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It almost seemed like a throwaway line at the end of the Liberal Party's 2019 election platform, in a section on proposed approaches to security: “To ensure that Canada's biggest and most complex defence procurement projects are delivered on time and with greater transparency to Parliament, we will move forward with the creation of Defence Procurement Canada.” Little was said about the proposal during the election campaign, but in the mandate letters to ministers that followed, National Defence (DND), Public Services and Procurement (PSPC), and Fisheries, Oceans and the Canadian Coast Guard were tasked with bringing forward options to establish Defence Procurement Canada (DPC), a priority, the Prime Minister wrote, “to be developed concurrently with ongoing procurement projects and existing timelines.” Whether DPC would be a department, standalone agency or new entity within an existing department isn't clear. Nor is it apparent how the government would consolidate and streamline the myriad procurement functions of multiple departments. Jody Thomas, deputy minister of National Defence, acknowledged as much during an address to the Canadian Global Affairs Institute (CGAI) Jan. 29 when asked about DPC progress. “I don't know what it is going to look like ... We're building a governance to look at what the options could be and we are studying what other countries have done,” she said, noting that a standalone agency outside the department of defence has not necessarily worked particularly well in other countries. “Everything is on the table. We're looking at it, but we haven't actually begun the work in earnest.” The idea of moving defence procurement under a single point of accountability is hardly new. Alan Williams, a former assistant deputy minister of Material (Adm Mat), made the case for a single agency in a 2006 book, Reinventing Canadian Defence Procurement. And the Canadian Association of Defence and Security Industries (CADSI) issued a report in 2009 calling for a “separate defence procurement agency reporting through a single Minister ... [to] consolidate procurement, industrial, contracting and trade mandates into one new department, like a Defence Production Department, reporting to a minister.” More recently, an interim report on defence procurement by the Senate Committee on National Defence in June 2019 argued that “a single agency could simplify the complex procurement governance framework. Serious consideration could also be given to empowering project officials and making the Department of National Defence the lead department.” Williams remains a strong proponent. In a presentation to a CGAI conference on defence procurement in the new Parliament in late November, he greeted the DPC decision with a “hallelujah,” pointing to the high cost created by overlap and duplication when multiple ministers are involved in a military acquisition decision, and the tendency to play the “blame game” when delays or problems arise and there is no single point of accountability. But he cautioned that the initiative would falter without better system-wide performance measures on cost, schedules and other metrics. “If you don't monitor and put public pressure on the system, things will [slide],” he said. Williams also called for a defence industrial plan, backed by Cabinet approval, to help identify where to invest defence capital, and “a culture that recognizes and demands innovative creativity, taking chances.” Other former senior civil servants, many with decades of experience in public sector organizational reform, were less optimistic about the prospects of a new agency or departmental corporation. “There is always a good reason why things are the way they are,” said Jim Mitchell, a research associate with the Graduate School of Public and International Affairs at the University of Ottawa and part of massive reorganization of government departments undertaken by Prime Minister Kim Campbell during her brief tenure in 1993. “If you want to change things, you first have to understand, why do we have the current situation that we have in defence procurement and who are the people who have a major stake in the status quo and why? If you don't understand that, you are going to get into big trouble,” he warned the CGAI audience of government and industry leaders. At a time when the departments are moving a record number of equipment projects, including CF-188 Hornet replacement, through the acquisition process under the government's 2017 defence policy, any restructuring could significantly delay progress. “Organizational change is always disruptive, it's costly, it's difficult, it's hard on people, it hurts efficiency and effectiveness of organizations for a couple of years at minimum,” said Mitchell. “It is something you do very, very carefully.” It's