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Defence Construction Canada (DCC) has issued an Advance Procurement Notice (APN) for Solicitation No. APN-DC-2527 for construction programs for the Future Fighter Capability Project (FFCP). If contracts are awarded, the work will occur between 2020 and 2030. SECRET personnel, document safeguarding and facility security clearances will be required for all projects for contractors and consultants. Information management system clearance to the level of SECRET may be required, but will only be approved post-contract award. Potential bidders who do not currently meet these requirements can apply to the Industrial Security Program (ISP) for clearances. DCC is an approved sponsor under the ISP. Requests for security clearances must be received prior to January 7, 2020. Advance Procurement Notice, Future Fighter Capability Project (FFCP), Canada (APN-DC-2527) Project Infrastructure is required at the Main Operating Bases in Cold Lake and Bagotville, with potential for work at various Deployed Operating Bases; Forward Operating Locations[1] and Combined Air Operations Centres in support of Future Fighter Capability (FFC). ISP Backgrounder Government of Canada information is subject to data and information protection requirements. The ISP is responsible for granting the necessary security clearances to contractors and their subcontractors for access to Government of Canada information designated as PROTECTED or higher. Key requirements include: individual and facility security clearances must be received in advanceof any access to government information; individual and facility security clearance must match the level of security assigned to the information being accessed; security clearances cannot be extended, transferred or assigned between organizations; site-specific Document Safeguarding Capability (DSC) security clearance is required for organizations that handle government information or assets at their facilities; IT systems that will receive, store and process government information must be approved in advance; foreign-based employees accessing government information at Canadian facilities must obtain a visitor screening approval in advance; foreign-based employees accessing government information from locations outside of Canada require security clearances, as does the facility within which they are working; subcontractors who will receive, process, store or access government information are subject to all of the same assessments and requirements as are the prime contractors (those holding the contract with the Canadian government) and must possess a valid security clearance for each contract; and prime contractors remains solely responsible (and liable) for the subcontractors compliance with the ISP. Compliance with the Industrial Security Program is a material requirement for any government contract having a security requirement. Failure to comply with the ISP can result in suspension or termination of security clearances. The termination of security clearances is considered to be a breach of contract, which entitles the government to terminate the contract for default. The requirements for SECRET clearances are extensive, necessitating advance planning to gather the significant and necessary information that is required. Whether you are currently registered in the ISP or seeking to do so, understanding the requirements of the ISP is critical to your ability to successfully bid for federal government work. To view all formatting for this article (eg, tables, footnotes), please access the original here. https://www.lexology.com/library/detail.aspx?g=8a031226-d61b-424e-ac7b-ccc8b7df104b

Effective Jan. 30, 2020, air traffic controllers will once again be working at Montreal International (Mirabel) Airport (CYMX). Following the completion of a recent aeronautical study, Nav Canada has decided to reinstate air traffic control (ATC) services at the airport for 16 hours a day, from 1100 to 0300 Coordinated Universal Time (1000 to 0200 UTC during daylight savings time) using the current mandatory frequency 119.1 MHz. While the tower is in operation, the control zone and terminal control area will become Class C airspace. When ATC is closed, the Flight Service Station (FSS) will operate and the airspace will revert to Class E and transponder airspace. Nav Canada said ground control service during ATC operating hours and ground advisory service during FSS operating hours will be provided on VHF frequency 121.8 MHz. Mirabel saw over 69,000 movements in 2017 and exceeded 75,000 in 2018. https://www.skiesmag.com/news/atc-returning-to-mirabel-in-january/

