MyGlobalUnderstandingFiles (FYI) :Brace for 2023-25 -30-33

Seek to reveal and understand little known documents, #RequiredStudies, #Understanding #GlobalTrends, #SocialMedia, #GeoPolitical #Governance, #WarringFactions, #Military Alliances, Energy Strategy, Displacement of Communities, The Islamic Alliance, Spirituality, Role of religions. and #population #Europe... Soon to include #AI and #6G and #7G #technologies and finally the populations response. A movement is afoot. Suffice to say: All are seen hearing, and the listeners... you finish the phrase.

Thursday, April 24, 2014

Canada First Defence Strategy - Complete document

Canada First Defence Strategy - Complete document 5561

Section links http://www.forces.gc.ca/en/about/canada-first-defence-strategy.page

Alternate Formats

(PDF, 5300 kB)

Table of Contents

A Message from the Prime Minister

This Government took office with a firm commitment to stand up for Canada. Fulfilling this obligation means keeping our citizens safe and secure, defending our sovereignty, and ensuring that Canada can return to the international stage as a credible and influential country, ready to do its part. Rebuilding the Canadian Forces into a first-class, modern military is a fundamental requirement if we are to deliver on these goals.

We have already begun to deliver results on the Canada First Defence Strategy by acquiring urgently needed equipment such as C-17 Globemaster transport aircraft. Now we are setting a comprehensive, long-term plan that will provide the Canadian Forces with the people, equipment and support they need to carry out their core missions in Canada, in North America and abroad.

Supported by predictable, long-term funding, the Strategy not only delivers increased security for Canadians, but also significant economic benefits for citizens across the country. By unveiling a detailed plan for the future replacement of key equipment fleets, we are providing Canadian industry the opportunity to more effectively meet defence procurement requirements, and to position themselves for global excellence.

Canadians are rightly proud of the vital contributions made each and every day by our men and women in uniform. With the Canada First Defence Strategy and the detailed plans we have presented in this document, they should now be equally confident that their military will have the tools and resources it needs to defend the country and be a positive force in the world, both today and in the years to come.

The Right Honourable
Stephen Joseph Harper

A Message from the Minister of National Defence

It is my privilege to introduce this comprehensive strategy for the Department of National Defence and the Canadian Forces, which builds on the vision that the Government has progressively laid out since coming to power in January 2006.

The Canada First Defence Strategy puts forward clear roles and missions for the armed forces, outlining a level of ambition that will enable them to protect Canadians from the variety of threats and challenges they may face in the years to come. It calls for the Canadian Forces to support the Government's broader national security and foreign policy objectives by maintaining the ability to deliver excellence at home, be a strong and reliable partner in the defence of North America, and project leadership abroad by making meaningful contributions to operations overseas.

Building on the significant investments made in our armed forces over the last two years, this document sets out a detailed plan to modernize the Canadian Forces. Providing balanced investments across the four pillars upon which military capabilities are built - personnel, equipment, readiness and infrastructure - our plan will increase the size of the Forces and replace their core capabilities. The implementation of this 20-year plan will provide Canada with a strengthened, state-of-the-art military and the predictable funding that Canadian industry needs to position itself effectively to meet the Forces' equipment and technology requirements over the long haul.

The Canada First Defence Strategy represents a major milestone. It fulfills the Government's commitment to provide enhanced security for Canadians and gives the military the long-term support it so critically needs and deserves, now and in the future.
The Honourable
Peter MacKay

Executive summary

The Canada First Defence Strategy provides a detailed road map for the modernization of the Canadian Forces, building on the Government's investments in the military since taking office in 2006. It will produce a first-class, modern military that is well trained, well equipped and ready to take on the challenges of the 21st century.

This Strategy is based on the Government's vision for defence as well as an extensive and rigorous analysis of the risks and threats facing Canada and Canadians in the years to come. Starting from the Government's clearly defined roles and level of ambition for the Canadian Forces, the Strategy identifies the military capabilities required to meet these objectives, which in turn determine where investments are most needed. This Strategy also takes into account valuable lessons drawn from recent experience at home and around the globe.

Through stable and predictable defence funding, the Canada First Defence Strategy provides the planning certainty required to allow the Government to continue rebuilding the Canadian Forces into the state-of-the-art military that Canada needs and deserves. It also presents unprecedented opportunities for Canadian industry in its reach for global excellence.

A Modern Military with Clearly Defined Missions and Capabilities

The Government has established a level of ambition for the Canadian Forces that will enable them to meet the country's defence needs, enhance the safety and security of Canadians and support the Government's foreign policy and national security objectives. To fulfill these commitments, the Canadian Forces must be able to deliver excellence at home, be a strong and reliable partner in the defence of North America, and project leadership abroad by making meaningful contributions to international security.
The military will deliver on this level of ambition by maintaining its ability to conduct six core missions within Canada, in North America and globally, at times simultaneously. Specifically, the Forces will have the capacity to:

Conduct daily domestic and continental operations, including in the Arctic and through NORAD;
Support a major international event in Canada, such as the 2010 Olympics;
Respond to a major terrorist attack;
Support civilian authorities during a crisis in Canada such as a natural disaster;
Lead and/or conduct a major international operation for an extended period; and
Deploy forces in response to crises elsewhere in the world for shorter periods.

To carry out these missions, the Canadian Forces will need to be a fully integrated, flexible, multi-role and combat-capable military, working in partnership with the knowledgeable and responsive civilian personnel of the Department of National Defence. This integrated Defence team will constitute a core element of a whole-of-government approach to meeting security requirements, both domestically and internationally.

A Military with Stable, Predictable Funding

The Canada First Defence Strategy is supported by a strategic investment plan based on a commitment to provide predictable funding increases over a 20-year period. Building on Budget 2006, which increased defence baseline funding by $5.3 billion over 5 years, the Government has committed through Budget 2008 to raise the annual increase in defence funding to 2 percent from the current 1.5 percent starting in fiscal year 2011-12. Over the next 20 years, these increases will expand National Defence's annual budget from approximately $18 billion in 2008-09, to over $30 billion in 2027-28. In total, the Government plans to invest close to $490 billion in defence over this period. Most importantly, the infusion of reliable funding will provide the certainty required to conduct longterm planning and meet future requirements.

A Military with the Right Equipment and Training

Significant progress towards these objectives has been achieved through a number of key initiatives, including funded increases in the Regular Forces and the procurement of urgently needed equipment. In addition to the acquisition of four C-17 Globemaster strategic lift aircraft already in service, the Government is procuring 17 new C-130J Hercules tactical lift aircraft and has announced plans to acquire 16 CH-47F Chinook helicopters, three replenishment ships, 2,300 trucks, up to 100 Leopard 2 tanks and 6-8 Arctic/offshore patrol ships.

The Government will continue to enhance the capacity of the Forces through balanced investments across the four pillars that form the foundation of military capabilities - personnel, equipment, readiness and infrastructure. Specifically, National Defence will:

Increase the number of military personnel to 70,000 Regular Forces and 30,000 Reserve Forces;
Replace the Forces' core equipment fleets, including:
15 ships to replace existing destroyers and frigates;
10 to 12 maritime patrol aircraft;
17 fixed-wing search and rescue aircraft;
65 next-generation fighter aircraft; and
a fleet of land combat vehicles and systems.
Strengthen the overall state of the Forces' readiness to deploy, and their ability to sustain operations once deployed; and
Improve and modernize defence infrastructure.

A Military in Partnership with Canadian Industry

The Canada First Defence Strategy will also have significant benefits for Canadian industry. The infusion of long-term stable funding it provides will enable industry to reach for global excellence and to be better positioned to compete for defence contracts at home and abroad, thus enabling a pro-active investment in research and development and opportunities for domestic and international spin-offs as well as potential commercial applications.

Moving Forward

The Canada First Defence Strategy will enable the Forces to meet the Government's commitments and address the full range of defence and security challenges facing Canada now and into the future. This strengthened military will translate into enhanced security for Canadians at home as well as a stronger voice for Canada on the world stage. Recognizing that global security challenges and the capabilities required to meet them will continue to evolve, the Government is committed to reviewing this comprehensive plan on a regular basis to ensure that it continues to fully meet the needs of the military in service of Canadians.

Developing the Canada First Defence Strategy. Text alternative follows:

A vision of a first-class, modern military; take into account Canada's defence and security challenges; define the three roles of the Canadian Forces, generate a detailed level of ambition for the Forces and determine the military capabilities needed to carry out essential missions; identify where investments were most needed in order to fill gaps across the four pillars upon which military capabilities are built.

