewalinitiativesforthereserveforce:
StreamlinetheCAFcareermanagementprocesssoastoimproveitsefficiency;and
Transform management of military human resources through development and implementation of an
integratedmilitaryhumanresourceandpaycapability.
SubSubProgram4.1.3:MilitaryPersonnelRecruitment
The Military Personnel Recruitment Program aims to meet the needs of the military establishment and military
occupations. Results are achieved by the delivery of attraction, processing, selection and applicant enrolment
services.TheMilitaryPersonnelRecruitmentProgramsustainsDefencebydirectlyenablingtheMilitaryPersonnel
Regular Force Portfolio Management Program and the Military Personnel Reserve Force Portfolio Management
Programbyensuringthattheneedsofthemilitaryestablishmentandmilitaryoccupationsaremet.
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
75,476,720 77,189,895 78,468,059
201415 201516 201617
Civilian 47 47 47
TOTAL 406 406 406
Militarypersonnelrecruitmentmeets
theneedsofthemilitaryoccupation
%oftheRegularForceexternal
StrategicIntakePlanfilled
97101% March2015
PlanningHighlights
AspartoftheDefenceRenewalplan,DefencewillrealigntheCanadianArmedForces(CAF)recruitingprocess
withaviewtoensuringtheCAFhasthecapacitytoachieveandsustainitsrecruitingtargetsinaccordancewith
theexternalRegularandReserveForcestrategicintakeplan.
SubSubProgram4.1.4:MilitaryPersonnelTransitionandRelease
TheMilitaryPersonnelTransitionandReleaseProgramseekstotransitionmilitarypersonneltocivilianlife.Results
areaccomplishedthroughpreparationforcivilianemploymentorretirementandreleaseadministrationservices.
ThisProgramalsoincludesterminationofmilitaryservicefordeceasedmilitarypersonnel.Theservicesprovided
byMilitaryPersonnelTransitionandReleaseProgramaredirectedtomilitarypersonnel.
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
12,757,327 12,792,808 12,796,839
201415 201516 201617
Civilian 0 0 0
TOTAL 105 105 105
%auditsofpersonnelfilesthatarelate 05% March2015 ReleasedCanadianmilitarypersonnel
haveaccesstoprogramstoassist
withtransitiontocivilianlife,
employmentand/orretirement
%releasingmilitarymembersthatare
satisfiedwiththeinformationthey
receivedregardingtransitionprograms
70100% March2015
PlanningHighlights
Standardize transition programs across the CAF to ensure that CAF members receive consistent information,
regardlessoflocation;and
EnsurecontinuousmonitoringoftransitionprogramstoensureCAFmembersarereceivingrelevanttransition
information.
SubSubProgram4.1.5:MilitaryPersonnelProfessionalDevelopmentTraining
The Military Personnel Professional Development Training Program aims to ensure that military personnel are
providedwiththerequisiteprofessionaldevelopment,knowledgeandskillsrequiredbytheCanadianProfessionof
Arms. Results are delivered through the delivery of basic military qualification, university and college education,
professionalmilitaryeducationanddevelopment,secondofficiallanguagetraining,foreignlanguagetraining,and
workplace values training services. The Military Personnel Professional Development Training Program sustains
DefencebydirectlyenablingtheMilitaryPersonnelRegularForcePortfolioManagementProgramandtheMilitary
PersonnelReserveForcePortfolioManagementProgram.
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
699,036,914 706,726,097 711,226,652
201415 201516 201617
Military 8,666 8,666 8,666
TOTAL 9,568 9,568 9,568
%militarypersonnelwhodisagreethat
theCanadianArmedForces
ProfessionalDevelopmentpolicies
programssupportsuccessionplanning
withintheCanadianArmedForces
<23.7% March2015
Militarypersonnelhavethe
professionaleducationand
developmenttomeettheneedsof
theDefencemilitaryestablishment
%militarypersonnelwhodisagreethat
theCanadianArmedForces
ProfessionalDevelopmentprograms
encourageandsupportself
developmentamongCAFmembers
<31.5% March2015
PlanningHighlights
thefollowingplanandrespectiveinitiatives:
Modernize the CAF individual training and education to provide a sustainable program within allocated
resources;and
Enable the Royal Canadian Air Force to become an agile learning organization by more actively
incorporating new technologies to improve the efficiency and effectiveness of individual and collective
training(e.g.increasedapplicationofblendedlearning,simulationtraining)intheneartoshortterm.
SubSubProgram4.1.6:MilitaryPersonnelOccupationTraining
The Military Personnel Occupation Training Program seeks to ensure that occupational technical and procedural
knowledgeandskillsareprovidedtomilitarypersonneltomakethememployableintheirrespectiveoccupations,
exclusive of collective training. Results are achieved through the delivery of initial, intermediate, advanced and
specialty occupation training services. The Military Personnel Occupation Training Program sustains Defence by
directlyenabling theMilitary PersonnelRegular Force Portfolio Management Program and the Military Personnel
ReserveForcePortfolioManagementProgram.
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
921,377,481 944,371,461 961,347,872
201415 201516 201617
Military 6,091 6,091 6,091
Civilian 1,203 1,203 1,203
TOTAL 7,294 7,294 7,294
Militarypersonnelhavetheeducation
andskillsthatmeettheneedsoftheir
occupationandDefence
requirements
%ofGraduatesvs.TrainingPlantarget 90100% March2015
PlanningHighlights
SubSubProgram4.1.7:MilitaryPersonnelMoraleandWellBeing
The Military Personnel Morale and WellBeing Program seeks to honour the service and unique sacrifices of our
military personnel and sustain and help retain military personnel by meeting basic social and lifestyle needs for
themselves and their families, similar to those of other Canadians. Results are accomplished through the
recognitionofmilitarypersonnel,servingorretired,veterans,deceasedmilitarypersonnelaswellastheirfamilies,
external individuals, and organizations; and through the delivery of support services such as military family
support,militarychaplaincyservices,andcasualtysupportservicestotheillandtheinjured,andtheirfamilies.The
Military Personnel Moraleand WellBeingProgram services are primarily focusedonmilitary personnel and their
families.
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
381,456,330 392,463,716 400,263,998
201415 201516 201617
TOTAL 913 913 913
%militarymembersdissatisfiedwith
thequalityoflifeservicesutilizedor
availabletobeutilized
<25% March2015
Themoraleandwellbeingneedsof
militarypersonnelaremet
%CAFpersonneldissatisfiedwiththe
recognitiontheyreceivefromthe
organization
<29.9% March2015
PlanningHighlights
In support of this Program, Defence will address the organizational priority Strengthening the Defence Team
throughthefollowingplanandrespectiveinitiative:
ProvideenhancedsupporttotheillandtheinjuredandtothefamiliesofCAFmembers
Implement the shift of the Military Family Services Program from a programcentric to a familycentric model
andcontinuetoprovideprogramsthathonour,acknowledgeandsupportfamiliescontributionstotheCAF.
SubSubProgram4.1.8:MilitaryPersonnelHealthCare
The Military Health Care Program aims to enable operational readiness of military personnel by ensuring that
Canadian military personnel have access to health services wherever they serve. Given that Canadian military
personnel are not covered under the Canada Health Act, the Department of National Defence is mandated to
provide health services to members of the Canadian military. Results are achieved through the provision of
medical, dental and health care sustainment services. The Military Health Care Program sustains Defence by
directlyenabling theMilitary PersonnelRegular Force Portfolio Management Program and the Military Personnel
ReserveForcePortfolioManagementProgram.
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
537,310,836 556,970,158 571,199,122
201415 201516 201617
Military 2,965 2,965 2,965
Civilian 1,362 1,362 1,362
TOTAL 4,327 4,327 4,327
%MedicalClinicPatientSatisfaction
withregardtotheirtreatmentand
interactionwithmedicalstaff
80100% March2015
%ofCAFpersonnelthatareDentallyFit
todeployondomesticand
internationaloperations
90100% March2015
Healthservicesandhealthadvice
meettheneedsofmilitarypersonnel
andtheorganization
%ComplianceofLaboratory
SubspecialtywithexternalQuality
Controlbydiscipline
95100% March2015
PlanningHighlights
throughthefollowingplanandrespectiveinitiatives:
ProvideenhancedsupporttotheillandtheinjuredandtothefamiliesofCAFmembers
Develop plans for a sustainable CAF Health Care system that will provide the best possible care for CAF
members;
Further the development of a robust mental health capacity so as to provide increased and enhanced mental
health clinical capabilities at bases across the country to a sustainment level as a means of improving health
outcomesofCAFmembersandenhancefamilysupportservices;and
Developarobust,interdisciplinaryandharmonizedmentalhealthcapacityfocusingontrainingandeducation,
preventionandinterventiontoenhancethepsychologicalresilienceofCAFpersonnel.
SubSubProgram4.1.9:OrganizationSecurity,Protection,JusticeandSafety
The Organization Security, Protection, Justice and Safety Program aims to ensure that Defence activities are
conducted safely, that the Defence organization is protected and secure from internal and external threats, and
thatmilitarypersonnelrespectregulationsandexpectationsoftheMilitaryCodeofServiceDiscipline.Resultsare
deliveredthroughthecoordinationanddeliveryofMilitaryJustice,includingtheadministrationofCourtsMartial,
the delivery of police services, investigation services and criminal intelligence, the provision of custody and
detentions services, the development of emergency preparedness tools, the delivery of emergency response
services,thedeliveryofsecurityscreeningandclearanceforpersonnelandindustrialcontributorsandthedelivery
ofoccupationalhealthandsafetyservicesandactivities.TheOrganizationSecurity,Protection,JusticeandSafety
ProgramservicesaredirectedtomembersofDefenceandthepublic.
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
267,222,653 269,775,510 271,402,828
201415 201516 201617
Military 1,629 1,629 1,629
TOTAL 2,323 2,323 2,323
TheDefencemilitarypersonnel
respectregulationsandexpectations
oftheMilitaryCodeofService
Discipline
Averagenumberofcourtmartialsin
recentyears
5575 March2015
Defenceactivitiesareconducted
safelyandaccidentsareprevented
%decreaseinInjuryFrequencyRatefor
RegularForceandcivilians
10% March2015
PlanningHighlights
followingplanandrespectiveinitiative:
Developandimplementinitiativestointegratesecuritymanagementintodepartmentaloperations
Developandimplementinitiativestoimprovesecurityincidentmanagementandinvestigations,asameansof
reinstatingasecuritycultureamongDND/CAFpersonnel.
ImproveDefenceOccupationalHealthandSafetyStrategy
Develop and implement the Defence Occupational Health and Safety Strategy to ensure a safer workplace for
allDefenceTeammembers.
Begin to see changes to the military justice system, the grievance process and the Canadian Forces Provost
MarshallorganizationcomeintoforceduringFY201415.ThesechangesarearesultfromamendmentsinBill
C15 Strengthening Military Justice in the Defence of Canada Act
56
, which received Royal Assent on June 19,
2013.Theamendmentswillensurethemilitaryjusticesystemremainseffective,fairandtransparent.Formore
informationonBillC15,pleaseseetheDefencewebsite
57
;
Administer the Canadian Forces Grievance System and reduce grievance processing time to meet the Chief of
DefenceStaff'sgoalsoverthenextfiveyears;
Investigate the utilization of a centralized dispatch concept to provide more effective and efficient dispatch
servicestoMilitaryPolicepersonnel;and
The National Defence and Canadian Forces Ombudsman
58
will contribute to substantial and longlasting
improvementstothewelfareofemployeesandmembersoftheDefencecommunitybyinvestigatingidentified
issues and areas of concern and by bringing forth recommendations to the Department and the Minister of
NationalDefence.
SubSubProgram 4.1.10: Military Personnel and Organization Strategic
Coordination,DevelopmentandControl
The Military Personnel and Organization Strategic Coordination, Development and Control Program seeks to
ensure that military personnel and the Defence organization are managed, coordinated and overseen so that
military personnel are continually available to supply Defence readiness and satisfy other Defence program
deliveryrequirements.TheProgramalsoensuresthattheorganizationmeetsrequirementsforsafety,securityand
justice. Results are achieved through planning, design, development, implementation, coordination, control,
governance, performance management, reporting, relationship and partnership management, remuneration and
advisory services. The Military Personnel and Organization Strategic Coordination, Development and Control
Program sustains Defence by directly enabling the Military Personnel and Organization Lifecycle Program.
