201. General
1. Defence remains committed to achieving the objectives set out in the 1994 Defence White Paper. The continuing challenge is achieving a balance between current and future operational effectiveness. DPG 2001 provides the guidance required to position the Department and the Forces in a way that ensures they are relevant, viable and sustainable -now and in the future. The underlying goal of the strategic-level activity outlined in this chapter is the generation of sufficient resources that can be dedicated to the modernization of the Canadian Forces, while ensuring a better quality of life and workplace for our military and civilian personnel. Also important is the need to simultaneously sustain our current commitments and make the changes necessary to appropriately position Defence for the future. The "sustaining" and "change" agendas will remain key as we move to the vision expressed in Shaping the Future of Canadian Defence: A Strategy for 2020.
2. The primary sources for the guidance set out in DPG 2001 are the following:
a. Defence Policy. As outlined in the 1994 Defence White Paper and subsequent statements of the Minister and the Government;
b. Planning, Reporting, and Accountability Structure (PRAS) - The Sustaining Agenda. The PRAS is the structure against which the Department reports and accounts to Parliament for the resources it receives and the results it achieves. The PRAS contains one mission and eight defence objectives. The DPG breaks each of the eight defence objectives into tasks that are assigned to the Level One Managers. The Department intends to use the Planning, Reporting and Accountability Structure (PRAS) internally as well as externally to Treasury Board and Parliament.
c. Shaping the Future of Canadian Defence: A Strategy for 2020 - The Change Agenda. Strategy 2020 identifies both the challenges and opportunities facing the Department and articulates our strategic vision and objectives for the future. Chapter Two of DPG 2001 links the Department's strategic guidance to specific and attainable goals that can be completed within the three-year planning period. Each of the goals is assigned to a Level One Manager for completion; and
d. Organization and Accountability. The second edition of Organization and Accountability describes the accountabilities of all Level One Managers.
[See Figure 2-1 - Departmental Strategic Linkage]
202. Mission Statement
The mission of the Department of National Defence and the Canadian Forces is to defend Canada and Canadian interests and values while contributing to international peace and security.
203. Leadership Themes
1. A number of ongoing corporate priorities have been identified as central to our success in achieving the Defence Mission. Though everyday challenges can divert senior leadership attention from these wider and more persistent issues, it is imperative that Level One Managers across the Department demonstrate resolve and effective leadership in addressing the following corporate themes:
a. People. Without question, the lifeblood of this organization is its people. Indeed, Defence has recognized the importance of its human resources and has made significant progress in addressing some of the issues affecting our military and civilian workforces. Despite these achievements, however, our people continue to face increasing pressures. If Defence is to maintain a robust program and ensure operationally effective forces into the future, we must continue to focus our efforts on recruiting and retaining the best and brightest Canada has to offer, on providing our personnel with appropriate career and training opportunities, and on improving the quality of the overall work environment. The implementation of UCS will also require special attention from the senior leadership.
b. Modern Management. Defence has a responsibility to meet the highest of public standards with respect to the management and administration of public funds. It is imperative that Defence help provide Canadians value for their defence investment. As part of our internal reform process, we must continue to strengthen and modernize our corporate management practices, with a particular emphasis on our modern comptrollership initiatives, information management, and the implementation of the government-wide Financial Information Strategy, so that we invest the resources provided to us in a prudent and coherent manner.
c. Communications and transparency. As a large and diverse organization, effective internal communications are essential to our ongoing efforts to improve quality of life, implement internal reforms, adapt to change and practice effective leadership and command and control. Equally important is effective communication with Parliamentarians, defence stakeholders and all Canadians in a straightforward and transparent way. Explaining the issues and challenges we are facing and the actions and initiatives underway to address them will help ensure we have the external support we need to achieve our mission.
204. Defence Objectives
1. The Defence Mission is divided into Defence Objectives that broadly describe what is to be accomplished. The DM and CDS are accountable to the MND for the achievement of these objectives.
2. Tasks. Defence Objectives are subdivided into specific tasks and assigned to Level One Managers, who are accountable to the DM AND CDS for the achievement of these tasks.
3. The achievement of Tasks is to be demonstrated through the accomplishments of routine and planned operations, unforecast operations, and by maintaining a contingency capability that is subject to periodic evaluation. Achievement is also demonstrated through the meeting of commitments made in Business Plans and the agreed levels of support in Service Level Agreements (SLA), Memoranda of Understanding, and Letters of Agreement. Tasks assigned to individual Level One Managers follow in Chapter Three.
