B-GA 407-001/FP-001

AIR FORCE PERSONNEL DOCTRINE

Issued on the Authority of the Chief of the Air Staff

Custodian: Canadian Forces Aerospace Warfare Centre

2010-04-29

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LIST OF EFFECTIVE PAGES

1. Insert latest changed pages, dispose of superseded pages in accordance with applicable orders. 2. Dates of issue for original and changed pages are: Change ...................... 3........................... Change ....................... 4........................... Change ...................... 5...........................

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PREFACE
01. This publication provides the doctrine of the Canadian Air Force with respect to Air Force (AF) personnel supporting and participating in aerospace operations. This personnel doctrine expands upon B-GL-005-100/FP-001 (CF) Military Personnel Management Doctrine, amplifies personnel aspects of B-GA-400-000-CF Aerospace Doctrine and augments other doctrines in the series B-GA publications. The purpose of this document is to provide doctrinal guidance on AF personnel issues. While doctrine is authoritative, it should never be followed blindly and must be adapted as required to suit the current situation. Nevertheless, a comprehensive, informative doctrine will help standardize operations and facilitate readiness by establishing common ways of analysing and approaching military tasks. 02. The fortunes of the AF have waxed and waned over the years. Government policy, fiscal restraint, technological change and Canadian culture have, at one time or another, all impacted on the size, shape and composition of the Air Force. However, one thing has remained constantthe need for professional airmen, airwomen, and civilians to meet current and future challenges. The intent of this publication is to link history, culture, organization, and practices in order to provide the right level of guidance regarding the development, employment, and management of Air Force personnel. As well, it serves to highlight unique aspects of the Air Force that make it different from the other Canadian Forces (CF) environments, including: a. b. c. the use of reservists interchangeably with their Regular Force (Reg F) counterparts, the complexity of AF equipment, which drives personnel requirements, including crew size and composition and ratios for sustained operations; the AF requirement to continue to conduct its standing commitments from main operating bases (MOBs) such as sovereignty and fisheries patrols, counter-drug surveillance, and search and rescue, while concurrently conducting and sustaining deployed national and international operations; and the requirement for the AF to comply with the Aeronautics Act.

d. 03. a. b. c. d. e.

The intended uses of this publication include: as a source document for the training, indoctrination and professional development of Air Force personnel; as a reference for the preparation of operational-related plans, orders and reports (e.g. Operational Support Plans, Post Operations Reports); as an aid to the analysis of the impact of new developments or substantive changes in the conduct or support of aerospace operations; as an aid in performance measurement; and as an authoritative source with respect to how the Air Force develops, manages and supports personnel involved in the conduct and support of aerospace operations. iii

B-GA-407-001/FP-001 04. Intended users of this publication include: a. b. c. 05. CF Schools and Academies involved in the training, education, and development of personnel in aerospace operations; line and staff organizations planning and providing support to aerospace operations; and external agencies and forces proposing to work in the area of support to CF aerospace operations.

The Commander 2 Canadian Air Division is the ratification authority for this publication.

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TABLE OF CONTENTS
List of Effective Pages......................................................................................................................... ii Preface ................................................................................................................................................ iii List of Figures..................................................................................................................................... vi List of Tables .................................................................................................................................... viii Keynotes ............................................................................................................................................. ix CHAPTER 1 AIR FORCE HISTORY AND TENETS OF AEROSPACE POWER .............. 1-1 The History of Canadas Air Force............................................................................................ 1-1 Relationship Between Tenets of Aerospace Power and Personnel............................................ 1-3 Chapter Summary ...................................................................................................................... 1-5 CHAPTER 2 AIR FORCE CULTURE........................................................................................ 2-1 Canadian Forces Values............................................................................................................. 2-1 Public Service Values ................................................................................................................ 2-1 Air Force Values ........................................................................................................................ 2-2 Total Force ................................................................................................................................. 2-2 Air Force Team .......................................................................................................................... 2-3 Air Force Leadership ................................................................................................................. 2-3 Air Force Officer-To-Non-Commissioned Member Ratio ........................................................ 2-4 Loss Prevention Programmes..................................................................................................... 2-4 Fighting Spirit ............................................................................................................................ 2-6 Equipment Focused.................................................................................................................... 2-7 Chapter Summary ...................................................................................................................... 2-7 CHAPTER 3 AIR FORCE ORGANIZATION ........................................................................... 3-1 The Air Force Establishment ..................................................................................................... 3-1 The Wing Structure.................................................................................................................... 3-2 Operational Training Units ........................................................................................................ 3-3 Main Operating Bases................................................................................................................ 3-3 Air Expeditionary Wings ........................................................................................................... 3-3 Chapter Summary ...................................................................................................................... 3-4 CHAPTER 4 AIR FORCE ESTABLISHMENT DEVELOPMENT ........................................ 4-1 A Strategic Level Overview....................................................................................................... 4-1 Occupations................................................................................................................................ 4-2 Personnel Establishment ............................................................................................................ 4-3 Chapter Summary ...................................................................................................................... 4-5 Annex A Occupations Employed Within the Air Force........................................................ 4A-1

B-GA-407-001/FP-001 CHAPTER 5 AIR FORCE PERSONNEL MANAGEMENT ....................................................5-1 Air Force Personnel....................................................................................................................5-1 Personnel Management ..............................................................................................................5-2 Air Force Personnel Management Principles.............................................................................5-3 Generating the Workforce..........................................................................................................5-4 Sustaining the Workforce...........................................................................................................5-6 Retaining the Workforce ............................................................................................................5-7 Air Force Committees, Forums, and Boards..............................................................................5-7 Chapter Summary.......................................................................................................................5-9 CHAPTER 6 FORCE GENERATION AND EMPLOYMENT IN THE AIR FORCE ..........6-1 Joint and Combined Operations .................................................................................................6-1 Force Generation........................................................................................................................6-1 Force Employment .....................................................................................................................6-2 The Force Generation / Force Employment Interconnection.....................................................6-3 Air Force Personnel Sustainment Ratio .....................................................................................6-4 Managed Readiness Program.....................................................................................................6-4 Variable Tour Lengths ...............................................................................................................6-8 Chapter Summary.......................................................................................................................6-8 CHAPTER 7 AIR FORCE PERSONNEL - PROFESSIONAL DEVELOPMENT AND TRAINING 7-1 Continuous Learning..................................................................................................................7-1 Air Force Professional Development Principles ........................................................................7-1 Air Force-Specific Military Professional Development ............................................................7-3 Military Training........................................................................................................................7-5 Public Service Training and Development ................................................................................7-5 Chapter Summary.......................................................................................................................7-5 Afterword...................................................................................................................................... Aft-1 Glossary .....................................................................................................................................Gloss-1 List of Terms and Abbreviations ............................................................................................Abbrev-1 List of References ......................................................................................................................... Ref-1

LIST OF FIGURES
Figure 3-1. Organization of the Air Force ........................................................................................3-1 Figure 3-2. Air Force Wing Organization.........................................................................................3-2 Figure 4-1. Pyramidal Structure in Relation to Rank-to-Rank Ratios of CF Occupations...............4-5 Figure 5-1. Personnel Grouping........................................................................................................5-2 Figure 5-2. CF Occupation Ideal Demography.................................................................................5-5 Figure 6-1. Air Force Managed Readiness System ..........................................................................6-6 Figure 6-2. Air Force Readiness Program ........................................................................................6-7

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LIST OF TABLES
Table 4A-1. Occupations Employed Within the Air Force ........................................................... 4A-4 Table 4A-2. Centrally Managed Occupations ............................................................................... 4A-6 Table 4A-3. Occupations Managed by Other Environments......................................................... 4A-8

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KEYNOTES
These keynotes are the prevailing themes described in this Air Force Personnel doctrine: Trained and employed on the basis of the seven Air Force tenets, airmen and airwomen must be prepared to respond domestically and internationally, whether facing conventional military operations or low-intensity asymmetric conflicts, responding to natural disasters, or performing peacekeeping operations. Since the delivery of aerospace power is primarily focused on the generation of various types of aircraft, the Air Force must maintain the right level of aircrew to meet assigned objectives. Consequently, the officer-to-non-commissioned member (NCM) ratio is higher in the Air Force than in the Navy and Army. Along with fitness, a fighting spirit is another key element of an expeditionary Air Force. Fighting spirit is defined as the drive within every airman and airwoman to do anything in their power, within the ethical principles and values of the profession of arms, to accomplish the assigned mission with enthusiasm, precision and unlimited liability. The Air Force conducts routine, contingency, and rapid response operations, both domestic and international, from main operating bases (MOBs). To fulfill the obligations assigned to the Air Force, fully functional MOBs must be maintained at all times in order to launch, sustain and recover aerospace capabilities. The Air Force generates its capabilities using both Regular and Reserve components working side by side, completely interoperable and interchangeably. Personnel are the centre of gravity for the Air Force. The personnel management processes for both the CF and public service are designed to assist the Air Force in generating and sustaining the workforce required for the successful accomplishment of the assigned missions. Properly executed, such processes ensure that the Air Force has the personnel required, in the quantities needed, with the competencies necessary to perform current job requirements, while planning and preparing for the future. One element that is unique to the Air Force is the requirement to comply with legislation such as the Aeronautics Act that is implemented through the DND/CF Airworthiness Program. This obliges the Air Force to conduct training in a certain manner and to provide specific levels of oversight with clear accountability, all of which increases the management complexity and requires specified levels of expertise to administer the application of the legislation. As a result of the increasing unpredictability and complexity of current and future operations, the Air Force has adopted an expeditionary approach where it can contribute readily deployable and scalable forces to meet this new operating environment as well as a sustainment ratio of 4:1.

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CHAPTER 1 AIR FORCE HISTORY AND TENETS OF AEROSPACE POWER

THE HISTORY OF CANADAS AIR FORCE 0101. From the moment the Silver Dart took flight at Baddeck, Nova Scotia on 23 February 1909, aviation has been a part of Canada. Within a few short years, Canadians would take to the skies over Europe during the First World War as members of the Royal Flying Corps and Royal Naval Air Service. Despite its small population (less than 10 percent of the British Empire), by 1918 Canada accounted for approximately 25 per cent of the newly-formed Royal Air Forces (RAFs) flying personnel. Nor were its efforts confined solely to combat operations; creating an indigenous air training element almost from scratch, Canadian instructors, mechanics and support personnel produced at least 20 per cent of the aircrew reinforcement needs of the Empire and assisted the United States upon its entry into the war. 0102. Reduced to a small cadre immediately after the war, the fledgling Canadian Air Force (AF) was given permanent status and a new name, the Royal Canadian Air Force (RCAF), on 1 April 1924. Although the RCAF maintained its military skills, the primary purpose of the small force was directed towards peacetime applications of air power. Mapping, forestry patrols and communication flights meant that RCAF aircrew, ground crew and support personnel often found themselves operating from isolated bases located in the Canadian wilderness. This type of nonglamorous, yet nationally important, air activity helped to foster a can-do attitude amongst RCAF personnel of all ranks and occupations. They Toil Without Glory "Without them; we should fail. Without them; the Battle of Britain would have been lost.... But thank God we had them. They (no less than the men in the air) helped send the Luftwaffe back into Germany, to lick its wounds.... I pay tribute to ... the ground crewsthe riggers; the engine mechanics; the cooks; the radio operators; the armourers; the clerks; the equipment assistants; the transport drivers; the instrument makers; the parachute riggersall that host of people in Air Force uniform. The air crew ... I would take away from them no whit of the credit they ... deserve. But I would ask you to remember that an air force is a team a team in which each section is interdependent on the other.... Let your prayers be for them too, for in so doing, you pray for the safety of them that fly. The ground crew pursue a noble calling, and: They toil without glory! Air Marshal H. Edwards, Officer Commanding, RCAF Overseas, January 1942. 0103. Their can-do attitude was put to the test during the Second World War as the RCAF quickly expanded from a force of 1,150 all ranks in 1938 to the fourth largest Allied air force in 1943 with a peak of 206,350 Canadians in air force blue. Thousands of aircrew, supported by approximately 35,000 Canadian ground crew, served with RAF and RCAF units throughout the world, but this is only part of the story. The RCAF also provided a wide variety of trained specialists, either in formed units or individually, to the Allied war effort. When and where required, either in support of flying units or on special assignments, RCAF medical, transport, radar, communication, and other occupations served throughout the world.

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B-GA-407-001/FP-001 0104. Nowhere was the effort of the RCAF more important than in the operation of the British Commonwealth Air Training Plan (BCATP). Agreed to in December 1939, the BCATP was situated in Canada because the nation had the aviation expertise, industry, and space far from the threat of enemy air attack. The undertaking was enormous. At its height, there were approximately 231 training sites, 10,000 aircraft and 100,000 air force (military and civilian) personnel, dedicated to the training mission. By the time the plan ended in 1945, over 167,000 students, of which 72,835 were Canadian, had passed through the various training schemes. 0105. The post-Second World War environment brought with it a host of new, and unexpected, challenges. Domestically, the AF has since been called upon to play key roles in assisting Canadians in need. Such contributions have included search and rescue (SAR), humanitarian assistance, and Canadian sovereignty support to the Navy, Army, and other government departments. As well, participation in alliances such as the North Atlantic Treaty Organization (NATO) and North American Aerospace Defence Command (NORAD 1 ), renewed the importance of air power as an element of National Defence. Concurrently, the AF has made contributions to the United Nations and coalition operations. The modern age has seen the AF continuously engaged in a wide variety of operations, covering the continuum of operations. 0106. In 1968, Bill C-243, the Canadian Forces Reorganization Act was passed by Parliament, resulting in the CF unification. This reorganization merged the Royal Canadian Navy, Canadian Army and the RCAF into a single unified force, under the title of the Canadian Forces. Airmen and women were scattered through the newly formed CF, under a common uniform with their army and navy brethren. 0107. In 1975, the Canadian Forces approved the formation of Air Command (AIRCOM), which became the focal point for all AF activities. During this post-unification period, constant changes in AF structure continued. Air Transport Group, Air Defence Group, Tactical Air Group and Maritime Air Group all came under overall command of the newly formed AIRCOM. 0108. The AF continued to adapt its structure, and, in 1993, the AF reintroduced the original concept of the RCAF wing structure, based on the need to better integrate operations and support activities. AIRCOMs reorganization was accomplished by creating 17 numbered wings, primarily by superimposing a wing structure over the existing base organizations. Wing nomenclature (squadrons, flights) was introduced to replace CF base-related terminology (branches, sections). 2 Commanding officers of flying squadrons reported to their group commander who then reported to the AIRCOM Headquarters. At the same time, base commanders, who had no command responsibility to the flying squadrons they supported, reported directly to AIRCOM Headquarters. 0109. Over the years, the structure of AIRCOM has evolved, with the latest and most significant change in 1997. In that year, AIRCOMs four operational groups, Fighter Group, Air Transport Group, Maritime Air Group and 10 Tactical Air Group were combined into one formation called

NORAD changed from North American Air Defence to North American Aerospace Defence in 1973 to better represent the space component of the Air Force responsibility. 2 Dr. Allan English and Colonel John Westrop (Retired). Canadian Air Force Leadership and Command: The Human Dimension of Expeditionary Air Force Operations (Trenton, ON: Department of National Defence, 2007), 65.

