TRANSFORMING CANADA'S AIR FORCE: VECTORS FOR THE FUTURE
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
AIR FORCE VISION
DND photo
A pair of CH-146 Griffon helicopters caught by the camera during a mountain exercise.
TRANSFORMING CANADA’S AIR FORCE:
VECTORS FOR THE FUTURE
by Lieutenant-General Ken Pennie
T
ransforming Canada’s air force is about Background
building the right air force for the Canada
of the future and for the world of
tomorrow – an air force that can effectively
contribute to the security of Canada and
T he air force has used strategic visioning as a tool since
the 1980s. Air Command’s future trends analysis Project
2010 – A Flight Plan for the Future, published in June 1985,
of which Canadians can be proud. The air force is and the ambitious Project 2020 – A Flight Plan for Change
at a critical time in its evolution, somewhat fragile are examples of this visioning. The latter was a long-term
after having been incrementally reduced by half since futures study of the needs and capabilities for air power over
the end of the Cold War. In fact, as we have halved the course of the next 25 years. It was divided into three
our strength, we have only reduced our infrastructure phases to be completed over three years; the third phase
by 20 percent, leaving a stretched force struggling would in essence have been a transformation document. The
with a ‘sustainability gap.’ Yet, notwithstanding today’s study was, however, superseded by the 1994 White Paper and
stresses, there is a determination to address the tough the consequent series of budget cuts that have led us to our
choices that must be made to meet the challenges fragile state today. No similar strategic level guidance was
of the future international security environment. The produced until the publication of Strategy 2020 in 1999
air force is poised to move forward on its recently prompted the Directorate of Air Strategic Plans (DASP) to
released vision: to transform itself into a 21st Century produce a discussion paper entitled Vectors 2020: An Air
aerospace force that is relevant in domestic and global Force Strategic Assessment. Its purpose was to provide ‘a
operations. That vision and the path towards the future series of signposts about air operations in 2020 so as to assist
are described in two documents entitled Strategic Vectors us in developing the air force of the future.’1 Draft strategic
and the Aerospace Capability Framework. This article papers followed in 2002 and 2003: Strategic Vectors, the
explains this vision, examining some of the key concepts
and assumptions that underlie it, as well as the vectors
by which we hope to achieve that vision. Lieutenant-General Ken Pennie is Chief of the Air Staff.
Winter 2004 – 2005 ● Canadian Military Journal 39
DND photo TNC91-897-12
Two CC-130 Hercules at work in a low-level tactical environment.
strategic vision and transformation strategy, and the restructuring or re-equipping of Canada’s military forces,
Aerospace Capability Framework, the strategic plan. but instead will blend existing structures and systems
An historical overview entitled Canada’s Air Force – A Vital with emerging ones to create significantly enhanced
National Security Institution will soon be published. capabilities relevant to future missions, roles and tasks.’
This definition guides air force transformation. The
Strategic visioning is not unique to Canada’s air ultimate goal of our transformation, and that of our allies,
force. From the mid-1990s, the USAF has been is to create significantly enhanced capabilities that
committed to long-range visioning and planning, which contribute effectively to the ‘joint fight.’4
were influenced by both transitions in leadership and
doubts raised by these processes regarding the USAF’s Strategic Vision
definition of itself and its core activities. 2 The USAF’s
initial visioning processes defined the future in terms
of end states – some forty-two – to be achieved
within the time frame of the 2000-25 planning horizon.
T he air force’s strategic path to transformation is laid
out in two documents. Canada’s Air Force: A Vital
National Security Institution describes the air force
Since then, the USAF vision has changed, and continues of today, an organization halved by post-Cold War
to evolve, but the process itself is well-enshrined. budget cuts, but with double the personnel involved
in operations. Strategic Vectors outlines the vision of,
At its root, strategic visioning is a means to an end, and the strategy for, the long term transformation
and that end is to provide the best possible air force of Canada’s air force in congruence with the vision
to the Canadian Forces (CF). To do this requires articulated in the Department of National Defence’s
transformation. In 2004, is there any service in any strategic framework document, Defence Strategy 2020.
country that does not claim it is transforming? This document maps out a strategic framework for
Transformation has become au courant as the latest the CF to guide defence planning for the years ahead.
paradigm to adapt armed forces to the post-Cold War The aim is to provide Canada with modern, task-tailored
world. What does it mean? The Department of National and globally deployable combat-capable forces that
Defence (DND) defines transformation as a ‘process can respond quickly to crises at home and abroad,
of strategic re-orientation in response to anticipated in joint or combined operations. This strategy
or tangible change to the security environment, acknowledges that building operationally effective
designed to shape a nation’s armed forces to ensure forces is a long-term activity, and states that the
their continued effectiveness and relevance.’ 3 The development of military capabilities requires lead times
Department has set limits to this definition by stating of up to two decades. 5 Strategic Vectors is built upon
that ‘transformation does not, however, seek the complete this foundation.