4. The Department of National Defence and the Canadian Forces will meet the following defence objectives:
a. Defence Objective 1 (D01): To provide strategic defence and security advice and information to the Government. This Defence Objective will be met by providing advice and information to government.
b. Defence Objective 2 (D02): To conduct surveillance and control of Canada's territory, aerospace and maritime areas of jurisdiction. This Defence Objective will be met by:
- 1. Protecting Canadian sovereignty through surveillance and control of Canada's territory, airspace and maritime areas of jurisdiction; and
2. Mounting an immediate, effective and appropriate response for the resolution of terrorist incidents that affect, or have the potential to affect, national interests.
d. Defence Objective 4 (D04): To participate in bilateral and multilateral operations. This Defence Objective will be met by:
- 1. Participating in multilateral operations in concert with United Nations member states, NATO member states or in coalitions with other like-minded countries;
2. Maintaining the ability to operate effectively at sea, on land, in the air and in space with the military forces of our Allies, and in particular, the United States;
3. Contributing to the provision of aerospace surveillance and control and to the collection, processing and dissemination of missile warning information through the North American Aerospace Defence Command (NORAD);
4. Maintaining Canada's participation in the Canada-US Test and Evaluation Program, the Defence Production and Development Sharing Arrangements and other bilateral arrangements;
5. With the US, develop options for Government consideration on possible Canadian participation in a ballistic missile defence program;
6. Expanding bilateral and multilateral contacts and exchanges with selected partners in Central and Eastern Europe, the Asia-Pacific region, Latin America, and Africa; and
7. Participating in Arms Control and Verification activities under the umbrella of the Organization for Security and Co-operation in Europe in Vienna, the Conference on Disarmament, the North Atlantic Treaty Organisation and the United Nations.
- 1. Maintaining the capability to assist the Department of Foreign Affairs and International Trade in the protection and evacuation of Canadians from areas threatened by imminent conflict; and
2. Assisting Other Government Departments and other levels of Government, at their request, in achieving national goals in areas such as fisheries protection, drug interdiction and environmental protection.
- 1. Ensuring that the Department of National Defence and Canadian Forces fulfil their role as a national institution;
2. Ensuring that the Department of National Defence and Canadian Forces comply with Government legislation, policies and management practices; and
3. Facilitating Government-wide initiatives.
- 1. Contributing to emergency preparedness, humanitarian assistance and disaster relief; and
2. Providing a National Search and Rescue program.
- 1. Ensuring that corporate administration activities are carried out in an effective and efficient manner;
2. Ensuring a comprehensive leadership development program is in place for members of the Department of National Defence and the Canadian Forces;
3. Providing a work environment that supports organizational and individual performance and learning; and
4. Ensuring that departmental strategies address the short- and long-term workforce requirements of the Department of National Defence and the Canadian Forces.
205. Vision Statement
The Defence Team will generate, employ and sustain high-quality, combat-capable, inter-operable and rapidly deployable task-tailored forces. We will exploit leading-edge doctrine and technologies to accomplish our domestic and international roles in the battlespace of the 21st century and be recognized, both at home and abroad, as an innovative, relevant, knowledge-based institution. With transformational leadership and coherent management, we will build upon our proud heritage in pursuit of clear strategic objectives.
206. Change Objectives
1. Shaping the Future of Canadian Defence: A Strategy for 2020 sets eight strategic objectives for the Department to guide and direct defence planning over the next twenty years. They encompass both the development of our capabilities and the evolution of our organization. In this DPG, these strategic objectives are entitled change objectives. Within the broad policy framework set out in 1994, these change objectives will guide decision-making across the whole range of Defence endeavours. Each of the change objectives have five-year targets that will be translated into shorter-term goals that will underpin Defence's change agenda in each DPG planning period. The change objectives and goals for 2001 are outlined below and in the responsibility matrix found at Annex A.
a. Change Objective 1 (C01): Innovative Path - Create an adaptive, innovative and relevant path into the future. This change objective is divided into the following goals:
- 1. Strategic Decisions. VCDS is to enhance DMC's strategic decision-making capability by 1 June 2001;
2. Scenario Based Planning. VCDS shall institutionalize scenario-based planning by 1 June 2001;
3. Long-Term Strategy. VCDS is to revalidate the assumptions underlying Strategy 2020 by 1 April 2001;
4. Value Added Reporting. VCDS is to provide value-added reporting to Government, Parliament and the public on our progress towards 2020 through the adoption of a results-oriented performance measurement system. VCDS shall develop a complete package of measures and indicators for the Defence and Change Objectives by 1 February 2001; and
5. Strategic Change Program. VCDS is to improve Defence's ability to innovate and manage change through the Strategic Change Program, as well as measure progress through various mechanisms including follow-on omnibus surveys, and, in particular, by reporting on the implementation of the Change and Renewal - VCDS Guidance, published in February 2000. A report detailing progress is to be submitted to DMC annually.
- 1. Leadership Development: Selection. ADM(HR Mil & Civ) are to define and present the standard for the selection, development and assessment of military and civilian leaders at all levels to DMC by 1 April 2001; and
2. Leadership Development: Decision-Making. ADM(HR Mil & Civ) shall develop a program to impart the skills and knowledge required by senior personnel to conduct strategic-level planning and decision-making as well as providing advice to the Government and present to DMC by 1 April 2001.
