Her Majesty the Queen in Right of Canada, as represented by the Minister of National Defence, 2017.

Cat. No. D2-386/1-2017

ISBN 978-0-660-08482-4
EXECUTIVE SUMMARY
Strong, Secure, Engaged presents a new vision and approach In the context of this complex, unpredictable security
to defence by the Government of Canada. environment, this policy provides a bold new vision and
approach to defend Canada and contribute to a more
This policy is deliberately ambitious and focuses, first peaceful world.
and foremost, on the heart of the Canadian Armed Forces
the brave women and men who wear the uniform. Canada Strong, Secure, Engaged offers clear direction on Cana-
cannot meet its defence needs at home and abroad without dian defence priorities over a 20-year horizon. It increases
the dedicated, motivated and highly skilled people who the size of the Canadian Armed Forces, affirms Canadas
work tirelessly to defend Canada and promote Canadian unwavering commitment to its long-standing alliances
values and interests abroad. and partnerships, and provides vital new investments to
ensure our women and men in uniform have the modern
This new defence policy provides unprecedented tools they need to succeed in and return home safely
support to our people and their families. We ask a great from operations. This policy transforms how we care for
deal of our people, from deploying on peace operations to Canadas military members and their families, from the
responding to humanitarian crises. time of recruitment to retirement and beyond. We believe
this is critical to Canadas security.
The first step in ensuring that our women and men
in uniform are prepared and equipped to succeed on
operations, and that they are fully supported from recruit-
ment through retirement and beyond, is to give them the
resources they need to do their job.

This is the most rigorously costed Canadian defence

policy ever developed. It is transparent and fully funded.
To meet Canadas defence needs at home and abroad,
the Government will grow defence spending over the next
10 years from $18.9 billion in 2016-17 to $32.7 billion
in 2026-27.

The long-term funding commitment that underpins

this policy will provide the Canadian Armed Forces with
the force size and equipment required to achieve excellence
across the full spectrum of military operations, from
humanitarian assistance and disaster relief, to peacekeeping,
to combat.

This policy includes long-term investments to enhance

the Canadian Armed Forces capabilities and capacity.

Because of the sacrifices that our military personnel

make every day, Canada remains among the safest and
most secure countries in the world. However, the interna-
tional landscape is shifting under tremendous pressures,
and the current security environment presents a variety of
threats, many that transcend national borders.

CANADAS DEFENCE POLICY 5

 WELL-SUPPORTED, DIVERSE, RESILIENT
PEOPLE AND FAMILIES Diversity and Inclusion
We have placed an unprecedented focus on ensuring
our people and their families are well-supported, diverse To support the women and men of the Canadian
and resilient physically, psychologically and socially. Armed Forces, we will substantially improve recruitment,
This starts from the moment military members join the retention, and training of personnel. We will better
Canadian Armed Forces, continues throughout their forecast occupational requirements and engage in more
careers, and extends to that crucial time of transition targeted recruiting, including capitalizing on the unique
when members step out of the uniform. Offering stead- talents and skill-sets of Canadas diverse population. The
fast support to our people not only builds a strong and Canadian Armed Forces will increase the proportion of
agile defence organization, but also acknowledges the women in the military by 1 percent annually, to move
sacred obligation the Government of Canada has to our from the current 15 percent to 25 percent representation
military personnel, Veterans, and their families. Military by 2026.
families make an incredible contribution to the opera-
tional effectiveness of the Forces they are the strength
behind the uniform.
$144.8 million to Support Military
Family Resource Centres
Tax Relief for Deployed We will ensure that military members and their families
International Operations are well supported, from the moment they join, through-
out their careers, and as they transition out of the military.
Canadians know that when our women and men in We are committed to providing more flexible, tailored
uniform deploy, they, and their families, make great sacri- benefits and support that are personalized to the unique
fices on behalf of their country. With this in mind, in circumstances and needs of each member throughout
order to ensure that Canadian Armed Forces members are this journey. This includes the implementation of specific
treated equally on deployment, all troops deployed on any initiatives to help minimize the disruptions associated
named international operations1 will be exempted from with frequent relocation.
paying federal income tax on their salary to the level of
Lieutenant-Colonel.2 This is in addition to the allowances
awarded to compensate for hardship and risk. $198.2 million for new Total Health
and Wellness Strategy

We will favour a more comprehensive approach to

care known as Total Health and Wellness and will
consider psychosocial well-being in the workplace, the
physical environment, and the personal health of members
(including physical, mental, spiritual, and familial).

Reinvention of Canadian Armed Forces

Transition

We will transform the way the Canadian Armed Forces

supports the transition of personnel, whether returning to
active duty or transitioning seamlessly to post-military life
and the services of Veterans Affairs Canada. And, we will
create a new Canadian Armed Forces Transition Group that
represents a fundamental reinvention of the way transition
is managed. This Group composed of 1,200 personnel,
including specialized staff and holding positions for ill and
injured will work in collaboration with Veterans Affairs
Canada to provide our people with the individualized care
they need and deserve.
1 The Chief of the Defence Staff is the authority to designate named operations.
2 This measure, which also applies to police, will be retroactive to January 1, 2017.
The change requires an amendment be made to the Income Tax Act. Notice of this intent has already been given.