40 Canadian Military Journal ● Winter 2004 – 2005
AIR FORCE VISION
Strategic Vectors assesses the current security
environment, describes Canada’s current aerospace
capabilities, and articulates the guiding vision, mission
and attributes of the future aerospace force. The intent
is to transform the air force from a primarily static
platform-focused organization into an expeditionary,
network-enabled, capability-based and results focused
Aerospace Force. Its mission is the control and exploitation
of the aerospace environment wherever needed to
contribute to Canadian security and national objectives. The
Aerospace Capability Framework provides the first short to
medium-term blueprint to achieve that vision of a
future aerospace force. It will be updated on a regular
basis. The next iteration will follow the release of the
Defence Policy Review.
What is an aerospace force? The term aerospace means
air and space, an extension of the ‘third dimension’ of
warfare brought on by technological advances. It is used to
define the environment that surrounds the Earth and extends
vertically into space from the Earth’s surface. The term The attributes of the future aerospace force flow from
has been in doctrinal use for at least two decades, but we that mission statement. This force will be built on the
use it deliberately to underscore the increasingly important assumption that our mission comes first, but we recognize
role that space will play in future operations. It also that people are our foundation and future. This notion of
emphasizes the indivisibility of air and space, considering ‘service before self’ comes from our military ethos, described
them, as other writers have noted, as a ‘single region’ in that in the Canadian Forces Leadership Institute’s publication
the space capabilities will primarily support air operations.6 Duty with Honour as the foundation upon which the
By using the term aerospace, we do not envisage or suggest legitimacy, effectiveness and honour of the CF depend. 10
the weaponization of space, but rather the exploitation The first mission theme is to be combat-capable for
of potential for improving communications, navigation, future operations. The fundamental and most demanding role
surveillance and warning, environmental monitoring, for the air force is to generate, apply and sustain aerospace
intelligence and reconnaissance activities. While there are power in combat operations – domestically in defence
differences between the physical environments of space and of the nation, or abroad alongside allies or coalition partners.
air, they will be treated as one dimension.7 The definition of While aircraft and equipment acquired for combat can
aerospace power flows from this definition of an aerospace generally be used to execute peacetime roles, aircraft and
force – it involves the full range of a nation’s aerospace equipment acquired for purely peacetime roles often have
capability – military and civilian – in peace as well as war.8 little if any value in combat. Combat-capability, therefore,
While the definitions and theories of aerospace power should form the basis of other capabilities. The second
are sensitive to technological change, and the wide range mission theme is to be relevant for future operations through
of operations for which aerospace forces are used, almost the acquisition of meaningful and sustainable forces capable
all theorists have noted that a definition of aerospace of being employed across a spectrum of operations and
power ‘must include more than just machines.’9 conflict. The third mission theme is to be responsive,
building on the strengths of air forces, such as readiness and
The Mission speed. This speed confers an advantage since many targets
will need to be attacked more quickly in future operations.
C anada’s aerospace force of the future will be built
on the characteristics that have allowed the air force
to effectively discharge its responsibilities for many decades.
The fourth mission theme is to become expeditionary.
This means having sustainable reach and power appropriate
to national and global responsibilities.
That is, it will remain: A force based on excellence and
professionalism, equipped, trained and ready to prevail in The fifth mission theme is to be interoperable and
combat, with the reach and power to contribute effectively to networked to enable greater effectiveness in operations.
national and international security. While transforming our To contribute effectively to the security of Canada and its
air force, we believe that our mission also people requires that we continue to enhance
needs to be transformed to better reflect our interoperability with our allies, sister
what we deliver to the CF and to the “At its root, strategic services and security partners. Continental
people of Canada. We believe that our visioning is a means security has been considered ‘indivisible’
new mission statement does so: To since the Ogdensburg Agreement of 1940.
to an end, and that end
control and exploit the aerospace In a post-9/11 environment, the need for a
environment for military purposes that is to provide the best robust security and defence posture is
contribute to Canadians’ security and possible Air Force to more apparent then ever. As a partner in
national objectives. the North American Aerospace Defence
the Canadian Forces.”
