WOUNDED
Our Disappearing Options for Defending the Nation Abroad and at Home
Current Manning Levels
CANADIAN FORCES PERSONNEL STATISTICS
As of September 1, 2005
REGULAR FORCE |
|
|
|
|
|
|
||
|
|
|
|
|
|
|
|
|
Full Strength |
62,181 |
|
|
Distribution by |
|
|
||
Full Time Reserves |
718 |
|
|
Capability Component |
|
|
||
Regular Force |
61,463 |
|
20,458 |
Army(includes some BTL) |
||||
Basic Trg (BTL/SUTL) |
7,018 |
|
9,954 |
Navy (includes some BTL) |
||||
Others: |
1022 |
|
13,547 |
Air Force (includes some BTL) |
||||
(pending release, medically restricted, etc) |
9,713 |
HR (majority of BTL) |
||||||
Trained Effective Strength |
|
53,423 |
|
2,712 |
DCDS |
|
|
|
Advanced Training List (ATL) |
890 |
|
1,744 |
MAT |
|
|
||
Maternity Leave |
95 |
|
1,266 |
IM |
|
|
||
Parental Leave |
725 |
|
2,069 |
Misc |
|
|
||
Detention |
9 |
|
|
|
|
|
||
Available |
51,704 |
|
|
|
|
|
||
RESERVES |
|
|
|
|
|
|
|
|
|
Strength |
Units |
|
|
|
|
Primary Reserve |
21,053 |
228 |
|
|
|
|
|
Army |
|
13,052 |
130 |
|
|
|
|
Navy |
|
3,057 |
24 |
|
|
|
|
Air Force |
2,017 |
29 |
|
|
|
|
|
Communications |
1,459 |
23 |
|
|
|
|
|
Medical Group |
788 |
15 |
|
|
|
|
|
Others |
|
680 |
7 |
|
|
|
|
Cadet Instruction Cadre |
|
|
|
|
|
|
|
Total Current Personnel |
6,764 |
|
|
|
|
|
|
Rangers |
|
|
|
|
|
|
|
Total Current Personnel |
4,448 |
|
|
|
|
|
|
Supplementary Reserve |
35,900 |
|
|
|
|
|
SOURCE: Directorate of Military Human Resource Requirements, National Defence
BTL - Basic Training List
SUTL - Subsidized University Training List
APPENDIX VII
Department of National Defence Organization Chart
Canadian Forces Organization Chart
Canadian Forces outline organization
before the International Policy Statement
This appendix is intended to outline the roles and responsibilities of the senior leadership in the Department of National Defence and the Canadian Forces, including those of: the Deputy Minister, the Chief of the Defence Staff and most of their Senior Advisors.
Some of this information will be subject to change with the implementation of the Defence Policy Statement, the creation of Canada Command, Canadian Forces Expeditionary Command, and the Special Operations Group.
WHAT FOLLOWS IS EXCERPTED FROM:
Minister of National Defence, Minister’s Report – Organization and Accountability (September 1999), available at: http://www.forces.gc.ca/site/minister/eng/authority/OA-C_e.htm.
The
Minister, the Deputy Minister and the Chief of the Defence Staff are
responsible and accountable, in both legal and practical terms, for the use of
the authorities and resources with which they are entrusted by Parliament.
These accountabilities are fundamental to the fulfillment of the defence
mandate and to the place of the military in a democracy. In
§ ministerial control over the Department of National Defence and the Canadian Forces, and
§ effective Parliamentary oversight over the defence programs and activities of the Government.
Deputy Minister and Chief of the Defence Staff
The Deputy Minister and the Chief of the Defence Staff are the Minister's principal advisors. They provide day-to-day leadership and management of the Department and the Canadian Forces on the Minister's behalf. They also ensure that the Minister is fully informed and in a position to take and direct all required action.
The separate authorities of the Deputy Minister and the Chief of the Defence Staff give rise to different responsibilities. In broad terms:
§ the Deputy Minister has primary responsibility for resources, policy and international defence relations; and
§ the Chief of the Defence Staff has primary responsibility for command, control and administration of the Canadian Forces and military strategy, plans and requirements.
In
practice, many issues affecting
Deputy Minister of National Defence (DM)
The Deputy Minister of National Defence is appointed under the National Defence Act by the Governor-in-Council (i.e. the Cabinet), on the advice of the Prime Minister. … [The Deputy Minister offers the Minister advice which] includes supporting the Minister in consulting and informing Parliament and the Canadian public on defence issues. … More specifically, the Deputy is responsible for:
§ Policy advice. The Deputy plays the central role in formulating advice for the Minister on policy matters and on alternative means of achieving Government objectives, and on implementing effectively the Government's policies and programs.