GovernanceandadvisoryservicesalsoserveDefencebysupportingtheStrategicCoordination,Developmentand
Control Program of the materiel, real property and info systems capability elements as well as the Operational
Readiness Production Coordination and Control Program, the Overarching Control of Domestic and International
Operations, the Defence Capability Development and Research Program, and the Military Heritage and Outreach
Program.
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
183,649,568 196,683,050 198,916,291
201415 201516 201617
TOTAL 1,652 1,652 1,652
Thestrategiccoordination,
developmentandcontrolofmilitary
personnelandtheorganizationmeets
Defenceneeds
%DefenceMilitaryPersonneland
OrganizationscoreontheCoordination,
DevelopmentandControlPerformance
EvaluationIndex
80100% March2015
PlanningHighlights
throughthefollowingplansandrespectiveinitiatives:
Advanceacomprehensiveplantooptimizethemilitaryandcivilianworkforce
Rationalize and integrate the numerous conflict management processes into a single process that is more
efficientandenablesissuestobeaddressedmoreeffectively;
Implement the May 2013 Vice Chief of the Defence Staff Initiating Directive Rationalization of the Primary
Reserve to conduct a comprehensive review to validate the force structure required to force generate for
operationaltaskssoastocostandbuildthefundingbaselineforthePrimaryReserve;and
Institute a MultiYear Establishment Plan to validate and prioritize Regular and Reserve force personnel
requirements based on current and future known manning pressures associated with joint and common
defencerequirementsandtheforcedevelopmentofneworemergingcapabilities.Thiswillenableinvestment
in new establishment priorities and ensure the CAF is structured to meet current and future force
requirements.
Maximize military and civilian potential by continuing to strengthen leadership capacity through succession
planning,continuouslearningandprofessionaldevelopment
Design and implement a new CAF personnel appraisal system to deliver integrated and advanced career
managementundertheCAF'sleadershipdevelopmentframework.
PleaseseetheReserveForce
59
webpageforadditionalinformationonFY201415plansandpriorities.
SubProgram4.2:MaterielLifecycle
The Materiel Lifecycle Program aims to provide the defence materiel products and services required to ready
Defence force elements and fulfill obligations of Defence Combat and Support Operations, Defence Services and
ContributionstoGovernment,andDefenceCapabilityDevelopmentandResearchactivities.Itensuresthatdefence
materielcapabilityelementsareavailableinthequantity,mixandconditionthatenablestheproductionofready
force element, the employment of multipurpose combat capable forces, and Defence services. The Program
overseesanddeliversdefencemateriel,andthelifecyclemanagementservicesprovidedtoensuretheavailability
of defence materiel, including acquisition services; equipment upgrade and insertion services; divestment and
disposal services; engineering, testing, production and maintenance services; inventory management and
distribution services; investigation, assurance and certification services; and the planning and governance of the
Program.TheauthorityforthisProgramisderivedfromtheNationalDefenceAct.
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
6,133,224,340 6,748,238,769 5,412,313,603
201415 201516 201617
Military 7,679 7,679 7,679
Civilian 6,704 6,704 6,704
TOTAL 14,383 14,383 14,383
Defencematerielisavailableinthe
quantity,mix,andconditionsuitable
tomeettheneedsofDefence
%ofDefenceMaterielPortfolio
consideredsuitabletoReadiness
TrainingandOperations
90100% March2015
PlanningHighlights
Defence is a participant in the 201316 Federal Sustainable Development Strategy
and contributes to Theme IV targets through the Materiel Lifecycle Program. The Department contributes to the
followingtargetareas:
GreenProcurement
SustainableWorkplaceOperations
PleaseseetheSupplementaryInformationTable,GreeningGovernmentOperations
60
,foradditionaldetails.
Planned activities within the Materiel Lifecycle Program are detailed under each of the applicable subsub
programs.
SubSubProgram4.2.1:MaterielPortfolioManagement
TheMaterielPortfolioManagementProgramseekstoensurethatdefencematerial,equipment,equipmentfleets,
and supporting elements, the materiel elements of Defence capabilities, are managed throughout their lifecycle
andmadeavailabletotheproductionofreadyforceelements,capabilitydevelopmentandresearch,andDefence
services. The Program is primarily focused on ensuring that sufficient types, quantities and mixes of equipment,
fleets and associated materials are available and can be delivered to enable the readiness training and the
employment of multipurpose combat capable forces as well as other Defence services. This is accomplished
throughthedeliveryofdefencematerielportfoliomanagement,coordination,andprojectplanningservices.This
Program oversees and prompts the suite of services which, in turn, ensure that defence materiel portfolio
elements are available and in a condition that allows for their use in military readiness training, operations and
Defenceservices.TheMaterielPortfolioManagementProgramsustainsDefencebydirectlyenablingtheDefence
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
3,257,674,663 3,834,232,332 2,554,936,231
201415 201516 201617
Military 56 56 56
TOTAL 495 495 495
Defencemateriel,equipment,and
equipmentfleetsareavailableinthe
quantity,mixandconditiontomeet
Defenceneeds
%ofkeyfleetsavailabletomeet
operationalandforcedevelopment
tasksinaccordancewithCanadaFirst
DefenceStrategy(CFDS)
90100% March2015
PlanningHighlights
ImproveinvestmentplanningandmanagementtobalanceCFDSrequirements
Continue to strengthen the alignment of the National Procurement and Materiel Management Programs with
theCAFForcePostureandReadinessPlan.
SubSubProgram4.2.2:MaterielAcquisition
TheMaterielAcquisitionProgramaimstoaugmentthedefencematerielportfoliobydeliveringacquisitionservices
fordefencematerial,equipment,equipmentfleets,andsupportingelements.ThisProgramisprimarilyfocusedon
meetingDefencematerielcapabilityneedstoenablereadinesstrainingandemploymentofmultipurposecombat
capable forces as well as other Defence services. Results are accomplished through the delivery of Major Capital
Project, Minor Capital Project, and Minor Capital Equipment Project services. The Materiel Acquisition Program
sustains Defence by directly enabling the Materiel Portfolio Management Program which inturn provides the
materiel elements of Defence capabilities for the Defence Ready Force Element Production Program,the Defence
Services and Contributions to Government Program, and the Defence Capability Development and Research
Program.
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
396,268,639 423,302,573 360,061,060
201415 201516 201617
TOTAL 1,380 1,380 1,380
%CFDSmaterielacquisitionprojectson
originalschedule
85100% March2015
%NonCFDSmaterielacquisition
projectsonoriginalschedule
85100% March2015
TheDefencemateriel,equipmentand
equipmentfleetsportfoliois
augmentedinatimelymannerto
meetDefenceneeds
%CFDSandNonCFDSmateriel
acquisitionprojectsonadjusted
schedule
85100% March2015
PlanningHighlights
Continue the transition to steady state of the Project Management Competency Development Initiative with
the aim of rebuilding a professional project management workforce. This will help to enable delivery of the
Defence Program by qualifying all incumbent Project Managers to the appropriate DND Project Management
level,alignedwiththeTreasuryBoardSecretariat'scriticalityandriskratingoftheprojectbeingmanaged.
SupportPublicWorksandGovernmentServicesCanadainthedevelopmentandpromulgationofGovernment
of Canada Defence Procurement Strategy with the aim to optimize the economic impact of Defence
procurement and better position the Canadian defence and security industry to be globally competitive.
Defencespecificinitiativesinclude:
Continuetoimproveandstreamlinetheprojectapprovalprocessandenhancedepartmentalgovernance;
ImproveinternalchallengefunctionsandthirdpartyreviewofHighLevelMilitaryRequirements;and
Enhance Defence's relationship with industry through the development and promulgation of a new
DefenceAcquisitionGuide.
Support the continued development and implementation of a Government of Canada Defence Procurement
StrategyinordertoensurethatmilitaryequipmentpurchasesdelivertherightcapabilitiestotheCAF.
PleaseseetheDefencewebsite,formoreinformationon InvestinginEquipment
61
andon CanadianGovernment
DefenceProcurement
62
.
As part of the Defence Renewal plan, implement best practices approaches to procurement to optimize
Departmentcontrolledprocurementexpenditurestodelivergreatercapabilitywithinbudgetlimitations.
SubSubProgram4.2.3:MaterielEquipmentUpgradeandInsertion
The Materiel Equipment Upgrade and Insertion Program seeks to ensure that defence material, equipment,
equipment fleets, and supporting elements are upgraded and/or undergo technology insertion. Results are
achievedbythedeliveryofservicesformaintenanceperiods,midlifeupgradesandotherequipmentandplatform
workprogramsdesignedtorejuvenateandupdateequipmentandmaterieltechnologies.TheMaterielEquipment
UpgradeandInsertionProgramsustainsDefencebydirectlyenablingtheMaterielPortfolioManagementProgram
which inturn makes the materiel element of Defence capabilities available for the Defence Ready Force Element
Production Program, theDefence Services and Contributions to Government Program, and the Defence Capability
DevelopmentandResearchProgram.
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
733,742,639 740,237,836 734,902,459
201415 201516 201617
Civilian 70 70 70
TOTAL 1,012 1,012 1,012
%ofMaterielUpgradeand
TechnologicalInsertionProjectsand
Upgradesonschedule
85100% March2015
Defencemateriel,equipmentand
equipmentfleetsarerefittedand/or
transitionedtomeetDefenceneeds
%ofMaterielUpgradeand
TechnologicalInsertionProjectsand
UpgradesonoriginalTreasuryBoard
Secretariatschedule
85100% March2015
PlanningHighlights
SubSubProgram4.2.4:MaterielDivestmentandDisposal
The Materiel Divestment and Disposal Program seeks to reduce the defence materiel portfolio by delivering
divestment and disposal services for material, equipment, equipment fleets and supporting elements. This
ProgramisprimarilyfocusedonmaintainingthemixandquantityofmaterieltomeetDefencematerielcapability
needs.Resultsareachievedthroughthedeliveryofservicesforassetsales,tradeins,alternativeapplications(such
as artefacts), donations and monuments, transfers, and scrapping/destruction. The Materiel Divestment and
DisposalProgramsustainsDefencebydirectlyenablingtheMaterielPortfolioManagementProgramwhichinturn
provides the appropriate mix of materiel elements of Defence capabilities for the Defence Ready Force Element
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
6,229,987 7,166,383 7,736,571
201415 201516 201617
Military 6 6 6
Civilian 25 25 25
TOTAL 31 31 31
equipmentfleetsarereducedina
safe,responsible,andtimelymanner
tomeetDefenceneeds
%materieldisposedonschedule 80100% March2015
PlanningHighlights
Developandexecutedisposalplanstoensuretheeffectivedisposalofsurplusassets.
SubSubProgram4.2.5:MaterielEngineering,Test,ProductionandMaintenance
The Materiel Engineering, Test, Production and Maintenance Program aims to ensure that defence materials,
equipmentandservicessatisfyoperationalandperformancerequirementsandareinconditionthatallowfortheir
safe use at inception and throughout their lifecycle. Results are accomplished through the delivery of technical
review,analysis,examination,testing,certification,qualityassurance,andproductionandmaintenanceservicesto
the defence materiel portfolio. Also, engineering investigations and analysis services are conducted to address
materiel failures as required by the appropriate authorities. The Materiel Engineering, Test, Production and
MaintenanceProgramsustainsDefencebyenablingtheMaterielPortfolioManagementProgram.
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
1,156,126,890 1,158,384,158 1,158,717,371
201415 201516 201617
Military 3,249 3,249 3,249
Civilian 3,537 3,537 3,537
TOTAL 6,786 6,786 6,786
equipmentfleetsareinacondition
thatmeetstheneedsofDefence
%materielmaintenanceonschedule 85100% March2015
PlanningHighlights
AspartoftheDefenceRenewalplan,seekoutimprovementsintheeffectivenessandefficiencyofmaintenance
executionwithintheenvironmentalservicestoimprovethesupporttomissionreadiness.
