Chapter 6: Training-Management Strategy

The delegation of TA responsibilities to Comd 2 Cdn Air Div for the IT&E and personnel-management elements of FG allows 1 Cdn Air Div and 3 CSD to focus on their operational CT responsibilities, supported by the RCAF AWC. From this broad division of responsibilities, key organizations will be involved in the management of the FAFTS—namely, the division commanders and, at the strategic level, Director General Air and Space Readiness (DG Air & Space Rdns) and Director General Air Strategic Resources and Air Reserve (DGASRAR). To ensure a focus on operational readiness and the seamless management of training responsibility across the RCAF, clear and effective training governance is required. To enable this, an agile and scalable training-management system is needed as the enterprise solution.

The execution of the training FG model is complex not only due to the nature of the training quality- and quantity-control processes used to design and deliver training, but also because of the number of stakeholders involved. DG Air & Space Rdns is charged with strategic-level readiness and providing guidance for RCAF exercises, supporting joint readiness and support to Strategic Joint Staff force posture and readiness direction. Director Air Personnel Strategy is responsible for the identification of strategic occupational specifications and strategic occupation production requirements. At the operational level, Comd 2 Cdn Air Div is responsible for the development and delivery of IT&E and the management of RCAF personnel before they reach their occupational functional point. Comds 1 Cdn Air Div and 3 CSD ensure op trg requirements are met, although 2 Cdn Air Div (TA) still provides oversight of quality-control processes. CT and exercises are planned and controlled by 1 Cdn Air Div, with the support of the RCAF AWC. Almost all of the RCAF's training requirements are managed, analysed, identified, designed, developed and delivered with multiple stakeholders' involvement. To ensure the smooth management of training at the seams of responsibility between these organizations, clear and effective training governance will be required. This modernization will not just be operational; it will entail a cultural shift across the RCAF. The transition will be guided by a concrete policy strategy focused on governance and aligned with aerospace force mission-essential task lists.

The RCAF must manage the quantity of trainees and the quality of training while using its resources efficiently. An agile and scalable enterprise training-management solution will enable this. The enterprise training-management system will be consistent with the integrated RCAF enterprise information-technology (IT) / information-management model yet specifically oriented to the execution of RCAF FG (currently the Air Force Training Resource Information Management System [ATRIMS]).

The FAFTS will be consistent with the CAF Campus concept. The CAF Campus Operational Framework defines the CAF Campus as "a strategically driven modern learning architecture that is performance-oriented, agile, integrated and continually evolves in response to the [contemporary operating environments] and CAF institutional requirements. Integrated with CT and joint training, CAF Campus provides the mechanisms to optimize IT&E investments^{Footnote 5} ."