Introduction

Defending Canadians from threats to their safety and well-being is a critical role for government. To deliver on this core responsibility, the Government is committed to rebuilding the Canadian Forces into a first-class, modern military. Starting in 2006, the Government began laying the foundation for a more integrated, adaptive and capable force by recognizing that the military is a vital national institution essential to the security and prosperity of Canada and by making initial but significant investments to address critical gaps in personnel and equipment. The Canada First Defence Strategy translates this vision of a first-class, modern military into a comprehensive 20-year investment plan.
Building an effective military is an ongoing process and requires clear strategic goals. As part of the Canada First Defence Strategy, the Government established explicit objectives for the Canadian Forces. These objectives were derived from a thorough assessment of the Government's expectations for the Forces at home and abroad, the capabilities needed to achieve the desired operational outcomes, and the resources required to generate the required capabilities over a 20-year planning period.
Over the last two years, the Government has been engaged in a rigorous planning exercise that has taken into account Canada's defence and security challenges, recent operational experience and current and future demands on the military, including scenarios of possible missions that the Canadian Forces might be asked to undertake. This allowed the Government to generate a detailed level of ambition for the Forces and determine the military capabilities needed to carry out essential missions. This exercise, in turn, helped identify where investments were most needed in order to fill gaps across the four pillars upon which military capabilities are built - personnel, equipment, readiness and infrastructure.

This analysis informed the development of the Government's 20-year plan aimed at strengthening key military capabilities through focused investments in each of the pillars. Supported by increased, predictable long-term funding, the Strategy will deliver a balanced, multi-role, combat-capable force that will give the Government the necessary flexibility to respond to a full range of challenges in the years ahead.

Strategic Environment

Canadians live in a world characterized by volatility and unpredictability. Looking back, it is clear that the peace dividend that resulted from the end of the Cold War was relatively short-lived. The 1990s saw the emergence of difficult security challenges, including failed and failing states, civil wars and global terrorism. Many countries, including Canada, were slow to fully appreciate and adjust to these new realities. During this period, governments dramatically under-invested in the Canadian Forces, leaving them seriously unprepared to deal effectively with this increasingly complex global environment.
Today we live in an uncertain world, and the security challenges facing Canada are real. Globalization means that developments abroad can have a profound impact on the safety and interests of Canadians at home. Indeed, the terrorist attacks of September 11th, 2001 and those carried out since, demonstrate how instability and state failure in distant lands can directly affect our own security and that of our allies.

Ethnic and border conflicts, fragile states, resurgent nationalism and global criminal networks continue to threaten international stability. In addition, unequal access to resources and uneven economic distribution are proving to be increasing sources of regional tension even as existing low-intensity or frozen conflicts in Africa, South Asia, the Middle East and the Balkans remain largely unresolved.
The proliferation of advanced weapons and the potential emergence of new, nuclear-capable adversarial states headed by unpredictable regimes are particularly worrisome, as is the pernicious influence of Islamist militants in key regions. The ongoing buildup of conventional forces in Asia Pacific countries is another trend that may have a significant impact on international stability in coming years.

Canada also faces challenges on the home front. Catastrophic events such as floods, forest fires, hurricanes and earthquakes can overwhelm local capabilities. Over the last decade, our military has been called upon to assist civil authorities in dealing with a number of natural disasters, including floods in Manitoba and Quebec, the ice storm in Eastern Canada, and forest fires in British Columbia. As Hurricane Katrina has shown in the United States, such disasters will continue to occur, often with devastating consequences, and the citizens affected will expect immediate responses.

Other challenges to domestic security include possible terrorist attacks, human and drug trafficking, foreign encroachments on Canada's natural resources, and potential outbreaks of infectious disease. Should the need arise, the Canadian Forces are ready to play an important role in supporting their emergency management partners across Canada.

In Canada's Arctic region, changing weather patterns are altering the environment, making it more accessible to sea traffic and economic activity. Retreating ice cover has opened the way for increased shipping, tourism and resource exploration, and new transportation routes are being considered, including through the Northwest Passage. While this promises substantial economic benefits for Canada, it has also brought new challenges from other shores. These changes in the Arctic could also spark an increase in illegal activity, with important implications for Canadian sovereignty and security and a potential requirement for additional military support.

The Government has committed to making sure that Canada has the tools it needs to deal with the full range of threats and challenges to Canada and Canadians. The Canada First Defence Strategy represents a major step in this direction by giving the Canadian Forces the capabilities they need to operate effectively in today's - and tomorrow's - uncertain environment.

Roles of the Canadian Forces

A clear level of ambition

In such a complex and unpredictable security environment, Canada needs a modern, well-trained and well-equipped military with the core capabilities and flexibility required to successfully address both conventional and asymmetric threats, including terrorism, insurgencies and cyber attacks. Indeed, Canadians expect and deserve no less than a highly capable military that can keep them safe and secure while effectively supporting foreign policy and national security objectives.
To this end, the Government is giving the Canadian Forces clear direction concerning their three roles - defending Canada, defending North America and contributing to international peace and security - as well as the types and numbers of missions it expects our military to fulfill. This level of ambition will see the Canadian Forces deliver excellence at home, be a strong and reliable partner in the defence of North America, and project leadership abroad by contributing to international operations in support of Canadian interests and values.

Defending Canada - Delivering excellence at home

First and foremost, the Canadian Forces must ensure the security of our citizens and help exercise Canada's sovereignty. Canadians rightly expect their military to be there for them in domestic crises. The Forces must also work closely with federal government partners to ensure the constant monitoring of Canada's territory and air and maritime approaches, including in the Arctic, in order to detect threats to Canadian security as early as possible.
Excellence at home requires the Forces not only to identify threats, but also to possess the capacity to address them quickly and effectively. While, under most circumstances, other government departments and agencies will have leadership responsibilities, the Canadian Forces will also play a vital role in many situations. Canada Command was created in 2006 to provide a single operational authority for such domestic operations and will work closely with federal departments such as Public Safety Canada in responding to a natural disaster or a terrorist attack.

Excellence at Home
Delivering excellence at home requires the Forces to be aware of anything going on in or approaching our territory, deter threats to our security before they reach our shores, and respond to contingencies anywhere in the country. Specifically, it means that the military will maintain the capacity to:

Provide surveillance of Canadian territory and air and maritime approaches;

Maintain search and rescue response capabilities that are able to reach those in distress anywhere in Canada on a 24/7 basis;

Assist civil authorities in responding to a wide range of threats - from natural disasters to terrorist attacks.

The Forces must also be available to assist other government departments in addressing such security concerns as over-fishing, organized crime, drug- and people-smuggling and environmental degradation. As well, the Forces will be prepared to effectively assist other government departments in providing security for major events at home, such as the 2010 Vancouver Olympic Games and the G8 Summit to be held in Canada that same year.
Finally, the Canadian Forces must have the capacity to exercise control over and defend Canada's sovereignty in the Arctic. New opportunities are emerging across the region, bringing with them new challenges. As activity in northern lands and waters accelerates, the military will play an increasingly vital role in demonstrating a visible Canadian presence in this potentially resourcerich region, and in helping other government agencies such as the Coast Guard respond to any threats that may arise.

A strong, reliable defence Partner
Being a credible partner in the defence of North America requires the Canadian Forces to:

Conduct daily continental operations (including through NORAD);

Carry out bilateral training and exercises with the United States;

Respond to crises; and

Remain interoperable with the US military.

Defending North America - A Strong and Reliable Partner

Delivering excellence at home also helps us contribute to the defence of North America in cooperation with the United States, Canada's closest ally. Given our common defence and security requirements, it is in Canada's strategic interest to remain a reliable partner in the defence of the continent.
The Canadian Forces will continue to collaborate with their US counterparts as a partner in the North American Aerospace Defence Command (NORAD). This binational command has been an important element of the Canada-US defence relationship since its creation in 1958, and its primary mission of defending North American aerospace remains important today. NORAD is also evolving to meet future threats and, as part of the May 2006 renewal of the Agreement, the Command was assigned the new responsibility of maritime warning.
Canada Command will continue to work with US Northern Command in support of shared objectives. The two Commands are dedicated to enhancing military-to-military cooperation to provide assistance to civilian emergency response agencies in the event of a crisis. The Forces are prepared to do their part under such circumstances with the approval of both governments and would expect similar help in return.
Finally, the two nations' armed forces will pursue their effective collaboration on operations in North America and abroad. To remain interoperable, we must ensure that key aspects of our equipment and doctrine are compatible. Accordingly, the Forces will continue to participate in joint training exercises and personnel exchanges with their US counterparts.