SubSubProgram4.2.6:MaterielInventoryManagementandDistribution
TheMaterielInventoryManagementandDistributionProgramaimstoensurethatdefencematerial,equipment,
equipmentfleetsandallsupportingelementsaremadeavailableinatimelymannerandintherequiredlocation
toproducereadyforceelements,conductoperations,anddeliverDefenceservices.Resultsareachievedthrough
the delivery of transportation, inventory and warehousing management, inventory control, identification and
tracking,andDefencepostalservicesforthematerielelementsofDefencecapabilitiesandotherrelevantmilitary
elements. The Materiel Inventory Management and Distribution Program sustains Defence by enabling the
Materiel Lifecycle Program, the Defence Ready Force Elements Production Program, the Defence Capability
DevelopmentandResearchProgram,theDefenceServicesandContributionstoGovernmentProgram,andDefence
CombatandSupportOperationsasrequired.
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
515,592,807 515,800,715 525,634,908
201415 201516 201617
Military 2,380 2,380 2,380
Civilian 1,788 1,788 1,788
TOTAL 4,169 4,169 4,169
equipmentfleetsaresuppliedand
madeavailableinatimelymannerat
thelocationtomeettheneedsof
Defence
%ofstockoutonprojectedmateriel
requirements
<7.93% March2015
PlanningHighlights
ImplementcontrolledgoodsenhancedsecuritymeasurestoensurecomplianceintegrityfortheDepartmentas
itrelatestodomesticandinternationalcontrolledgoodsobligations.
ContinuetostrengthenthecoreControlFrameworkinsupportofTreasuryBoardrequirementspertainingto
procurement,managementandcontrolofinventories
Complete the inventory of 1st and2nd Line Ammunition stock, weapons and serial number items within their
respective infrastructure so as to demonstrate sound stewardship of the materiel resources entrusted to
Defence and to maintain compliance with Government regulations and Treasury Board mandatory reporting
requirementspertainingtoprocurement,managementandcontrolofinventories;
ExecutetheNationalStocktakingProjecttoidentifydiscrepancieswithsystemofrecordsandmakeappropriate
correctionstoincreasematerieldataintegritywithrespecttoquantity,locationandvalue;
Rationalize inventory holdings to provide the Total Asset Visibility critical to improving support to operational
decision making, responding to Government of Canada Audited Financial Statements and Public Accounts
requirements and optimizing inventory holdings and warehousing resources by making informed decisions on
theretentionordisposalofstock;and
Initiate an Automatic Identification Technology capability to transform its Global Supply Chain business with
modernized processes and technology so as to enhance military operational support, provide a total asset
visibility capability, increase the supply chain efficiency and provide sophisticated decision support,
optimizationandcontrolsystems.
Rationalizematerielinventorytooptimizetheamountofinventoryprocuredandheldinordertoimprove
oversight,reduceexcessinventoryholdingsandincreaseassetavailability;and
Optimize warehousing transport and distribution capabilities, modernizing the Defence Supply Chain,
thereby ensuring that facilities are rightsized and the distribution process efficiently delivers the right
materieltotherightplaceattherighttime.
SubSubProgram4.2.7:MaterielStrategicCoordination,DevelopmentandControl
The Materiel Strategic Coordination, Development and Control Program aims to ensure that defence material,
equipment,equipmentfleetsandallsupportingelementsaremanaged,coordinatedandoverseensothattheyare
availablefortheproductionofreadyforceelementsandtheemploymentofmultipurposecombatcapableforces
as well as other Defence services. Results are achieved through the delivery of planning, design, development,
implementation, coordination, control, governance, performance management, reporting, relationship and
partnership management, and advice services as they relate to defence materiel in order to meet Defence
readiness needs. The Materiel Strategic Coordination, Development and Control Program sustains Defence by
enablingtheMaterielLifecycleProgram.GovernanceandadvisoryservicesalsosupporttheStrategicCoordination,
Development and Control Program of the military personnel and organization, real property and info systems
capability elements as well as the Operational Readiness Production Coordination and Command and Control
Program,theDefenceCapabilityDevelopmentandResearchProgram,andtheDefenceServicesandContributions
to Government Program. Further, this Program includes all international and industrial activities, as well as
regulatory programs and the coordination and control of the Airworthiness Program in response to the
AeronauticalAct.
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
67,588,715 69,114,770 70,325,003
201415 201516 201617
TOTAL 510 510 510
developmentandcontrolofDefence
materialmeetsDefenceneeds
%DefenceMaterielscoreonthe
80100% March2015
PlanningHighlights
SupportPublicWorksandGovernmentServicesCanadainthedevelopmentandpromulgationofGovernment
of Canada defence procurement strategy. The strategy will seek to optimize the economic impact of defence
procurement, to better position Canadian defence and security industry to be globally competitive and
consistentwithdepartmentalprioritiesandinterests,whilebeingsupportiveofthewidersocioeconomicgoals
oftheGovernmentofCanada.
AspartoftheDefenceRenewalplan,Defencewillimplementamaintenanceandmaterielrenewalprogramto
optimizeequipmentmaintenanceprogramsandenhancetheireffectivenessandefficiency.
SubProgram4.3:RealPropertyLifecycle
The Real Property Lifecycle Program provides the real property products and services required to ready Defence
force elements and fulfill obligations of Defence Combat and Support Operations, Defence Services and
ContributionstoGovernment,andDefenceCapabilityDevelopmentandResearchactivities.Itensuresthatdefence
real property capability elements are available in the quantity, mix and condition that enable the production of
readyforceelements,theemploymentofmultipurposecombatcapableforces,andotherDefenceservices.The
Program oversees and delivers real property and the lifecycle management services to ensure the availability of
real property, including acquisition and new capability construction services, recapitalization and betterment
services, divestment and disposal services, operation, maintenance and repair services, navigation and traffic
control services, environment and remediation services, and the planning and governance of the Program. The
authorityforthisProgramisderivedfromtheNationalDefenceAct.
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
2,227,013,166 2,217,371,899 1,970,915,907
201415 201516 201617
Military 1,360 1,360 1,360
Civilian 4,026 4,026 4,026
TOTAL 5,386 5,386 5,386
Defencerealpropertyisavailablein
thequantity,mix,andconditionthat
issuitabletoDefenceneeds
%ofDefencerealpropertythatis
suitabletoDefencerequirements
80100% March2015
PlanningHighlights
Defenceisaparticipantinthe201316FederalSustainableDevelopmentStrategyandcontributestoThemeIIIand
ThemeIVtargetsthroughtheRealPropertyLifecycleProgram.TheDepartmentcontributestothefollowingtarget
areas:

FederalContaminatedSitesActionPlan
SpeciesatRisk

GreenhouseGasEmissionsReduction
RealPropertyEnvironmentalPerformance
WaterManagement
63
Planned activities within the Real Property Lifecycle Program are detailed under each of the applicable subsub
programs.
SubSubProgram4.3.1:RealPropertyPortfolioManagement
The Real Property Portfolio Management Program seeks to ensure that defence real property is managed
holisticallythroughoutitslifecyclesothattheconditionofDefencerealpropertycapabilityelementsissuitableto
Defence needs and made available for the production of ready force elements, capability development and
research,andDefenceservices.Thisisaccomplishedthroughrealpropertyassessmentservices,analysisservices,
requirement identification services, inventory data management, and service delivery coordination for defence
real property acquisitions, operations, maintenance and repairs, divestments, disposals, environmental, and
remediationservices.TheRealPropertyPortfolioManagementProgramsustainsDefencebydirectlyenablingthe
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
757,023,314 770,628,765 507,601,935
201415 201516 201617
Military 4 4 4
TOTAL 312 312 312
Facilityconditionrating(%)forreal
propertyassets
020% March2015
Defencerealpropertyisavailableina
conditionthatmeetsDefenceneeds
%ofrealpropertymaintenance,
repairsandrecapitalizations
expenditurescomparedto
replacementvalueofRealProperty
ReplacementCosts
3.9% March2015
PlanningHighlights
AspartoftheDefenceRenewalplan,theDefenceTeamwillrationalizetheRealPropertyPortfoliotobecome
more efficient, operationally effective, affordable and sustainable, and support the Canada First Defence
Strategy.
SubSubProgram4.3.2:RealPropertyAcquisition
The Real Property Acquisition Program seeks to expand or enhance the defence real property assets portfolio
through the delivery of purchase, capital leases, new asset construction, or life extension construction services
where and when needed in support of new Defence capabilities. Results are achieved through purchase, lease,
exchange, gift, easement, transfer, expropriation services or other means as required. The Real Property
AcquisitionProgramsustainsDefencebydirectlyenablingtheRealPropertyPortfolioManagementProgramwhich
inturn provides the real property elements of Defence capabilities for the Defence Ready Force Element
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
96,409,824 97,480,292 84,779,399
201415 201516 201617
Military 8 8 8
TOTAL 144 144 144
%Newconstruction,bettermentsand
recapitalizationsonoriginalTreasury
BoardSecretariatschedule(over$1M)
90100% March2015 TheDefencerealpropertyassets
portfolioisaugmentedorextendedin
atimelymannertomeettheneedsof
Defence
%Newconstruction,bettermentsand
recapitalizationsonadjustedschedule
(over$1M)
90100% March2015
PlanningHighlights
AspartoftheDefenceRenewalplan,improveRealPropertyprojectdeliverytoensurethatacquisitiondelivery
optimizestheallocatedresources(personnelandfinancial).
SubSubProgram4.3.3:RealPropertyDivestmentandDisposal
The Real Property Divestment and Disposal Program aims to reduce the defence real property portfolio by
addressingsurplusdefencerealpropertycapabilityelements.Resultsareachievedthroughtimelydivestmentsof
real property where and when required to ensure that Defence maintains a relevant real property mix to meet
Defence real property capability needs. This is accomplished through site identification services, property
assessment services, estimate/appraisal services, solicitation process services, consultation services, negotiation
services, and agreement development services. The Real Property Divestment and Disposal Program sustains
DefencebydirectlyenablingtheRealPropertyPortfolioManagementProgram.
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
33,085,467 33,872,837 34,658,992
201415 201516 201617
Military 2 2 2
TOTAL 107 107 107
Defencerealpropertyassets
portfolioisreducedinatimely
mannertomeetDefenceneeds
%surplusrealpropertylandarea
comparedtototalowned
<1% March2015
PlanningHighlights
SubSubProgram4.3.4:RealPropertyOperations,MaintenanceandRepair
TheRealPropertyOperations,MaintenanceandRepairProgramaimstoprovidefundamentalservicesforplanned
and unplanned maintenance, repair, and overall operation of defence real property capability elements (i.e.
buildings, works, and base functions) to ensure its continued availability and suitability to meet the needs of
Defence. Results are achieved through real property assets maintenance, repair, and operation services such as
groundskeeping,HVAC,wastecollection,navigation,airtrafficandrangecontrol,andtheprovisionofotherreal
property related amenities. The Real Property Operations, Maintenance and Repair Program sustains Defence by
enabling the Real Property Portfolio Management Program and enables the Defence Ready Force Element
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
1,250,146,252 1,221,678,022 1,246,868,770
201415 201516 201617
Military 1,315 1,315 1,315
Civilian 3,259 3,259 3,259
TOTAL 4,574 4,574 4,574
%ofResidentialHousingUnitsthatare
ofasuitableconditionforoccupancyby
CAFmembers
85100% March2015
Defencerealpropertyismaintained
andrepairedinordertomeetthe
needsofDefence
%realpropertymaintenanceandrepair
investmentinrelationtoRealProperty
ReplacementCost
1.4% March2015
PlanningHighlights
SubSubProgram4.3.5:RealPropertyEnvironmentandRemediation
TheRealPropertyEnvironmentandRemediationProgramaimstoenabletheproductionofreadyforceelements
throughenvironmentallysustainableDefenceactivities,andtoensurethatDefencereducesitsliabilityrelatedto
real property. Results are accomplished through the delivery of awareness initiatives, and environmental
assessment, environmental management, natural resources, communication and consultation services.