- 1. Task Group Command and Control and Area Air Defence. CMS shall submit the CADRE project Synopsis Sheet Preliminary Project Approval to PMB for approval by 31 March 2002. COE and SOR require prior approval by SMOC;
2. Transitioning the Army. Depending on DMC direction, CLS shall implement an Army transition plan. Transition dates are to be determined and will be articulated in DPG 2002.
3. Land Force Reserve Restructure (LFRR). CLS is to commence re-alignment of Army Reserve structure (LFRR) in accordance with approved strategic goals and objectives identified for 2005, with a view to achieving complete alignment with Departmental force structure goals by 2010. An initial cycle of implementation is to be completed by September 2003.
4. Develop and implement plans to reduce Air Force infrastructure. CAS is to submit a business case to PMB by end April 2001 on the reduction of infrastructure within the Air Force. The proposal will seek to reduce 10% of the real property infrastructure currently under the responsibility of the CAS;
5. Develop and implement plans for the continued provision of air demonstration capability. CAS is to develop options to provide support for the Snowbirds after the Tutor fleet is retired as a training aircraft. These options will be reviewed by PMB for a decision in April 2002.
6. Develop new task-tailored capabilities to deal with asymmetric threats and weapons of mass destruction. The DCDS is to develop a plan for implementation, by March 2002, of the capabilities and force structure required to meet future asymmetric threats and substantiate the resources required to provide the necessary capabilities. The plan is to consider Reserve complementary roles;
7. Coordinate joint doctrine and joint requirements into joint experimentation in order to maximize the effectiveness of new doctrines and systems. The DCDS, in cooperation with VCDS and ADM(S&T), is to develop, by March 2002, a suitable program of joint experimentation, concept development experimentation and substantiate the required resources for those aspects which apply to the DCDS;
8. Develop an enhanced Intelligence, Surveillance and Reconnaissance capability. DCDS is to develop a coordinated Intelligence Surveillance and Reconnaissance (ISR) plan to support CF operations by March 2002;
9. Active Information Protection Capability. ADM(IM) shall develop an active information protection capability with initial operational capability (IOC) by 31 March 2003;
10. Public and Private Sector Alliances. ADM(Mat) is to reformulate key domestic public and private sector alliances for the provision of end-to-end Material Acquisition and Support to lever defence capabilities by 1 April 2003;
11. Refocus Defence R&D. ADM(S&T) shall refocus defence R&D in the following leading-edge technologies by September 2001: Network Information Warfare, Autonomous Intelligent Systems, Emerging Materials and Bio-molecular Technologies, Psychological Performance, Signature Management, Simulation and Modelling for Acquisitions, Rehearsal and Training, and Space Systems;
12. Modernization Program. VCDS shall conduct a focused, paced and innovative modernization program with a minimum of 21% of the Defence Services Program in capital by 1 April 2004, on the way to the Strategy 2020 23% target; and
13. Joint Force Development. VCDS is to implement an innovative joint force development process by 1 April 2001.
- 1. Enhance our strategic sealift capability. CMS shall submit the Synopsis Sheet Effective Project Approval to PMB for approval by 30 June 2003. This target may be amended based on consideration of a proposal to "fast-track" the project. SOR requires prior approval by SMOC;
2. Land Force Deployability. CLS is to design land forces such that the Vanguard and Main Contingency Forces are fully deployable to an offshore theatre of operations within 21 days and 90 days respectively, utilizing enhanced strategic air and sealift capability. CLS shall produce a plan by 1 June 2001 for a future land force structure that will be more readily deployable;
3. Enhance our strategic airlift capability. CAS is to submit a Strategic Airlift Statement of Operational Requirement to SMOC for approval by July 2001. As a precursor to achieving this goal, a Concept of Operations, complete with a business case that considers alternate financing as well as innovative bilateral or multilateral relationships, is to be prepared and departmentally approved;
4. Develop a strategic air-to-air refuelling capability. CAS is to submit the Strategic Air-to-Air Refueller Statement of Operational Requirement to SMOC for approval by July 2001. As a precursor to achieving this goal, a Concept of Operations is to be prepared and departmentally approved; and
5. Develop a National Military Support Capability (NMSC) capable of supporting national operations. With the VCDS, DCDS is to develop a plan by 1 June 2001 for the generation of a formed NMSC by June 2003.