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B-GA-407-001/FP-001 1 Canadian Air Division (1 Cdn Air Div). At the same time, AIRCOM Headquarters in Winnipeg was disbanded and responsibility for the strategic direction of the air force was assigned to the newly created Chief of the Air Staff (CAS) at National Defence Headquarters (NDHQ) in Ottawa. 0110. As the AF continues to evolve to meet the uncertain operational and security demands of the 21st century, its units and individual personnel will be called upon to demonstrate their professionalism both at home and abroad. Therefore, our people, regardless of rank and occupation, will undoubtedly continue to be our strength. 0111. To meet present and future challenges AF personnel need to maintain and nurture their air sense. In this context, air sense is built upon experience gleaned from our history, and combined with current knowledge and skills in order to be better prepared for future endeavors. It is an individual commitment to continuous improvement and professionalism necessary to operate in the demanding, and often unforgiving, aerospace environmentwhether employed at home on a MOB or deployed on an expeditionary operation. RELATIONSHIP BETWEEN TENETS OF AEROSPACE POWER AND PERSONNEL 0112. Modern military operations are increasingly characterized by end-state uncertainty, multiple conflicting roles and missions, and asymmetric threats. Whether facing conventional military operations or low-intensity asymmetric conflicts, responding to natural disasters, or performing peacekeeping operations, AF personnel must be prepared to respond domestically, continentally and internationally, and execute their functions in unforgiving settings characterized by time compression, ambiguity, limited resources and high stress. The optimal employment of aerospace power is based on seven tenets which affect the management of personnel. 0113. Centralized Control-Decentralized Execution. Centralized control gives coherence, guidance and organization to the employment of aerospace power. It is achieved through a single commander who has the authority to assign the available assets to best achieve the assigned objectives. Decentralized execution, the delegation of authority to lower-level commanders, is essential for effective span of control and to foster initiative and situational responsiveness. 0114. Centralized control requires that the AF develop commanders who have a complete knowledge of aerospace power systems. This broad-based knowledge enables commanders to control limited air assets to best achieve assigned objectives. Decentralized execution requires that the AF develop leaders capable of fully employing and supporting aerospace power platforms and systems while being able to maintain situational responsiveness. 0115. Flexibility and Versatility. Flexibility is necessary to the effective employment of aerospace power so that aerospace operations can shift from one objective to another, quickly and decisively. Aerospace power must also remain versatile so that it can be used for a broad spectrum of objectives at the strategic, operational, and tactical levels of conflict. 0116. The AF needs to remain flexible and innovative as new technology and new capabilities are introduced. As technology advances, the AF needs to have a responsive training and education capacity. It must also be able to modernize its organization and structure to ensure the most efficient use of human resources. Personnel employed within the AF must develop a high degree of versatility in order to meet rapidly changing objectives. Progressive career development plans must 1-3

B-GA-407-001/FP-001 be in place to enable personnel to achieve sufficient training and experience at the three levels of conflict. 0117. Synergistic Effects. The coordinated employment of aerospace power with or in support of other forms of military power can produce synergistic effects that exceed contributions of individual forces employed separately. While AF personnel must be well trained and educated in the conduct of aerospace operations, they must also have a good understanding of joint operations and how aerospace power can best contribute to the effectiveness of land, navy and special forces operations. 0118. The Canadian AF participates in joint, combined and coalition operations where knowledge of Canadian Navy, Army, Special Operations Forces, and Allied Forces doctrine is necessary in order to conduct effective operations. AF strategic, operational and tactical doctrine must be consistent with the CF joint doctrine and compatible with Canadian Navy and Army doctrine. Additionally, due to the requirement to be interoperable with our principal allies and alliances, personnel within the AF must have a good understanding of the differences between our operating procedures. AF environmental training and developmental courses must include an appropriate level of doctrine from our other services and a basic understanding of allied doctrine in order to optimize interoperability. 0119. Persistence. The persistent employment of aerospace power gives a commander influence and presence in an area of interest. Even though aerospace power cannot occupy terrain or remain in constant proximity, its inherent characteristics of speed and reach allow for the continuous revisiting of targets. 0120. Such a tenet requires that AF personnel be rapidly deployable, mentally and physically fit and exhibit the fighting spirit, determination, and resilience required to meet AF objectives. 0121. Concentration. Effective employment of aerospace power must achieve concentration of purpose to guard against fragmentation of effort in attempts to fulfill the many competing demands of the operation. 0122. With limited air resources, sufficient resources to ensure success must be dedicated to higher priority tasks, often at the expense of lower priority activities. AF planners need to understand the importance of concentration to be able to assess and prioritize competing demands to achieve maximum effect in the execution of Defence Plan objectives. 0123. Priority. Because of limited aerospace resources, prioritization of the demands for aerospace power is essential for the optimization of its employment and to maintain concentration of purpose. Aerospace power is most cost-effective when employed for tasks that give high-value payoffs. 0124. Priority supplements the tenet of concentration, putting assets where they can make a difference. An essential element to achieve priority is educating AF officers to understand that there will rarely be sufficient air assets to support all demands. AF planners need to understand the relevance of prioritizing demands, which will often mean that other tasks cannot be supported at all. AF personnel must be able to rapidly adjust to changing priorities, and personnel taskings must be prioritized in order to achieve the most effective use of equipment and platforms. 1-4

B-GA-407-001/FP-001 0125. Balance. It is essential to balance the employment of aerospace power with due consideration for the principles of war and the tenets of aerospace power. It is equally important to balance the impact of accomplishing objectives against the associated risk to friendly forces. 0126. It is imperative that all personnel be familiar with the principles of war and the tenets of aerospace power and their effect on the employment of aerospace systems. Risk levels must always be balanced in order to ensure the success of the operation with consideration for safety of personnel and equipment. CHAPTER SUMMARY 0127. The Canadian Air Force has a rich history. From its early days in 1909, it performed a myriad of functionsat home and abroad, in peacetime and wartimeshowing great skill at quickly adapting to the realities of the time. Military operations will continue to be characterized by end-state uncertainty, multiple conflicting roles and missions, and asymmetric threats. Trained and employed on the basis of AF tenets, AF personnel must be prepared to respond domestically and internationally, whether facing conventional military operations or low intensity asymmetric conflicts, responding to natural disasters, or performing peacekeeping operations. They must be able to execute their functions in challenging environments.

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CHAPTER 2 AIR FORCE CULTURE

CANADIAN FORCES VALUES 0201. The Canadian Forces values, as outlined in the CF publication Duty with Honour, are defined as duty, loyalty, integrity, and courage. These military values, as summarized below, are essential for conducting the full range of military operations up to and including war fighting: a. b. c. d. Duty. First and foremost, duty entails service to Canada and compliance with the law. Loyalty. Closely related to duty, it entails personal allegiance to Canada and faithfulness to comrades across the chain of command. Integrity. Having unconditional and steadfast commitment to a principled approach to meeting your obligations while being responsible and accountable for your actions. Courage. A distinctly personal quality that allows a person to disregard the cost of an action in terms of physical difficulty, risk, advancement or popularity. Duty with Honour Canadian military valueswhich are essential for conducting the full range of military operations, up to and including warfightingcome from what history and experience teach about the importance of moral factors in operations, especially the personal qualities that military professionals must possess to prevail. But military values must always be in harmony and never in conflict with Canadian values. 1 PUBLIC SERVICE VALUES 0202. Similarly, the Values and Ethics Code for the Public Service 2 sets forth the values and ethics of public service to guide and support public servants in all their professional activities and serves to maintain and enhance public confidence in the integrity of the Public Service. Public servants shall be guided in their work and their professional conduct by a balanced framework of democratic, professional, ethical and people values, as described below: a. b. c. Democratic Values. Helping Ministers, under law, to serve the public interest. Professional Values. Serving with competence, excellence, efficiency, objectivity and impartiality. Ethical Values. Acting at all times in such a way as to uphold the public trust.

See Duty with Honour: The Profession of Arms in Canada, available at http://www.cda.forces.gc.ca/cfli-ilfc/doc/dwheng.pdf (accessed March 25, 2009). 2 Taken from Treasury Board of Canada Secretariat, available at http://www.tbssct.gc.ca/pubs_pol/hrpubs/TB_851/vec-cve-eng.asp (accessed March 23, 2009).

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B-GA-407-001/FP-001 d. People Values. Demonstrating respect, fairness and courtesy in their dealings with both citizens and fellow public servants.

AIR FORCE VALUES 0203. The AF embraces the above core values and complements them with the AF values of professionalism, excellence and teamwork: a. Professionalism. The AF is an institution that exists within the profession of arms, which is more fully described in Duty with Honour. AF military personnel must be morally, physically and intellectually fit for combat operations. Additionally, all members of the AF Team must be disciplined and committed to the primacy of operations. They must also be committed to developing an extensive knowledge of aerospace doctrine and operations, understanding and nurturing AF culture, taking advantage of professional development opportunities and pursuing life-long learning and self-development. Excellence. The AF will continue to value and strive to achieve operational excellence. We put quality first and aim to be world-class in those areas where capabilities are maintained. Excellence also means leveraging the intellectual skills of a well-educated, informed and ethical team of regular, reserve and civilian members. Finally, excellence comprises developing new operational concepts, exploiting new technologies and doctrine, capitalizing on the capabilities inherent in aerospace power, and applying initiative and innovation to deal with change. Teamwork. Core to the AF is its concept of team, where the contribution of each and every member of a mission, whether they are Reg F or Reserve Force (Res F), civilian or contractor, and regardless of many other factors such as rank, status, or occupation, is valued. Bonds among team members are forged based on competency and trust, derived through effective training and shared ethos, values and traditions. The ability of our members to work seamlessly as part of a wider team is critical to the success of individual missions and to the overall success of the AF.

b.

c.

TOTAL FORCE 0204. The integration of Reg F and Res F personnel in order to provide multi-purpose combat capable forces is referred to as the total force concept. The AF approach to total force is unique within the CF with air reservists who are fully integrated in AF units, and contribute directly to the day-to-day operation of the AF as well as to deployed operations. Any job in the AF can be performed by either a reservist or Reg F member; therefore they must have equivalent competencies. The integration of air reserves is based on four main themes: integrated capability generation, reliable contribution, flexible surge and tailored solutions. Total force capability generation is the method by which the AF meets its capabilities using both regular and reserve components. In order to achieve this, core AF activities, such as maritime surveillance, intelligence, reconnaissance and surveillance, aerospace control, expeditionary capabilities, and SAR are analysed and the expected contribution of both the regular and reserve components are determined.

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B-GA-407-001/FP-001 a. Integrated Capability Generation. The Air Reserve (Air Res) forms an integral part of AF capability generation. The Air Res may not contribute to all capabilities equally, but will concentrate on those where differing levels of effort are required between the day-to-day and the most intense set of Defence Plan tasks and where there is a need for uniformed military personnel. Reliable Contribution. The full-time and part-time employment of reservists has been proven to provide a reliable contribution to both routine and contingency missions of the AF. Air reservists are to be trained and evaluated at an equivalent level of the Reg F. Flexible Surge. The Air Res must be capable of providing personnel augmentation to meet AF surge requirements. The level of responsiveness of the Air Res depends on the contributions required by the expeditionary capability. For example, the Tactical Helicopter Squadron currently deploys as a total force unit; as well, the construction engineering flights are employed and deployed as a total force. In addition, the total force allows further flexibility in providing individual personnel support to deployments or backfilling for Reg F personnel who are deployed. Tailored Solutions. The Air Res is to be able to provide force generation (FG) and employment solutions tailored to the specific needs of each capability.

b.

c.

d.

AIR FORCE TEAM 0205. Consistent with the total force concept, the AF team refers to all personnel employed within AF establishments, be they Reg F, Res F, public and non-public service, or contractors. This concept has proved highly successful over the years. Each member of this team is integrated into virtually every AF structure, ensuring the best utilization of appropriate skills and experience at every level and thus effectively contributing to the successful accomplishment of the overall AF mission. AIR FORCE LEADERSHIP 0206. Although the general principles of CF leadership, as outlined in Leadership in the Canadian Forces publication series, 3 apply to the AF, leadership styles tend to be different across the Navy, Army and AF, naturally reflecting the different roles each service plays in the battlespace. 4 0207. In the AF, leadership is often based on position rather than rank. For example, aircraft commanders (ACs), regardless of rank and the rank levels of the other members of the crew, are always responsible for actions and decisions pertaining to the flight operations of their assigned aircraft. On more complex tasks or missions, or missions involving more than one crew, a mission commander will likely be appointed to make decisions relating to the overall conduct of the

Taken from Leadership in the Canadian Forces: Doctrine. Available at http://www.cda.forces.gc.ca/cfliilfc/doc/dnddoc-eng.pdf (accessed March 23, 2009). 4 Leadership in the Canadian Forces: Leading People, 86. Available at http://www.cda.forces.gc.ca/cfli-ilfc/doc/leapeoeng.pdf (accessed March 23, 2009).

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B-GA-407-001/FP-001 mission, other than flight operations, which remain the prerogative of the AC in control of the aircraft. 0208. Leadership in the Canadian Forces: Doctrine describes an open culture as one where people are encouraged to engage in broad inquiry, to think critically, and to venture and discuss new ideas in the interests of contributing to collective effectiveness. 5 In the AF, an open culture is crucial to safe and effective air operations. All members of the AF must feel free to raise observations or concerns pertaining to aircraft operations, and in fact have an obligation to do so. This freedom of expression tends to extend from operations to staff positions. In general, leaders in the AF encourage the free exchange of reasoned ideas, reasonably evaluated and reasonably presented, while respecting the chain of command and military courtesies. AIR FORCE OFFICER-TO-NON-COMMISSIONED MEMBER RATIO 0209. For the Canadian Air Force, it is understood that the officer-to-non-commissioned member (NCM) ratio is higher than the normal CF officer-to-NCM ratio. Since the delivery of aerospace power is primarily focused on the generation of various types of aircraft, the AF must maintain the right level of aircrew to meet assigned objectives. Most occupations that form aircrew are classified as officers, and aircrew comprises almost 25 per cent of the AF strength. Consequently, the officerto-NCM ratio is higher in the AF. LOSS PREVENTION PROGRAMMES 0210. Aerospace operations are inherently risky, expensive, complex, and dangerous by nature. Risk management is part of the military decision-making process where considerations for enhancing the operational capabilities and mission accomplishment must be balanced against risk and resource constraints. The AF has loss prevention programmes in place that are designed to minimize unnecessary risk and prevent accidental loss. Airworthiness and flight safety are two examples of these types of programmes that are unique to the AF. The Canadian Forces General Safety Program also plays an important role. All these programmes, including others managed nationally, such as the CF Environmental Protection and Stewardship programme, assist the AF in creating a culture that allows leaders to preserve and protect personnel, air weapons systems and related support equipment while accomplishing mission objectives. Aerospace Engineering Test Establishment, 4 Wing / Canadian Forces Base Cold Lake The Aerospace Engineering Test Establishment (AETE) is designated as the Canadian Forces Flight Test Authority as well as the Canadian Forces Flight Test Agent, which has as its primary role provision of flight test services and expertise to the Canadian Forces. AETE plays an essential role in the determination of technical air worthiness and role suitability. To fulfill this mandate, 80 per cent of the staff engineers require a master's degree. 0211. Airworthiness. The Department of National Defence (DND) Canadian Forces Airworthiness Program was instituted to satisfy the requirements of Canadas Aeronautics Act.