Contributing to International Peace and Security - Projecting Leadership Abroad

As a trading nation in a highly globalized world, Canada's prosperity and security rely on stability abroad. As the international community grapples with numerous security threats, Canada must do its part to address such challenges as they arise. Indeed, tackling such threats at their source is an important element in protecting Canada.
Providing international leadership is vital if Canada is to continue to be a credible player on the world stage. This will require the Canadian Forces to have the necessary capabilities to make a meaningful contribution across the full spectrum of international operations, from humanitarian assistance to stabilization operations to combat.
Today's deployments are far more dangerous, complex and challenging than in the past, and they require more than a purely military solution. In Afghanistan, for example, the Canadian Forces' contribution is only one component, albeit an essential one, of a "whole-of-government" approach. Only by drawing upon a wide range of governmental expertise and resources will Canada be successful in its efforts to confront today's threats.
These operations will often be conducted under the auspices of the United Nations and the North Atlantic Treaty Organization. Canada will continue to support and contribute to these key international bodies. In addition, the Canadian Forces will participate, where circumstances dictate, in missions with like-minded states as a responsible member of the international community.
Projecting leadership abroad can take many forms - from taking part in a large international campaign, as Canada is currently doing in Afghanistan, to leading a specific component of a multinational operation, such as a naval task group. One thing is clear, however: Canada cannot lead with words alone. Above all else, leadership requires the ability to deploy military assets, including "boots on the ground." In concert with its allies, Canada must be prepared to act and provide appropriate resources in support of national interests and international objectives.

Projecting Leadership abroad: Lessons Learned from the Afghanistan mission
The Canadian Forces have learned many lessons from their complex mission in Afghanistan, and will continue to incorporate those lessons into their operational planning and training. Among other things, the Afghanistan mission has reinforced the need to:

Maintain combat-capable units at the right level of readiness.

Provide deployed personnel with the right mix of equipment so they can take part, on their own or with allies, in the full spectrum of operations - from countering asymmetric threats like improvised explosive devices, to contributing to reconstruction efforts in a harsh and unforgiving environment.

Work closely and develop a coherent overarching strategy with departmental partners.

Level of Ambition - Six Core Missions in Canada, in North America and Abroad

The global security environment has seen significant change in recent years. We have witnessed regional tensions escalate quickly into conflict and natural disasters turn into humanitarian crises. Canada requires a military with the flexibility to respond to such challenges while continuing to carry out essential, day-to-day missions. The Government has accordingly established a level of ambition that will see the Forces carry out the following missions, potentially all at the same time:

Defending Canada - Delivering excellence at home

Excellence at Home
Delivering excellence at home requires the Forces to be aware of anything going on in or approaching our territory, deter threats to our security before they reach our shores, and respond to contingencies anywhere in the country. Specifically, it means that the military will maintain the capacity to:

Provide surveillance of Canadian territory and air and maritime approaches;

Maintain search and rescue response capabilities that are able to reach those in distress anywhere in Canada on a 24/7 basis;

Assist civil authorities in responding to a wide range of threats - from natural disasters to terrorist attacks.

A strong, reliable defence Partner
Being a credible partner in the defence of North America requires the Canadian Forces to:

Conduct daily continental operations (including through NORAD);

Carry out bilateral training and exercises with the United States;

Respond to crises; and

Remain interoperable with the US military.

Defending North America - A Strong and Reliable Partner

Contributing to International Peace and Security - Projecting Leadership Abroad

Projecting Leadership abroad: Lessons Learned from the afghanistan mission

The Canadian Forces have learned many lessons from their complex mission in Afghanistan, and will continue to incorporate those lessons into their operational planning and training. Among other things, the Afghanistan mission has reinforced the need to:
Maintain combat-capable units at the right level of readiness.
Provide deployed personnel with the right mix of equipment so they can take part, on their own or with allies, in the full spectrum of operations - from countering asymmetric threats like improvised explosive devices, to contributing to reconstruction efforts in a harsh and unforgiving environment.
Work closely and develop a coherent overarching strategy with departmental partners.
Level of Ambition - Six Core Missions in Canada, in North America and Abroad
The global security environment has seen significant change in recent years. We have witnessed regional tensions escalate quickly into conflict and natural disasters turn into humanitarian crises. Canada requires a military with the flexibility to respond to such challenges while continuing to carry out essential, day-to-day missions. The Government has accordingly established a level of ambition that will see the Forces carry out the following missions, potentially all at the same time:

Conduct daily domestic and continental operations, including in the Arctic and through NORAD

Support a major international event in Canada, such as the 2010 Olympics

Respond to a major terrorist attack

Support civilian authorities during a crisis in Canada such as a natural disaster

Lead and/or conduct a major international operation for an extended period

Deploy forces in response to crises elsewhere in the world for shorter periods

A new long-term funding framework

The investments required to implement the Canada First Defence Strategy are supported by increased, long-term funding. This commitment will reverse the damage done by major cuts to the defence budget in the 1990s. Indeed, after defence spending peaked in the waning years of the Cold War, funding for defence declined in real terms by roughly 30 percent as the government of the day dealt with the federal deficit.
While a series of episodic increases between 1999 and 2005 helped the budget to grow in real terms, they were not predictable and did not sufficiently address the rust-out of key equipment platforms, strain on personnel and other challenges arising from a high operational tempo.

**Chart 1 - Defence program: FYs 1986-87 to 2027-28**
Years	86-87	89-90	92-93	95-96	98-99	01-02	04-05	07-08	10-11	13-14	16-17	19-20	22-23	25-26
Millions (approx.)	9,000	11,500	11,900	11,500	10,100	11,800	13,500	16,500	18,500	21,700	23,300	25,000	27,000	28,800

Note: Figures for years up to and including 2007-08 reflect final adjustments for items such as funding for incremental costs of deployed operations. Although the Government has committed to continue providing this funding, future adjustments in this context are not reflected in the graph. These adjustments will not affect the baseline for the long term planning figures. Consistent with established practice under the Expenditure Management System, the forecast annual planning figures presented here will be re-confirmed annually through the Estimates and Budget processes.

**Chart 2 - Defence Average Growth**
(1986-87 to 2027-28) Selected Periods
Period	Nominal Growth	Real Growth
1986-87 to 2005-06	2.2%	-0.4%
2006-07 to 2007-08 ¹	10.8%	8.5%
2008-09 to 2027-28	2.7%	0.6%

1 In the top display, the years 2006-07 and 2007-08 are segregated to note that they represent the program "re-set" years upon which the CFDS is subsequently based. Figures for years up to and including 2007-08 reflect final adjustments for items such as funding for incremental costs of deployed operations. Although the Government has committed to continue providing this funding, future adjustments in this context are not reflected in the graph. These adjustments will not affect the baseline for the long term planning figures.

**Chart 3 - *Canada First* Defence Strategy - Total Defence Spending**
2008-09 to 2027-28 (Accrual Numbers)
Pillar	Amount	% of Total	Remarks
Personnel	$250B	51%	70,000 Regular and 30,000 Reserve personnel by 2028; includes 25,000 civilian workforce
Equipment
Previous Announcements	$15B ²	3%	Previously annonced equipment purchases, including: C-17 Globemasters C-130J Hercules Arctic/Offshore Patrol Ships CH-47F Chinook Helicopters Trucks
New Major Fleet Replacements	$20B ³	4%	Fixed-wing Search ad Rescue Aircraft Destroyers and Frigates Maritime Patrol Aircraft Fighter Aircraft Land Combat Vehicles and Systems
Other Capital	$25B	5%	Includes individual weapons, communications equipment, etc.
Infrastructure	$40B	8%	Increased investment in rebuilding and maintenance of infrastructure of approximately $100M/year
Readiness	$140B	29%	Approximately $140M/year in new spending on spare parts, maintenance and training
Total Spending over 20 Years	$490B	100%

2 This figure reflects only the capital component of this equipment over the 20-year period. The previously announced total of $30B includes the capital and in-service support costs over the full life of the equipment.
3 This figure represents the capital costs of the new Major Fleet Replacements during the 20-year period reflected in the chart. The total capital costs of these platforms amortized over their useful life, which extend beyond this 20-year period, amount to $45-50B.

To address the problem, the Government increased defence funding through Budget 2006 by $5.3 billion over five years, including a baseline increase of $1.8 billion starting in 2010-11. In doing so, it established a firm foundation for the future and raised the baseline on which future efforts to rebuild the Canadian Forces will be anchored.
Moving forward from this strong footing, the Government, in Budget 2008, augmented the automatic annual rise in Defence funding from 1.5 percent to 2 percent starting in fiscal year 2011-12. Over the next 20 years, this increase is expected to expand the Defence budget from approximately $18 billion in 2008-09, to over $30 billion by 2027-28, as shown in Charts 1 and 2. This figure reflects the new investments made by the Government as outlined in this document. Overall, the Government will spend close to $490 billion on defence over the next 20 years (see Charts 3 and 3a for further details).
With this funding framework, National Defence will be able for the first time to plan for the future on the basis of stable and predictable funding, which will allow it to strategically allocate resources and build the capabilities necessary to meet the country's defence needs. Furthermore, in addition to this new formula, the Government is committed to separately fund incremental costs for major operations.
This commitment to long-term funding and to the detailed procurement strategy it supports will also provide major new opportunities for Canadian industry and produce significant economic benefits for Canadians. It will provide good jobs and new opportunities for tens of thousands of Canadians who work in defence industries and communities with military bases. It will also allow Canadian companies to align their long-term manufacturing, support, and research and development programs to better meet procurement requirements. This comprehensive plan will be implemented in concert with a new long-term procurement strategy designed to benefit Canadian industry while building commercial capacity in relevant knowledge and technology industries.