- 1. Manage our interoperability relationship with the US and other allies to permit seamless operational integration at short notice. DCDS shall achieve Departmental approval by July 2002 of a plan to improve interoperability of our doctrine and procedures with those of our allies;
2. Develop a comprehensive program to adopt new doctrine compatible with our principal allies. DCDS is to develop a program for Departmental approval by July 2002;
3. Expand the joint and combined exercise program to include all environments and exchanges with the US. DCDS shall develop by July 2001 a training plan, identify the resources required and seek both US and Departmental approvals; and
- 1. Improve Recruitment and Development.
a) ADM(Hr - Mil) is to develop a recruitment and retention program that better meets future Defence Team requirements for presentation to AFC/DMC by 1 April 2001;
b) ADM(Hr - Civ) is to develop recruitment and retention policies that better meet future Defence Team requirements for presentation to DMC by 1 April 2001;
2. Implementation of Quality of Life Recommendations. ADM(Hr - Mil) is to complete the implementation of the SCONDVA QOL recommendations by 1 April 2003;
3. New Training. ADM(Hr - Mil) is to develop a new training strategy to provide all CF members with the common knowledge and skills required to operate in the battlespace of the 21st Century for presentation to AFC by 1 April 2003;
4. Learning. ADM(Hr - Civ) shall develop further the Departmental civilian learning strategy by April 2001;
5. Flexible Careers. ADM(HR Mil & Civ) are to further develop flexible career policies to meet changing defence operational requirements and allow personnel to better balance professional and personal objectives by 1 April 2004;
6. Refocus Career Fields. ADM(Hr - Mil) is to reduce the number of military occupations and refocus on broader career fields by 1 April 2005; and
7. Universal Classification System (UCS). With other Level One Managers, ADM(Hr - Civ) shall effect full implementation of the UCS as directed by government.
- 1. Undertake joint planning with Other Government Departments (OGDs) where appropriate. The DCDS, supported by ADM(Pol), is to identify opportunities for enhanced operational coordination and interoperability between the Department and OGDs and develop a long term plan for Departmental approval by July 2001;
2. IM Infrastructure. In conjunction with DCDS and ADM(Pol), ADM(IM) shall establish formal interfaces/relationships with regard to critical information infrastructure with other key government organizations including CSE, RCMP, CSIS and PCO by 31 March 2001;
3. Union Relationships. ADM(Hr - Civ) shall undertake a review of the strategic alliance with the unions representing many members of the defence team by 1 September 2001 in order to foster greater understanding and cooperation;
4. Technology Demonstration Projects. ADM(S&T) is to complete the Technology Demonstration project - Canadian Integrated Biochemical Agent Detection System (CIBADS) - by September 2001;
5. Technology Demonstration Program. ADM(S&T) shall complete implementation of the Technology Demonstration Program by 1 April 2003, to include projects that are leveraged with Canadian industry and close allies and which also addresses asymmetric threats;
6. Support a coordinated approach to a national security strategy. ADM(Pol) shall provide advice to other agencies and Government departments on the Government's defence policy objectives relative to Canada's security requirements and allow for the timely development of new policy options for Government consideration; and
7. Renewal of Security and Defence Forum Program. ADM(Pol) is to coordinate the review of proposals for SDF membership for the five-year period beginning April 2001 and submit recommendations for the Minister on the future of the program by April 2001.
8. Support stakeholders' awareness of our strategic progress through a focused information program. DGPA shall extend and enhance Defence's ongoing corporate communications and outreach programs to strengthen stakeholder understanding of and support for Defence's strategic progress (internally and externally); and for April 2001, bring forward a plan to DMC to implement a NGO/Stakeholder Relations Program to complement the Defence Parliamentary relations Program being implemented in 2000.
- 1. Integrate Departmental Enterprise MIS. ADM(IM) shall start the integration of departmental level enterprise management information systems by using DND/CF Enterprise Architecture Framework leading to an integrated resource management capability by 30 March 2002;
2. Implement DND/CF IM Governance Committee. ADM(IM) shall implement the improved DND/CF IM Governance Committee structure and committee memberships and report progress to DMC by 30 September 2001;
3. IM Portfolio. ADM(IM) shall develop and implement an IM Portfolio investment framework and management structure by 30 March 2002;
4. IM Oversight. ADM(IM) shall adopt an IM project oversight framework through the implementation of a "Centre of Excellence" for project management by 30 September 2001;
5. IM Integration. Using the DND/CF Enterprise Architecture (DEA) as a blueprint, ADM(IM) is to start the integration of the departmental level Enterprise Applications, Information and Technical Architectures.
