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Backgrounder

Today, Prime Minister Justin Trudeau and Defence Minister Bill Blair released Our North, Strong and Free – a defence policy update that responds to the significant global shifts we have witnessed since Canada’s comprehensive defence policy, Strong, Secure, Engaged, was announced in 2017. It is an investment in Canada, Canadians and our shared values, security, and sovereignty.

The most urgent and important task we face is asserting Canada’s sovereignty in the Arctic and northern regions, where the changing physical and geopolitical landscapes have created new threats and vulnerabilities to Canada and Canadians. This includes the need to upgrade our continental defences to threats or defeat them when necessary.

Today, the Prime Minister and Minister Blair announced Canada’s vision and its plan to defend Canadians in this new global environment. The new defence policy sets out to address two core objectives: strengthen the foundations of the CAF and acquire new capabilities to deal with new threats.

To deliver on our renewed vision for defence outlined in the policy, we need to provide the members of the Canadian Armed Forces (CAF) with the tools, equipment, and training they need to keep Canada and Canadians safe in an increasingly unpredictable world, and to support them on the home front.

The new investments in Our North, Strong and Free will ensure that Canada can deliver on this vision. Defence investments in Budget 2024 are expected to bring Canada’s defence spending-to-GDP ratio to 1.76% by 2029-30, a significant step forward in our efforts to reach the NATO commitment of 2% to which we agreed at the Vilnius Summit in 2023. The initiatives under this defence policy also put Canada on track to exceed NATO’s target of 20% for major equipment expenditures as a proportion of defence funding.

Canada will invest $8.1 billion over the next five years, and $73 billion over the next 20 years, in our national defence over six major themes to:

• support our people;
• strengthen our foundations;
• build an innovative industrial base;
• defend Canada;
• defend North America;
• and defend Canada’s global interests and values.
  

Supporting Our People

Supporting CAF Members and Families

• $295 million over 20 years to establish a CAF housing strategy, build new housing, and rehabilitate existing housing so CAF members have safe and affordable places to call home where they and their families are posted.
• $497 million over 20 years to accelerate development of an electronic health record platform to improve the continuity of care as CAF members move between provinces and territories.
  $100 million over five years to improve childcare access for CAF personnel on bases across Canada.

Reforming Personnel Management Policies

• We will explore adjusting personnel policies related to compensation and benefits, human resources, leave, and other supports for work-life balance for those in uniform. Our current framework was put in place decades ago and does not address the expectations and realities of today’s members.

Strengthening our Foundation

Maintaining and Renewing National Defence Infrastructure

• Investing $10.2 billion over 20 years in current and new infrastructure to support the required tempo of training, operations, and day-to-day military activities. These investments will range from asset maintenance and repair to other improvements to military facilities, such as piers and runways.
  

Civilian Capacity

• $1.8 billion over 20 years to increase the number of civilian specialists in priority areas to accelerate and improve the purchase of new equipment, recruit, and train new soldiers, and upgrade our infrastructure, among others.

Building an Innovative Defence Industrial Base

Sustaining Military Equipment

• $9.0 billion over 20 years to sustain military equipment under the National Procurement Program to ensure the CAF can continue to receive the critical updates necessary to preserve its ability deploy on operations.

Ammunition Supply and Production

• $9.5 billion over 20 years to accelerate the establishment of new artillery ammunition production capacity in Canada and invest in a strategic supply of ammunition. Artillery ammunition is becoming increasingly difficult to procure abroad – and this production capacity will help meet the ammunition demands of Canada and our closest allies while creating skilled jobs for Canadian workers for the long term and generating economic benefits for Canadian communities. The CAF will also establish a greater strategic reserve of battle-decisive munitions. Canada needs adequate stockpiles of munitions to meet its defence and security commitments during a crisis or conflict, and industry needs clarity from government about future acquisitions to set up production lines. This production line will also help replenish CAF ammunition previously donated to Ukraine.

NATO Innovation Fund

• $107 million over 20 years for Canada’s participation in the newly established NATO Innovation Fund, which will offer additional funding streams for innovative Canadian entrepreneurs. The Fund is the world’s first defence-focused multi-sovereign venture capital fund, providing investment in start-up firms developing dual-use, emerging and disruptive technologies critical to our defence.

