Defence Team

Description

Recruit, develop and support an agile and diverse Defence Team, within a healthy workplace free from harmful behaviour; support military families; and meet the needs of all retiring military personnel, including the ill and injured. Strengthen Canadian communities by investing in youth.

Planning highlights

People continue to be at the core of everything the Defence Team does to ensure that Canada remains strong, secure and engaged in the world. Our mission success depends on having healthy, resilient, well‑trained and motivated Canadian Armed Forces (CAF) personnel supported by talented and dedicated defence civilians working within the Department of National Defence (DND). This integrated civilian-military Defence Team is the heart of our institution.

The COVID-19 pandemic continues to pose challenges to the Defence Team. Nonetheless, we will continue to work towards our goal of building a Defence Team that supports the wide-ranging perspectives, cultural and linguistic diversity, gender balance, age and other distinctive attributes of our Canadian society. By building a Defence Team with these characteristics, we will be better able to respond effectively and continue to attract and retain the people we need to ensure that DND/CAF are successful into the future. Investing in our people remains the single most important commitment we can make and our focus on our people must be unwavering throughout their entire careers within the Defence Team.

The CAF remains committed not only to our members, but also to their families. Our people serve in complex environments that can involve high risks, including COVID-19. The knowledge that we continue to deliver essential programs and services reassures our troops because they know that their families are being looked after. We will listen and adapt to ensure that any new programs reflect the needs and concerns of our members and their families.

The CAF will continue to strengthen the Professional Development Framework by reinforcing institutional Professional Military Education imperatives, addressing long-standing institutional infrastructure issues and modernizing the curriculum in some establishments.

National Defence has a long and proud history of supporting youth through the Cadet and Junior Canadian Rangers programs. DND is committed to strengthening support and expanding the reach of these important programs so that more Canadian youth can benefit from these positive development opportunities and communities. Canada continues to be strengthened by the presence of the Cadet and Junior Canadian Rangers Programs in its communities.

Through the Innovation for Defence Excellence and Security program, we will continue carrying out the following research projects:

• Understanding and addressing post-traumatic stress disorder: Find new tools and methods to assess, address and treat post-traumatic stress disorder resulting from defence and security operations. This includes the integrated dimensions of diagnosis, prevention, training, education, resilience and moral injury treatment;
• Recruit and retain women and reach a representation of women in the CAF of 25% by 2026: The objective is to draw up recommendations on how the CAF can increase the recruitment and retention of women, including in non-traditional occupations where women are under-represented;
• An integrated human resources (HR) data management solution: Find new tools and methods to seamlessly and securely access, share, integrate and analyze disparate types and sources of HR management data found in various applications and storage systems;
• Beyond the classroom, innovative language learning and retention: Find innovative solutions that will motivate and support individuals who are outside the formal, language training system to acquire, use and retain their second official language; and
• Navigating your next chapter – The transition back to civilian life: Find new integrative and adaptable approaches and tools to help provide support for CAF members, particularly for members who are ill or injured, to enable them to transition to civilian life.

DND/CAF will continue to optimize the Defence Team through the annual Defence Team Establishment Plan process and the recently released Defence Team Human Resources Strategy, which recognizes the need to address HR as a strategic capability, and optimize employment between military, defence civilians, and the private sector.

National Defence will continue to develop specific actions to transform the culture, practices and future workforce of DND/CAF. Systemic barriers will be identified and addressed with a focus on processes related to recruitment, selection, promotion, and the handling of conflict management situations. Building on available proven practices, we will formulate concrete actions to begin addressing systemic racism and hateful conduct in DND/CAF.

Gender-based analysis plus (GBA+)

All Government of Canada public servants and CAF members are required to ensure that their decisions (whether related to institutional or operational policies, programs, budgets, priorities, orders, etc.) are informed by the findings or conclusions of a GBA+. The findings or conclusions of a GBA+ are commonly referred to as "gender perspectives" which is the language of the United Nations Security Council Resolution (UNSCR) 1325 and reflected in North Atlantic Treaty Organization (NATO) and United Nations policies and plans.

The Defence Team will continue to institutionalize the use of GBA+ and increase capacity and accountability for the development and implementation of policies, directives, programs and operations that are informed by a GBA+. Guided by UNSCR 1325 and related United Nations resolutions on women, peace and security, DND/CAF will implement Canada's National Action Plan on Women, Peace and Security 2017-2022 .

