2026-27 Departmental Plans Highlights for the National Defence and the Canadian Armed Forces

National Defence and the Canadian Armed Forces Core Responsibility: Operations

Canadians are Protected Against Threats to and Attacks on Canada

  • The defence of Canada and Canadians is the top priority of the Canadian Armed Forces (CAF). The CAF’s planned actions for safeguarding this mission include:
    • Operation LIMPID and Operation LATITUDE: Maintain agile and responsive capabilities for effective surveillance of Canada’s approaches;
    • Develop and implement the Canadian All-Domain Defence Plan to integrate the CAF’s maritime, land, air, space, and cyber domain capabilities to deliver an agile and unified response to threats to Canada and North America;
    • Support local civilian authorities during the 2026 FIFA World Cup games in Toronto, Ontario, by enhancing existing security, maintaining emergency preparedness and assisting with logistical coordination;
    • Establish and evolve the Joint Operations Centre, a command and control centre that provides operational situational awareness and is a shared resource across the Department of National Defence (DND)/CAF and, when required, with other government departments and agencies;
    • Operation LENTUS: Reinforce civilian resources with unique defence capabilities, including DND/CAF personnel and equipment, when responding to requests for assistance from the Minister of Public Safety of Canada during domestic emergencies and disaster relief operations, and at the request of the federal government in coordination with provincial and territorial authorities;
    • Operation PALACI: Support Parks Canada’s avalanche control program in Rogers Pass, British Columbia; and
    • Remain postured to identify, confront and defeat threats to Canada and Canadian interests at home and abroad through the ability to integrate special operations forces effects, both within the inter-agency domain and through strengthened collaboration with allies and partners.
  • Timely and relevant intelligence is essential for identifying threats, assessing capabilities, and understanding the operating environment. Defence will advance intelligence capabilities through the following efforts:
    • Advancing the coordination of defence intelligence activities and systems to deliver the required capabilities, equipment and personnel are in place to achieve operational effects in support of Canada’s defence objectives;
    • Conducting target development and analysis in collaboration with allies and other government departments to identify early threats to Canada;
    • Implementing the Defence Open-Source Intelligence Action Plan to deliver near-real-time open-source intelligence to enable decision-making and operations;
    • Initiating the modernization of Counter-Intelligence capabilities to detect, counter, and exploit threats posed by espionage, sabotage, subversion and foreign interference to DND/CAF personnel, information, and capabilities;
    • Delivering a resilient Top Secret Network architecture and interoperability between Polaris and Canadian Top-Secret Network 2.0, enabling secure intelligence support to operations and coalition partners; and
    • Providing strategic intelligence briefings and products to senior DND/CAF and Government of Canada officials, aligned with departmental and national intelligence priorities.
  • Cyber threats are a growing risk to Canada’s military, with adversaries relying increasingly on digital technologies to carry out their attacks. Defence is strengthening its cyber posture through key initiatives:
    • Operationalizing the pan-DND/CAF Cyber Mission Assurance (CMA) Program to safeguard mission-critical cyber-dependent assets through integrated Force Protection planning, threat-vulnerability-risk assessments, and layered protective measures;
    • Advancing the CAF Cyber Mission Assurance Strategy, which embeds CMA into CAF readiness and supports operations such as Operations HORIZON and REASSURANCE by maintaining continuity of operations, survivability of deployed capabilities, and readiness against cyber threats;
    • Strengthening Defence infrastructure resilience via the Cyber Real Property Assurance Program, so that bases/wings, facilities, and critical systems are protected from cyber and hybrid threats through exercises such as DIGITAL FORTRESS in coordination with the Canadian Centre for Cyber Security;
    • Enhancing domestic and international partnerships by conducting joint activities to align risk mitigation approaches; and
    • Supporting the Defence Supply Chain Resilience Strategy by leveraging the Canadian Program for Cyber Security Certification to enhance defence industry’s cyber-resilience.

People in Distress Receive Effective Search and Rescue Response

  • The CAF will also continue partnering with the Civil Air Search and Rescue Association (CASARA) on activities associated with CAF-coordinated domestic aeronautical SAR operations.
  • As advancements in technology and changing conditions allow individuals to access remote and challenging environments, the CAF SAR system will continue to adapt by integrating modern equipment and technologies that have proven effective in locating individuals in distress within Canada’s internationally committed areas.
  • Over the coming year, the SAR enterprise will further deploy cellphone detection and sensor systems on CC-130 Hercules aircraft and those operated by the CASARA. Work will also continue to equip the new Kingfisher Fixed-Wing SAR aircraft with these capabilities, and advance upgrades through the Cormorant Mid-Life Upgrade program to strengthen the operational effectiveness of the CAF’s expanding SAR fleet.
  • As part of the overall renewal of the Defence SAR enterprise, the SAR Mission Management System Replacement Project will replace legacy software used to coordinate marine and aerospace rescue assets, with delivery in 2026 and continuous improvements throughout the life of the software.

Canada’s Arctic Sovereignty is Preserved and Safeguarded

  • Defence will establish greater military presence, reach, and responsiveness in the Arctic to better position the Department of National Defence and the Canadian Armed Forces (DND/CAF) to assist with disasters, threats and challenges to Arctic and Canadian sovereignty.
  • Plans will continue for the implementation of the Northern Operational Support Hub network through collaboration and consultation with external federal partners, territorial governments, Indigenous partners, and Northern communities, to support the CAF’s permanent presence across the Arctic.
  • Operation NANOOK: DND/CAF will continue to reinforce Canada’s commitment to Arctic sovereignty by addressing security challenges in the North through multiple lines of effort. DND/CAF will prioritize fostering respectful and constructive relationships with Northern communities potentially affected by CAF operations. Emphasis will be placed on continuing meaningful engagement with Indigenous partners whose traditional territories and ways of life are closely tied to Canada’s security and sovereignty.
  • Force-generate a company-sized element to participate in Northern Exercise, a Canadian Army (CA) controlled arctic exercise, in winter 2027, to enhance the CA’s contingency readiness in the North;
  • Participate in ARCTIC EDGE 26, a multilateral exercise involving the CAF, United States Northern Command, and Special Operations Command North, to develop and sustain force capabilities in the Canadian Arctic context;
  • Operation LATITUDE: Focuses on increasing domain awareness in the Western Arctic, in addition to enhancing interoperability with the United States military in the context of continental defence. Operation LATITUDE responds to growing geopolitical interest in the Arctic due to climate change and increased maritime access; reinforces Canadian sovereignty and continental defence; builds combined joint command-and-control relationships and crisis response capabilities; and demonstrates readiness to detect, deter, and defend against threats to North America;
  • Force-generate the Arctic Response Company Groups to be available for domestic operations.
  • Maintain a persistent presence of the 1st and 2nd Canadian Ranger Patrol Groups in 67 communities north of the 60th parallel, including 23 within the Arctic Circle.
  • Utilize deployable sensors on all three coasts, including underwater surveillance and at a satellite ground station in the high Arctic, enhanced by foreign intelligence capabilities.
  • Collaborate with all levels of government and external agencies in the employment of a multi-faceted and holistic approach to Northern security and Arctic sovereignty.
  • Geospatial intelligence will continue to enhance Arctic domain awareness and operational support to Operations NANOOK and LIMPID, strengthening sovereignty and allied burden-sharing.
  • The Continental and Arctic Integrated Mission Team will continue to build Arctic strategic situational awareness for senior DND/CAF and Government of Canada officials through the production of intelligence products and briefings.
  • DND/CAF will align its defence priorities with Arctic and Northern perspectives, including those of provincial and territorial governments, municipalities, and Indigenous peoples.
  • DND will strengthen its role in preserving and safeguarding Canada’s Arctic sovereignty by enhancing network resilience, improving operational readiness, and deepening whole-of-government and allied partnerships, with a focus on:
    • Maintaining resilient communications to sustain persistent and secure network connectivity to support command, control, and cyber defence in the Arctic;
    • Advancing a unified Arctic cyber posture by working with other government departments, territorial and local authorities, and other partners to establish shared objectives, incident response protocols, and integrated doctrine;
    • Enhancing operational effectiveness by participating in joint exercises and fostering collaboration with the United States and other allies, enabling CAF Cyber Command to extend its capabilities in the North, protect critical infrastructure, and deter hostile activity; and
    • Building partnerships with Canadian and international partners to improve Arctic domain and situational awareness, and to facilitate the identification and response to cyber threats.

