Program directory · National Defence
Joint Force Development
- Department
- National Defence
- Program code
- BUQ01 (ND)
- Core responsibility
- Future Force Design
- In Departmental Plans
- 2018-19 – 2026-27 · New since an earlier plan
What it does
The Joint Force Development Program synchronizes and integrates all force development activities across the Canadian Armed Forces in order to develop the capabilities required to produce strategically relevant, operationally responsive, and decisive military forces.
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 |
|---|---|---|---|
| Joint Force Development | This program | 2018-19 – 2028-29 | $397M |
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) 147, against 222 in 2018-19 (−34%). | FTEs (GC InfoBase) |
| 2019-20 | Spending $42M, against $58.2M in 2018-19 (−28%). | Actual spending (GC InfoBase) |
| 2020-21 | Indicators added: Extent to which the Enterprise Architecture methods and programme are adopted across the Department of National Defence; Extent to which foresight publications and/or documentation such as the Future Operating Environment remains valid; Extent to which the Force Capability Plan (FCP) remains valid | Departmental Results Framework (GC InfoBase) |
| 2020-21 | Indicators dropped: Extent to which the Future Security Environment assessment remains valid | Departmental Results Framework (GC InfoBase) |
| 2022-23 | Employees (FTEs) 158, against 123 in 2021-22 (+28%). | FTEs (GC InfoBase) |
| 2022-23 | Indicators added: Degree to which future capabilities required to ensure an operational advantage over defence and security threats have been accounted for in defence plans; Degree to which future security assessments and capability deductions remain coherent with those of our allies and partners; Extent to which the Future Security Environment assessment remains valid | Departmental Results Framework (GC InfoBase) |
| 2023-24 | Employees (FTEs) 237, against 158 in 2022-23 (+50%). | FTEs (GC InfoBase) |
| 2023-24 | Spending $69.8M, against $41.7M in 2022-23 (+67%). | Actual spending (GC InfoBase) |
| 2024-25 | Indicators added: Degree to which future capability requirements identified in the Force Capability Plan (FCP) have been accounted for in Force Development and Design (FD&D) planning; Degree to which future structures required to support future capabilities have been accounted for in Force Development & Design (FD&D) planning; Degree to which the capability deductions contained within the Force Capability Plan (FCP) are coherent with those of our allies and partners; Degree to which the Defence Investment Plan (IP) accounts for future capability requirements as identified in the Force Capability Plan (FCP); Extent to which a credible and relevant assessment of the future operating environment is available to inform Force Development and Design (FD&D); Extent to which the Force Capability Plan (FCP) identifies the capabilities required for military effectiveness in the future operating environment | Departmental Results Framework (GC InfoBase) |
| 2024-25 | Indicators dropped: Degree to which future capabilities required to ensure an operational advantage over defence and security threats have been accounted for in defence plans; Degree to which future security assessments and capability deductions remain coherent with those of our allies and partners; Extent to which foresight publications and/or documentation such as the Future Operating Environment remains valid; Extent to which the Force Capability Plan (FCP) remains valid; Extent to which the Future Security Environment assessment remains valid | Departmental Results Framework (GC InfoBase) |
| 2024-25 | Spending $105M, against $69.8M in 2023-24 (+50%). | Actual spending (GC InfoBase) |
| 2025-26 | Planned employees (FTEs) 196, against 248 in 2024-25 (−21%). | FTEs (GC InfoBase) |
| 2025-26 | Planned spending $70.8M, against $105M in 2024-25 (−32%). | Latest Departmental Plan |
| 2026-27 | Planned employees (FTEs) 261, against 196 in 2025-26 (+33%). | FTEs (GC InfoBase) |
| 2026-27 | Planned spending $98.4M, against $70.8M in 2025-26 (+39%). | Latest Departmental Plan |
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
Degree to which future capability requirements identified in the Force Capability Plan (FCP) have been accounted for in Force Development and Design (FD&D) planning
Expected result: Defence capabilities and structures are planned in coordination with pan-governmental stakeholders and Innovation Agendas to meet evolving defence requirements
