13 mars 2024 | Local, Terrestre

Darren Fisher and Andy Fillmore to hold a media availability on defence innovation in Halifax Regional Municipality

On Friday, March 15, 2024, Darren Fisher, Member of Parliament for Dartmouth–Cole Harbour, and Andy Fillmore, Member of Parliament for Halifax, will hold a media availability on defence innovation in the Halifax Regional Municipality. They will make an announcement on behalf of the Honourable Bill Blair, Minister of National Defence.

https://www.canada.ca/en/department-national-defence/news/2024/03/darren-fisher-and-andy-fillmore-to-hold-a-media-availability-on-defence-innovation-in-halifax-regional-municipality.html

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  • Push to use allies to train needed Canadian fighter pilots no longer being considered

    18 décembre 2018 | Local, Aérospatial

    Push to use allies to train needed Canadian fighter pilots no longer being considered

    David Pugliese, Ottawa Citizen A Canadian military plan to boost the number of fighter pilots through a one-time push using allied training won't be happening, and instead the number of aviators will be increased gradually over the next seven years using the existing domestic system. The plan to make use of allied training to increase the numbers of pilots to fly the interim fighter jets being acquired by the Liberals was outlined to Defence Minister Harjit Sajjan in November 2016, according to documents obtained by Postmedia. “Fighter pilot production would need to be increased above current numbers to fly the additional mission ready aircraft,” Sajjan was told as the number of jets in the military's inventory would be boosted. “This would be done by utilizing allied training capacity with a one-time investment.” That initiative would allow Canada to have the needed pilots in place by 2023, the briefing added. The push for more pilots was to coincide with the purchase of 18 Super Hornets from Boeing, a U.S. aerospace firm. But that deal collapsed after a trade complaint and Canada is now buying 25 used F-18 aircraft from Australia. A one-time push for allied training would no longer be needed. “As the Australian F-18 jets are very similar to our CF-18's, there will be no difference in training our pilots,” an email from the Canadian Forces noted. “We will be using our existing pilots and growing their number gradually over the next five to seven years,” it added. Last month Auditor General Michael Ferguson noted that the additional aircraft being acquired as an interim measure meant that the Canadian Forces “would need to considerably increase the number of trained pilots. National Defence is unlikely to be able to do so because pilots have been leaving the fighter force faster than new ones could be trained.” Military aviators worldwide are being lured away from their jobs by the growing demand in the civilian aviation market for airline pilots. But RCAF commander Lt.-Gen. Al Meinzinger told the Commons public accounts committee Dec. 3 that the main reason for Canadian pilots leaving had to do with family. “Certainly the feedback from those who are releasing is it's a question of family, challenges for their family,” Meinzinger said. “There's a dimension of ops tempo, work-life balance, predictability in terms of geographical location, and then typically fifth or sixth are comments about financial remuneration.” Canada's main fighter bases are in Cold Lake, Alta., and Bagotville, Que. Meinzinger said there can also be issues with spouses finding employment in the locations where the pilots operate from. In addition, some pilots don't want to be transferred to desk jobs and want to continue with flight operations. The specific number of fighter pilots the Canadian Forces is short of is considered secret. In the email to Postmedia, the RCAF says it is looking at several ways to attract and retain fighter pilots “which include initiatives to make living and working in our organization the best it can be.” “This includes looking at increasing the number of staff positions where pilots still get to fly and reviewing options of longer flying tours, which would provide our members with added stability, enable them to fly longer, and retains valuable experience at the squadrons to train or upgrade qualifications of junior members,” the RCAF added. The RCAF also says it may consider sending its trained pilots to work with allied air forces to gain further experience if there is a need. There have been problems, on and off, since the late 1990s with producing and retaining Canadian military pilots. Postmedia reported that the Canadian Forces had to send fledgling fighter pilots down to the U.S. between 2011 and 2013 because of ongoing issues, including the availability of training aircraft provided by civilian contractors at the flying training facilities in Moose Jaw, Sask., and Cold Lake. That reduction in aircraft availability reduced the level of training, which in turn “negatively impacted the pilot production capability,” according to a briefing for then Chief of the Defence Staff Gen. Walt Natynczyk. dpugliese@postmedia.com Twitter.com/davidpugliese https://nationalpost.com/news/push-to-use-allies-to-train-needed-canadian-fighter-pilots-no-longer-being-considered

  • S’envoler au-dessus et au-delà à l’environnement protégé des systèmes de défense contre les systèmes aéronefs sans pilote!