**Chart 3a - *Canada First* Defence Strategy Allocations**
20-year Aggregate
Pillar	Allocation (%)
Personnel	51%
Equipment	12%
Infrastructure	8%
Readiness (Operations & Maintenance)	29%

Rebuilding the Canadian Forces

To deliver on the Government's level of ambition, the Canadian Forces must be a fully integrated, flexible, multi-role, and combat-capable military. They must also contribute as a core element of a whole-of-government approach to addressing both domestic and international security challenges.
Among other considerations, the Government's decisions on rebuilding the Canadian Forces are informed by experience gained in recent missions in Canada and overseas, including in Afghanistan. Indeed, the Afghanistan mission has demonstrated the importance of having a military that can operate far from home on a sustained basis and in a difficult environment, and that is capable of quickly adapting to evolving threats and changing conditions on the ground. These lessons will continue to be incorporated as the military adjusts its doctrine and capability requirements in the future.
Operational experience has demonstrated that the best way to give the Government maximum flexibility in countering the full spectrum of security challenges is to maintain balance across the four pillars upon which military capabilities are built - personnel, equipment, readiness and infrastructure. The Canada First Defence Strategy addresses the needs of the Canadian Forces across these pillars, building on progress achieved since 2006.

1. Personnel

Challenge:

At the end of the Cold War, the Canadian Forces had a total strength of approximately 89,000 Regular Force personnel. While this number declined to below 60,000 in the 1990s, the military's operational tempo significantly increased over the same period, placing extreme stress on Canadian Forces personnel. Operational fatigue, combined with the demographic reality of an ageing workforce, resulted over time in a "hollow force." Faced with new demands and the need to respond to new and unforeseen crises, the Canadian Forces require more recruits of higher quality with the right knowledge and skills.
While its strength has increased, at current manning levels of about 64,000 Regular and 26,000 Reserve personnel, our military is still hard pressed to carry out core operations at home and abroad.

Previous initiatives:

The Government will remedy this situation by funding significant personnel growth. Budget 2006 provided funding to increase the effective strength of the Regular Force to 68,000 personnel and the Reserves to 26,000. These additional personnel will help sustain international operations in coming years, as well as supporting the Canadian Forces' contribution to security efforts at the 2010 Olympics in Vancouver.

What is new:

The Canada First Defence Strategy provides the resources needed to expand the Forces to 70,000 Regular Force and 30,000 Reserve Force personnel. This will give the Canadian Forces a total strength of 100,000 to achieve the Government's defence objectives in Canada, on the continent and internationally, as well as positioning them for future growth. This expansion will allow the military to strengthen key joint and enabling capabilities, including medical and maintenance technicians, surveillance, reconnaissance and intelligence specialists, and special operations forces. This will be a significant undertaking. The cost of increasing military strength by 1,000 regular personnel is about $150 million annually - and this does not include the associated equipment, infrastructure and training. Overall, just over 50 percent of National Defence's budget is spent on personnel.

Sustaining a major Operation
Maintaining 2,500 Canadian Forces personnel in Afghanistan requires a pool of over 12,500. This includes 2,500 personnel in theatre for six months, 5,000 at different stages of training for upcoming rotations and 5,000 recovering following their deployment, affording the soldiers a minimum of 12 months between deployments.
About 10,000 additional civilian and military personnel are required in Canada to support the mission.

2. Equipment

Challenge:

Serious and significant cuts to defence funding in the 1990s resulted in an overall degradation of the Forces' equipment, affecting all three services. For example, the navy had to dispose of one of its three replenishment ships and one of its four destroyers; the air force eliminated almost half its aircraft, including Chinook helicopters, which are now being urgently re-acquired for use in Afghanistan; and the army lost a significant portion of its fighting and utility vehicles. In today's dangerous operational environment, the Canadian Forces need robust and modern equipment to fulfill their roles.Previous initiatives:
The Government will remedy this situation by funding significant personnel growth. Budget 2006 provided funding to increase the effective strength of the Regular Force to 68,000 personnel and the Reserves to 26,000. These additional personnel will help sustain international operations in coming years, as well as supporting the Canadian Forces' contribution to security efforts at the 2010 Olympics in Vancouver.
Looking ahead, several major equipment fleets will reach the end of their operational lives within the next 10 to 20 years, and will need to be replaced. Decisions on acquiring critical new systems to replace these ageing fleets must be made in the near term.

Previous Initiatives:

Over the last two years, the Government committed significant resources to rebuilding the Forces and made decisions related to the most urgent equipment needs while continuing the analysis suppporting the Canada First Defence Strategy. During that period, the Government made significant commitments to acquire urgently needed equipment. This included C-17 Globemaster strategic and C-130J Hercules tactical transport aircraft, CH-47F Chinook helicopters, Joint Support Ships and trucks to increase the deployability of the military, modern Leopard II tanks and mine-protected vehicles to enhance its combat-capability, and Arctic/offshore patrol ships to help the Forces operate in our northern waters.
These acquisitions are building a solid foundation for the continued modernization and strengthening of the military and will enable it to conduct operations more effectively and safely, both at home and abroad. However, more work remains to be done to ensure that the Forces have all the tools they need to do their job over the long term.

What is new:

Through this 20-year plan, based on a detailed assessment of requirements, the Government has committed to renewing the Forces' core equipment platforms. These will preserve maximum flexibility in countering the range of threats facing Canada and include:

Destroyers and Frigates

Starting in 2015, 15 ships to replace Canada's destroyers and frigates. While all these vessels will be based on a common hull design, the frigate and destroyer variants will be fitted with different weapons, communications, surveillance and other systems. These new ships will ensure that the military can continue to monitor and defend Canadian waters and make significant contributions to international naval operations.

Fixed Wing Search & Rescue Aircraft

Starting in 2015, 17 fixed-wing search and rescue aircraft to replace the current ageing fleet of Buffalo and Hercules aircraft. These new platforms will help improve the military's response to Canadians in distress across this country's vast territory and oceans.

Fighters

Starting in 2017, 65 next-generation fighter aircraft to replace the existing fleet of CF-18s. These new fighters will help the military defend the sovereignty of Canadian airspace, remain a strong and reliable partner in the defence of North America through NORAD, and provide Canada with an effective and modern air capability for international operations.

Maritime Patrol Aircraft

Starting in 2020, 10-12 maritime patrol aircraft to replace the Aurora fleet. The new aircraft will become part of a surveillance "system of systems" that will also comprise sensors, unmanned aerial vehicles and satellites and keep Canada's maritime approaches safe and secure, including in the Arctic.

Land Combat Vehicles and Systems

The progressive acquisition of a new family of land combat vehicles and systems that will provide a robust and flexible capability for Canada's soldiers on high-risk missions abroad. The earliest investments in this project will provide enhanced capabilities for use in Afghanistan.

Replacing these core platforms will require investments ranging between $45 billion and $50 billion in acquisition capital costs. Under accrual budgeting principles, these costs will be amortized over the useful life of the equipment, which extends beyond the time frame of the Strategy.
In addition to these major fleet replacement programs, Defence will continue to make ongoing investments in other capital projects to improve and replace key existing equipment and capabilities. These projects will focus on individual weapons, communications equipment and smaller support vehicles. Defence will also look at acquiring radars and satellites to improve surveillance capabilities, especially in the Arctic.
Translating scientific advances into military capabilities is crucial to success in operations. The new equipment that will be acquired, including the fleet of land combat vehicles and systems, the ships to replace the frigates and destroyers and the next-generation fighter aircraft, will incorporate advances in technology. New command and control elements will exploit advances in information systems, including miniaturization.

Investing in People

Through this 20-year plan, based on a detailed assessment of requirements, the Government has committed to renewing the Forces' core equipment platforms.
These will preserve maximum flexibility in countering the range of threats facing Canada and include:

People are Defence's most important resource. Both the Department and the Forces rely heavily on the work and expertise of dedicated personnel to ensure the operational effectiveness of the military.

Rebuilding the Forces into a first-class, modern military means recruiting the "best and the brightest" that Canadian communities have to offer.

Recognizing the demographic challenges that will be facing the Canadian workforce in the coming decades, Defence will continue to strive for excellence by:

Recruiting and retaining quality candidates that reflect the face of Canada;

Providing world-class technical training and advanced education;

Encouraging the continued development of a knowledge-based workforce;

Providing personnel with the highest level of health care possible; and

Integrating a motivated and effective Defence team comprising Regulars, Reserves and civilians.