By James Careless How well is Canada's defence procurement actually working, and are industry-boosters like ITBs paying off? These and other questions were tackled at the ‘Defence in the 43rd Parliament' one-day conference on November 20, 2019. It was staged by the Canadian Global Affairs Institute (CGAI) at the Chateau Laurier hotel, before a full house in the Adam Room. During the opening session, ‘Canadian Defence Procurement – The State of the Union', DND Associate Deputy Minister Claude Rochette was cautiously upbeat about the state of Canadian defence procurements. In the last year, DND has signed about 12,000 contracts and spent about $6 billion on procurements, he said. Most of these contracts were on time and on budget. 2019's defence procurement spending is up from $4.9 billion spent by DND in 2016, Rochette noted. In addition, this year DND will “close out its budget” by spending its allocated funds, he said. Despite some criticisms that Canadian defence procurements are not moving fast enough, “we are doing pretty well,” said Claude Rochette. But the process isn't perfect, he admitted. “We have more work to do.” Rochette's positive assessment was echoed by PSPC Associate Deputy Minister Michael Vandergrift. 2019 “has been a very busy time” in Canadian defence procurement, he said, During the past year, the federal government issued an RfP for the Future Fighter Capability project; sole-sourced Light Armoured Vehicles from General Dynamics Land Systems-Canada; and selected Lockheed Martin to built 15 Canadian Surface Combatant ships. Asked which defence procurements are going well and which are posing challenges, Rochette replied that smaller projects that fall within DND's $5 million spending authority are easy to manage. Where issues crop up is in large multi-million dollar projects with long time lines: Trying to cost them accurately and manage them effectively is akin to asking, “I want to have a car and buy it next year, so tell me how much I'll pay for it (right now),” he said. In a later morning session entitled, ‘Offsets – Is the ITB Policy Delivering?', the panel considered the impact of procurement bidders ‘overcommitting' to ITBs (promising financial benefits worth more than the contracts they are bidding for) on the Canadian defence industry. Such ITB overcommittments, which can be worth 300% or more than the contract being sought, are “introducing unnecessary risk” in the Canadian defence industry, said Rich Foster, Vice President of L3 Harris Technologies - Canada. The result of overcommitting is that contractors are “now focussed more on quantity than quality” in making their procurement decisions, he said. The real victims of ITB overcommittments are SMEs, which lack the resources available to large companies to pay for these big ITBs. The choice facing these SMEs is to directly/indirectly seek such contracts – which can run 20-40 years – “or you go out of business,” said Brian Botting, Director of Strategic Offsets at General Dynamics Missions Systems. “It is a terrible dilemma for them to be in.” The CGAI procurement conference ended with the panel discussion, ‘Defence Procurement Canada'. This is the name of the integrated procurement agency the Liberals proposed during the October 2019 election, to replace the multiple ministries currently sharing this responsibility. The common sense reason for having a single defence procurement agency comes down to human nature: “If you ask two of your kids to take out the garbage, it won't get done,” quipped Alan Williams, President of The Williams Group. “If you ask one of your kids, maybe it will get taken out.” He explained that sharing procurement among ministries causes requires agreement between multiple ministers and deputy ministers – which wastes time -- and that Canada's military allies manage their procurements through single agencies. Creating a separate Defence Procurement Canada (DPC) agency would not be easy, said Jim Mitchell, Research Associate with the University of Ottawa's Graduate School of Public and International Affairs. Speaking from his own government experience, Mitchell observed that such changes are “disruptive, costly, difficult, hard on people, and hurt efficiency and effectiveness for a few years.” Mitchell added that creating DPC would not prevent Treasury Board and other ministries from having a role in defence procurement afterwards. CGAI Fellow Gavin Liddy was just as pessimistic about the value of creating DPC when so many defence procurements are underway. If the government wants “to do one single thing to delay the procurement agenda in the next five to seven years,” then they should instruct defence bureaucrats to create the DPC, Liddy concluded. “Nothing would divert their attention more than doing that.” http://www.canadiandefencereview.com/news?news/2765