6 CANADAS DEFENCE POLICY

DEFENCE FUNDING AND CAPABILITY
INVESTMENT
To meet Canadas defence needs at home and abroad, the
Government will grow annual defence spending over the
next 10 years from $17.1 billion in 2016-17 to $24.6 billion
in 2026-27 on an accrual basis. This translates to a rise in
annual defence spending on a cash basis from $18.9 billion
in 2016-17 to $32.7 billion in 2026-27.

Increase defence budget to $32.7 billion

by 2026-27

This level of funding is affordable, achievable, and

has been informed by a rigorous, evidence-based analysis
of Canadas defence needs and the resources required to Canadas sovereignty and to meet Canadas North Ameri-
effectively deliver upon them over a 20-year horizon. can Aerospace Defense Command (NORAD) and North
Atlantic Treaty Organization (NATO) commitments
To deliver on the Governments commitment to trans- while recapitalizing many of its aircraft fleets such as the
parency, results, and accountability, we will publish the CP-140 Aurora anti-submarine warfare and surveillance
next Defence Investment Plan publicly. aircraft. Finally, the Canadian Special Operations Forces
Command (CANSOFCOM) will expand its operational
capacity and invest in capabilities that enable rapidly
Long-term Capability Investment deployable and agile Special Operations Forces (SOF) to
provide their unique skills both at home and abroad.
These investments will allow long-term investment
in Canadian Armed Forces capabilities. Funding will be
provided to the Royal Canadian Navy (RCN) to acquire 71,500 Total Regular Force Size
the full complement of 15 Canadian Surface Combatant
ships required to replace its existing frigates and retired The Regular Force will grow by 3,500 (to 71,500)
destroyers one of the largest acquisitions in Canadian military personnel. This growth will enable critical invest-
shipbuilding history. The Canadian Army (CA) will ments in important areas such as space and cyber, intel-
undergo a recapitalization of much of its land combat ligence and targeting, and, most importantly, support to
capabilities and its aging vehicle fleets, while modernizing the health and welfare of military personnel. These invest-
its command and control systems. Additionally, it will ments will provide the necessary flexibility to enable the
expand its light forces capability which will allow it to be Canadian Armed Forces to operate across the spectrum
more agile and effective in complex operational theatres, of operations, and leverage new technologies to maintain
such as peace operations. The Royal Canadian Air Force Canadian Armed Forces interoperability with allies and
(RCAF) will acquire 88 advanced fighter aircraft to enforce an operational advantage over potential adversaries.

CANADAS DEFENCE POLICY 7

 NEW VISION FOR DEFENCE:
TO SUCCEED IN AN UNPREDICTABLE
STRONG at home, SECURE in North America, AND COMPLEX SECURITY ENVIRONMENT,
ENGAGED in the world. DEFENCE WILL:
Informed by the challenges and opportunities we see in the Actively address threats abroad for stability at
world around us, this policy defines how the Government home;
of Canada will support and employ the Canadian Armed
Field an agile, well-educated, flexible, diverse,
Forces to defend Canadian interests and contribute to a combat-ready military;
more secure and peaceful world.
Develop sophisticated awareness of its operating
This policy is grounded in a thorough assessment of environment to better predict and respond to
crises;
the global security environment one that is marked
by the shifting balance of power, the changing nature of Act as a responsible, value-added partner with
conflict, and the rapid evolution of technology. Increas- NORAD, NATO and Five-Eyes partners;
ingly, threats, such as global terrorism and those in the Work with the United States to ensure that
cyber domain, transcend national borders. These trends NORAD is modernized to meet existing and future
undermine the traditional security once provided by challenges;
Canadas geography. Defending Canada and Canadian Balance traditional relationships with the need
interests thus not only demands robust domestic defence to engage emerging powers;
but also requires active engagement abroad. Field advanced capabilities to keep pace with
allies and maintain an advantage over potential
In recognition of this dynamic, Canadas defence adversaries;
policy presents a new strategic vision for defence: Strong,
Address the threat stemming from terrorism and
Secure, Engaged. This is a vision in which Canada is: the actions of violent extremist organizations,
Strong at home, its sovereignty well-defended by a including in ungoverned spaces;
Canadian Armed Forces also ready to assist in times Bolster its ability to respond to increasingly
of natural disaster, other emergencies, and search and severe natural disasters at home and abroad; and
rescue; Increase presence in the Arctic over the long-
Secure in North America, active in a renewed defence term and work cooperatively with Arctic partners.
partnership in NORAD and with the United States;
In order to meet these objectives, Canada needs an
Engaged in the world, with the Canadian Armed agile, multi-purpose, combat-ready military, operated by
Forces doing its part in Canadas contributions to a highly trained, well-equipped women and men, secure
more stable, peaceful world, including through peace in the knowledge that they have the full support of their
support operations and peacekeeping. government and their fellow Canadians.

