8 janvier 2021 | Local, Aérospatial, Naval, Terrestre, C4ISR, Sécurité, Autre défense

Poor IT support hurting Canadian military operations, internal review finds

Poor IT support hurting Canadian military operations, internal review finds

Lee Berthiaume The Canadian Press

OTTAWA -- An internal Defence Department report has warned that Canadian Armed Forces operations and security may be at risk due to major problems with how the military's computer networks are built and supported.

The report follows a review of the Defence Department's information management and technology systems, which are described as "critical" to the success of Canadian military operations and training.

That review uncovered a patchwork of IT systems across the Defence Department and Armed Forces that was not only inefficient and expensive to maintain, but also often out-of-date and poorly supported.

The brunt of the report's criticism is directed at the technical support provided to the military by another federal entity, Shared Services Canada, the agency that took over management of most federal networks in August 2011.

Nearly all defence and military officials who participated in the review were upset by the amount of time it took Shared Services to respond to requests for help, according to the report. In some instances, those delays harmed operations.

The report cited one instance in which an email server that went down during an unspecified domestic mission couldn't be fixed right away because it was a weekend and Shared Services did not have staff on call.

The reviewers also found that a quarter of requests for assistance made to Shared Services remained unresolved after six months, and the agency did not have anybody in Europe to help the hundreds of Canadian troops posted there.

While the problems were partly attributed to a lack of appropriate IT resources and staff, the report also flagged the lack of an agreement between the Defence Department and Shared Services establishing clear expectations for network support.

Without such an agreement, the report, defence and military officials believed Shared Services not only didn't understand their needs but also wasn't required to respond quickly, "which led to putting clients at great risk on a number of fronts, including security."

Delays in tech support weren't the only point of contention between the Defence Department and Shared Services, with the latter upsetting the navy by requiring the removal of equipment that had increased bandwidth on warships.

Shared Services also stopped supporting some older intelligence systems while they were still being used by the air force, army and navy, according to the report recently published on the Defence Department website.

Defence Department spokesman Daniel Le Bouthillier on Monday described the review as a "valuable tool" for improving IT support even as he defended the department's relationship with Shared Services Canada.

"We have a good working relationship with Shared Services Canada and the two departments continue to work collaboratively to ensure the appropriate and timely delivery of IT services to DND/CAF," he said.

"We are also reviewing our relationship with Shared Services Canada with a focus on improving the service delivery model to help better support the department and the Canadian Armed Forces."

The internal report also took aim at the military's troubled procurement system, which was found to deliver IT equipment with inadequate or out-of-date technology. Poor planning was partly to blame but the report also blamed onerous levels of oversight.

While that oversight was described as the result of cost overruns and delays on past IT projects, the report said that it nonetheless created new problems in delivering modern equipment.

"The complex processes associated with the capital projects and procurement are very slow and cumbersome," according to the report. "The process cannot keep up with the rate of change of technology."

Those delays -- and their potential impact on operations -- were also cited as a major reason for why a patchwork of IT systems and programs now cover different parts of the Defence Department and military.

While that patchwork might serve the day-to-day needs of the military, it was also found to be inefficient and expensive.

To that end, the reviewers could not pinpoint exactly how much was being spent by the Defence Department and military on IT services and support every year, but estimated it at more than $700 million.

In response to the report, senior officials told reviewers that they were looking at ways to better calculate annual spending on IT and address the problems that have contributed to the creation of so many systems in the first place.

This report by The Canadian Press was first published Jan. 4, 2021.

https://www.ctvnews.ca/politics/poor-it-support-hurting-canadian-military-operations-internal-review-finds-1.5253148

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  • Annex D: Summary of new initiatives