a) Implementation of the DEA process by 1 October 2001; and
b)Implementation of the standards management process by 1 October 2001;
6. Reduced Acquisition Cycle. ADM(Mat) shall prepare a conceptual plan by 1 April 2001 on how the Department would shorten the acquisition cycle from Preliminary Project Approval to Initial Operational Capability for capital projects by 30%;
7. Develop a Realty Asset Management System to facilitate investment and disposal decisions. ADM(IE) shall complete the following:
a) Realty Accountability Structure. Develop an accountability structure that will provide reports to senior management on how effectively and efficiently the Department is managing its realty assets. Infrastructure Performance Measures will be established by 1 April 2002;
b) Realty Asset Measurement. Develop, by 1 April 2001, a Realty Asset Measurement and Evaluation (RAME) system that is capable of providing information required to effectively manage our infrastructure; and
c) Realty Asset Strategic Plan. Seek by 1 April 2001 PMB approval for a Realty Asset Strategic Plan (RASP) to be used by all Level One realty asset managers that will link realty assets to operational requirements. This will permit ADM(IE) to coordinate with Level One Managers to reduce the operational realty asset inventory by 10% by 1 April 2005;
8. DND/CF Sustainable Development Strategy (SDS). ADM(IE) shall develop and monitor implementation by all Level One Managers of the second DND/CF Sustainable Development Strategy (SDS). This second SDS, to meet federal government requirements, will be based on consultations with all stakeholders and is to be produced by 1 December 2000;
9. Climate Change. ADM(IE) is to negotiate emission reduction targets for the Department consistent with the Government's commitment regarding climate change and develop an implementation plan in conjunction with stakeholders by 1 April 2002;
10. Canadian Forces Housing Agency (CFHA). ADM(IE) is to complete an assessment of the Canadian Forces housing needs and develop a long term housing plan, including incremental resource requirements, by 1 September 2000;
11. Modern Comptrollership Action Plan. ADM(Fin CS) to ensure progress against the stated deliverables contained in the Defence Modern Comptrollership Action Plan for effective reporting of pilot department results for DND to Treasury Board and Parliament by means of the 2000 Departmental Performance Report (DPR) to be tabled in the Fall of 2001.
12. Financial Information System (FIS). ADM(Fin CS) is to ensure departmental readiness to implement the Government's Financial Information Strategy effective 1 April 2001;
13. Integrated Defence Management Framework (IDMF). VCDS is to design and implement an Integrated Defence Management Framework (IDMF) to support better internal planning, management, and decision-making with a view to reporting Defence's performance to Parliament and the People of Canada. VCDS shall complete the Design and Testing Phases of this project by 1 April 2001; and
14. Annual Review. CRS shall enhance, by 1 April 2001, the reporting system used to present senior management with an annual overview assessment based on the results of their work.
207. Resource Allocation Priorities
1. General. One of the keys to effective resource allocation is the development of appropriate priorities to guide decision-making. For DPG 2001, specific Level One Manager allocations will continue to reflect the Defence Services Program (DSP), which is divided into four basic components - Operating Budgets, National Procurement (NP), Capital, and Military Human Resources. The purpose of this section is to guide the allocation of resources within each component of the DSP. In addition, priorities for Information Management are provided.
2. Operating Budgets. Each Level One Manager is provided with an operating budget to generate, support and maintain the forces required for operations. While the allocation of operating budgets to each Level One Manager is a Departmental decision, Level One Managers are responsible for establishing operating budget priorities to meet their assigned tasks and goals.
3. National Procurement (NP). These priorities shall be used by Level One Managers in consultation with ADM(Mat) and appropriate staffs for NP planning and execution. These priorities are linked to readiness levels and expected operational tempo. It is not expected that any capability will be lost or become unavailable in any quantity for prolonged periods due to the application of these priorities.
4. NP priorities are designed to facilitate departmental NP resource levelling and the effective apportionment of scarce resources. The underlying principle is that of utility - the ability to serve multiple functions and critical roles in practice. Robust and combat-capable systems with wide operational applicability generally have higher utility than older, specialized systems with limited operational applicability. Vanguard elements generally have higher utility than main contingency forces. Where systems transcend multiple priority levels, a blended weighting should be used.
5. Level One Managers and their organizations should be aware that DPG 2002 will include a "Zero-Funded" category in the NP prioritization table. The "Zero Funded" category will list equipment that is earmarked for disposal and allocate NP funding resources for disposal action.
Note for ammunition: Steady state, transition, and in-theatre training ammunition requirements are funded from the NP account and administered by the Director Ammunition Program Management (DAPM). As chair of the Ammunition and Sonobuoy Management Board, DAPM will prioritize ammunition requirements, funded from NP, as part of the overall ammunition management process that was devolved from VCDS in February 1997.
6. Capital. The capital program includes:
a. Miscellaneous Requirements (MRs) projects (also defined as Minor Capital Projects) prosecuted with resources supplied from Level One Managers' operating budgets. Level One Managers assign planning and implementation priorities.
b. Construction projects prosecuted with resources supplied from Level One Managers' operating budgets and the Construction Capital Corporate Account, managed by ADM(IE). ADM(IE) is leading the development of construction priorities in parallel with the Realty Asset Measurement & Evaluation (RAME) and Realty Asset Strategic Plan (RASP).
c. Departmental planned and prioritized equipment and information management projects (also called "Strategic" projects), prosecuted with resources supplied from the Capital Equipment Corporate Account managed by ADM(Mat). Defence senior management assigns planning and implementation priorities.
d. Level One Manager planned and prioritized equipment and information management projects (also called "non-strategic" projects), prosecuted with resources supplied from the capital equipment corporate account managed by ADM(Mat). Level One Managers assign planning and implementation priorities limited only by the amount of apportionment from the corporate account.