§ Internal departmental management. The Deputy is authorized in law to carry out, on the Minister's behalf, the management and direction of the Department. In so doing, the Deputy is naturally subject to the Minister's direction. At the same time, the Deputy is required by law to observe financial, administrative and human resources management standards and practices established government-wide by the Treasury Board or other central agencies. The Deputy also exercises certain powers of human resources and financial management assigned by law or delegated directly by the Public Service Commission or the Treasury Board.
§ Interdepartmental coordination. The Deputy is an important link for the Minister to the wider government machinery for policy development and decision-making. The Deputy participates in interdepartmental consultations as a contribution to the overall coherence of government. These interdepartmental activities also enable the Deputy to inform the Minister of initiatives of other departments that may affect the defence portfolio, and to advise the Minister on issues that may arise in Cabinet or Cabinet committee discussions.
The Deputy, therefore, has a fundamental duty to support both the individual and collective responsibilities of the Minister. In so doing, the Deputy is responsible in the first instance to the Minister. As part of the Deputy's participation in the collective management of government, the Deputy is also responsible to the Prime Minister for carrying out the policies of the Government as a whole, and also to the Treasury Board and the Public Service Commission. … In this capacity, the Deputy is required to inform the Clerk of the Privy Council and Secretary to the Cabinet of any significant matter affecting the Minister's responsibilities.
Chief of the Defence Staff (CDS)
The Chief of the Defence Staff is charged with the command, control and administration of the Canadian Forces and advises the Minister on all these matters - including military requirements, capabilities, options and the possible consequences of undertaking or failing to undertake various military activities. Whenever required, the Chief of the Defence Staff advises the Prime Minister and Cabinet directly on major military developments. The CDS is thus the senior military advisor to the Government.
Like
the Deputy Minister, the Chief of the Defence Staff is appointed by the
Governor-in-Council, on the advice of the Prime Minister. The CDS also has a
special relationship to the Governor General who, as the Queen's representative
in
The Chief of the Defence Staff implements Government decisions involving the Canadian Forces by issuing appropriate orders and instructions. The CDS is accountable to the Minister for the conduct of CF activities, as well as for the readiness of the Forces and their ability to fulfill the military commitments and obligations of the Government.
Under Part XI of the National Defence Act, the Chief of the Defence Staff must respond to requests from provincial Attorneys General for what is called "Aid of the Civil Power" - that is, for the use of CF personnel to respond to certain types of civil disturbances. This statutory obligation to respond rests with the CDS and not the Minister.
Senior Advisors
Vice Chief of the Defence Staff (VCDS)
The VCDS has three distinct roles within the NDHQ structure:
§ as stipulated in the National Defence Act, the VCDS acts as CDS in the latter's absence;
§ as Chief of Staff to both the DM and the CDS, the VCDS co-ordinates cross-boundary issues, helps to resolve differences among Group Principals and Environmental Chiefs of Staff, and provides support to the DM and CDS; and
§ as the senior resource manager at NDHQ, the VCDS develops and oversees the Department's strategic management and planning process and generates planning options and guidance to meet overall defence objectives.
The VCDS also reviews and oversees security and military police operations, and manages cadets and safety policy.
Assistant Deputy Minister (Policy) (ADM (Pol))
The ADM (Pol) is the principal source of defence policy advice and is responsible for:
§ the analytical basis and policy options, as well as advice on and support in the formulation and execution of defence policy;
§ advice and support in dealing with Cabinet and Parliament;
§ advice and support on international defence relations;
§ advice on managing issues bearing on national unity and relations with provincial governments;
§ coordination of national policies and departmental relations with Foreign Affairs, the Privy Council Office, the Cabinet and Parliament;
§ assistance in fostering and nurturing a national pool of expertise and interest in defence and international security issues;
§
management
of the Department's bilateral and multilateral defence and international
security relations, including representation of
§ management of the Military Training Assistance Program offered to Partnership for Peace nations and a number of developing countries.