    14 juillet 2020 | Local, Aérospatial, Naval, Terrestre, C4ISR, Sécurité

    Annex D: Summary of new initiatives

    Canadian Armed Forces core missions At any given time, the Government of Canada can call upon the Canadian Armed Forces to undertake missions for the protection of Canada and Canadians and the maintenance of international peace and stability. This policy ensures the Canadian Armed Forces will be prepared to: Detect, deter and defend against threats to or attacks on Canada; Detect, deter and defend against threats to or attacks on North America in partnership with the United States, including through NORAD; Lead and/or contribute forces to NATO and coalition efforts to deter and defeat adversaries, including terrorists, to support global stability; Lead and/or contribute to international peace operations and stabilization missions with the United Nations, NATO and other multilateral partners; Engage in capacity building to support the security of other nations and their ability to contribute to security abroad; Provide assistance to civil authorities and law enforcement, including counter-terrorism, in support of national security and the security of Canadians abroad; Provide assistance to civil authorities and non-governmental partners in responding to international and domestic disasters or major emergencies; and Conduct search and rescue operations. Concurrent operations This policy ensures the Canadian Armed Forces will be prepared to simultaneously: Defend Canada, including responding concurrently to multiple domestic emergencies in support of civilian authorities; Meet its NORAD obligations, with new capacity in some areas; Meet commitments to NATO Allies under Article 5 of the North Atlantic Treaty; and Contribute to international peace and stability through: Two sustained deployments of ~500-1500 personnel, including one as a lead nation; One time-limited deployment of ~500-1500 personnel (6-9 months duration); Two sustained deployments of ~100-500 personnel and; Two time-limited deployments (6-9 months) of ~100-500 personnel; One Disaster Assistance Response Team (DART) deployment, with scaleable additional support; and One Non-Combatant Evacuation Operation, with scaleable additional support. Well-supported, diverse, resilient people and families Recruitment, graining and retention To ensure the effective recruitment, training and retention of the future work force, the Defence team will: Reduce significantly the time to enroll in the Canadian Armed Forces by reforming all aspects of military recruiting. Implement a recruitment campaign to promote the unique full- and part-time career opportunities offered by the Canadian Armed Forces, as well as to support key recruitment priorities, including hiring more women, increasing diversity, addressing priority occupations and the requirements of the Reserve Force. Restore the Collège militaire royal in St-Jean as a full degree-granting institution to help prepare the next generation of Canadian Armed Forces leaders. Increase the capacity of the Canadian Armed Forces Leadership and Recruit School, and its supporting organizations, to accommodate the increased number of recruits associated with a larger force size. Develop and implement a comprehensive Canadian Armed Forces Retention Strategy to keep our talented people in uniform with a welcoming and healthy work environment. Undertake a comprehensive review of conditions of service and career paths to allow much more personalized career choices and flexibility. Modernize the Canadian Armed Forces Honours and Awards system to ensure military members' service to Canada is recognized in a more timely and appropriate manner. Implement the first-ever, integrated strategy for human resources to balance the optimal assignment of tasks between the military, defence civilians and the private sector. Provide tax relief for all Canadian Armed Forces members deployed on all named international operations, up to the maximum rate of pay applied to a Lieutenant-Colonel. This would not impact hardship and risk pay or operational allowances regulated by the Military Foreign Service Instructions (MFSI) which will continue. This initiative is retroactive to January 2017. Leveraging Canada's diversity To fully leverage Canada's diversity, the Defence team will: Promote diversity and inclusion as a core institutional value across the Defence team. Appoint a Diversity Champion who will oversee the implementation of all aspects of the Diversity Strategy and Action plan including instituting mandatory diversity training across all phases of professional development. Integrate Gender-Based Analysis – Plus (GBA+) in all defence activities across the Canadian Armed Forces and the Department of National Defence, from the design and implementation of programs and services that support our personnel, to equipment procurement and operational planning. Place a new focus on recruiting and retaining under-represented populations within the Canadian Armed Forces, including but not limited to, women, Indigenous peoples, and members of visible minorities. Aspire to be a leader in gender balance in the military by increasing the representation of women by 1 percent annually over the next 10 years to reach 25 percent of the overall force. Supporting health and resilience To improve the resilience and health of its members, the Canadian Armed Forces will: Augment the Canadian Armed Forces Health System to ensure it meets the unique needs of our personnel with efficient and effective care, anywhere they serve in Canada or abroad. This includes growing the Medical Services Branch by 200 personnel. Implement a joint National Defence and Veterans' Affairs Suicide Prevention Strategy that hires additional mental health professionals and implements a joint framework focused on preventing suicide across the entire military and Veteran community. Remove barriers to care, including creating an environment free from stigma where military members are encouraged to raise health concerns of any nature and seek appropriate help when they need it. Promoting a culture of leadership, respect and honour To eliminate harmful behaviours and ensure a work environment free from harassment and discrimination, the Defence team will: Complete the full implementation of the 10 recommendations of the Deschamps Report through Operation HONOUR. Provide a full range of victim and survivor support services to Canadian Armed Forces members. Deal with harassment complaints in a clear and timely manner by simplifying formal harassment complaint procedures. Be open and transparent with Canadians and members of the Canadian Armed Forces in communicating progress on this important issue. Supporting military families To improve support and services offered for military family members, the Defence team will: Implement teams at Wings and Bases across Canada, in partnership with