DND RPP 2011-12

practices and strengthened oversight. This will strengthen the Department’s stewardship of materiel
resources and improve the capacity of the CF to generate and employ forces in operations. While this
transformation proceeds, selective interim improvements will continue to be made in existing program
delivery, reporting and business intelligence systems where needed.
The Department is also pursuing renewal of our civilian and military materiel acquisition and support
workforces. The MA&S Learning Strategy will continue strengthening its organizational performance by
reshaping and strengthening training and professional development across all MA&S communities of
practice in Defence.
The Department is completing a comprehensive overhaul of our Disposal Program in order to ensure
that the disposal of surplus materiel assets is conducted as effectively and efficiently as possible, and
consistent with Treasury Board policy. The overhaul includes the renewal of departmental policies,
standardization of processes and procedures, and strengthening program delivery capacity. The
renewed Disposal Program embeds a forward looking planned approach which will include the timely
identification of assets as surplus through equipment divestment plans tied to the estimated life
expectancy of in‐service equipment. An important objective is to minimize the ongoing sustainment
costs of assets that have been, or are about to be, declared surplus, and to maximize the returns of the
disposal processes.
The Department will work closely with PWGSC to optimize the use of e‐tools to market surplus military
assets to appropriate buyers, and with the Department of Foreign Affairs and International Trade
(DFAIT) to leverage the Government of Canada’s global network of Defence Attachés and Trade
Commissioners.
National Procurement
National Procurement (NP) activities entail the acquisition of spare parts; inspection, repair and
overhaul of components; and the engineering support to in‐service equipment. The recurring reality of
the NP materiel readiness sustainment activity is that readiness demands exceed the funding supply.
The key to mitigating the resultant risk to operational readiness is the appropriate management of
priorities and resources to achieve maximum readiness effect within the available funds. Defence will
improve overall readiness results through stable and predictable funding over a minimum three‐year
window, and the authorization of sufficient over‐programming to mitigate risks associated with in‐year
slippages.
REPORT ON PLANS AND PRIORITIES 2011-12 | 35