7. Affordability. Effective immediately and until further notice, Level One Managers will be restricted from transferring capital funds to their operating budgets (Vote 5 to Vote 1). Without prior approval by PMB or the DM and CDS through the annual business planning process, Level One Manager transfer authority will be restricted to 2% for large Level One organizations and 5% for all others.
8. Prioritization. Defence's senior management establishes priorities for the capital program using the tools developed by the strategic capabilities planning process. Though these priorities recognize a significant legacy program consisting of approved projects and approved-in-principle projects that have portions, phases or gates that still require funding approval, they aim to introduce a program of change that will lead to the development of future defence capabilities. The following table outlines the core capital equipment program to be pursued in the next planning period. Further refinement of the capital program will be via the long-term capital plan, issued separately.
Notes:
1. The list of approved-in-principle projects includes only those which are subsequent phases or gated components of projects already underway. Project total cost reflects the total cost remaining to be approved.
2. FMAS project total cost is for the next gate only.
3. Omnibus projects each contain a number of sub-projects that will be implemented independently and are not interdependent. Project total cost reflects the total of all capital sub-projects remaining to be approved. Consideration is being given to increase project scope.
4. These three projects will be developed during the period to address the Strategy 2020 objective of global deployability.
5. CADRE will be developed to replace the capability currently provided by our Iroquois-Class destroyers.
9. Construction Priorities. The integration of the Long Term Capital Plan (Construction) remains the responsibility of ADM(IE). The broad priorities for construction, consistent with the Realty Asset Measurement and Evaluation (RAME) process, are as follows:
Note: *includes all work on related roads and municipal works
10. Personnel Priorities. The following direction is provided:
a. General Military Establishment Adjustment Limitation. Major establishment changes, driven by recent budgetary imperatives, have been realized. It is now important to ensure stability from year to year, due to the deleterious effect that sudden establishment changes have on military personnel. Therefore, annual adjustments to the CF establishment will be limited to plus or minus one percent, unless otherwise approved by the VCDS;
b. Military Human Resource Distribution Priorities. The DM and CDS direction to balance current and future operational effectiveness has resulted in significant change to what were previously called VCDS manning priorities. These priorities are expressed as a minimum percentage of the military establishment that shall be filled by ADM(Hr - Mil) in conjunction with the Managing Authorities, as follows:
11. Military Occupation Structure (MOS) Review II - Implementation. The MOS Review II identified the numbers of personnel, by occupation and rank, required to meet Defence's operational requirements. An implementation strategy within the Enterprise HRMS (Peoplesoft) is being developed. The intent is to build a capability to assign and monitor positions in support of operational requirements. In particular, Regular Force accountable positions will be annotated as Core or Non-Core, with specific values indicating the rationale for the annotation. Concurrently, to permit ready access to and management of this information, the necessary reports, business rules, system procedures as well as a process to expeditiously complete the data conversion, are being developed.
12. Additionally, the MOS Review II identified certain occupations, including FCS TECH, MED A, TFC TECH, W TECH L, ARTYMN-AD, BE TECH, FD ENGR, GEO TECH, MLAB TECH, OP RM TECH, PMED TECH, and POST CLK as having inadequate numbers to meet operational requirements. These and other occupations have been "frozen" or "partly frozen" under various directives. A new capability is being developed within the Enterprise HRMS to ensure that establishment changes are not approved, which would cause further deterioration to the well being of these occupations.
13. The implementation of the MOS Review II will complement existing CF Manning Priorities. To help meet operational requirements, the two tools will provide more precise measure and control mechanisms. In effect, commanders and managers at all levels, including career managers, will be able to determine both the overall manning priority of a unit as well as the relative importance of each position.
14. The MOS Review II implementation is still in the design phase. Firm milestones have not yet been established; however, the intent is to have the process operational and the data converted before DPG 2001 takes effect. Following implementation, a period of review and analysis will be required to examine and validate the data and to determine its impact on both current CF Manning Priority assignments, and the actual manning of positions.
15. Information Management. Information management includes the people, training, processes, data, technology, hardware and software, procedures and systems used to support decision-making. Priorities One and Two focus on the installed IM infrastructure and associated capabilities to ensure that they are capable of responding to current requirements and provide a sufficient degree of protection for information. Priorities Three to Five focus on addressing the change processes to ensure that our IM capabilities remain responsive to meet future and emerging requirements. Priority Six focuses on providing our people with the necessary enabling knowledge and skills they will require to succeed in the Information Age.
