Procurement of Capabilities

Description

Procure advanced capabilities to maintain an advantage over potential adversaries and to keep pace with allies, while fully leveraging defence innovation and technology. Streamlined and flexible procurement arrangements ensure Defence is equipped to conduct missions.

Planning highlights

Reforms will continue to be implemented in fiscal year (FY) 2023-24, such as the five-year extension of the Public Services and Procurement Canada-led risk-based approach to contract approval for defence procurement, formerly known as the risk-based defence procurement pilot, until the end of March 2025. These reforms build on recent measures to improve procurement across government with the aim of reducing complexity and redundancy. These efficiency measures will help Defence improve its processes, leading to the timely delivery of projects and capabilities.

Recent investment announcements to modernize North American Aerospace Defense Command the North American Aerospace Defense Command (NORAD) will bolster defences against new and emerging aerospace threats to Canada and North America. This includes safeguarding Canada’s vast northern and Arctic region. These investments will help ensure the Canadian Armed Forces (CAF) and NORAD specifically, can detect, deter and defend Canadians against aerospace threats into the future.

These capabilities fall under five, interrelated areas of investment that will:

• Bolster the Defence Team’s ability to detect threats earlier by modernizing NORAD’s surveillance systems which includes:
  • Laying the foundation of a new surveillance system that will significantly expand the CAF and NORAD’s situational awareness of Canadian airspace from all avenues of approach to detect modern weapons and delivery systems, such as sea and air launched long-range cruise and hypersonic missiles; and
  • Strengthening the CAF’s current space-based surveillance abilities, including Canadian territory and maritime approaches, with additional investment dedicated to ongoing space-based surveillance projects.
• Improve the Defence Team’s ability to understand and communicate threats efficiently using modern technology by:
  • Modernizing key CAF command, control, and communications capabilities and systems;
  • Modernizing the Canadian Combined Air Operations Centre;
  • Renewing the CAF high and low-frequency radio capability;
  • Enhancing satellite communications in the Arctic, which are central to northern operations, including emergency responses and search and rescue; and
  • Procuring and installing new digital radios and network equipment.
• Strengthen the Defence Team’s ability to deter and defeat aerospace threats by modernizing air weapons systems by:
  • Procuring new, advanced air-to-air missiles with the capability to engage threats from short, medium and long ranges; and
  • Continuing to move forward on procuring the Defence Team’s modern future fighter fleet.
• Ensure the CAF can launch and sustain a strong military presence across the country, including Canada’s North through investments in new infrastructure and support capabilities by:
  • Acquiring additional air-to-air refuelling aircraft;
  • Upgrading CAF’s infrastructure at four locations in Canada’s North;
  • Upgrading fighter infrastructure and NORAD Quick Reaction Alert capabilities at bases across Canada; and
  • Modernizing the CAF’s air operational training infrastructure.
• Future-proof the Defence Team’s capabilities to defend North America through investments in science and technology through funding to Defence Research and Development Canada for science and technology programming that will assess new and emerging threats and access and co-develop technological solutions to address them, alongside the United States.

The Department of National Defence (DND) and the CAF has begun bilateral engagements with the United States Department of Defense to provide strategic guidance and coordinate implementation of joint and complimentary capabilities to support NORAD modernization.

Implementing NORAD modernization investments will offer a unique opportunity to include Northern provincial, territorial and Indigenous perspectives through early, ongoing, and meaningful engagement. The Defence Intergovernmental Affairs team’s initial engagements laid the foundation for more comprehensive and ongoing discussions to take place in FY 2023-24. It is the Defence Team’s intent to incorporate Indigenous Peoples knowledge to support and enhance the CAF’s presence in light of evolving threats to the region as part of this broader effort.

Gender-based analysis plus

The Defence Team will continue to build the capacity to conduct, apply and incorporate Gender-based analysis plus (GBA Plus) findings into decision-making for equipment acquisition and materiel support activities, specifically when evaluating requests for proposals. As per the Project Approval Directive, all procurement projects are subject to a formal GBA Plus, which is incorporated into all project documentation and work, including  business case analyses and Treasury Board and ministerial submissions, and into the identification of planning analysis, with an additional focus on GBA Plus. This ensures that issues of gender equality, intersectionality, diversity and human rights, as well as risks of unequal benefit, harm or exclusion, are addressed. The analysis is iterative during the full length of the project, from inception through to project closeout, including monitoring of impact by intersectional identity factors and any evaluation or review of the project.