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2024-25 | 2 – 3 | 2025 | 1 Precise data to support this indicator is still under development. The Capital Investment Program Plan Review includes data for 166 funded and unfunded projects in the Identification, Options Analysis, and Definition phases. The data includes mapping of 77 capability gaps identified by the capability-based planning process, 56 of which are being addressed to some degree by identified projects. As… | Not met |
Degree to which future structures required to support future capabilities have been accounted for in Force Development & Design (FD&D) planning
Expected result: Defence capabilities and structures are planned in coordination with pan-governmental stakeholders and Innovation Agendas to meet evolving defence requirements
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2024-25 | 2 – 3 | 2025 | 2 | Met |
Degree to which the capability deductions contained within the Force Capability Plan (FCP) are coherent with those of our allies and partners
Expected result: Future Defence capabilities are conceived, designed and prioritized based on foresight (trends, threats and S&T) and are coherent with those of our allies and partners
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2024-25 | 2 – 3 | 2025 | 2 | Met |
Degree to which the Defence Investment Plan (IP) accounts for future capability requirements as identified in the Force Capability Plan (FCP)
Expected result: Defence capabilities and structures are planned in coordination with pan-governmental stakeholders and Innovation Agendas to meet evolving defence requirements
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2024-25 | 2 – 3 | 2025 | 1 Precise data to support this indicator is still under development. The Capital Investment Program Plan Review includes data for 67 funded projects in the Identification, Options Analysis, and Definition phases. The data includes mapping of 77 identified capability gaps, 36 of which are being addressed to some degree by 54 of the 67 identified funded projects contributing to the same gaps. As Defe… | Not met |
Extent to which a credible and relevant assessment of the future operating environment is available to inform Force Development and Design (FD&D)
Expected result: Future Defence capabilities are conceived, designed and prioritized based on foresight (trends, threats and S&T) and are coherent with those of our allies and partners
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2024-25 | 2 – 3 | 2025 | 2 | Met |
Extent to which the Enterprise Architecture methods and programme are adopted across the Department of National Defence
Expected result: Defence capabilities are enabled and supported by a robust, standardized enterprise architecture programme
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2020-21 | 4 – 5 | 2021 | 2.6 A major hurtle impacting Directorate Enterprise Architecture in reaching the target of 4/5 is the loss of 3 funded personnel and the inability to hire, due to Salary Wage Envelope shortage, negatively contributed to DEA’s ability to support its client requirements. | Not met |
| 2021-22 | 4 – 5 | 2022 | 2.6 Our target with regard to this specific program outcome indicator was to better the score from last year with the eventual goal of reaching 4 out of 5. We scored 2.6 out of 5, as we did last year as our Directorate of Enterprise Architecture remained staffed to 44% of its strategic plan, and was therefore unable to get the necessary traction to advance some of the scheduled outputs. The DEA Visio… | Not met |
| 2022-23 | 4 – 5 | 2023 | 2.6 The Vice Chief of the Defence Staff (VCDS) is mandated to lead the Defence Enterprise Architecture (EA) program capability through the Director of Enterprise Architecture (DEA) within the Chief of Force Development (CFD) organization. A persistent shortage of personnel resources is impacting planned initiatives and slowing progress. Options are being explored to assist in rectifying the situation. | Not met |
| 2023-24 | 4 – 5 | 2024 | 2.8 In FY 2023-24, DND's score improved compared to the previous fiscal year, thanks to an additional $440K in funding for hiring contractors and supporting consistent Enterprise Architecture methods. Despite this financial boost, the department was unable to fill all vacant positions or meet its targets. The ongoing shortage of personnel is affecting planned initiatives and slowing progress. Efforts… | Not met |
| 2024-25 | 3 – 5 | 2025 | 2.6 The quantitative results are unchanged from the last reporting period. Defence Enterprise Architecture moved internally and underwent significant organizational changes. Many initiatives were put on hold and resources were reallocated to support ADM Digital Services Group priorities, such as support to NATO and Access to Information and Privacy requests. A renewed mandate and priorities will nece… | Not met |
Extent to which the Force Capability Plan (FCP) identifies the capabilities required for military effectiveness in the future operating environment