8 CANADAS DEFENCE POLICY

A NEW APPROACH TO DEFENCE:
ANTICIPATE. ADAPT. ACT.

To implement our new vision, Canada will also adopt a

new approach to defence one that values the ability to
anticipate new challenges, adapt to changing circumstances,
and act with exemplary capability and professionalism
while supporting peace and security around the world.

ANTICIPATING emerging threats and challenges

is fundamental to Canadas security. The Defence team
will improve its ability to provide timely information to
decision-makers, allowing the Government to identify
and understand emerging events and crises, respond
appropriately, and minimize the destructive effects of
prolonged conflict.

Global satellite communications,

including in the Arctic

The Canadian Armed Forces will acquire next genera-

tion surveillance aircraft, remotely piloted systems
commonly referred to as drones and space-based
surveillance assets to significantly expand its Joint Intel-
ligence, Surveillance, and Reconnaissance capacity. These ADAPTING to the rapid pace of change in todays
new platforms will be integrated with existing assets into fluid security environment is fundamental to operational
a networked, joint system-of-systems that will enable the success. Canadas new approach to defence adopts new
real-time flow of information that is so essential to opera- technologies and methods, and transforms the way people
tional success. are managed and employed.

Increased defence intelligence expertise Expanded capabilities in space and cyber

and capacity
Canada will modernize its space capabilities and will
This targeted investment in equipment will be accom- take steps to protect these critical assets against sophis-
panied by a significant new investment in the defence ticated threats, while continuing to promote the peace-
intelligence experts who collect, analyze, and disseminate ful use of outer space. We will assume a more assertive
information. posture in the cyber domain by hardening our defences,
and by conducting active cyber operations against poten-
tial adversaries in the context of government-authorized
$102.5 million investment in outreach military missions. Cyber operations will be subject to all
to external experts applicable domestic law, international law, and proven
checks and balances such as rules of engagement, targeting
To complement our efforts to better understand the and collateral damage assessments.
dynamic root causes of conflict including social and
economic factors and complex geopolitical developments,
the Defence team will also launch a revitalized partnership Fleet of remotely piloted systems
with external experts to capitalize on the extensive expertise
of Canadians. This will include new support and funding Given the unique value provided by remotely piloted
for scholarship programs for Masters and Post-Doctoral systems, the Canadian Armed Forces will also invest in
students interested in defence and security, and engage- an extensive range of new capabilities for the RCN, the
ments and events that promote dialogue in the defence CA, and the RCAF. This will include remotely piloted
community. aerial systems. More fundamentally, the core capabilities

CANADAS DEFENCE POLICY 9

 of the RCN, CA and RCAF will be placed on a fully
modern, robust footing, with a procurement renewal plan
buttressed by stable, consistent and transparent funding.
This will keep Canada secure and our sailors, soldiers and
airwomen and men properly cared for and supported
both during their time in service, and as they transition to
post-military life.

$313 million over five years for the

Innovation for Defence Excellence
and Security (IDEaS) Program

To promote a longer term culture of innovation, we

will launch a new Innovation for Defence Excellence and
Security (IDEaS) program to create clusters of defence
innovators conducting leading-edge research and develop-
ment in areas critical to future defence needs. The Defence
team will foster a competitive environment and challenge
innovators to develop solutions to emerging problems,
allowing innovators to approach challenges from their of National Defence will also transition part of the non-
own unique perspectives and remove artificial constraints military fleets to hybrid and electric by 2020.
that stifle creativity. New ideas will be supported through
investment in research and flexible procurement arrange-
ments. This will allow the Government to work in part- Over 80 percent of defence procurement
nership with industry to develop and test new products to contracts to be managed by Defence
meet evolving capability needs while also positioning firms
to pursue new export opportunities in the global market. The Defence team will introduce reforms to stream-
line the procurement process. These reforms will reduce
departmental approval times by 50 percent, increase
30,000-strong Reserve Force: contracting authority to allow 80 percent of procurement
Full-Time Capability, Part-Time Service contracts to be managed internally, align innovation in
the Canadian defence industry to defence procurement
This policy enables the Reserve Force to achieve a full- needs, increase transparency with industry and the Cana-
time capability through part-time service. The size of the dian public, and strengthen the procurement workforce.
Reserve Force will be increased by 1,500 to 30,000. The
Reserve Force will receive new operational roles and will To ACT decisively with effective military capability is
become further integrated into the total force. The Cana- the ultimate goal of Canadas new approach to defence.
dian Armed Forces will also create a more agile model that The Government of Canada is making a long-term
supports the transition between full- and part-time service investment in the Canadian Armed Forces the largest
that meets the needs of the member and the institution. commitment of capital funding and modernization in
decades. The Canadian Armed Forces will be prepared
to renew Canadas strong commitment to NORAD and
$225 million to reduce carbon footprint NATO, acting in multiple theatres simultaneously, while
also bolstering disaster relief, search and rescue, contribu-
The Government will make fundamental changes to tions to peace operations and capacity building.
the business of defence to improve management practices
and reduce its greenhouse gas emissions. Canada will Strong, Secure, Engaged delivers on the Government of
invest $225 million by 2020 in a range of infrastructure Canadas enduring commitment to defend Canada, work
projects to reduce its carbon footprint, including demol- with the United States in the shared defence of North
ishing outdated buildings with limited operational value. America, and be a credible and engaged international
All new construction and major recapitalization projects actor. This new vision and approach will improve the
will be the Silver Leadership in Energy and Environmental employment, support, and care of the Canadian Armed
Design (LEED) standard or equivalent. The Department Forces and deliver results for all Canadians.