Additionally, the remediation of defence real property capability elements also achieves results through the
delivery of site identification, site assessment, site characterizations, and site classification services as well as
sampling, testing, risk management and mitigation, and longterm monitoring services. The Real Property
EnvironmentandRemediationProgramsustainsDefencebydirectlyenablingtheRealPropertyLifecycleProgram
as well as the Defence Operational Readiness Production Command and Control and Coordination Program,
OrganizationSecurity,Protection,JusticeandSafetyProgram,andtheMilitaryPersonnelandOrganization,
Materiel,InfoSystemsStrategicCoordination,DevelopmentandControlPrograms.
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
64,791,317 67,519,510 70,053,320
201415 201516 201617
Military 10 10 10
TOTAL 191 191 191
%reductionincontaminatedsites
openingliability(siteswhichreported
liabilityinthepreviousfiscalyear)
7% March2015 Defencereducesitsenvironmental
andunexplodedordnance(UXO)
liabilityrelatedtorealproperty
#IdentifiedUXOsiteslegacyassessed
peryear
40 March2015
Defencedemonstratesresponsible
andsustainableenvironmental
stewardship
%achievementofFederalSustainable
DevelopmentStrategycommitments
95100% March2015
PlanningHighlights
SubSubProgram 4.3.6: Real Property Strategic Coordination, Development and
Control
The Real Property Strategic Coordination, Development and Control Program seeks to ensure that defence real
property and the natural environment are managed, coordinated and overseen so that it is available for the
productionofreadyforceelementsandtheemploymentofmultipurposecombatcapableforcesaswellasother
Defence services. Results are achieved through planning, design, development, implementation, coordination,
control,governance,performancemanagement,reporting,relationshipandpartnershipmanagement,andadvice
servicesastheyrelatetodefencerealpropertyinordertomeetDefencereadinessneedsandtorespondtothe
FederalGovernmentagenda.TheRealPropertyStrategicCoordination,DevelopmentandControlProgramsustains
Defence by directly enabling Real Property Lifecycle Program. Governance and advisory services also support the
StrategicCoordination,DevelopmentandControlProgramofthemilitarypersonnelandorganization,materieland
infosystemscapabilityelementsaswellastheOperationalReadinessProductionCoordinationandCommandand
Control Program, the Defence Capability Development and Research Program, and the Defence Services and
ContributionstoGovernmentProgram.
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
25,556,991 26,192,472 26,953,490
201415 201516 201617
Military 20 20 20
Civilian 38 38 38
TOTAL 59 59 59
realpropertymeettheneedsof
Defence
%DefenceRealPropertyscoreonthe
80100% March2015
PlanningHighlights
SupportGovernmenteffortswiththelegalobligationstotheAboriginalPeopleofCanada
Adopt the "Determining if there is Legal Duty to Consult Checklist" to ensure compliance with Defences legal
dutytoconsult,assistwithrecordkeepingandhelptoavoidprojectrisks;and
PromotetheDNDLearnonlinecourse,"IntroductiontoAboriginalConsultationsinDND/CAF"toprovidegreater
knowledge and awareness of the Departments obligations towards Aboriginal groups and how these
obligationsaffectplanningandreporting.
ImplementDefenceInfrastructureComplianceStrategy
DeveloparealpropertycompliancestrategythatwillallowDefencetomakeconsistentandinformeddecisions
in the prioritization and risk management for compliance with architectural, fire protection, engineering,
environmentalandrelatedlegislation,GovernmentofCanadapoliciesandagreements.
Optimize facilities management service delivery to achieve efficiencies through the consolidation of base
andwingRealPropertycontractsatthenational,regionalorlocallevels;and
Seek to centralize real property management to efficiently manage the lifecycle of departmental
infrastructureinsupportofCAFmissions,whileprovidingthebestvaluetoCanadians.
PromulgatetheDefenceEnvironmentalStrategy
Implement the Defence Environmental Strategy to ensure environmental considerations are integrated into
activitiesthatsupporttheDefencemandate.
SubProgram4.4:InformationSystemsLifecycle
The Information Systems Lifecycle Program seeks to ensure that the information systems infrastructure and
applicationsaremadeavailabletotheproductionreadyforceelements,capabilitydevelopmentandresearch,and
Defence services and to fulfill obligations of Defence Combat and Support Operations, Defence Services and
Contributions to Government, and Defence Capability Development and Research activities. It ensures that the
defenceinformationsystemsinfrastructureandapplicationscapabilityelementsareavailableinthequantity,mix
and condition that enables the readiness and employment of multipurpose combat capable forces and other
Defenceservices.TheProgramoverseesanddeliversdefenceinformationsystemsinfrastructureandapplications,
and the lifecycle management services provided to ensure the availability information systems and applications,
including acquisition services, development and deployment services, system management and user support
services, and the planning and governance of the Program. The authority for this Program is derived from the
NationalDefenceAct.
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
693,731,305 681,454,310 715,588,118
201415 201516 201617
Military 1,355 1,355 1,355
Civilian 1,544 1,544 1,544
TOTAL 2,899 2,899 2,899
Defenceinformationsystemsand
applicationsareavailableinthe
quantity,mix,andconditionthatis
suitabletoDefenceneeds
%oftimeinfosystemnetworksare
available
90100% March2015
PlanningHighlights
Defence is a participant in the 201316 Federal Sustainable Development Strategy and contributes to Theme IV
targets through the Information Systems Lifecycle Program. The Department contributes to the following target
areas:

64
PlannedactivitieswithintheInformationSystemsLifecycleProgramaredetailedundereachoftheapplicablesub
subprograms.
SubSubProgram4.4.1:InfoSystemsPortfolioManagement
TheInfoSystemsPortfolioManagementProgramseekstoensurethatdefenceinformationsystemsinfrastructure
and applications are managed throughout their lifecycle so that the condition of Defence information system
capability elements is suitable to Defence needs and made available for the production of ready force elements,
capability development and research, and Defence services. It aims to ensure that command, control,
communications, computer, intelligence, surveillance, and reconnaissance application solutions are secure and
available in diverse locations where information continuity must be maintained across communication
interruptions. This is accomplished through assessment services and identification and coordination for defence
informationsystemsacquisition,development,deployment,systemmanagement,usersupportservices.TheInfo
Systems Lifecycle Management Program sustains Defence by directly enabling the Defence Ready Force Element
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
245,288,460 219,927,557 240,836,891
201415 201516 201617
Military 92 92 92
TOTAL 266 266 266
Defenceinformationsystems
infrastructureandapplicationsare
availabletomeettheneedsof
Defence
%ofDNDApplicationPortfoliothatis
consideredhealthy
90100% March2015
PlanningHighlights
followingplansandrespectiveinitiatives:
ProvideanintegratedandeffectiveIMandITenvironmentinsupportofallDefenceoperations
Maintaininteroperabilitydepartmentally,nationallyandinternationallyinordertostrengthenDefence'sability
todefendandoperateournetworksinsupportofoperations;and
Integrate cyber operations as an integral part of the CAF capability portfolio with a view to strengthen the
abilitytodefendandoperatenetworksinsupportofoperationswithinthecyberenvironment.
AspartoftheDefenceRenewalplan,Defencewillestablishmoreeffectiveapplicationportfoliomanagementto
provide longterm transformational change, suitable to Defence needs, while improving efficiency and
rationalizingITexpenditureacrosstheorganization.
Fully maintain critical and essential applications while the portfolio rationalization initiatives take place in FY
201415.
SubSubProgram4.4.2:InfoSystemsAcquisition,DevelopmentandDeployment
The Info Systems Acquisition, Development and Deployment Program seeks to expand or enhance the defence
secure information systems infrastructure and applications portfolio by delivering acquisition, development and
deployment services to meet defence command, control, communications, computer, intelligence, surveillance,
and reconnaissance needs. Results are achieved through acquisition project development and management
services,developmentprojectdevelopmentandmanagementservices,testingservices,anddeploymentservices.
TheInfoSystemsAcquisition,DevelopmentandDeploymentProgramsustainsDefencebydirectlyenablingtheInfo
SystemsPortfolioManagementProgramwhichinturnprovidesthematerielelementsofDefencecapabilitiesfor
the Defence Ready Force Element Production Program, the Defence Services and Contributions to Government
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
160,997,860 168,096,759 175,751,968
201415 201516 201617
TOTAL 577 577 577
%InfoSystemsCapitalProjectson
Schedule(originaltimeline)
85100% March2015
%InfoSystemsCapitalProjectson
Schedule(adjustedtimeline)
85100% March2015
ThesecureDefenceinformation
systemsportfolioisaugmentedto
meetDefenceinteroperabilityneeds
%ofInfoSystemsprojectsrequiring
SeniorManagementattention
4% March2015
PlanningHighlights
Ensure that new IT systems are developed, acquired and deployed in a manner that enhances the security of
the information sharing environment to ensure the confidentiality, integrity, accessibility and availability of
information,systemsandsupportingnetworksforDefence.
AspartoftheDefenceRenewalplan,DefencewilloptimizeprocurementofITandprofessionalservicesthrough
improvedplanningandsynchronizationofdelivery.
SubSubProgram4.4.3:InfoSystemsSystemManagementandUserSupport
The Info Systems System Management and User Support Program aims to provide Defence information system
managementandusersupportinatimelymannerandintherequiredlocationtoproducereadyforceelements,
conduct operations, and deliver Defence services. Results are accomplished through the delivery of divestment,
problem resolution support, training, and system support services. The Info Systems System Management and
User Support Program sustains Defence by directly enabling the Info Systems Portfolio Management Program,
Defence Ready Force Element Production Program, the Defence Services and Contributions to Government
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
186,514,223 191,012,116 194,589,534
201415 201516 201617
TOTAL 1,638 1,638 1,638
Defenceinformationsystemsand
usersupportareavailableas
requiredtomeettheneedsof
Defence
%CanadianForcesNetworkOperations
CentreticketsresolvedwithinService
LevelAgreementstandard
90100% March2015
PlanningHighlights
Continue to operate IM/IT systems and networks to ensure the confidentiality, integrity, accessibility and
availabilityofinformation,systemsandsupportingnetworksforDND/CAF.
AspartoftheDefenceRenewalplan,DefencewillprovideanintegratedandeffectiveIMandITenvironment
insupportofallDefenceoperations.
SubSubProgram 4.4.4: Info Systems Strategic Coordination, Development and
Control
The Info Systems Strategic Coordination, Development and Control Program seeks to ensure that Defence
information systems and applications are secure, managed, coordinated and overseen so that they are available
fortheproductionofreadyforceelementsandtheemploymentofmultipurposecombatcapableforcesaswellas
other Defence services. Results are delivered through planning, design, development, security assessment,
implementation, coordination, control, governance, performance management, reporting, relationship and
partnershipmanagement,andadviceservicesastheyrelatetodefenceinformationsystemsandapplications.The
Info Systems Strategic Coordination, Development and Control Program sustains Defence by enabling the
InformationSystemsLifecycleProgram.GovernanceandadvisoryservicesalsosupporttheStrategicCoordination,
Development and Control Program of the military personnel and organization, materiel, and real property
capability elements as well as the Operational Readiness Production Coordination and Command and Control
Program, and the Defence Services and Contributions to Government Program, and Defence Capability
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
100,930,762 102,417,878 104,409,725
201415 201516 201617
TOTAL 418 418 418
informationsystemsand
applicationsmeetDefenceneeds
%DefenceInfoSystemsscoreonthe
80100% March2015
PlanningHighlights
Strengthen its ability to defend and operate its networks in support of operations within the cyber
environment. This will be achieved through the integration of cyber operations as a vital part of the CAF
capabilityportfoliowhilemaintaininginteroperabilitydepartmentally,nationallyandinternationally;and
Centralize governance and corporate stewardship of the Defence IM/IT program to ensure the efficient
allocationofresourcesinsupportofprioritizedDefenceIM/ITProgramactivitiesbyproviding:
anewDefenceIM/ITbusinessplanningprocessimplementedbymid201415fortheFY201516planning
cycle;and
anewDefenceIM/ITconceptofoperationsdocumenttosupportgovernancerenewalbymidFY201415.
