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IH's avatar

I think realism is often mistaken for pessimism and you're spot on.

Canada isn't going to grow its way out of the massive structural deficits it's incurring and there are a multitude of underfunded federal priorities of which defence is but one: daycare, pharmacare, dental care, and health care all require additional billions a year to be sustained. And at some point Canada has to rein in its deficit spending. Will defence survive this? Doubtful. And I'm not encouraged by the accounting games the government played to meet 2% - there are still no concrete numbers to back this up, only a PMO announcement.

My not so bold prediction: the US midterms will be the start of Canada taking its foot off the gas. A Republican loss in the next general election will lead to slamming on the defence spending brakes (maybe close to 2%). And I think we'll still completely lose $10 a day daycare, and pharmacare will be frozen.

Glen's avatar

That the past is a reasonable indicator for the future on this issue has merit. While the current hype both within and outside defence circles is bullish on 3.5%, there remain a number of hurdles to getting there and then sustaining it. Not only does it run up against the social programs trade-off combined with debt growth, but the 2% has been largely achieved through accounting tricks (Coast Guard budget move under MND), a pay raise (that hasn't markedly increased effective recruitment-retention or capability) and infrastructure projects (that while necessary are slow to deliver and also don't contribute to pointy end capability).

Getting to 3.5% requires:

- real capability expenditure and execution on these projects, not just announcements, of which Canada has a woeful record in procurement and industrial capacity to realize delivery

- real growth in the force to utilize the envisioned new capabilities, which will otherwise, if procured, sit idle with no one to operate them effectively

- an integrated and prioritized Defence policy (a plan) to acquire capabilities that meet real needs not just pet projects of a specific service branch that unless fully integrated will wither on the vine and be subject to significant criticism if not part of an integrated plan

- reality of allure of a career in the CAF. While the CDS and other seniors can decree and state that the force will grow, getting people in the door is proving stubbornly difficult. This has real consequences for necessary capabilities like the Navy's aspirations for 12 SSKs, River Class, AOPS (plus), and a new coastal patrol corvette. While the industrial capability may exist (Canada and global suppliers), the personnel do not and getting them in, even with innovative programs, has proven very hard.

- then there is the competition between the Homeland Defence mission (Navy and Air Force centric) versus NATO-expeditionary ops missions (Army centric) which is another fault line within defence that is hard to overcome in the hierarchy of competition for limited project delivery capability.

Defence has a poor record on these due to numerous factors not the least being intra-service rivalry and a strategic tendency being comfortable as a subordinate element of British or lately US forces, rather than as a separate force that contributes to coalitions (NORAD, NATO etc) while also keeping Canadian strategic objectives front and centre.

Your inclination has merit.

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