DAVID PUGLIESE, OTTAWA CITIZEN Rookie MP Anita Anand was named to one of the federal government's toughest portfolios on Wednesday as Prime Minister Justin Trudeau rearranged his cabinet. Anand, a lawyer, takes over as Minister of Public Services and Procurement, replacing Carla Qualtrough, who became Minister of Employment and Workforce Development. Anand was elected in the October federal election to represent the riding of Oakville. She was a law professor at the University of Toronto specializing in corporate governance and shareholder rights. Anand will have a busy portfolio dealing with the ongoing Phoenix pay fiasco as well as high profile defence procurements such as the acquisition of a new fighter jet fleet as well as the Canadian Surface Combatant program. The fighter jet project is estimated to cost taxpayers up to $19 billion and bids are expected by the end of March. The surface combatant project is estimated to cost between $60 billion and $65 billion. Her background in corporate governance could come in handy as she tries to navigate these two key programs. Other major defence projects that Anand will have to deal with include shipbuilding programs like the Arctic and Offshore Patrol Ships and the Joint Support Ships, both for the Royal Canadian Navy, as well as new icebreakers for the Canadian Coast Guard. Anand will also have to be briefed on the way ahead for the selection of a third shipyard to contribute vessels to the national shipbuilding strategy. Davie Shipbuilding in Levis, Que. is seen as a frontrunner in that competition but an Ontario shipyard is also interested. The Liberals also promised to create a defence procurement agency as part of efforts to improve the purchasing of military equipment so it is expected that Anand will play a key role in the creation of that new organization. The Liberals, however, had said very little about the procurement agency since mentioning it during the election campaign and details about how it would be set up haven't been provided. Other faces in the cabinet announced Wednesday will be familiar to those involved in defence and veterans affairs. Harjit Sajjan remains as Minister of National Defence. Sajjan, who was first appointed defence minister in the fall of 2015, has earned mixed reviews for his performance. But he provides Trudeau with an experienced minister who won't have to be brought up to speed on the defence portfolio. Navdeep Singh Bains continues on as Minister of Innovation, Science and Economic Development and Lawrence MacAulay returns as the Veterans Affairs Minister. Nova Scotia MP Bernadette Jordan, who was first elected in 2015, was named as Minister of Fisheries, Oceans and the Canadian Coast Guard. Although that is seen as a promotion for Jordan, she has experience in the portfolio as she has served as chair of the Commons' fisheries and oceans committee. The coast guard is expected to receive new vessels, including icebreakers. https://ottawacitizen.com/news/national/defence-watch/major-defence-procurements-and-phoenix-pay-fiasco-will-keep-rookie-mp-busy

Andrea Gunn (agunn@herald.ca) OTTAWA, Ont. — Canada could have a thing or two to learn from the Australians when it comes to buying warships, a new report claims. Ian Mack, a retired rear admiral and director-general in the Department of National Defence, released a paper via the Canadian Global Affairs Institute on Friday shedding light on what he believes are some key mistakes in the way Ottawa has handled the $60-billion procurement of a new fleet of frigates. Mack has a unique perspective. He served in his DND role from 2007 to 2017 and was responsible for the conception, shaping and support of the launch and implementation of the National Shipbuilding Strategy, including the initial stages of the Canadian surface combatant competition. In 2017 Mack was selected by the Australian government to join an international expert advisory panel for their Future Frigate Program as it moved into its competitive evaluation process. In the paper, Mack points out the similarities between the two countries: they embarked on the procurement process at about the same time, they both sought to break the boom-and-bust cycle of shipbuilding, and ultimately they would both end up selecting BAE's Type 26 global combat ship as their preferred design. But the differences, Mack says, are what have encumbered Canada's process, and why the Canadian government took three years longer to go from government approval to design selection than the Australians, In the paper, Mack points to excessive red tape, inexperience among officials working on the project, and a general lack of drive to change the process to make it more efficient and cost-effective. For example, the Australian government made the decision up front to restrict the competition to three shipbuilders and their warship designs, whereas Canada only required shipbuilders to qualify to compete, which over 10 of them did. The initial request for proposals for the Canadian surface combatant