North America is Defended Against Threats and Attacks

  • DND/CAF will continue the development of the Canada All Domain Defence Plan. To support refinement and operational relevance, the Defence Team will seek opportunities to conduct proof-of-concept activities within the CAF and in collaboration with other government departments and agencies, international partners and allies, including NORAD and the United States Northern Command (USNORTHCOM).
  • Following the removal of all restrictions on the Air and Missile Defence of Canada, the department will advance work on adopting an integrated approach to protecting Canada’s sovereignty, population, and critical infrastructure from the full spectrum of current and emerging threats.
  • By maintaining a Defence Critical Asset List the CAF will continue to maintain a clear understanding of which assets and infrastructure must be protected to avoid disruptions in the provision of DND/CAF critical services and assets in all domains.
  • National Defence will continue to work closely with the United States on shared priorities for the defence of North America, including through the implementation of Canada’s NORAD modernization plan and relevant continental defence initiatives announced in Strong, Secure, Engaged and Our North, Strong and Free.

 

NORAD modernization projects remain phased, long-term initiatives requiring ongoing collaboration with partners and stakeholders, including Indigenous partners. Key focus areas include: fielding next-generation surveillance capabilities such as:

  • Over-the-Horizon Radar; and establishing dedicated science and technology capacity for the defence of North America, through research and development initiatives like quantum-enabled defence capabilities.
  • NORAD and USNORTHCOM are actively advancing the United States Department of Defense’s Combined Joint All-Domain Command and Control system, alongside Canada’s Pan-Domain Command and Control initiative. Both efforts harness cloud technologies, artificial intelligence, and machine learning to strengthen decision-making and enable seamless operational integration across domains.
  • Intelligence-Driven Approaches to Defending North America:
    • Launch a sovereign Intelligence Mission Data Production Trial in fiscal year 2026-27 to provide essential reprogramming data for the F-35 and other fifth-generation platforms, directly supporting NORAD modernization and CAF operational requirements;
    • Identify strategic threats to Canada and North America and provide situational awareness on current and emerging threat situations through intelligence products, briefings, and strategic warning problems; and
    • Produce and disseminate timely and relevant strategic intelligence products with key international partners, including Five Eyes allies and NATO.

Canadian Armed Forces Contribute to a More Stable and Peaceful World

  • DND/CAF will continue to advance interoperability with allies, develop the defence and security capabilities of partner forces, respond to natural disasters and humanitarian crises, operate effectively in all environments, deter aggression, and contribute to peace support operations.
  • Efforts include:
    • Operation UNIFIER: Following the Prime Minister’s announcement of the renewal of Operation UNIFIER through 2029, the CAF will provide a variety of training to Ukrainian forces, including basic recruit training for the Security Forces Ukraine, training in Combat Engineer skills, Combat Medic training, and Junior Officer Leadership development training.
    • Continue to perform a leadership role in support of the NATO Climate Change and Security Centre of Excellence as the host and Framework Nation, which includes contributing a director and 15 other personnel. In cooperation with Global Affairs Canada (GAC), Defence will host two Steering Committee (SC) meetings in FY 2026-27 and will take over as SC Secretariat for the year.
    • Continue to perform a leadership role in support of the NATO Climate Change and Security Centre of Excellence as the host and Framework Nation, which includes contributing a director and 15 other personnel. In cooperation with Global Affairs Canada (GAC), Defence will host two Steering Committee (SC) meetings in FY 2026-27 and will take over as SC Secretariat for the year.
    • Work is underway to facilitate the conduct of Directorate of Military Training Coordination cyber courses to international military audiences.
  • To achieve digitalization and networking of space and cyber for the digital age, the Defence Team will:
  • Work to deepen allied relations to expand cyber security cooperation and understanding in both Europe and Indo-Pacific regions;
  • Exercises – Conduct joint exercises with both European and Indo-Pacific partner nations, to strengthen effective cyber interoperability. The degree of interoperability between the CAF and partner nations differs based on pre-existing or new relationships;
  • Conduct cyber operations and provide Signals Intelligence, and Joint Electromagnetic Warfare support as part of Operations HORIZON, REASSURANCE and UNIFIER; and
  • Continue to leverage participation in Operations HORIZON, NEON, REASSURANCE and UNIFIER, with a focus on the following activities:
    • Continuing deployment of Cyber Task Forces in support of Operation REASSURANCE and Operation UNIFIER;
    • Expanding engagement with non-traditional European and Indo-Pacific partner nations; and
    • Participating in international exercises, including working jointly with Five Eyes, Indo-Pacific, NATO, and European partner nations.

Core Responsibility: Ready Forces

  • In fiscal year (FY) 2026-27, the Royal Canadian Navy (RCN) will transform the Naval Reserve and the Naval Training System for distributed and scalable intake and training, to build the crews for current and future fleets, and to build a navy that is ready in case of war. 
  • Utilize intelligence-driven operational readiness tools:
    • Modernize the intelligence workforce for pan-domain data centric operations;
    • Enhance counter-intelligence readiness through a centrally directed enterprise that delivers threat reduction outcomes across the spectrum of operations;
    • Update and streamline Canada’s joint intelligence doctrine to reflect today’s operations. Core publications guiding intelligence, intelligence operations, signals intelligence, and Joint Intelligence, Surveillance, and Reconnaissance will be revised. NATO’s open-source intelligence doctrine will be adopted with Canadian caveats to support interoperability and readiness;
    • Monitor potential CAF operating environments and provide operational planners with strategic situational awareness through intelligence products and briefings; and
    • Conduct counter-intelligence investigations in Canada and overseas, supporting domestic requirements and force generation for deployed operations.
  • As Defence advances its modernization efforts, new capabilities will be integrated into training and readiness activities, with deliberate emphasis placed on enhancing CAF and Allied interoperability.
  • Growing the CAF Cyber Command:
    • DND will continue to recruit and enable Cyber Operators by attracting motivated and skilled personnel from across military occupational specialties, while supporting the employment of reservists with specialized skill sets.
    • The Defence Team will seek training opportunities by participating in cyber force readiness exercises, with a focus on international collaboration to enhance interoperability. DND/CAF aims to simulate real-world scenarios to test cyber-capabilities across virtual and live environments. 
    • Defence will continue to train and equip agile, high-readiness Special Operations Forces capable of conducting special operations in support of Government of Canada priorities at home and abroad. 
    • In fiscal year (FY) 2026-27, key RCN actions will include the following:
      • Sustaining the Halifax-class frigates, Canada’s major surface combatant, through maintenance and corrective and preventive engineering to maintain the ships’ effectiveness until their end of life; and
      • Commissioning His Majesty’s Canadian Ship (HMCS) Robert Hampton Gray, the sixth Harry DeWolf-class Arctic and Offshore Patrol Vessel. HMCS Robert Hampton Gray will complete post-delivery trials and commission into active service in Esquimalt, British Columbia, in 2026.
    • In FY 2026-27, the CA will initiate a significant transformation in equipment management, prompted by the predominant centralization of armoured vehicles within divisions, highlighting the need for a more distributed managerial approach.
    • DND/CAF will work to resolve armoured vehicle imbalances and improve armoured vehicle serviceability. Increased National Procurement funding is expected to enhance fleet serviceability and readiness through both sustainment and new equipment fielding. Specific actions include:
      • Modernizing Royal Canadian Electrical Mechanical Engineers (RCEME) and equipment sustainment by shifting to condition-based maintenance using sensors and data analytics; implementing QR coding across all major fleets for efficient parts tracking; and enabling digital connectivity for technical reach-back and diagnostics through integrated command, control, communications, computer, and intelligence surveillance systems.
      • The Logistics Vehicle Modernization project will enhance readiness by replacing aging logistics vehicles with modern, modular platforms that improve payload, mobility, and protection, with deliveries starting in 2027.
      • Increased National Procurement.