Winter 2004 – 2005 ● Canadian Military Journal 41
Command (NORAD), our air force will remain interoperable • Multi-Skilled and Well Educated People
with the United States Air Force (USAF). Domestically,
• Expanded Strategic Partnerships
joint and inter-agency operations will become increasingly
necessary to ensure the security of Canada and its people. • Improved Resource Stewardship
Abroad, we will need to be interoperable with our
NATO allies and coalition forces. Equipment, doctrine These eight guiding strategic vectors describe the
and planning must take into account interoperability areas in which the air force will focus its efforts to
requirements with the United States and those of other move towards its transformational goals. Vectors One
allied partners. through Three emphasize the acquisition of an aerospace
force focused on a results-based operational capability,
None of the preceding mission themes can be with combat capability as the basis for other capabilities,
prosecuted without our people. They are our foundation with expeditionary reach and power, responsiveness in
and future. The air force team comprises Regular and operations and the interoperability to work with our
Reserve personnel of the CF and the air force, allies, sister services and other security partners on this
and civilian members of DND. The air force family continent and abroad.
also includes spouses, families and other support agencies.
The core characteristics of the air force are: competent, Results-based operational capability means acquiring
effective and ethical leadership; professionalism at the capabilities needed to keep Canadians secure and
all levels; and the pursuit and achievement of operational to protect national interests abroad. At home, this entails
excellence. Air force personnel must be morally, the defence of Canadians as well as Canada’s sovereignty
physically and intellectually fit for combat operations, and national resources. We will emphasize results
disciplined and committed to the primacy of operations. through domestic missions that protect sovereignty, protect
Canadians, protect Canadian resources and defend
Strategic Vectors Canada. Abroad, these results-based capabilities must
enable the air force to protect, and, when necessary,
T he general courses (vectors) that the air force will take,
at a strategic level, to transform are:
defend national interests.
To achieve these results, we will continue to acquire
• Results-Focused Operational Capability and improve the aerospace surveillance capabilities
needed to monitor, detect, and identify unauthorized
• Responsive Expeditionary Capability
and unwanted activity in, and approaching, Canada’s
• Transparent Interoperability airspace and maritime areas. We will also pursue the
acquisition and improvement of active control capabilities
• Transforming Aerospace Capabilities
agile enough to respond effectively to a broad range
• Transformation-Enabling Leadership of potential and emerging threats, including cruise missiles.
DND photo TNC93-1081-1
A CC-150 Polaris cruising at altitude on a United Nations mission tasking.
42 Canadian Military Journal ● Winter 2004 – 2005
AIR FORCE VISION
We will explore new relationships with Operational interoperability will be
our navy, aimed at adopting a more “Results-based achieved through the pursuit of specific
holistic approach to aerospace and operational capability measures to ensure that we acquire the
maritime surveillance and control. We capabilities to operate effectively with
means acquiring
will engage with the army and navy on the armed forces of the United States,
aerospace power capabilities that could the capabilities needed alliance and coalition partners, our army
meet their requirements more effectively to keep Canadians and navy, as well as other government
and efficiently. We will identify and departments and agencies. We will
secure and to protect
apply lessons from the recent use of improve interoperability with the US
aerospace power worldwide to guide the national interests military through participation in bi-national
acquisition of future precise targeting abroad.” exercises and war games, personnel
and weapons systems, the objective of exchange and training programs, cross
which is to help achieve decisive effects border squadron deployments, and
while minimizing casualties and collateral damage. Distributed Mission Operations (DMOs), in which simulators
Recent operations in Afghanistan and Iraq, for example, and training devices are linked from different locations. In
suggest both the promise and level of expectations addition, to achieve operational interoperability we must be
that accompany the technological strides and improvements able to communicate securely and with some degree of
in aerospace intelligence gathering tools.11 assurance, to share information and awareness by data link to
avoid fratricide and, in the case of offensive platforms, to be
We must keep pace with these developments to capable of precisely delivering munitions from the air.