also included hundreds of mandatory technical requirements characterized in great detail which proved problematic and led to an eventual overhaul of the process. In comparison, for Australia's future frigate, there were only a few mandatory requirements of any kind with further guidance provided to bidders via a question and response process. Mack also pointed out that in Canada, the project management office was about the same size as in Australia but entirely drawn from the public service and the Canadian Armed Forces, with a significant number of team members having little or no applicable industry experience or knowledge, whereas in Australia, the office was populated by knowledgeable contractors. The Canadian government, Mack concludes, has traditionally worn blinders when it comes to executing complex procurement projects. “It takes a serious investment of effort to study what others are doing,” he writes. “One useful place to start is by comprehensively exploring other nations' approaches to identify gems we might adopt and trial before we need to buy warships again.” https://www.thechronicleherald.ca/news/local/why-the-australians-are-better-at-buying-new-warships-than-canadians-report-377148/

OTTAWA — There are fears a brewing battle over the future of NATO could have major implications for Canada, which has relied on the military alliance as a cornerstone of its security, protection and influence in the world for decades. Prime Minister Justin Trudeau is expected to travel to London next month where comments by French President Emmanuel Macron questioning the viability of NATO threaten to overshadow a celebration of the alliance's 70th birthday. Macron warned in an interview with the Economist magazine that the alliance suffers from a lack of U.S. leadership, and that Europe must stop relying on American guarantees of protection and prepare to defend itself. Robert Baines, president of the NATO Association of Canada, says he is concerned about the alliance's future, adding its dissolution would weaken this country's links to other western democracies and leave Canada reliant on the U.S. for security. Defence analyst David Perry of the Canadian Global Affairs Institute says NATO represents an important “counterweight” to what would otherwise be a lopsided Canada-U.S. defence relationship. Baines and Perry suggest Canada is well-placed to bring Washington and Europe together, and that saving the organization should be a priority. This report was first published by The Canadian Press on Nov. 19, 2019. https://lethbridgenewsnow.com/2019/11/19/brewing-battle-over-future-of-nato-creates-minefield-for-canada/

by Bill Brown From Sept. 9 to 20, 2019, personnel from Royal Canadian Air Force's (RCAF) Aurora CP-140 fleet participated Exercise Coalition Virtual Flag (CVF) 19-4, which is led by the United States Air Force (USAF). More than 450 joint and coalition warfighters, located at 23 sites and on three different continents, participated. Canadian participants used the Aurora procedure crew trainer (PCT) mission simulator located in 404 Long Range Patrol and Training Squadron's Thorney Island Simulation Centre at 14 Wing Greenwood, N.S., to participate in the virtual exercise. Using distributed mission training (DMT) architecture, the PCT was connected to dozens of combat missions and flight simulators throughout Canada, the United States, the United Kingdom and Australia. The exercise was hosted by the 705th Combat Training Squadron (CTS) at Kirtland Air Force Base in New Mexico. “Coalition Virtual Flag is an opportunity for our coalition and joint partners to get together. It's a theatre-level exercise that we can practice our tactics, techniques and procedures,” explained the United States Air Force's LCol Angela Messing, commander of 705th CTS. “It takes place in the virtual and simulated world with environment generators that replicate the exact threats that we're facing.” Canadian planning for the annual complex, joint warfare simulation started almost a year ago, with 404 Squadron's modeling and simulation experts working closely with the Royal Canadian Navy's Distributed Mission Operations Centre, the RCAF Aerospace Warfare Centre's modelling and simulation co-ordination team, and modelling and simulation planners Distributed Mission Operations Center at Kirtland Air Force Base. 404 Squadron and 405 Long Range Patrol Squadron provided two crews to complete the five missions. Crew planning took place over several days, and included preparing for authentic anti-surface and anti-submarine warfare tasks. The Aurora crews faced a multi-threat, open conflict simulation scenario, and worked alongside allies from the United States Air Force, the United States Navy, the Royal Australian Air Force and the Royal Air Force. Exercise Coalition Virtual Flag represents the