Military Family Resource Centres, to prevent and respond to gender-based violence. Improve access to psychological services through social workers and referrals to community programs and services. Develop a Comprehensive Military Family Plan to help stabilize family life for Canadian Armed Forces Members and their families who frequently have to relocate. This includes: providing an additional $6 million per year to modernize Military Family Support Programs, such as Military Family Resource Centres, to provide better support to families when members are deploying or during periods of absence; establishing relocation expertise to help military families find and access the services they need in a new community; and working with federal, provincial and private sector partners to improve the coordination of services across provinces to ease the burden of moving. Reinventing transition To better meet the needs of all retiring personnel, including the ill and injured, the Defence team will: Establish a personnel Administration Branch of experts in military human resources and personnel administration to focus and improve military human resource services to all Canadian Armed Forces members. Allocate some of the growth in the Medical Services Branch to support transition care. Create a new Canadian Armed Forces Transition Group that provides support to all members to seamlessly transition to post-military life. This Group, commanded by a General Officer and staffed from experts in human resources and personnel administration, will be approximately 1,200 personnel strong and include specialized staff and holding positions for ill and injured who are preparing to return to duty or transition out of the Canadian Armed Forces. The Group will provide a fully engaged, personalized, guided support to transition all Canadian Armed Forces members, with special care and attention being provided to those who are ill or injured, including those with psychological or critical stress injuries. Ensure that all benefits will be in place before a member transitions to post-military life. Long-Term Investments to Enhance the Canadian Armed Forces' Capabilities and Capacity Investments in the Royal Canadian Navy Long-term investments to enhance the Canadian Armed Forces' capabilities and capacity Investments in the Royal Canadian Navy Recapitalize the surface fleet through the investments in 15 Canadian Surface Combatants and two Joint Support Ships. Acquire five to six Arctic Offshore Patrol Ships. Operate and modernize the four Victoria-class submarines. Acquire new or enhanced naval intelligence, surveillance, and reconnaissance systems, upgraded armament, and additional systems for current and future platforms allowing for more effective offensive and defensive naval capabilities. Upgrade lightweight torpedoes carried by surface ships, maritime helicopters and maritime patrol aircraft. Investments in the Canadian Army Acquire ground-based air defence systems and associated munitions capable of protecting all land-based force elements from enemy airborne weapons. Modernize weapons effects simulation to better prepare soldiers for combat operations. Replace the family of armoured combat support vehicles, which includes command vehicles, ambulances and mobile repair teams. Modernize the fleet of Improvised Explosive Device Detection and Defeat capabilities. Acquire communications, sustainment, and survivability equipment for the Army light forces, including improved light weight radios and soldier equipment. Upgrade the light armoured vehicle fleet to improve mobility and survivability. Modernize logistics vehicles, heavy engineer equipment and light utility vehicles. Improve the Army's ability to operate in remote regions by investing in modernized communications, shelters, power generation, advanced water purification systems, and equipment for austere environments. Modernize land-based command and control, intelligence, surveillance and reconnaissance systems. Acquire all-terrain vehicles, snowmobiles and larger tracked semi-amphibious utility vehicles optimized for use in the Arctic environment. Investments in the Royal Canadian Air Force Replace the CF-18 fleet with 88 advanced fighter aircraft to improve Canadian Armed Forces air control and air attack capability. Acquire space capabilities meant to improve situational awareness and targeting, including: replacement of the current RADARSAT system to improve the identification and tracking of threats and improve situational awareness of routine traffic in and through Canadian territory; sensors capable of identifying and tracking debris in space that threatens Canadian and allied space-based systems (surveillance of space); and, space-based systems that will enhance and improve tactical narrow- and wide-band communications globally, including throughout Canada's Arctic region. Acquire new Tactical Integrated Command, Control, and Communications, radio cryptography, and other necessary communications systems. Recapitalize next generation strategic air-to-air tanker-transport capability (CC-150 Polaris replacement). Replace utility transport aircraft (CC-138 Twin Otter replacement). Acquire next generation multi-mission aircraft (CP-140 Aurora maritime patrol aircraft replacement). Invest in medium altitude remotely piloted systems. Modernize short-range air-to-air missiles (fighter aircraft armament). Upgrade air navigation, management, and control systems. Acquire aircrew training systems. Recapitalize or life-extend existing capabilities in advance of the arrival of next generation platforms. Sustain domestic search and rescue capability, to include life extension of existing systems, acquisition of new platforms, and greater integration with internal and external partners. Operationalize the newly acquired Fixed-Wing Search and Rescue aircraft fleet. Investments in Special Operations Forces Acquire airborne ISR platforms. Recapitalize existing commercial pattern, SUV-type armoured vehicles. Modernize and enhance Special Operations Forces Command, Control and Communications information systems, and computer defence networks. Enhance next generation Special Operations Forces integrated soldier system equipment, land mobility, and maritime mobility platforms and fighting vehicle platforms. Increase Special Operations Forces by 605 personnel. Investments in Joint Capabilities Acquire joint command and control systems and equipment, specifically for integrated information technology and communications. Acquire joint signals intelligence capabilities that improve the military's ability to collect and exploit electronic signals intelligence on expeditionary operations. Improve the capabilities of the Joint Deployable Headquarters and Signals Regiment, including the portable structures that house the headquarters when deployed and the equipment employed by that headquarters for command, control and communications. 