effectively contribute to coalition operations. We will To enable this interoperability, the air force will acquire
also apply lessons that have confirmed the need to move systems such as the Link 16 data link systems, used by many
to increasingly network-enabled and effects-based allied air and naval forces to share data, enhance situational
operations, especially for time-sensitive targeting to awareness and assist in the designation of targets and the
significantly improve our effectiveness in all our delivery of weapons. We will also need to acquire combat
operations. Operations in Iraq demonstrated that the identification systems that effectively distinguish between
increasing accuracy and lethality of precision weapons friendly and adversary forces. In addition to improving
systems is dependent upon the full use of information interoperability, these systems are necessary to contribute
processing technology for real-time intelligence. We will effectively in network-enabled joint operations.
continue to contribute to the operations of other government
departments for such things as emergency and disaster Interoperability extends beyond the need to work
relief, environmental monitoring and humanitarian with other environments and coalition partners. The demands
assistance. We will explore more effective ways of of the new security environment and the National Security
conducting air mobility operations and domestic search and Policy make it imperative that equipment, doctrine and
rescue, and the best means of acquiring these capabilities. planning take into account requirements to work with other
government departments and agencies, international
Becoming expeditionary is one of the keys to aid agencies and Non-Governmental Organizations (NGOs).14
providing security to Canadians, both at home and We will also explore new training opportunities with the
abroad. Expeditionary capabilities are relevant to the security army and the navy, including synthetic environment training,
and assertion of sovereignty in a country the size of to ensure our command, control, and communications
Canada, and are important for deployments abroad. 12 By systems are interoperable, and to improve our ability to
expeditionary we mean being able to respond swiftly and operate jointly.
effectively to challenges at home and abroad by being
globally deployable, supportable and sustainable. This is a Vectors Four through Six focus on the acquisition and
concept that is evolving in most air forces as they transform integration of transformational technologies, as well as the
to meet the needs of the new security environment. 13 education and development of forward- thinking leadership
Canada’s air force will create tactical self-sufficient units of and personnel who can exploit this technology in order to
aerospace capability, called Air Expeditionary Units (AEUs). enhance the conduct of current operations and plan for the
These units will be designed with integral military air future. The transformation of aerospace power capabilities
maintenance, command, control and support elements. will require changes in concepts of operations, capabilities,
Our air force support capability will be re-designed so that it training and doctrine. How do we intend to do this?
becomes aligned to this revised operational force structure. A Canadian Forces Aerospace Warfare Centre (CFAWC) is
The air force will be able to operate and sustain forces from being formed to explore future joint aerospace power
deployed locations within Canada and around the globe, concepts and guide experimentation activities to contribute to
including unprepared locations. The air force will continue transformation. This centre will become the focal point and
to require access to inter-theatre and intra-theatre lift, ‘brain trust’ of aerospace operations excellence in areas such
as well as an air-to-air refuelling capability. Specifically, as the rehearsal of synthetic missions, the identification and
two CC 150 Polaris aircraft are being reconfigured to restore application of lessons learned from actual operations,
our strategic air-to-air refuelling capability. Studies are the development of and experimentation with various
currently underway to determine how best to meet the future concepts, and the development of tactics, countermeasures
airlift requirements for the CF. and doctrine.
Winter 2004 – 2005 ● Canadian Military Journal 43
force has designated an Aerospace
Doctrine Authority (ADA),
supported by an Aerospace
Doctrine Committee (ADC). To
facilitate doctrine development, the
air force will establish Capability
Advisory Groups (CAGs) to
replace the Community Advisory
Groups that currently provide
advice on the fighter, maritime
air, tactical aviation, air
mobility, training, air reserve and
aerospace control ‘communities’
of the air force.