Additional information on GBA+ pertaining to its governance structures, human resources and planned initiatives can be found in the "GBA+ Supplementary Information Table" in the Supplementary information tables section of this report.

Experimentation

Additional defence-related experimentation activities are outlined in this report under Core Responsibility 4 – Future Force Design.

Departmental Result 3.1 – Canadian Armed Forces is growing towards its end state of 101 500 personnel

We will continue to examine the end-to-end process of attracting, recruiting, selecting and providing individual training for new members up to the operational functional point, where new CAF members are employed in their chosen military career.

• Plans to meet recruiting objectives include:
  • Working with defence partners to reduce the time to enrol in the CAF by increasing capacity to process personnel files through key process chokepoints, such as security clearances and medical exams;
  • Continue to enhance virtual and online recruitment campaigns to promote career opportunities and key recruitment priorities offered by the CAF, particularly to ensure the safety of prospective CAF members during the COVID-19 pandemic;
  • Continue to track and enhance the collection of performance metrics to better understand the return on investment of recruiting campaigns;
  • Prioritize efforts to recruit members who more closely reflect the diverse nature of our Canadian society, including the development of training programs that cater to the needs of Indigenous Canadians;
  • Maximize the output of training at the Canadian Forces Leadership and Recruit School in addition to continued planning for Distributed-Basic Military Qualification serials in order to sustain and grow the CAF;
  • Return the Royal Military College St-Jean as a full degree-granting institution and implement measures to ensure the support and well-being of CAF students at military colleges; and
  • Develop the CAF Retention Strategy to be launched in late 2021.

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Planned results

Departmental Results	Departmental Result Indicators	Target	Date to achieve target	2017–18 Actual results	2018–19 Actual results	2019–20 Actual results
3.1 Canadian Armed Forces is growing towards its end state of 101,500 personnel*	% of Regular force positions that are filled	95 – 100 %	31 March 2026	98.7%	99.23%	96.5%
	% of Reserve force positions that are filled**	At least 95%	31 March 2026	Not Available New indicator as of 2018-19	77.09%	81.47%
	% of occupations with critical shortfalls	5% or less	31 March 2022	Not Available New indicator as of 2018-19	16.5%	17.9%

Notes:

• * Departmental result of 101 500 personnel represents the CAF Regular Force and the Reserve Force. The Reserve Force represents Primary Reserves.
• ** The Reserve Force structure is currently being updated to meet SSE intent therefore the target will be updated once the new structure is approved.
• Financial, human resources and performance information for the Department of National Defence and the Canadian Armed Forces' Program Inventory is available in the GC InfoBase.

Departmental Result 3.2 – The health and well-being of the Defence team is well supported