3. Readiness

Challenge:

Readiness refers to the Canadian Forces' flexibility and preparedness to deploy in response to Government direction. It encompasses the resources needed to maintain equipment, conduct training, and prepare units for operations. Over the last 15 years, the military have been forced to economize in this area. Fewer resources for training and spare parts, coupled with an increasing operational tempo and ageing equipment eroded the Canadian Forces' preparedness to undertake operations on short notice. Until recently, the resources allocated for the National Procurement budget, which covers fuel, ammunition, spare parts and maintenance, covered only 70 percent of demand, significantly impeding the Forces' ability to train and maintain high readiness levels.

Previous initiatives:

The Government recognizes that, if they are to be effective in such difficult and diverse environments as the Arctic and Afghanistan, the Canadian Forces need adequate resources for training, spare parts and equipment. Recent budget increases have begun to reverse the decline in readiness and have funded more exercises for the army, more days at sea for the navy, and more flying hours for the air force.

What is new:

The implementation of the Strategy's 20-year plan will further enhance the readiness of the Canadian Forces. Planned, rather than ad-hoc investments will improve and increase training for personnel. In addition, such funding will provide further relief and ensure that more personnel are trained to required levels and that more equipment is available for both training and operations. Through this Strategy, the Government is building a military that can deploy more quickly and effectively.

Readiness
Since the early 1990s, readiness resources have been cut to pay for higher priority operational demands. This has resulted in:

a 30 percent reduction in sea days;

a 40 percent reduction in the average number of hours that planes fly each year; and

the ability to train only 30 percent of land forces at high readiness.

The Canada First Defence Strategy will help reverse this trend by allocating enough resources to ensure that Canadian Forces personnel and their equipment are ready to deploy when and where they are needed.

4. Infrastructure

Challenge:

National Defence is the single largest property holder in the federal government, owning approximately 21,000 buildings, 13,500 works (including 5,500 kilometres of roads, jetties, training areas, etc.) and 800 parcels of land covering 2.25 million hectares (four times the size of Prince Edward Island). More than half of Defence's infrastructure is over 50 years old and much of its portfolio was not designed for today's operational requirements. National Defence is also the custodian of a number of heritage buildings and has a strong program to promote environmental stewardship, including thorough cleanup and remediation initiatives.
Following budget cuts in the 1990s, the resources earmarked for infrastructure maintenance and replacement were reduced significantly. As a result, much of National Defence's infrastructure is ageing and in poor repair, and will require refurbishing or replacement over the coming years.

Previous initiatives:

Beginning in 2006, the Government began to address the infrastructure issue. For instance, the new equipment acquisitions, such as the C-17 Globemaster and C-130J Hercules aircraft, include funding for associated infrastructure projects. This means that the cost of new hangars and other facilities directly related to these capabilities has already been taken into account in the overall cost of these projects. This new approach will reduce pressure on the broader infrastructure budget.

What is new:

To ensure that the Canadian Forces have the facilities they need, the Canada First Defence Strategy includes measures that will result in an overall improvement in the condition of defence infrastructure over the long term. In particular, our military will benefit from new investment and the ongoing implementation of a national approach to responsible stewardship and risk management. In concrete terms, Defence will move from spending an average of 2.5 percent of realty replacement costs annually from 2000 to 2006, to an average level of just under 4 percent annually over the next 20 years. Sufficient resources will also be set aside for the future acquisitions required under this Strategy to build or upgrade associated infrastructure. Overall, the Strategy aims to replace 25 percent of existing infrastructure over 10 years and 50 percent over the next 20 years. In coming years, National Defence will also further improve the management of its heritage sites and continue to promote and exercise environmental stewardship in the conduct of its activities.

Investment Plan

The Canada First Defence Strategy provides an affordable roadmap that encompasses initiatives in all four pillars of military capability. To ensure that the investments outlined in this document are brought forward in a coherent way, National Defence is developing a comprehensive, multi-year Strategic Investment Plan. This Plan will assist National Defence in implementing the Strategy by helping to manage the complexity involved in balancing resources across the four pillars, including the sequencing of key projects so that equipment is not delivered without the necessary personnel to operate it and the infrastructure required to support it. It will integrate funding demands from across National Defence into a single, coherent plan, and ensure that the timing of major investments corresponds to the availability of funds. This will not only minimize the risk of capability gaps, but will also ensure affordability over the next 20 years.
The first version of the Plan will be submitted to the Treasury Board Secretariat in November 2008 as part of a pilot project associated with that agency's new Policy on Investment Planning, which aims to "contribute to the achievement of value for money and sound stewardship in government program delivery through effective investment planning."

Positioning Canadian industry for success

The unprecedented commitment of long-term, stable funding over the next 20 years will directly support Advantage Canada, the Government's strategic plan for boosting the economic prosperity, global competitiveness and quality of life of Canadians. Indeed, the Canada First Defence Strategy represents a significant investment in the country's industry, knowledge and technology sectors that will yield sizeable dividends for every region of the country. This clear, long-term plan will give these sectors the opportunity to better position themselves to compete for defence contracts in Canada and in the global marketplace.

Global Excellence

Combined with the improved framework for competition and trade provided through Advantage Canada, the Canada First Defence Strategy will help position Canadian companies for success in the global marketplace. Its infusion of long-term, stable funding will allow industry to plan ahead, make better use of investments in capital and technology, and become more effective players in the supply chains of the world's primary defence equipment manufacturers. In short, this Strategy will help Canadian companies build global excellence and leverage Canada's competitive advantage.

Technology and Innovation

Through Defence Research and Development Canada (DRDC), National Defence has a long history of working with Canadian industry and with its allies to develop technology that meets the needs of the Canadian Forces. As National Defence implements this Strategy, DRDC will collaborate with defence partners to derive maximum benefit from technology and ensure that the Canadian Forces continue to be a state-of-the-art military.
The significant procurement initiatives contained in this plan will also open up valuable new opportunities for Canadian industry, building on the Government's Science and Technology Strategy. Specifically, the new long-term funding framework will allow large, well-established companies in Canada's high- value-added technology sectors to align their own manufacturing, support, and research and development plans to better support defence procurement requirements. Significant benefits will also accrue to small and medium-sized companies that have established themselves as world leaders in specific technologies. They will be better positioned to grow and expand their businesses and to invest in emerging technologies at a level that will improve the likelihood of developing a viable product. Finally, much of the technology and innovation that will be required to rebuild the Canadian Forces will have valuable commercial applications, resulting in additional long-term benefits for industry.

A New Relationship

The Canada First Defence Strategy will set the stage for a renewed relationship with Canadian defence industry and research and development organizations across the country.
The Government will take specific measures to enhance its interaction with industry. For example, it will continue to improve the way it procures new equipment, fostering greater transparency and engaging industry earlier in the process. These ongoing procurement reforms will further streamline the contracting process and ensure that it continues to remain open and fair. In addition, the Government will revise the current industrial benefit policies attached to significant procurement projects with a view to encouraging industry to make long-term investments in Canada.
With the Government's significant investment in the Canadian Forces, Canadians will profit from the development of high-tech, high-value sustainable jobs in all regions - directly through the development of military capabilities and indirectly through technological spinoffs and commercial applications. This will put Canadians to work protecting Canadians. Universities and colleges will also benefit through increased opportunities to undertake cutting-edge research.

Conclusion

The Canada First Defence Strategy represents a major milestone, and reflects the Government's commitment to rebuilding the Canadian Forces into a first-class military capable of providing enhanced security for Canadians. It strikes the right balance between what the Forces need today, and what they will likely need in the future to address a different set of security challenges. Recognizing that the global security environment and the capabilities required to deal effectively with it will continue to evolve, the Government is committed to reviewing this comprehensive plan on a regular basis to ensure that it continues to meet the needs of the military and Canadians.
The implementation of the Canada First Defence Strategy will give the Forces, who sacrifice so much for their country, the resources they need to perform their vital missions to a standard that Canadians expect and deserve.
This 20-year plan to rebuild the Forces, supported by an unprecedented long-term, predictable funding framework, will ensure that Canadians can depend on a military capable of delivering excellence at home, meeting its commitments as a reliable partner in the defence of North America, and projecting leadership abroad in support of international security. It will also allow the Government to develop a stronger, mutually beneficial relationship with industry. Above all, a revitalized and transformed Canadian Forces, working in partnership with the knowledgeable and responsive civilian personnel of the Department, will help ensure the safety and security of our citizens well into the 21st century.

Date modified:

Wednesday, April 16, 2014

The Navy Just Christened Its Most Futuristic Ship Ever Read more: http://www.businessinsider.com/uss-zumwalt-2014-4#ixzz2z72cQk7h

4408 The Navy Just Christened Its Most Futuristic Ship EverRead more: http://www.businessinsider.com/uss-zumwalt-2014-4#ixzz2z6eJsWMw www.businessinsider.com/uss-zumwalt-2014-4?utm_content=buffer6b087&utm_medium=social&utm_source=twitter.com&utm_campaign=buffer

4500

Raytheon

The USS Zumwalt

The U.S. Navy christens the USS Zumwalt on Saturday, a $7 billion stealth destroyer that hosts an incredible array of capabilities not seen in any other ship in the fleet. Built by General Dynamics, the Zumwalt DDG-1000 will be the Navy's largest destroyer — replacing the aging Spruance-class destroyers that had already been decommissioned — with technology onboard for targeting submarines, defeating minefields, and obliterating shore defenses with low-altitude missiles that evade radar, artillery, and even an electromagnetic rail gun, which is currently in testing.