More information on GBA Plus can be found in the “GBA Plus Supplementary Information Table” in the Supplementary information tables section of this report.

United Nations’ 2030 Agenda for Sustainable Development and the United Nations Sustainable Development Goals (SDGs)

As directed by Strong, Secure, Engaged initiative 100 and the Defence Energy and Environment Strategy, Defence procurement will continue to adhere to Canadian environmental standards and integrate energy and environmental considerations into procurement decision-making. In support of Government of Canada’s net-zero emissions by 2050 objective, procurement of new Defence capabilities will conform to the Greening Government Strategy and Policy on Green Procurement to ensure energy and operational efficiency. This includes implementing policy and communication strategy on the two new green procurement standards: the Standard on the Disclosure of Greenhouse Gas Emissions and the Setting of Reduction Targets, and the Standard on Embodied Carbon in Construction. The environmental and energy considerations in Defence procurement support the United Nations’ 2030 Agenda for Sustainable Development and the United Nations Sustainable Development Goal #13 Climate Action; and the GBA Plus in decision-making for equipment acquisition and materiel support activities supports the United Nations Sustainable Development Goal #5 Gender Equality.

Innovation

The Public Services and Procurement Canada (PSPC)-led Risk-based Defence Procurement Pilot (now called the Risk-based Approach to Contract Approval for Defence procurement, or RBA) entered the third year of its five-year extension in July 2022. Results to date indicate PSPC has seen streamlined processing and approval of low risk, low-to-medium complexity Defence requirements, allowing Members of Parliament more time to focus on high complexity, medium-to-high-risk files.

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

Key Risks

There are many risks associated with the Procurement of Capabilities Core Responsibility. Three of the Key Risks are articulated below:

Military Strength  – There is a risk that DND/CAF will not have the right military personnel, in the right numbers, at the right place, and at the right time.

Information Technology Procurement – There is a risk that DND/CAF may have difficulty procuring information technology capabilities at the right level to support operations.

Materiel Maintenance – There is a risk that DND/CAF may have difficulty maintaining its materiel capabilities at the right level to support operations.

The risks above can affect the department’s ability to achieve the Departmental Results of the Procurement of Capabilities Core Responsibility.

As the Defence Departmental Results Framework reflects a chain of delivery from conceiving of the required armed forces, to developing them and then executing operations, the activities to mitigate the risks to the Procurement of Capabilities Core Responsibility can also be found in other Core Responsibilities which deliver building blocks that enable the results of Procurement of Capabilities.

Departmental Result 5.1 – Defence procurement is streamlined

Streamlined and flexible procurement approvals enable the successful and timely receipt of goods and services required to help ensure that DND/CAF is ready and equipped to conduct operations. Assessing the project process time helps measure the success of newly introduced processes. Below is an initiative to ensure defence procurement is streamlined:

• The PSPC-led Risk-based Defence Procurement Pilot, now referred to as the Risk-based Approach to Contract Approval for Defence Procurement, was extended to the end of March, 2025. This pilot establishes a risk-based contract approval process for low-risk, low-to-medium complexity defence procurement requirements where the financial value exceeds PSPC’s existing limits. This extension provides PSPC, DND and the Treasury Board Secretariat with opportunities and capacity gains in support of streamlining defence procurements.

Due to an increase in DND’s contracting authorities, the department is now processing higher-risk, more complex requirements which require additional oversight, effort, and time to execute. Additionally, procurement resources are in high demand and there is a shortage of procurement specialists across the Government. These challenges are expected to place a strain on DND’s ability to meet contract award targets in FY 2023-24.