10 CANADAS DEFENCE POLICY

 CANADIAN ARMED FORCES CORE MISSIONS CONCURRENT OPERATIONS

At any given time, the Government of Canada can call This policy ensures the Canadian Armed Forces will be
upon the Canadian Armed Forces to undertake missions prepared to simultaneously:
for the protection of Canada and Canadians and the Defend Canada, including responding concurrently
maintenance of international peace and stability. This to multiple domestic emergencies in support of
policy ensures the Canadian Armed Forces will be pre- civilian authorities;
pared to: Meet its NORAD obligations, with new capacity in
Detect, deter and defend against threats to or some areas;
attacks on Canada; Meet commitments to NATO Allies under Article 5
Detect, deter and defend against threats to or of the North Atlantic Treaty;
attacks on North America in partnership with the Contribute to international peace and stability
United States, including through NORAD; through:
Lead and/or contribute forces to NATO and coalition Two sustained deployments of
efforts to deter and defeat adversaries, including ~500-1500 personnel, including one as a
terrorists, to support global stability; lead nation;
Lead and/or contribute to international peace opera- One time-limited deployment of
tions and stabilization missions with the United ~500-1500 personnel (6-9 months duration);
Nations, NATO and other multilateral partners;
Two sustained deployments of
Engage in capacity building to support the security ~100-500 personnel;
of other nations and their ability to contribute to
security abroad; Two time-limited deployments (6-9 months)
of ~100-500 personnel;
Provide assistance to civil authorities and law en-
forcement, including counter-terrorism, in support One Disaster Assistance Response Team
of national security and the security of Canadians (DART) deployment, with scaleable additional
abroad; support; and
Provide assistance to civil authorities and non- One Non-Combatant Evacuation Operation,
governmental partners in responding to interna- with scaleable additional support.
tional and domestic disasters or major emergen-
cies; and
Conduct search and rescue operations.

The process that culminated in this document began

with the most comprehensive public consultations ever
undertaken by the Department of National Defence
and the Canadian Armed Forces. The Canadian public,
defence experts, Parliamentarians, and our allies and part-
ners around the world made substantive contributions.
Canadians submitted more than 20,000 entries into an
online consultation portal, and defence experts and stake-
holders participated in nine roundtable events, includ-
ing discussions dedicated to industry and innovation,
gender perspectives, and indigenous affairs. Parliamentary
committees in both the House of Commons and Senate
conducted insightful studies and Parliamentarians from
all parties held town hall meetings with Canadians across
the country. Canadian defence officials also engaged
counterparts around the world to exchange best practices.
Thank you for your contributions.

This defence policy is informed by what we heard.

CANADAS DEFENCE POLICY 11

 STRONG, SECURE, ENGAGED,
AT A GLANCE
STRONG AT HOME SECURE IN NORTH AMERICA ENGAGED IN THE WORLD
Enhanced air and maritime surveillance and control, Modernize NORAD with the US CAF prepared to concurrently conduct:
including the Arctic Expanded aerospace and maritime domain 2 major sustained deployments
Concurrent response to multiple domestic emergencies awareness and control 1 major time-limited deployment (6-9 months)
Support to counter-terrorism Cutting edge defence research 2 minor sustained and 2 minor time-limited deployments
Search and rescue support 1 DART mission
Innovative defence sector 1 Non-combatant Evacuation Operation

DEFENCE FUNDING

Increase defence spending from $18.9B in 2016-17 to $32.7B by 2026-27

NEW INITIATIVES
Reinvent Increase of
New Total Develop a Increase of
transition of ill Tax relief Integrate GBA+ Increase of 1,500 Reserve
Put our Health
and injured to
comprehensive
for deployed and meet gender and 3,500 Regular Force Force full-time
1,150 civilians
People First and Wellness
service/
Military Family
operations diversity targets for key priorities capability through
to support
Strategy Plan operations
civilian life part-time service

Rebuild core capabilities: 88 fighter aircraft, Increase emerging capabilities in cyber, space, and Capability enhancements, including
Invest in the 15 surface combatants, 2 joint support ships, remotely piloted vehicles to maintain effectiveness intelligence, satellite communications,
Future Force 5-6 Arctic Offshore Patrol ships and interoperability with allies surveillance and logistics

Modernize A transformative innovation More accountable, transparent, Reduce carbon footprint through
Modernize infrastructure management through
the Business agenda with defence research and streamlined defence green infrastructure and focus on
expanded partnership with the private sector
clusters linked to procurement procurement process energy efficiency
of Defence