"The christening of the future USS Zumwalt represents the beginning of another era of service for this great name," said Secretary of the Navy Ray Mabus in a statement. "Just as Admiral Elmo R. "Bud" Zumwalt helped shape our nation's Navy as the 19th chief of naval operations, DDG-1000 will help shape the future of surface combatants."

The destroyer "carries technologies that will benefit the Navy for years to come, most notably its Total Ship Computing Environment — a single, secure network that controls everything from radars to weapons," said a spokesperson for Raytheon in an email.

While the ship has a mission center — the standard "bridge" that most ships have — with state-of-the art consoles and communications equipment, the Zumwalt is unique in having secure networking that allows the ship's captain to control all manner of systems from anywhere on board.

Raytheon

The Ship Mission Center

What can it do?

The ship is basically a Swiss-army knife for missions of the future, as it's tailored for sustained operations against targets at sea or on land, support of special operations forces, and has enough power and tech on board to drop in systems the Navy is still testing — like laser weapons, rail guns, and advanced radar tracking for ballistic missiles.

It's also virtually invisible in the water. Its futuristic lines serve to maintain its stealth, as the ship would be seen on an enemy radar screen as nothing more than a small fishing boat. It also has Raytheon's Integrated Undersea Warfare sonar, a sophisticated suite of sensors for anti-submarine and torpedo defense.

Computers and automated systems also mean less crew onboard. A typical Arleigh-Burke class destroyer requires 210 sailors, but the Zumwalt requires only 130 to operate it, plus another 28 for aviation operations (the ship has a helipad large enough for two helicopters or one helicopter and a vertical takeoff drone).

If the systems onboard don't convince you of its futuristic qualities, the man in charge of the ship may do it. The skipper of the Zumwalt will be none other than a real-life Capt. James Kirk, although he's obviously of no relation to the fictional Kirk of "Star Trek" fame.
Of course all this high-tech gear doesn't come cheap: The original cost estimate was pegged at about $3.8 billion, but that goes up to $7 billion when factoring in research and development — a problem that forced the Navy to cut its order from 32 of these ship types to just three.

Still, the Zumwalt will no doubt be the most technologically advanced and lethal warship on the water once it finally leaves port, and its reduced crew and extensive automation systems actually reduce operating costs.

The ship is due for final delivery to the Navy later this year, where it will then undergo testing and trials until becoming operational around 2016.

NOW: The US Navy's Real-Life Captain Kirk Got An Awesome Letter From William Shatner

Thursday, April 10, 2014

Speech: Brian Mulroney on “The Next Big Thing” for Canada

Rt. Hon. Brian Mulroney

Speech: Brian Mulroney on “The Next Big Thing” for Canada

April 9, 2014

NOTES FOR AN ADDRESS BY THE RIGHT HONOURABLE BRIAN MULRONEY

CANADA 2020 http://canada2020.ca/squaring-the-carbon-circle/speech-brian-mulroney-2014/

“The Next Big Thing for Canada”
Ottawa, Ontario
April 8, 2014

Thank you, John, for your most generous remarks.

Let me also congratulate you and your Government for the forthright position you are taking on the lawless takeover of Crimea. The principles and values we cherish in Canada should be the constant rudder for actions we take on foreign policy. History teaches us eloquently what happens when violations of international law and national sovereignty are ignored in the interest of expediency.

As the first G7 country to recognize the newly independent Ukraine in 1991, Canada should be in the vanguard of those safe-guarding its fundamental freedoms and staunchly supporting those seeking to reinforce that independence.

Your invitation tonight presents a great challenge : What is “the next big thing” for Canada?

In Prime Minister Pearson’s time, the answer might have been the Canadian Flag, the Auto Pact and the creation of the Canada Pension Plan. Prime Minister Trudeau will always be known for the Charter for Rights and Freedoms and Patriation.

My terms in office will probably be remembered for the Canada-U.S. Free Trade Agreement, and NAFTA and the GST, initiatives that – like those of my predecessors – transformed Canada.

But these big measures could not have been contrived. There had to have been a need for them, so as to ensure that Canada emerged from those great debates and elections as a more sovereign, independent and prosperous nation. This is a new world – different from that of Mssrs. Pearson, Trudeau or myself – complex, and challenging, but one with enormous promise for Canada.

As we look to the future, Canada has many reasons for optimism. At the last G-8 our government stood tall, a beacon of fiscal rectitude in a turbulent world with one of, if not the strongest economies in the industrialized world by most objective criteria.

How did this happen? Well, it did not happen overnight nor under one government or one political party. It happened because, for the better part of almost thirty years, four governments of different political stripes followed similar economic policies that generated stable economic growth, solid job creation, sensible public financing and a more confident national fabric.

Foundational initiatives by my government such as the Canada – U.S. FTA and NAFTA, along with a wave of privatizations, extensive deregulation, historic tax reform and a low inflation policy dramatically reduced program spending while trimming the deficit, laid the basis for growth and enabled Canada to compete vigorously in a rapidly globalizing world.

Jean Chrétien had very important decisions to make when he formed the government in 1993. He could have repudiated our trade agreements and tax reform because he had campaigned vigorously against each. Instead, Mr. Chrétien put campaign rhetoric aside and sustained both the trade and tax initiatives as pillars of record prosperity for Canada.

To his credit, Mr. Chrétien, aided by Finance Minister Martin, used the great economic benefits from free trade and the proceeds of the GST to eliminate the deficit over time and begin the process of paying down the debt in an orderly fashion. By acting as he did, while slashing government spending and making large investments in university research and significant advances in R&D generally and searching out new avenues for international trade, Mr. Chrétien ensured the continuity of policies that were neither Tory nor Grit, Liberal nor Conservative. They were Canadian, designed to serve our national interest and strengthen our national sovereignty.

This was followed by important measures by the Martin Government and by the present Harper Government with their sound and impressive management of the economy, along with beneficial changes to corporate and personal taxes introduced by Finance Minister Flaherty. All of which strengthened our public finances and allowed us to withstand better than most the ravages of the recent economic crisis.

Prime Ministers are not perfect. Mistakes are made. I certainly made my share.

But it was this continuum of sensible and effective policies under four different governments led by Prime Ministers of different political stripes – avoiding the erratic policy lurches of the past – that changed Canadian attitudes and provided the solid economic foundation on which Prime Minister Harper was able to stand when he welcomed world leaders to Canada a few years ago.

The essential continuity of governments from Mulroney through Chretien and Martin to Harper explains a great deal of what is right about Canada today. No one should underestimate the value of this continuity. Serious public policy can only be conceived and practised over decades – not four-year terms. We have had the great good fortune to see governments of different stripes “pass and accept the torch” over the past 30 years, rather than stop, and then try to start a new game based on discredited ideologies or personal agendas.

Only a prophet, or a fool, would predict the future. The management guru Peter Drucker once said “the best way to predict the future is to create it.” We live in a world where the events of the moment – whether in Crimea or Syria or Afghanistan – signal unrelenting pressures of instability, where the U.S. inclination and capacity to assert global leadership is on the wane and where the principles of multilateralism so helpful for the last half of the last century are now under assault.

It is easy to be pessimistic, easier still to want to turn inwards. It is a world that, as Ian Bremmer describes, will be increasingly “every nation for itself”. National interests will be paramount.

The good news is that Canada is better positioned than many to take advantage of the fluid state of global affairs, provided – and this is a big if – we can get our act together to accentuate our strengths – notably our resource base and our energy capabilities in particular – to deliver prosperity and employment for Canadians for decades to come.

And that is the big idea I want to discuss with you tonight.

We have enormous potential – the third largest supply of crude oil in the world – 174 billion barrels – much of which lie in the oil sands. More importantly, what we have in Canada represents more than half of the global oil reserves that are open to the private sector for development. Can there be any better magnet for investors?

Just think of this as well: Canada ranks first in the world in potash and titanium, second in uranium, third in natural gas and aluminum, fourth in diamonds and fifth in nickel. We are also a significant source for iron ore. We are the world’s third largest producer of hydroelectricity and have the potential to more than double our current capacity.

And it is important to recognize that the natural resource sector generates a disproportionate share of Canada’s wealth. In 2011, this sector directly accounted for 15 per cent of nominal gross domestic product (GDP) and nearly 800,000 jobs. An additional 800,000 jobs in other sectors were supported by the purchase of goods and services by the resource sector. All of which is to say is that many of you and I would likely be out of a job were it not for the abundance of natural resources in Canada.