• Continue to focus on the ability to provide high-quality health care to the CAF population, help maintain overall health and wellness, and provide support for routine in-garrison duties as well as domestic and expeditionary operations.
• Establish a modernized Canadian Forces Health Services Group structure that will remodel the current health system to ensure that it is appropriately structured by function. The Group will identify the human resources required to deliver the required programs and services, seeking the right balance of qualified military, public servant and contracted personnel. A modernized Canadian Forces Health Services Group includes improvement of health system performance and efficiency.
• In FY 2021-22, the Canadian Forces Health Services Group will work with Health Canada to engage provincial and territorial authorities to ensure that external healthcare services are charged at a fair and predictable rate that enables an effective delivery of health care to the CAF. The Canadian Forces Health Services Group will also continue to develop a Forward Aeromedical Evacuation Capability.
• The Canadian Armed Forces Transition Group, in coordination with our valued partners, will continue to provide personalized, professional, and standardized casualty support and transition services to CAF members and their families to enable seamless transition and enhanced well-being with special attention provided to ill and injured personnel, their families and the families of the deceased. In FY 2021-22, the Canadian Armed Forces Transition Group will:
  • Continuously improve the timely provision of support for the CAF's ill, injured and transitioning members, Veterans, their families and families of the fallen through excellence in service delivery and standardization in operations; 
  • Build the CAF Transition Group to Initial Operational Capability (+) and functionality, including the necessary hiring, robust staff training and an evolving information management and information technology program to improve service delivery for supported members and to provide expanded programs and services in the future;
  • Continue the Transition Trial in Borden and Petawawa, including Release Renewal, and continue to develop and refine transition processes, training, tools and policies that will enable the CAF Transition Group to provide, when at Final Operational Capability, professional, standardized and personalized support to all CAF members as they transition to post-military life;
  • Continue ongoing efforts to align CAF Transition Group authorities, responsibilities, accountabilities and organizational structure;
  • Leverage research, performance measurement and analytics capabilities to better understand the challenges faced by transitioning members and their families and to foster evidence-based decision-making and reporting; and
  • Continue to deliver transition initiatives and close the policy and process seams with Veterans Affairs Canada as outlined by the Joint Steering Committee through the Seamless Transition Roadmap.
• Launch the Total Health and Wellness Strategy, which presents a renewed approach to the way we care for our people and focuses on improving the overall health and wellness of the Defence Team for a strengthened workforce, best able to meet the varied challenges of both work and life.
• Continue implementing Optimizing Performance, Force and Family – a Special Operations Forces wellness and performance strategy – to ensure that Canadian Special Operations Forces Command (CANSOFCOM) personnel are able to maintain the required state of high readiness and ability to respond to operational demands.
• DND will implement policies and procedures to meet the requirements and responsibilities set out in Bill C-65 in order to build healthy, safe and harassment-free workplaces.
• Build awareness of Corporate Mental Health Services and activities through virtual activities to enhance the Defence Team's knowledge of accessibility to wellness materials.
• The Office of Disability Management will continue to be expanded nationally to improve the management and reporting of illness, injury and impairment of civilian employees in DND/CAF.
• Development and deployment of well-being training which will increase Defence Team personnel knowledge on how to build and maintain a psychologically healthy workplace and increase health and wellness literacy.
• Maintain good communications with Defence Team members about the changing situation and work expectations; thus encouraging healthy lifestyles through fitness and social connections (online); promote programs and services to help Defence Team members cope with stress, and remain flexible and patient during this novel situation, while taking into consideration everyone's unique situation and challenges.
• Work across the organization to address workplace stressors identified in the Defence Workplace Well-being Survey to increase workplace well-being for Defence Team members.

Planned results

Departmental Results	Departmental Result Indicators	Target	Date to achieve target	2017–18 Actual results	2018–19 Actual results	2019–20 Actual results
3.2 The health and well-being of the Defence team is well supported	% of military personnel who are medically fit for their occupation	At least 90%*	31 March 2022	Not Available New indicator as of 2018-19	90.51%	89.84%
	% of military personnel who feel that the Canadian Armed Forces provides a reasonable quality of life for service members and their families	At least 85%*	31 March 2022	Not Available New indicator as of 2018-19	53.2%	56.7%
	% of Canadian Armed Forces members who report a positive level of workplace well-being	At least 71.5%*	31 March 2022	Not Available New indicator as of 2018-19	64.3%	71.5%
	% of civilian employees who describe the workplace as psychologically healthy	To be determined by 31 March 2022**	To be determined by 31 March 2022**	Not Available New indicator as of 2018-19	59%	79%

Notes:

• * Targets are revisited yearly as further data becomes available to better understand the realities and drivers of these indicators.
• ** This indicator is taken from the Public Service Employee Survey (PSES). Target and date to achieve for departments have not yet been established. We will consider establishing one for the next amendment cycle.
• Financial, human resources and performance information for the Department of National Defence and the Canadian Armed Forces' Program Inventory is available in the GC InfoBase.

Departmental Result 3.3 – The Defence team reflects the values and diversity of Canadian society