Assistant Deputy Minister (Finance and Corporate Services) (ADM (Fin CS))
The ADM (Fin CS) is the senior financial officer of the Department of National Defence and the Canadian Forces. The ADM (Fin CS) is responsible for providing independent, objective financial-analysis and advice with respect to the operations and activities of both the Department and the Forces. Specific responsibilities include:
§ providing a framework for sound financial management and comptrollership services across DND and the CF;
§ assuring probity and compliance with financial legislation (e.g. the Financial Administration Act);
§ providing the necessary support to develop strategic financial and budgetary planning options;
§ ensuring effective systems support for resource allocation, and the effective control of public funds and departmental assets;
§ ensuring the implementation of and adherence to central agency policies, and ensuring that parliamentary and central agency financial information requirements are met;
§ providing support services for all units within the National Capital Region and CF units assigned abroad, and corporate services to NDHQ; and
§ providing advice in respect to the Privacy and Access to Information Acts.
Assistant Deputy Minister (Materiel) (ADM (Mat))
The ADM (Mat) is responsible for ensuring effective materiel acquisition and logistics support to the CF and the DND. This involves a major role in the planning and implementation of the Long-Term Capital Equipment Plan, the National Procurement Plan to sustain in-service equipment, and logistics planning and support operations in general, including:
§ developing and managing the materiel acquisition and support process for the Forces and the Department;
§ developing and implementing logistics plans in support of the operational deployment, sustainment and redeployment of the Forces;
§ contributing to the development of both Capital acquisition and National Procurement support plans and managing the budgets of these two corporate accounts;
§ controlling and administering approved equipment projects;
§ maintaining overall design authority of Forces' equipment and systems and providing certain aspects of engineering and maintenance, repair and overhaul;
§ disposing of equipment;
§ managing the research and development program; and
§ overseeing defence materiel relations with other government departments and agencies, and with other governments and international organizations.
Assistant Deputy Minister (Infrastructure and Environment) (ADM (IE))
The ADM (IE) is responsible for the standard of infrastructure and environment support provided to the CF and DND. This involves the setting of policies for the delivery and maintenance of realty assets and providing advice on infrastructure and environment matters. In addition, the ADM (IE) is responsible for reporting on how effectively and efficiently realty assets are being managed. The ADM(IE) is responsible in particular for:
§ developing and implementing Departmental policies, plans, and procedures for realty assets, fire protection, the environment, and nuclear safety programs;
§ developing and implementing Department-wide performance measurement systems and reporting requirements for realty assets, the environment, and nuclear safety;
§ managing corporate real property and the Corporate Environmental Program
§ implementing construction projects;
§ developing environmental strategies and policies, and promoting compliance with environmental legislation;
§ providing advocacy and advice on fire protection, nuclear safety, environmental management, and aboriginal affairs;
§ establishing the requirements for the Departmental Nuclear Safety Program, including nuclear safety policy (the Director General Nuclear Safety (DGNS) is equally responsible to the Deputy Minister and the Chief of the Defence Staff for regulating all nuclear safety activities and equipment in DND and the CF); and
§ overseeing the Canadian Forces Housing Agency on behalf of the DM.
Assistant Deputy Minister (Human Resources - Civilian) (ADM (HR-Civ))
The ADM (HR-Civ) is responsible for:
§ identifying issues of critical importance to civilian human resource management and developing strategic plans to ensure an effective and sustainable workforce;
§ providing human resource monitoring, management advice and strategic guidance on civilian human resources matters affecting DND and CF objectives;
§ developing civilian human resource policies and programs that support government strategic objectives and DND and CF goals;
§ providing human resource services in support of labour management relations, awards and recognition, recruiting, classification, staffing, education, training and professional development, career management and departure/retirement of DND personnel;
§ managing corporate civilian human resource programs such as Employment Equity and Employment Assistance Program;
§ maintaining and promoting effective relations with other government departments and central agencies as well as unions at the national level; and
§ shared accountability between ADM(HR-Civ) and ADM(HR-Mil) for managing Official Languages and conflict resolution as well as overall HR Strategic Direction for DND and the CF.
Chief of the Maritime Staff (CMS)
The CMS is responsible for:
§ exercising command of Maritime Command in accordance with the Canadian Forces Organizational Orders and as directed by the CDS;
§ generating and maintaining operationally-ready maritime forces;
§ providing advice on maritime force matters affecting security, national defence and the Canadian Forces;
§ providing inputs to the development of force structure options and providing input from Maritime Command to the development of plans and taskings for CF operations;
§ exercising command of assigned forces conducting force generation and routine operations; and
§ exercising command of other forces that may be assigned.
Chief of the Land Staff (CLS)
The CLS is responsible for:
§ exercising command of Land Force Command in accordance with the Canadian Forces Organizational Orders and as directed by the CDS;
§ generating and maintaining operationally-ready land forces;
§ providing advice on land force matters affecting security, national defence and the Canadian Forces;
§ providing inputs to the development of force structure options and providing input from Land Force command to the development of plans and taskings for CF operations;
§ exercising command of assigned forces conducting force generation and routine operations; and
§ exercising command of other forces that may be assigned.