a point not lost on CADSI. “The sheer scale of the change required to make DPC real should give companies pause. It could involve some 4,000-6,000 government employees from at least three departments and multiple pieces of legislation, all while the government is in the middle of the most aggressive defence spending spree in a generation,” the association wrote in an email to members in December. A vocal proponent of improving procurement, it called DPC “a leap of faith,” suggesting it might be “a gamble that years of disruption will be worth it and that the outcomes of a new system will produce measurably better results, including for industry.” Gavin Liddy, a former assistant deputy minister with PSPC, questioned the reasoning for change when measures from earlier procurement reform efforts such as increased DND contracting authority up to $5 million are still taking effect. “You really need an extraordinarily compelling reason to make any kind of organizational change. And every time we have attempted it ... it takes five to seven years before the organization is up and standing on its feet,” he told CGAI. “If you want to do one single thing to delay the defence procurement agenda...create a defence procurement agency. Nothing would divert attention more than doing that.” While few questioned the need for enhancements to the defence procurement process, many of the CGAI participants raised doubts about the logic of introducing a new entity less than three years into the government's 20-year strategy. Thomas described a number of improvements to project management and governance that are already making a difference. “The budgeting and project management in defence is really extraordinarily well done. If I am told by ADM Mat they are going to spend $5.2 billion, then that is what they spend. And we have the ability to bring more down, or less, depending on how projects are rolling,” she explained. “We are completely transparent about how we are getting money spent, what the milestones are on projects ... The program management board is functioning differently and pulling things forward instead of waiting until somebody is ready to push it forward.” “And we are working with PSPC. I think it is time to look at the government contracting [regulations], how much we compete, what we sole source, the reasons we sole source. I think there is a lot of work there that can be done that will improve the system even more.” https://www.skiesmag.com/news/new-defence-procurement-agency-would-be-disruptive-costly

Ottawa, Canada: ABS today announced it is engaged in a pilot program with the Royal Canadian Navy (RCN) and Defence Research and Development Canada (DRDC) to deliver the ABS Digital Asset Framework for the RCN's Maritime Coastal Defence Vessels. The ABS Digital Asset Framework forms the foundation of a broader Conditioned-Based Class program that transforms ship classification from a calendar-based schedule to a condition-based model. The project, which will start with HMCS Saskatoon, will support the RCN's larger Digital Navy Initiative. “ABS is a leader in delivering condition-based maintenance data services in maritime and offshore applications, and we are proud that the RCN have chosen to work with us on this landmark project,” said Christopher J. Wiernicki, ABS Chairman, President and CEO. “Through our digital programs for commercial and government clients, we are seeing first-hand the power of these technologies to drive improved asset performance and operational safety.” In the pilot program, a network of data models will be generated from a suite of ABS digital solutions which include advanced condition analysis tools. This network of data models will support the execution of an integrity management program developed specifically for the RCN. The multi-year pilot program will enable the RCN to monitor the condition of the vessel throughout its remaining service life using digital twin technology and advanced ABS analytics to identify anomalies, guiding inspection and maintenance planning. ABS digital solutions that will be applied during this pilot program include: • A vessel-specific structural sensor plan designed for measurement of global hull response • Hull sensor pre-processing and data quality checks • Hull and operational data dashboard visualizations • Full structural digital twin creation and analytics • RAM Analysis Together, the digital solutions offer greater access to vessel-wide intelligence providing a more holistic view of structural health and the condition of on-board equipment. This allows the RCN to plan future maintenance actions based on the actual condition of the vessel. About ABS ABS, a leading global provider of classification and technical advisory services to the marine and offshore industries, is committed to setting standards for safety and excellence in design and construction. Focused on safe and practical application of advanced technologies and digital solutions, ABS works with industry and clients to develop accurate and cost-effective compliance, optimized performance and operational efficiency for marine and offshore assets. View source version on businesswire.com: https://www.businesswire.com/news/home/20200217005014/en/