Leadership in the Canadian Forces: Doctrine, 13.

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B-GA-407-001/FP-001 It has many parallels with the civil aviation airworthiness programme, but also recognizes that, under certain circumstances, military operations may involve a higher level of risk than would be acceptable in civil aviation. The aim of the programme, as described in Defence Administrative Orders and Directives 2015-0, is to ensure that an acceptable level of aviation safety is achieved and maintained for military aviation. It requires that CF aircraft be acquired, maintained and operated so that the state of airworthiness is known, documented and understood at all times. 0212. Most AF personnel contribute, on a daily basis, to the airworthiness of aircraft and other aeronautical products. Ensuring that work is only done by properly qualified and authorized individuals, and that all components used on aircraft are properly certified, imposes a greater overhead cost than is seen in other military fields of endeavour. This overhead must be considered in operational planning and deployment rotations to ensure that operations can be sustained without undue risk or loss. 0213. For flight crew members, regulations are in place to ensure that an acceptable degree of flying proficiency is maintained. This includes initial qualification training, as well as advanced and proficiency training. As well, following a ground tour, recertification training is normally required. These regulations play an important part in ensuring the safe operation of aircraft, but they come at a considerable cost in terms of the overall training bill for the AF. 0214. Flight Safety. The CF mandate is to provide combat capable, operationally effective forces for both the defence of Canada and for missions undertaken in accordance with the policies and priorities of the Canadian government. The preservation of personnel and equipment is critically important in maintaining the operational effectiveness needed to fulfill this demanding mandate. Through its primary tenets of promotion, education, investigation and analysis, the FS Programme helps ensure that air missions are accomplished at an acceptable level of risk. Flight Safety Programme
A flight safety programme consistent with the roles and missions of the Department of National

Defence shall be established at each level of command. Personnel at every level support the programme. 0215. The aim of the FS programme is to prevent accidental loss of aviation resources, which is a major factor in maintaining operational capability, and thus vital to mission accomplishment. The CAS has responsibility for CF flight safety policy, and day-to-day management is effected through the Director Flight Safety. Flight safety policy is implemented by the chain of command through wings, bases and units, and supervisors at all levels are responsible for establishing their own FS programmes. FS policy also applies to technical services agencies and detachments at contractor facilities where CF aircraft are being manufactured, overhauled, inspected or repaired. 0216. The FS programme has a strong focus on education and FS training is provided to all personnel associated with flight operations to make them aware of FS objectives. As well, all CF courses that relate to aerospace operations should include FS objectives. Land Force officers, ships captains, and others whose commands involve aircraft operations must be aware of FS imperatives.

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B-GA-407-001/FP-001 0217. FS promotion is accomplished through publications and posters, regular briefings, and the promulgation of the results of all FS investigations. FS investigations are conducted following all incidents and accidents to determine cause factors so that measures can be taken to prevent future occurrences. The FS programme also recognizes AF personnel for acts that reflect a superior professional attitude in averting or reducing the severity of an aircraft accident or serious incident. 0218. The FS programme also encompasses all air weapons activities, including flying operations, from the moment that air weapons are removed from storage until they are delivered on target or are returned to storage. All wings and units with an air weapons capability must ensure that their FS programme encompasses air weapons safety requirements. 0219. General Safety (GS). Accident prevention is the responsibility of commanders at all levels and involves monitoring the control, conduct, and support of aerospace operations. GS is the responsibility of all commanders who are assisted by FS officers who provide specialist advice on FS programmes. GS incorporates various sub-programmes, such as laser and environmental safety, and the associated training can be costly in terms of personnel time. Often these mandated programmes are carried out as secondary duties, and may not be recognized in terms of unit establishments. 0220. Airworthiness, FS and GS are vital to the preservation of high-value aerospace assets, but the associated programmes come at a cost in terms of training, qualification, authorization and recertification of personnel. As well, standards must be regularly evaluated, formal risk assessments done, and accidents investigated. These requirements play a significant role in shaping the AF culture and the mindset of AF personnel. FIGHTING SPIRIT 0221. In order to effectively execute the AF mission, military AF personnel must be operationally fit to meet the physical, mental, and psychological challenges of operations in complex and demanding environments. First and foremost, airmen and airwomen need to be mentally committed to operations. This requires a persistent commitment to maintaining a high level of personal physical fitness, and thereby ensures ones operational readiness and optimizes the benefits of a regular fitness program: increased strength, improved energy and endurance; enhanced ability to cope with mental and emotional stresses; and better work performance. 0222. Along with fitness, a fighting spirit is another key element of an expeditionary force. The AF Fighting Spirit is defined as follows: a. Fighting Spirit is the drive within every airman and airwoman to do anything in their power, within the ethical principles and values of the profession of arms, to accomplish the assigned mission with enthusiasm, precision and unlimited liability. Associated characteristics consist of, but are not limited to, willpower, courage, commitment, tenacity and stamina. These characteristics complement a military ethos and professional knowledge of the application of aerospace power across the spectrum of conflict at home and abroad.

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B-GA-407-001/FP-001 EQUIPMENT FOCUSED 0223. The capabilities offered by modern aerospace systems are especially well suited to meet the demands placed on the CF to achieve the objectives of the Government of Canada. As a result of advances in technology, aerospace systems are becoming more and more sophisticated, capable, precise, and indifferent to poor weather and night conditions. As aerospace systems are expensive to purchase and to operate, there is a requirement to optimize utilization. This can be accomplished through: a. b. c. d. sound application of the tenets of air power, particularly concentration and priority; maintaining high readiness states; increased activity rates, (i.e., greater number of sorties per day, expanded hours of operation); force expansion, achieved through temporary contractor support, surge of reservist from part-time to full-time employment, or (with governmental approval) increases in Regular Force, Primary Reserve, and/or civilian strengths; and innovationas technology advances, an innovative approach to the employment of AF personnel is required to ensure the effective and efficient use of human resources.

e.

CHAPTER SUMMARY 0224. The Air Force has embraced the CF and public service values and has further imbedded its own values of professionalism, excellence, and teamwork in its processes to promote AF objectives. Core to AF culture are the people; the regular and reserve blue suiters, the civilian employees, and the contractors all contribute to the achievement of AF objectives. Also part of the AF culture are the loss prevention programs which are essential tools to help reduce the risks inherent in conducting aerospace operations.

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CHAPTER 3 AIR FORCE ORGANIZATION

THE AIR FORCE ESTABLISHMENT 0301. Todays AF establishment consists of the Air Staff at NDHQ in Ottawa and AIRCOM. AIRCOM comprises 1 and 2 Cdn Air Div HQs in Winnipeg, AF wings, and individual AF units across Canada. The organization of the AF is depicted in Figure 3-1: 1

Figure 3-1. Organization of the Air Force

The Commander of 1 Cdn Air Div HQ, as the Commander Canadian NORAD Region, reports to the Commander NORAD. As well, the commander holds the position of Combined Force Air Component Commander for Canada Command; as such, the commander is the principal advisor for all aerospace issues.

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B-GA-407-001/FP-001 THE WING STRUCTURE 0302. The AF organization is based on the wing concept, which was re-introduced in 1993. The AF has 13 numbered wings, which are formations allocated to 1 Cdn Air Div. A wing comprises units (e.g., bases, flying squadrons, operational training units, and aircraft maintenance squadrons) and other elements allocated to the wing. CF bases are allocated to the majority of AF wings; in these cases, one individual simultaneously holds the position of both wing commander and base commander, with a clear responsibility for both the operational role of the wing and the support role of the base. On wings that do not include a base, support functions are managed through the wing headquarters. Most AF wings are comprised of units that are geographically collocated; however, this need not be the case (e.g., 1 Wing comprises units in New Brunswick, Quebec, Ontario, and Alberta). 0303. A generic AF wing is organized as follows:

Figure 3-2. Air Force Wing Organization

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B-GA-407-001/FP-001 OPERATIONAL TRAINING UNITS 0304. Five capability-based (i.e., air mobility, long range patrol, fighter, tactical helicopter, maritime helicopter) operational training units (OTUs) provide training to members in all occupations involved in the operation and maintenance of specific types of aircraft. OTUs also maintain deployable operational aircrew available to provide surge capability to meet operational requirements. After aircrew and technicians are qualified in their occupations, they then require training on a specific aircraft type. The following is a list of training provided by OTUs: a. b. c. conversion training (qualification on type of aircraft); upgrade training (e.g., to aircraft commander); and perishable skills requalification.

0305. Similar OTUs also exist in non-aircrew trades for other specialized air training requirements. For example, at 4 Wing Cold Lake, 4 Combat Engineering Squadron is an OTU with the primary mandate of providing people with explosive ordnance disposal (EOD) and airfield damage repair (ADR) training for all construction engineers within the AF. They are also capable of EOD and ADR force generation for national and international deployments. MAIN OPERATING BASES 0306. Generally, the AF conducts routine, contingency, and rapid response operations, both domestic and international, from main operating bases (MOBs) allocated to AF wings. To fulfill the obligations assigned to the AF, fully functional MOBs must be maintained at all times in order to launch, sustain and recover aerospace capabilities. Aircraft assets are also assigned to the Navy and Army, according to the needs of that specific environment; normally these assets rely on MOBs for maintenance and support functions. AIR EXPEDITIONARY WINGS 0307. Certain MOBs have been assigned the task of force generating air expeditionary support components for deployment as part of a main task force or as part of an air expeditionary wing (AEW). Specifically, the operations support squadrons (OSSs) and mission support squadrons force generate the requisite personnel for the operations support flights (OSFs) and mission support flights (MSFs), respectively. In a deployed aerospace force, the AEW consists of a command element, an OSF and an MSF in support of one or more air detachments. The AEW is capable of activating, operating, supporting, and sustaining one deployed operating base (DOB)in either a domestic or an international operationin any austere environment and employed in a multitude of mission types, depending on Canadian and CF priorities and commitments. The AEW must therefore be versatile, flexible and scalable, such that it can be employed in a broad range of operations across the spectrum of conflict. Its primary strength is the capacity to offer a commander a comprehensive and scalable force package for the accomplishment of an objective, including the ability to lead operations of a coalition airfield or simply contribute specific elements as part of a larger coalition.

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B-GA-407-001/FP-001 CHAPTER SUMMARY 0308. The AF must maintain an effective organization in order to meet its assigned missions. To this end, the AF requires ready and skilled personnel capable of conducting a wide range of operations, at home and abroad. To accomplish this requirement and to promote the development of the AF Team, the organizations must remain versatile yet standardized throughout the AF.

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CHAPTER 4 AIR FORCE ESTABLISHMENT DEVELOPMENT

A STRATEGIC LEVEL OVERVIEW 0401. The AF establishment has as its most fundamental root the requirement to support and carry out, either directly or indirectly, activities in support of foreign and national security objectives as enunciated by the Government of Canada. From these objectives the government assigns a number of missions to the CF including the context, conditions and expected outcomes as to how they are to be performed. The three main missions are: defend Canada, defend North America and contribute to international peace and security. Total Force Capability Generation The Air Force will generate its capabilities using both Regular and Reserve components working side-by-side, completely interoperable and interchangeably.1 0402. From these missions, tasks are then apportioned to each environment. For instance, the task of monitoring Canadas territory and air and maritime approaches, including in the Arctic, in order to detect threats to Canadian security as early as possible 2 implies an AF assigned task that not only is able to monitor, but also defend using aerospace resources, the countrys air and sea approaches. Canada First Defence Strategy 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. 3

0403. This is the first true involvement of the AF in order to provide effective, relevant and sustainable aerospace power that can ultimately be apportioned for force employment under the direction of operational commanders. Aerospace capabilities are conceived, designed, built, and

1 2

Taken from Air Force Strategy (draft not available), 25. Canada First Defence Strategy, 7. Available at http://www.forces.gc.ca/site/focus/firstpremier/June18_0910_CFDS_english_low-res.pdf (accessed March 23, 2009). 3 Ibid., 7.

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B-GA-407-001/FP-001 managed to meet Canadas defence requirements. 4 All capabilities are built for the purpose of force employment. 5 Force generation activities are necessary enablers for force employment. 0404. The AF uses a capability-based process to determine its structure in terms of the number and kind of formations and units. Formations and units are either in direct or indirect support of our various capabilities. The size and composition of each are based on such considerations as the concept of operations, maintenance, support and logistics as well as life cycle management and available basing options. For instance, the CC177 Globemaster aircraft is an aerospace asset supporting the overall air mobility capability; 429 Squadron was created as the sole unit to fly this aircraft. It is responsible to force generate and ultimately to force employ the CC177 as tasked by the operational commanders. Based on the concepts of employment of the CC177, the aircraft maintenance function was embedded into 429 Squadron, while other tasks such as logistical support and movement were delegated to 8 Wing Logistic and 2 Air Movement Squadron, respectively. OCCUPATIONS 0405. Jobs and Occupations. From defence tasks, capabilities and force structure derive three employment areas that deal with people in terms of workforce as a whole rather than at the individual level: occupations, specifications and establishment. Jobs are the fundamental reason for employing people. Because human resources with given competencies in terms of skills, knowledge and attitudes are required for specific jobs, individuals are hired, trained, managed, generated, employed, supported, developed and recognized until released from the organization. Jobs can require either an officer or NCM at a specific rank or rank levels; can require individuals from a specific occupation, career field or occupation grouping; be full-time or part-time, permanent or temporary; in direct or indirect support of a capability; home or deployed; and can be military (either from the Reg F or Res F), a DND civilian or a contractor. The production process ensures that service members are available for entry-level jobs, while the workforce sustainment process ensures that people gain the competencies required for more demanding and senior jobs as their careers progress. 0406. Changes in technology and/or capability result in new weapons systems or modifications to existing ones, and these drive the need for changes in existing occupations to support these capabilities. The process of occupation structure development begins with defining the work required to be performed, grouped into like or similar functional areas. From there it is subdivided into specific jobs, based upon an assessment of the tasks to be performed and the knowledge requirements needed to do the work. Moreover, this is based on their concept of operations, maintenance, support and logistics. The definition of new or the requirement to modify existing jobs often results in a need to either produce new or modify the existing occupations and/or suboccupations. Once defined, the resultant jobs are grouped into occupations, of the strength defined as required to accomplish the function. This is done while also allowing for adequate career paths, advancement and development of the occupation members.