Chief of the Air Staff (CAS)
The CAS is responsible for:
§ exercising command of Air Command in accordance with the Canadian Forces Organizational Orders and as directed by the CDS;
§ generating and maintaining operationally-ready air forces;
§ providing advice on air force matters affecting security, national defence and the Canadian Forces;
§ providing inputs to the development of force structure options and providing input from Air Command to the development of plans and taskings for CF operations;
§ exercising command of assigned forces conducting force generation and routine operations; and
§ exercising command of other forces that may be assigned.
Deputy Chief of the Defence Staff (DCDS)
The DCDS provides operational direction to Canadian Forces in the field in non-routine and contingency operations and is the focus for integrated military planning and operations at NDHQ. The DCDS is responsible for developing plans and taskings for CF non-routine and contingency operations, and recommending the allocation of military resources required to effect such operations. The DCDS is responsible in particular for:
§ exercising command and control of non-routine and contingency operations on behalf of the CDS;
§ ensuring the effective production and dissemination of defence and scientific intelligence;
§ overseeing Emergency Preparedness Canada on behalf of the DM; and
§ overseeing joint responsibilities such as out-of-Canada activities, joint programs and common doctrine.
Assistant Deputy Minister (Human Resources - Military) (ADM (HR-Mil))
The ADM (HR-Mil) is responsible for:
§ developing military human resource policies that support government objectives and DND and CF missions;
§ providing human resource advice and strategic guidance on military personnel matters affecting DND and CF objectives;
§ developing military human resource plans and programs to support DND and CF objectives, including plans for mobilization;
§ providing military human resource services in support of recruiting, education, training and professional development, terms of services/career management and release of CF members;
§ providing personnel services that support the morale, spiritual and physical well-being and quality of life of CF members;
§
generating
and maintaining health services to CF members in
§ maintaining operational nuclear, biological and chemical response capabilities;
§ ensuring CF compliance with Government of Canada human resource legislation;
§ managing corporate human resource programs such as History and Heritage;
§ maintaining effective relations with other government departments and central agencies; and
§ shared accountability between ADM(HR-Civ) and ADM(HR-Mil) for managing Official Languages and conflict resolution as well as overall HR Strategic Direction for DND and the CF.
Assistant Deputy Minister (Information Management) (ADM (IM))
The ADM (IM) is responsible for ensuring effective and efficient information management and exploitation of information assets in the support of the missions and operations of the Department and the Canadian Forces. This involves a major role in the planning and implementation of the IM portion of the Long Term Capital Equipment Plan as well as direct IM/IT support for day-to-day DND and CF operations including:
§ setting strategic direction and plans for effective IM within DND and the CF;
§ providing leadership, standards, policies, and architecture for the conduct of IM/IT projects, their subsequent implementation and eventual use in operations;
§ providing common information management services and support to meet the corporate needs;
§ providing the single Department focal point for an integrated information management environment;
§ directly providing operational extensions of DND and the CF information environment in support of CF missions at home and abroad;
§ providing leadership and services in the broad sense of information operations to meet the mission needs of DND and the CF; and
§
providing
a single departmental coordination and focal point for IM/IT interactions and
interfaces with other Government Departments and
ADM(PA) - Assistant Deputy Minister (Public Affairs)
§ The ADM(PA) is responsible for the management of all aspects of defence-related public affairs. This involves communicating and promoting understanding of defence policies, programs and activities to the public and internally to members of the Defence Team.
APPENDIX VIII
Current Canadian Forces International Operations
As of 16 September 2005
Source: Department of National Defence
OP UNISON 2005 –
Canadian Forces (CF)
contribution to the Government of Canada response to the |
844 |
OP ARCHER –
Canadian contribution to
Operation ENDURING FREEDOM and the Campaign on Terrorism. Preparing for
Canadian Provincial Reconstruction Team mission to
|
267 |
OP ATHENA –
Canadian contribution to
the International Security Assistance Force in
|
987 |
OP FOUNDATION –
Goal is to maintain effective liaison with the Headquarters of US Central Command with regard to the campaign against terrorism.