Planned results

Departmental Results	Departmental Result Indicators	Target	Date to achieve target	2019–20 Actual results	2020–21 Actual results	2021–22 Actual results
5.1 Defence procurement is streamlined	% of projects that meet the approved project development and approval timelines (low risk and low complexity projects)	100%	31 March 2024	Results not available. New indicator as of 2018-19.	67%	75%*
	% of goods and services contracts that are awarded within established performance targets	100%	31 March 2024	100%	92%	96%**

Notes:

* Initiatives such as the Tailored Project Approval Process (formerly known as Project Approval Process Renewal) continued to result in reduced approval process times, specifically in the later phases of the projects, eliminating the requirement for multiple Expenditure Authority approvals by the Minister of National Defence.

** The procurement cycle time for FY 2021-22 is 25.8 days. Average procurement cycle time is calculated by the sum of contract cycle times (days) divided by the number of records returned for the same report period. This information is dependent on the timing of data entry into the system.

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 5.2 – Defence equipment acquisition is well-managed

To manage the lengthy acquisition process required to develop and implement complex projects, the department will continue to grow and professionalize the procurement workforce. Although the department continues to face internal issues as well as the impact of the COVID-19 pandemic and other issues that are affecting industry and supply chains globally, it will continue to focus on key areas of focus for FY 2023-24, including:

• Maintaining the efforts of the Professionalization Working Group to set priorities and advance initiatives that enable materiel acquisition and support communities to better manage defence equipment acquisition;
• Continuing the development of a competency-based approach to project management; 
• Continuing Project Management Competency Development accreditation for project managers of major capital projects to align with the Treasury Board of Canada Secretariat direction on project management and their own Project Management Competency Development Program; and
• Enhancing project performance by means of professionalizing project management teams through the continued roll-out of three-point schedule estimating techniques, earned value management, and negotiations training. Continuing to monitor and mitigate the risks of managing projects as transitioning through the COVID-19 pandemic has introduced higher than anticipated risks such as global supply chain issues and production efficiency challenges, introducing unanticipated costs increases and schedule delays associated with industry supply production and delivery.

Key equipment acquisition projects in FY 2023-24 include the following:

• Canadian Surface Combatant: Design and production engineering of the Canadian Surface Combatant will continue through FY 2023-24, with low rate production planned to begin in 2024. Work will also continue on the design and construction of a land based test facility to be located at Hartlen Point, Nova Scotia. These 15 vessels will be the backbone of the Royal Canadian Navy (RCN), playing a variety of roles and capable of meeting multiple threats in both open ocean and complex coastal environments, including the Arctic when conditions permit. They will allow the CAF to monitor and defend Canadian waters and contribute significantly to international naval operations;
• Arctic and Offshore Patrol Ship: The first three ships have been delivered and accepted. In late 2023, the fourth ship, the future His Majesty’s Canadian Ship (HMCS) William Hall, is anticipated to be delivered to the RCN. Construction of the fifth and sixth ships, the future HMC Ships Frédérick Rolette and Robert Hampton Gray, will continue. These six ships will allow the RCN to conduct sovereignty and surveillance operations in Canada’s waters and exclusive economic zones, including in the Arctic, as well as a wide variety of operations abroad;
• Joint Support Ship: With the expected completion of major steelwork on the first Joint Support Ship, the construction efforts will focus on outfitting. Construction of the second ship will continue to progress in FY 2023-24. The separately contracted sea to shore connector systems that will be used in conjunction with Joint Support Ship to deliver cargo and personnel ashore in harsh or damaged ports where the ships may not have direct access to berthing facilities, are planned for delivery by the end of FY 2023-24. The two Joint Support Ships will enable a naval task group to remain at sea for extended periods of time by providing core replenishment capabilities, and provide added capacity for limited sealift and support to operations ashore;
• Fixed-wing Search and Rescue Aircraft Replacement Project: The 16 new CC-295 Kingfisher aircraft equipped with advanced technology systems will be procured to support Canada’s search and rescue operations, replacing the Hercules aircraft performing this function. The project is in the implementation phase. In FY 2023-24, the project plan will continue with the initial operational test and evaluation of the aircraft and its systems. Training will also continue for the aircrew and maintainers to support the progressive establishment of capability at each main operating base;
• Future Fighter Capability Project: The project consists of acquiring and putting into service 88 advanced fighter aircraft and associated equipment, weapons, infrastructure, information technology, and sustainment, including training and software support. In FY 2023-24 the project expects to formalize the procurement of an initial tranche of F-35, associated equipment, sustainment, and weapons, and begin the planning for their delivery, as well as the start of pilot and maintenance technician training. The construction of the Fighter Squadron Facilities in Cold Lake, Alberta and Bagotville, Québec will also begin;
• Remotely Piloted Aircraft System: The project will deliver a remotely piloted aircraft system capability that will provide intelligence, surveillance, target acquisition and reconnaissance information and deliver precision strike effects. The future system’s long-range, long-endurance information and precision strike capabilities will be integrated as part of a networked, joint system-of-systems, in support of Canada’s defence policy Strong, Secure, Engaged. In FY 2023-24, it is expected that the project will be finalized with the bidder in order to develop the complex joint submission required to achieve project approval (implementation);
• Strategic Tanker Transport Capability: The project will deliver a multi-role strategic tanker transport capability to the CAF, along with associated equipment, sustainment, training, and supporting infrastructure. In FY 2023-24, it is expected that the project will receive project approval (implementation) and proceed toward contract award of the acquisition contract for the procurement of the Strategic Tanker Transport Capability Fleet, which will see the production and eventual delivery of up to six multirole tanker transport aircraft. The project also aims to develop and release a draft Request for Proposal for the long-term in-service support of the Fleet;
• Logistics Vehicle Modernization: The project will deliver new light and heavy logistics truck fleets, providing increased payload-carrying capacity, modularity and protection during the conduct of CAF operations at home and abroad. It is expected that a contract will be awarded to the winning bidder from the competitive solicitation process in FY 2023-24;
• Armoured Combat Support Vehicle: The project will deliver an armoured vehicle capability in eight different variants to provide a mobile and protected support capability. These capabilities include but are not limited to, command post vehicles, ambulances, and mobile repair teams. In FY 2023-24, the project will field the first two Ambulance and Troop Cargo Vehicle variants to the Canadian Army;
• Light Armoured Vehicle Reconnaissance Surveillance System: The project will deliver 66 reconnaissance vehicles to replace the current Coyote fleet. The new vehicle is based on the upgraded Light Armoured Vehicle. In FY 2023-24, the Defence Team will focus on activities supporting the delivery of vehicles, including training and spare parts delivery;
• CP-140 Aurora Incremental Modernization Project: The project consists of modernizing the mission systems and sensors on 14 CP-140 Aurora aircraft to provide the CAF with a world-class intelligence, surveillance, and reconnaissance capability, enabling it to effectively conduct its domestic and international roles until 2030. In FY 2023-24 the project is scheduled to deliver the last five Block IV aircraft, accept the simulator and training devices, complete the flight test program, and achieve full operational capability;
• Interim Fighter Capability Project: This project consists of acquiring 18 flyable F/A-18 fighter aircraft in addition to spare parts and equipment from the Government of Australia to augment the current CF-18 fleet until 2032. This will ensure that Canada is able to generate sufficient mission-ready aircraft to meet its domestic and international obligations until the permanent replacement is fully operational. This project also includes the relocation of the Aerospace Engineering Test Establishment from Cold Lake to Ottawa to ensure the availability of suitable infrastructure for the expanded CF-18 fleet. In FY 2023-24 the project is scheduled to:
  • Release the final aircraft to service;
  • Take delivery of all remaining spares and equipment; and
  • Achieve full technical and operational airworthiness clearances for these assets.
• CF-18 Hornet Extension Project: This project consists of upgrading and implementing new capabilities to maintain the operational effectiveness of the CF-18 Hornet fleet. These enhancements will help ensure that the Royal Canadian Air Force (RCAF) is able to meet operational commitments including NORAD and NATO, until 2032 when the permanent replacement fleet is expected to be fully operational. In FY 2023-24, the project is scheduled to: 
  • Take delivery of most equipment;
  • Continue flight testing and airworthiness certification activities;
  • Achieve initial operational capability; and
  • Complete modification work on approximately 45 aircraft.
• CH-148 Cyclone Project: This project consists of delivering 28 multi-role maritime helicopters to the RCAF. The project also includes procuring associated infrastructure, in-service support and modifications to the Halifax-class ships. In FY 2023-24, the Defence Team through the Maritime Helicopter Project is expected to achieve the following:
  • Delivery and acceptance of the final Block 2 CH-148s;
  • Completion of the Block 2 Integrated Mission System qualification;
  • Upgrading the training devices to the Capability Release 2.1 configuration;
  • Completing the operational support readiness verification; and
  • Delivery of all Capability Release 2.1 modification kits to the RCAF.
• Cormorant Mid-Life Upgrade: This project consists of delivering 16 upgraded CH-149 Cormorant helicopters to enable the RCAF to conduct Rotary Wing SAR operations . These upgrades will allow the CH-149 to return to Trenton, Ontario, operating base, and provide an upgraded training capability through the purchase of a simulator. In FY 2023-24, engineering and production planning activities will be ongoing;
• Victoria-class Modernization: This project consists of upgrading and implementing new capabilities on the Victoria-class submarines to maintain their operational effectiveness until the mid-to-late 2030s. These upgrades will focus on:
  • Improving the habitability and deployment conditions on board the submarines for RCN submariners; and
  • Positioning them to contribute to CAF Joint Operations ashore; and ensuring the survivability of the Victoria-class submarines against current and evolving threats in an increasingly complex and changing battle space.