Expected result: Future Defence capabilities are conceived, designed and prioritized based on foresight (trends, threats and S&T) and are coherent with those of our allies and partners
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2024-25 | 2 – 3 | 2025 | 2 | Met |
Degree to which future capabilities required to ensure an operational advantage over defence and security threats have been accounted for in defence plans
Expected result: Defence capabilities are acquired / managed in coordination with pan-governmental polices and Innovation Agendas to meet evolving defence requirements
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2022-23 | ≥ 2 | 2023 | 2 The most recent Force Capability Plan was approved in 2023 and the Investment Plan in 2022. The Investment Plan is not sufficiently resourced to deliver all planned capabilities. | Met |
| 2023-24 | 1 – 2 | 2024 | 2 The most recent Force Capability Plan was approved in 2023, while the Investment Plan was approved in 2022. However, the Investment Plan is currently underfunded and lacks the resources necessary to provide the capabilities needed to maintain an operational advantage against defence and security threats. | Met |
Degree to which future security assessments and capability deductions remain coherent with those of our allies and partners
Expected result: Defence capabilities are acquired / managed in coordination with pan-governmental polices and Innovation Agendas to meet evolving defence requirements
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2022-23 | ≥ 2 | 2023 | 1 Canada is a partner in the 2018 production of the collaborative Five Eyes Future Operating Environment 2040 document together with our closest allies, which is periodically refreshed. The most recent Force Capability Plan was approved in 2023, based in part on this understanding of the future operating environment. | Not met |
| 2023-24 | 1 – 2 | 2024 | 1 Canada is actively engaged in the development of NATO’s new Strategic Foresight Analysis, set to be published in early 2025. In addition, Canada collaborates closely with Five Eyes, NORAD, and NATO on force development and design. The latest Force Capability Plan, released in 2023, is based primarily on the Canadian Forces’ insights into the future operating environment and extensive collaboratio… | Met |
Extent to which foresight publications and/or documentation such as the Future Operating Environment remains valid
Expected result: Future Defence capabilities are conceived, designed and prioritized based on foresight (trends, threats, S&T) and structured in Government of Canada defence investment portfolio
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2020-21 | ≥ 2 | 2021 | 2 | Met |
| 2021-22 | ≥ 2 | 2022 | 2 | Met |
| 2022-23 | 1 – 2 | 2023 | 1 Canada is a partner in the 2018 production of the collaborative Five Eyes Future Operating Environment 2040 document, which is periodically refreshed. 1= FOE remains valid | Met |
| 2023-24 | 1 – 2 | 2024 | 2 Canada played a key role in the 2018 Five Eyes (FVEY) classified assessment of the future operating environment. Although the assessment remains largely relevant, a review is warranted to address any emerging changes. Canada is also actively participating in the development of NATO’s new Strategic Foresight Analysis, which is expected to be published in early 2025. | Met |
Extent to which the Force Capability Plan (FCP) remains valid
Expected result: Defence capabilities are acquired / managed in coordination with pan-governmental polices and Innovation Agendas to meet evolving defence requirements
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2020-21 | 2 – 2 | 2021 | 2 | Met |
| 2021-22 | ≥ 2 | 2022 | 2 | Met |
| 2022-23 | 1 – 2 | 2023 | 1 The most recent Force Capability Plan was approved in 2023. 1= FCP remains valid | Met |
| 2023-24 | 1 – 2 | 2024 | 1 The most recent Force Capability Plan was approved in March 2023. | Met |
Extent to which the Future Security Environment assessment remains valid
Expected result: Defence capabilities are acquired / managed in coordination with pan-governmental polices and Innovation Agendas to meet evolving defence requirements
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2019-20 | ≥ 2 | 2020 | 2 | Met |
| 2022-23 | 2 – 3 | 2023 | 1 Canada is a partner in the 2018 production of the collaborative Five Eyes Future Operating Environment 2040 document, which is periodically refreshed. | Not met |
| 2023-24 | 1 – 2 | 2024 | 1 Canada played a key role in the 2018 Five Eyes (FVEY) classified assessment of the future operating environment. Although the assessment remains largely relevant, a review is warranted to address any emerging changes. Canada is also actively participating in the development of NATO’s new Strategic Foresight Analysis, which is expected to be published in early 2025. | Met |