|
7 |
OP IOLAUS –
United Nations Assistance |
1 |
BALKANS
OP BRONZE – Bosnia-Herzegovina
Canadian Forces (CF) contribution to NATO Stabilization Force (SFOR)
|
8 |
|
|
OP BOREAS – Bosnia-Herzegovina
Canadian Forces (CF) contribution to European Union Force (EUFOR) in support of EUFOR Liaison and Observation Teams (LOT) in Bihac within the Multinational Brigade Northwest. |
69 |
OP HAMLET
CF Contribution to the
United Nations Stabilization
|
4 |
MIDDLE EAST
OP ARCHER –
Canadian contribution to
Operation ENDURING FREEDOM and the Campaign on Terrorism. Preparing for
Canadian Provincial Reconstruction Team mission to
|
267 |
OP CALUMET –
Multinational Force and Observers (MFO)
|
32 |
OP DANACA –
UN Disengagement Observer Force (UNDOF)
|
191 |
OP JADE –
UN Truce Supervision Organization (UNTSO)
|
8
|
|
|
OP Proteus –
The Canadian Forces deployed a senior military staff officer to an international effort to assess and assist with reforms of the Palestinian Authority's security sector.
|
1 |
OP SNOWGOOSE –
UN Forces in
|
1
|
OP CROCODILE –
UN Organization
|
8 |
OP SAFARI –
OP AUGURAL –
DND has been supporting
|
40
88 |
OP SCULPTURE –
International Military Advisory Training Team (IMATT)
|
11 |
TOTAL |
2,567
|
Source: Department of National Defence
APPENDIX IX
Truth to Power
Regulations governing the Department of National Defence appearances before Parliamentary Committees
Senate Standing Committee on National Security and Defence Request for Information
The Senate Standing Committee on National Security and Defence posed the following questions to the Department of National Defence in Fall 2005:
Q1. What directives apply to military officers who appear before Parliamentary committees? Which (if any) Defence Administrative Orders and Directives (DAODs) are relevant?
A1. Public statements made by CF members, including those made before Parliamentary committees, must be made in accordance with the principles and requirements of federal laws and policies, including Security Orders and Directives from the Department of National Defence (DND) and the Canadian Forces (CF), Queen’s Regulations and Orders and the Government of Canada Communications Policy. The following explains the requirements contained in those policies and directives most pertinent to the question under consideration regarding military officers that appear before Parliamentary Committees.
A)
Government of
Canada Communications Policy and Privy
Council Guidelines
According to the Canadian Parliamentary model, Ministers are accountable to the Prime Minister and to Parliament for presenting and defending government policies, priorities and decisions. Ministers, both individually and collectively as members of Cabinet, are the principal spokespersons for the Government of Canada and its institutions. It is their role to provide leadership in establishing the priorities and overall themes of government communications. They, together with their respective deputy heads, determine their communications priorities, objectives and requirements.
The Government of Canada Communications Policy also states that spokespersons called upon to represent institutions before Parliamentary committees must follow Privy Council Office Guidelines on appearing before Parliament and other official bodies. The Privy Council Office Guidelines underscore the fact that expression of opinion by public servants on a policy that their Minister has developed or defended undermines both the principle and practice of ministerial responsibility, as well as to their ability to work subordinate to the Minister.
According, therefore, to the Government of Canada Communication Policy and the Privy Council Office Guidelines, spokespersons acting as an institution’s official representative must confine their remarks to matters of fact concerning the policies, programs, services and initiatives of their institution. In this regard the policy states:
“Officials may give explanations in response to questions having to do with complex policy matters, but they do not defend policy or engage in debate as to policy alternatives. In other matters, principally those having to do with the administration of the department and its programs, officials answer directly on behalf of their Ministers. Again the answers should be limited to explanations.”
While recognizing that Canadian Forces members are not considered public servants in the civil service sense, when they appear before Parliamentary committees to respond to questions having to do with complex policy matters they do so in an official capacity, acting within the scope of their duties. As such the PCO guidelines for public servants are considered to be authoritative and persuasive in explaining the relationship between Parliament and the government and the role of all government officials, including CF members, in appearing before Parliamentary Committees.
B) Defence Administrative Orders and Directives (DAODs)
DAOD 2008-2 (Media Relations and Public Announcements):
DAOD 2008-2’s operating principles state that “The Minister of National Defence is the government’s principal advocate for defence matters, both within Cabinet and externally on its behalf. As the government’s principal spokesperson for the DND and the CF, the Minister is responsible for informing the public about DND and CF priorities, policies, programs, operations and initiatives. The Minister is supported in this role by the CDS, the DM and other subject matters experts as required.”