Bear in mind, too, that extractive industries are also some of the most innovative and productive sectors of the economy, now being driven by space age technology and computers.

A study by the prestigious US-based RAND corporation, for example, found that Canadian mining companies were far more productive and innovative than even their US counterparts. The key reason for higher levels of productivity in Canada versus the US had to do with the focus of Canadian mining companies on “breakthrough” as opposed to “incremental” innovations and a much higher tolerance for risk.

Most Canadians are unaware that fracking and horizontal drilling technology for extracting non-conventional oil and gas reserves, which have revolutionized this sector worldwide and dramatically changed the United States’ own energy fortunes, were pioneered in Canada.

However, we cannot rest on our laurels. Global competition to sell resources in the world market is intensifying as low cost producers in Africa, Central Asia, and elsewhere emerge on the world stage. Demand is also shifting to non-OECD countries, especially in sectors like energy.

The Chinese and other offtakers in emerging markets also want product at the highest quality and the lowest price. That is one reason, for example, why Kazakhstan today is now the number one producer of uranium and we have fallen into second place with Australia, our traditional competitor, in third.

It is one thing to have an idea or a bold objective, quite another to deliver. As Thomas Edison once observed “vision without execution is hallucination” Northern Ontario’s “Ring of Fire” is a classic example of our potential and our problem. It has been described as “the most promising mining opportunity in Canada in a century”. And yet, despite its unparalleled potential, the project has been hamstrung for years by uncertainties about aboriginal concerns, by infrastructure limitations and environmental challenges. If properly developed, significant deposits of copper, zinc, nickel, platinum, vanadium and gold could contribute more than $25 billion in economic activity and almost $ 7 billion in government revenues. What is desperately needed is a concrete action plan and an enhanced spirit of partnership to bring that promise to life.

The “Ring of Fire is in a very real sense a microcosm of our broader challenge. The biggest challenge is uncertainty. The resource sector has hugely capital intensive projects with a long life. But these projects cannot go forward if they become captives of seemingly endless processes and reviews. Public policy has a critical role to play in reducing some of that uncertainty and promoting the Canadian resource sector in emerging markets.

We cannot allow our regulatory regime to be gamed by those who simply want to disrupt any form of development. There are clear lessons from history on this tendency. We need sensible environmental policies, of course, because Canadians are justifiably proud of our pristine environment. My government earned plaudits for our action on the environment, which was an important priority for us in all of our initiatives.

I was greatly honored to have been voted Canada’s Greenest Prime Minister in history, by leading environmental groups. But we were always conscious of the need for balance between sustainability and growth.

Trade agreements are vital to access and to prosperity and I commend the government for its success on the negotiating front but you cannot sell what you cannot ship. Nor can you do it without the investments, the talent and a shared commitment from all who would be affected.

Put simply, we cannot market our resources globally if we do not have the infrastructure – political and industrial – to deliver them to market. That is precisely why we need a strong national commitment to build the infrastructure that will enable us to bring our abundance of natural resources – our most vital comparative advantage – to global markets, notably to the dynamic Asian economies where much of global growth is occurring.

We need pipelines to carry our crude oil to our west and east coasts. And we definitely need to see the Keystone XL pipeline approved. A negative verdict by the U.S. government would contravene a major tenet of NAFTA under which the U.S. was guaranteed unfettered supply in exchange for unfettered access by Canadian exporters to its market.

We also need urgently to quicken the pace to build pipelines and refining facilities on the west coast enabling us to ship LNG to markets that need supply. Australia and the US are already beating us to the punch. The former is experiencing a surge in LNG exports boosted by rising demand and prices in Asia.

Forecasts show that Australia’s gas output will jump to about 100 million metric tons by 2018, or about as much as Japan and Taiwan together consume in a single year. The US is also seizing opportunity in the Asia market with big LNG importers such as Korea Gas and Japan’s Osaka Gas signing long-term agreements with US terminals.

We have to understand that, while demand for much of what we have is strong, we operate in a highly competitive global market. We cannot sit back, contemplating our collective navel and expect customers to knock on our door. We have to demonstrate convincingly that we are capable of doing what is required to earn their confidence that we are a reliable, efficient source of supply.
(Regrettably, that is not the reputation we have today.)

The U.S. will continue to be our most important market but one lesson we have learned from the hassle over Keystone is that we cannot rely exclusively on the U.S. for any export. Just imagine though, a positive verdict on Keystone that could be a catalyst for broader cooperation on energy between Canada and the U.S. If we decide first to get our own house in order, we could engage the Americans from a position of strength and relevance, making energy independence in North America a near term reality and generating significant capacity for influence in world affairs.

The biggest beneficiaries would be our two economies. We both need energy to support industrial expansion. While we will be competitors in some global markets that should not preclude deeper integration. Our combined energy potential could actually be harnessed to help change the geopolitical dynamic in Europe, Asia and the Middle East .

We have an abundance of resources that is second to none. We have the capacity for technological innovation that will enable us to ensure both energy security and environmental responsibility. I can envisage a new North American Accord on Carbon Emissions, one that invokes the spirit of what we did successfully together to combat acid rain and to clean up the Great Lakes, huge environmental achievements.

We could agree on identical goals but use prescriptions for carbon reductions that recognize the distinct nature of our respective resource assets and do not discriminate unfairly against one another with standards that are essentially protectionism dressed up in an environmental cloak.

Our mutual objective should be to establish the world’s most efficient and reliable infrastructure for the production and transmission of all forms of energy while we set a new gold standard on environmental performance. Ramping up LNG exports can facilitate a reduction in the number of coal-fired plants in China and Asia – unquestionably the major menace today in terms of carbon emissions. As a welcome bonus, increased supplies of natural gas in North America may also help wean the U.S. off its heavy reliance on coal for power.

North America working together as a dynamic, coherent player would be much stronger engaging with China and the rest of the world. Energy sufficiency gives us greater independence to chart our own course and can be a source of real leverage with others. Standing together, North America can lead the world, but only with vision and real leadership from the top.

Never forget that, to get attention in Washington, you need to be relevant to America’s own agenda – domestic and global. Canada’s best asset and our best leverage in Washington should be our energy resources, not just because of what it can contribute to the U.S.’ economic prospects but also because of the heft it can give us with America’s global challenges and our own.

As with any major bilateral initiative, Canada will have to do its homework thoroughly and then take the lead – as we did with the FTA and the Acid Rain Accord. The indispensable ingredient for success will be mutual respect and firm resolve at the top but it starts with a clear vision of what can be done.

The question is not “why” but rather “why not”?

As with free trade, this will not in any way diminish Canadian sovereignty. It will only increase Canadian prosperity. Wayne Gretzky’s exceptional hockey talent was knowing where the puck was going to be, not where it was. We should follow the Gretzky technique with a trade diversification strategy that focuses like a laser on where the future growth will be, especially in Asia and also here in our own hemisphere, in Latin America.

By 2035 China’s energy consumption is expected to rise 60% surpassing that of the U.S. In India, demand will more than double. In the next four years alone the GDP of Asia is estimated to grow from $22 trillion to almost $ 29 trillion or 32%. The National Intelligence Council of the U.S. predicts that by 2030 “Asia will have surpassed North America and Europe combined in terms of global power based on GDP, population size, military power and technology investment.”

We ignore that trend at our peril.

There are days frankly when we seem to be like the fellow who was born on third base and thinks he hit a triple. We take too much of what we have for granted believing mistakenly that our vast resources will generate prosperity just by being there. There will be no powerful explosion of development in our entire energy sector unless there is agreement among the major players and interests.
And who are they?

The First Nations
The affected provinces that control the resources
The stewards of our environment

Without their active involvement and enthusiastic cooperation, our natural resources will remain in the ground. Dead as a doornail.
Canada is a vibrant federation. We are not a unitary state. The Government of Canada cannot act unilaterally to resolve this matter. The Federal Government must urgently initiate avenues of cooperation with all stakeholders to ensure that we move forward in the national interest.

A vigorous national commitment to develop the resources and build the necessary infrastructure must be complemented by three essential undertakings:

1) a principled partnership with First Nations and the provinces that moves beyond grievances from the past to opportunities for the future;

2) a realistic plan, using new technologies first and foremost, to reduce carbon emissions. I say “realistic” deliberately because, while Canada clearly can and should do more, we are a relatively small part of the global problem. We can and should, however, contribute commensurate with our share; and

3) a coherent plan to ensure that we are training people to harness the potential of our resource base. The Canada Job Grant program devised and led by Minister Jason Kenney is one very important step in that direction. But our education and training systems more generally need a major overhaul if we expect to have people with the right skills to exploit the huge potential of our resource rich economy.