In FY 2023-2024, all remaining Victoria-class modernization projects are scheduled to enter the definition phase. Requests for proposals will be released for both the Flank Array Modernization Project and the Periscope Modernization Project. The Galley Improvement Project, the Flank Array Modernization Project and the Periscope Modernization Project are scheduled to enter the implementation phase. Installation of habitability and quality of life upgrades will commence on HMCS Victoria.

Planned results

Departmental Results	Departmental Result Indicators	Target	Date to achieve target	2018–19 Actual results	2019–20 Actual results	2020–21 Actual results
5.2 Defence equipment acquisition is well-managed	% of capital equipment projects that remain in most recent approved scope	100%	31 March 2024	100%	94.12%	93.8%*
	% of capital equipment projects that remain on most recent approved schedule	100%	31 March 2024	`100%	94.12%	93.75%*
	% of capital equipment projects that remain within the most recent approved expenditure authority as forecasted for the fiscal year	100%	31 March 2024	100%	94.12%	87.5%*

Notes:

* The data in this table are from the 16 capital equipment projects listed above. These represent 16 of the 96 capital equipment projects currently in the definition, implementation, or close-out phase of project management, and are the most complex and highest dollar-figure projects in the department. The most recent approved scope/schedule/budget is established when a project is approved and enters the definition phase or on updates which are approved as the project proceeds into the implementation phase. The downward trend in all three categories is representative of both internal to department issues as well as the impact of the COVID-19 pandemic and other issues that are affecting industry and supply chains globally. Note that the department is currently reviewing project performance reporting in the context of departmental results, with a view to reaffirm accuracy, relevance and meaningfulness of reporting to parliament.

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 5.3 – Defence information technology acquisition is well-managed

The Defence Team will continue to deliver on key information management, information technology and space projects as outlined in Strong, Secure, Engaged. Key initiatives for FY 2023-24 will include: 

• Stabilizing, optimizing and supporting critical command and control applications and systems;
• Acting as the departmental representatives for a wide range of in-service strategic, non-tactical computer information system and strategic communication services;
• Providing assured and timely in-service support to assigned critical, high-priority strategic and operational joint capabilities and services;
• Implementing an integrated capability management approach with relevant capital projects and project delivery activities in the domains of space, cyber and joint capabilities; and
• Collaborating with other capability delivery organizations, within and outside DND to ensure maximized business and operational benefits. 

The Defence Team will deliver full operational capability for the following projects and initiatives in FY 2023-24: 

• Project Juniper Green; 
• The Material Identification Enterprise Modernization Initiative; and
• The Search and Rescue Mission Management System.   

The Defence Team will deliver initial operational capability for the following projects and initiatives in FY 2023-24:

• Consolidating and augmenting Top Secret defence intelligence community domains into a single network thereby improving intelligence capabilities on Defence Team information networks processing highly classified defence intelligence;
• Contributing to the Special Access Program; and
• Broadening satellite communication capabilities to support strategic and operational demands in Canada and abroad.