4 5

Taken from Air Force Strategy (draft not available), 20. Ibid., 21. Once an aerospace capability has been conceived, designed, and built, it must then be managed through the operational cycle (force preparation, operations and force recovery phase).

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B-GA-407-001/FP-001 0407. The AF employs a wide variety of military occupations, some of which are managed exclusively by the AF, while others are managed either centrally or by the other environments. The AF defines the occupation specifications and production requirements for AF-managed occupations and influences the training and education of centrally managed occupations. This ensures the specific skills and experience that are essential to generate and employ aerospace power are developed and maintained. Annex A, Appendix 1 lists all AF-managed occupations and provides a brief description of each, along with their primary AF responsibility. Occupations that are employed by the AF, but centrally managed, are listed in Annex A, Appendix 2. Annex A, Appendix 3 lists occupations managed by the Navy or Army, but are considered essential to aerospace operations. 0408. Military Occupation Specifications. To finish the occupation structure development process, supporting documentation is then produced in the form of individual job descriptions and a consolidated occupation job-based specification. The occupation specification is the legal foundation allowing for the conduct of occupation specific training and the expenditure of funds to generate, produce and sustain the occupation in the required numbers as identified as the Trained Effective Establishment. Changes to specifications are classified as either minor or major. A major change is one that impacts the occupation either vertically (divides it into sub-occupations or more than one occupation), horizontally (movement of or significant change to the existing qualification levels or the training involved within them) or affects pay. A major change will always require a Military Employment Structure Implementation Plan (MESIP). Less significant changes will be considered minor and may or may not require a complete MESIP to execute. 0409. Military Employment Structure Implementation Plan. When required, the solution is followed by the development of an implementation plan designed to effect the required changes. It outlines the complete coordination process required with the entire staff matrix and also serves as justification to expend the necessary funds to create a new workforce or to modify an existing one to meet a new or changing requirement. While the implementation plan is developed and coordinated in concert with the Chief of Military Personnel (CMP), its actual implementation is the responsibility of the AF. 0410. Civilian Occupations. The public servants supporting the AF include occupations in skilled labour and trades such as carpenters, heavy and light machinery operators, mechanics, pipefitters and those in traditional administrative support to researchers, safety officers, environmental officers and engineers. The National Occupation Classification matrix established by Human Resources and Social Development Canada provides a general overview of expected education and the skill levels associated with the occupational category. The overview can be found at http://www5.hrsdc.gc.ca/NOC/English/NOC/2006/Welcome.aspx. The occupational descriptions can be found at http://www5.hrsdc.gc.ca/NOC/English/NOC/2006/OccupationIndex.aspx. PERSONNEL ESTABLISHMENT 0411. Formations and units are composed of establishment positions. Establishment positions are what allow the CF and DND to legally employ, and thus pay, individuals. They can be designated as being Reg F, Res F, or DND civilian; permanent or temporary; full-time or part-time; and be assigned to a specific occupation, a career field or a generic grouping. There is at least one establishment position for every job. More positions for each job are created to support a given

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B-GA-407-001/FP-001 force generation and force employment ratio; to support the concepts of operation, maintenance, support and logistics; and to account for the expected employability (in terms of the number of days a year an individual at a given rank and occupation in a given job is expected to work) of the incumbents. 6 For instance, more air traffic controller positions are required to support a 24/7 airfield operation than an 8/5 operation. Even more positions are required if the force employment concept calls to support two expeditionary airfields rather than one. In the latter case, and in due consideration to the force generation to force employment ratio, some formations or units may end up with more individuals to perform given jobs than they actually require. The preferred manning level (PML) of a military occupation is directly related to the number of assigned establishment positions, both hard and generic. Advanced training list (ATL), Reserve Class C and some project management positions are also included in the PML of an occupation. 0412. There are four important considerations that directly relate to establishment positions: a. Globally, there cannot be more Reg F, Res F and DND civilian positions than the total wage envelope that each of the CF and DND allow. Consequently, in order to create or make changes to existing capabilities, tasks or functions resulting in new establishment positions, offsets must be found elsewhere in the organization. This forces a continuous re-prioritization of tasks, functions and/or capabilities resulting in some cases with formations and units having less establishment positions than they really need. Generic establishment positions (those belonging to a generic grouping) 7 are assigned to specific occupations. These, added to the hard and ATL positions, are used to ensure a proper rank-to-rank ratio. As shown in Figure 4-1, in order to be sustainable, occupations must be shaped as pyramids with the lower ranks (but highest numbers) at the bottom and the highest ranks (and lowest numbers) at the top. Generally, there must be enough positions within ranks to allow promotion into the next while avoiding a drain of experience in the previous rank and/or forcing the organization to promote individuals before they are truly ready to assume greater responsibilities.

b.

Taken from the Air Force Human Resources Planning Baseline Project, also known as The Davenport Study. Named after the former Lieutenant-Colonel Steve Davenport, it is a study on AF human resource capacity as a measure of available work time. The study takes into account such factors such as leave, qualification, professional development, administration, academic training and occupation specialty/development. (Not officially published.) 7 Ibid. AF generic groupings for officers are Air Defence, Air Operations, Air Technical, Air Engineering, Air Generic and Any. For NCMs they are Air Technical, Air Maintenance Supervisor, Air Operations, Airborne Electronic Sensor Technician, and Any Trade Requirement.

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Figure 4-1. Pyramidal Structure in Relation to Rank-to-Rank Ratios of CF Occupations c. Since the military grows its own (i.e., senior military members of a given occupation come from having been promoted sequentially from lower ranks in that occupation), creating an establishment position for a given occupation at a given rank does not necessarily guarantee the organization will have someone with the competencies and rank that are required for that position. Conceptually, a new establishment position that adds to the number of individuals at a given rank usually means that it will take a number of years to have enough individuals of that occupation at the rank affected. Which positions at a given rank level will be manned or filled then becomes a matter of prioritization. Formations and units must be built with the presumption that all positions will be filled. The fact that all positions are not filled should not normally drive a change in an establishment.

d.

0413. Civilian positions are managed through the salary wage envelope (SWE) portion of the operations and maintenance budget. Civilian positions are created, classified and deleted through the Civilian Human Resources Service Centres. Any establishment changes such as the creation of new positions and reclassifications must be made within available SWE expenditure levels. CHAPTER SUMMARY 0414. The establishment of AF personnel is derived from a complex set of processes that begins with government objectives, the distribution of tasks, and the determination of capability requirements and associated force structure necessary for the AF to meet its assigned objectives. Resulting from these processes, occupations, specifications and establishments are determined. In the AF, this is a living process to accommodate changes such as newor modifications to aerospace capabilities, new weapons systems, and new structures. This framework is the rationalized approach to creating and maintaining the jobs that are the fundamental reason for employing people.

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Annex A Occupations Employed Within the Air Force

01. The AF employs a wide variety of military occupations, some of which are managed exclusively by the AF, while others are managed either centrally or by the other environments. The information in Annex A provides a list of occupations, with a brief description of each, employed in the AF. The information in Table 4A-1 provides a list of AF-managed occupations. Brief Description of Occupation and Primary Responsibilities Conduct aerospace surveillance, warning, and control of airborne objects throughout Canadian airspace and provide control to civilian and military aircraft during combat and training operations all over the world. Operate radar, computer, communications and other sensor systems for the surveillance and control of airspace, both Canadian and foreign. Control and coordinate the movement of military and civilian air/ground traffic at AF aerodromes and tactical units. Responsible for all aspects of the engineering, maintenance and management of military aircraft (AF, Army or Navy) and all of their support equipment and facilities during military operations, in peacetime or at war. Perform, supervise and direct the repair and maintenance of all types of telecommunication systems used by the AF, as well as information technology infrastructure supporting national operational command and control information systems. Plan, coordinate and direct the tactical missions of the aircraft and crew in order to achieve military objectives and employ highly sophisticated equipment. Responsible for the maintenance and repair of the aircraft structures and related components. This occupation encompasses a variety of skills and abilities relating to tasks such as metal and composite repair, refinishing, painting, machining and welding. Handles, services and maintains a variety of Canadian Forces aircraft, ground equipment and associated support facilities.

Ser 1

Occupations Aerospace Control (Officer)

Aerospace Control Operator

Aerospace Engineering (Officer)

Aerospace Telecommunication & Information Systems Technician

Air Combat Systems Officer Aircraft Structures Technician

Aviation Systems Technician

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Ser 8

Occupations Avionic Systems Technician Airborne Electronic Sensor Operator Communications and Electronics Engineering (Air) (Officer)

Brief Description of Occupation and Primary Responsibilities Responsible for maintaining all automatic flight control systems, navigation systems, and other systems on both land and ship-based fixed-wing aircraft and helicopters. Employed on maritime aircraft working on the ordnance systems and sensor systems, according to specialty. Work with numerous high tech electronic systems that support Departmental command and control environments such as the computer networks and communications systems that support surveillance, reconnaissance, and intelligence, as well as those that support data, information, and knowledge management or air traffic control and management. Provide engineering support to AF deployed operations so that our AF can live, fly and fight, and develop and implement projects involving a wide range of military engineering tasks. Employed within the construction engineers with responsibilities based on sub-specialty as follows: project management, mechanical systems, utilities, and design. Provide structural engineering support to operational units at home and abroad, construct, repair and maintain buildings for the protection of AF personnel and equipment, produce related structural drawings and construct field defences. Install, repair and maintain electrical distribution systems, portable and fixed airfield lighting systems as well as fire alarm and security systems, produce associated electrical designs, specifications and drawings, conduct related reconnaissance, and assist other tradespersons. Provide electrical power generation support to operational units at home and abroad; install, operate, maintain and repair mobile electrical generators and associated control equipment.

10

11

Construction Engineering (Officer) Construction Engineer Superintendent Construction Technician

12

13

14

Electrical Distribution Technician

15

Electrical Generation Systems Technician

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Ser 16

Occupations Fire Fighter

Brief Description of Occupation and Primary Responsibilities Help to prevent the loss of life or property due to fire, performing a variety of tasks including aircraft rescue, structural, wild land and shipboard fire fighting, automobile extrication, hazardous material, and confined space / highangle rescue. Responsible for preparing the aircraft for flight, calculating power plant performance data, the monitoring and controlling of aircraft systems during flight, carrying out corrective actions during emergency situations or system malfunctions, completing post-flight inspections on the aircraft, handling passengers and cargo and advising the aircraft commander on technical matters. Provide imagery for all elements (Sea, Land and Air) of the Canadian Forces, operate still and video cameras; make prints and video and multi-media productions; perform quality control of products, photo finishing in the photo laboratory and maintenance of occupation-related equipment. Observe, give briefings on, and forecast weather conditions in support of operations at AF wings and squadrons, on naval ships at sea and in Land Force facilities.

17

Flight Engineer

18

Imagery Technician

19

Meteorological Technician

20 21

Non-Destructive Perform aircraft servicing duties and scheduled and Testing Technician unscheduled non-destructive testing inspections. Pilot (Officer) Operate a range of aircraft in a variety of roles: search and rescue, fighter, transport, tactical helicopter or maritime patrol. Provide plumbing and heating engineering support to operational units at home and abroad and install and maintain interior plumbing systems, interior water supply systems, heating systems and fire suppression systems. Provide heating, ventilation and air conditioning, refrigeration, aircraft arresting systems and radar (mechanical) systems engineering support to AF operational units.

22

Plumbing and Heating Technician

23

Refrigeration and Mechanical Technician

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Ser 24

Occupations Search and Rescue Technician Water, Fuels and Environment Technician

Brief Description of Occupation and Primary Responsibilities Responsible for effecting rescues from inaccessible sites using aircraft to locate, penetrate, treat and evacuate casualties. Qualified as military divers and parachutists. Provide water supply, waste water treatment and environmental engineering support to operational units at home and abroad in support of aerospace operations; install, operate and maintain water treatment and supply systems, waste water collection and treatment systems; set up and monitor various environmental programs; and produce associated mechanical designs, specifications and mechanical drawings.

25

Table 4A-1. Occupations Employed Within the Air Force 02. The information in Table 4A-2 provides a list of centrally-managed occupations that are employed in the AF.

Ser 1

Occupations Chaplain (Officer)

Brief Description of Occupation and Air Force Primary Responsibilities (in addition to standard trade requirements) Provide religious ministrations and spiritual ministry to all members of an AF unit regardless of religious affiliation, officiate at special functions, provide pastoral care to members and their families, and advice regarding the spiritual and ethical well-being and morale of a unit. Use a wide variety of sophisticated electronic equipment to intercept and analyse electronic transmissions, including foreign communications, and operate computer-assisted radio direction-finding equipment in support of search-andrescue operations. Help prepare a full range of nutritious food products for AF and other CF personnel, operate, clean and maintain food services equipment and facilities, manage food safety, and practice workplace health and safety procedures. Provide military intelligence support in operations, planning and decision making at all levels of command within the AF; recognize, exploit and analyse information which is likely to affect military operations, national policies and objectives.

Communicator Research

Cook

Intelligence - Air (Officer)

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Ser 5

Occupations Intelligence Operator Logistics - Air (Officer) Military Police Military Police (Officer)

Brief Description of Occupation and Air Force Primary Responsibilities (in addition to standard trade requirements) Collect, process, analyse and provide military intelligence in support of operations, planning and decision making at all levels of command within the AF and CF. Work in oneor severalof the five main disciplines: supply chain management, transportation, human resource management, finance, and food services. In conjunction with civilian and allied military police forces, protect and support all components of the AF. Provide command of MP units and advice to wing security forces. Manages provost marshal duties on CF aircraft.

7 8 9

Mobile Support Operate military vehicles ranging in size from standard Equipment Operator automobiles to snow removal equipment and all-terrain vehicles in support of the mobility of the AF; receive, load, secure and unload materiel and equipment transported by road. Music (Officer) Provide a professional standard of music for ceremonial occasions, concerts, and entertainment of an official, semi-official or public nature. May be employed in command and staff positions at units such as the CF Music Branch or NDHQ. Provide musical support for all aspects of military life, including ceremonial parades, graduations, ship ceremonies, and so on. Military musicians, by means of public performances, provide an important public relations vehicle for the AF. Provide behavioural science services to enable the AF to effectively assess, acquire, integrate, and maintain personnel for operational and support roles. Help tell the AF story, and help others tell it, and be expected to provide sound advice during domestic and international operations. Provide administrative financial support to all AF activities. This career field is one of the largest in the military.