So how would we move the ball forward on a project of this magnitude? When faced with a similar challenge on the launch of Free Trade negotiations almost three decades ago, my government recognized that it required a unique organizational structure, a genuine partnership with the provinces and the private sector and persistent political oversight by the Prime Minister himself, aimed at a clear objective.

For that purpose, we created a Trade Negotiations Office in Ottawa, primarily to command support and cut through roadblocks from individual departments and to consult systematically with the provinces. We formed a similarly special structure for dialogue with stakeholders from all relevant sectors. The TNO was led by a very brilliant and determined Simon Reisman, included many of the ‘best and brightest’ from Ottawa and reported regularly to a special cabinet committee which I chaired as Prime Minister of Canada.

It worked. The blend is what shaped success in those transformative negotiations and, also helped us implement the agreement. And, what happened? The statistics alone speak to the success of the FTA. Trade volumes more than tripled in less than twenty years – from $235 Billion to $743 Billion. Trade exploded into the largest bilateral exchanges between any 2 countries in the history of the world.

In the two hours or so that we will be together this evening, more than $200 million in goods and services will be exchanged by Canada and the U.S. That is more than $1 million every minute of every hour of every day. Almost $2 billion in total, each and every day of every week of every month of every year.

Since implementation of the Free Trade Agreement, Canada’s GDP has more than doubled to $1.8 trillion, and the Canadian economy has created 4.6 million new jobs. As successful as free trade has been, I take the most satisfaction from the changed mindset of Canadians. We’re a much more confident, outward-looking people.
We know that if we can compete successfully throughout North America, we can make it anywhere. But now, it’s time for our next big step.

I suggest that what we now need for an exceptional, cohesive effort to make the most from our resource base is a similarly clear commitment from the top, a unique, high quality organizational structure drawing expertise from across Canada, and a genuine partnership that will spearhead expansion of our resources, expedite infrastructure construction and bolster a broader diversification of our exports.

What might be called the Resource Development Office (RDO) that would have special power to counter interdepartmental turf squabbles, set clear priorities, streamline regulatory reviews and move beyond a chronic penchant to ‘boil the ocean’ with analyses and consultations.

To lead this enterprise, we would need someone with the tenacity of Simon Reisman and the sensitivity of a Bob Rae or a Jim Prentice. Someone who has the absolute confidence and persistent attention of the Prime Minister

Any volunteers?

It will not happen by osmosis and is much more than a task for governments. The biggest obstacles to success are complacency and chronic inertia. The best tonic for both is a cohesive plan of action enabling decisions and commitments that can be articulated as confidently as they can be implemented.

When my government decided to negotiate the Atlantic Accord for offshore energy development and then took dramatic investment action to launch Hibernia, Newfoundland and Labrador was a have not province – and had been since joining Confederation in 1949.
Today – because of these decisions – Newfoundland and Labrador is a have province exploding with wealth and promise, while paying into equalization that benefits provinces like Ontario and Quebec. Just imagine, the epochal impact, on our entire nation, of the initiative that I have outlined tonight.

It will make Canada one of the wealthiest and most influential countries on earth, while vastly strengthening our sovereignty and our capacity for good and effective leadership in the world.
This Canadian energy and resource agenda under the Prime Minister’s personal direction would provide hundreds billions of dollars in new investments, millions of new jobs, bring West and East much closer together, and be as transformational and beneficial to the country as any major policy initiative undertaken in Canada in the last 70 years.

Infometrica has estimated that planned investments in major resource projects could generate a $1.4 Trillion cumulative increase in GDP with dividends for all regions of Canada and more than 6 million jobs. No other sector of our economy has comparable potential for our future prosperity.

The most essential ingredient for any “Big Idea”, however, is leadership.

Leadership that not only anticipates the need for change but is determined to implement change. Not in pursuit of popularity but to serve the national interest. The test of true leadership hinges on judgements between risk and reward.

Change of any kind requires risk, political risk. It can and will generate unpopularity from those who oppose change. The choice for Canada in a fast-changing global environment is either to adapt quickly and take advantage of the changes happening or watch from the sidelines.

If we truly deliver, we will not only enhance our economic prospects but I am confident will also enable Canada to play a more relevant and effective role on geopolitical issues of the moment. We can truly ‘walk the talk’ of a resource super power.

Thomas D’Arcy McGee, the most eloquent Father of Confederation, in his last speech in the House of Commons before his assassination, 146 years ago yesterday, famously said: “He who seeks after popularity builds upon a shifting sand.”

Prime ministers are not chosen to seek popularity. They are chosen to provide leadership. As President Clinton once said: “Leadership is the capacity to look around the corner of history, just a little bit.” Leadership is the process, not only of foreseeing the need for change, but of making the case for change. Leadership does not consist of imposing unpopular ideas on the public, but of making unpopular ideas acceptable to the nation. This requires a very solid argument for change, and a very strong ability to make the argument, over and over and over again.

The impact of significant public policy decisions is often unclear in the early years. It sometimes takes a considerable period – frequently decades – before the full consequences of an important initiative become apparent. As Reinhold Niebuhr reminded us: “nothing worth doing is completed in our life time; therefore we must be saved by hope. Nothing fine or beautiful or good makes complete sense in any immediate context of history; therefore, we must be saved by faith”.

It is in this perspective that great and controversial questions of public policy must be considered. History tends to focus on the builders, the deciders, the leaders – because they are the men and women whose contributions have shaped the destiny of their nations.

From Confederation to the present day, our country has been blessed with strong leaders. I am confident that it will always be so in a Canada that is united, prosperous and strong. May the blessings of providence always be upon our beloved country and upon all of you.

Thank you very much.

Tuesday, April 8, 2014

Tribute To Liberty (HD)

www.tributetoliberty.ca
Tribute to Liberty's mission is to establish a memorial to victims of Communism in Canada's National Capital Region.

l

Design Competition for National Memorial to the Victims of Communism Launched

Call for design teams to express interest in a national memorial project in Canada's Capital

OTTAWA, ONTARIO--(Marketwired - April 1, 2014) - Department of Canadian Heritage
Today, Minister of Canadian Heritage and Official Languages Shelly Glover, along with Minister of Employment and Social Development and Minister for Multiculturalism Jason Kenney, announced the launch of the design competition for the Canadian Memorial to the Victims of Communism.
Teams of professional artists, architects, landscape architects and other urban design professionals are invited to submit their credentials and examples of previous work for the first stage of a two-phase competition. The first phase will evaluate qualifications and shortlist approximately six teams; the second phase will invite finalists to develop concepts.
This new Capital landmark will recognize the role Canada has played in offering refuge to the millions that left behind torment and oppression under Communist regimes for new beginnings in a free and democratic country. It will also serve to raise Canadian and international awareness of the ravages of Communist regimes and remind visitors of the core Canadian values that unite us and must be protected.
The monument, to be unveiled in late summer 2015, will be prominently located on Confederation Boulevard in Ottawa, between the Library and Archives Canada building and the Supreme Court of Canada.
Quick Facts
• Over 100 million people worldwide have perished or suffered under Communist tyranny; hundreds of millions more have suffered and continue to suffer its oppression.
• More than 8 million Canadians trace their roots to countries that lived or live under Communism.
• The deadline for receipt of submissions is 2:00 p.m. (Ottawa time) on May 2, 2014.
• The Department of Canadian Heritage is managing this monument project in partnership with the National Capital Commission, Citizenship and Immigration Canada, and Public Works and Government Services Canada, on behalf of Tribute to Liberty.
• Tribute to Liberty, established in 2008, is a Canadian charity whose mission is to establish a Canadian memorial to commemorate the victims of communism.
Quotes
"This monument will be a lasting symbol of the hardship endured by millions under Communist rule and a tribute to those who risked so much to reach the safety of Canada, where freedom, democracy and the rule of law are cherished."
- Shelly Glover, Minister of Canadian Heritage and Official Languages
"This memorial will also serve as a reminder to all Canadians that glorifying Communist symbols insults the memory of these victims, and that we must never take for granted our core values of freedom, democracy, human rights and the rule of law."
- Jason Kenney, Minister of Employment and Social Development and Minister for Multiculturalism
"We are excited to see this project-originally proposed by Canada's cultural communities and represented by Tribute to Liberty-moving forward with the Government of Canada's strong support. We appreciate the engagement of Ministers Glover and Kenney, who have worked closely with Tribute to Liberty to bring this project to fruition."
- Ludwik Klimkowski, Chair of Tribute to Liberty
Related Products
Request for qualifications: Memorial to the Victims of Communism - Canada, a Land of Refuge
Associated Links
Government of Canada supports memorial project to commemorate victims of Communism
Stay Connected
Follow us on Twitter @CdnHeritage, YouTube, Facebook, and Flickr.

Contact Information

Marisa Monnin
Press Secretary
Office of the Minister of Canadian Heritage
and Official Languages
819-997-7788

Media Relations
Canadian Heritage
819-994-9101
1-866-569-6155
media@pch.gc.ca