208. Alternative Services Delivery
As stated in the Alternative Service Delivery (ASD) policy promulgated by the VCDS in July 1995, Level One Managers will continue the systematic review of all their non-core activities for the purpose of increasing the efficiency and cost-effectiveness of the conduct and delivery of their activities. New service standards currently under development will be used to assess relevant site support activities at Bases, Garrisons, Wings and CFSUs across the CF.
209. Readiness, Sustainment & Mobilization
1. Readiness. Readiness is the level of preparedness for personnel and materiel to respond to the tasks described in a scenario or to an operation being considered. The technical, material, manning and training level of the unit shall determine the overall readiness for individual units of the CF. The time assigned to a unit to reach the readiness level is the time required to be fully manned and equipped at organizational strength, including the unit training and logistics stocks necessary for the operational mission assigned.
2. CF units are required to maintain the following levels of readiness:
Note: (1) Sufficient warning time exists to change readiness levels when required for NATO DPQ commitments.
3. Sustainment. Sustainment is the capacity of a military force to maintain its operational effectiveness, measured in days of operations at anticipated usage rates at the expected operational tempo. Units/formations will normally maintain sufficient supplies of combat commodities such as ammunition, fuel and rations for four days of operations at the tactical level. Support organizations at the operational level will maintain 26 days of these supplies in theatre. The operational and tactical levels of support will therefore maintain 30 days of supply between them. The strategic level of support, as part of the contingency operational planning process, will provide the stocks required to sustain operations beyond this point. The sustainment of medical supplies will be determined by the Director General Health Services (DGHS).
4. When deployed, the Vanguard components of the Main Contingency Forces (MCF) will be sustainable indefinitely in a low threat environment. The MCF itself is to be sustainable for 60 days of combat operations. This period is not to be confused with time in-theatre, which would likely be of longer duration.
5. The requirement to provide replacements for combat losses of major equipment is not part of routine sustainment and is to be addressed at the time of purchase of the items in question. During mobilization Stages One and Two, equipment may be sourced from across the CF in order to sustain operations. Redistribution of equipment will be assessed on a case-by-case basis and direction issued as necessary.
6. Mobilization. As discussed in Chapter One, there is no direct or immediate conventional military threat to Canada and the risk of a global conflict, which could give rise to such a threat, is very low. Accordingly, the Canadian Forces have been structured to meet the most probable threats within the context of mobilization planning. Modern surveillance technology ensures that conventional hostile activities will be detected well in advance of any attack precipitating general warfare. Asymmetric threats, such as information and terrorist attacks, are more difficult to predict than large-scale conventional attacks and therefore have significantly less strategic warning associated with them. The response to asymmetric attack, however, is unlikely to trigger the requirement for national mobilization of conventional forces. As a result, Canada has adopted a mobilization posture that anticipates a longer period of increasing tension marked by hostile activities, warning indicators and instances of conventional conflict prior to the outbreak of general warfare. Strategic capability and force planning activities may therefore be undertaken with the expectation of several years' strategic warning prior to the emergence of a security threat necessitating Stage Four mobilization.
7. In peacetime, the military readiness levels of the CF are maintained at levels deemed prudent by government. Although current assessments suggest at least five years' warning of any major conventional military threat to Canada, the 1994 Defence White Paper calls for Defence to develop mobilization plans for a transition from routine peacetime operations to higher levels of involvement.
8. The four-stage framework provides the overall concept for mobilization planning. Detailed planning for all necessary mobilization for operations is conducted under the guidance of the DCDS. Conceptual planning for Stage 1 (Force Generation) and Stage 2 (Force Enhancement) is a subset of the Force Employment and Force Generation processes and is conducted on a routine basis within the DCDS Group (assisted by Environmenal Chiefs of Staff (ECSs) and Group Principals (GPs)). Conceptual planning for Stage 3 (Force Expansion) and Stage 4 (National Mobilization) is a subset of the Strategic Direction and Force Generation processes and is conducted by VCDS/ ADM(Pol) and those Level One Managers involved in force generation. The VCDS is responsible for developing the overall strategic mobilization plan. This is to be accomplished in accordance with the VCDS Mobilization Planning Framework and Action Directive that was issued in March 1999.
9. While the 1994 White Paper provided broad guidance on the capabilities and personnel strengths of vanguard and main contingency forces (MCF), the MOS Review II and strategic lift considerations highlighted the need for more precise force structure guidance. While the numbers developed are slightly higher than anticipated in 1994, they do not undermine the CF's ability to deliver defence policy. For Level One force planning purposes, the maximum size and composition of the vanguard and MCF, in terms of personnel, reserve and lane meters, shall be as follows:
[See Figure 2-2 - CF Vanguard and MCF Summary]
10. Figure 2-2 summarizes the Vanguard and MCF composition, number of personnel and lane meter restrictions for planning deployments and operations. These forces will include up to twenty percent Reserve Force personnel. Due to readiness issues, it is recognized that the initial two Vanguard rotations will be primarily Regular Force. However, it is expected that subsequent rotations will employ more Reserve forces, so that the overall twenty percent Reserve Force employment is realized. Defence planners are to make full use of this guidance and the force planning scenarios when developing force structure and capital equipment options.