Current: the 2026-27 plan's targets
Degree to which future capability requirements identified in the Force Capability Plan (FCP) have been accounted for in Force Development and Design (FD&D) planning
Expected result: Defence capabilities and structures are planned in coordination with pan-governmental stakeholders and Innovation Agendas to meet evolving defence requirements
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2026-27 | ≥ 2 | 2027 | — | Planned |
Degree to which future structures required to support future capabilities have been accounted for in Force Development & Design (FD&D) planning
Expected result: Defence capabilities and structures are planned in coordination with pan-governmental stakeholders and Innovation Agendas to meet evolving defence requirements
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2026-27 | ≥ 2 | 2027 | — | Planned |
Degree to which the capability deductions contained within the Force Capability Plan (FCP) are coherent with those of our allies and partners
Expected result: Future Defence capabilities are conceived, designed and prioritized based on foresight (trends, threats and S&T) and are coherent with those of our allies and partners
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2026-27 | ≥ 2 | 2027 | — | Planned |
Degree to which the Defence Investment Plan (IP) accounts for future capability requirements as identified in the Force Capability Plan (FCP)
Expected result: Defence capabilities and structures are planned in coordination with pan-governmental stakeholders and Innovation Agendas to meet evolving defence requirements
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2026-27 | ≥ 2 | 2027 | — | Planned |
Extent to which a credible and relevant assessment of the future operating environment is available to inform Force Development and Design (FD&D)
Expected result: Future Defence capabilities are conceived, designed and prioritized based on foresight (trends, threats and S&T) and are coherent with those of our allies and partners
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2026-27 | ≥ 2 | 2027 | — | Planned |
Extent to which the Enterprise Architecture methods and programme are adopted across the Department of National Defence
Expected result: Defence capabilities are enabled and supported by a robust, standardized enterprise architecture programme
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2026-27 | ≥ 3 | 2027 | — | Planned |
Extent to which the Force Capability Plan (FCP) identifies the capabilities required for military effectiveness in the future operating environment
Expected result: Future Defence capabilities are conceived, designed and prioritized based on foresight (trends, threats and S&T) and are coherent with those of our allies and partners
Bars: result reported. Dashed line: target.
| Report year | Target | Due | Result | Status |
|---|---|---|---|---|
| 2026-27 | ≥ 2 | 2027 | — | Planned |
Future goals: targets due after 2026-27
No targets with a later due date.
Spending and employees: planned against actual
Spending
Show the numbers
| Fiscal year | Planned | Actual |
|---|---|---|
| 2018-19 | $66.4M | $58.2M |
| 2019-20 | $56.5M | $42M |
| 2020-21 | $42.6M | $43.8M |
| 2021-22 | $38.1M | $36.3M |
| 2022-23 | $30.6M | $41.7M |
| 2023-24 | $132M | $69.8M |
| 2024-25 | $121M | $105M |
| 2025-26 | $70.8M | — |
| 2026-27 | $98.4M | — |
| 2027-28 | $101M* | — |
| 2028-29 | $103M* | — |
Employees (FTEs)
Show the numbers
| Fiscal year | Planned | Actual |
|---|---|---|
| 2018-19 | 275 | 222 |
| 2019-20 | 254 | 147 |
| 2020-21 | 321 | 126 |
| 2021-22 | 203 | 123 |
| 2022-23 | 125 | 158 |
| 2023-24 | 128 | 237 |
| 2024-25 | 183 | 248 |
| 2025-26 | 196 | — |
| 2026-27 | 261 | — |
| 2027-28 | 265* | — |
| 2028-29 | 267* | — |
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 | $66,448,483 | $67,041,192 | $67,848,306 | ||||||||
| 2019-20 plan | $56,465,941 | $57,411,489 | $59,113,945 | ||||||||
| 2020-21 plan | $42,563,611 | $42,642,335 | $43,972,462 | ||||||||
| 2021-22 plan | $38,118,652 | $38,731,890 | $39,962,446 | ||||||||
| 2022-23 plan | $30,585,419 | $30,973,396 | $31,430,259 | ||||||||
| 2023-24 plan | $132,226,713 | $107,924,652 | $88,006,195 | ||||||||
| 2024-25 plan | $121,334,674 | $94,446,733 | $51,731,081 | ||||||||
| 2025-26 plan | $70,788,536 | $36,423,130 | $36,925,022 | ||||||||
| 2026-27 plan | $98,414,331 | $101,191,861 | $103,484,166 | ||||||||
| Actual | $58,223,574 | $42,018,621 | $43,777,189 | $36,335,100 | $41,748,458 | $69,847,978 | $104,635,189 |
Actual spending is from Departmental Results Reports and the Public Accounts, as published in GC InfoBase. FTEs are full-time equivalents.