Rolls-Royce has broken ground on a new expansion to its Centre of Excellence for Naval Handling equipment in Canada. Design and manufacture of the Rolls-Royce Mission Bay Handling System (MBHS) will take place inside the new facility in Peterborough, Ontario. The MBHS is a feature of the Global Combat Ship design, selected for the Canadian Surface Combatant (CSC), Australian Hunter Class and UK Type 26 programs. The Canadian Federal Government has already selected the Global Combat Ship design for the Royal Canadian Navy's 15 new CSC ships. Bruce Lennie, Rolls-Royce, vice president, business development and government affairs said: "We are pleased to welcome Minister Monsef, MPP Smith and Mayor Therrien to mark this significant milestone in developing our infrastructure which will support the Canadian Surface Combatant program. "This centre will harness and build upon the wealth of Canadian engineering and technological expertise we have at Rolls-Royce. "We look forward to growing our business in country, further developing our supply chain and enhancing our contributions to the Canadian economy." Rolls-Royce employs more than 1,000 people across five facilities in cities including Montreal, Ottawa and Peterborough. https://www.insidermedia.com/news/midlands/rolls-royce-breaks-ground-on-canada-expansion

Rolls-Royce has started expansion work on its Centre of Excellence for Naval Handling equipment in Peterborough, Ontario, Canada. The ground-breaking ceremony was witnessed by Peterborough-Kawartha Minister Maryam Monsef, Provincial Parliament Member Dave Smith, and Peterborough Mayor Diane Therrien. The newly expanded facility will accommodate the design and manufacture of Rolls-Royce Mission Bay Handling System (MBHS). MBHS is a manufacturing system that will support the Canadian Surface Combatant (CSC), as well as the UK's Type 26 and Australian Hunter-class programmes. The MBHS offers a flexible and compatible low-risk solution, holding the capability to launch and recover naval vehicles. It can also move containerised packages without the aid of a dockside crane. Rolls-Royce Business Development & Government Affairs vice-president Bruce Lennie said: “We are pleased to welcome Minister Monsef, MPP Smith and Mayor Therrien to mark this significant milestone in developing our infrastructure, which will support the Canadian Surface Combatant programme. “This centre will harness and build upon the wealth of Canadian engineering and technological expertise we have at Rolls-Royce. We look forward to growing our business in-country, further developing our supply chain and enhancing our contributions to the Canadian economy.” The upcoming infrastructure expansion is aimed to benefit the Canadian economy and Canada's Armed Forces. The Global Combat Ship design for ships CSC ships have been approved by the Canadian Federal Government. Under the deal, 15 new CSC ships are to be manufactured. According to the company, the Canadian supply chain network has also been expanded to support the domestic and international export openings created by the Global Combat Ship programme. Rolls-Royce currently has over 1,000 Canadian workforces across five facilities, including in Montreal, Ottawa and Peterborough. https://www.naval-technology.com/news/rolls-royce-invests-in-facility-expansion-for-canadas-csc-project/

Le consortium HFTS qui réunit, à parts égales, Airbus Helicopters, CAE, Rheinmetall et Thales, va procéder à la remise à niveau des simulateurs NH90 au tout dernier standard hélicoptère MR-1. Le consortium HFTS qui réunit, à parts égales, Airbus Helicopters, CAE, Rheinmetall et Thales, va procéder à la remise à niveau des quatre simulateurs de mission NH90 des forces allemandes au tout dernier standard hélicoptère MR-1. Signé récemment, le contrat vient compléter le contrat de financement privé initial signé en 2004. "Cette modernisation s'accompagne d'une rénovation des configurations informatiques, du remplacement du poste instructeurs et du logiciel d'animation de la situation tactique (CGF) et prévoit une certification de niveau C auprès de l'autorité européenne EASA", indique Thales qui poursuit : "gr'ce à ce programme, les forces armées allemandes pourront fournir des services de formations de pointe pour leurs équipages NH90 dans un environnement virtuel. De plus, l'interconnexion des simulateurs répartis sur les sites de Bückeburg, Fassberg et Holzdorf et l'ouverture vers les autres moyens d'entrainement de l'Armée allemande permettra aux équipages de faire de l'entraînement collectif sur des missions complexes". "Tous les pilotes de NH90 des forces armées allemandes ont utilisé exclusivement les simulateurs de HFTS GmbH au cours de la dernière décennie, totalisant 200 000 heures de vol. Des clients internationaux tels que la Suède, la Belgique, la Finlande et la Nouvelle-Zélande se sont également entraînés avec succès sur les simulateurs NH90 ces dernières années", souligne Peter Halbig, directeur du consortium. https://www.air-cosmos.com/article/nh90-modernisation-de-quatre-simulateurs-de-mission-22576