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Employ the Reserve Force to deliver select expeditionary missions in a primary role such as Canadian Armed Forces capacity building. Create an agile service model that supports transition between full- and part-time service and provides the flexibility to cater to differing Reserve career paths. Align Primary Reserve Force remuneration and benefits with those of the Regular Force where the demands of service are similar. Revise annuitant employment regulations to attract and retain more former Regular Force personnel to the Reserves. Offer full-time summer employment to Reservists in their first four years with the Reserves commencing in 2018. Work with partners in the federal government to align Federal Acts governing job professionalization legislation. Subsequently, we will work with provinces and territories to harmonize job protection for Reservists at that level. Space capabilities To adapt to evolving challenges and opportunities in the space domain, the Defence team will: Defend and protect military space capabilities, including by working closely with allies and partners to ensure a coordinated approach to assuring continuous access to the space domain and space assets. Work with partners to promote Canada's national interests on space issues, promote the peaceful use of space and provide leadership in shaping international norms for responsible behavior in space. Invest in and employ a range of space capabilities, including space situational awareness, space-based earth observation and maritime domain awareness, and satellite communications that achieve global coverage, including in the Arctic. (For more detail on Defence investments in space capabilities, please see pages 38-39). Conduct cutting-edge research and development on new space technologies in close collaboration with allies, industry and academia to enhance the resilience of space capabilities and support the Canadian Armed Forces' space capability requirements and missions. Cyber capabilities To better leverage cyber capabilities in support of military operations, the Defence team will: Protect critical military networks and equipment from cyber attack by establishing a new Cyber Mission Assurance Program that will incorporate cyber security requirements into the procurement process. Develop active cyber capabilities and employ them against potential adversaries in support of government-authorized military missions. Grow and enhance the cyber force by creating a new Canadian Armed Forces Cyber Operator occupation to attract Canada's best and brightest talent and significantly increasing the number of military personnel dedicated to cyber functions. Use Reservists with specialized skill-sets to fill elements of the Canadian Armed Forces cyber force. Remotely piloted systems To better leverage the unique benefits associated with remotely piloted systems, the Defence team will: Invest in a range of remotely piloted systems, including an armed aerial system capable of conducting surveillance and precision strikes (For more details on planned investments in remotely piloted systems, please see pages 38-39). Conduct research and development of remotely piloted land, sea and aerial capabilities, in close collaboration with industry and academia. Promote the development of international norms for the appropriate responsible and lawful use of remotely piloted systems, in support of Global Affairs Canada. Improving defence procurement To streamline defence procurement, better meet the needs of the military, and deliver projects in a more timely manner, the Defence team will: Reduce project development and approval time in the Department of National Defence by at least 50 percent for low-risk and low-complexity projects through improved internal coordination, increased delegation, and strengthened approval processes. Work with partners to increase the Department of National Defence's contracting authorities for goods up to $5 million by 2018, allowing over 80 percent of defence procurement contracts to be managed by Defence. Use procurement to incentivize Canadian research and development in important and emerging technological areas. Increase the transparency and timeliness of communication with defence industry associations, including instituting meetings between the Department of National Defence and Canadian industry through the Defence Industry Advisory Group and other fora. Grow and professionalize the defence procurement workforce in order to strengthen the capacity to manage the acquisition and support of today's complex military capabilities. This includes the addition of new procurement specialists and enhanced training and professional accreditation for defence procurement personnel. Provide Canadians with regular updates on major project and programs to increase transparency, communicate challenges and measure performance. Ensure that Canadian environmental standards are adhered to in all procurement projects. Greening defence To ensure it supports the low-carbon government targets outlined in the Federal Sustainable Development Strategy, the Defence team will: Reduce greenhouse gas emissions by 40 percent from the 2005 levels by 2030, including through the following measures: Investing $225 million by 2020 in a wide range of infrastructure projects across Canada to reduce our carbon footprint. 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Implementing flexible new procurement mechanisms that allow Defence to develop and test ideas and the ability to follow through on the most promising ones with procurement. Enhancing Arctic capability To enhance the Canadian Armed Forces' ability to operate in the Arctic and adapt to a changed security environment, the Defence team will: Enhance the mobility, reach and footprint of the Canadian Armed Forces in Canada's North to support operations, exercises, and the Canadian Armed Forces' ability to project force into the region. Align the Canadian Air Defence Identification Zone (CADIZ) with our sovereign airspace. Enhance and expand the training and effectiveness of the Canadian Rangers to improve their functional capabilities within the Canadian Armed Forces. Collaborate with the United States on the development of new technologies to improve Arctic surveillance and control, including the renewal of the North Warning System. Conduct joint exercises with Arctic allies and partners and support the strengthening of situational awareness and information sharing in the Arctic, including with NATO. Global defence engagement To ensure the continued security of North America, Defence will: Modernize NORAD to meet existing challenges and evolving threats to North America, taking into account the full range of threats. https://www.canada.ca/en/department-national-defence/corporate/reports-publications/canada-defence-policy/annex-d.html