12 CANADAS DEFENCE POLICY CANADAS DEFENCE POLICY 13

 SUMMARY OF
NEW INITIATIVES
Well-Supported, Diverse, Resilient 8. Implement the first-ever, integrated strategy for
human resources to balance the optimal assignment
People and Families of tasks between the military, defence civilians and
the private sector.
Recruitment, Training and Retention
9. Provide tax relief for all Canadian Armed Forces
members deployed on all named international opera-
To ensure the effective recruitment, training and reten-
tions, up to the maximum rate of pay applied to a
tion of the future work force, the Defence team will:
Lieutenant-Colonel. This would not impact hard-
1. Reduce significantly the time to enroll in the Canadian ship and risk pay or operational allowances regulated
Armed Forces by reforming all aspects of military by the Military Foreign Service Instructions (MFSI)
recruiting. which will continue. This initiative is retroactive to
January 2017.
2. Implement a recruitment campaign to promote
the unique full- and part-time career opportunities
offered by the Canadian Armed Forces, as well as to Leveraging Canadas Diversity
support key recruitment priorities, including hiring
more women, increasing diversity, addressing priority To fully leverage Canadas diversity, the Defence team
occupations and the requirements of the Reserve will:
Force.
10. Promote diversity and inclusion as a core institutional
3. Restore the Collge militaire royal in St-Jean as a full value across the Defence team.
degree-granting institution to help prepare the next
11. Appoint a Diversity Champion who will oversee the
generation of Canadian Armed Forces leaders.
implementation of all aspects of the Diversity Strategy
4. Increase the capacity of the Canadian Armed Forces and Action plan including instituting mandatory
Leadership and Recruit School, and its supporting diversity training across all phases of professional
organizations, to accommodate the increased number development.
of recruits associated with a larger force size.
12. Integrate Gender-Based Analysis Plus (GBA+) in all
5. Develop and implement a comprehensive Canadian defence activities across the Canadian Armed Forces
Armed Forces Retention Strategy to keep our talent- and the Department of National Defence, from the
ed people in uniform with a welcoming and healthy design and implementation of programs and services
work environment. that support our personnel, to equipment procure-
ment and operational planning.
6. Undertake a comprehensive review of conditions of
service and career paths to allow much more person- 13. Place a new focus on recruiting and retaining under-
alized career choices and flexibility. represented populations within the Canadian Armed
Forces, including but not limited to, women, Indig-
7. Modernize the Canadian Armed Forces Honours and enous peoples, and members of visible minorities.
Awards system to ensure military members service to
Canada is recognized in a more timely and appropriate 14. Aspire to be a leader in gender balance in the military by
manner. increasing the representation of women by 1 percent
annually over the next 10 years to reach 25 percent of
the overall force.

14 CANADAS DEFENCE POLICY

Supporting Health and Resilience help stabilize family life for Canadian Armed Forces
Members and their families who frequently have to
relocate. This includes:
To improve the resilience and health of its members,
the Canadian Armed Forces will: providing an additional $6 million per year to
modernize Military Family Support Programs, such
15. Augment the Canadian Armed Forces Health System
as Military Family Resource Centres, to provide
to ensure it meets the unique needs of our personnel
better support to families when members are
with efficient and effective care, anywhere they serve in
deploying or during periods of absence;
Canada or abroad. This includes growing the Medical
Services Branch by 200 personnel. establishing relocation expertise to help military
families find and access the services they need in a
16. Implement a joint National Defence and Veterans
new community; and
Affairs Suicide Prevention Strategy that hires addi-
tional mental health professionals and implements a working with federal, provincial and private sector
joint framework focused on preventing suicide across partners to improve the coordination of services
the entire military and Veteran community. across provinces to ease the burden of moving.
17. Remove barriers to care, including creating an envi-
ronment free from stigma where military members Reinventing Transition
are encouraged to raise health concerns of any nature To better meet the needs of all retiring personnel,
and seek appropriate help when they need it. including the ill and injured, the Defence team will:

Promoting a Culture of Leadership, Respect 25. Establish a Personnel Administration Branch of experts
in military human resources and personnel adminis-
and Honour tration to focus and improve military human resource
services to all Canadian Armed Forces members.
To eliminate harmful behaviours and ensure a work
environment free from harassment and discrimination, 26. Allocate some of the growth in the Medical Services
the Defence team will: Branch to support transition care.
18. Complete the full implementation of the 10 recom- 27. Create a new Canadian Armed Forces Transition
mendations of the Deschamps Report through Group that provides support to all members to seam-
Operation HONOUR. lessly transition to post-military life. This Group,
commanded by a General Officer and staffed from
19. Provide a full range of victim and survivor support
experts in human resources and personnel adminis-
services to Canadian Armed Forces members.
tration, will be approximately 1,200 personnel strong
20. Deal with harassment complaints in a clear and timely and include specialized staff and holding positions for
manner by simplifying formal harassment complaint ill and injured who are preparing to return to duty
procedures. or transition out of the Canadian Armed Forces. The
Group will provide a fully engaged, personalized,
21. Be open and transparent with Canadians and members
guided support to transition all Canadian Armed
of the Canadian Armed Forces in communicating
Forces members, with special care and attention
progress on this important issue.
being provided to those who are ill or injured, includ-
ing those with psychological or critical stress injuries.
Supporting Military Families
28. Ensure that all benefits will be in place before a
To improve support and services offered for military member transitions to post-military life.
family members, the Defence team will:
22. Implement teams at Wings and Bases across Canada,
in partnership with Military Family Resource Centres,
to prevent and respond to gender-based violence.
23. Improve access to psychological services through social
workers and referrals to community programs and
services.
24. Develop a Comprehensive Military Family Plan to