ImplementthetransitiontoSharedServicesCanada
Ensure Shared Services Canada IT services are well established for Defence through the maintenance of a
steadystateITservicedeliveryincollaborationwiththeDepartmentandSharedServicesCanada.
As part of the Defence Renewal plan, Defence will improve the governance of the Defence IM/IT program in
ordertoimproveIM/ITprogramefficiencyandtorationalizeIM/ITexpenditureacrossDefencebydevelopinga
commonandthoroughDepartmentwideapproachtoIM/ITplanning.
Program5.0:DefenceCapabilityDevelopmentandResearch
The Defence CapabilityDevelopment andResearch Program seeks to provide the analyticalbases and knowledge
toanticipateforeseeablechangesinthethreatandsecurityenvironmentandtodeterminetheassociateddemand
for Defence capabilities across near and longterm time horizons in order to enable evidencebased strategic
decisions that align the introduction, modification and divestment of Defence capabilities and guide the
application of existing capabilities with an acceptable levels of risk. Results are achieved by: establishing and
monitoring the fulfillment of nearterm targets for readying force elements and conducting Defence operations;
identifying lessons from past operations; assessing defence and security trends; developing and integrating new
knowledge and systems/methods for conducting operations; developing approaches and conducting Defence
capabilityanalysesatstrategic,operationalandtacticallevels;presenttofuturecapabilityassessments;designing
and assessing defence alternatives; providing Defence capability oversight and expertise; and Defence capability
useplanningforsustainableDefencecapabilitiesinfuturetimehorizons.Assuch,thisProgramsustainsDefence
byprovidingkeyproductsandservicestotheDefenceCapabilityElementsProductionProgram,theDefenceReady
ForceElementProductionProgramandpartsoftheDefenceCombatandSupportOperations,andDefenceServices
andContributionstoGovernmentPrograms.ThisProgramalsodirectlyenablesthemanagementandoversightof
Defenceasawhole.
201415
MainEstimates
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
326,339,123 326,339,123 334,986,231 342,008,495
201415 201516 201617
Civilian 1,484 1,484 1,484
TOTAL 2,325 2,325 2,325
Defencestakeholdersareawareof
riskspertainingtotheintroduction,
preparation,application,
modificationanddivestmentof
Defencecapabilitiesinboththe
nearandlongtermhorizons
%scoreontheDefenceCapability
DevelopmentandResearchEvaluation
Index
81100% March2015
PlanningHighlights
Continue to implement and evolve the Capability Based Planning Process and enhance the Defence Capability
Boards internal challenge function in order to ensure that Defence is procuring the right capability to meet
CFDSrequirements.
SubProgram5.1:CapabilityDesign,DevelopmentandIntegration
TheCapabilityDesign,DevelopmentandIntegrationProgramprovidesfocusedexpertisetodevelopandintroduce
new capabilities, develop new knowledge, integrate knowledge from internal and external sources, develop new
concepts, innovate ways to provide competitive advantage to military operations, and enhance theeffectiveness
of Defence programs. Results from this Program are accomplished by: developing, demonstrating, testing and
evaluating advanced systems and technologies and integrating these and other scientific research into Defence
programs; identifying lessons from ongoing and historical operations; producing new concepts and doctrine;
designing and assessing alternative capabilities; providing planning, oversight and expertise for the introduction
and divestment of capabilities; and developing analyses to enable evidencebased decisions concerning the
selection and effective use of capabilities at strategic, operational and tactical levels. The products and services
from this Program sustain Defence by directly enabling the Strategic Direction and Planning Support Program.
They also enable aspects of the Defence Capability Elements Production Program, the Defence Ready Force
Element Production Program, and the Programs that deliver Defence Combat and Support Operations as well as
DefenceServicesandContributionstoGovernment.
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
305,548,337 313,845,482 320,549,898
201415 201516 201617
Civilian 1,432 1,432 1,432
TOTAL 2,187 2,187 2,187
Planswhichmakeadjustmentsto
theelementsofDefencecapability
areestablished,alignedand
monitored
%scoreontheCapabilityDesign
DevelopmentandIntegration
EvaluationIndex
81100% March2015
PlanningHighlights
Plannedactivitieswithinthe CapabilityDesign,DevelopmentandIntegrationProgramaredetailedundereachof
theapplicablesubsubprograms.
InsupportofthisProgram,Defencewilladvancethefollowinginitiative:
Integratedspace,cyberandjointC4ISRcapabilitydevelopmentefforts.
SubSubProgram5.1.1:CapabilityDesignandManagement
TheCapabilityDesignandManagementProgramoverseetheexecutionofactivitiesthatconceive,design,develop
and introduce new or modify existing Defence capabilities which provide the ability to achieve a desired effect
duringtheexecutionofadefenceoperationorthedeliveryofaDefenceservice.Defencecapabilitiesareformed
ofvariouscombinationsofforceelements,theentitiesthatexecutethetaskstoachievedesiredeffectsduringan
operation. This Program applies systemofsystems approaches to describe, analyse, design, and manage each
individualcapabilityasasystemofcapabilityelements(i.e.,militarypersonnel,materielandinformationsystems,
information, and real property) which must be suitably integrated in order to produce new or enhanced force
elements. Results are achieved through the oversight of Defence capability requirements specification,
conception,anddesign;andtheoversightandcoordinationofindividualcapabilityelementsdeliveryandprocess
specification for force element integration. This Program sustains Defence by directly enabling the Strategic
Capability Planning Support Program and the lifecycle management Programs responsible for the production,
maintenance, and retirement of Defence capability elements. It also influences the Operational Readiness
Production,CoordinationandCommandandControlProgram.
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
50,726,977 51,931,445 52,940,731
201415 201516 201617
Civilian 45 45 45
TOTAL 324 324 324
OptionstomodifyDefence
capabilitiesinordertofillindividual
capabilitygapsareproduced
%scoreontheCapabilityDesignand
ManagementEvaluationIndex
81100% March2015
PlanningHighlights
AdvancetheCAFsmilitaryoperationswithGovernmentandalliedsecuritypartnersinthecyberenvironment
throughacomprehensiveDefencepolicyandgreatercoherencewithallies.
InstituteaMultiYearEstablishmentPlantovalidateandprioritizemilitaryandcivilianpersonnelrequirements
based on current and future known manning pressures associated with joint and common defence
requirementsandtheforcedevelopmentofneworemergingcapabilities.
SubSubProgram5.1.2:Concept,DoctrineDevelopmentandWarfareExperimentation
The Concept, Doctrine Development and Warfare Experimentation Program seeks to achieve predictability and
reliability of performance and thereby realize enhanced opportunities for success and reduce the risk of failure
when delivering Defence operations and services. Results are achieved by this Program through conception,
development,and testing ofthe principles,methods andapproaches that inturnbecome the concepts, doctrine
andstandardsthatguidehowtasksshouldbeperformedatthestrategic,operationalandtacticallevelsduringthe
delivery of Defence Combat and Support Operations and Defence Services and Contributions to Government.
Innovations in the development and assessment of new concepts and doctrine are enabled through military
experimentation services and related modelling and simulation services. Fundamental to this Program is the
delivery of services that provide for the collection, analysis, synthesis and distribution and integration of lessons
learned from past operations. The products and services provided by this Program sustain Defence by directly
enablingtheCapabilityDesignandManagementProgramandtheOverarchingCommandandControlofDomestic
andInternationalOperationsProgram.ThisProgramisalsoakeyenablertotheOperationalReadinessProduction,
CoordinationandCommandandControlProgram.
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
64,116,183 65,632,789 66,841,901
201415 201516 201617
Civilian 53 53 53
TOTAL 425 425 425
Operationalconceptsanddoctrine
improveagilityduringthe
introduction,preparationand
applicationofDefencecapabilities
%scoreontheStateofConceptand
DoctrineEvaluationIndex
81100% March2015
Experimentaltestingdeterminesthe
suitabilityofnewmilitaryconcepts,
doctrine,methodsandsystemsfor
Defenceneeds
%scoreontheWarfare
ExperimentationQualityandImpact
EvaluationIndex
81100% March2015
Lessonslearnedfrompast
operationsareintegratedto
improveagilityduringthe
introduction,preparationand
applicationofDefencecapabilities
%scoreontheLessonsLearnedQuality
andImpactEvaluationIndex
81100% March2015
PlanningHighlights
As part of the Defence Renewal plan, continue to develop simulation and synthetic environment capabilities
withaviewtoimprovejointcapabilitydevelopmentandtrainingeffectivenessinsupportofDefencerenewal.
Strengthen the ability to provide relevant concepts to develop doctrine, supported by lessons learned
underpinnedbydefenceexperimentation,toensureforcepreparednessandreadinessgoalsaremet;and
Through the establishment and implementation of a Royal Canadian Air Force lessons learned branch, aim to
enhancetheRCAFsabilitytoincreaseeffectivenessofforcegenerationactivitiesthroughtheidentificationof
deficienciesandgapsduringtheforceemploymentphaseofoperations.
SubSubProgram5.1.3:ScienceandSystemsDevelopmentandIntegration
The Science and Systems Development and Integration Program aims to develop and synthesize new knowledge
and integrate advancements in science, systems and technology to provide a competitive advantage in military
operationsandenhancetheeffectivenessofotherdefenceprograms.Italsoseekstosynthesizeinformationand
develop methods and analyses to enable evidencebased decisions concerning the effective use of Defence
capabilities and improvements to the delivery of defence programs at strategic, operational and tactical levels
across current and future time horizons. Results are achieved by this Program through: the conduct of basic
research using scientific methods, the delivery of advanced systems and systems concepts; the testing and
evaluation of existing systems and technologies; human systems integration; the development of advanced
analyses; and the integration of science into other defence programs. The innovations and advancements in
science, systems and technology that are delivered by this Program sustain Defence by enabling the Capability
DesignandManagementProgram,theConceptDoctrineDevelopmentandWarfareExperimentationProgram,and
in some cases, the Overarching Command and Control of Domestic and International Operations Program. The
products and services provided by this Program for the purpose of evidencebased decision making sustain
DefencebyenablingeachofthesubprogramswithinDefenceCapabilityDevelopmentandIntegrationProgramas
well as the Coordination and Command and Control programs that govern delivery of: Defence Combat and
Support Operations; Defence Services and Assistance to Government; Defence Ready Force Element Production;
andDefenceCapabilityElementProduction.ThisProgramalsodirectlysupportsthemanagementandoversightof
Defenceasawhole.
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
190,705,176 196,281,249 200,767,265
201415 201516 201617
Civilian 1,334 1,334 1,334
TOTAL 1,438 1,438 1,438
Bodiesofknowledge,technologies
andsystemsareexplored,
developedandintegratedtorealize
enhancedlevelsofagilityduringthe
preparationandapplicationof
Defencecapabilities
%scoreontheDevelopmentand
IntegrationEvaluationIndex
80100% March2015
Strategicandoperationaldecisions
thataffecttheagilityofDefenceare
evidencebasedandinformedby
analyticalmethods,modelsand
tools
80100% March2015
PlanningHighlights
Develop and test countermeasures and surveillance techniques to increase the survivability of naval ships
againstopticallyassistedthreatsinlittoralenvironmentsandintheopenocean;and
Demonstrate a solution for proactively dealing with cyber vulnerabilities and mitigating attacks in near real
time.