Core Responsibility: Defence Team

The Canadian Armed Forces is Growing Towards its End State of 101,500 Personnel

  • In fiscal year 2026-27, the Canadian Armed Forces (CAF) will continue to advance personnel growth toward its end state of 101,500 members by modernizing recruiting systems, strengthening retention, and enhancing professional development. 
  • Modernizing recruiting systems:
  • Reconfiguring the Canadian Forces Recruiting Group operating model and, in partnership with industry, develop and implement a modern Digital Recruiting System by 2027 to replace legacy platforms. The new system will enable real-time intake management, data connectivity, automated screening, and will significantly reduce applicant processing timelines;
  • Advancing the Online Application Portal 2.0 in 2026 to minimize in-person visits to recruiting centres;
  • Collaborating with an industry-leading company to design a comprehensive digital system for the entire personnel generation enterprise by 2030, covering occupational health, attraction, applicant processing, onboarding, and initial training;
  • Implementing a new Digital Onboarding System that supports administrative onboarding, CAF culture and ethos training, early-career learning, preparation for basic military training, and initial occupation training;
  • Delivering a Candidate Management system to improve Basic Training List oversight and connect training institutions, managers, and occupational advisors in a digital environment;
  • Strengthening the use of data analytics to track applicant processing, training pipeline progress, and overall personnel generation effectiveness; and
  • Refining Common Enrolment Medical Standards and improving medical screening procedures to reduce delays while upholding Universality of Service.

 

Professional development:

  • Piloting a Digital Learner Identification system to provide CAF members with a secure, persistent identity across all learning environments, enabling seamless tracking of courses, informal learning and external certifications throughout their careers, while enhancing readiness tracking and workforce planning.

 

Personnel management and recognition modernization:

  • Create and maintain a comprehensive framework using a total rewards philosophy, integrating compensation, benefits, career development, and work-life balance programs to recognize CAF members and their families for their service to Canada.
  • Continue modernizing the Military Personnel Management System by integrating digital technologies, automation, and data-driven practices to enhance interoperability, cybersecurity, and operational efficiency.
  • Update policies to improve throughput, reduce bottlenecks, and decentralize decision-making

The Health and Well-Being of the Defence Team is Well Supported:

  • In fiscal year (FY) 2026-27, Defence will continue to design, deliver, and evaluate wellness programs and services that support the health, fitness, and overall well-being of Defence Team members.
  • Advance the Women and Gender-Diverse Physical Wellness Program to provide evidence-based fitness and wellness support across all career phases. Including through strengthening data collection, research partnerships, and evaluation processes to assess program outcomes.
  • Progressively expand the Reconditioning Program to enhance operational readiness and support members recovering from illness, injury, or medical limitations. This includes enhancing case management and performance tracking.
  • Strengthen comprehensive, inclusive, and resilient health service delivery across physical, mental, and rehabilitative domains to better support recovery, retention, and CAF operational readiness. Initiatives include:
    • Modernize the health service delivery model: Advance development of the new Electronic Health Records System to support secure data access, clinical decision-making, and interoperability with provincial systems.
  • Modernize and expand the National Resource Directory to enhance access to a trusted ecosystem of verified external organizations, providing tailored support from recruitment (e.g., CAF members speaking in workplaces) through to transition.
  • In FY 2026-27, DND/CAF will enter the final phase of the Comprehensive Implementation Plan, advancing sustainable culture change and modernization of the military justice system.
  • In FY 2026-27, DND/CAF will continue advancing initiatives that support culture change, member well-being, and operational effectiveness across the Defence Team. Key priorities include:
    • Grievance System Modernization: Launch the Grievance Centre of Expertise at initial operating capacity in April 2026 to support chains of command in the effective administration of grievances. Policy updates and digitization will improve timeliness, transparency, and trauma-informed resolution, with a focus on addressing issues at the lowest level possible.
    • Complaints Process Transformation: Advance a recalibrated program framework that centralizes complaint handling, embeds trauma-informed and accessible practices, integrates Gender-based Analysis principles, and provides leadership with data-driven insights to drive systematic reform.
    • Leadership Support Teams (LST): Enhance unit effectiveness through surveys, Unit Morale Climate Assessment Surveys, the Climate and Well-being Pulse Survey, and in-person engagements.
  • Expand and integrate support services: Maintain the 24/7 bilingual support line and the Response and Support Coordination Program, and extend access to all Defence community groups, including CAF members and DND employees, the Canadian Coast Guard, Junior Canadian Rangers, Cadets, and family members aged 16+, under the broadened mandate to support those affected by racism.

The Defence Team Reflects the Diversity of Canadian Society

  • In fiscal year (FY) 2026-27, Defence will strengthen organizational accountability and culture transformation by addressing systemic inequities through coordinated and evidence-based action.
  • In FY 2026-27, the Defence Team will also strengthen tools and systems that support inclusive, ethical, and responsive workplace practices. Initiatives include:
  • Developing a new job aid and checklist for GBA Plus considerations in training design, with endorsement by the Training Development Officer branch for CAF-wide use;
  • Promoting sustainability of the Sexual Misconduct Incident Tracker System (SMITS) and the Hateful Conduct Incident Tracking System (HCITS) to avoid service disruptions;
  • Enhancing HCITS to align with or exceed SMITS functionality to support broader operational needs; and
  • Improving the reliability and accuracy of SMITS and HCITS dashboards to enable timely responses to chain of command requests, Access to Information and Privacy inquiries, media queries, and other high priority demands.
  • In FY 2026-27, the Defence Team will strengthen internal engagement and governance through a formal engagement framework. This approach will increase awareness of employment equity, diversity, and inclusion (EEDI) priorities while improving the process for tracking and reporting purposes. The department will also collaborate with central agencies and other government departments to align efforts and share best practices, supporting initiatives that reflect the diversity of Canadian society.

Military Families are Supported and Resilient

  • Maintain 24/7 virtual access to Canadian-licensed general practitioners for dependents of CAF members living in Canada through the Military Family Virtual Healthcare Program.