highest level of training that can be achieved through simulation. The crews must fight together or fail together. Miscommunication on and off their own aircraft can have deadly results, with friendly units engaged by opposing force weapons systems. The Aurora is a very capable surveillance and reconnaissance aircraft and, using its advanced sensors, has abundant tactical information to share with supported fighting forces. Adding to the opportunity of exercising in a coalition DMT environment, crews conducted tactics development and confirmation for two tactical electronic warfare instructor course mentors. With the centre of excellence residing in 404 Squadron's Simulation Flight, the CP-140 fleet will continue to advance its simulation training capabilities. Several small-scale monthly DMT exercises are planned with the Navy's Distributed Mission Operations Centre and ships' combat teams over the coming months. https://www.skiesmag.com/news/rcaf-participates-in-highest-level-simulated-mission-circling-the-globe

CAE, Jazz Aviation, and Seneca have teamed up to develop Jazz Approach, an innovative Canadian program to provide Jazz with a pipeline of top-quality first officers. Cadets will receive a letter of employment from Jazz upon selection into the program, allowing for a direct path to join the airline as first officers conditional upon successful completion of the program. The parties involved have signed a five-year partnership agreement and the first cohort is set to begin training in April 2020. “CAE creates over 1,500 new pilots yearly over 30 cadet training programs globally, and we are thrilled to add a first Canadian cadet pilot training program to our list of curricula,” said Nick Leontidis, CAE's group president, Civil Aviation Training Solutions. “The demand for pilots has never been so high. With over 300,000 pilots needed globally over the next decade, CAE is working closely with airlines around the world to come up with pilot creation solutions. This program is a one-of-a-kind program, and a great example of how the Canadian aviation industry is working closely together to come up with innovative solutions to face that challenge. We thank Jazz for its trust, we are honored to help expand upon its pipeline of future pilots and we look forward to training them alongside Seneca.” Jazz Aviation's pilots have been training in CAE's network in Canada since 2003. Now, under this new agreement, with its partner Seneca, CAE will be assisting Jazz in the selection, training and certification of new pilots. “We are very excited to partner with two exceptional Canadian organizations, CAE and Seneca, to introduce the Jazz Approach program,” said Capt Steve Linthwaite, vice-president, Flight Operations for Jazz Aviation. “For Jazz, this innovative initiative will be an expansion of our Jazz Aviation Pathways Program (Jazz APP) and provides yet another avenue for future generations of pilots to launch their careers in aviation. The roots of the Jazz APP program go back to 2007 and the addition of Jazz Approach is an important step in growing the program to yet another level. We have worked with both CAE and Seneca for many years and we are delighted to have the opportunity to join together to introduce this program in Canada.” “We are thrilled to be partnering with CAE and Jazz Aviation through this innovative all-Canadian collaboration. The Jazz Approach program builds on the success of our partnership with Jazz Aviation and will be an excellent addition to the suite of academic and hands-on training offered within our School of Aviation,” said Lynne McMullen, director of strategic partnerships with Seneca's School of Aviation. “The Jazz Approach program is another opportunity for Seneca to be on the forefront of flight training in Canada.” About the Jazz Approach program CAE, Jazz and Seneca developed the Jazz Approach program in close collaboration, showcasing the latest competency-based training innovations. The Jazz Approach program embeds Jazz Aviation standard operating procedures (SOPs) and threat and error management strategies. Under the terms of this program, CAE will conduct recruitment, assessment and selection of the cadets according to Jazz's defined criteria. The cadets will undergo the integrated airline transport pilot license (ATPL) training over 18 months at Seneca's School of Aviation in Peterborough, Ont. Following completion, CAE will provide a CRJ200 type rating at CAE Toronto, leveraging CAE's innovative training equipment. Upon successful completion of the training program and subject to certain conditions, the first graduates will join Jazz Aviation as first officers by the end of 2021. Applications for the Jazz Approach training program will open on Dec. 1, 2019. https://www.skiesmag.com/press-releases/cae-jazz-and-seneca-launch-first-cadet-pilot-training-program-in-canada