Defending Canada

Specialized Maritime Sensors

• $1.4 billion over 20 years to acquire specialized maritime sensors to conduct ocean surveillance. They will be used to monitor Canada’s maritime approaches, including in the Arctic and North, and will be a critical component of the CAFs’ ability to defend Canada from a growing range and sophistication of underwater threats including vessel-launched missiles, underwater systems, ships, and submarines.

Satellite Ground Station

• $222 million over 20 years to build a new satellite ground station in the Arctic. This ground station will improve our ability to detect, deter and respond to malign activities and to communicate those threats quickly with our most trusted partners.
  

Tactical Helicopters

• $18.4 billion over 20 years to acquire a more modern, mobile, and effective tactical helicopter capability. It will provide the CAF with the speed and airlift capacity to assert Canada’s sovereignty and respond to natural disasters and emergencies throughout the country.
  

Northern Operational Support Hubs

• $218 million over 20 years for Northern Operational Support Hubs. These will better ensure Canadian sovereignty by establishing a greater year-round presence across the Arctic and the North, and investing in multi-use infrastructure that also meets the needs of the territories, Indigenous peoples, and Northern communities.
  

Enhancing Canada’s Intelligence and Cyber Operations

• $2.8 billion over 20 years to stand up a joint Canadian cyber operations capability with the Communications Security Establishment, integrating the unique strengths of each organization into a unified team that will conduct active cyber operations in support of Canadian interests.
  

Renew and Expand Submarine Fleet

• We will explore options for renewing and expanding our submarine fleet to enable the Royal Canadian Navy to project a persistent deterrent on all three coasts, with under-ice capable, conventionally powered submarines.

All-terrain Vehicles for Arctic Mobility

• We will explore options to acquire new vehicles adapted to ice, snow, and tundra. These versatile, all-terrain vehicles would be able to operate effectively in all Arctic terrains and climate conditions. These vehicles would allow the military to maintain awareness in remote regions and along Canada’s entire coastline, and better respond to unauthorized activity.

Enable Arctic and Offshore Patrol Vessels to Operate Helicopters

• We will explore options for enabling our Arctic and Offshore Patrol Vessels to embark and operate our maritime helicopters at sea.
  

Defending North America

Airborne Early Warning Aircraft

• $307 million over 20 years for airborne early warning aircraft that will vastly improve Canada’s ability to detect, track and prioritize airborne threats sooner, and respond faster, and to better coordinate our response with the United States when required. They will allow Canada to continue making meaningful contributions to NORAD while also supporting allies and partners globally.
  

Long-Range Land Missiles

• $2.7 billion over 20 years to acquire long-range missile capabilities to enable our forces to deter threats to Canada from an appropriate distance and reach targets at greater ranges than our adversaries in combat.
  

Contribution to Integrated Air and Missile Defence

• We will explore options to ensure our new airborne early warning and control aircraft and previously announced platforms such as such as the Canadian Surface Combatants can contribute to efforts with our allies to defeat new missiles that move faster and in more unpredictable patterns.
  

Ground Based Air Defences to Defend Critical Infrastructure

• We will explore options for acquiring ground-based air defences to defend critical infrastructure from a diverse array of incoming airborne attacks, including drones, missiles, and artillery.
  

Long-Range Air and Sea Missiles

• We will explore options to acquire long-range air- and sea-launched missiles to enable our forces to deter threats to Canada from an appropriate distance and reach targets at greater ranges than our adversaries in combat.
  

Defending Canada’s Global Interests and Values

Sustaining Naval Vessels

• $9.9 billion over 20 years to improve the sustainment of our naval fleets. This will include extending the life of the Halifax-class frigates and preserving the Royal Canadian Navy’s interim at-sea replenishment capability. These investments will help Canada maintain a globally deployable naval fleet capable of supporting NATO and engaging in operations, exercises, training, and defence diplomacy with key allies and partners, among other activities.
  