Core Responsibility: Future Force Design

Defence Capabilities are Designed to Meet Future Threats

  • In FY 2026-27, Defence will advance implementation of the DND/CAF Artificial Intelligence (AI) Strategy and accelerate responsible adoption across the Defence Team. Through the AI Centre, which is transitioning from design to delivery, Defence will:
    • Launch the AI Ethics Framework and departmental governance model to guide responsible AI development and deployment;
    • Recruit and train specialized AI talent, and embed expertise across Defence organizations to support enterprise and operational outcomes;
    • Operationalize the AI Strategy through a directive and supporting toolkits with clear metrics and timelines; and
    • Develop secure, standardized AI workspaces and risk-management frameworks to enable trusted, sovereign AI solutions.
  • Working with Defence Research and Development Canada, the AI Centre will apply a “fighting-from-prototype” approach, rapidly testing and deploying operational AI solutions in live environments. The Centre will also streamline AI procurement, establish technical standards, and develop mission-ready tools that enhance decision advantage, while reinforcing Canada’s sovereignty in emerging technologies.
  • Defence will continue to strengthen its digital backbone to enable secure, scalable, and data-driven operations. Key initiatives include:
  • Advancing MapleStack, a sovereign, AI-powered suite of integrated technologies forming the foundation for modern defence operations across classified, unclassified, and edge environments. Backed by a $33.5 million seed investment, MapleStack is being tested in military deployments to validate operational readiness and support interoperability, zero-trust architecture, and decision superiority;
  • Implementing the Data Ready Defence integration layer to unify enterprise-wide data access under zero-trust principles, providing secure, modular, and scalable data management across Defence systems;
  • Expanding the Enterprise Interoperability Program and Enterprise Data Integration Platform to build a sovereign-first, open-source ecosystem aligned with allied standards; and
  • Embedding cybersecurity and Emission Security considerations into all digital and Information and Communications Technology investments from the design stage.
  • Defence will enhance collaboration with allies and accelerate innovation through close cooperation with the Joint Project Office and the Bureau of Research, Engineering and Advanced Leadership in Innovation and Science (BOREALIS).
  • Through Information Capabilities Force Development, Defence will guide cyber-resilient and digitally enabled force development, embedding interoperability, resilience, and innovation into all capability portfolios.
  • Defence will continue to evolve a flexible and sustainable cyber force by refining policy, governance, and workforce frameworks. FY 2026-27 priorities include:
    • Reviewing and revitalizing the Signals Intelligence (SIGINT) framework to enhance capability delivery;
    • Establishing governance for Cyber and Joint Electromagnetic Spectrum Operations effects;
    • Developing a framework to support Special Access Program operations, and governance, for cyber and SIGINT development;
    • Completing the Cyber Workforce Framework for the new Cyber Officer occupational group;
    • Delivering training programs for Cyber Operators from entry through to advanced levels; and
    • Formalizing the Cyber Training Unit into an official military school with dedicated infrastructure and staff.
  • Through the Innovation for Defence Excellence and Security program, Defence will continue accelerating discovery, testing, and adoption of innovative technologies that address operational and enterprise challenges. FY 2026-27 priorities include:
    • Launching new challenges and sandbox trials in areas such as cyber defence, autonomous systems, Arctic operations, and Command, Control, Communications, Computers, Intelligence, Surveillance, and Reconnaissance;
    • Reducing time-to-field by integrating successful solutions into the Force Development process; and
    • Applying frameworks such as the Foresight, Innovation, Concepts, Strategy and Technology process and Future Information Capabilities Framework to identify and prototype high-potential digital technologies.
  • In FY 2026-27, DND/CAF will advance initiatives to enhance pan-domain awareness, strengthen decision advantage and deepen allied interoperability through data-centric, federated architectures. The department will build on the Defence Intelligence 2030 framework by developing the Defence Intelligence 2040 concept.
  • Defence will operationalize the Directorate of Defence Intelligence Data to provide enterprise data governance and a digital foundation for the Integrated Intelligence Enterprise, fostering management, interoperability, and usability across the Defence enterprise, including for Integrated Mission Data.
  • In FY 2026-27, the Royal Canadian Navy (RCN) will accelerate its transition to a modern, multi-domain, and combat-credible maritime force, strengthening sovereignty, readiness, and allied interoperability through:
    • River-class Destroyer: The RCN’s top fleet-renewal priority will advance through detailed design, procurement of long-lead components, land-based testing preparations, and groundwork for full construction later this decade;
    • Canadian Patrol Submarine Project: Following down-selection to two qualified suppliers, the project will progress towards the acquisition of 12 conventional submarines for delivery no later than 2035;
    • Arctic Sovereignty and Maritime Presence: Expanded deployment of Harry DeWolf–class Arctic and Offshore Patrol Vessels will increase northern patrol days and domain awareness, enhancing Canada’s capacity to assert sovereignty and respond to emergencies;
    • Uncrewed Systems: Delivery of the first Uncrewed Aircraft Systems under the RCN Intelligence, Surveillance, Target Acquisition and Reconnaissance project, with continued focus on uncrewed surface and underwater vehicles; and
    • Multi-Domain Integration and Allied Interoperability: Deepening integration with joint maritime domain awareness, surveillance, and command-and-control systems to support responsiveness, allied interoperability, and global operational readiness.
  • The CA has launched a comprehensive modernization initiative to position Canada’s land forces so they are designed, equipped, and structured to meet current and future threats. During FY 2026-27, the CA will continue this generational transformation, re-imagining how it is organized, equipped, trained, sustained, and integrated to generate modern land forces capable of operating across the full spectrum of competition, crisis, and conflict, both at home and abroad.
  • Defence will advance digital platforms and command and control (C2) capabilities to enhance decision-making, situational awareness, and operational readiness, which include:
    • The Royal Canadian Air Force (RCAF) data platform: Expand ingestion and analysis of raw data to provide timely, trusted insights across the department;
    • The Canadian Beacon Registry (CBR): Further develop the registry, a cloud-based platform that supports the registration of emergency beacons. When activated, the CBR enables the Canadian Mission Control Centre and Joint Rescue Coordination Centre to quickly access beacon data, reducing search and rescue response times and improving outcomes;
    • Cloud Based Command and Control (CBC2): Building on the initial operational capability achieved in 2024, CBC2 will expand the use of secure cloud technologies, artificial intelligence / machine learning, and human-machine teaming to strengthen bi-national (Canada-United States) situational awareness and command and control. Agile development practices, including bi-weekly software deliveries, will continue to drive rapid capability improvements; and
    • Resource Environment for Air Force Command and Control Hub (REAC2H): The RCAF is developing REAC2H, a platform that enables developers to build, deploy and host C2 software and security controls. In FY 2026-27, REAC2H will expand its hosted applications and, in partnership with the Digital Services Group, integrate a new data fabric to support enterprise-wide C2 requirements.

Defence and Security Challenges are Addressed Through Innovative Solutions

  • To support NMST, Defence will advance science and technology initiatives through the Innovation for Defence Excellence and Security (IDEaS) program by launching new challenges in priority areas that include:
    • Arctic and climate research;
    • Quantum technologies;
    • Artificial intelligence;
    • Autonomous systems;
    • Space domain awareness;
    • Counter-Uncrewed Aerial Systems;
    • Cyber operations;
    • Command and Control;
    • Counter-hypersonic weapons; and
    • Other emerging technologies.
  • The Defence and Security Science and Technology Program will modernize research facilities and initiate new infrastructure projects to drive adoption of disruptive technologies while strengthening resilience against future threats.
  • Through Quantum 2030, Defence will accelerate applied science and technology (S&T) to mature quantum solutions and prepare the CAF for future quantum-enabled threats. Investments in highly qualified personnel, research partnerships, and infrastructure will advance Canadian quantum technologies with direct defence applications.
  • To safeguard sensitive technologies and mitigate foreign interference, DND/CAF will implement enhanced research security measures. This includes conducting risk assessments, applying tailored mitigation strategies, and securing government-funded research partnerships in line with NATO S&T Research Security Guidance.
  • The IDEaS program will enhance the Defence Innovation Portal by enabling secure proposal submission, project evaluation, and integrated reporting. To close the innovation to procurement gap, IDEaS and Public Services and Procurement Canada will grow the Procurement and Operationalization of Innovation and New Technology (POINT) initiative.
  • DND/CAF will strengthen commercialization pathways, external relations, and intellectual property (IP) protection to better leverage defence innovation. Key initiatives include modernizing IP management and licensing, integrating research security considerations into publication and partnership decisions, as well as aligning IP practices with long-term CAF capability needs.
  • In FY 2026-27, IDEaS will continue to advance cutting-edge technologies through targeted challenges focused on 5G, quantum applications, minefield breaching in Ukraine, forecasting emerging threats, and Arctic sovereignty.
  • In partnership with NATO, Canada will strengthen its role in the DIANA. In FY 2026-27, the DIANA Strategic Planning Office will reach full staffing, and the permanent North American Regional Office will open in Halifax, Nova Scotia.
  • Defence will pursue approval for the Space Rocketry Challenge under the DIS in collaboration with the Treasury Board Secretariat. With planned investments of $25 million in FY 2026-27 and up to $50 million annually thereafter, this initiative will strengthen domestic space-launch technologies, develop talent pipelines, and foster an early-stage innovation ecosystem.
  • DND/CAF will continue to prioritize investments in dual-use technologies that support both defence and broader security objectives, where feasible. Key areas of focus include:
    • Reducing the environmental footprint of military operations;
    • Exploring alternative energy solutions for remote locations;
    • Strengthening cyber security and the resilience of critical infrastructure;
    • Enhancing training and development for CAF personnel;
    • Preparing for emerging chemical and biological threats;
    • Improving clothing and shelter for operations in harsh environments; and
    • Advancing vehicle and aircraft maintenance and security systems.
  • In FY 2026-27, DND will continue to advance enterprise data management to help guarantee that Defence data is structured, governed, and interoperable. These efforts will advance digital transformation, support NORAD modernization, and enable future force design. Key initiatives include:
    • Enterprise Data Model Framework and Data Standardization: Advance the Enterprise Data Model Framework and Data Standardization Framework through project-based onboarding of key business areas to drive standardization and interoperability across Defence.
    • Metadata and Enterprise Catalogue Deployment: Implement the Chief Data Officer Directive on Minimum Baseline Metadata and expand the enterprise data catalogue to improve metadata consistency, discoverability, and governance across the Defence Team.
    • Stewardship of Digital Assets: Building on the 2025 Chief of the Defence Staff/Deputy Minister Directive for Stewardship of Digital Assets, Defence will prepare for automation and AI-driven solutions by fostering systematic organization, proper classification, and accessibility of information.
    • Auto-classification of records: Expand AI-enabled initiatives to extract and classify information, improving access to trusted data, supporting decision advantage, and meeting legislated response timelines and operational reporting requirements.