Preparing for the future is
DND photo BNC94-7799-50
an important responsibility of
the air force. Its leadership
has embraced this stewardship
responsibility and will increase
the level of effort with which it
is discharged. We are committed
to the long-term goals as
Groundcrew servicing a CF-18 Hornet.
described above and to ensuring
that the air force remains
To transform capabilities, the air force will capable of effectively contributing to the security of
continuously exploit new technology to realize significant Canadians. To achieve this, we intend to enable leadership
capability enhancements. The Aerospace Capability to take full advantage of new technologies: we will
Framework contains a list of science and technology nurture competent, effective, and ethical leadership
priorities that will be updated on a regular basis. For to effectively conduct operations now and to take us into
example, the Uninhabited Air Vehicle (UAV) is a the future. As one recent study suggested:
technological area that is currently being assessed for
the contributions it can make to aerospace power The militaries that meet with the greatest success
capabilities. Recent experiments on the west and east in future armed conflict will be those that can
coasts have demonstrated both operational advantages undertake rapid organizational and conceptual
and practical limitations. Further analytical work is adaptation. Successful state militaries must
being undertaken to build on the experience gained through institutionalize procedures for what might be called
these experiments. ‘strategic entrepreneurship’ – the ability to rapidly
identify and understand significant changes in
To transform training, the air force will create a the strategic environment and form appropriate
distributed synthetic environment for flying training organizations and concepts.16
and the rehearsal of operational missions. This environment
will be used for experimentation, concept development, To acquire the breadth and depth of knowledge
requirements definition, acquisition, and operational required to develop and employ aerospace power
test and evaluation. The capability will not replace effectively across a spectrum of activity and conflict,
first-hand spatial and temporal experiences, such as air force leaders need to be provided with a range of
flying, but will complement existing capabilities so that experiences and professional development over the course
overall effectiveness and efficiency are enhanced. of their careers. The leaders who acquire this complete
The air force will also create, in conjunction with understanding of aerospace power will become the
broader CF efforts, a distance and ‘e-learning’ environment thinkers, leaders and visionaries that the Chief of
to facilitate the professional development of air force the Defence Staff (CDS) has described as the foundation
personnel who are unable to attend centralized training and that will give the CF future operational advantage.17
educational programmes.
Leadership is only one part of the equation.
The air force will also promulgate new aerospace Transformation will rely heavily on well-educated,
doctrine to replace its earlier publication, Out of the Sun, informed and ethical personnel at all rank levels, skilled
while continuing to promote aerospace power theory in exploiting new aerospace capabilities. To discharge
and operational experience as the cornerstones. This new their responsibilities effectively, air force personnel must
doctrine will contain transformational concepts on the understand aerospace power in all its forms: what an air
generation and employment of aerospace power.15 To improve force generally does and why it does it; the role of
production of, and control over, such doctrine, the air Canada’s air force; how and why our air force has evolved as
44 Canadian Military Journal ● Winter 2004 – 2005AIR FORCE VISION
it has done; and how Vectors Seven and Eight will guide the management
“Transformation aerospace power can be of expectations and resources, engaging Canadians through
will rely heavily on used to best effect, now better communication and effective resource stewardship.
and in the future. This The air force does not exist in a vacuum. The Department’s
well-educated,
understanding will be strategy identifies engaging Canadians as a critical activity
informed and ethical achieved in part through of the future CF. 18 The air force needs to publicize the
personnel at all instruction, but the wide range of activities it undertakes for Canadians. The
emphasis will be on the documents described in this article are examples of how
rank levels, capable
in-depth understanding the air force intends to actively engage citizens, business
of exploiting new gained through first-hand leaders and politicians in understanding how the formation
aerospace operational experience and contributes to Canada’s security and objectives.
professional development.
capabilities.”
To this end, the air force An important component of this engagement is
will expose a greater the recognition that the air force has been entrusted with
number of personnel to operations through its national resources and will continue to find increasingly
expeditionary focus and increase its emphasis on efficient ways to manage those resources. Transformation
an aerospace power education for all of its personnel. takes time, and requires resources and trade-offs. The
This builds on the goals initiated over the last decade costs and benefits of the investments need to be clearly
of having multi-skilled professionals in order to prioritized, explained and understood. To that end, we will
provide personnel flexibility in a contemporary, create and incorporate a results-based resource allocation
professional air force, where it makes sense. To facilitate and strategic planning framework that will link defence
further efficiencies and synergy, air force professional policy, defence tasks, and air force activity, outputs and
development and non-flying training units should outcomes. This framework will be introduced concomitant
be consolidated geographically, to the greatest extent with a new performance management framework, of
possible. which performance measurement is a part.
D N D p h o t o I S 2 0 0 4 - 2 0 11 a b y S e r g e a n t F r a n k H u d e c
Canadian Forces Hercules pilot, Captain Emmanual Belanger, checks his approach prior to landing at Touissant L’Ouvertur Airport in
Port-au-Prince, Haïti in February 2004.