SubProgram5.2:StrategicDirectionandPlanningSupport
The Strategic Direction and Planning Support Program aims to identify the strategic demand for Defence
capabilities and to enable strategic decisions and the development of strategic direction concerning the
corresponding use of available resources to: apply and maintain existing capabilities; introduce new or modified
capabilities; and divest of surplus capabilities with acceptable levels of risk across near and longterm time
horizons.Inthenearterm,aquantifiablerelationshipisestablishedbetweenGovernmentandstrategicdirection,
ongoingandcontingencyoperationsrequirementsandperformance,defenceroles,andreadinesstargetsinorder
to align force element production resources. In the longterm, challenge areas that may require changes to the
Defence capability and program portfolios are established. Results are achieved through monitoring, threat and
security environment analysis, change requirement identification, trend synthesis, portfolio challenge
identification, and portfolio alteration approach formulation and assessment. This Program sustains Defence by
directlyenablingtheDefenceReadyForceElementProductionProgram,theDefenceCapabilityElementProduction
Program, the Defence Capability Development and Research Program, and the management and oversight of
Defenceasawhole.
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
20,790,786 21,140,749 21,458,597
201415 201516 201617
Military 85 85 85
Civilian 52 52 52
TOTAL 138 138 138
%scoreontheFutureCapability
PlanningStrategicDirectionand
PlanningSupportEvaluationIndex
81100% March2015
Plansthatalignthesupplyand
demandforDefencecapabilitiesin
near,mid,andfuturetime
horizonsareestablishedand
monitored
%scoreontheForcePostureand
ReadinessStrategicDirectionand
81100% March2015
PlanningHighlights
PlannedactivitiesrelatedtotheStrategicDirectionandPlanningSupportProgramareprovidedundereachofthe
SubSubProgram5.2.1:StrategicCapabilityPlanningSupport
TheStrategicCapabilityPlanningSupportProgramprovidestheanalysesthatdeterminetheoverarchingportfolio
of all capabilities that will be required to successfully defend Canada and promote Canadian interests in future
timehorizons.ThisisaccomplishedthroughtheassessmentsofDefencepolicy,directionfromtheGovernmentof
Canada, the external environment, internal performance, the strategic threat environment and the envelope of
availableresources.Modifyingthecapabilityportfoliotypicallyrequiresdecisionsandprecursorinitiativestotake
placeinneartermtimehorizonsandtheseareeitherinitiatedorfacilitatedbythisProgram.Resultsareachieved
by this Program through activities that: identify required military effects; determine the capabilities needed to
generate these effects; assess current and planned capabilities of defence against these needs; oversee the
conception of possible approaches to mitigate capability shortfalls and reduce capability surpluses; facilitate
decisions to determine which approaches are to be pursued; and develop highlevel plans to enable and align
programsthatwilldelivernewcapabilitiesanddivestexistingcapabilities.Theproductsandservicesprovidedby
thisProgramsustainDefencebydirectlyenablingtheCapabilityDesignandManagementProgram,aswellasthe
Concept,DoctrineDevelopmentandWarfareExperimentationProgramandtheScienceandSystemsDevelopment
and Integration Program. Additionally, the broad evidencebased analyses provided by this Program directly
enablethestrategicmanagementandoversightofDefenceasawhole.ThisProgramalsohassecondaryinfluence
onthecoordination,developmentandcontrolprogramsthatgovernthelifecyclesofthecapabilityelements.
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
17,886,167 18,246,750 18,567,719
201415 201516 201617
Military 64 64 64
Civilian 52 52 52
TOTAL 116 116 116
Awarenessofexpecteddifferences
betweenthesupplyanddemand
acrosstheportfolioofDefence
capabilitiesisestablishedformid
andlongtermhorizons
%scoreontheStrategicCapability
81100% March2015
PlanningHighlights
Developcomprehensivepoliciesandpracticesforcyberoperationswithaviewtoadvanceinteroperabilitywith
GovernmentandalliedsecuritypartnersandensureCanada'sabilitytooperateinthecyberenvironment.
Improve and validate cost estimates in support of investment planning and the Canada First Defence Strategy
renewaltoensuretheDepartmentisabletomakecostefficient,strategicinvestmentdecisions.
SubSubProgram5.2.2:StrategicForcePosturePlanningSupport
The Strategic Force Posture Planning Support Program aims to maintain the sustainability of Defences Force
PosturetowardstheachievementofGovernmentofCanadaexpectationsforDefenceoperations.ForcePostureis
a collective term used by Defence to characterize the balance in the operational state of force elements within
Defencesportfolio.Forceelementsmaybeinoneofthreeoperationalstates.TheyareeitherdeliveringDefence
operations or services, ready to respond to operational contingencies, or in a state of reduced readiness.
Readiness, which is an intrinsic part of Force Posture, refers to the capability, responsiveness, quantity and
endurancerequirementsthatforceelementsmustmeetinordertoimprovethepotentialforsuccessandreduce
undue risks when they are employed on operations. A balanced Force Posture, including the achievement of
readinesstargets,mustbemaintainedtoachieveeffectivenessinthedeliveryofDefenceoperationsandservices
across time. This Program establishes and manages the adjustment of nearterm Force Posture and readiness
targets and provides a bridge to longerterm capability planning. Results are achieved through monitoring,
analysisandplanningbasedonstrategicdirectionaswellasriskandopportunityassessments.TheStrategicForce
PosturePlanningSupportProgramsustainsDefencebydirectlyenablingtheOverarchingCommandandControlof
Domestic and International Operations Program, the Operational Readiness Production, Coordination and
CommandandControlProgram,andthemanagementandoversightofDefenceasawhole.
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
2,904,619 2,893,998 2,890,878
201415 201516 201617
Military 21 21 21
Civilian 0 0 0
TOTAL 22 22 22
Awarenessoftheexpected
differencesbetweenthesupplyand
demandforexistingDefence
capabilitiesisestablishedforthe
nearandmidtermhorizon
%scoreontheStrategicForcePosture
81100% March2015
PlanningHighlights
AspartoftheDefenceRenewalplan,alignmandatedmissionstoCAFOperationalForcePostureandReadiness
soastoestablishalinkbetweenForcePostureandReadinessrequirementsandresourceexpenditure.
Program6.0:InternalServices
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;MaterielServices;AcquisitionServices;andOtherAdministrativeServices.InternalServicesincludeonly
those activities and resources that apply across an organization and not to those provided specifically to a
program.
201415
MainEstimates
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
437,571,998 437,571,998 449,652,876 459,780,791
201415 201516 201617
Civilian 2,187 2,187 2,187
TOTAL 2,836 2,836 2,836
PlanningHighlights
Planned activities within the Internal Services Program are detailed under each of the applicable subsub
programs.
SubProgram6.1:GovernanceandManagementSupport
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
135,550,998 139,430,915 142,005,573
201415 201516 201617
TOTAL 1,062 1,062 1,062
PlanningHighlights
This SubProgram represents a grouping of Internal Services activities related to Governance and Management
Support.Plannedactivitiesareprovidedundereachoftheapplicablesubsubprograms.
SubSubProgram6.1.1:ManagementandOversight
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
84,396,101 85,492,456 85,955,877
201415 201516 201617
TOTAL 855 855 855
PlanningHighlights
UndertakeCFDSrenewal
Respond to the Government's direction to provide a renewed Canada First Defence Strategy in order for
NationalDefencetomeetthechallengesofthefuture.
DevelopandImplementDefenceBusinessManagementCapability
EstablishaDefenceBusinessManagementCapabilitytoprovideanenterpriselevelfulltimecapabilitywiththe
authorityandexperiencetoprovideaunifyingconstructtoaddressthecapabilitygap.
Improve the project approval process so as to minimize costs and improve business agility and
efficiencies;
Enhance understanding of strategic intent, improve toplevel governance and communicate to the
Defence Team such that strategic intent and the goals and priorities that flow from it are clearly
articulatedandcommonlyinterpreted;
StrengtheninternalrelevanceanduseoftheProgramAlignmentArchitecture;
Developmechanism(s)toencouragefrontlineinnovation;
Establishmechanismstoensurethatpoliciesandproceduresremaincoherentandwidelyknown;
Developmechanismstopromoteeffectiveknowledgesharing;
Enhancetheuseandrigouroftheperformancemeasurementsystem;and
Determine opportunities to optimize spans of control to the appropriate levels, to minimize costs and
improvebusinessagilityandefficiencies.
Update the Department of National Defence Security Program by implementing the recommendations of the
Security Reform Team, which include the promulgation of new National Defence Security Directives/Canadian
ArmedForcesSecurityOrders.Theprogramwillbedesignedtoprovideasecurityarchitecturethatwilladdress
thecurrentDefencesecurityneedswhileremainingflexibletomeetunforeseenfuturedemands;
ImplementthenewDefenceSecurityDirectives/CAFSecurityOrders,ensuringitmeetstheneedtoeffectively
support, respond to, and actively promote the consistent application of security practices across the
Department;
DelivertheDefenceSecurityAwarenessprogramandwillensureitsupportsissuesacrosstheDepartment;and
Conduct business and strive to achieve the milestones laid out in the Master Implementation Plan of the
SecurityReformTeam.
SubSubProgram6.1.2:Communications
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
16,513,729 16,657,747 16,766,565
201415 201516 201617
Military 47 47 47
TOTAL 162 162 162
PlanningHighlights
SupportGovernmenteffortsforcommemorationofimportantanniversaries
DevelopaDefenceCommemorationstrategiccommunicationsplanwhichalignswiththewholeofgovernment
approach in order to provide a framework for coordination and collaboration in promoting the historical role
playedbyCanadasmilitaryinshapingtheCanadianidentity.
SubSubProgram6.1.3:LegalServices
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
34,641,168 37,280,713 39,283,131
201415 201516 201617
Military 18 18 18
Civilian 27 27 27
TOTAL 45 45 45
PlanningHighlights
Therearenospecificactivitiestohighlightthisfiscalyear.
SubProgram6.2:ResourceManagementServices
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
155,527,339 158,310,545 160,378,355
201415 201516 201617
Civilian 1,406 1,406 1,406
TOTAL 1,575 1,575 1,575
PlanningHighlights
This SubProgram represents a grouping of Internal Services activities related to Resource Management Services.
Plannedactivitiesareprovidedundereachoftheapplicablesubsubprograms.
SubSubProgram6.2.1:HumanResourcesManagement
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
90,976,171 91,566,662 91,983,952
201415 201516 201617
Military 3 3 3
TOTAL 903 903 903
PlanningHighlights
As part of the Defence Renewal plan, modernize civilian human resources management in order to minimize
costsandimprovebusinessagilityandefficiencies.
throughthefollowingplansandrespectiveinitiatives:
ProvideenhancedsupporttotheillandinjuredandtothefamiliesofCAFmembers
Seek to provide an effective disability management system to emphasize prevention and rehabilitation, and
includeenhancedsupportforcurrentandemerginghealthissues,suchasmentalillness,aswellasactivecase
managementthroughthealignmentoftheDefenceCivilianDisabilityManagementProgramtochangesinthe
TreasuryBoardSecretariatsdisabilitymanagement
66
system.
Researchanddefinetheoptimalcivilianworkforcecomposition,inordertoremaincoherentandalignedwith
theCAFmissionandpublicservicepriorities;and
Develop and implement a framework to manage civilian capacity, so as to balance and sustain the civilian full
time equivalent strength, affordability, and cost effectiveness to meet Canada First Defence Strategy
requirements.
Maximize military and civilian potential by continuing to strengthen leadership capacity through succession
planning,continuouslearningandprofessionaldevelopment
Implement the Treasury Board Secretariat Directive on Performance Management
67
in order to maximize
employeepotentialtomeetbothcurrentandfutureneedsoftheDefence;
EvaluateandassessthebusinessdriventrainingneedsoftheDepartmenttodevelopinitiativesthatefficiently
and effectively deliver performanceoriented, learnercentric training and education at the right time, right
place, and to the right people in order to achieve a more performanceoriented, collaborative and innovative
DefenceTeam;and
ImplementpaytransformationaspartoftheGovernmentwidepayconsolidationandmodernizationinitiative
totransformitsaginginformationtechnologysystemandservicedelivery.
