Vanguard Magazine

www.vanguardcanada.com FEBRUARY/MARCH 2023 21 driving the evolution of maritime forces. Throughout history the global balance of power has shifted based on advances by one nation or another in naval propulsion systems, armor, armaments or sensor sys- tems. For the past thirty years, advances in digitization and miniaturization tech- nologies have been the principal drivers of innovation. We observe the pace of inno- vation aaccelerating and understand that maintaining a well-trained, well-equipped navy means leveraging innovation in all aspects of the RCNs force development activities. With the exception of FNTS sections aimed at rationalizing and improving governance structures related to the naval training function, the FNTS is predomi- nantly a concept founded on technology- enabled training capabilities that tran- scend all aspects of training management, development and delivery - including col- lective training. FNTS incorporates a number of en- hancements that will greatly improve our effectiveness and efficiency at all levels of training. One such improvement is a comprehen- sive Quality Management System that is inclusive of IT&E and the full spectrum of collective training (CT 1-5) Potential benefits include an enhanced ability to monitor, evaluate and provide feedback on training activities thus supporting timely identification of issues and their resolution. Another major feature will be the intro- duction of Multipurpose Reconfigurable Trainers (MTRs) that be the cornerstone of future training technology. MRTs will be developed such that utility and applica- tion are maximized across the full breadth of naval systems training. MRTs will likely be modular, flexible, with an open archi- tecture, and minimal to no OEM Intel- lectual Property (IP) or other commercial constraints wherever practical. MRT con- figurations will execute a variety of simula- tor applications on an array of COTs hard- ware and software components. Shore Based Team Trainers (SBTT) focus on developing the skills of teams and groups of teams. An example of an SBTT is the Synthetic Environment Ad- vanced Warfare Operations Leadership Facility (SEAWOLF). This is a virtual team trainer, which is multi-purpose: it is used for IT&E and CT and can func- tion as a standalone learning space or be connected through the Distributed Mis- sion Operation Center (DMOC) to other RCN Training Technologies and/or ships and/or Allies training technologies, or platforms for expanded collective training exercises. Q Is the FNTS accommodating Initial Cadre Training (ICT) with new fleet construction to avoid the gaps seen pre- viously between training availability aer ICT has been conducted for initial crews and ship class-specific training becom- ing part of the syllabus? There is a very clear feedback loop that exists between the naval training system and the fleet. Every sailor and naval officer that sets foot on a warship has undergone, as a minimum, initial trades training and environmental training. They have likely also undergone some form of team train- ing and will encounter additional collec- tive training after joining a unit earmarked for high readiness certification. Naval per- sonnel develop professionally throughout their careers both by returning periodically to the training system for additional career coursing and by augmenting that train- ing by attaining operational experience at sea. That combination of knowledge, skill and experience makes them highly sought after. Naval training establishments are constantly internally recruiting the RCN's best and brightest as instructors. We know from experience that fleet modernizations such as the Tribal Class Update and Modernization Project or Halifax Class Modernization/ Frigate Life Extension programmes negatively impacted the level of available experience and expertise in particular fields related to the introduction of new equipment, tech- nologies and procedures. The effect was uneven across occupations and generally most pronounced amongst combat system engineering and combat operator trades. The Canadian Surface Combatant will be built around the Aegis Combat System. It is no overstatement to predict acquiring the capabilities of Aegis will be a transfor- mational change for the RCN and we un- derstand the importance of getting things right. Managers within NPTG liaise regularly and have been working in steady collabo- ration with Project Management Office (PMO) CSC staff to ensure they deliver a personnel and training programme in alignment and underpinned by the FNTS paradigm Although efforts to define the scope of future training are ongoing, the shared goal is to generate a domestic in- dividual and collective training capability to the highest degree possible, as soon as possible. Provision of ICT will play a crucial role during the transition period. Managers within PMO CSC have ensured current contracts for the Future Fleet include ICT: however, it will be managed in a fun- damentally different way than in the past. • ICT will start earlier (chronologically) and target sailors earlier in their careers • ICT will target a range of personnel including: NPTG military instructors, Fleet Maintenance Facility civilian tech- nicians, Warfare Centre and RCAF per- sonnel • Personnel receiving ICT will be tracked and succession planned into key posi- tions, and • The vanguard CSC crew will not be the first group to receive ICT The intent is also to start building the cru- cial element of operational experience early by embedding Canadian naval personnel with any of the other navies operating Ae- gis systems. Potential options include the United States Navy, Japan Maritime Self- Defense Force, Spanish Navy, Royal Nor- wegian Navy, Republic of Korea Navy, and Royal Australian Navy. INTERVIEW Members of the RCN conduct training on a simulated bridge. Photo: DND

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