The Quebec government is defending its decision to invest $30 million in a project to build blimps or airships to transport heavy equipment and supplies to remote areas of the province that lack roads. In June, the government announced it was buying a minority stake in French blimp manufacturer Flying Whales that plans to build a production facility in the Montreal area within five years. The French company is developing a 150-metre-long airship capable of carrying up to 60 tonnes of cargo. Terms of the agreement were not disclosed. Quebec will join France and China as shareholders in the company founded in 2012. Flying Whales is working with Pratt & Whitney Canada (PWC) on a propulsion system that would be adapted from existing helicopter turbines. A spokesperson for PWC confirmed the company is a partner in the project, but said it is still too early in the process to add further comment. “I'm not even sure we've signed a contract with Flying Whales, but it's something very different than what's out there and we're always looking to be involved in advanced projects,” said Catherine Cunningham, assistant director, Public Relations and Communications at PWC. However, Quebec opposition parties are demanding access to a study that supports the project, claiming it's not economically feasible. In 2017, the previous Liberal government declined to partner with Flying Whales for a similar project. But the current Quebec government claims the new project is better laid out and is supported by many sources that were not identified. This isn't the first time a company has tried to build airships in the province. In 2015, LTA Aerostructures, a Montreal-based company with American and Canadian backers, announced plans to build a $60 million production facility in Mirabel to build airships capable of transporting up to 70 million tonnes of cargo. However, the plant was never built and the company's website is no longer active. https://www.skiesmag.com/news/quebec-defends-30-million-flying-whales-investment

Comment exploiter les marchés gouvernementaux québécois! Série de 5 webinaires GRATUITS Le gouvernement du Québec en partenariat avec le Réseau des Femmes d'affaires du Québec vous convient à une série de 5 webinaires pour vous informer des innombrables opportunités dont les petites et moyennes entreprises peuvent bénéficier en faisant affaire avec le gouvernement du Québec. Animé par Cyrille D'Almeida, chargé de cours à l'université Laval et gestionnaire principal à Stratégie Contact, Veille et promotions des contrats gouvernementaux. Mercredi 11 mars 2020 de 9 h à 10 h 30 Comprendre le processus d'approvisionnement et des achats du gouvernement du Québec Mercredi 1er avril 2020 de 9 h à 10 h 30 Identifier les opportunités de marchés Mercredi 22 avril 2020 de 9 h à 10 h 30 Se préparer à faire des offres et à les localiser sur les sites Mercredi 13 mai 2020 de 9 h à 10 h 30 S'inscrire en ligne comme fournisseur potentiel Mercredi 3 juin 2020 de 9 h à 10 h 30 Effectuer les suivis et post mortem des rencontres Coût : Gratuit Réservation en ligne obligatoire Un lien vous sera envoyé pour vous connecter quelques jours avant les webinaires Info : 514 521-5119, poste 116 ou 1 800 332-2683, lblondin@rfaq.ca Une initiative du : Secrétariat à la condition féminine Québec

BY AMANDA CONNOLLY AND KERRI BREEN The top U.S. official in Ottawa says in his country's view, Canada is not likely to hit the defence spending targets it has promised. Richard Mills, the U.S. Embassy's chargé d'affaires, said while there have been positive spending steps by the Canadian government, the view south of the border is that Canada will fall short in hitting its promised investment of two per cent of GDP on defence. “We were very pleased with some of the defence spending that's occurred under this government, including some effort to buy new frigates, some new airplanes,” he said in an interview with The West Block's Mercedes Stephenson. “But to be quite honest with you, Mercedes, the Canadian government is not on course to meet two per cent by 2024. In fact, they probably will reach a peak — in our estimate, around 1.4 per cent — in 2024 and then decline rapidly.” Canada, along with other NATO members, agreed in 2014 to increase spending on defence to the tune