By Lee Harding The Liberal government announced its new cabinet on Nov. 20—the very same day the Canadian Global Affairs Institute hosted its annual event on the topic of military procurement. Given that an overhaul in that area is sorely needed, Canada can learn a lot from Australia, Ian Mack wrote in a recent report for the institute. Mack is uniquely qualified to make that assessment, having worked with both governments in their process of awarding contracts for military sea vessels. While he believes both countries had an acceptable result, his report, titled “Another Way to Buy Frigates,” suggests the Canadian approach adds work, balloons costs, and delays success. The re-elected Trudeau government should take note. The Liberals proposed significant changes to Canada's defence procurement system during the election campaign, but it will be a tall order to change this process. The land down under is isolated in a less secure part of the globe, without a nearby superpower like the United States to watch its back. So if Australia is far more diligent about defence than Canada, it might be due to necessity. The last time Canada had a proper and comprehensive white paper on defence was 1994. Australia has had three in the 21st century. Australia's effectiveness goes from the top down, something Canada knows nothing of. As Mack explains, “Canada, uniquely among its allies, has multiple government departments and central agencies significantly involved in the minutiae of its major military procurement projects.” These include Defence; Treasury Board; Finance; Public Services and Procurement; Justice; Innovation, Science and Economic Development—and even more. Meanwhile in Australia, the minister of defence is responsible for all aspects of navy shipbuilding. This includes setting operational and technical requirements, securing funds, developing a plan to benefit domestic industries, and satisfying the legal aspects of procurement. Each country had a project management office of roughly the same size, but Canada's was, frankly, less competent. Australia's office had many knowledgeable contractors working alongside the Department of Defence, whereas Canada's team had many from the public service and armed forces with “little or no applicable experience or knowledge,” according to Mack. “In Canada, significant effort was expended on regular reporting to layers of senior governance,” he says in the report. But it was paperwork and process for its own sake, and impractical in its effect. “Despite the onerous reporting demands, only a few key decisions were rendered and rarely in a timely manner. The opposite was the case in Australia.” In seemingly every aspect of development, Canada made things rigid, complicated, and fragmented, while Australia made them flexible, cohesive, and collaborative. Canada made stand-alone contracts for each sequence of the process. Australia worked with contractors to establish “end-to-end accountability.” Canada's initial request for proposal included hundreds of technical requirements that bidders had to prove. Australia had few mandatory requirements, but worked alongside bidders to explore their respective proposed solutions. In Canada, the intellectual property, liabilities, and insurance requirements were debated at length and only decided hours before the request for proposal was made. Hundreds of criteria got a numerical score, and the sum of all scores won the bid. Canada was “preoccupied” about a public appearance of fairness and avoiding lawsuits. (Nevertheless, the controversy over former Vice-Admiral Mark Norman and complaints from Irving Shipbuilding over the bid for a navy supply vessel shows it failed at this.) Shipbuilders bidding in Australia were confident of a fair system without any of those things. The department did not announce its evaluation criteria, nor was the evaluation report the only factor. Instead, the department stated its objectives and worked collaboratively with three potential bidders in their respective approaches. In Mack's words, this left “the competition to be more about assessing apples, oranges, and bananas” than about tallying up numerical scores. Mack says he could not make the Canadian system work like Australia's because the procurement, request for proposals, and resulting contracts were done outside of the Department of National Defence. At the time, he was “simply unaware of the intricacies of the Australian approach” because he hadn't yet been exposed to it. Regardless, he had already surmised that Canadian bureaucrats “did not want changes to their tried and true ways of doing business” and clung to “adherence to prescriptive and traditional methodologies.” https://www.theepochtimes.com/military-procurement-what-the-new-cabinet-can-learn-from-australia_3150065.html