However, DAOD 2008-2 empowers and encourages CF members to speak to the media (or in other public fora) about what they do in their official capacity. This is considered by the Department and the Canadian Forces to be a valuable and important way in which to provide Canadians with a richer understanding of the day-to-day operations and contributions of the Canadian Forces and the Department of National Defence.
DAOD 2008-2 states that CF members shall discuss only their own job within their personal areas of experience or expertise. It also states that CF members speaking in their official capacity shall not:
§ Respond to media queries that fall outside of their personal areas of experience or expertise, unless authorized to do so;
§ Undermine the safety of personnel involved in, or the potential success of, a CF operation;
§ Provide comments that could undermine the integrity of an investigation currently in progress;
§ Speculate about events, incidents, issues or future policy decisions;
§ Offer personal opinion on government, DND or CF policy; or
§ Discuss advice given to the Minister, Cabinet or the chain of command.
C) Queen’s Regulations and Orders (QR&Os)
QR&O Chapter 19 contains obligations similar to those set out in DAOD 2008-2.
Q2. How long have these directives been in place? What was their origin?
A2. DAOD 2008-2 -Was put in place on January 30, 1998. It replaced CDS Directive 120. This change was part of a review of the Defence public affairs policy, and one of its main objectives was to encourage all Defence personnel to be as open and transparent as possible. The relevant portions of QR&O Chapter 19 have been in place since 15 June 2000.
Q3. Are there stated criteria for creating a “privileged forum” – a forum where a member of the forces can state their opinions freely? What are they?
A3. CF members regularly appear before Parliament on behalf of the Minister of National Defence to answer questions or to provide other sorts of information that the Minister could not be expected to provide personally.
In contrast, privileged fora allow participants to make statements on the understanding that their content will not be attributed back to them. Such fora exist to facilitate full and frank discussion of sensitive subjects, and they exist within the CF. There are, however, no criteria for creating public privileged fora.
The CDS has authority to permit CF members to publicly express personal opinion on defence and related policy (QR&O 19.37). Such permission, however, may only be granted subject to conditions. Further, it is suggested that the granting of permission to CF members to express personal opinion to a Parliamentary committee on defence or related policy would not be appropriate.
Political neutrality of the CF and its members is a seldom-discussed, but fundamental, principle of our constitutional democracy. Preventing the CF from becoming politicized is essential to its status as subordinate to the civil authority and to public confidence in the CF. Public expression of personal opinion on defence or related policy would create the perception of drawing CF members into the political process and undermining public confidence in the loyalty and impartiality of the CF to the Government of Canada. It is, consequently, the duty of all CF members to give loyal and impartial support to the Government of Canada – regardless of the political organization that forms the government. In practice, this means publicly explaining – but not defending or attacking – defence or related policy. It is the responsibility of the relevant Minister to defend defence or related policy.
As noted above, the CDS has the authority to permit CF members to publicly express personal opinion on defence and related policy. Given the inherently political nature of Parliamentary committees, the granting of such permission for the purpose of testifying before Parliamentary committees would risk politicization of, and loss of public confidence in, the CF. It would not, therefore, be appropriate for the CDS to grant such permission.
For reference purposes, please take note just below of articles 19.36 and 19.37 from the Queen’s Regulations and Orders:
Article 19.36 (Disclosure of Information or Opinion): Article 19.36states that “no officer or non-commissioned member shall without permission obtained under article 19.37 (Permission to Communicate Information):
…
(c) Publish in any form whatever any military information or the member’s views on any military subject to unauthorized persons;
(d) Deliver publicly, or record for public delivery, either directly or through the medium of radio or television, a lecture, discourse or answers to questions relating to a military subject;
…
(f) Publish the member’s opinions on any military question that is under consideration by superior authorities;
(g) Take part in public in a discussion relating to orders, regulations or instructions issued by the member’s superiors;
…
(j) Publish in writing or deliver any lecture, address or broadcast in any dealing with a subject of a controversial nature affecting other departments of the public service or pertaining to public policy.”
Article 19.37 (Permission to Communicate Information): According to Article 19.37:
1) “Permission for the purposes of article 19.36 (Disclosure of Information or Opinion) may be granted by the Chief of the Defence Staff or such authority as he may designate.
2) Permission given under paragraph (1):
(a) does not have the effect of endorsing anything said or done by the person to whom it is given;
(b) may not be referred to in any way; and
(c) is given on the basis that no statement implying endorsement on behalf of the Crown will be included in what is said or done.”