ImplementPublicServiceRenewalactionplanalignedwiththeClerkspriorities
Integrate Public Service Renewal initiatives into strategic and operational plans thereby creating a lean and
efficientorganizationthatshapesourfutureandpositionsDefencetotakeonthechallengesthatlieahead;and
Improve the supporting infrastructure and critical enabling technology such that Defence delivers services to
employeesandmanagersinaclientcentricmanner,withimprovementsinquality,speed,efficiency,costand
effectiveness.
SubSubProgram6.2.2:FinancialManagement
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
30,843,516 31,067,898 31,209,396
Notes:
1. InkeepingwithfutureTreasuryBoarddirection,expendituresfortravelarecapturedinthisProgram.
2. Duetorounding,figuresmaynotadduptototalshown.
201415 201516 201617
Military 85 85 85
TOTAL 386 386 386
PlanningHighlights
Develop the departmental investment planning process to include long term financial flexibility in order to
provide an affordable, sustainable and achievable management framework that delivers on the Canada First
DefenceStrategycommitments;and
Exercisestewardshipandprovideamorerobustanalyticalcapabilityoverthefinancialaspectofdepartmental
investmentplanningtoprovideholisticreportstoseniormanagementandincorporatechangestoinvestment
planningwhileensuringaffordabilityandsustainability.
SubSubProgram6.2.3:InformationManagement
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
11,765,719 11,832,644 11,907,450
201415 201516 201617
Military 46 46 46
Civilian 79 79 79
TOTAL 125 125 125
PlanningHighlights
Continue to implement the Treasury Board Secretariat's (TBS) Directive on Recordkeeping
68
throughout
Defence,incompliancewiththeinitiativesmilestones;
CompletethetransitionofapplicableservicestoSharedServicesCanadaduringFY201415;and
ContinuetoimplementEnterpriseWebContentManagementinaccordancewithTBSmilestonestoensurethe
DepartmentisalignedwiththeGovernmentofCanadawebrenewalinitiative.InFY201415,theDepartment
willmigrateactivewebcontenttoCanada.gc.ca,andarchiveolderwebcontenttomeetwithinitiativegoals.
SubSubProgram6.2.4:InformationTechnology
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
15,028,357 15,958,206 16,657,091
201415 201516 201617
Military 34 34 34
Civilian 12 12 12
TOTAL 45 45 45
PlanningHighlights
followingplansandrespectiveinitiatives:
Centralize governance and corporate stewardship of the Defence IM/IT program to ensure the efficient
allocationofresourcesinsupportofprioritizedDefenceIM/ITprogramactivitiesbyproviding:
AnewDefenceIM/ITbusinessplanningprocessimplementedbymid201415fortheFY201516planning
cycle;and
AnewDefenceIM/ITconceptofoperationsdocumenttosupportgovernancerenewalbymidFY201415.
ImproveIM/ITsecuritybypromotinguserawarenessofthecertificationandaccreditationpolicyandtrainingto
provideaunifiedsecuritypostureacrossDefence.
AspartoftheDefenceRenewalplan,Defencewilloptimizeservicedeliveryandmanagementandenablelong
term transformational change through the consolidation of 135 Service Management Centres to 22 or less
RegionalCentresandsupportedbystandardprocessesandacommonsoftwaretoolset.
In further support of this Program, Defence will complete the migration to the Windows 7 operating system
desktopenvironmentbytheendofFY201415.
SubSubProgram6.2.5:OtherAdministrativeServices
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
6,913,575 7,885,135 8,620,466
201415 201516 201617
Military 1 1 1
TOTAL 116 116 116
PlanningHighlights
SubProgram6.3:AssetManagementServices
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
146,493,660 151,911,416 157,396,863
201415 201516 201617
Military 45 45 45
TOTAL 199 199 199
PlanningHighlights
This SubProgram represents a grouping of Internal Services activities related to Asset Management Services.
Plannedactivitiesareprovidedundereachoftheapplicablesubsubprograms.
SubSubProgram6.3.1:RealProperty
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
84,415,818 85,238,619 87,232,311
201415 201516 201617
Military 45 45 45
Civilian 37 37 37
TOTAL 82 82 82
PlanningHighlights
SubSubProgram6.3.2:Materiel
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
47,475,082 47,476,586 47,477,616
201415 201516 201617
Military 0 0 0
Civilian 3 3 3
TOTAL 3 3 3
Notes:
1. AnadjustmenttohumanresourcesplanningfiguresispendingbasedonfurtherrefinementsofPAAattributions.
PlanningHighlights
ContinuetostrengthenthecoreControlFrameworkinsupportofTreasuryBoardrequirementspertainingto
procurement,managementandcontrolofinventories
Defence will modernize inventory management processes, practices and training to institutionalize a fully
mapped inventory management business function aligned with departmental activities aimed at the
modernizationoffinancialmanagementpractices.
SubSubProgram6.3.3:Acquisition
201415
PlannedSpending
201516
PlannedSpending
201617
PlannedSpending
14,602,760 19,196,210 22,686,937
201415 201516 201617
Military 0 0 0
TOTAL 114 114 114
Notes:
1. AnadjustmenttohumanresourcesplanningfiguresispendingbasedonfurtherrefinementsofPAAattributions.
PlanningHighlights
SECTIONIII:SUPPLEMENTARYINFORMATION
FutureOrientedStatementofOperations
Thefutureorientedcondensedstatementofoperationspresentedinthissectionisintendedtoserveasageneral
overview of the Department of National Defence and the Canadian Armed Forces operations. The forecasted
financial information on expenses and revenues are prepared on an accrual accounting basis to strengthen
accountabilityandtoimprovetransparencyandfinancialmanagement.
Sincethefutureorientedstatementofoperationsispreparedonanaccrualaccountingbasisandtheforecastand
planned spending amounts presented in other sections of this report are prepared on an expenditure basis,
amountswilldiffer.
A more detailed statement of futureoriented statement of operations and associated notes, including a
reconciliation of the net costs of operations to the requested authorities, can be found on the Department of
NationalDefenceandtheCanadianArmedForceswebsite
68
.
FutureOrientedCondensedStatementofOperations
FortheYearEndedMarch31(dollars)
Financialinformation
EstimatedResults
201314
PlannedResults
201415
Change
Totalexpenses 19,340,956,165 18,561,144,690 (779,812,475)
Totalrevenues 424,212,125 408,723,500 (15,488,625)
Netcostofoperations 18,916,744,040 18,152,420,190 (764,323,850)
Source:AssistantDeputyMinister(FinanceandCorporateServices)Group
ListofSupplementaryInformationTables
Allelectronicsupplementaryinformationtableslistedinthe201415ReportonPlansandPrioritiescanbefound
ontheDepartmentofNationalDefenceandtheCanadianArmedForceswebsite
69
.
DetailsonTransferPaymentPrograms
70
GreeningGovernmentOperations
71
StatusReportonTransformationalandMajorCrownProjects
72
UpcomingInternalAuditsandEvaluationsoverthenextthreefiscalyears
73
TaxExpendituresandEvaluations
Thetaxsystemcanbeusedtoachievepublicpolicyobjectivesthroughtheapplicationofspecialmeasuressuchas
lowtaxrates,exemptions,deductions,deferralsandcredits.TheDepartmentofFinancepublishescostestimates
and projections for these measures annually in the Tax Expenditures and Evaluations
74
publication. The tax
measurespresentedintheTaxExpendituresandEvaluationspublicationarethesoleresponsibilityoftheMinister
ofFinance.
138|SECTIONIII:SUPPLEMENTARYINFORMATION
SECTIONIV:ORGANIZATIONALCONTACTINFORMATION
NationalDefence
101ColonelByDrive
Ottawa,OntarioK1A0K2
Canada
Web:http://www.forces.gc.ca
HyperlinkNotice
TheDepartmentofNationalDefenceandtheCanadianArmedForces201415ReportonPlansandPrioritiescontainslinksto
third party sites. These links appear underlined in the main document, are writtenout in the endnotes section and, in
electronicversionsofthedocument,areclickable.TheDepartmentprovidestheselinksonlyasaserviceandconvenience.We
take no responsibility for the content at third party sites and a link to them in no way implies an endorsement or
recommendationoftheproducts,servicesorinformationfoundthere.
AthirdpartysitemayhaveaprivacypolicydifferentfromthatoftheDepartmentofNationalDefenceandtheCanadianArmed
Forces.TheDepartmentdisclaimsallliabilitywithregardtoyouraccesstolinkedwebsites.Whenyoulinktositesexternalto
theDepartmentofNationalDefenceandtheCanadianArmedForcesdepartmentalwebsite,youdosoatyourownrisk.
TheDepartmentofNationalDefenceandtheCanadianArmedForcesmakeseveryefforttoensurethatourlinkstothirdparty
web sites lead to content that is accessible and available in both official languages. However, that is not always feasible or
possible.
140|ENDNOTES
ENDNOTES

i
TreasuryBoardSecretariatEstimatesPublicationsandAppropriationActs,http://www.tbssct.gc.ca/emssgd/esppbc/esp
pbceng.asp
ii
SelectedDepartmentalPerformanceReportsfor20082009DepartmentofIndustry,DepartmentofTransport.Reportof
theStandingCommitteeonPublicAccounts,September2010,
http://www.parl.gc.ca/HousePublications/Publication.aspx?Mode=1andParl=40andSes=3andLanguage=EandDocId=46535
61andFile=0
iii
StrengtheningParliamentaryScrutinyofEstimatesandSupply.ReportoftheStandingCommitteeonGovernmentand
OperationsEstimates,June2012,
http://www.parl.gc.ca/HousePublications/Publication.aspx?DocId=5690996andLanguage=EandMode=1andParl=41andSes
=1
iv
Wholeofgovernmentframework,http://www.tbssct.gc.ca/ppgcpr/framecadreeng.aspx
5
TheDepartmentofNationalDefence(DND)andtheCanadianArmedForces(CAF)arecollectivelytermedDefence.The
NationalDefenceAct(http://lawslois.justice.gc.ca/eng/acts/N5/page4.html)recognizesbothCanadianForces(CF)and
CanadianArmedForces(CAF)asappropriatetitlesfortheorganization.ThetermCanadianForceshasbeenusedinthis
reportwhennecessarytoaccuratelyreflectthelegalorformaltitleofaprogram,document,orsimilarreference.
6
NationalDefenceAct,JusticeLawsWebsite,http://lawslois.justice.gc.ca/eng/acts/N5/index.html
7
EmergenciesAct,JusticeLawsWebsite,http://lawslois.justice.gc.ca/eng/acts/E4.5/index.html
8
AeronauticsAct,JusticeLawsWebsite,http://lawslois.justice.gc.ca/eng/acts/A2/index.html
9
FisheriesAct,JusticeLawsWebsite,http://lawslois.justice.gc.ca/eng/acts/F14/index.html
10
LegislationandNationalDefence,NationalDefenceandtheCanadianArmedForces,
http://www.forces.gc.ca/en/about/legislation.page?
11
AboutUs,NationalDefenceandtheCanadianArmedForces,http://www.forces.gc.ca/en/aboutus.page?
12
CanadaFirstDefenceStrategy,NationalDefenceandtheCanadianArmedForces,
http://www.forces.gc.ca/en/about/canadafirstdefencestrategy.page?
13
NotesonHumanResources(FTE):
FTEassumptionsinthisRPPareusedasthebasisfortheallocationofapprovedfinancialresourcesforpersonnelinthe
201415AnnualReferenceLevelUpdate(ARLU).TheARLUisthebasisforfinancialinformationreportedinboththe
MainEstimatesandtheReportonPlansandPriorities.
Theseplanningfiguresmaybereadjustedoverthereportingperioddueto:
o Personnelrequirementsnotyetapprovedatthetimethisdocumentwasprepared,and/or
o TheimplementationofBudget2014changeinitiatives.
PlannedFTEfiguresarebasedonplannedestablishmentnumbers.
Duetorounding,theplannedHRfiguresmaynotadduptothetotalsshownbyPrograminSectionII.