Core Responsibility: Procurement of Capabilities

  • Advancing the implementation of the Defence Investment Agency to consolidate defence procurement expertise, support earlier engagement with industry partners, and accelerate the delivery of priority military capabilities aligned with the Canadian Armed Forces (CAF) operational requirements.
  • Implementing the Continuous Capability Sustainment program to accelerate the procurement of rapidly evolving technological equipment for the CAF.
  • Expanding the procurement workforce through programs including the Purchase and Supply Group Academy’s Fundamental Program.
  • Increasing procurement of equipment and materiel needed to sustain fleets and supporting the procurement of future capabilities and equipment to support troops and improve operational readiness.
  • Leveraging data provided through the Defence Supply Chain Performance Management Framework to enable timely procurement of equipment and materiel.
  • Providing the Department of National Defence (DND) project management community with the required competencies through the Project Management Competency Development Program.
  • Evolving the defence investment management framework to support program-based delivery, reducing reliance on stand-alone project approvals to improve timelines, flexibility, and execution.
  • Supporting reforms to defence procurement to streamline DND/CAF capability requirements and acquisition processes.
  • Defence is responsible for several Digital Defence Supply Chain projects that enable the CAF to conduct concurrent operations from an equipment and material readiness perspective. These projects align with the ONSAF policy addressing digitalization as a foundational component in defending North America, including:
    • Operational sustainment modernization strategy
    • Joint logistics modernization campaign plan

Supplies are Available and Well-Managed

  • The Defence Team will work to enhance materiel accountability by implementing modern, effective inventory controls, supply chain management, and inventory evaluation by:
    • Using data analytics and the Defence Supply Chain Performance Management Framework to inform decision-making, improve materiel readiness, optimize costs, and prioritize materiel management tasks; and
    • Continuing to modernize business processes to make substantive and enduring improvements to the management of materiel and to invest in the development and implementation of Defence supply chain analytic tools for supply chain practitioners.
  • The department will establish a Defence Supply Chain Resilience Office to support a robust, redundant and responsive defence supply chain.

Core Responsibility: Sustainable Bases, Information Technology Systems and Infrastructure

Navy, Army, and Air Force Bases Enable Military Operations and Defence Activities

  • In fiscal year (FY) 2026-27, DND/CAF will complete the following:
    • Enhance naval base operations by analyzing and improving internal systems, processes, and working relationships to maximize organizational efficiencies wherever possible;
    • Enable more efficient and effective procurement for the Royal Canadian Navy by implementing the execution of the increased delegated authorities to conduct complex procurement of goods and services up to $1 million instead of contracting through Public Services and Procurement Canada;
    • Continue to advance warehouse modernization at Canadian Forces Base Esquimalt in alignment with the Warehousing Campaign Plan;
    • Begin the centralization process under one functional support division responsible for all Canadian Division Support Groups as part of the Canadian Army (CA) Modernization efforts;
    • Continue advancing the Northern Approaches Surveillance System through the implementation of the Arctic Over-the-Horizon Radar program and the Northern Wide-Area Tracking and Continuous Horizon (NORTHWATCH) surveillance program; and
    • Advance the Defence of Canada Fighter Infrastructure initiative.

Defence Infrastructure is Well-Managed Throughout its Lifecycle

  • Building on the foundation established under the Defence Real Property Portfolio Strategy, Defence will continue to evolve its approach to real property portfolio planning by aligning its infrastructure investments with emerging threats, operational and capability requirements.
  • The Canadian Forces Housing Agency will continue to develop and implement a phased investment program focused on renewal, sustainment, and construction of new housing units to respond to the Department of National Defence (DND) housing requirements.
  • In fiscal year (FY) 2026-27, Defence will:
    • Prioritize critical maintenance and renewal of essential infrastructure across Canada;
    • Advance programs of work in the areas of living accommodations, municipal works, and Range and Training Areas, to make sure they are standardized and forward-looking, and support operational readiness;
    • Advance programs of work in the areas of living accommodations, municipal works, and Range and Training Areas, to make sure they are standardized and forward-looking, and support operational readiness;
    • Advance Northern and Arctic infrastructure commitments through enhanced strategic alignments;
    • Continue to implement a national sustainment program, through targeted investment in the existing DND residential housing portfolio; and
    • Accelerate the acquisition of assets and land in high-priority areas of the Defence RP portfolio and accelerate the ability to meet CAF operational requirements.
  • The Defence Team recognizes that providing safe, affordable, and quality housing for CAF members and their families is critical to operational readiness and personnel well-being. In FY 2026-27, Defence will:
    • Continue to prioritize sustainability in housing construction and renovation projects with a focus on net-zero emission-ready standards and energy efficiency;
    • Continue the Residential Portfolio Capital Investment Plan (RPCIP) construction program (Phase 1) to increase the supply of DND residential housing units (RHU) through accelerated delivery, with the construction of over 800 units by FY 2029-30;
    • Advance the RPCIP Construction Program (Phase 2) currently in development, in response to DND housing requirements, with pre-construction activities to start in FY 2026-27; and
    • Supplement the supply of RHUs available to the CAF through innovative housing solutions beyond traditional construction, including partnerships, acquisitions, leasing, reserve residential units, and alternative financing mechanisms.
  • To foster trust and secure interoperability with allies, and to support the CAF Digital Campaign Plan, the Departmental Cyber Security Program will continue to enhance its data-centric and cloud security capabilities. Efforts will focus on strengthening security foundations by establishing continuous Authority to Operate, embedding Compliance Engineering practices into system design and operations, and advancing the adoption of a Zero Trust Security model.
  • The department is advancing supply chain cybersecurity by establishing a dedicated inspection team under the Canadian Program for Cyber Security Certification, in close collaboration with Public Services and Procurement Canada.
  • The department will work in close collaboration with Shared Services Canada (SSC) to enhance the Service Delivery Model and strengthen partnerships in support of Information and Communications Technology (ICT) modernization. Key initiatives include:
    • Refining and advancing the Departmental Plan for Service and Digital;
    • Accelerating Wi-Fi deployment across DND/CAF;
    • Improving service delivery to better enable operational effectiveness; and partnering with SSC to advance the ICT modernization work packages and streamline the intake process.