Conclusion
The foregoing regulations and directives combine to create a regime under which CF members are compellable as witnesses before Parliamentary committees. Before Parliamentary committees, CF members are expected to honestly and faithfully answer all questions regarding matters of fact, as well as explain the substance and implications of policy, within their personal sphere of knowledge. For the reasons stated above, however, if a CF member testifying before a Parliamentary committee is asked for his personal opinion regarding a defence or related policy, that CF member should respectfully defer the answering of such a question to someone who is politically accountable, such as the Minister of National Defence.
APPENDIX X
Précis of Defence Policy Statement
In historical terms, the Defence Policy Statement – a section of the International Policy Statement – has elements of the 1971 White Paper on Defence that put priority attention on Canadian sovereignty, and the 1987 White Paper on Defence that promised increases in personnel, money, equipment and operational capability. Neither of them developed as planned.
The
International Policy Statement,
entitled A Role of Pride and Influence in
the World, identifies the first duty of government as being the protection
of its citizens, and points out the government’s intention to defend
To get the complete context, the International Policy Statement should be read in conjunction with the National Security Policy published in April 2004. The CF has a foot in both camps.
An important development is the ‘whole of government’ approach to international missions, integrating civilian and military resources to produce one integrated Canadian mission.
The Defence Policy Statement (DPS) covers both domestic security and international security roles. It outlines three broad roles for the Canadian Forces:
§ Protecting Canadians (the CF’s first priority),
§
Defending North
America in cooperation with the
§ Contributing to international peace and security.
There are seven major elements discussed in the DPS and the consolidated requirements of each are commented described below:
NATIONAL ASSETS
Establish a single unified national command structure (Canada Command) to respond to national contingencies;
Enhance relationships with civil authorities. Share information, develop and exercise plans, so that, in a crisis, the CF can make a timely, effective contribution to the government’s overriding objective to protect Canadians.
Sustain for up to six months the command element of the standing contingency task force, either land- or sea-based, capable of multinational lead-nation status in peace support operations; and
Sustain indefinitely the national command element of a mission-specific task force overseas. It will also be capable of multinational lead-nation status in peace support operations for more limited periods.
MARITIME CAPABILITIES
Enhance the ability of ships to support the special operations group.
Carry out littoral operations as part of the standing contingency task force and mission-specific task force.
Proceed with the acquisition of ships that will be able to:
§ Pre-position or deploy the standing contingency task force;
§ Support land operations;
§ Provide a sea-based national or multinational command capability;
§ Deploy tactical unmanned aerial vehicles; and
§ Sustain naval task group operations worldwide.
Complete, in the near term, the process of bringing the Victoria-Class submarines into service;
Modernize the combat systems and electronics of the Halifax-Class frigates to maintain their ability to participate in alliance and coalition operations;
Acquire weapon systems for surface ships to enable them to support and protect forces operating ashore; and
Begin to define the requirement for a new class of surface ship to replace the current destroyers and frigates over the longer term.
Place much greater emphasis on protecting
Implement specific national security policy commitments by:
§ Leading the coordination of the on-water respond to a maritime threat or a developing crisis in our exclusive economic zone and along our coasts;
§ Help develop a common maritime picture, including by expanding the number of high frequency surface wave radars on each coast;
§ Lead the development of fully integrated interagency marine security operations centre;
§ Cooperate closely with other government fleets and agencies involved in the surveillance of our ocean areas;
§
Explore
cooperation with other government agencies in monitoring our internal waters,
such as the St. Lawrence Seaway and the
§ Strengthen links with Canadian stakeholders and the appropriate U.S. Department and Agencies to facilitate better maritime security cooperation.
Increase support to other government department in protecting endangered fish stocks, monitoring illegal drug and immigration activity, conducting environmental surveillance, and carrying out search and rescue operations;
Enhance surveillance of and presence in Canadian areas of maritime jurisdiction, including the near-ice and ice-free waters of the arctic;
Provide, when required, submarines in direct support of the
special operations group for operations within
Provide a naval task group of up to four combatant vessels on each coast, with embarked maritime helicopters and a national command component, to protect the sovereignty and security of our oceans and maritime areas of jurisdiction:
§ One task group designated for operations as the maritime contribution to the standing contingency task force, and
§ The other available to deploy as part of a mission-specific task force;
Sustain indefinitely, on each coast, a ready-duty ship, capable of responding to national contingency or search and rescue operations in our waters and maritime approaches;
Sustain indefinitely the deployment overseas of two ships (one from each coast) with embarked maritime helicopters, or a submarine and a ship, for operations in direct support of the special operations group or as forward elements of the standing contingency task force anywhere in the world;
Sustain for up to six months a task group of up to four combatant vessels with the capability for a national or multinational command component for operations abroad. This task group will be capable of precision for and support to forces ashore and will be used as an integral element of the standing contingency task force or in support of other national objectives; and
Deploy a second task group for up to six months, either as a follow-on force to the standing contingency task force or as part of a separate mission-specific task force.