RegularForce:
RegularForcepersonnelstrengthismeasuredbytotalstrengthandincludesVote5fundedpersonneland
approximately1,100membersonleavewithoutpay(80%relatedtoparentalleave).
o Vote5fundsareforGovernmentcontingencies,supplementingotherappropriationstoprovidetheGovernment
withsufficientflexibilitytomeetmiscellaneous,urgentorunforeseendepartmentalexpendituresbetween
Parliamentarysupplyperiods.
WhiletheRegularForcestrengthtargetremains68,000inaccordancewithgovernmentdirection,theRegularForceis
currentlyabout1,000personnelunderstrengthduetoaslightincreaseinattrition.Givenrecruitingandtraining
capacity,itwilltakesomeyearstorecover.Accordingly,theARLUwillforecastanaverageofpersonnelexpectedtobe
intheRegularForceacrosstheyear.AccordinglytheARLUfigureswilldifferfromtheRegularForcetargetsabove.
Civilian:
Thecivilianworkforceisplannedthroughasalarywageenvelope(SWE).Forreportingpurposes,thecivilianworkforceis
measuredbyfulltimeequivalents(FTE).TheFTEtotalincludesallpersonneltenure(indeterminate,term,casualand
studentemployees)activelyemployedandcalculatedaspersonyear.Forexample,twoparttimeemployeessharing
onepositionwouldcountasoneFTE.
PlannedcivilianFTEsincludeVote5fundedpersonnel:924forFY201415and906forFY201516and903forFY2016
17.

PlannedcivilianFTEsdonotinclude:i)personnelonleavewithoutpay,orii)theNationalDefenceandCanadianForces
OmbudsmanortheNationalSearchandRescueSecretariat.
Civilianworkforceplannedfulltimeequivalentsaresubjecttofinalbudgetaryapproval.
14
NotesonHumanResources(ReserveForcePersonnel):
ThePrimaryReservearethosepersonnelworkinginvariouscapacitieswiththeCanadianArmedForceswhereClassA
reservistsperformparttimeworkandtraining,ClassBreservistsareemployedfulltimeorperformfulltimetrainingfor
morethan14consecutivedays,andClassCreservistsareemployedfulltimebutwiththeequivalentpay,benefitsand
liabilityasaRegularForcemember.
ThemajorityofReservistsserveonparttime(ClassA)service.ThereisasignificantreductioninClassAnumbersduring
thesummerasmanypersonnelareawayfromtheirhomeunitsconductingtrainingonshorttermClassBstatus.In
addition,somePrimaryReservemembersareinactive.Forthesereasons,totalstrengthisnotanaccurate
representationofthoseonduty.TheportionofPrimaryReservethatisondutyandreceivespaymentiscountedand
reportedasthePrimaryReserveaveragepaidstrength(anannualmonthlyaverage).
PrimaryReserveaveragepaidstrengthreporting,planningandallocationsarebasedonmonthlyreportsprovidedby
AssistantDeputyMinister(FinanceandCorporateServices)/DirectorStrategicFinanceCostingandAssistantDeputy
Minister(InformationManagement)/DirectorHumanResourceInformationManagement(DHRIM).
FurtherinformationonPrimaryReservePlannedExpenditurescanbefoundontheReserveForcewebpage,
http://www.forces.gc.ca/en/aboutreportspubsreportplanpriorities/2014reserveforce.page.
15
Wholeofgovernmentframework,TreasuryBoardofCanadaSecretariat,http://www.tbssct.gc.ca/ppgcpr/framecadre
eng.aspx
16
DescriptorsforGovernmentofCanadaOutcomeAreas,TreasuryBoardofCanadaSecretariat,http://www.tbs
sct.gc.ca/ppgcpr/descripteng.aspx
17
EstimatesPublicationsandAppropriationActs,TreasuryBoardofCanadaSecretariat,http://www.tbssct.gc.ca/ems
sgd/esppbc/mebpdeng.asp.
18
PlanningforaSustainableFuture:AFederalSustainableDevelopmentStrategyforCanada20132016,Environment
Canada,http://www.ec.gc.ca/ddsd/default.asp?lang=En&n=A22718BA1
19
InvestinginEnvironment,NationalDefenceandtheCanadianArmedForces,http://www.forces.gc.ca/en/business
environment/index.page
20
PlanningforaSustainableFuture:AFederalSustainableDevelopmentStrategyforCanada20132016,Environment
Canada,http://www.ec.gc.ca/ddsd/default.asp?lang=En&n=A22718BA1
21
CostEstimatesofCanadianArmedForcesDomesticOperations,NationalDefenceandtheCanadianArmedForces,
http://www.forces.gc.ca/en/aboutreportspubsreportplanpriorities/2014costestimatescafdomesticoperations.page
22
CostEstimatesforCanadianArmedForcesInternationalOperations,NationalDefenceandtheCanadianArmedForces,
http://www.forces.gc.ca/en/aboutreportspubsreportplanpriorities/2014costestimatescafinternational
operations.page
23
Operations,NationalDefenceandtheCanadianArmedForces,http://www.forces.gc.ca/en/operations.page?
24
CurrentOperations,NationalDefenceandtheCanadianArmedForces,http://www.forces.gc.ca/en/operationscanada
northamericacurrent/index.page?
25
CanadianArmedForcesOperationsinCanadaandNorthAmerica,NationalDefenceandtheCanadianArmedForces,
http://www.forces.gc.ca/en/operationscanadanorthamerica/index.page?
26
Littoral:Inmilitaryoperations,acoastalregionconsistingofthecoastalseaareasandthatportionofthelandthatis
susceptibletoinfluenceorsupportfromthesea.
27
DefendNorthAmerica,NationalDefenceandtheCanadianArmedForces,http://www.forces.gc.ca/en/operations
how/defendnorthamerica.page?
28
OperationsMap,NationalDefenceandtheCanadianArmedForces,http://cjocapp.forces.gc.ca/mapcarte/operations
eng.html
29
ContributetoInternationalPeaceandSecurity,NationalDefenceandtheCanadianArmedForces,
http://www.forces.gc.ca/en/operationshow/internationalpeacesecurity.page?
30
OperationARTEMIS,NationalDefenceandtheCanadianArmedForces,http://www.forces.gc.ca/en/operationsabroad
current/opartemis.page?
31
OperationCALUMET,NationalDefenceandtheCanadianArmedForces,http://www.forces.gc.ca/en/operationsabroad
current/opcalumet.page?
142|ENDNOTES

32
OperationCROCODILE,NationalDefenceandtheCanadianArmedForces,http://www.forces.gc.ca/en/operationsabroad
current/opcrocodile.page?
33
OperationKOBOLD,NationalDefenceandtheCanadianArmedForces,http://www.forces.gc.ca/en/operationsabroad
current/opkobold.page?
34
OperationSOPRANO,NationalDefenceandtheCanadianArmedForces,http://www.forces.gc.ca/en/operationsabroad
current/opsoprano.page?
35
36
37
SupporttoOperations,NationalDefenceandtheCanadianArmedForces,http://www.forces.gc.ca/en/operations
support/operationalsupport.page?
38
CanadaUnitedKingdomJointDeclaration,PrimeMinisterofCanada,
http://www.pm.gc.ca/eng/news/2011/09/22/canadaunitedkingdomjointdeclaration
39
DefendCanada,NationalDefenceandtheCanadianArmedForces,http://www.forces.gc.ca/en/operationshow/defend
canada.page?
40
QuadrennialSearchandRescueReview,NationalSearchandRescueSecretariat,http://www.nss
snrs.gc.ca/en/quadrennialsarreview.page
41
NationalSearchandRescueSecretariat,http://www.nsssnrs.gc.ca/
42
SearchandRescueCanada,NationalDefenceandtheCanadianArmedForces,http://www.forces.gc.ca/en/operations
canadanorthamericacurrent/sarcanada.page?
43
RecurringOperations,NationalDefenceandtheCanadianArmedForces,http://www.forces.gc.ca/en/operationscanada
northamericarecurring/index.page?
44
CanadianCadetOrganizations,http://www.cadets.ca/
45
JuniorCanadianRangers,http://www.jcrrjc.ca/
46
RoyalCanadianNavy,http://www.navymarine.forces.gc.ca/en/index.page
47
CanadianArmy,http://www.armyarmee.forces.gc.ca/en/index.page
48
MaritimeHelicopterProject,NationalDefenceandtheCanadianArmedForces,http://www.forces.gc.ca/en/business
equipment/maritimehelicoper.page?
49
MediumtoHeavyLiftHelicopterProject,NationalDefenceandtheCanadianArmedForces,
http://www.forces.gc.ca/en/businessequipment/mediumheavylifthelicopter.page
50
SpecialOperationsForces,NationalDefenceandtheCanadianArmedForces,http://www.forces.gc.ca/en/operations
specialforces/index.page?
51
CanadianArmedForcesNationalExercises,NationalDefenceandtheCanadianArmedForces,
http://www.forces.gc.ca/en/operationsexercises/index.page?
52
53
RoyalCanadianAirForce,http://www.rcafarc.forces.gc.ca/en/index.page
54
55
56
StrengtheningMilitaryJusticeintheDefenceofCanadaAct,JusticeLawsWebsite,http://laws
lois.justice.gc.ca/eng/AnnualStatutes/2013_24/
57
BackgrounderBillC15:StrengtheningMilitaryJusticeintheDefenceofCanadaAct,NationalDefenceandtheCanadian
ArmedForces,http://www.forces.gc.ca/en/news/article.page?doc=billc15strengtheningmilitaryjusticeinthedefence
ofcanadaact/hjiq6lbg
58
NationalDefenceandCanadianForcesOmbudsman,http://www.ombudsman.forces.gc.ca/en/
59
ReserveForce,NationalDefenceandtheCanadianArmedForces,http://www.forces.gc.ca/en/aboutreportspubsreport
planpriorities/2014reserveforce.page
60
GreeningGovernmentOperations,NationalDefenceandtheCanadianArmedForces,http://www.forces.gc.ca/en/about
reportspubsreportplanpriorities/2014greeninggovernmentoperations.page?

61
InvestinginEquipment,NationalDefenceandtheCanadianArmedForces,http://www.forces.gc.ca/en/business
equipment/index.page?
62
CanadianGovernmentDefenceProcurement,NationalDefenceandtheCanadianArmedForces,
http://www.forces.gc.ca/en/businesshowtodo/governmentdefenceprocurement.page?
63
64
65
DisabilityManagementinthePublicService,TreasuryBoardofCanadaSecretariat,http://www.tbssct.gc.ca/hrh/dmi
igi/indexeng.asp
66
DirectiveonPerformanceManagement,TreasuryBoardofCanadaSecretariat,http://www.tbssct.gc.ca/pol/doc
eng.aspx?evttoc=X&section=text&id=27146
67
DirectiveonRecordkeeping,TreasuryBoardofCanadaSecretariathttp://www.tbssct.gc.ca/pol/doceng.aspx?id=16552
68
FutureOrientedStatementofOperations,NationalDefenceandtheCanadianArmedForces,
http://www.forces.gc.ca/en/aboutreportspubsreportplanpriorities/financialstatements201415.page
69
SectionIII:SupplementaryInformation,NationalDefenceandtheCanadianArmedForces,
http://www.forces.gc.ca/en/aboutreportspubsreportplanpriorities/2014supplementaryinformation.page?
70
DetailsonTransferPaymentPrograms,NationalDefenceandtheCanadianArmedForces,
http://www.forces.gc.ca/en/aboutreportspubsreportplanpriorities/2014detailstransferpaymentprograms.page?
71
72
StatusReportonTransformationalandMajorCrownProjects,NationalDefenceandtheCanadianArmedForces,
http://www.forces.gc.ca/en/aboutreportspubsreportplanpriorities/2014statusreporttransformationalmajorcrown
projects.page?
73
UpcomingInternalAuditsandEvaluationsoverthenextthreefiscalyears,NationalDefenceandtheCanadianArmed
Forces,http://www.forces.gc.ca/en/aboutreportspubsreportplanpriorities/2014upcominginternalaudits
evaluations.page?
74
GovernmentofCanadaTaxExpenditures,DepartmentofFinance,http://www.fin.gc.ca/purl/taxexpeng.asp

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