Worldwide Satellite Communications

• $5.5 billion over 20 years to acquire a comprehensive worldwide satellite communication capability. Working with our allies, we will jointly develop updated access to the satellite constellations that enable the military to operate effectively around the world, including by better defending its communications against jamming or disruptions by adversaries while deployed.
  

Modern Artillery Capabilities

• We will explore options for modernizing our artillery capabilities, which will significantly improve the protection of our deployed personnel by providing them with the capacity to strike enemy positions from farther away and in a greater number of directions.
  

Upgrade or Replace Main Battle Tanks

• We will explore options for upgrading or replacing our main battle tanks, which continue to have a decisive effect on the modern battlefield and remain key to conducting land operations against conventional militaries with advanced capabilities.
  

Upgrade or Replace Light Armoured Vehicles

• We will explore options for upgrading or replacing our light armoured vehicle fleet and establishing a production program to replenish our fleet while also enabling industry to invest in a sustainable defence production capacity to support Canada and our NATO allies.
  Surveillance and Strike Drones and Counter-Drone Capabilities
  We will explore options for acquiring a suite of surveillance and strike drones and counter-drone capabilities.
  

New leader to focus on advocacy, member services and increased industry collaboration

Toronto, Ontario, December 4, 2023 – The Ontario Aerospace Council announced today that Natasha Gagnon has been named as the organization’s new chief executive officer, succeeding the late Moira Harvey. Gagnon had been serving as interim CEO since Harvey’s passing in March 2023. After reviewing the credentials of multiple applicants, Gagnon was selected by OAC’s board of directors to lead the organization.

“Natasha Gagnon has served the OAC and its members with distinction since joining the organization almost eight years ago and especially as interim CEO in recent months,” said Dwayne Charette, OAC board chair, as well as president and chief operating officer of Airbus Helicopters Canada. “The executive committee applauds her dedication and recognizes her vision for building on the OAC’s strengths as our new CEO. The aerospace industry faces unprecedented challenges to meet ambitious sustainability goals, increase competitiveness through innovation, plus attract and retain diverse talent. Natasha has an innate appreciation for how to address these challenges here in Ontario.”

As CEO, Gagnon’s responsibilities include defining and executing the organization’s vision, mission and strategic plan; managing operations and programming; building and nurturing stakeholder relationships across industry, government and academia; developing and maintaining a diverse membership ecosystem; identifying new business opportunities and partnerships; and serving as a spokesperson at trade shows, conferences and other venues.

“I sincerely thank the OAC’s board of directors for this vote of confidence to lead our association as we continue to evolve the organization in service to our members,” said Gagnon of her appointment. “I am honoured as CEO to offer a voice that is united with partners across industry. Our programming will serve the needs of our membership while we work with government at all levels to maximize our competitiveness in an increasingly global industry. We’ll do this by clearly articulating our perspective with policymakers to reinforce our position as a regional powerhouse with global influence.”

Natasha Gagnon joined the OAC in February 2016 as manager for special projects. In subsequent years, she earned promotions to senior manager and then vice president, assuming additional responsibilities relating to operations, as well as program creation and execution on behalf of the organization’s membership. OAC flagship offerings now include missions to major aerospace events including the biennial Paris and Farnborough International Airshows, annual Aerospace Unplugged headliner event, Beyond the Barriers Research & Technology Days, Aero+B2BeeMatch business development platform, and the Competencies Online Advancement Skills & Training (COAST) program.

In advocating for industry, Natasha Gagnon was appointed to the Ontario Advanced Manufacturing Council tasked with providing recommendations to Ontario Minister Victor Fedeli.

Prior to joining the OAC, Natasha Gagnon held key positions in the public sector as a trade officer with UK Trade & Investment at the British Consulate-General in Montréal, and positions in the private sector both in Canada and France within the investor relations, wellness and advertising sectors. Gagnon earned her Bachelor of Social Science degree in economics from the University of Ottawa.

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Hamilton businessman Ron Foxcroft remembered his friend from the earliest days. “He would repair our tarps for the trucks from a garage. He said, ‘our work will be perfect, and improve every job…If you pay on time!’  Foxcroft remembered his first charitable collaboration with Don Fell. “One day 30 years ago he said, ‘Fox, Junior Achievement need money…can you spend the day tomorrow with me?’ In those days Burlington Street from east to west was bustling with industry. Everybody respected Don Fell. We started at Dofasco in the morning and ended on Bay Street at 4 PM. He said, to every company, “Fox and I are not leaving without a cheque” At 4 PM we had $75,000 for Junior Achievement.”