10

11

Musician

12

Personnel Selection (Officer) Public Affairs Officer Resource Management Support Clerk

13

14

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Ser 15

Occupations Supply Technician

Brief Description of Occupation and Air Force Primary Responsibilities (in addition to standard trade requirements) Responsible for ensuring that all of the supplies and services necessary for aerospace operations are available when and where they are required; handle a variety of items such as food, fuel, heavy machinery, spare parts, stationery and clothing. Serve as a specialist in AF military training, education and professional development activities, bringing about improvements in individual and collective operational performance. Plan and execute the movement of personnel and materiel by road, rail, air and sea, including passenger reception, warehouse operations, aircraft and rail load planning, documentation and aircraft loading/unloading. Table 4A-2. Centrally Managed Occupations

16

Training Development (Officer) Traffic Technician

17

03. The information in Table 4A-3 provides a list of occupations managed by other environments. It is important to note that the AF employs a number of Army managed occupations to assist in readiness training for AF personnel and units. These trades generally are Any Trade Required positions with a requirement for combat arms background. A few examples of these trades would be infantry, signals operator, artillery, combat engineer, and armoured corps personnel. 04. In addition, some Navy managed occupations work within the AF to also fill Any Trade Required positions, or, in some cases, to fill positions where the occupational expertise is of benefit to the AF, especially for liaison and advice for Maritime Air Community. Examples of these trades would be maritime surface and sub-surface officers, sonar operator, or maritime engineering technicians. 05. There remain some occupations that are managed by the Navy or Army where the skill sets are specifically required for MOB and DOB operations. These occupations have very specific AF tasks to fulfill and are listed in Table 4A-3.

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Ser 1

Occupations Ammunition Technician

Brief Description of Occupation and Air Force Primary Responsibilities (in addition to standard trade requirements) Receipt, storage and issuing of ammunition specific to aircraft requirements (e.g., air-to-ground missiles). Disposal of defective or time-expired explosive ordnance and improvised explosive devices. Plan, organize and direct first- and second-line land equipment maintenance in support of air operations, and to perform equipment maintenance management of ground support equipment and aircraft maintenance support equipment required for runways.

Electrical and Mechanical Engineering (Officer)

Electronic Responsible for repair and maintenance of fire control Optronic Technician systems. These include, but are not limited to, thermal and (Land) infrared observation equipment, integrated fire control sighting and computer systems, optical instruments, wiring harnesses, cabling and interconnecting devices. Material Technician Repair and maintain ground support equipment and aircraft maintenance support equipment, specifically in the areas of welding, machining, body and paint, and textile work. Employed on wings and with the AEW in support of military postal services. Responsible for hospitality services such as mess, non-public funds, and accommodation management on the wings. Also may be employed, upon qualification, as a flight steward. Flight stewards provide supervision and comfort to passengers, perform in-flight services and carry out first aid and observe aircraft safety. They may be required to provide VIP services such as food planning, preparation and presentation as well as managing funds for the flight and flight crews. Maintains and repairs ground support equipment and aircraft maintenance support equipment required for runways. This occupation has several sub-specialties. Specific to the AF are small arms support and air defence support (maintenance support for towed and self-propelled air defence weapons systems and associated equipment).

5 6

Postal Clerk Steward

7 8

Vehicle Technician Weapons Technician (Land)

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Ser 9

Occupations Combat Engineer

Brief Description of Occupation and Air Force Primary Responsibilities (in addition to standard trade requirements) Primarily employed within the AF in providing technical expert advice and services for range control, demolitions, force protection / survivability, mobility, and explosive ordnance disposal.

Table 4A-3. Occupations Managed by Other Environments

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CHAPTER 5 AIR FORCE PERSONNEL MANAGEMENT

AIR FORCE PERSONNEL 0501. The term Air Force personnel encompasses three groups of personnel (see Figure 6-1), as follows: a. Group 1 - Personnel employed in AF units. Military and civilian personnel, regardless of component or occupation, who are employed in AF units (i.e., units and other organizations assigned to the CAS), form an integrated AF team contributing to the conduct of aerospace operations. This group includes Reg F and Res F personnel from nearly all CF occupations and DND civilians. Group 2 - Military personnel in AF-managed occupations. Regular and Res F personnel in AF-managed occupations, who are employed outside the AF, facilitate the transfer of AF strategic, operational and tactical expertise across the CF. Personnel in this group may be employed in any of the services (e.g., Army, Navy), commands (e.g., Canadian Expeditionary Force Command, Canadian Operational Support Command), CF organizations (e.g., Vice Chief of the Defence Staff [VCDS], Assistant Deputy Minister [Material]) or outside the CF (e.g., exchange, secondment). Group 3 - Military personnel who wear Air Distinctive Environmental Uniform (DEU). Regular and Res F personnel who wear Air DEU, are in occupations not managed by the AF, and are employed outside the AF, are ambassadors of the AF by virtue of their uniform. The AF maintains a significant influence to ensure that these personnel bring a basic understanding of AF culture and operations to whatever organization they may be employed in and that they fully support the generation of aerospace power.

b.

c.

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B-GA-407-001/FP-001

Figure 5-1. Personnel Grouping PERSONNEL MANAGEMENT 0502. Personnel management consists of those functions required to generate, sustain, and retain personnel. The aim of personnel management is to have the workforce required to meet the defence mission, in the quantities needed, with the necessary competencies, while planning for the future through effective and deliberate succession planning, personnel development and training processes. 0503. Military personnel management is a shared responsibility between the CMP, the members parent environment, and the environment of employment. The AF provides personnel management for all military personnel employed in AF units, regardless of component or occupation, and members of the Reg F in AF-managed air occupations as well as members of the Air Res who are employed outside the AF. 0504. For public service employees, the AF provides managerial support and oversight to its civilian personnel, under the functional direction of the Assistant Deputy Minister (Human Resources Civilian) [ADM (HR-Civ)]. Strategic civilian human resource planning is integral to the operational health and effectiveness of the AF. Utilizing a holistic human resource and business planning approach is the foundation for assessing and understanding current and future needs to design optimal strategies.

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B-GA-407-001/FP-001 AIR FORCE PERSONNEL MANAGEMENT PRINCIPLES 0505. Underpinning AF personnel management are six broad principles that guide how AF personnel are developed. 0506. Foresight. One key element in military personnel management is the ability to anticipate personnel requirements. The AF military personnel management system must look strategically at the future requirements of the AF in terms of personnel, training, and professional development. Aerospace operations are inherently complex and highly technical. New technologies evolve rapidly, they are expensive to implement, and they require long training periods to master. When developing new capabilities, based on emerging technologies and future security environments, the AF must take into account personnel manning levels and training requirements. In the hands of highly skilled people and strong leadership, cutting edge technology becomes a key force multiplier of aerospace capabilities and effects. The AF will continue to be a learning organization in that it will exploit opportunities for life-long learning through research and benchmarking. Additionally, the AF will maintain a robust lessons-learned capability that ensures continuous improvement. 0507. Integration. Military personnel management must be integrated in a framework that consolidates the strategic CF personnel planning objectives, joint CF capabilities and statutory obligations and ensures fair and equitable treatment of all CF personnel and their families. The AF military personnel management system must be fully integrated with the CF personnel management system. In order for the AF to effectively plan, coordinate and execute both domestic and international tasks, it is essential that the AF maintains a close working relationship with joint, interagency, multinational, and public agencies. This interconnectivity requires that AF personnel be educated in the capabilities and the limitations of their partners and the relationship between them and the AF. Similarly, military AF personnel will take every possible opportunity to interact with their partners and will participate in centrally coordinated joint exercises, doctrine development, and professional development. 0508. Synchronization. Military personnel management must have a synchronized planning process to ensure recruiting, training and professional development, succession planning, and career management, is coordinated by CMP. The AF uses this centralized system to the maximum extent possible; however, due to unique AF requirements, the CAS has been assigned training authority for specific AF-managed qualifications. Training authorities perform the individual training and education (IT&E) management for qualifications resulting from assigned CF common, environmental, career and specialty qualifications. Personnel working within AF schools, OTUs, and headquarters interact within a policy framework based on the Canadian Forces Individual Training and Education System (CFITES) model and the IT&E management framework. This centralized system has been augmented by the AF Training and Education Management System for unique AF professional development requirements. The AF also has succession boards for AF command positions and senior appointments in addition to participating in national level succession planning boards. 0509. Discretion. AF personnel management must include capabilities, systems, policies, processes and practices that ensure the integrity of the information and a balance between individual privacy and the operational need to know.

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B-GA-407-001/FP-001 0510. Compassion. AF military personnel management must support military personnel and their families at home and abroad, ensuring that their needs are identified and addressed in the most compassionate, realistic and diligent way possible. Recognizing the strategic goal to make the CF and the AF employers of choice, decisions in the management of learning and deployment cycle will attempt to support the members professional and personal choices. To this end, readiness postures have been assigned to units in order to allow the synchronization of training and readiness activities across multiple wings within well defined cycles. This approach also creates a more stabilized family life due to the predicability of high-readiness periods. 0511. Flexibility. The AF military personnel management system must be flexible in its approach, ensuring sufficient scope of actions to allow for transparent and fair application while meeting the needs of the AF and its personnel. As an influencer of CF military personnel policies, plans, and programs, the AF must provide advice to CMP staff to ensure that CF policies allow for the uniqueness and specific requirements of the different environments. GENERATING THE WORKFORCE 0512. The military production process is designed to recruit and train enough personnel into the CF to fill all established positions. It is a never-ending sequence that calls for the influx of new individuals to replace those releasing, or to meet increases in workforce requirements (e.g., to support changes in or implementation of new capabilities). Reductions in the workforce are usually absorbed through attrition and/or a corresponding decrease in production. 1 0513. The goal of production is to ensure that the trained effective strength (TES) of each military occupation is equal to its assigned PML. 2 The process involves a deliberate determination, by occupation, of the number of new individuals who must be sought, selected and trained, considering such variables as the expected attrition rates, the current and forecast ability to train and absorb, 3 as well as the long range impact to the overall profile of the occupations with a view to remaining as close as possible to the stable profile by year-of-service (see Figure 5-2). 4

A key lesson learned from the mid-90s Force Reduction Program is to avoid stopping or significantly reducing the intake of new personnel. Low production causes important experience gaps that will be carried throughout the rank structure and have dire long-term repercussions. To lessen the future impact of a reduction initiative, attrition must be increased as required in order to maintain an appropriate intake flow. 2 For the military members they enter the TES for their occupation once they reach the operationally functional point (OFP). OFP is defined as the point in the training flow of each officer and NCM occupation, at which individuals can be considered operationally functional, (i.e., the point where for personnel production, the individual can be considered a trained resource, and a career manager can post the individual into their first functional establishment position). 3 This particularly applies to officers and NCMs of operational and some support occupations where there are training and first units absorption limitations such as yearly flying rate, aircraft and equipment availability, and a sheer limit in the number of entry level personnel that can safely and effectively be employed in units. 4 It is essential to avoid peaks by years of service, but more importantly, valleys as they have long-term implications to the health and sustainability of an occupation. Peaks tend to cause fewer intakes and higher attrition in future years. Conversely, valleys tend to cause higher intakes and lack of experience in some rank levels in the future. The main advantage with peaks is that the CF has the ability to lower them by modifying conversion rates in term of service gates (i.e., Intermediate Engagement 25 and Indefinite Period of Service). There is no real advantage in valleys. They are extremely difficult and often impossible to overcome.

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Figure 5-2. CF Occupation Ideal Demography

0514. Intake generally comes from two sources: internal and external to the CF. The ratio of both sources must be carefully balanced to maintain a sustainable and viable workforce throughout the rank spectrum. Because the CF grows its own (i.e., access to the next senior rank only comes from having spent time in the previous rank), particularly in the Reg F, it is essential to intake sufficient numbers of young personnel with the time to progress to higher rank levels. Internal sources tend to be older and thus increase the average age of the receiving occupation. It is therefore important to have the majority of the new intake coming from external sources and to focus our efforts toward attracting young Canadians. An exception to this rule is the attraction and intake of previously occupation-qualified re-enrollees and to a certain extent foreign applicants. Both provide the benefit of adding quickly and directly to the TES, thus saving important time in training and positively impacting experience levels of occupations. 0515. There are three essential elements to production: a. b. Attraction. The CF must attract sufficient numbers of quality candidates to meet its intake targets and allow the opportunity to be selective. Enrolment. Candidates must be enrolled in the quantity required to meet identified intake goals, taking care to ensure that they possess the required aptitude and motivation for the chosen occupation. Proper selection results in lower intake for given production targets and results in savings in training and personnel management time. Recruitment of military personnel tends to be cyclical in nature; therefore it is essential to sequence recruitment and the commencement of training to minimize the wait period between training events. Lengthy wait times may negatively impact 5-5

B-GA-407-001/FP-001 retention, creating higher intake requirements in the following years. Failure to meet intake targets may also result in higher intake and training requirements during the following years, which can adversely impact the experience profile of an occupation while overloading the training system. c. Entry-level Training. Once enrolled, candidates undergo several types of training that they only receive once in their military career: CF basic common training, basic occupation training, and, for some occupations, certification or operational training. The training at this stage is largely limited to that which is required in order for the new members to have the essential competencies to be capable of performing entrylevel jobs for their occupations.

SUSTAINING THE WORKFORCE 0516. Sustaining the workforce is composed of a number of complex tasks or sub-activities, involving a significant number of staff for planning and oversight. The following functions are closely entwined and form a continuous personnel cycle: a. Manage. This function includes such processes as career management, succession planning, and manning, which contribute directly to having the right individuals in the right jobs at the right time. With respect to succession planning: (1) Military succession planning in the AF is a continuous process managed over time to meet the near-term requirement to assign competent individuals to focal positions and to address the longer-term requirement to identify, track and mentor individuals having the potential and motivation to achieve senior appointments within the AF. Currently, only public servants in the executive group are provided with dedicated career management services. However, succession planning plays a pivotal role in the public service and AF retention and renewal initiatives. Managers at all levels of the organization must have a clear understanding of their current and future organizational requirements so that they can identify critical or at-risk occupational functions. The AF is committed to strategic level oversight and planning to ensure a sufficient and qualified level of public servants using mechanisms such as direct recruitment from universities, apprenticeship and student bridging.

(2)

0517. Effective and efficient management is key to the AFs ability to force generate and employ, but also to meet the challenges of the future. Ultimately, good personnel management ensures that individuals have the right developmental jobs, training and education in preparation for future employment. Under-investment in this function can have long-term implications for both the individual members of the AF team and the entire AF. a. Develop. The AF requires that sufficient numbers of individuals with the required competencies are available to meet job requirements. The AF must ensure that individuals receive the training, education, and experience they require in a timely and effective manner. As well, the AF must encourage continuous, life-long learning and 5-6

B-GA-407-001/FP-001 provide members with the opportunity for professional and personal development. In the widest sense, development is an exercise of investment in personnel. b. Prepare. This function refers to development of a fit and healthy force for both employment and deployment across the broad spectrum of military operations, and includes the provision of medical, dental, and spiritual support on an ongoing basis. Effective preparation will ensure that members are healthy and fit throughout their careers. Support. This function includes casualty support, family support, fitness, sports, the commissariat, insurance and compensation and benefits. The AF actively supports and promotes the planning, participation and monitoring of all well-being programs for its members, employees and their families, ensuring access to various assistance programs to help address personal concerns that affect their well-being and/or work performance. The AF actively promotes fitness, morale and esprit-de-corps through facilities and services such as AF messes, clubs, places of worship, military family resource centres, and recreation facilities. The AF is also committed to the provision of a fair, equitable, and harassment-free environment through participation in various DND programs such as CF Official Languages, Employment Equity, Human Rights, Diversity, and Alternate Dispute Resolution. Recognize. Recognition is a vital function which involves honouring and recognizing the contributions of members and units of the AF and their families. Appropriate and timely recognition increases individual and unit morale and thus can improve performance of all personnel.

c.

d.