  • Military to spend $170,000 so leaders can see what it's like to be stoned on marijuana

    12 février 2018 | Local, Sécurité

    Military to spend $170,000 so leaders can see what it's like to be stoned on marijuana

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  • Défendre le Canada

    3 avril 2023 | Local, Autre défense

    Défendre le Canada

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La nouvelle flotte de F-35 du Canada jouera un rôle essentiel dans la défense de la souveraineté du Canada, la protection de l’Amérique du Nord et le soutien de nos alliés partout dans le monde. Le gouvernement investira également 7,3 milliards de dollars pour moderniser, remplacer et construire de nouvelles infrastructures afin de soutenir l’arrivée des nouveaux F-35. Il s’agit du premier projet approuvé dans le cadre du plan canadien de modernisation du NORAD. Établir le Centre d’excellence OTAN pour le changement climatique et la sécurité à Montréal Les changements climatiques ont des répercussions sur les populations, la sécurité économique, la sécurité publique et les infrastructures essentielles dans le monde entier. Ils représentent également une menace importante pour la sécurité mondiale et, en 2022, le nouveau concept stratégique de l’OTAN a reconnu pour la première fois que les changements climatiques constituaient l’un des plus grands défis en matière de sécurité pour l’alliance. Lors du Sommet de l’OTAN de 2022 à Madrid, il a été annoncé que Montréal accueillerait le nouveau Centre d’excellence OTAN pour le changement climatique et la sécurité, qui réunira des alliés de l’OTAN travaillant à atténuer les répercussions des changements climatiques sur les activités militaires et à analyser les nouveaux défis de sécurité liés aux changements climatiques, comme les répercussions sur l’Arctique canadien. Le budget de 2023 propose d’accorder 40,4 millions de dollars sur cinq ans, à compter de 2023-2024, avec 0,3 million de dollars en amortissement restant et une somme 7 millions de dollars par année, à Affaires mondiales Canada et au ministère de la Défense nationale afin d’établir le Centre d’excellence de l’OTAN pour le changement climatique et la sécurité. https://www.budget.canada.ca/2023/report-rapport/chap5-fr.html

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