Core Responsibility: Marine Navigation

  • The Canadian Coast Guard (CCG) is advancing a comprehensive modernization of Canada’s marine navigation services to enhance maritime safety, environmental protection, and operational awareness through collaboration with key federal, Indigenous, and industry partners. Building on international standards and lessons learned through real-world trials, the CCG is transitioning to digital, real-time, and integrated navigation services that strengthen mariners’ ability to safely operate across Canada’s vast and diverse waterways.
  • In fiscal year 2026-27, the CCG will:
    • Advance the e-Navigation Roadmap by applying lessons from St. Lawrence S-100 sea trials and expanding digital products and data available through the e-Navigation portal to improve real-time decision-making for mariners;
    • Enhance interoperability and data-sharing by working with the Canadian Hydrographic Service, Transport Canada, Environment and Climate Change Canada, and the Canadian Ice Service to advance;
    • Assess navigation data challenges in the Arctic to inform the long-term implementation of the S-100s and e-Navigation products and services in the Arctic; and
    • Advance digital capital projects that automate reporting and monitoring processes, improving the integration of internal systems and enabling a comprehensive, real-time view of marine traffic across Canada’s maritime domain.
  • The CCG will expand collaboration with First Nations, Inuit, and Métis partners to increase participation in the development, delivery, and modernization of marine navigation programs. 
  • In the Arctic, the CCG will continue working with Indigenous governments, organizations, and communities to strengthen its regional presence and design programs that meet the unique needs of the North.

Core Responsibility: Marine Operations and Response

  • Canada will continue to strengthen its ability to manage marine risks, respond effectively to on-water incidents and emergencies, protect ecosystems, and build enduring partnerships with Indigenous and coastal communities. The Canadian Coast Guard (CCG) will continue to lead initiatives through fiscal year 2026-27. This work will reinforce Canada’s commitment to safe, sustainable, and inclusive marine stewardship.
  • The CCG is in the process of renewing its fleet, with work progressing steadily under the National Shipbuilding Strategy. The new fleet will be comprised, when feasible, of multi-mission vessels designed for maximum operational flexibility and equipped with the newest marine technology.
  • Recognizing that Indigenous communities are often the first responders to marine incidents in remote areas, the CCG is implementing a range of strategic initiatives to enhance the role of Indigenous partners and improve outcomes for Canada’s marine safety system. 

Internal Services

  • In fiscal year (FY) 2026-27, communications will focus on coordinated, inclusive messaging about progress on Canada’s defence policy priorities and the generational investments announced in Budget 2025. Key activities include:
    • Providing timely updates on policy initiatives, CAF recruitment, major equipment and infrastructure projects, emerging global threats, CAF operations, digital transformation, how Defence is strengthening its abilities in space to cyber domains, and partnerships with industry and allies;
    • Showcasing the Canadian Coast Guard’s (CCG) role within the Defence Team and its contribution to safeguarding Canada’s sovereignty and security; and
    • Enhancing internal communications through digital platforms and people-focused communications activities which highlight initiatives to support well-being and enable the Defence Team to deliver on its mandate.
  • DND/CAF will advance a disciplined and strategic approach to financial management, supporting the alignment of Canada’s defence priorities under Our North, Strong and Free (ONSAF), while also advancing the Government of Canada’s Rebuilding, Rearming, and Reinvesting defence posture. This includes advancing beyond the NATO 2% GDP commitment, following a funding boost, bringing total projected spending to $51.7 billion. Investments focus on personnel, equipment, infrastructure, international partnerships, industrial mobilization and digital transformation.
  • Oversight and systems modernization:
    • Advancement of DefenceX Enterprise Resource Planning transformation activities using Systems, Applications, and Products in Data Processing (SAP S/4HANA);
    • Sustainment of the Defence Resource Management Information System (DRMIS) under the Defence Resource Business Modernization Programme;
    • Enhanced financial oversight and reporting alignment for CCG operations; and
    • Strengthened Internal Control Over Financial Reporting.
  • In FY 2026-27, DND will continue to strengthen its civilian workforce to support agile, inclusive, and equipped personnel to meet evolving Defence priorities. Key efforts will focus on modernizing digital human resources systems, streamlining staffing and classification processes, and expanding digital tools to enhance service delivery.
  • The department will also support the integration of CCG employees, advance pay stabilization in collaboration with Public Services and Procurement Canada with the goal of resolving DND Phoenix backlog issues by March 2027 and will expand recruitment outreach to attract diverse talent across Canada through new partnerships with educational institutions and industry. 
  • DND will also foster a digitally enabled, highly skilled, and mission-ready workforce that reflects Canada’s diversity by embracing innovative solutions, adopting modern technologies, improving enterprise interoperability, and embedding data into decision-making. This organizational transformation and cultural shift will unlock the digital and data capabilities the Defence Team needs to support, enable, and deliver a ready, resilient, and relevant military force.
  • In FY 2026-27, Defence will strengthen its data, artificial intelligence (AI), and information management capabilities to enable responsible decision advantage and operational readiness.
  • Guided by the 2025 Chief of the Defence Staff /Deputy Minister Directive for Stewardship of Digital Assets, Defence will modernize its information architecture through automation and auto-classification to support the accessibility of information, ethical, and data-driven decision-making.
  • Over the next three years, DND will also advance mass digitization efforts to reduce redundant records, improve data quality, and make historical military service files.
  • DND/CAF will further advance enterprise data management by embedding common data models, implementing enterprise-wide metadata standards, and institutionalizing stewardship roles across Defence organizations. A mid-strategy refresh of the 2024-2027 Data Strategy will prioritize sovereign data stewardship, ethical AI adoption, and enhanced cross-domain data exchange with allies and government partners.
  • In FY 2026-27, Defence will advance its Digital Transformation Program to position digital capabilities as a core enabler of operational readiness and mission assurance. The department will also accelerate the adoption of classified and sovereign cloud services, modernize networks and cross-domain solutions, and retire legacy systems.
  • DND will continue to embed development, security and operations and site reliability engineering practices, enforce enterprise guardrails, and strengthen enterprise architecture oversight to support secure, coherent, and accountable digital solutions that align with Government of Canada standards.
  • The Information Capabilities Force Development organization will continue to drive enterprise-wide capability planning and innovation, leveraging foresight models and partnerships with Defence Research and Development Canada, Innovation for Defence Excellence and Security program, and academia to support future-ready digital resilience.
  • Defence will also modernize telephony and information technology service management platforms, expand Defence 365 collaboration tools to support hybrid and deployed workforces, and provide reliable, cost-effective information services to National Defence Headquarters and its units. 
  • Defence will continue to advance a modern, fair and transparent military justice system while providing litigation, advisory, and regulatory oversight services that enable the department to meet its operational and strategic priorities.
  • Defence will advance corporate priorities through independent and objective oversight, providing assurance and advice from evaluations, internal audits, and examination of disclosures related to conflict of interest, wrongdoing, and administrative investigations. Efforts will focus on strengthening the departmental Fraud Risk Management Program, with a specific focus on enhancing data analytics.
  • Defence will also expand internal audit and evaluation capacity to address growing demand, support transformational initiatives, and respond to rapidly emerging priorities.

Planned Spending

Departmental Spending.
Spending Graph.