• Create a business plan to expand the recently created Response and Support Coordination Program to regional centres on CAF bases or facilities. These regional centres will allow CAF members who have been affected by sexual misconduct to have direct support from a Sexual Misconduct Response Centre (SMRC) counsellor.
• As a result of the CAF-DND Sexual Misconduct Class Action settlement, the SMRC is leading two aspects of the settlement: the Survivor Support Consultation Group; and the Restorative Engagement program. The Survivor Support Consultation Group will implement a plan to ensure that all CAF members affected by sexual misconduct have access to the supports and services they need. The Restorative Engagement program will give the plaintiffs of the CAF-DND Sexual Misconduct Class Action (class members) an opportunity to share their experience of sexual misconduct in the military with a senior defence representative. This process will be facilitated by civilian restorative practitioners. Enabling class members' experiences to be acknowledged by DND/CAF will contribute to meaningful culture change within the CAF and restore the relationship between class members and the CAF.
• Begin work on a Responsive Legal Options program that will (1) establish, on a trial basis, a program that provides free, independent legal advice for victims/survivors of sexual misconduct where the perpetrator/accused/offender is a member of the CAF in order to empower them to make informed choices; and (2) create an alternative reporting option that allows survivors to report the incident, anonymously if they wish, through a service provider.
• With the assistance of Statistics Canada, conduct the 3rd iteration of the Survey on Sexual Misconduct in the CAF.
• Continue implementing the "Building Our Future" course at Royal Military College (RMC) Kingston. Building upon the previous year's briefing(s), the course addresses the unique needs and requirements of the combined university (emerging adult) and early military (career) population. The SMRC intends to develop a similar program for RMC Saint-Jean.
• In 2020, the CAF published The Path to Dignity and Respect: the CAF Sexual Misconduct Response Strategy a culture change strategy designed to prevent and address sexual misconduct in the CAF and improve support for persons affected by sexual misconduct. The strategy serves as an overarching guide for Operation HONOUR and it includes a prevention-based implementation plan and a performance measurement framework. In FY 2021-22, the CAF will continue to implement initiatives and programs set out in The Path and measure the established indicators to ensure continuous evaluation and improvement.
• Increase harassment and discrimination prevention activities related to appropriate conflict and complaint management practices (awareness, outreach and training) while continuing to address harassment and discrimination complaints in a clear and timely manner through simplified formal harassment complaint procedures that are consistent with the requirements of Bill C-65.
• Reflect the diversity and inclusion values of Canadian society through commitment to the Employment Equity Act and CAF annual report, the Multiculturalism Act and annual report and the release and implementation of an updated and aligned CAF Employment Equity Plan. During FY 2021-22 the department will:
  • Continue to identify and address actions to advance initiatives to reduce and ultimately eliminate barriers to designated group members by setting clear objectives;
  • Ensure accuracy and relevancy with superior strategic guidance, while demonstrating the CAF's commitment to increasing the representational goals for the designated group members;
  • Identify opportunities to support diversity and inclusion throughout the recruitment process;
  • Endorse updated equity, diversity and inclusion principals in a concise, CAF‑centric Human Resources Strategy. By reflecting the equity, diversity and inclusion values of Canadian society within a military context, the CAF will collaboratively present consistent and persistent language pertaining to the expectations of all its members; and
  • Continue to improve and provide educational, training and promotional opportunities that each organization within the CAF can undertake to demonstrate progress on diversity and inclusion initiatives through their human resources management practices.

• DND/CAF is committed to providing an inclusive, equitable and respectful work environment for its employees in support of the provisions outlined in Strong, Secure, Engaged: Canada's Defence Policy (SSE). To ensure that all Defence Team members are treated with respect and dignity and to rebuild the confidence of Canadians in the institution of National Defence, it is well recognized that radical and bold cultural changes are required to confront racism, hateful conduct and other acts of discrimination. As a foundational measure, DND has issued a Civilian Action Plan for Diversity and Inclusion and an accompanying directive to ensure accountabilities and expectations are well understood throughout the organization.
• Concurrently, the CAF has amended its policy: Defence Administrative Order and Directive 5019-0 to include the definition of hateful conduct and has published a CF Military Personnel Instruction to outline how it will be addressed within the CAF. These policy instruments are part of the CAF's intent to put words into action on misconduct and inappropriate behaviour, and to eliminate hateful conduct from our institution.
• The department will take concrete steps to address the Clerk of the Privy Council's Deputy Minister Corporate Commitments on Diversity, Inclusion and Anti-Racism. To lead the effort in identifying and addressing systemic barriers within the Defence Team, an Anti-Racism Secretariat has been established. The department is also committed to ensuring greater reflection of diversity and promotion of inclusion, updating workplace programs and policies, and effecting culture change by leading and implementing the following:
  • Foster inclusive leadership by:
    • Increasing representation in its Executive cadre;
    • Ensuring immediately that all executives have basic awareness and understanding by requiring completion of anti-racism and unconscious bias training as a minimum starting point; and
    • Starting the de-stigmatization of discussions on racism and particularly anti-Black racism by facilitating group discussions with senior leaders on unconscious bias and systemic racism.
  • Increase recruitment and retention of Indigenous people, Black people and other racialized groups, persons with disabilities and members of the lesbian, gay, bisexual, trans, queer and two-spirit people (LGBTQ2+) community by:
    • Using targeted recruitment and mandatory organizational need considerations to establish clear objectives and outcomes in terms of increased representation of equity-seeking communities;
    • Implementing mandatory diversity in the selection boards for Executive recruitment and greater selection board member diversity for non-Executive recruitment;
    • Partnering with equity-seeking communities to attract and retain new talent that reflects Canada's diversity and to review hiring processes to ensure they are culturally sensitive and driven to remove barriers;
    • Developing diverse talent through the implementation of an Executive Development program specifically for those from underrepresented communities; and
    • Ensuring that all employees and specifically those from underrepresented communities are well supported during their DND experience by assigning them to mentors during the onboarding process.
  • Establish and review internal systems, policies, programs and initiatives, including:
    • Setting up panels to hear how existing programs and policies are being experienced by equity-seeking groups in order to identify what must be addressed;
    • Reviewing HR, procurement, communications policies, programs and initiatives using GBA+ and considering various identity factors, including race, ethnicity, religion, age, sexual orientation, gender identification and expression, as well as mental or physical disability, to identify systemic racism and barriers to accessibility and disability inclusion;
    • The CAF Employment Systems Review will provide an opportunity to identify potential systemic barriers that may be impacting the recruitment and retention of CAF members who identify as Indigenous. Qualitative interviews with representatives from the Advisory Groups and members of the designated group will be conducted over the next year to better understand their perspectives;
    • Fostering various perspectives on internal policies, programs and operations by ensuring that employees from equity-seeking communities have membership in and their views are represented at meetings of executive committees, advisory boards, occupational safety and health committees and other horizontal committees; and
    • Conducting a survey of the CAF and DND to provide a baseline of any issues related to racism and discrimination that currently exist to measure our progress.

