MOVING FORWARD TOGETHER

Actions for Implementation

Four strategic action areas are described below that create the conditions necessary for the achievement of the strategy's fundamental objective- to maximize the impact of the departmental S&T; investment. These action areas are: to establish an integrated governance mechanism, to develop a full-service defence S&T; capability, to build strategic partnerships, and to establish enablers.

For each action area, a series of specific deliverables are identified. Deliverables are typically expected to be refined over the course of multiple passes of the annual business cycle for the S&T; Enterprise. Implementation objectives will be reviewed and adjusted annually as part of Enterprise governance to ensure an incremental approach that is consistent with available resources.

I - Establish an Integrated Governance Mechanism

An effective governance mechanism will be established to ensure that the Defence S&T; Enterprise works as an integrated and cohesive organization to collectively set priorities, allocate resources and track progress towards common objectives.

SCIENCE AND TECHNOLOGY FOR NEW MILITARY CAPABILITIES

An Altair CU-163301, a medium-altitude, long-endurance Uninhabited Aerial Vehicle (UAV). The aircraft conducted Intelligence, Surveillance and Reconnaissance (ISR) activities over Baffin Island and Atlantic Canada during the Atlantic Littoral Intelligence Surveillance Reconnaissance ISR Experiment (ALIX), conducted by the Canadian Forces Experimentation Center (CFEC).

Desired Outcome: A remodelled governance mechanism is established for S&T; activities conducted across the Department of National Defence and the Canadian Forces that replaces and improves existing mechanisms. Initial Operational Capability for the S&T; Enterprise is targeted for 1 April 2007, with Full Operational Capability set for 1 April 2009.

Deliverables:

• Defence S&T; Enterprise Charter (March 07)
• S&T; Strategy communications plan (January 07)
• Process model for the S&T; Enterprise Annual Business Cycle - includes objectives for first cycle (April 07)
• Aligned Research, Technology and Analysis (RTA) Program management (Spiral #1 - March 07; Spiral #2 - March 08)

II - Develop a "Full-Service" Defence Science and Technology Capability

A full-service defence S&T; capability will be developed to ensure that expectations for S&T; in support of all departmental processes will be met either internally or through secure relationships with external S&T; providers. The capability to effectively deliver S&T; is based on the appropriate combination of the processes for delivering S&T; (inputs, outputs, training, quality standards, process rules and process infrastructure), human resources and infrastructure. Issues to be resolved in the course of implementation include choices of internal versus external sourcing (make or buy) and addressing cultural differences across the S&T; Enterprise.

Desired Outcome: S&T; capabilities are in place to meet the requirements of all core processes.

Deliverables:

• S&T; capability assessment of the S&T; Enterprise - first assessment: establish baseline for current internal capabilities and survey external capabilities (April 07)
• Human resources plan for the S&T; Enterprise (first version September 07)
• Infrastructure plan for the S&T; Enterprise (first version September 07)

SCIENCE AND TECHNOLOGY FOR FACILITATING DECISION MAKING AND COLLABORATION

At an Advanced Collaborative Capability Engineering Support System (ACCESS) facility, users have at their disposal sophisticated software and classified networks. The ACCESS concept design includes an knowledge portal, specific capability engineering applications, databases and associated infrastructure to facilitate collaborative work, decision-making capabilities, brainstorming, data management, document sharing and management, workflow management, and analysis.

III - Build Strategic Partnerships

Strong and vibrant strategic partnerships will be built among key stakeholders within the Defence S&T; Enterprise and with external S&T; performers to ensure that the collective of partnerships is coordinated, that the right skill sets are available in the right circumstances, and that an integrated approach is taken to addressing critical issues. Effective partnerships must have shared commitment and objectives and must provide value to all partners. Each partnership is unique and must be approached in a manner that is tailored to the specific context.

Desired Outcome: A vibrant network of partners, both internal and external to the Canadian Forces and the department of National Defence, that work together for mutual benefit to address defence and security S&T; priorities and to represent defence and security S&T; interests in government decision making.

Deliverables:

• Process model for managing partnerships (Spiral #1 - September 07; Spiral #2 - September 08)
• Partnering arrangements among S&T; Enterprise members - outline in S&T; Enterprise Charter (March 07)
• International partnering framework and supporting agreements (first version March 08)
• Partnering framework for industrial, academic and other government departments (March 08)

IV - Establish Enablers

Successful implementation of the strategy depends upon the establishment of a number of enabling practices and capabilities.

Desired Outcome: A supportive environment that facilitates the establishment of effective internal and external partnerships and the timely exploitation of S&T; outputs.

Deliverables:

• Information management / information technology capability to support S&T; Enterprise operations (first version Sep 07)
• Intellectual property management principles that facilitate external partnerships and the timely exploitation of S&T; outputs (first version June 07)
• Harmonized procurement practices across research, development and acquisition (first version April 08)
• Departmental approach to technology insertion across defence system life cycles (first version Dec 07)

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