Chapter 3: The Future Air Force Training System
The RCAF Strategy demands functional alignment of activities at both the strategic and operational levels. Furthermore, the RCAF Strategy calls for the development of a modernized RCAF FG model or system. This FAFTS strategy is broadly focused on all elements of RCAF training as an integral part of the RCAF's FG model and on how the training element of FG will operate and interact within the greater CAF training system. This chapter defines the training component of the RCAF's FG model and how it will align training within the overarching RCAF Strategy and against the wider CAF training system.
(RCAF Strategy / RCAF CP –
Value our people and invest in their future; ready to conduct operations; modernize for tomorrow)
The RCAF is built around five core functions: FG, FD, force management, FE and force support. Whereas FD is focused on the conception, design and building of new capabilities, the FG function aims to generate force elements and force packages through personnel-, combat- and materiel-readiness activities for subsequent FE. The force-support function, on the other hand, sustains these force elements and force packages. The force-management function is directed towards activities and processes related to planning, directing, monitoring and coordinating the activities of the other functions across the span of the RCAF. At its core, the training element of the FG function, with consequent interfaces and interdependencies, is the focus of the FAFTS.
The RCAF Training System
FG is a complex, adaptive system of systems. It is made up of three key elements: personnel readiness, materiel readiness, and training resulting in combat readiness. Personnel readiness includes activities dealing with the management, delivery and support of military personnel, both Regular and Reserve Force. Personnel- readiness processes ensure that the right number of personnel are trained economically at the right time and to the right standards. Materiel readiness includes all activities related to engineering and maintenance, logistics and infrastructure support. Training generates operationally ready personnel. The synchronization of personnel, materiel and training activities leads to operational excellence in a defined state of readiness for FE.
Personnel inputs to the training system come from CAF and RCAF personnel requirements in the form of general, specialty and job-based specifications that provide cues for training development. Doctrine provides the main cues as to how we fight and is, therefore, the prime driver for training development to ensure training generates the requisite capabilities for operational excellence. Materiel inputs to the system occur in an integrative fashion as they apply to IT&E, which supports broader operational CT. Validation of the system itself is provided through periodic feedback from those responsible for operational excellence and strategic personnel management.
System Integration and Interfaces
The personnel, materiel and training elements of the RCAF's training system must also operate within the broader overall CAF training system / CAF Campus Operational Framework. As such, the RCAF's training system will operate within a network of shared CAF and departmental resources—the Total Learning Architecture (TLA)—to achieve RCAF and joint CAF training FG effects. It will also leverage technology and work with industry, academia and allies to the greatest extent possible to gain efficiencies both in time and resources, or when there is a marked benefit. This will give the FAFTS the ability to generate highly interoperable forces that are capable of working within complex joint and coalition operating environments.
(RCAF Strategy / RCAF CP –
Ready to conduct operations; engage and partner for success)
To operate efficiently and effectively, the FAFTS must interface and be integrated with the various elements of the FG system and the broader CAF training-, personnel- and materiel-readiness systems. As such, the FAFTS will be characterized by:
- training-management and training-sustainment processes that are well integrated as a system;
- mechanisms to rapidly incorporate lessons learned from joint and RCAF operations with the aim of adjusting training and doctrine to remain strategically agile and adaptive;
- an integration with departmental materiel and infrastructure groups to ensure the proper life-cycle management of training assets and adequate configuration control;
- interfaces with CAF-level personnel-management, recruiting and training systems; and
- interfaces with allies' training-delivery organizations, academia and industry for the provision of cost-beneficial and sustainable training support and delivery.
These interfaces and relationships are particularly important, as the FAFTS represents a paradigm shift from a stovepiped system based on traditional classroom instruction to an integrated, highly technologically enabled training environment. The FAFTS strategy is built upon this system-of-systems design.
Total Cost of Ownership Consideration
As new elements of the RCAF capability are introduced during the FD process, the total cost of ownership must be considered in the selection, acquisition, design and development of new systems; additionally, the FAFTS must be engaged throughout the process to minimize the associated expenses and ensure that the training component is synchronized with the broader FAFTS strategy. Typically, the total cost of ownership of a system ranges from two to ten times the initial-capital acquisition cost of that system. The bulk of these costs—which include materiel, personnel and training— arise during the in-service phase of the equipment system's life and, from a training perspective, need to be considered as part of the procurement decisions during the FD phase. This includes not only the necessary training systems and initial cadre training but also the in-service support mechanism to sustain the training system.