Later they worked together co-chairing a fundraising campaign for St. Joes. Ron recalls. “When we cochaired the campaign at St. Joes, every meeting started at 7 AM. Don was very productive…he insisted we were back in our office no later than 8:30 AM.”

Don Fell’s son recalls a story that typified the attitude of businessmen of his father’s generation towards work-life balance. “When I became legal drinking age. I had the misguided fortune of celebrating turning 18 with my friends the night before a work day.  My father woke me the next morning, bright and early and said, “time for work!”  I kindly offered to defer.  There was no way, he said we are leaving, get up.  We arrived at the office at 7:30. I forgot, that day was also the Christmas holiday celebration day at work.  At 8am, a young co-worker, who knew it was my birthday offered me a holiday drink and birthday celebration.  I kindly said, “no… I will get one later!”  My father was within earshot, he turned and looked at me and I knew to take the drink.  I thanked the person for the drink and drank it.  Later my father caught up with me and said, ‘If you can play hard, you can work hard!’ That was 40yrs ago and I still remember it.  I hope I have been able to honour that standard through the years.”

From its humble beginnings repairing tarps, and making the canvas bags that newspaper carriers used to use; FELLFAB branched out into virtually any product that involved working with industrial fabrics. By the 1980’s the company was spreading its wings into international markets. During the Balkan war the company supplied 50,000 Kevlar vests to Canadian forces. A big part of the company’s businesses is manufacturing seats for planes and trains. In 2009, Fellfab Limited was one of 15 companies named Supplier of the Year by American aircraft maker Boeing. When COVID hit, Fellfab was one of the early Canadian companies to re-tool to manufacture PPE.

His obituary reads in part, “he was so looking forward to the 70th anniversary of FELLFAB next month, and his family will proudly carry on his legacy. While his business was a major focus in his life, Don was a tenacious fundraising champion for many organizations in the city of Hamilton, where he was born and raised. He believed that giving back was a privilege and was what made a city great. He supported the hospitals, the disabled, Around the Bay Road Race, the arts and countless others. He was a humble community leader, entrepreneur, mentor, innovator and philanthropist who shunned recognition, though he was very deserving.”

Recognizing Don Fell’s contribution to various fundraising efforts for St. Joseph’s Heathcare The hospital foundation issued a statement:

“We were deeply saddened to learn of Don’s passing. We feel so very fortunate to have counted Don amongst St. Joseph’s most dedicated volunteers and steadfast supporters. He served on the Board of Directors of St. Joseph’s Healthcare Foundation from 2006 – 2015 and was co-chair of our Timeless Care, Tomorrow’s Discoveries campaign, helping to raise more than $87 million for our Hospital. His commitment to St. Joe’s was honoured with a Mission Legacy Award in 2013 – it’s the highest honour bestowed by St. Joseph’s Health System. Don’s impact on our Foundation and Hospital will not be forgotten and we offer our most sincere condolences to Don’s family and friends as our community and our Foundation mourns alongside them.”

Sera Filice-Armenio, President & CEO, St. Joseph’s Healthcare Foundation

Summing up, Ron Foxcroft told the Bay Observer, “Don Fell was an amazing business man, and even more amazing person. He founded Work Able Services in Hamilton.  He started with a goal to find 100 jobs for disadvantaged people. He succeeded, as Don always set achievable goals, and never stopped until the goal was reached. Hamilton business leaders always returned phone calls from Don Fell.  He was enormously respected and admired.”

READ Skies Magazine article

READ OAC Release

Are you considering a career in Aerospace?  

Are you enrolled in an Aerospace Program?

The Ontario Aerospace Council is pleased to be able to offer FOUR scholarships for the 2019-2020 Academic Year for students going into or currently enrolled in an aerospace studies program at a post-secondary institution (college or university) in Ontario.  The value of each scholarship is  $2,500.00 CAD.

Download full information here (PDF).