RETAINING THE WORKFORCE 0518. The long-term retention of highly trained and experienced military personnel is fundamental to maintaining a workforce capable of meeting the defence mission. To retain members who meet current and future CF needs, leaders must create and sustain an environment that encourages members to stay, to contribute, and feel satisfied with their careers and valued by the organization. The process of retention starts when a candidate first applies to become a member of the CF and starts to form an impression of the organization, and ends when a member finally releases from the CF. Retention is influenced by all aspects of personnel management, including the training and education, preparation, support, and recognition the member receives throughout their career. The AF is committed to building and sustaining a retention culture, in cooperation with the other environmental chiefs of staff and chief of military personnel, and will support CMP initiatives and policies focused on enhancing member development, optimizing training processes and alleviating some of the unique pressures and burdens of military life, especially for families. AIR FORCE COMMITTEES, FORUMS, AND BOARDS 0519. Air Human Resources Committee (AHRC). The AHRC is the senior AF body charged with providing overall guidance on AF HR issues. Functioning in an advisory capacity to the CAS through the Air Board and the Air Board Executive Committee, the AHRC is intended to offer

5-7

B-GA-407-001/FP-001 guidance pertaining principally to HR policy issues and to oversee all of the elements of an integrated AF HR strategy. Specific tasks of AHRC related to personnel management include: a. developing and maintaining the air personnel management framework, including delineation of the HR responsibilities and relationship between the AF staff and 1 Cdn Air Div. developing career planning models for AF personnel. providing recommendations with regard to recruiting, retention, professional development and education. prioritizing AF personnel requirements.

b. c. d.

0520. Air Business Management Committee (ABMC). The ABMC is the senior Air body concerned with business management and compliance issues. Its principal focus is to take sound and transparent in-year management decisions and ensure their rapid dissemination. When required, ABMC will provide advice to CAS or seek CAS approval on future Air business requirements. The mandate of the ABMC is to provide a mechanism for the in-year management of Air activities and resources to include personnel, operations and maintenance. Further details can be found in Air Command Orders 1000-9. 0521. Advisory Forums. In addition to the AHRC, advisory forums are responsible to identify current and upcoming issues, provide advice on policies and guidelines, disseminate information, and provide employment advice for all personnel working in the AF. The AF has three primary advisory forums: occupation advisors, officer and NCM advisory groups, and capability-based advisory groups (CAGs). Their main functions are as follows: a. Military Occupation Advisors. These advisors are appointed by CAS to represent the interests of a specific occupation, or family of occupations, and to provide advice to CAS and CMP through Director General Air Personnel and their staff spanning Horizon 1 and 2 timeframes. In order to execute these responsibilities, military occupation advisors must possess a current and broad knowledge of the work being performed in their assigned occupations. Officer and NCM Advisory Groups. These advisory groups have been created to represent the interests of all AF personnel associated with a specific community or occupation. Their primary purpose is to manage the officer and NCM succession planning processes for all personnel employed within the AF. Further details are listed in the AIRCOM Orders. Capability-based Advisory Groups. The mandate of 1 Cdn Air Div / Canadian NORAD Region (CANR) CAGs is to provide senior capability-based leadership with advice and recommendations in support of the Commander 1 Cdn Air Div/CANR. For personnel issues, the CAGs will make recommendations regarding key communitybased manning issues and succession planning.

b.

c.

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B-GA-407-001/FP-001 0522. Air Personnel Appointment and Management Boards. The succession planning recommendations of the officer and NCM advisory groups are provided to the Air Personnel Appointment Boards and the Air Personnel Management Boards. These boards perform the following duties: a. b. c. d. e. review the proposed personnel assessments; confirm proposed progression for high potential individuals; approve short and long term AF senior appointments and key positions; provide names of selected candidates to national boards for consideration for pan-CF senior appointments; and produce a notional medium to long-term succession plan for career planning purposes.

CHAPTER SUMMARY 0523. Personnel are the centre of gravity for the AF. The personnel management processes for both the CF and public service are designed to assist the AF in generating and sustaining the workforce required for the successful accomplishment of the assigned missions. Properly executed, such processes will ensure that the AF has the personnel required, in the quantities needed, with the competencies necessary to perform current job requirements, while planning and preparing for the future.

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CHAPTER 6 FORCE GENERATION AND EMPLOYMENT IN THE AIR FORCE

JOINT AND COMBINED OPERATIONS 0601. Canadas AF participates in joint, combined, and coalition operations. To achieve maximum interoperability, standardization of procedures with the other CF services and with Canadas principal allies is required. To that end, Canada's AF, through the Canadian Forces Aerospace Warfare Centre, actively participates on committees contributing to the development of CF, NATO, NORAD, and Five Eyes (Canada, the United States, the United Kingdom, Australia, and New Zealand) doctrine and terminology. 0602. AF personnel planning and/or participation in operations with other services and/or nations must have an appreciation of the key aspects (including differences) of how those services and nations operate to ensure common understanding and effective execution of the mission. Shared understanding develops in part through regular interaction with other services and nations. For Canadas AF, the extent of interaction is dependent upon the community. For example, the fighter community has established strong links with the United States AF based on combined contribution to the NORAD mission; the tactical helicopter community has strong links to the CF Army, its primary customer. In addition, operations planning for specific operations, particularly for operations with non-standard partners, must incorporate the study of doctrine and practices of service/allied/coalition partners participating in that operation. FORCE GENERATION 0603. The AF and other CF organizations (e.g., Chief of the Land Staff, Chief of the Maritime Staff, Chief of Military Personnel, and the operational commands) force generate capabilities to meet CF requirements both internationally and domestically. In broad terms, the force generation process relies upon three essential ingredients for the provision of operationally ready forces for employment. They are: human (military and civilian), materiel (e.g., hardware, infrastructure, and supplies) and financial. Assembling the right mix of these ingredients is a multifaceted task and involves numerous activities throughout the following six distinct phases: a. b. c. d. e. military human resources requirement identification; recruiting (both through external and internal sources); training to basic occupation qualifications; training to basic mission readiness qualifications; training to operational readiness qualifications (e.g., upgrade training to aircraft captain for multi-crew aircraft or to flight lead for fighter pilots, specialty training, crew training); and continuing professional development training/education.

f.

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B-GA-407-001/FP-001 0604. Management of the training required to generate aerospace forces is intricate. For example, there are over 700 qualifications that are delivered through 30 schools and OTUs geographically dispersed across 12 locations. These qualifications range from basic through advanced occupational training as well as aircraft specific training for core aerospace occupations. The length of training time for each qualification can range from days through months to years. For example, pilot training from basic to aircraft specific First Officer qualification can take three to four years and involves the attainment of multiple qualifications. Continuing with the example of pilots, the first three basic flying courses are now contracted to civilian industry and to fully manage the process requires the involvement of four main organizations: CAS, CMP, Assistant Deputy Minister (Materiel) and VCDS. Another example can be seen with aircraft maintenance technicians, for whom it can typically take up to five years to be qualified and granted signing authority in most areas of their occupation. This qualification process can be further complicated by the fact that many trained aerospace personnel also work in a joint environment (e.g., maritime or tactical helicopter) which necessitates further training to become proficient in the environment in which they operate. Furthermore, aerospace force generation also includes general support occupations such as firefighter, construction engineer, and air logistics. 0605. Another element that is unique to the AF is the requirement to comply with legislation such as the Aeronautics Act that is implemented through the DND/CF Airworthiness Program. This obliges the AF to conduct training in a certain manner and to provide specific levels of oversight with clear accountability, all of which increases the management complexity and requires specified levels of expertise to administer the application of the legislation. FORCE EMPLOYMENT 0606. The mission of the DND/CF is to defend Canada and Canadian interests and values while contributing to international peace and security. Under Canadian defence policy, the CF is called upon to fulfill three roles: a. b. c. protect Canadians at home; defend North America in cooperation with the United States; and defend Canadian interests abroad.

0607. To carry out these roles successfully, the CF maintains a range of military capabilities including modern combat-capable sea, land, air and special operations forces. 0608. The AF conducts three levels of operations to meet assigned defence objectives: 1 a. Routine Operations. Routine operations are normally recurring in nature and can usually be planned for and programmed. For these operations, force employment is the norm for the AF. Routine AF operations include surveillance of Canadas

For further details regarding the different types of operations, see Canadian Forces Joint Publication 3.0 Canadian Forces in Operation, B-GJ-005-300/AF-001, Draft 6, Chapter 2, page 2-1, paragraphs 0206 through 0208. (No hyperlink is available at this time).

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B-GA-407-001/FP-001 airspace, sovereignty patrols, fisheries patrols, counter-drug surveillance, search and rescue, air transport, air-to-air refueling, air support to maritime operations, and tactical aviation operations. AF aircraft are integral components of joint force operations and AF personnel are active participants in many Navy and Army exercise scenarios. b. Contingency Operations. Contingency operations are planned in advance for events that will occur or that could reasonably be expected to occur, thereby permitting a formal planning process. In addition to the conduct of routine AF operations on a 24/7 basis, the AF participates in contingency operationsboth domestic and international such as peacekeeping or stability missions, and domestic activities such as aid to the civil power, disaster relief, assistance to federal and provincial law enforcement (including drug interdiction / law enforcement), and strategic infrastructure defence in response to a specified threat. Rapid Response Operations. Rapid-response operations react to events that require immediate action to save lives, reduce human suffering, and/or mitigate property damage. Planning will be reduced to its essential components in order to achieve timely effects. For the AF, participation in such operations can include support to disaster relief including the airlift of the Disaster Assistance Response Team, evacuation, and support to national and international emergencies.

c.

0609. It is important to note that when the AF is called upon to participate in contingency and rapid response operations, the work at home does not stop; the AF must continue to carry out its standing commitments. THE FORCE GENERATION / FORCE EMPLOYMENT INTERCONNECTION 0610. For the AF, force generation (FG) and force employment (FE) are intricately interconnected because both rely on the same limited aircraft and personnel resources. Implications are as follows: a. Concurrent FG/FE. The desire to increase return on investment on expensive equipment creates pressure to maximize the operational component of AF activities by conducting aircrew continuation training in conjunction with routine operations whenever possible. The extent of concurrent training and operations is dependent on the peacetime roles of the aircraft and the efficiency with which training can be combined with these mission types. For transport aircraft, the majority of aircrew training can be carried out during the performance of routine airlift operations, which is the primary role of the aircraft. In contrast, there is little opportunity for concurrent operations and training on fighter aircraft, which have a limited peacetime role of providing airspace surveillance and control. Maritime patrol, maritime helicopter and tactical helicopter fleets are somewhere in the middle. FG/FE Balance. When AF resources are required to respond to unpredicted threats or requirements, particularly when deployed away from MOBs, it reduces the units ability to conduct continuation training and validate currency requirements. This impacts the ability to force generate qualified personnel for routine, contingency and

b.

6-3

B-GA-407-001/FP-001 rapid response operations, including follow-on rotations to current operations as well as new operations. AF participation in contingency operations will, at times, be limited in duration, scope, or amount of resources deployed, in order to maintain adequate FG capability. AIR FORCE PERSONNEL SUSTAINMENT RATIO 0611. Since the 1960s, the AF has used a 3:1 sustainment ratio for peacetime operations and a ratio of 4:1 for overseas and wartime operations. During the Cold War era, such sustainment ratios adequately met AF commitments since the majority of domestic and international operations were conducted from existing and well-established MOBs. However, since the mid 1990s, the CF has seen a significant shift from a relatively predictable security environment to a rapidly changing and complex environment characterized by asymmetric threats and end-state uncertainty. For the AF, this has resulted in the adoption of an expeditionary approach where it can contribute readily deployable and scalable forces to meet this new operating environment. As a result of this shift and its impact on personnel resources, the AF adopted a sustainment ratio of 4:1; this ratio will be closely monitored and adjusted as required to ensure that the AF continues to meet its assigned roles. MANAGED READINESS PROGRAM 0612. The CF must maintain an all-arms and services combat capability to prepare, project, apply, and sustain an effective force in support of government policy. To this end, the AF requires ready, confident and skilled personnel capable of conducting expeditionary operations. To achieve this objective, the AF has established a standardized readiness program to promote joint and combined interoperability, and verify and report the relevancy and effectiveness of deployment readiness training. For the AF, Deployment Readiness Training Standardization and Evaluation Team (DRTSET) is the organization responsible for meeting this aim. As the AF focal point for standardizing deployment readiness training, it fulfils a key role considering that deployed units will likely be formed from more than one wing to conduct joint and combined operations. 0613. To ensure standardization across the CF, the AF has adopted the Individual Battle Task Standards (IBTS) for land operations as the benchmark. In this context, operations include naval, army and aerospace operations, or parts of an operation, which occur within an operational area or theatre. For AF members, such areas or theatres are not only applicable to out-of-country deployed operations, but also apply to domestic operations conducted from established MOBs. 0614. Commanders are responsible for maintaining the operational readiness of all assigned personnel and equipment. This includes the completion of the Annual Personnel Readiness Verification (APRV) and training required as part of the AF Expeditionary Task Standards (AFETS). The APRV is an online verification of readiness that consists of two tiers; tier-one screening, which is mandatory for all Reg F and Primary Reserve personnel, consists of basic military requirements such as health, fitness and individual military skills; tier two consists of mission specific screening and is only completed once an individual is selected for a specific operation. The main purpose of the APRV is to inform commanders of the levels of personnel readiness. Further, commanders shall determine which members are to be trained to what level for force generation and readiness purposes, while related deployment directives detail the minimum

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B-GA-407-001/FP-001 required tasks and level for a particular deployment. It is recognized that specific IBTS skills and knowledge deteriorate at different rates and as such will have differing currency times. These currencies are set through an IBTS working group which meets periodically and has AF representation. 0615. To maintain the right readiness posture and ease reporting methodology, the AF has implemented three readiness levels: Deployment Ready, Mission Capable, and Low Readiness. Within each of these three levels, each member must achieve a certain level of IBTS. 0616. In addition to those three levels of readiness, the AF has implemented unit readiness designations: a. High Readiness Unit. This type of unit consists of lead-wings designated to rapidly generate specific capabilities, included in this designation are units that have specific portions of their personnel tasked to be on high-readiness posture. Such units normally include wings that have been assigned deployment responsibilities. As such, they must maintain 100 per cent of their personnel at a Deployment-Ready 2 level for an anticipated deployment. High Tempo Unit. A unit that has personnel committed on a daily basis that cause at least 30 per cent of the unit to be engaged at any time. Such a unit must maintain a minimum of 80 per cent of its personnel at the Deployment-Ready level with the remaining 20 per cent at the Mission-Capable level. Operational Unit. A unit that is routinely called upon to commit forces to tasks, away from its MOB, but the level of tasking does not exceed 30 per cent of its personnel strength. Such a unit must maintain a minimum of 50 per cent of its personnel at the Deployment-Ready level with the remaining 50 per cent at the Mission-Capable level. Static Unit. A unit that primarily conducts its missions at its MOB with little probability of deploying away. Such a unit may, however, be requested to provide personnel augmentation to deployed operations. Such a unit must maintain its personnel at the Low-Readiness level while striving to have a minimum of 25 per cent at Mission-Capable level.

b.

c.

d.