    24 août 2022 | Local, Aérospatial

    S’envoler au-dessus et au-delà à l’environnement protégé des systèmes de défense contre les systèmes aéronefs sans pilote!

    Le programme IDEeS tiendra son deuxième environnement protégé pour son défi, Détecter et vaincre : Contrer les systèmes aéronefs sans pilotes (CUAS), à Suffield en Alberta du 12 septembre au 7 octobre, 2022. IDEeS, en partenariat avec le Commandement des opérations interarmées du Canada dirige l'effort lié aux CUAS, en collaboration avec l'Armée canadienne, la Marine royale canadienne, l'Aviation royale canadienne, le Commandement des Forces d'opérations spéciales du Canada et le département de la défense américaine Irregular Warfare Technical Support Directorate. Le programme IDEeS et ses partenaires sont impatients d'accueillir des participants de divers pays alliés afin de développer et d'accroître les connaissances sur certains types de technologies qui présentent un intérêt plus élevé dans le domaine des systèmes aéronefs sans pilote. Visitez la page web de l'environnement protégé pour plus d'information et restez à l'écoute pour plus de mise à jour sur l'événement! IDEeS est en partenariat avec COMFOSCAN à Hack the North! Le Commandement des Forces d'opérations spéciales du Canada (COMFOSCAN) et IDEeS sont excités de rencontrer les jeunes les plus brillants de partout dans le monde lors de l'un des plus grands hackathons au Canada qui se déroulera à l'Université de Waterloo, Hack the North (en anglais seulement), du 16 au 18 septembre 2022. Les étudiants auront la chance de rencontrer des spécialistes du ministère de la Défense nationale et des Forces armées canadiennes (MDN/FAC) et de déchiffrer le code des défis de l'interface de programmation d'applications. Hackers, démarrez vos moteurs et que la course commence ! L'Équipe IDEeS

  • Defence Business Planning in Canada

    2 novembre 2018 | Local, Aérospatial, Naval, Terrestre, C4ISR, Sécurité

    Defence Business Planning in Canada

    by Ross Fetterly CGAI Fellow October 2018 “Running any complex organization during a period of major change, especially large and complex organizations, requires careful attention to the essentials of management.”1 The history of defence reform in Canada has been one of a constant struggle to renew both core military capabilities and personnel strengths, while searching for increased efficiency within a limited budget. Indeed, the Canadian Armed Forces/Department of National Defence (DND/CAF) operates on a magnitude and complexity across a broad range of diverse responsibilities unique in Canada. At a time when global security demands our constant attention, and when the CAF operates outside Canada in a less permissive and uncertain environment, resource management is important. The environment is increasingly one of unilateralism and multi-dimensional conflict, with unconventional means used to disrupt both national institutions and long-standing multi-national arrangements. While state organizations commit many non-military actions such as cyber-security attacks, defence organizations have a significant role to play in this domain. This requires resourcing defence to build capacities that support whole-of-government initiatives which enhance the Canadian government's resiliency in response to the multi-dimensional actions taken by illiberal or non-democratic states. Defence business planning has a key role in realigning resources and activities in response to shifting geopolitical realities. Management of defence resources is about transforming them into military capabilities in a relevant manner and in accordance with government policy. Defence establishments are unique within national government institutions, as well as in organizations in general. Nevertheless, they are required to produce certain outputs and are given a range of resources to achieve that. To accomplish assigned tasks, those resources need to be put through a deliberate business-process mechanism. The objective of the defence business planning process is to provide a pragmatic method of documenting organizational priorities and objectives, and communicating them internally while highlighting and addressing any constraints. Business planning is well established within the Canadian defence establishment. In recent years, the business planning approval process has become a key focal point in the departmental Investment Resource Management Committee (IRMC) leading up to the start of a fiscal year. Yet, the 2017 defence policy, Strong, Secure, Engaged (SSE), has dramatically changed the dynamics of resource management at National Defence Headquarters (NDHQ). From a relatively stable status quo, to an environment where programmed personnel, equipment and funding increases are significant, managing change and the new initiatives as articulated in SSE, becomes a central institutional priority. Business planning is the primary process to manage implementation and execution of this relatively ambitious program. The discussion of defence business planning will begin with its challenges, and then provide an overview of factors inherent in resource demands. The third section will examine defence resource management reforms and the impact on implementing SSE, and then address factors affecting change in business planning, as well as consideration of enduring challenges. The final section will highlight that defence business planning is the bridge between near- and long-term planning and then articulate why it will need to act as a primary enabler in implementing SSE-directed activities. Full report: https://www.cgai.ca/defence_business_planning_in_canada

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