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Planned results

Departmental Results	Departmental Result Indicators	Target	Date to achieve target	2017–18 Actual results	2018–19 Actual results	2019–20 Actual results
3.3 The Defence team reflects the values and diversity of Canadian society	% of the Canadian Armed Forces (CAF) that self-identify as a woman	At least 25.1%	31 March 2026	15.6%	15.7%	16%
	% of civilians in the Defence team who self-identify as a woman	At least 39.1%	31 March 2026	40%	40.4%	40.8%
	% of the Canadian Armed Forces (CAF) who self-identify as a visible minority	At least 11.8%	31 March 2026	8.4%	8.7%	9.4%
	% of civilians in the Defence Team who self-identify as a visible minority	At least 8.4%	31 March 2026	7.8%	8.9%	9.6%
	% of the Canadian Armed Forces (CAF) who self-identify as an indigenous person	At least 3.5%	31 March 2026	2.8%	2.8%	2.8%
	% of civilians who self-identify as an indigenous person	At least 2.7%	31 March 2026	3.1%	3.4%	3.4%
	% of the Canadian Armed Forces (CAF) who self-identify as victims of harassment	11.9% or less	31 March 2022	Not Available New indicator as of 2018-19	17.7%	16.7%
	% of civilians who self-identify as victims of harassment	10% or less	31 March 2026	Not Available New indicator as of 2018-19	16%	14%
	% of the Canadian Armed Forces (CAF) who self-identify as victims of discrimination	9.2% or less	31 March 2022	Not Available New indicator as of 2018-19	14.9%	11.8%
	% of civilians who self-identify as victims of discrimination	5% or less	31 March 2026	Not Available New indicator as of 2018-19	7%	7%
	Annual number of reported incidents of sexual misconduct in the Canadian Armed Forces*	To be determined by 31 March 2022**	To be determined by 31 March 2022	Not Available New indicator as of 2018-19	256	356
	Number and type of actions taken in response to reported sexual misconduct incidents by the Defence Team	To be determined by 31 March 2022**	To be determined by 31 March 2022	Not Available New indicator as of 2018-19	256	Results Not Available
	Number of Canadian Armed Forces members who have attended a training session related to sexual misconduct (Operation HONOUR)	To be determined by 31 March 2022**	To be determined by 31 March 2022	Not Available New indicator as of 2020-21	Not Available New indicator as of 2020-21	Not Available New indicator as of 2020-21
	% of civilians in the Defence Team who have completed mandatory harassment training	At least 85%	31 March 2026	Not Available New indicator as of 2020-21	Not Available New indicator as of 2020-21	Not Available New indicator as of 2020-21
	Annual number of reported incidents of sexual misconduct in the Defence Team civilian personnel*	To be determined by 31 March 2022**	To be determined by 31 March 2022	Not Available New indicator as of 2021-22	Not Available New indicator as of 2021-22	Not Available New indicator as of 2021-22

Notes:

• * This indicator used to be formulated as ''Annual number of reported incidents of sexual misconduct in the Defence Team'' and was revised during the 2021-22 Amendment Process to be more consistent with its rationale.
• ** A target will be established in FY 2022–23 when a sufficient amount of baseline data is available. Additional information is available on the Operation HONOUR website.
• Financial, human resources and performance information for the Department of National Defence and the Canadian Armed Forces' Program Inventory is available in the GC InfoBase.

