CF Transformation, Phase Two
May 15, 2006


(DND photos: Combat Camera)

FrontLine readers have been following progress of the historic transformation of the Canadian Forces and DND. The implications of this change will be far-reaching, and will have a significant impact on the conduct of operations at all levels.

To efficiently manage this major transformation, it has been broken down into a four-phase process. Phase One saw the formulation of a CF vision and the publication of the Defence Policy Statement. Phase Two involves the crea­tion of a new CF strategic and operational command and control structure. Phase Three, which is underway concurrently with Phase Two, entails the alignment of CF and DND strategic and operational enablers to the new command and control structure. Finally, Phase Four will see the development of options to ensure the CF can generate the proper forces to meet all operational requirements.

The stand up of the Chief Force Development (CFD) is an integral part of Phase Two, and is well underway. The creation of CFD will be key to executing what the Chief of Defence Staff has enunciated as his four strategic lines of operation: vision, structure, capabilities, and people. Currently, force development activities are independently conducted by the Navy, Army and Air Force, with insufficient central guidance or coordination. As the centralized force development authority, CFD will provide an integrated force development model that will synchronize the efforts of the different CF force development communities. Through extensive networking, it will create a coherent prioritization process of CF capability acquisitions and sustainment. The intended result will be a more holistic and ­efficient force development process.

At the heart of this force development process will be a robust capability-based planning (CBP) methodology, which will conduct mission analysis of real world based scenarios, to arrive at a list of required capability goals and capability options to meet the identified tasks. These options will be further refined through a Capability Development Board, and extensive consultation with departmental stakeholders, to arrive at the right capability acquisition decisions to effectively meet the CF’s assigned missions.

CFD will be stood up over the next two years using a spiral development methodology. Spiral One was completed on 1 February 2006 and saw the integration of the Director General Joint Force Development (from the stood down Deputy Chief of Defence Staff organization) into the Director General Strategic Planning as the new Director Joint Capability Production. A more robust capability will be achieved in Spiral Two, in the summer of 2006, where the focus will primarily be on the execution of CBP and the maturation of the capability management process. CFD will reach its final operational capability in Spiral Three by the summer of 2007.

The success of CFD will be dependent on a close link to the new Chief of Programme (CP) organization that will ensure the effective implementation of the chosen force development options.

As with all aspects of CF transformation, the creation of CFD will face many challenges. However, the CF is dedicated to harmonizing and efficiently sequencing its force development efforts to ensure the success of its overall transformation.

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Captain(N) Williams assisted the Chief of the Defence Staff in the development of the new Defence Policy Statement, and in July 2005 was appointed as Director of Defence Analysis where he is now charged with the future capability development for the Canadian Forces.
© FrontLine Defence 2006

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