CANADAS DEFENCE POLICY 15

 Long-Term Investments to Enhance the 43. Acquire all-terrain vehicles, snowmobiles and larger
Canadian Armed Forces Capabilities tracked semi-amphibious utility vehicles optimized
for use in the Arctic environment.
and Capacity
Investments in the Royal Canadian Air Force
Investments in the Royal Canadian Navy
44. Replace the CF-18 fleet with 88 advanced fighter
29. Recapitalize the surface fleet through the investments
aircraft to improve Canadian Armed Forces air
in 15 Canadian Surface Combatants and two Joint
control and air attack capability.
Support Ships.
45. Acquire space capabilities meant to improve situ-
30. Acquire five to six Arctic Offshore Patrol Ships.
ational awareness and targeting, including: replace-
31. Operate and modernize the four Victoria-class ment of the current RADARSAT system to improve
submarines. the identification and tracking of threats and improve
situational awareness of routine traffic in and through
32. Acquire new or enhanced naval intelligence, surveil- Canadian territory; sensors capable of identifying and
lance, and reconnaissance systems, upgraded arma- tracking debris in space that threatens Canadian and
ment, and additional systems for current and future allied space-based systems (surveillance of space); and,
platforms allowing for more effective offensive and space-based systems that will enhance and improve
defensive naval capabilities. tactical narrow- and wide-band communications glob-
33. Upgrade lightweight torpedoes carried by surface ships, ally, including throughout Canadas Arctic region.
maritime helicopters and maritime patrol aircraft. 46. Acquire new Tactical Integrated Command, Control,
and Communications, radio cryptography, and other
Investments in the Canadian Army necessary communications systems.
34. Acquire ground-based air defence systems and associ- 47. Recapitalize next generation strategic air-to-air
ated munitions capable of protecting all land-based tanker-transport capability (CC-150 Polaris replace-
force elements from enemy airborne weapons. ment).
35. Modernize weapons effects simulation to better 48. Replace utility transport aircraft (CC-138 Twin Otter
prepare soldiers for combat operations. replacement).
36. Replace the family of armoured combat support vehi- 49. Acquire next generation multi-mission aircraft
cles, which includes command vehicles, ambulances (CP-140 Aurora maritime patrol aircraft replace-
and mobile repair teams. ment).
37. Modernize the fleet of Improvised Explosive Device 50. Invest in medium altitude remotely piloted systems.
Detection and Defeat capabilities.
51. Modernize short-range air-to-air missiles (fighter
38. Acquire communications, sustainment, and surviv- aircraft armament).
ability equipment for the Army light forces, includ-
ing improved light weight radios and soldier equip- 52. Upgrade air navigation, management, and control
ment. systems.

39. Upgrade the light armoured vehicle fleet to improve 53. Acquire aircrew training systems.
mobility and survivability. 54. Recapitalize or life-extend existing capabilities in
40. Modernize logistics vehicles, heavy engineer equip- advance of the arrival of next generation platforms.
ment and light utility vehicles. 55. Sustain domestic search and rescue capability, to
41. Improve the Armys ability to operate in remote include life extension of existing systems, acquisition
regions by investing in modernized communications, of new platforms, and greater integration with inter-
shelters, power generation, advanced water purifica- nal and external partners.
tion systems, and equipment for austere environ- 56. Operationalize the newly acquired Fixed-Wing
ments. Search and Rescue aircraft fleet.
42. Modernize land-based command and control, intel-
ligence, surveillance and reconnaissance systems.

