Chapter 2: The Future Threat, Training and Operating Environments

In 2021, an RCAF TM initiative was created to investigate and design the FAFTS as well as to synchronize this effort with other CAF and RCAF renewal efforts. The formal delegation of training authority (TA) to Commander (Comd) 2 Canadian Air Division (2 Cdn Air Div) in 2015 enabled renewed focus on the legacy training system and consideration of alternative approaches. A rebalancing examination of Level 2 (L2) authorities in 2017 reaffirmed Comd 1 Canadian Air Division's (1 Cdn Air Div's) responsibilities for RCAF operational training (op trg) / CT elements and the RCAF AWC supporting functions. 3 Canadian Space Division (3 CSD) has since been integrated as an additional operational L2 with unique training needs. Clarified roles and responsibilities, coupled with accelerating digitalization and a surging innovation mindset, provide ideal conditions for the development of a modern training system. Notwithstanding, a number of current challenges must be considered when defining the future training environment:

• Not conceived as a system of systems. The current training system is encumbered by a few key structural impediments that limit its ability to take advantage of technological and learning advances. Organically grown over several decades of successive and progressive upgrades to RCAF fleets, the present training system's structure is the result of local incremental changes that have not necessarily been executed within a systems approach to training^{Footnote 2} , with the result being an organization in need of greater organizational coherence, effectiveness and flexibility.
• Inconsistent exploitation of technology. Modern recruits arrive with an educational background that has leveraged technology, and they have developed a degree of technological ease and familiarity with a modern educational system that is fundamentally different from the present traditional training environment. Next- generation projects have ushered in an era of technological complexity that demands changes in the tools and methods necessary to train our personnel. Furthermore, the widespread use of networks in operations allows for a more integrated technological solution to knowledge development. Therefore, the RCAF needs to establish a proper balance between technological sophistication and affordability in the training system.
• Ageing physical and digital infrastructure. Much of the training system's current infrastructure and support systems were built during the post–World War II era and are quickly reaching the ends of their useful lives. Furthermore, the design and construction parameters of this era prohibit or limit the full use of new instructional methodologies and technologies. The FAFTS, therefore, must include modernized infrastructure to support the expectations of learners and future training technologies.
• Not regarded as a capability. Without a forward-leaning and sustained investment plan, the training system will degrade. Like weapon systems and aircraft fleets, the FAFTS must be treated as a capability. It must be agile and able to adjust to new equipment and RCAF materiel capability programmes. To keep pace with the RCAF's increasing complexity and sophistication, the FAFTS must be considered as an investment and be managed through the RCAF FD mechanisms.
• Resistance to change and lack of cultural adaptability. As the RCAF seeks to transition into more modern, integrated forms of training and readiness, one of the major challenges will be overcoming resistance to change within the organization. This resistance can stem from various levels, including leadership, instructors and even the trainees themselves, who may be accustomed to traditional methods. The resistance is often rooted in a fear of the unknown, complacency, or scepticism about the efficacy of new technologies and methodologies. To fully implement the modern training methodologies and other advanced techniques involving the greater use of technology and simulation, there must be a cultural shift that embraces innovation and adaptability.

The Future Threat and Operating Environments

In addition to these challenges, the future threat environment and resulting operating environment also dictate changes to the training environment. The general future-threat theme is one of complexity and uncertainty. At the geopolitical level, the global defence and security environment continues to evolve with great uncertainty and inherent unpredictability, but trends point towards the increasing importance of military preparedness as political competition intensifies around the world. The rapidly changing geopolitical environment brings shifts in regional and global power configurations. At the heart of this change is a resurgent Russia and a major shift in the global economic centre of gravity towards Asia's giants. This will continue to have ramifications on regional balance of power and alliances. The globalization of world economies has increased economic interdependence and fragility. Population growth and resource limitations are increasing the potential for humanitarian crises. The innovative use of simple technologies by developing nations, such as cyber warfare, adds another unpredicted element to state-on-state conflict. Furthermore, the existence of such asymmetric non-state threats has blurred traditional threat boundaries. The themes of complexity and uncertainty are expected to continue defining the nature of the threat to Canada and the operating environment and, therefore, require the FAFTS to be flexible and adaptable in its response.

With this complex and uncertain global threat environment, the security of the global commons will become more relevant. The RCAF will continue to be charged with protecting Canada and directly contributing to the defence of North America from any threat, and the operating environment will be global in nature. The RCAF will need to work with its allies and coalition partners to ensure the security of the global commons, countering adversaries using both highly sophisticated and conventional technologies. The complex threat of a more diffuse economic, political and military power means that the RCAF will need to easily shift across the full spectrum of operational roles, from constabulary to war- fighting roles. Such a diverse operating environment reinforces the need for the RCAF to become highly adaptable, agile and capable of interoperability with allies in international and coalition forces. The FAFTS must keep pace.

At the corporate level, the Department of National Defence (DND) must reconcile two competing strategic imperatives: the requirement to remain effective in future operations while being efficient in stewarding assigned resources. Consequently, the FAFTS must also possess the organization, governance and processes that can operate within these mandates.

The Future Training Environment

It follows that the future training environment is inextricably linked to the future operating environment, and the AFTS must be defined within the context of the future training environment. The AFTS role is to provide individuals with the knowledge, skills, and attitudes such that they can be integrated into crews/teams, which are then integrated into capabilities as part of operational units. To achieve this, the Air Force applies a training continuum consisting of three aligned components:

• IT&E—activities or events at the individual level that provide both initial and/or advanced knowledge, skills, and other attributes required to carry out required duties and tasks;
• Op trg—takes groups of individually trained personnel and forms them into the effective, operational specialist crews / sub-teams which collectively form an operational unit generated to a specified level of readiness; and
• CT—brings units or sub-elements together into a larger RCAF, joint or coalition force and trains them as a cohesive whole, generating a capability that better mirrors the contemporary operating environment.

Approaches to training will need to keep pace and evolve with rapidly changing threats and operating environments. Individuals and teams will need to adapt as well as act with agility and, therefore, must be trained in a system that itself remains responsive to a dynamic future threat and associated operating environment.

Furthermore, the RCAF's training and educational institutions play a key role in transforming civilians into fighting aviators. This includes the inculcation of Air Force culture, ethos, code of conduct and physical fitness that are essential in producing a highly disciplined combatant force. The future training environment must maintain and reinforce these core qualities of the RCAF institution.

The current era is one of unprecedented potential with the advent of modern learning science and more economical learning technology enablers. This technological potential comes with the challenge of balancing training needs with desires and the need for a programmed view of through-life costs and configuration-management approaches as we embrace modern training methods and technologies.

The future training environment that is necessary to achieve this strategic vision can therefore be characterized by:

• training that fully leverages modern technological solutions;
• training that recognizes the importance of face-to-face mentoring and supervision by uniformed members to draw new Canadians into the Air Force culture;
• training that is delivered at the point and time of need and, to the greatest extent possible, in a member's geographical location using modern, technologically enabled methods and media;
• training that reduces the need for, and duration of, additional training through better human-performance principles and techniques;
• training material that is modular, upgradable and reconfigurable by design, optimizing the use of all training assets through reconfigurable trainers, infrastructure and synthetic systems across all elements of the training spectrum;
• a training organization, with proper performance measurement, that is focused on training management, governance and processes;
• modernized infrastructure that enables greater flexibility in the delivery of training and the adoption of modern training methodologies, which embrace concepts of agile configurability to reduce physical footprints and promote efficiency;
• partnerships within and outside of the RCAF; and
• a system that is both affordable and sustainable.