0617. The AF uses the AF Managed Readiness System (AFMRS), as illustrated in Figure 6-1, which consists of four phases: preparation and training (P); high readiness and training (HR); deployment and high readiness (DOB); and reintegration and training (R).

The tasks for each of the three levels Low Readiness, Mission Capable, and Deployment Ready are outlined in 1 Cdn Air Div Order 5-114 (revised June 2009). Can be found: http://winnipeg.mil.ca/HQSec/1cadordr/index_e.htm (accessed 21 July 2009).

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Figure 6-1. Air Force Managed Readiness System As part of the AFMRS and within the CF collective training framework, there are a total of 10 levels of training. Generally, AF personnel will concentrate on the first five levels. Tied to the AF Readiness Program, the activities that normally take place during the first five levels of training are represented in Figure 6-2. Levels of training are as follows: a. b. c. d. e. f. g. h. i. j. Level 1 (Individual) complete all IBTS for specified force generation baseline level. Level 2 (Teams/Section) Military Occupation Structure Identification specific or specialty training. Level 3 (Flight) flight-level collective training/exercise. Level 4 (Squadron) unit-level or collective training. Level 5 (Wing) wing-level or collective training/exercise. Level 6 (Joint/Combined). Level 7 (Formation). Level 8 (Region/Task Force). Level 9 (Command). Level 10 (Strategic).

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Figure 6-2. Air Force Readiness Program (1) The purpose of the reintegration and training phase is to allow individuals time to recuperate from their deployment or high-readiness state and allow for family reunification. This phase is 12-months long, which is critically essential for family integrity, and the morale and welfare of the AF member. Ideally, any new squadron members will be integrated into the unit during this phase. During the first six months of this phase, members will complete their post-deployment screening and leave, and the individual should be limited to duties within the geographical region. During the second six months of this phase, postings, professional development and Level-1 and Level-2 training will be completed. The preparation and training phase, which is six months long, provides personnel the opportunity to further enhance their professional development skills, reintegrate into their unit, as well as participate in support of domestic operations and collective training (Level-3 and limited Level-4). It is also during this phase that the majority of personnel turnover should take place. During the High Readiness Training cycle there is no personnel turnover and professional development is limited to that required for the mission. The unit conducts Level-5 training during this period. This also permits personnel to complete the APRV, which is part of the deployment process and is further detailed in warning orders that have been issued to the unit.

(2)

(3)

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B-GA-407-001/FP-001 (4) The final cycle is the actual deployment or a continuance in high readiness state. There are no postings or professional development other than that required for the assigned mission.

0618. The Managed Readiness Program ensures that the AF has personnel ready to deploy at any time by rotating personnel through high readiness postures. The use of a managed readiness methodology allows personnel to manage their work-life balance by having predictable training and deployment timings. VARIABLE TOUR LENGTHS 0619. In the AF, some aircrew and ground crew qualifications are legally mandated and must be renewed or refreshed every four, six, or 12 months to maintain operational currency. The AF has adopted the following variable tour lengths in order to address operational currency issues and other considerations: a. 28-Day Tour Length. War gaming of variable tour lengths has validated the principle of deploying some personnel for a 28-day tour. This approach has been necessary to allow aircrews to maintain time critical skills and for reserves who may be better positioned to deploy for several 28-day periods within a year. 56-Day Tour Length. This tour length allows the AF to more effectively sustain deployed operations. Perishable skills that are not practiced during the course of the operation can be kept current between rotation cycles. It may also reduce the number of personnel needed at DOBs that are required to accommodate mandated deployed leave programs. 6-Month Rotation. A six-month tour length is the normal deployment cycle for most occupations. Most personnel employed within the AEW will be deployed for sixmonth tours. Generally, the baseline for the AF is one six-month deployment for every two years; however, tasking levels will dictate actual requirements. 3

b.

c.

CHAPTER SUMMARY 0620. Canadas AF participates in many different types of standing and contingency operations. The AF strives to meet current and future CF capability requirements through the utilization of strategic guidance, historical data and predictive analysis, practiced interoperability, and managed readiness. FG and FE activities must be carefully synchronized and balanced to ensure the AF maintains the ability to force generate qualified personnel for future operations while meeting current operational requirements to the maximum extent possible.4

DDIO 2/2001 Ch 4, Para 1218. Can be found at http://cefcom.mil.ca/documents/ddio_e.pdf (accessed March 23, 2009). This link is no longer accessible. Content is being updated. 4 Ibid.

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CHAPTER 7 AIR FORCE PERSONNEL - PROFESSIONAL DEVELOPMENT AND TRAINING

CONTINUOUS LEARNING 0701. Military AF members must be capable of thinking critically, taking decisive and competent actions in a timely manner, and managing change in order to effectively execute the AF mission. To that end, the AF is committed to providing its members with professional development (PD) through the four PD pillars (training, education, work experience and self-development) throughout their military careers and promoting a continuous learning environment. 0702. All AF personnel, military and civilian, must view change and learning as an ongoing process, not an objective or one-time event. The AF organization will continue to evolve and become more flexible and adaptive, with the ability to respond quickly and decisively to changes in the tactical, operational, and strategic contexts. Personnel must receive the right mix of enhanced skills training and professional development. Adaptive learning tools such as lessons learned processes, after-action reviews, and knowledge management are key components of the learning organization. AIR FORCE PROFESSIONAL DEVELOPMENT PRINCIPLES 0703. In addition to the CF Operating Principles of IT&E 1 (Performance Orientation, Optimum Efficiency, Systems Approach, and Training Innovation), PD in the AF is guided by the following principles: a. Instructional Staff Preparation. The AF recognizes the importance of the professionalism of its personnel involved in PD production and delivery. Considerable time and resources are dedicated to ensure quality instruction, which is seen as key to

Operating Principles of IT&E as per CF Personnel Management Doctrine: a. Performance Orientation. IT&E must be directly derived from operational / employment requirements (Military Employment Structure specifications), or Government of Canada or Departmental direction. b. Optimum Efficiency. IT&E is only one means of supporting the professional development of CF members, and its implementation must be carefully considered, timed and integrated with appropriate work experience and self-development. Recognizing the significant cost and time associated with IT&E, training programmes must recognize and integrate with prior learning, and consist of only the required learning activities, resources, media and time to meet established manning requirements. Further, only the quantity of graduates to meet strategic/operational requirements should be produced. IT&E should be scheduled to permit immediate application on the job, reducing the effect of skill fade. c. Systems Approach. CFITES provides a systems approach for analyzing the need for IT&E, designing the most appropriate instructional strategy and training plan, conducting the IT&E as well as evaluating and validating outcomes. It ensures continual improvement of IT&E programmes through the outcomes of evaluation, operational lessons learned, validation, and performance measurement. d. Training Innovation. Use of contemporary and appropriate IT&E technologies, learning methodologies and the training expertise of out-service institutions should be considered to meet employment requirements, maximize performance improvement, meet the needs of the targeted military personnel, individualize conduct of IT&E, shorten training, and reduce the extent and duration of classroom and residential IT&E wherever appropriate and practicable.

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B-GA-407-001/FP-001 an effective AF. Instructor development programmes in the AF may be longer than instructor training in the Navy or the Army due to the complexity and highly technical nature of AF operations and flight safety requirements. Instructors must be competent in the use of modern training technologies, methodologies, and tools, including the use of modeling, simulators and real aircraft. As well, given the high cost of AF training and the importance of minimizing unnecessary attrition during training, the time spent preparing instructors is a force multiplier that can increase training programme success. b. Integration and participation in CF/DND initiatives. The AF actively participates in centrally coordinated PD and learning support solutions in order to effect CF wide gains, effectiveness, and efficiencies that these approaches may afford. To meet specific AF requirements, additions and enhancements to central staff solutions may be necessary to adjust to the nature of AF work, complexity and culture. For example, while the AF utilizes the Defence Learning Network, 2 it is also developing a complementary set of tools, the AF Integrated Information and Learning Environment (AFIILE), 3 to meet the specific needs of the AF. Balanced Operational, PD, and Quality of Life Demands. Due consideration will be paid to maintaining a proper balance between operational needs, PD activities and quality of life when introducing or modifying compulsory PD programmes, and supporting individual PD initiatives. Primacy of operations remains, and the workload created by compulsory PD must always be considered vis--vis the overall demand placed upon AF members. Optimum use of technologies. The complexity and highly technical context in which AF operations are conducted tend to encourage training solutions that include hightech methods and tools. Modelling and simulation (M&S) offers the capacity to transpose intricate technological systems or complex multi-dimensional operational constructs into simpler, more comprehensible learning activities that enable deeper understanding and faster development of skilled individuals and teams. In addition, M&S can permit practice of activities too dangerous to perform on real aircraft, enable training for operations in an environment not readily available in the real world, and facilitate the testing of new doctrine. Technology can also generate cost savings by reducing the need for aircraft operation. The use of high-tech options is encouraged where appropriate in the production and delivery of AF training and education, within the parameters set by the other PD principles. Strategic Impact Consideration - The AF supports the CF principle of training innovation and the use of modern IT&E technologies and learning methodologies.

c.

d.

e.

The Defence Learning Network is a joint CMP and ADM(HR-Civ) initiative designed to meet the departments need for an effective, standardized and contemporary continuous and distributed learning capability. 3 The AFIILE project will deliver an AF-wide capability to manage electronic learning and modelling, simulation, and training content, training documentation, events and resources, and facilitate the development and maintenance of quality blended learning. AFIILE will primarily support AF training establishments in the conduct and management of training operations and continuous learning throughout the AF.

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B-GA-407-001/FP-001 That having been said, decisions concerning training and PD programs must take into consideration the long-term impact on the AF. For example, when considering asynchronous or distance-learning methodologies, the continued ability to foster fundamental AF cultural traits should form part of the impact assessment, particularly for courses early in the training cycle. As well, contracted delivery options (e.g., to private sector, Canadian educations organizations, or foreign military) must be considered in terms of their effect on the AFs future capability to effectively generate personnel and the ability to maintain the reputed standard of Canadas AF for worldclass excellence. AIR FORCE-SPECIFIC MILITARY PROFESSIONAL DEVELOPMENT 0704. Military AF members in AF-managed occupations have a responsibility to develop an extensive knowledge and understanding of aerospace doctrine, operations and AF culture. Airmen and airwomen must possess a general understanding of AF operations and culture. All CF members employed in the AF, as well as DND civilians working within the AF, regardless of component or occupation, must be provided with the training and tools to enable them to safely support aerospace operations. 0705. The AF has established unique air environmental specifications for officers and NCMs that define the training and professional education required by military AF personnel. The AF Officer Development Program uses blended learning (distance learning and residential learning strategies) to educate officers on topics such as AF culture and doctrine, aerospace power, planning, conducting and supporting air operations. The Air NCM environmental programme delivers environmental training to NCMs employed in AIRCOM, through a series of courses that provide education and training applicable to the rank and experience of personnel, on topics such as AF history, culture and doctrine, AF team concepts, and support to aerospace operations. These programs are further defined below: a. The Air Force Officer Development Program. This program supports the common and mandated professional development requirements of AF officers from the time they finish CF basic officer training to the time they are promoted to Major. Block training is comprised of providing professional development consistent with career development. The training is focused on leadership, management, communications, operations and knowledge enhancement. Training is provided according to the following career development schedule: (1) (2) Block 1 content will typically be delivered prior to, or be included in, occupation training. Block 2 is the initial two years of an officer's first occupational posting. The content of Block 2 material recognizes that the officer must primarily focus on developing their occupation technical skills. Blocks 3 and 4 material is tailored to officers experiences and responsibilities at the end of first tour and in their second tour respectively.

(3)

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B-GA-407-001/FP-001 (4) b. Block 5 will be a three-week residential component allowing application and synthesis of material learned in previous blocks.

Air NCM Environmental Training. The Air NCM environmental programme provides education/training applicable to the rank and experience of personnel, on topics such as the history of the AF, safe airfield operations, AF team concepts, and support to aerospace operations. The following is a list of qualifications based on rank: (1) Basic Air Environment Qualification (BAEQ). Development Period (DP) 1 (private to corporal). The aim of BAEQ is to provide members with the basic tools (skills and knowledge) necessary to perform their duties at the rank of private in AIRCOM. Course topics include: safe airfield operations, environmental regulations, structure of Canadas AF, the role and history of Canadian aviation, and AF concepts. Primary Air Environment Qualification (PAEQ). DP 2 (master corporal to sergeant). The aim of PAEQ is to prepare junior leaders to lead in the AF environment. Topics include: managing AF resources, oral and written communication, role and history of the AF, and support to AF operations. Intermediate Air Environment Qualification (IAEQ). DP 3 (sergeant to warrant officer). The aim of IAEQ is to prepare sergeants / petty officers, 2nd class for their increased supervisory roles. Topics include: developing subordinates and supervisors; ensuring well-being of subordinates; roles, organization, and operations of DND, CF and the AF; and concepts of resource management. Advanced Air Environment Qualification (AAEQ). DP 4 (warrant officer to master warrant officer). The AAEQ gives warrant officers / petty officers 1st class the necessary tools to operate as effective leaders and covers planning of AF operations, AF structure, and other concepts. Senior Air Supervisors (SAS) course. DPs 4 and 5 (master warrant officer / chief warrant officer [CWO]). The aim of the SAS course is to develop prospective CWOs for unit and higher institutional responsibilities in leadership, staff and senior advisory positions. Training and informational seminars are given by senior AF staff. Course candidates are required to work together to complete a project, assigned by the AF CWO and presented to the CAS at course end. Air Environmental Familiarization Qualification (AEFQ). DPs 2 through 5 (master corporal to CWO). As soon as possible following arrival on first posting to an AF unit if not previously qualified. The AEFQ is intended to prepare and give CF members in non-AF occupations a basic understanding of the role, structure and culture of the AF.