16 CANADAS DEFENCE POLICY

Investments in Special Operations Forces naissance platforms, including next generation
surveillance aircraft, remotely piloted systems, and
57. Acquire airborne ISR platforms. space-based surveillance assets (see pages 38-40).
58. Recapitalize existing commercial pattern, SUV-type 68. Integrate existing and future assets into a networked,
armoured vehicles. joint system-of-systems that will enable the flow of
59. Modernize and enhance Special Operations Forces information among multiple, interconnected plat-
Command, Control and Communications informa- forms and operational headquarters.
tion systems, and computer defence networks. 69. Prioritize Arctic Joint Intelligence, Surveillance and
60. Enhance next generation Special Operations Forces Reconnaissance as a defence research and develop-
integrated soldier system equipment, land mobility, ment priority to produce innovative solutions to
and maritime mobility platforms and fighting vehicle surveillance challenges in the North.
platforms.
61. Increase Special Operations Forces by 605 personnel.
Enhancing Defence Intelligence
In order to address the demand for defence intelligence
Investments in Joint Capabilities internally, across the Government of Canada, and
among our allies, the Defence team will:
62. Acquire joint command and control systems and
equipment, specifically for integrated information 70. Establish up to 120 new military intelligence posi-
technology and communications. tions, some of which will be filled by Reservists, and
add up to 180 new civilian intelligence personnel.
63. Acquire joint signals intelligence capabilities that
improve the militarys ability to collect and exploit 71. Build CFINTCOMs capacity to provide more
electronic signals intelligence on expeditionary oper- advanced intelligence support to operations, includ-
ations. ing through an enhanced ability to forecast flash-
points and emerging threats, and better support next
64. Improve the capabilities of the Joint Deployable
generation platforms, and understand rapid develop-
Headquarters and Signals Regiment, including the
ments in space, cyber and other emerging domains.
portable structures that house the headquarters when
deployed and the equipment employed by that head- 72. Establish a Canadian Armed Forces targeting capa-
quarters for command, control and communications. bility to better leverage intelligence capabilities to
support military operations.
65. Improve cryptographic capabilities, information
operations capabilities, and cyber capabilities to
include: cyber security and situational awareness Bolstering Academic Outreach
projects, cyber threat identification and response,
and the development of military-specific information To enhance its relationship with and derive greater
operations and offensive cyber operations capabilities benefit from Canadas rich academic and analytic
able to target, exploit, influence and attack in support community, the Defence team will:
of military operations.
73. Increase investment in academic outreach to $4.5
66. Improve Chemical, Biological, Radiological, Nuclear, million per year in a revamped and expanded defence
and Explosive detection and response capabilities. engagement program, including:
Collaborative networks of experts;
A new scholarship program for Masters and Post-
Anticipate Doctoral fellows; and
Expansion of the existing expert briefing series and
Prioritizing Joint Intelligence, Surveillance, engagement grant program.
and Reconnaissance
To enhance its Joint Intelligence, Surveillance and
Reconnaissance capabilities, the Defence team will:
67. Invest in Joint Intelligence, Surveillance and Recon-

CANADAS DEFENCE POLICY 17

 Adapt legislation. Subsequently, we will work with provinces
and territories to harmonize job protection for
Reservists at that level.
A New Vision for the Reserve Force
To enhance the role and capabilities of the Reserve Space Capabilities
Force, the Canadian Armed Forces will:
To adapt to evolving challenges and opportunities in
74. Increase the size of the Primary Reserve Force to
the space domain, the Defence team will:
30,000 (an increase of 1,500) and dramatically
reduce the initial recruitment process from a number 83. Defend and protect military space capabilities,
of months to a matter of weeks. including by working closely with allies and partners
to ensure a coordinated approach to assuring contin-
75. Assign Reserve Force units and formations new roles
uous access to the space domain and space assets.
that provide full-time capability to the Canadian
Armed Forces through part-time service, including: 84. Work with partners to promote Canadas national
interests on space issues, promote the peaceful use of
Light Urban Search and Rescue;
space and provide leadership in shaping international
Chemical, Biological, Radiological and Nuclear norms for responsible behavior in space.
Defence;
85. Invest in and employ a range of space capabilities,
Combat capabilities such as direct fire, mortar and including space situational awareness, space-based
pioneer platoons;
earth observation and maritime domain awareness,
Cyber Operators; and satellite communications that achieve global
Intelligence Operators; coverage, including in the Arctic. (For more detail on
Defence investments in space capabilities, please see
Naval Security Teams; and pages 38-39).
Linguists.
86. Conduct cutting-edge research and development on
76. Enhance existing roles assigned to Reserve Force new space technologies in close collaboration with
units and formations, including: allies, industry and academia to enhance the resilience
Information Operations (including Influence of space capabilities and support the Canadian Armed
Activities); Forces space capability requirements and missions.
Combat Support and Combat Service Support; and
Cyber Capabilities
Air Operations Support Technicians.
To better leverage cyber capabilities in support of mili-
77. Employ the Reserve Force to deliver select expedi- tary operations, the Defence team will:
tionary missions in a primary role such as Canadian
Armed Forces capacity building. 87. Protect critical military networks and equipment
from cyber attack by establishing a new Cyber
78. Create an agile service model that supports transition Mission Assurance Program that will incorporate
between full- and part-time service and provides the cyber security requirements into the procurement
flexibility to cater to differing Reserve career paths. process.
79. Align Primary Reserve Force remuneration and 88. Develop active cyber capabilities and employ them
benefits with those of the Regular Force where the against potential adversaries in support of govern-
demands of service are similar. ment-authorized military missions.
80. Revise annuitant employment regulations to attract 89. Grow and enhance the cyber force by creating a
and retain more former Regular Force personnel to new Canadian Armed Forces Cyber Operator occu-
the Reserves. pation to attract Canadas best and brightest talent
81. Offer full-time summer employment to Reservists in and significantly increasing the number of military
their first four years with the Reserves commencing personnel dedicated to cyber functions.
in 2018. 90. Use Reservists with specialized skill-sets to fill elements
82. Work with partners in the federal government to of the Canadian Armed Forces cyber force.
align Federal Acts governing job professionalization