Shared Services Canada

Core Responsibility: Common Government of Canada IT Operations

Digital Workforce:

  • With Enterprise Desktop Solutions (EDS), SSC will unify and modernize desktop management for the federal government and will deliver a seamless, consistent user experience. The initiative will drive transformational change in how desktop services are delivered across the enterprise. In 2026-27, SSC will proceed with a phased, proof-of-concept approach and will onboard up to 10 initial partners to EDS. This will allow SSC to validate the model, demonstrate benefits, and refine processes before expanding enterprise wide.
  • Telecommunication technology has changed significantly, moving beyond traditional fixed lines. To keep pace, SSC is modernizing voice communication to allow public servants, including those working abroad, to communicate more efficiently and securely while reducing reliance on outdated phone systems. 
  • SSC has launched the TEaM initiative that will deploy internet based softphone solutions to all GC users. This initiative will confirm essential fixed lines and decommission non-essential fixed lines, and reduce the number of mobile devices in use across the Federal Government.
  • In 2026-27, SSC will complete softphone deployments to all Federal Government workers, eliminate an additional 100K fixed lines and target a 50% reduction in the number of mobile devices across the Federal Government.
  • SSC plans to expand an existing Protected B secure messaging and collaboration solution to approximately 50,000 government-issued devices, beginning with priority departments in 2026-27.
  • Departments across the Federal Government are experimenting with AI tools and developing AI-related initiatives to find new, more efficient ways to deliver services. As the provider of common IT infrastructure, SSC is centrally procuring and testing off-the-shelf, office productivity generative AI tools for use by departments across government to automate and streamline common administrative and operational tasks. 
  •  SSC will be establishing procurement vehicles and conducting trials to identify which generative AI tools deliver the greatest value and impact across departments. These will also allow SSC to leverage its buying power by acquiring common application licences across the Federal Government, ensuring both consistency and interoperability, as well as reducing costs.
  • CANChat is an in-house generative AI capability and advanced chatbot designed to assist employees with tasks such as research, content creation, translation and data retrieval. SSC is driving responsible AI adoption by incorporating various guardrails and safeguards within CANChat to protect user data and build trust in AI as a transformative technology for assisting workers.
  • In 2026-27, SSC will transition the CANChat pilot into an enterprise service, serving the entire GC with enhanced AI capabilities and common enterprise AI tools. This includes establishing a Protected B enterprise-level generative AI capability to ensure robust protection and specialized functionality tailored for government operations. 
  • SSC will also explore the integration of agentic AI capabilities resulting in a more intelligent and proactive assistant that enhances task support and efficiency.

Hosting:

  • SSC is strengthening its hosting ecosystem, making it more reliable, scalable, and secure. SSC has adopted a hybrid hosting model, which combines cloud services and traditional data centres to optimize performance, reduce costs and provide flexible solutions to respond to the evolving digital environment. 
  • SSC is supporting the development of sovereign AI and compute capabilities to strengthen security and maintain appropriate control over government data within Canadian jurisdiction.
  • SSC is embedding governance and cost management into these AI services so departments can adopt AI safely, scale where needed, and manage ongoing costs while safeguarding Canadian data.
  • SSC is enhancing cloud-based services while supporting data residency and sovereignty through sovereign cloud hosting. This effort includes work to develop a backup capability aligned with Canadian data residency and sovereignty requirements. An initial proof of concept will establish a disaster recovery backup capability for critical departmental data, ensuring sensitive information remains safeguarded within Canadian jurisdiction. Future efforts will expand the use of Canadian cloud services to strengthen the overall Canadian cloud footprint.
  • SSC is provisioning dedicated cloud infrastructure for the Federal Government to create a sovereign private cloud environment within Canadian jurisdiction. This service is designed to deliver automation, security, and flexibility, through an iterative approach that balances delivery speed with service stability. It will provide core capabilities such as compute, storage, and networking, with a roadmap to scale and add services over time. As these services are rolled out, strategic procurements will secure the necessary hardware, ensuring alignment with long-term enterprise needs. Early adopters will be instrumental in validating and refining the service offering, ultimately ensuring a sovereign, secure, and resilient hosting environment tailored to meet the Federal Government’s specific priorities.
  • GCaPaaS is an SSC-managed cloud service that enables federal departments to develop, test, and host common government-wide applications in a secure and scalable environment. In 2026-27, SSC will aim to add 3-5 new applications to the catalogue available to departments on the platform.
  • SSC is putting in place foundational infrastructure and supporting partner-led investments to build secure, scalable AI and high-performance computing capacity that meets Federal Government data residency and security requirements. 
  • SSC is supporting the National Research Council in upgrading its AI GPU cluster to expand compute and storage capacity and enable a production-grade Protected B environment. 
  • SSC is also supporting Public Services and Procurement Canada’s Laboratories Canada initiative through the design of local and edge AI compute capacity at Canadian research complexes where workloads require proximity to instruments and data sources. 
  • SSC is working with departments, including Department of National Defense, to advance sovereign AI platform options and determine suitable hosting approaches within enterprise data centres. 
  • As SSC transforms its CANChat pilot service into an enterprise-scale Protected B solution for the federal government, it is being implemented on (or deployed onto) a Canadian cloud service provider to ensure complete sovereignty of the data, the AI compute and the intellectual property of the service. The foundational elements built to host CANChat enterprise will be scalable and can be leveraged across a federal government ecosystem to allow SSC to host future AI workloads and offer them as enterprise services to public servants.
  • To expand sovereign hosting options, SSC is engaging with Canadian vendors to explore increasing Canadian cloud capacity. This work will continue in 2026-27.
  • SSC is advancing next-generation supercomputing for Environment and Climate Change Canada (ECCC). In 2026-27, SSC will procure a high performing computing solution to support critical functions and enhance computational capacity and versatility to meet the growing demands, such as weather forecasting and environmental prediction. The funding for this work is phased, with long-term planning aligned to operational timelines through 2028 and beyond, ensuring ECCC can continue delivering accurate and timely weather services to Canadians.

Connectivity and Security:

