Vanguard Magazine

Dec/Jan 2015

Preserving capacity, General Tom Lawson, Chief of the Defence Staff, Keys to Canadian SAR

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a air PowER www.vanguardcanada.com DECEMBER 2014/JANUARY 2015 39 combat operations to the point where the need for manned platforms has been signifi - cantly reduced. They have also enabled the conduct of operations remotely, even on the other side of the world, and have raised the issue of how the "man in the loop" is best employed. This phenomenon has cre- ated a disruptive effect on air operations with dramatically increased endurance and surveillance persistence, along with high fi - delity images provided in real or near-real time to decision makers on the ground. It has also precipitated many questions about the eventual need for manned air- craft. This calls for a break from traditional thinking and challenges planners to explore new ways of performing air force missions. Otherwise, newly-acquired manned aircraft may become obsolete or marginally effec- tive in performing their mission well before their useful life is expended. The ubiquitous nature of satellite capabili- ties and the future threat of having to deal with the potential of space-based weapons cannot be ignored. The increasing reso- lution and responsiveness of space-based surveillance assets is a real game-changer in understanding what is happening and evalu- ating the best options to deal with the situa- tion. This is especially relevant to operations in remote areas, such as Canada's North. Ac- cess to near real-time information provided through a global communications network represents a huge advancement in the abil- ity to respond appropriately and there is no reason to suspect that this capability will not grow and improve in the future. The air force cannot allow itself to fall behind in technology advancements if it is to remain effective. This does not neces- sarily mandate the complete replacement of major equipment fl eets, but at least the ability to change and evolve incrementally. This most naturally applies to software where the fl ying characteristics and on- board systems can be updated to maintain their operational relevance and effective- ness, but it also relates to enterprise and command and control systems that are used to generate, support and manage military forces. Planners are challenged to ensure that assets acquired have the inherent fl ex- ibility to remain current to exploit future technological advances. In many cases, such as when lives are at stake, tried and proven capabilities will be needed, but in others the employment of groundbreaking advances may be the better choice. The strategic challenge here is to employ new technologies where they will matter most in maintaining operational relevance, effective self-protection and essential in- teroperability. The Canadian Forces Aero- space Warfare Centre is a key resource in identifying technological trends and applica- tions. Participation in multilateral initiatives to develop new capabilities, even if only to be exposed to new information, is also very worthwhile. Canada's partnership in the Joint Strike Fighter program is a great ex- ample of gaining exposure and maintaining awareness of new fi ghter technologies well in advance of a procurement decision. Planners must also consider measures implemented to counter or defeat new tech- nologies, including increasingly sophisti- cated cyber interdiction, GPS jamming and counter-jamming measures, advances in ne- gating a ballistic missile defence system, anti- satellite capabilities, UAV hijacking, etc. The RCAF needs to stay abreast of these devel- opments and collaborate with allied nations to ensure that capabilities are sustained and not unexpectedly overtaken by new technol- ogy. Importantly, thought should be given to contingencies where access to a capability could be disrupted or denied. personnel With suffi cient preparation and experience, RCAF personnel can adapt effectively to changing circumstances, from strategic to tactical. Even when unexpected events oc- cur, the resilience and innovativeness of individuals can enable a positive outcome. This ability begins with comprehensive support to maintain a high standard of educational development. With this foun- dation, the training environment must encourage fl exibility of thought and ap- proach to expose individuals to challeng- ing scenarios and empower airmen and women to make the decisions necessary in fl uid circumstances. The RCAF already does this well, but the ongoing challenge will be to ensure that personnel continue to be exposed to demanding situations so they are as prepared as possible for what- ever might happen. Comprehensive investment in provid- ing education, training and experience to air force personnel can go a long way to mitigating the consequences of an un- certain world. In the words of the RAF, "although technology has proved to be a signifi cant force multiplier, the complexity and diversity of the modern battle space requires just as much from high calibre and well trained personnel to manage and operate a modern air force." The Canadian work force is aging and experiencing a diminished recruiting pool; the same holds true for the RCAF. Younger people are not often committed to a full or contiguous career when they join, and yet they presumably want to pursue a career path that is relevant, challenging and excit- ing. Maintaining an awareness of their per- spective and the best incentives to attract talent is critical to successfully competing with civilian employers. The most promising individuals need to be recognized early and offered opportunities that will help them develop into effective managers and leaders.

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