Departmental Result 3.4 – Military families are supported and resilient

Through the Military Family Services Program, we will continue to enhance the well-being and resilience of military families at home and abroad by providing a wide variety of locally and nationally delivered programs and activities. In FY 2021-22, we will continue to operate and manage:

• The Family Information Line which is a confidential, personal, bilingual and free service offering information, support, referrals, reassurance, appointment-based virtual counselling, and crisis management to the military community that serves CAF members, Veterans and their families - immediate and extended;
• A broad variety of virtual services and programs through CAFconnection.ca and referrals to partner websites ranging from webinars on fitness and recreation, health and wellness, to employment preparation, mental health, personal development, family violence prevention and access to health care. Local programs will provide parental support, support to deployed members' families, financial services and employment services in addition to a wide range of other activities;
• The Spousal Employment Program, which consists of the Military Spousal Employment Network, supported by the DND Military Spouse Employment Initiative and other activities for online career development as well as Military Family Resource Centre employment services; and
• The Canadian Forces Morale and Welfare Services, which in accordance with SSE, will provide support to the Comprehensive Military Family Strategy, a plan to build military family resilience by enhancing military family quality of life and increasing CAF operational output. Development of this strategy will commence in FY 2021-22.

Planned results

Departmental Results	Departmental Result Indicators	Target	Date to achieve target	2017–18 Actual results	2018–19 Actual results	2019–20 Actual results
3.4 Military families are supported and resilient	% of Canadian Armed Forces families who feel they meet the challenges of military life	At least 85%	31 March 2022	Not Available New indicator as of 2018-19	87.6%	87.6%
	% of Canadian Armed Forces members who are satisfied with the overall support their family receives from the Canadian Armed Forces	At least 85%	31 March 2023	Not Available New indicator as of 2018-19	71%	67.4%

Financial, human resources and performance information for the Department of National Defence and the Canadian Armed Forces' Program Inventory is available in the GC InfoBase.

Departmental Result 3.5 – Youth in Canada are provided with experience and opportunities that enable a successful transition to adulthood

In FY 2021-22, the department will continue implementing the Management Action Plan in response to the Evaluation of the Cadets and Junior Canadian Rangers (Youth Program) conducted in 2020. The strategic intent is to:

• Improve program support and ensure that sufficient resources, capacity and expertise are in place to achieve objectives;
• Improve program management and oversight by reviewing and finalizing policies, guidance and directives;
• Review program scope to ensure consistency between resources, expected outcomes, and business planning;
• Improve communication strategies by promoting and increasing knowledge and awareness of DND's youth Programs; and
• Implement a performance measurement strategy to define and measure outcomes to inform decision-making.

Planned results

Departmental Results	Departmental Result Indicators	Target	Date to achieve target	2017–18 Actual results	2018–19 Actual results	2019–20 Actual results
3.5 Youth in Canada are provided with experience and opportunities that enable a successful transition to adulthood	% of the target Canadian youth population that participates in Cadets and Junior Canadian Rangers	At least 2%	31 March 2022	Not Available New indicator as of 2018-19	2.05%	2.06%

Financial, human resources and performance information for the Department of National Defence and the Canadian Armed Forces' Program Inventory is available in the GC InfoBase.

Planned budgetary financial resources

2021–22 budgetary spending (as indicated in Main Estimates)	2021–22 Planned spending	2022–23 Planned spending	2023–24 Planned spending
3,554,626,936	3,554,626,936	3,591,485,901	3,681,978,625

Financial, human resources and performance information for the Department of National Defence and the Canadian Armed Forces' Program Inventory is available in the GC InfoBase.

Planned human resources

2021–22 Planned full-time equivalents	2022–23 Planned full-time equivalents	2023–24 Planned full-time equivalents
18,059	18,223	18,388

Financial, human resources and performance information for the Department of National Defence and the Canadian Armed Forces' Program Inventory is available in the GC InfoBase.

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