(2)

(3)

(4)

(5)

(6)

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B-GA-407-001/FP-001 MILITARY TRAINING 0706. Military AF personnel are selected and recruited in a common CF recruiting system. They are initially trained within the Canadian Forces Professional Development system, and thereafter receive individual training and education from activities delivered both by the CF and AF training schools. Civilian personnel are recruited through the civilian human resources offices at the various wings and bases based on positions available. 0707. Canadas AF participates in many different types of operations, including providing airlift for equipment and troops to war zones, providing helicopter support to Navy and Army operations, and protecting Canadian airspace. The inherent hazardous environment and operational demands of the AF require personnel who are capable of rapidly finding flexible solutions to immediate and often critical situations. This can only be achieved through ensuring personnel are highly trained and technologically adept. The AF will continue to ensure that its training facilities provide personnel with the skill sets required to work confidently within the AF of today and tomorrow. 0708. In addition, AF schools must be innovative in conducting surges in training caused by the introduction of new technology. AFETS, aligned with IBTS, will detail all individual and collective levels of training. Collective training will be conducted and supported by both wings and OTUs. Training identified in AFETS will specify AF tasks as well as OSF and MSF tasks for the collective levels of training. AFETS, IBTS and theatre mission-specific training will identify all training requirements for the deploying units. Confirmation of pre-deployment training is the responsibility of each wing, through readiness training flights. PUBLIC SERVICE TRAINING AND DEVELOPMENT 0709. The AF provides support and funding assistance towards ensuring that its civilian employees receive learning and career development opportunities for both personal and professional growth. Public servants share the responsibility with their managers for the development and completion of personal learning plans. CHAPTER SUMMARY 0710. To ensure a continuing ability to sustain operations, the AF team needs to evolve to meet the demands of new concepts and aerospace systems. Professional development and training programs have to be oriented to life-long learning and carefully balanced between increased academic rigour and practical application. AF training establishments must be readily adaptable to a rapidly changing technology.

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AFTERWORD
Air Force Personnel doctrine lays out the fundamental tenets, values, management and employment principles in support of the application of aerospace power and Canadian Forces security and national objectives. Canadas Air Force is employed throughout the world, whether providing surveillance and control of Canadian air space, tactical aviation support to the Navy and the Army, humanitarian assistance or providing air transport to meet Canadas priorities. The Air Force is focused on investing in our peoplethe professional men and women who selflessly contribute to the economic and physical security of Canadians every day, around the clock. The Canadian Air Force is focused on employing a highly-skilled, well educated and disciplined team of personnel, be they Regular Force, Reserve Force, civilians or contractors. This highly trained team will be capable of adapting to the new technologies of the 21st century, in order to take advantage of emerging technologies.

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GLOSSARY
The definitions contained in this glossary are derived from a number of sources. Where this publication is the source of a definition, no source is indicated. Definitions taken from other sources are indicated in parentheses at the end of each term, utilizing the following abbreviations: a. B-GA-400 - Canadian Forces Aerospace Doctrine (B-GA-400-000/FP-000), found online at http://trenton.mil.ca/lodger/cfawc/CDD/Publications_e.asp ; b. B-GJ-005-300/AF-001, Canadian Forces Joint Publication 3.0 Canadian Forces in Operation (no hyperlink available at this time). c. COD -The Concise Oxford Dictionary; d. DTB - DND Defence Terminology Bank, found online at http://terminology.mil.ca/ e. DDIO DCDS Deployed International Orders Air Force team All DND employees, CF members, and contractors employed within the Air Force. air personnel Airmen and airwomen, regardless of location of employment, and all military and civilian personnel employed in the Air Staff and Air Command. air expeditionary wing (AEW) A deployed aerospace force that employs aerospace power and conducts aerospace operations. Note: An AEW comprises, at its core, a command element, one or more air detachments, an operations support flight and a mission support flight. (DTB Record 34903) airmen and airwomen A military member who wears an air force uniform. Note: The term airwoman is commonly used for the female gender. alliance The result of formal agreements between two or more nations for broad, long-term objectives. (DTB Record 21750) asymmetric threat A threat emanating from the potential use of dissimilar means or methods to circumvent or negate an opponents strengths while exploiting [their] weaknesses to obtain a disproportionate result. (DTB Record 23359) coalition An ad hoc agreement between two or more nations for a common action. (DTB Record 21755)

Gloss-1

B-GA-407-001/FP-001 combined Adjective used to describe activities, operations and organizations, in which elements of more than one nation participate. (DTB Record 18750) combined operation An operation conducted by forces of two or more Allied nations acting together for the accomplishment of a single mission. (DTB Record 3826) command The authority vested in an individual of the armed forces for the direction, co-ordination, and control of military forces. (DTB Record 27866) command element (comd elm) The task-tailored component of an air expeditionary wing that provides the tactical-level command function. Note: The command element includes the air expeditionary wing commander, the air expeditionary wing chief warrant officer, an advisory and specialist staff, and a small headquarters staff. (DTB Record 34906) concept A notion or statement of an idea, expressing how something might be done or accomplished, that may lead to an accepted procedure. (DTB Record 3861) contingency operation (CONOP) A deliberate operation planned in advance of a known event to an event that could reasonably be expected. (DTB Record 22309) deployment operating base (DOB) A base, other than the peacetime base, having minimum essential operational and support facilities, to which a unit or part of a unit will deploy to operate from in time of tension or war. (DTB Record 4053) doctrine (doc) Fundamental principles by which military forces guide their actions in support of objectives. It is authoritative but requires judgment in application. (DTB Record 1761) force employment (FE) 1. At the strategic level, the application of military means in support of strategic objectives. 2. At the operational level, the command, control and sustainment of allocated forces. (DTB Record 32173) force generation (FG) The process of organizing, training and equipping forces for force employment. (DTB Record 32171)

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force multiplier A capability provided to a combat force that enhances the probability of success in a mission accomplishment. force structure A general term to describe the broad elements of an actual or proposed military force. Detailed force structures describe the organization and equipment of a military, while more general force structure descriptions focus on the overall nature of the force. (DTB Record 26380) ground crew Refers to air maintenance personnel. For the Canadian Forces this refers to the personnel employed within the 500 Series air technical trades. general support (GS) The support given to the supported force as a whole and not to any particular component. Note: 1. Depending on the type of operation being supported, general support may use a combination of military, contractor, host nation or coalition support options. 2. GS units must be capable of reinforcing close support capabilities. (DTB Record 34908) interoperability The ability to act together coherently, effectively and efficiently to achieve Allied tactical, operational and strategic objectives. (DTB Record 32228) joint Adjective used to describe activities, operations and organizations in which elements of at least two services participate. (DTB Record 35248) main operating base (MOB) A base responsible for the initial generation of aerospace and ground support forces. (DTB Record 6440) managed readiness A centrally controlled readiness program that synchronizes training and readiness activities across multiple wings within a well-defined cycle. Note: It provides maximum planning and flexibility for operations, ease of scheduling and enhanced quality of life to members. (DTB Record 34910) mission (msn) A clear, concise statement of the task of the command and its purpose. (DTB Record 953) mission support squadron (MSS) An Air Force wing unit that supports expeditionary aerospace operations by force generating trained, equipped and ready-to-deploy elements of mission support personnel in a mission support flight or smaller force packages. (DTB Record 34913)

Gloss-3

B-GA-407-001/FP-001 mobilization (mob) The process by which the armed forces or part of them are brought to a state of readiness for war or other national emergency. (DTB Record 3113-modified) operation (Op) A military action or the carrying out of a strategic, tactical, service, training, or administrative military mission; the process of carrying on combat, including movement, supply, attack, defence and maneuvers needed to gain the objectives of any battle or campaign. (DTB Record 1053) operational command (OPCOM) The authority granted to a commander to assign missions or tasks to subordinate commanders, to deploy units, to reassign forces, and to retain or delegate operational and/or tactical control as the commander deems necessary. Note: It does not include responsibility for administration. (DTB Record 19477) operationally functional point (OFP) The point in the training flow of each officer and NCM occupation when individuals can be considered operationally functional; in other words, the point where, for personnel production purposes, these individuals can be considered trained resources. Career managers can assign these individuals into their first functional established positions. operational personnel management The distribution of effective manpower in accordance with operational priority. (DDIO) operational readiness (OPRED) The capability of a unit/formation, ship, weapon system or equipment to perform the missions or functions for which it is organized or designed. May be used in a general sense or to express a level or degree of readiness. (DTB Record 4983) operations (ops) The carrying out of service, training, or administrative military missions; the process of carrying out combat (and non-combat) military actions. (DTB Record 27068) operations support squadron (OSS) An Air Force wing unit that supports expeditionary aerospace operations by force generating trained, equipped and ready-to-deploy elements of operations support personnel in an operations support flight or smaller force packages. (DTB Record 34916) peacekeeping (PK) A peace support operation following an agreement or ceasefire that has established a permissive environment where the level of consent and compliance is high, and the threat of disruption is low. The use of force by a peace support force is normally limited to self-defence. (DTB Record 22800)

Gloss-4

B-GA-407-001/FP-001 professional development (PD) The process designed to prepare Canadian Forces members for the demands of a progressive career and meet the applicable performance requirements identified in occupational specifications. readiness levels The assessment and rating of the preparedness for personnel and materiel to conduct an operation or task(s). Reduced. Unit/element is undergoing training/reintegration following a deployment and/or is supporting AF training. Units require 180 days or more to become available for their next deployment. Normal. Unit/element is generally mission-capable, but requires workup/augmentation prior to deployment, within readiness levels required of the aerospace functional capability. Each aerospace function could have different normal readiness criteria, (between 28 and 179 days) consistent with primary missions and tasks assigned in the Defence Planning Guidance. High. Unit/element is fully mission-capable, and available for (immediate) deployment from within 48 hours (i.e., national operation advance party to well-found location) to 27 days (i.e., international operation main body to austere location). readiness state The measure of the capability of forces at a given point in time to execute their assigned missions. (DTB Record 18998) reintegration The process by which Canadian Forces members return from a deployment to everyday roles and activities at personal, domestic and organizational levels. Note: For individual personnel, reintegration may include psychosocial aspects such as personal, family, work, cultural or community assimilation. (DTB Record 34918) routine operation A force employment activity that is normally recurring in nature, can usually be planned for and can be programmed on an annual basis.(DTB Record 35679) sustainment The ability of a nation or a force to maintain effective military power to achieve desired effects. Note: Personnel sustainment consists of the replacement of personnel to maintain operations. (DTB Record 34949 modified)

Gloss-5

B-GA-407-001/FP-001 total force A force composed of members of both the regular and of the reserve force who are serving together in the same units or other elements, in such numbers as are directed by the Chief of the Defence Staff, with each member of each such unit or other element retaining his or her distinctive terms and conditions of service. (DTB Record 24674)

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LIST OF TERMS AND ABBREVIATIONS

1 Cdn Air Div 2 Cdn Air Div AAEQ AB ABMC ADM(HR-Civ) ADR AEFQ AETE AEW AF AFETS AFIILE AFMRS AFTEMS AHRC AIRCOM Air Res APRV ATL BAEQ BCATP CAG CANR CAS CF CFITES CMP comd elm CWO 1 Canadian Air Division 2 Canadian Air Division Advanced Air Environment Qualification Air Board Air Business Management Committee Assistant Deputy Minister (Human Resources - Civilian) airfield damage repair Air Environmental Familiarization Qualification Aerospace Engineering Test Establishment Air Expeditionary Wing Air Force Air Force Expeditionary Task Standards Air Force Integrated Information and Learning Environment Air Force Managed Readiness System Air Force Training and Education Management System Air Human Resources Committee Air Command Air Reserve Annual Personnel Readiness Verification Advanced training list Basic Air Environment Qualification British Commonwealth Air Training Plan capability-based advisory group Canadian NORAD Region Chief of the Air Staff Canadian Forces Canadian Forces Individual Training and Education System Chief of Military Personnel command element chief warrant officer

Abbrev-1

B-GA-407-001/FP-001 DEU DP DND DOB DRTSET EOD FE FG FS GS GS IAEQ IBTS IT&E M&S MESIP MOB MSF NATO NCM NDHQ NORAD OFP OSF OSS OTUs PAEQ PD Distinctive Environmental Uniform development period Department of National Defence deployed operating base Deployment Readiness Training Standardization and Evaluation Team explosive ordnance disposal force employment force generation flight safety general safety general support Intermediate Air Environment Qualification Individual Battle Test Standards individual training and education modelling and simulation Military Employment Structure Implementation Plan main operating base mission support flight North Atlantic Treaty Organization non-commissioned member National Defence Headquarters North American Aerospace Defence Command operationally functional point operations support flight operations support squadron operational training units Primary Air Environment Qualification professional development

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B-GA-407-001/FP-001 PML RAF RCAF Reg F Res F SAR SAS SWE TES VCDS preferred manning level Royal Air Force Royal Canadian Air Force Regular Force Reserve Force search and rescue senior air supervisor salary wage envelope trained effective strength Vice Chief of the Defence Staff

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LIST OF REFERENCES
1 CDN Air Div 3000-0 (OC DRTSET) 13 August 2008. Available at http://trenton.mil.ca/ops/rtf/IBTS/AFIRT.pdf (accessed March 24, 2009). A-PA-005-000/AP-001, Duty with Honour The Profession of Arms in Canada, 2003, available at http://www.cda.forces.gc.ca/cfli-ilfc/doc/dwh-eng.pdf (accessed March 25, 2009). A-PA-005-000/AP-003, Leadership in the Canadian Forces: Doctrine, 2005, available at http://www.cda.forces.gc.ca/cfli-ilfc/doc/dnddoc-eng.pdf (accessed March 24, 2009). A-PA-005-000/AP-005, Leadership in the Canadian Forces: Leading People, 2007, available at http://www.cda.forces.gc.ca/cfli-ilfc/doc/leapeo-eng.pdf (Accessed March 24, 2009). B-GJ-005-300/AF-001, Canadian Forces Joint Publication 3.0 Canadian Forces in Operation (no hyperlink available at this time). Canada First Defence Strategy, Available at http://www.forces.gc.ca/site/focus/firstpremier/June18_0910_CFDS_english_low-res.pdf (accessed March 24, 2009). DDIO 2/2001, http://cefcom.mil.ca/documents/ddio_e.pdf (hyperlink no longer active). Defence Administrative Orders and Directives (DAOD) 2015-0, available at http://admfincs.mil.ca/admfincs/subjects/daod/2015/0_e.asp (accessed March 24, 2009). English, Dr. Allan and Colonel John Westrop (Retired). Canadian Air Force Leadership and Command: The Human Dimension of Expeditionary Air Force Operations Trenton, ON: Department of National Defence, 2007. The Air Force Human Resources Planning Baseline Project, also known as the Davenport Study, named after the former Lieutenant-Colonel Steve Davenport. (Not officially published.) Treasury Board of Canada Secretariat, http://www.tbs-sct.gc.ca/chro-dprh/index-eng.asp.

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