of two per cent of GDP by 2024. But according to NATO estimates from November, just nine of out of 29 member nations have met the goal. U.S. President Donald Trump has aggressively pushed allies to meet those promises since his election in 2016. And in November, Global News learned that the U.S. took the unusual step of sending a diplomatic letter criticizing Canadian military spending. Canada's prime minister and defence minister, however, have pointed out that a plan has been established to dramatically increase defence investment. In 2017, Ottawa announced it would boost the annual defence budget to almost $33 billion within a decade, an increase of 70 per cent. “The relationship with Canada and the U.S., the defence relationship, I think, is even stronger now, because they see a tangible plan that we have created,” Defence Minister Harjit Sajjan said on an episode of The West Block that aired on Nov. 24. Prime Minister Justin Trudeau has also insisted that there are other ways to measure the value of a country's military contributions and frequently cites the steep costs Canadian soldiers and peacekeepers have paid on allied missions around the world. Canada currently sits at 1.31 per cent in terms of how much of its GDP goes towards defence spending. That's up from about 1 per cent in 2014. Mills said the U.S. views hitting the two per cent target — or at least getting close — as crucial in order for Canada to be taken seriously. “This is important because our common security requires common burden sharing and we want to see our Canadian friends and Canada have a voice in international relations, have a strong voice because we share the same outlook,” he said. “But to be listened to, there has to be something behind you and that requires investment in the military.” Mills is currently the highest-ranking official at the U.S. Embassy in Ottawa. Kelly Craft, the previous ambassador to Canada, was tapped to represent the U.S. at the United Nations last year. On Tuesday, the White House said Trump would nominate Dr. Aldona Wos to serve as the new ambassador. https://globalnews.ca/news/6556192/canada-2-defence-spending-pledge/

Hello, There is only one week left to apply for the Corrosion Detection in Ships Sandbox (applications due by 19 Feb)! We have received a number of technical questions from innovators and have prepared a short FAQ in response to help those interested to best complete their application. We are looking forward to seeing your ingenious ways of finding corrosion trouble spots for the Royal Canadian Navy in action. FAQs on the Corrosion Detection in Ships Sandbox Thank you, The IDEaS Team --------------------------------------------------------------------------------------------------------------------------------------------------------- Bonjour, Il ne reste plus qu'une semaine pour soumettre votre application pour l'Environnement protégé relatif à la détection de la corrosion sur les navires de la Marine royale canadienne (l'échéance est le 19 février)! Nous avons déjà reçu un certain nombre de questions techniques de la part d'innovateurs. Sur ce, nous avons préparé une foire aux questions dans le but d'offrir des réponses pour appuyer les personnes qui souhaitent compléter leur demande. Nous sommes prêts à recevoir vos solutions novatrices pour détecter la corrosion à bord des navires. Foire aux questions sur l'Environnement protégé relative à la détection de la corrosion sur les navires de la Marine royale canadienne Merci, L'équipe IDEeS Hello, There is only one week left to apply for the Corrosion Detection in Ships Sandbox (applications due by 19 Feb)! We have received a number of technical questions from innovators and have prepared a short FAQ in response to help those interested to best complete their application. We are looking forward to seeing your ingenious ways of finding corrosion trouble spots for the Royal Canadian Navy in action. FAQs on the Corrosion Detection in Ships Sandbox Thank you, The IDEaS Team --------------------------------------------------------------------------------------------------------------------------------------------------------- Bonjour, Il ne reste plus qu'une semaine pour soumettre votre application pour l'Environnement protégé relatif à la détection de la corrosion sur les navires de la Marine royale canadienne (l'échéance est le 19 février)! Nous avons déjà reçu un certain nombre de questions techniques de la part d'innovateurs. Sur ce, nous avons préparé une foire aux questions dans le but d'offrir des réponses pour appuyer les personnes qui souhaitent compléter leur demande. Nous sommes prêts à recevoir vos solutions novatrices pour détecter la corrosion à bord des navires. Foire aux questions sur l'Environnement protégé relative à la détection de la corrosion sur les navires de la Marine royale canadienne Merci, L'équipe IDEeS