Keynotes (B-GA-401-000/FP-001, Canadian Forces Aerospace Command Doctrine)

These keynotes are the fundamental beliefs upon which Command doctrine publication is built.  

  • As a Royal Canadian Air Force (RCAF) function, Command is the authority that monitors, assesses, plans, directs, and coordinates all of the other RCAF functions, previously known as Air Force functions (Sense, Act, Shield, Sustain and Generate), in order to accomplish assigned aerospace missions.  
  • Command is “the authority vested in an individual of the armed forces for the direction, coordination, and control of military forces.”[1]
  • Control involves lesser degrees of authority than command; it is a series of supporting activities to enable command and manage risk.  
  • “Centralized control and decentralized execution” is the fundamental tenet of aerospace operations because the speed, reach, impermanence, and span of control of aerospace forces allow for a relatively greater degree of centralization of control than seen in other environments.  
  • There are four areas of activity required by any sized aerospace force in order to be able to exert aerospace power: command, aerospace operations, operations support, and mission support.  
  • Fundamental to military operations is the distinction between line and staff; while staff outnumbers commanders, staff officers have no command authority in their own right.  
  • Due to volume, information management is critical, and will be accomplished by the mechanism of identifying the commander’s critical information requirements (CCIR).  
  • The operational planning process (OPP) is a logical sequenced approach to the development of an operational plan involving five stages: initiation, orientation, course of action development, plan development, and plan review.  
  • A command and control system is made up of three constituent elements: people, infrastructure, and processes; equally important is the manner in which those elements are organizationally structured.  
  • Aerospace command and control systems are heavily reliant on effective communications and computer systems that are interoperable, agile, and trusted.  
  • Training, both individual and collective, in the specific skills required for command and control, should be conducted regularly, for both commanders and staffs.  

Notes

1. Defence Terminology Bank (here after cited as DTB) record 27866, http://terminology.mil.ca/term-eng.asp.  (return)