Program directory · National Defence
Strategic Command and Control
- Department
- National Defence
- Program code
- BUO01 (ND)
- Core responsibility
- Ready Forces
- In Departmental Plans
- 2018-19 – 2026-27 · New since an earlier plan
What it does
The Strategic Command and Control program directly enables Command decisions concerning the development of readiness targets, the issuance of readiness directives and the promulgation of Force Posture Plans.
Source: the department's Program Inventory, via GC InfoBase.
History and lineage
First appears in GC InfoBase's actual spending by program in 2018-19. The data does not record when a program was created; it may be older than its first appearance here, which is limited by the sources (program spending starts in 2010-11, Departmental Plans in 2018-19).
| Program | Relation | Years with data | Actual spending over those years |
|---|---|---|---|
| Strategic Command and Control | This program | 2018-19 – 2028-29 | $1.17B |
No earlier or later program in the same department has a similar name.
Significant changes in scope and budget
Detected from the data: renames between plans, programs it appears to replace, merge with or split into (matched by name), year-over-year changes in spending of at least 25% and $5M, or in employees of at least 20% and 25 FTEs, linked budget measures, and results indicators added or dropped.
| Year | What changed | Source |
|---|---|---|
| 2019-20 | Employees (FTEs) 310, against 90 in 2018-19 (+244%). | FTEs (GC InfoBase) |
| 2019-20 | Spending $199M, against $83.5M in 2018-19 (+139%). | Actual spending (GC InfoBase) |
| 2020-21 | Spending $145M, against $199M in 2019-20 (−27%). | Actual spending (GC InfoBase) |
| 2022-23 | Employees (FTEs) 392, against 302 in 2021-22 (+30%). | FTEs (GC InfoBase) |
| 2022-23 | Indicators added: % of force elements that are ready for operations in accordance with established targets | Departmental Results Framework (GC InfoBase) |
| 2022-23 | Spending $235M, against $141M in 2021-22 (+67%). | Actual spending (GC InfoBase) |
| 2024-25 | Indicators added: % deviation in planned readiness due to additional taskings beyond the core mission set; % of planned readiness achieved for core concurrent mission set | Departmental Results Framework (GC InfoBase) |
| 2024-25 | Indicators dropped: % of operations that are capable of being conducted concurrently | Departmental Results Framework (GC InfoBase) |
| 2026-27 | Planned employees (FTEs) 486, against 358 in 2025-26 (+36%). | FTEs (GC InfoBase) |
Success criteria
The program's indicators from its department's Departmental Results Framework: the target set in each year's plan, and the result reported the following year. Source: GC InfoBase.
Historical: targets against results
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2024-25 | ≥ 0% | 2025 | 2.5% During the reporting year, there were three peak periods that required contributions beyond the core mission set: first, mid-July to August for disaster response and security support to Global Affairs Canada (GAC); second, in mid-October; and third, from February to March for additional GAC security support. The first and third peaks primarily involved CANSOFCOM and air force elements, while the… | Met |
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2024-25 | ≥ 90% | 2025 | 61.3% The target was not met due to ongoing shortages in sustainment, equipment and personnel. These shortages were intensified by increased demand for force elements supporting Op REASSURANCE in Latvia, which was the primary contributor to this year’s lower result. During the 2024–25 reporting cycle, the target date for achieving this performance indicator was amended to March 2032. | Not met |
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2024-25 | ≥ 90% | 2025 | 30% This indicator is based on the core missions outlined in Strong, Secure, Engaged. Concurrency goals will be revised to better align with the current geopolitical context, Government of Canada priorities and updated defence policy. | Not met |
Current: the 2026-27 plan's targets
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2026-27 | ≥ 0% | 2027 | — | Planned |
Future goals: targets due after 2026-27
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2026-27 | ≥ 90% | 2032 | — | Planned |
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2026-27 | ≥ 90% | 2032 | — | Planned |
Spending and employees: planned against actual
Spending
Show the numbers
| Fiscal year | Planned | Actual |
|---|---|---|
| 2018-19 | $102M | $83.5M |
| 2019-20 | $69M | $199M |
| 2020-21 | $125M | $145M |
| 2021-22 | $166M | $141M |
| 2022-23 | $135M | $235M |
| 2023-24 | $168M | $191M |
| 2024-25 | $175M | $178M |
| 2025-26 | $180M | — |
| 2026-27 | $189M | — |
| 2027-28 | $195M* | — |
| 2028-29 | $200M* | — |
Employees (FTEs)
Show the numbers
| Fiscal year | Planned | Actual |
|---|---|---|
| 2018-19 | 165 | 90 |
| 2019-20 | 90 | 310 |
| 2020-21 | 249 | 305 |
| 2021-22 | 441 | 302 |
| 2022-23 | 309 | 392 |
| 2023-24 | 319 | 418 |
| 2024-25 | 328 | 437 |
| 2025-26 | 358 | — |
| 2026-27 | 486 | — |
| 2027-28 | 494* | — |
| 2028-29 | 502* | — |
Planned spending, plan by plan
Each row is one year's Departmental Plan and its forecast for the next three fiscal years; read a column down to see how the forecast for one year changed. The last row is what was actually spent. Click an amount for its source. Biggest changes in federal spending plans
| Plan | 2018-19 | 2019-20 | 2020-21 | 2021-22 | 2022-23 | 2023-24 | 2024-25 | 2025-26 | 2026-27 | 2027-28 | 2028-29 |
|---|---|---|---|---|---|---|---|---|---|---|---|
| 2018-19 plan | $101,729,966 | $102,850,625 | $104,608,608 | ||||||||
| 2019-20 plan | $69,028,010 | $73,005,259 | $77,631,389 | ||||||||
| 2020-21 plan | $124,813,844 | $126,229,512 | $131,224,952 | ||||||||
| 2021-22 plan | $166,205,140 | $172,262,120 | $180,217,699 | ||||||||
| 2022-23 plan | $135,077,096 | $140,589,521 | $144,379,944 | ||||||||
| 2023-24 plan | $168,095,140 | $167,958,434 | $172,544,689 | ||||||||
| 2024-25 plan | $174,804,789 | $165,072,361 | $168,968,100 | ||||||||
| 2025-26 plan | $180,104,386 | $180,598,250 | $185,884,020 | ||||||||
| 2026-27 plan | $189,177,400 | $195,203,022 | $199,747,833 | ||||||||
| Actual | $83,487,249 | $199,252,083 | $144,795,893 | $141,151,954 | $235,461,287 | $191,341,816 | $178,011,488 |
Actual spending is from Departmental Results Reports and the Public Accounts, as published in GC InfoBase. FTEs are full-time equivalents.