11. Unit Rotation Ratios. As a general planning principle, the rotation ratio for deployed forces is 3:1. This results in a force structure that is four times the size of the potentially deployed force. During a period of high operational tempo this would result in units undertaking six-month tours and then returning to Canada for eighteen months before being re-deployed. In the case of the Land Forces and National Level units, both of which have historically been deployed for many years, it is accepted that the rotation ratio will be 4:1. For these units only, the force structure would require five times the number of units (including Reserves) potentially deployed and would yield a twenty-four month pause between successive operations. Short of mobilization Stage Three or Four, the MCF will be deployed to theatre but will not be sustained. Separate CDS guidance has been issued to ensure a minimum of 12 months in Canada between rotations for individual CF members.
210. Force Planning Guidance
1. General. To ensure CF effectiveness today and in the future, Defence has adopted a "capability planning" approach that focuses on three conceptual horizons. Planning Horizons allow the efforts of different groups to be focused on the most appropriate aspects of a problem.
a. Horizon 1 focuses on the enhancement and maintenance of our current capabilities. Outputs associated with this horizon include business plans, operations plans and budgets, and it normally has one- to four-year view.
b. Horizon 2 focuses on enhancing or replacing current capabilities. Outputs include capability-building strategies with investment/capital plans detailing future budget impacts. Horizon 2 has a 5- to 15-year view.
c. Horizon 3 focuses on acquiring new capabilities. The emphasis is on experimenting and exploring new ideas. Outputs include the decision to explore new concepts, initial plans of action and options analysis. This horizon can have a 10- to 30-year view, depending on the nature of the capability and the degree of technological change involved.
2. While Horizon 1 is the primary focus of the DPG, a new CF Strategic Capability Planning Process (SCP) has been developed to focus on the second and third planning horizons. The CF SCP starts from the implications for military capability requirements provided by the Military Assessment, establishes common assumptions to be used by force development staffs in developing force structure, and crafts the associated requirements. These include a concept of operations for the Canadian Forces, the Canadian Forces Joint Task List and a standard set of Force Planning Scenarios.
3. CF Concept of Operations. The CF must retain the ability to assess the need for, plan the deployment of, sustain and command (as appropriate) deployed forces, at home and abroad. This entails adequate means to command and exploit information and intelligence at the military strategic level. At the operational level, capability requirements are more selective. Therefore, the fundamental assets that the CF requires for international operations (and also as key contributors to fulfilling domestic responsibilities) are tactically self-sufficient units (TSSUs). Current examples of TSSUs in the NATO context are the various elements of the Vanguard force. TSSUs such as the Immediate Reaction Force (IRF) Battalion must be capable of integrating into a Combined Force package as a "task-tailored" component. The consequence of the requirement to integrate into a Combined Force is that TSSUs must be modular and adaptable, capable of integrating with other international and national forces that are likely to be involved in a joint and/or combined operation. Level One Managers are directed to develop their force proposals in accordance with this concept of operations.
4. Canadian Joint Task List. To ensure a common lexicon for the discussion of Canadian Forces capabilities, a Canadian Joint Task List (CJTL) has been developed and linked to similar allied Joint Task Lists. The CJTL establishes an outline for describing and relating the types of capabilities that may be required, to greater or lesser degrees, by the CF. The CJTL provides a common language for those involved in DND/CF force development. The table below provides Level One Managers with an indication of the relative amount of capability that the CF seeks to achieve within CJTL. The boxes marked with 'H' are those where the CF seeks to have a high degree of capability. Those with 'M' indicate a medium or moderate level of capability. An 'L' indicates that the CF seeks only a lesser degree of capability in that area. This framework was endorsed by a Special Senior Management Oversight Committee chaired by the DM and CDS in March 2000.
5. Force Planning Scenarios. A set of eleven force planning scenarios provides the context in which CF capability requirements and force structure options will be assessed. They span the spectrum of conflict (see Figure 2-3) and describe operations representative of those anticipated by the CF. The scenarios will evolve as required to ensure they continue to reflect the strategic environment and Canada's defence perspectives. A brief description of each scenario is contained in Table 2-8. More detailed descriptions of the scenarios are available from the OPI, Director General Strategic Planning/Director Defence Analysis (DGSP/DDA), or on the DDA Internet and Intranet sites. Requirements for capability, readiness, sustainability and deployability will be derived from the scenarios in conjunction with Defence Objectives and Tasks.
[See Figure 2-3 - The Spectrum of Conflict]
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