Winter 2004 – 2005 ● Canadian Military Journal 45Summary security. The successful implementation of this strategic
intent will result in an aerospace force capable of
effectively contributing to homeland security, and one
T he need to transform into a relevant 21st Century
aerospace force is at the core of the air force
strategic vision. While clearly the present sustainability
that is transformed in its ability to apply capabilities
throughout the world in support of national objectives.
issue must be addressed before we can completely This aerospace force will be a vital national security
transform – and we are working hard on this – there institution, instrument of national policy, and element
is also much that we can do with the resources that of national power, which – in conjunction with the
we currently have. In spite of the ‘sustainability gap’ army and the navy – will be capable of contributing
challenge, we are actively pursuing a number of effectively to the security of Canadians and the
initiatives that will ultimately result in a transformed protection of Canadian security interests, well into
air force. We will continue to be a force based on the 21st Century.
excellence and professionalism, equipped, trained
and ready to prevail in combat, with the reach and
power to contribute effectively to national and international
NOTES
1. Vectors 2020: An Air Force Strategic 7. For debate in the US on this issue, see Barzelay 12. Thierry Gongora, “The Meaning of Expeditionary
Assessment (Ottawa: Department of National and Campbell, pp. 182-89. Operations from an Air Force Perspective,” Allan
Defence, 2000), p. 1. 8. David MacIssac suggests this is the D. English, ed., Canadian Expeditionary Air
2. A 2003 Brookings Institute study analyzes logical, if rarely used, definition of air Forces. (Winnipeg: Centre for Defence and
the growth and evolution of the process power. “Voices from the Central Blue: Security Studies, 2002), pp.21, 30.
with the United States Air Force (USAF). The Air Power Theorists,” in Peter 13. See, for example, Colonel John Dobbins,
For further information see Michael Barzelay Paret, ed., Makers of Modern Strategy “Airpower 101: An Expeditionary Air Base
and Colin Campbell, Preparing for the Future: (Princeton: Princeton University Press, Model,” Air and Space Power Journal, Fall 2004.
Strategic Planning in the U.S. Air Force 1986), Note 6. 14. Securing an Open Society: Canada’s National
(Washington: The Brookings Institution, 2003). 9. David Gates, Sky Wars: A History of Security Policy, April 2004.
3. As approved by the Chief of the Defence Military Aerospace Power (London: 15. Out of the Sun distinguishes between the national
Staff and the Deputy Minister at the Reaction Books, 2003), pp.152-3, and policy level imperatives of strategic doctrine and
Joint Capabilities Review Board 05/03, Phillip S. Meilinger, Airwar: Theory and operational level doctrine. Out of the Sun:
14 April 2003. Practice (London: Frank Cass, 2003), p.217. Aerospace Doctrine for the Canadian Forces.
4. United States Air Force, The Edge – Air Force 10. Canadian Defence Academy-Canadian (Winnipeg: Craig Kelman, 2000), pp. 2-5.
Transformation (Washington: US Government Forces Leadership Institute, Duty with 16. Steven Metz, Armed Conflict in the 21st Century:
Printing Office, 30 May 2003). Honour: The Profession of Arms in The Information Revolution and Postmodern
5. Shaping the Future of Canadian Defence: Canada (Ottawa: Department of National Warfare (Carlisle, Pennsylvania: Strategic Studies
A Strategy for 2020. Ottawa: Department of Defence, 2003), p. 26. Institute, 2000), p.13.
National Defence, 1999, pp. 1, 6. 11. See Robert A. Pape, “The True Worth 17. A Time for Transformation: Annual Report of the
6. See, for example, LCol Brian Wheeler et al., of Air Power,” for a more critical view Chief of Staff 2002-2003, (Ottawa: Department of
“Aerospace Doctrine,” in David Rudd, ed., Air of the promise and expectations that National Defence, 2003), p.iii.
Power at the Turn of the Millennium (Toronto: accompany the growth of precision-effects 18. Shaping the Future of Canadian Defence: A
The Canadian Institute of Strategic Studies, weaponry. Foreign Affairs, March/April 2004, Strategy for 2020 (Ottawa: Department of
1999), pp.141-45. pp. 116-30. National Defence, 1999), p.6.
46 Canadian Military Journal ● Winter 2004 – 2005You can also read