18 CANADAS DEFENCE POLICY

Remotely Piloted Systems 100. Ensure that Canadian environmental standards are
adhered to in all procurement projects.
To better leverage the unique benefits associated with
remotely piloted systems, the Defence team will: Greening Defence
91. Invest in a range of remotely piloted systems, including
To ensure it supports the low-carbon government
an armed aerial system capable of conducting surveil-
targets outlined in the Federal Sustainable Develop-
lance and precision strikes (For more details on
ment Strategy, the Defence team will:
planned investments in remotely piloted systems,
please see pages 38-39). 101. Reduce greenhouse gas emissions by 40 percent
from the 2005 levels by 2030, including through
92. Conduct research and development of remotely pilot-
the following measures:
ed land, sea and aerial capabilities, in close collabora-
tion with industry and academia. Investing $225 million by 2020 in a wide range
of infrastructure projects across Canada to reduce
93. Promote the development of international norms for
our carbon footprint.
the appropriate responsible and lawful use of remotely
piloted systems, in support of Global Affairs Canada. Transitioning 20 percent of non-military vehicle
fleets to hybrid and electric by 2020.
Improving Defence Procurement Requiring new construction and major recapital-
ization projects to meet industry-recognized stan-
To streamline defence procurement, better meet the dards for high performing buildings such as the
needs of the military, and deliver projects in a more Silver Leadership in Energy and Environmental
timely manner, the Defence team will: Design (LEED) standard or equivalent.
94. Reduce project development and approval time Expanding the use of Energy Performance
in the Department of National Defence by at least Contracts to implement energy efficiencies on
50 percent for low-risk and low-complexity projects bases and wings across Canada.
through improved internal coordination, increased
delegation, and strengthened approval processes. Installing electric charging stations at new or
retrofitted buildings for personnel to use with
95. Work with partners to increase the Department defence fleets and/or personal vehicles.
of National Defences contracting authorities for
goods up to $5 million by 2018, allowing over 102. Examine alternative energy options and their poten-
80 percent of defence procurement contracts to be tial use for operations.
managed by Defence.
96. Use procurement to incentivize Canadian research
Repairing and Rebuilding Defence
and development in important and emerging tech- Infrastructure
nological areas. To modernize the management of the real property
97. Increase the transparency and timeliness of commu- portfolio to better serve defence and free up personnel
nication with defence industry associations, includ- to perform military tasks, the Defence team will:
ing instituting meetings between the Department of 103. Dispose of underutilized or obsolete buildings. This
National Defence and Canadian industry through a will improve the efficiency of the infrastructure
Defence Industry Advisory Group and other fora. portfolio, while at the same time help us accelerate
98. Grow and professionalize the defence procure- the reduction of greenhouse gas emissions.
ment workforce in order to strengthen the capacity 104. Improve infrastructure on bases and wings, including
to manage the acquisition and support of todays housing for Canadian Armed Forces personnel. In
complex military capabilities. This includes the addi- doing so, we will explore ways to partner with the
tion of over 60 procurement specialists and enhanced private sector and will consult with public sector
training and professional accreditation for defence unions.
procurement personnel.
99. Provide Canadians with regular updates on major
project and programs to increase transparency,
communicate challenges and measure performance.

CANADAS DEFENCE POLICY 19

 Innovation for Defence Excellence Global Defence Engagement
and Security (IDEaS)
To ensure the continued security of North America,
To transform defence innovation in Canada, the Defence Defence will:
team will:
111. Modernize NORAD to meet existing challenges
105. Invest $1.6 billion over the next 20 years to imple- and evolving threats to North America, taking into
ment the new Innovation for Defence Excellence account the full range of threats.
and Security (IDEaS) program, including :
Creating clusters of defence innovators (academ-
ics, industry and other partners) to conduct
leading-edge research and development in areas
critical to future defence needs.
Holding competitions that invite innovators to
present viable solutions to specific defence and
security challenges.
Implementing flexible new procurement mech-
anisms that allow Defence to develop and test
ideas and the ability to follow through on the
most promising ones with procurement.

Enhancing Arctic Capability

To enhance the Canadian Armed Forces ability to
operate in the Arctic and adapt to a changed security
environment, the Defence team will:
106. Enhance the mobility, reach and footprint of the
Canadian Armed Forces in Canadas North to
support operations, exercises, and the Canadian
Armed Forces ability to project force into the
region.
107. Align the Canadian Air Defence Identification
Zone (CADIZ) with our sovereign airspace.
108. Enhance and expand the training and effectiveness
of the Canadian Rangers to improve their functional
capabilities within the Canadian Armed Forces.
109. Collaborate with the United States on the devel-
opment of new technologies to improve Arctic
surveillance and control, including the renewal of
the North Warning System.
110. Conduct joint exercises with Arctic allies and part-
ners and support the strengthening of situational
awareness and information sharing in the Arctic,
including with NATO.

20 CANADAS DEFENCE POLICY