The Defence Team will continue to adopt project management practices to expedite delivery and to retain agility and flexibility in the fast-evolving information technology capability delivery domain. This effort will include:

• Early engagement with industry and delivery partners; and
• Close engagement with PSPC and Innovation, Science and Economic Development Canada to streamline processes.

The department established the Defence Resource Business Modernization program with a vision to deliver optimized processes and next generation tools. The intent is to meet the growing demand for efficient, user-friendly systems that enhance data accuracy and availability in order to enable timely decision-making.

Planned results

Departmental Results	Departmental Result Indicators	Target	Date to achieve target	2019–20 Actual results	2020–21 Actual results	2021–22 Actual results
5.3 Defence information technology acquisition is well-managed	% of information technology projects that remain in approved scope	100%	31 March 2024	100%	100%	100%
	% of information technology projects that remain on approved schedule	100%	31 March 2024	94%	76%	87%*
	% of information technology projects that remain within approved expenditure authority	100%	31 March 2024	100%	100%	93% **

Notes:

* One project experienced hardware and software fulfilment timeline delays due to Request for Proposals delays.

** For one project, the need to find an alternate vendor caused a 21–24-month delay and required additional funding above the original expenditure authority.

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 5.4 – Supplies are available and well-managed

In FY 2023-24 the department will enhance materiel accountability by implementing modern, effective inventory controls, supply chain management and inventory valuation by:

• Continuing the implementation of a Defence Supply Chain Performance Management Framework that will be used to inform decision-making, improve materiel readiness, optimize costs, and help prioritize materiel management tasks that will support CAF readiness;
• Continuing to modernize the business processes for substantive and enduring materiel management improvements. The development of an information technology solution to conduct disposal business processes will be explored to increase Defence’s analytic ability to manage and monitor disposal activities. It is expected that this will decrease the level of effort required by managers and custodians when identifying materiel disposal;
• Continually assessing the production and availability of required supplies as industry adapts to implementing new processes to support CAF readiness;
• Continuing to work with partners to evolve the way the Government of Canada approaches and manages Defence sustainment and mitigate supply chain challenges caused by less predictable geopolitical factors throughout the world, the rate of inflation affecting nations globally, and the evolving defence and security environment;
• Leveraging established supply chain governance supported by performance monitoring to continue providing guidance and oversight on supply chain improvement and business transformation initiatives; and
• Applying the Operational Sustainment Modernization Strategy, better aligning the Institutional Sustainment and Operational Support aspects of the Defence Supply Chain. This improvement will align and strengthen DND/CAF supply chain management.

Planned results

Departmental Results	Departmental Result Indicators	Target	Date to achieve target	2019–20 Actual results	2020–21 Actual results	2021–22 Actual results
5.4 Supplies are available and well-managed	% of stock that is unavailable to meet forecasted demand	At most 5.28%	31 March 2024	7.61%	7.61%	7.36%
	% of stock disposed that was identified as surplus	At least 23%	31 March 2024	Results not available.  New indicator as of 2020-21.	33.4%	57.9%
	% of stock where Warehouse replenishment settings require review to achieve better materiel positioning and timely customer satisfaction	At most 3.28%	31 March 2024	Results not available. New indicator as of 2022-23.	Results not available. New indicator as of 2022-23.	Results not available. New indicator as of 2022-23.

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 spending for Procurement of Capabilities

The following table shows, for Procurement of Capabilities, budgetary spending for FY 2023–24, as well as planned spending for that year and for each of the next two fiscal years.

2022-23 budgetary spending (as indicated in Main Estimates)	2022–23 planned spending	2023–24 planned spending	2024–25 planned spending
4,750,783,217	4,750,783,217	4,177,769,659	3,813,512,055

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 for Procurement of Capabilities

The following table shows, in full time equivalents, the human resources the department will need to fulfill this core responsibility for FY 2023–24 and for each of the next two fiscal years.

2022–23 planned full-time equivalents	2023–24 planned full-time equivalents	2024–25 planned full-time equivalents
2,523	2,541	2,556

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.