  • SSC is committed to supporting remote and underserved areas by enhancing digital infrastructure across various essential services. This includes extending high-speed internet access, improving network reliability, and bolstering cyber security for organizations such as the RCMP and First Nations health services.
  • In 2026-27, SSC will implement a standardized approach to workplace infrastructure across the Federal Government, procure and install necessary hardware at designated sites, and initiate the onboarding of federal organizations to SD-WAN as soon as foundational elements are ready.
  • To strengthen classified digital infrastructure, SSC is modernizing the mechanisms through which Federal Government organizations securely share and communicate classified information. By 2026–27, this initiative will encompass the creation of a secure classified cloud environment, a significant enhancement to the existing secret infrastructure, and the launch of an enterprise platform dedicated to secure voice, video, and messaging. By transitioning departments to modern networks and platforms, SSC aims to protect classified data from cyber threats, reduce reliance on legacy systems, and support efficient, resilient operations across government.
  • As part of SSC’s commitment to secure the digital landscape and respond to evolving cyber threats, SSC is advancing its security framework through the implementation of Zero Trust principles and a centralized governance model. The Zero Trust approach operates on the fundamental principle of “never trust, always verify.”
  • Over the past few years, SSC has laid a solid foundation for Zero Trust by implementing key security measures. Moving forward, SSC will enhance these efforts by evolving cyber security architecture and integrating advanced technologies and standards that ensure a resilient and secure environment for all government operations. 
  • To support the effective implementation of Zero Trust, SSC will establish a centralized governance model. This model will ensure consistent enforcement of security policies across all government departments, streamline decision-making processes, and align security initiatives with organizational goals. 
  • Recent findings of the Auditor General have underscored the need for strengthened security measures and governance frameworks. By prioritizing the Zero Trust approach and centralized governance, SSC is addressing these findings and demonstrating dedication to continuous improvement in its security practices.
  • To further bolster the federal government’s cyber security, SSC will implement Attack Surface Management, a multifaceted initiative that includes vulnerability management to protect internal government systems by identifying and prioritizing weaknesses, and continuous security controls assessment to ensure that security measures are effective through ongoing testing and evaluation.
  • In the face of increased cyber threats, SSC is improving visibility of all endpoint devices, such as user, desktops, and servers, and allow these devices to be centrally managed and improve the consistency of their security profiles and overall cybersecurity in the federal government. The Endpoint Visibility, Awareness and Security initiative will identify network-connected endpoints and ensure they meet the appropriate security profile, as well as continuously monitoring endpoints and protecting them from malware and malicious activity. In 2026-27, SSC will continue to onboard partner departments to Endpoint Visibility, Awareness and Security.
  • The Security Information and Event Management (SIEM) solution will continue to protect government networks, systems, and data from complex and frequent cyber threats originating both from within and outside. 
  • In 2026-27, SSC will develop initial capabilities to create a centralized data repository of security logs that can be used to reduce detection time for cyber security events, better prioritize responses and inform mitigation strategies. These initial capabilities will then be expanded for full implementation across the Federal Government over the next two fiscal years.
  • The future of quantum computers has the potential to transform how people live and work. It also provides a unique security threat. In 2026-2027, as part of the overarching Government plan, SSC will identify and prioritize changes that will be required to implement enhanced security measures and mitigate this future risk.
  • SSC will continue to work closely with departments and agencies on emerging needs and will modernize its interactions by simplifying the provisioning of SSC services, improving timeliness of service delivery, and enhancing operational excellence through the modernization of its management and operational systems.
  • Services for federal scientists are a particular area of attention. SSC plans to:
    • Expand and optimize the Federal Science DataHub to enhance scalable cloud-based storage, strengthen inter-departmental collaboration, and improve access to advanced analytics. Integrating and advancing AI capabilities will drive innovation and support data-driven decision-making across the federal science community.
    • Expand and optimize the Federal Science DataHub to enhance scalable cloud-based storage, strengthen inter-departmental collaboration, and improve access to advanced analytics. Integrating and advancing AI capabilities will drive innovation and support data-driven decision-making across the federal science community.
    • Expand and optimize the Federal Science DataHub to enhance scalable cloud-based storage, strengthen inter-departmental collaboration, and improve access to advanced analytics. Integrating and advancing AI capabilities will drive innovation and support data-driven decision-making across the federal science community.
  • SSC is working closely with the Department of National Defence to provide critical digital infrastructure and services that enable operational readiness and mission success. As defence capabilities increasingly rely on secure and resilient digital technologies, SSC is a key partner in strengthening these capabilities, including supporting the transition and integration of the Canadian Coast Guard within the defence digital environment.
  • SSC is strengthening the reliability, resilience, and operational oversight of mission-critical IT services to restore service as quickly as possible and even anticipate problems. This initiative will enhance service monitoring and leverage a reliable configuration management database to gain a comprehensive and authoritative view of infrastructure, applications, and service dependencies. By advancing this initiative, SSC continues to strengthen its capacity to provide reliable and robust infrastructure and effectively support its partner departments in delivering essential services to Canadians efficiently and effectively.
  • Starting in 2026-27, SSC will be leading the initiative to modernize the Federal Government’s financial management systems, processes, and tools. The proposed new enterprise platform will support the continuity of financial management services across government and will be supported through a new contracting vehicle.
  • SSC is strengthening the Serving Government platform, an internal to government site, by modernizing how it coordinates and communicates with partner and client departments.
  • In 2026-27, SSC will advance the foundations for a common reporting environment for federal organizations. This includes clearer and more consistent intake pathways for departmental requests, better visibility into incident and change processes, streamlined reporting, and improved accuracy and coherence of the service and financial information shared with departments.

Internal Services

  • SSC will continue to drive the Canadian Sovereign Technology Strategy, which includes engaging with vendors to seek out innovative Canadian solutions that align with its Digital Together Roadmap and diversify its technology stack.
  • SSC will also continue to co-chair the SSC-ISED Sovereign Innovation Collaboration Committee, which is tasked with fostering collaboration and enhancing the visibility of innovation programs. The aim is to identify opportunities, address common issues, and develop pathways that advance the Canadian technology industry and ensure the Government’s technological sovereignty.
  • Beginning in 2026-27, SSC will strengthen its commitment to buying Canadian. SSC will start by applying this approach to contracts valued at $25 million or more, ensuring taxpayers receive good value while reinforcing Canada’s economic security. This initiative will also help support Canadian businesses and jobs. Over time, the threshold will be gradually lowered to $5 million, expanding the benefits across more projects and suppliers.
  • To drive innovation and modernization, SSC is committed to supporting the workforce of tomorrow. By investing in continuous learning, embracing new technologies, and promoting inclusivity and diversity, SSC ensures its employees are prepared for future challenges.
  • SSC will build a robust talent pipeline through strategic recruitment and partnerships, implement development programs, and leverage data-driven insights for personalized employee growth. Prioritizing employee well-being through health programs and flexible work arrangements is essential for sustained productivity and innovation.
  • To support departmental structural realignment, SSC will continue to develop organizational structure reviews and new organizational models.
  • SSC will also continue to provide targeted leadership training for managers to strengthen their ability to lead teams through uncertainty and organizational transformation. Implementing a resourcing strategy will help SSC proactively mitigate workforce impacts, while promoting workforce mobility by expanding career transition opportunities.
  • SSC will align staffing strategies with enterprise-wide priorities and offer ongoing support and communications to help the organization anticipate, adapt to, and navigate change effectively.
  • As a Vanguard department, SSC will have the opportunity to leverage the latest enterprise technology, including AI solutions, to lead the enterprise HR and pay redesign for Federal Government staff. The HR and Pay Transformation project will revolutionize the way the Government manages HR and pay processes, policies, and business operations. This initiative will impact all staff, streamlining and standardizing work that is currently managed independently by various government organizations.
  • SSC will establish a dedicated project team and operational support in HR and pay to facilitate the transition to Dayforce.
  • SSC is supporting workforce learning and development through the Digital Enterprise Services (DES) program, which features a practitioner-focused curriculum in key areas such as cybersecurity, cloud, and data sciences.
  • SSC will continue to optimize and deliver the Architecture Professional Certification Program (APCP) to enhance expertise and role standardization, fostering a shared enterprise architectural vision across various departments and architecture domains.
  • To further accelerate the adoption of AI tools, SSC will develop an AI Skilling Strategy, which includes the creation of an e-learning curriculum. This strategy aims to equip employees with the necessary skills to effectively utilize AI technologies. 
  • SSC will launch select, experiential cohort-based skill accelerator initiatives focused on addressing critical workforce gaps. These initiatives will target areas such as cyber security tools, agentic AI, AI tools, and ethical AI adoption and governance, among others.
  • SSC is modernizing its information management (IM) practices to improve how information is created, managed, shared, and preserved across the Department in support of efficient, secure, and accountable internal services. Central to this effort is the modernization of enterprise content and records management through the Docuverse platform, which will provide a standardized, secure, and digital-by-default environment for managing information throughout its lifecycle.  IM modernization is being advanced in alignment with broader secure cloud and digital collaboration initiatives, ensuring that information governance, records management, and lifecycle controls are embedded as SSC transitions away from legacy platforms. 
  • SSC is innovating and modernizing IM by using AI and automation to classify information and automate disposition, and by leading efforts to apply AI to archival metadata standards, advancing responsible, digital first information governance. By strengthening enterprise IM capabilities, SSC is improving service efficiency, supporting secure operations, and enabling consistent, reliable delivery of internal services such as procurement, finance, HR, and service management.
  • SSC is advancing enterprise data and analytics maturity as a foundational capability that underpins its ambitions for modern platforms, AI enablement, and predictable internal service delivery. Through an enterprise, governed approach and a multi-year roadmap, SSC is consolidating and rationalizing data platforms, establishing an enterprise-class Data Hub, and delivering modern, responsive data services that provide trusted, reusable data products to SSC and its partners.
  • By establishing these enterprise data foundations, SSC is ensuring that investments in platforms and AI can scale with trusted, well-governed data, reinforcing its role as a reliable, efficient, and resilient internal service provider for the Government of Canada.
  • SSC is committed to supporting economic reconciliation with Indigenous Peoples by consistently meeting the 5% Indigenous procurement target and is well positioned to continue exceeding this target in 2025-26 and 2026-27.

Planned Spending

SSC Spending.

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