4. Defence Team - Continuous Improvement

Alternate Formats

The Defence Team has a long history of renewal, transformation and re-engineering. This continuum stretches back at least 20 years and includes activities such as the Management Command & Control Re-engineering Team from the mid-1990s, through the 2005 Transformation that focused on operational command structures, the 2010 Canadian Forces Transformation Team, and now Defence Renewal. The Defence Team has not been the victim of change, rather its members have been agents and enablers of improvement and evolution. The DND and CAF have a sound background and disposition to identify internal needs to evolve and change and to incorporate and implement change sponsored by the Federal Government or Public Service.

The Defence Renewal Charter and Plan provided the initial guide and the strategic overview of the roadmap for the execution of the DND/CAF renewal initiatives. The 30 Defence Renewal initiatives, identified in the Defence Renewal Charter and Plan, represent only a small portion of the strategic change initiatives that are presently being implemented across the Defence Team. There are well over 100 other renewal activities that are being managed by 20 organizations within the Defence Team. A defining feature of most of these initiatives is that they have been developed within these organizations to address identified opportunities to improve business processes, or to meet challenges arising from external influences. The interdependencies between some of these listed initiatives and the 30 Defence Renewal initiatives will be further analyzed in the fall of 2014.

4.1 Other DND/CAF Internal Initiatives

Several higher profile DND/CAF initiatives are mentioned here in some detail, with particular attention to their intent and expected/realized outcomes.

Campus and Headquarters Transformation: The Carling Campus project will consolidate National Defence Headquarters organizations within the National Capital Region into a modern facility, introducing improvements in office conditions through Workplace 2.0, innovative IT solutions, and more efficient support services.

Judge Advocate General (JAG): The Office of the JAG is capitalizing on new technology to improve service delivery and decision making. The Office is in the process of modernizing their Performance Measurement Decision Support System, which will reduce the amount of administrative burden currently imposed on legal officers so that they may focus on operational outputs.

Materiel Group: The Materiel Group is undergoing a series of important reforms in addition to Defence Renewal. Over a dozen discrete initiatives will improve the way the Materiel Group conducts its day to day business, including three integrated programs comprising several distinct but integrated projects within the Materiel Acquisition & Support Transformation Campaign Plan to achieve a Global Supply System for Defence. Further, ADM(Mat) is leading the development and management of the Department’s Action Plan to deliver on its commitments under the Defence Procurement Strategy. In addition, there are numerous other change renewal initiatives underway, including the Maritime Equipment Programme Management strategic initiative, initiatives on Materiel Assurance, improvement to Program and Change management and Equipment Management strategies. This work is being done in support of the ongoing and future Defence Renewal work under series 1 and 2 of the Defence Renewal Plan.

Military Personnel: The Chief of Military Personnel (CMP) organization has embarked on an ambitious renewal program that goes well beyond Defence Renewal. This includes improving the way Alternate Dispute Resolution is delivered by making it more cost effective; improving the delivery of health services by making better use of technology; and by modernizing the pension system by providing better service to annuitants.

Navy and Army Training: The Royal Canadian Navy (RCN) and the Canadian Army (CA) are each evolving their training systems through leveraging transformational technologies, risk management and developing a robust, sustainable and cost-sensitive training construct. The new technologies embrace joint simulation and synthetic environments, and will be based on the work on the CAF FP&R objectives and framework. The CA is also revamping the way it manages its readiness by reducing the number of training cycles to produce a more predictable output, which will be synchronised with the Annual Posting Season.

RCAF Op Production and Fleet Get Well Programs: The RCAF is leveraging existing improvement programs such as the Op Production, and CH146 and CP140 Get Well efforts, which were launched independently of Defence Renewal initiative 1.3. Op Production is specifically aimed at capitalizing on best practices and tools to significantly improve the efficiency of periodic maintenance across the operational fleets. The CH146 and CP140 Get Well initiatives have broader goals of not only improving maintenance productivity and aircraft availability but also of improving training and readiness, and maximizing the inherent operational capabilities of their respective aircraft types.

Science & Technology (S&T): Defence Research & Development Canada (DRDC) has pursued business process renewal by consolidating the management of its research centres into a single, fully integrated organization. As a result, DRDC has a more streamlined delivery of corporate services across the S&T community. For instance, a new On-line Event Tool, a new Publication Process, and a new Procurement Service Delivery Center were put in place. The result is lower delivery costs of the Defence S&T program.

4.2 Monitoring and Coordination

With the recognition of other Defence initiatives being launched across the Department, it is necessary to coordinate and synchronize DND/CAF major change initiatives to ensure that they remain on target to achieve their intended objectives and to make certain that they are both strategically effective and efficient.

Coordination of the implementation of Government-wide initiatives are also important to the success of Defence Renewal and other initiatives within DND/CAF. While Defence Renewal, and other internal change activities, aim to improve the efficiency and effectiveness of our organization, Defence is not alone in its efforts to change how we do business. Departments and agencies across all of Government are implementing similar internal activities, while several Government-wide initiatives aimed at improving the way Government works are also in progress.

As an example, the Destination 2020 report has been released, and sets out initial actions for the entire Public Service as a first step towards achieving the Blueprint 2020 vision of a world-class and high-performing Public Service equipped to serve Canadians now and into the future. Defence, along with 42 other federal departments and agencies, has partnered with Shared Services Canada for the delivery of its email, data centre and telecommunication services, in order to improve the efficiency, reliability and security of the Government’s IT infrastructure and increase productivity across departments.

The DRT will manage the synchronization and coordination to monitor dependencies and interrelationships, identify potential second and third order effects, and suggest possible mitigation where required.

Human resources

Defence Renewal will maximize efficiencies and effectiveness in civilian human resource delivery while aligning with broader Government of Canada initiatives such as Blueprint 2020.