LAND CAPABILITIES
Increase the size of regular units as part of the expansion of the forces by 5,000 people;
Increase the "Tooth-to-tail ratio" – the number of people capable of being deployed on operations compared to those in administrative overhead – the land forces will be able to more effectively support the special operations group, the standing contingency task force and mission-specific task forces;
Continue to transform into a modern, combat-capable medium-weight force, based primarily on wheeled light armoured vehicles, including the mobile gun system and the multi-mission effects vehicle (to replace the direct-fire role of the leopard tank), a new platform to deliver indirect fire, and a new fleet of medium transport trucks.
Increase the reserves by 3,000 people, to include:
§ Completing phase II of the land force reserve restructure program (including the medical and communications reserves), raising the authorized end-state to 18,500 personnel,
§ This will improve the Canadian forces ability to respond to domestic contingencies and address specific capabilities required for overseas deployments;
Build on the mix
of military and non-military skills resident in the reserves (e.g., chemical,
biological, radiological and nuclear response, information operations and
civil-military cooperation), as well as their presence nationwide, to support
civilian authorities in responding to domestic emergencies in
Support the Government’s sovereignty and security objectives in the north by:
§ Improving the ability of the Canadian Rangers to communicate with other components of the Canadian forces and Government Agencies, and
§ Increasing regular force sovereignty patrols in the region;
Complete the acquisition and development of intelligence, surveillance and reconnaissance systems, and integrate these into other Canadian Forces and allied sensor systems;
Provide forces to the special operations group for domestic operations;
Provide light forces to support the special operations group, capable of integrating with JTF 2 elements;
Improve the communications, mobility, firepower and support capabilities of the light forces so they can better integrate with the special operations group and more effectively contribute to the standing contingency task force and mission-specific task forces;
Provide forces to the standing contingency task force to respond to domestic emergencies;
Provide the land component of the standing contingency task force, capable of embarking and operating from a maritime platform;
Provide immediate-response units to mission-specific task forces to respond to domestic crises;
Sustain overseas for an indefinite period two land task forces, potentially in different theatres of operations, to form the land component of mission-specific task forces;
§ While currently limited to approximately 700 personnel, these land task forces will increase to approximately 1,200 personnel,
§ In addition, the land forces will be able to provide a smaller, third task force of approximately 1,000 personnel for a six-month period, either to reinforce a current operation or to mount a new short-term mission;
Provide a Brigade Headquarters, capable of commanding a multinational formation for a year, as part of a larger Canadian international effort.
AEROSPACE CAPABILITIES
Place much
greater emphasis on protecting
Complete the modernization of the CF-18 through the acquisition of a satellite-guided air-to-ground weapons capability to reflect the increased focus on close support to ground forces, while retaining its air-to-air capability at existing levels;
Complete the acquisition of new maritime helicopters;
Provide airlift anywhere in Canada for the deployment of the land and command elements of the special operations group, the standing contingency task force, or one of the mission-specific task forces;
Acquire medium to heavy lift helicopters, as announced in Budget 2005, to support land and special operations missions, including transporting large numbers of personnel and heavy equipment from forward deployed bases or from a maritime platform;
Provide a special
operations aviation capability to the special operations group for operations
anywhere in
Provide assured airlift to support international operations;
Acquire, or ensure access to, the right mix of capabilities to meet the increasing requirements for domestic, global and in-theatre airlift;
Increase the
surveillance and control of Canadian waters and the
Complete the modernization of the Aurora Maritime patrol aircraft;
Acquire unmanned aerial vehicles to support domestic and international operations;
Complete the conversion of two airbus aircraft into air-to-air refuellers;
Pursue the use of satellites to support domestic and international operations;
Examine the acquisition of additional radars to provide better coverage of population centres and vital points;
Enhance capabilities in the north by:
§ Replacing the twin otter fleet with a more modern aircraft,
§ Considering the utility of basing search and rescue aircraft in the region;
Conduct search and rescue operations with the new cormorant helicopter, as well as new fixed wing search and rescue aircraft;
Replace the
Provide maritime and transport helicopters as the air contribution to the standing contingency task force or the mission-specific task forces;
Sustain indefinitely the deployment overseas of two embarked maritime patrol helicopters (one on each coast) and one Aurora Maritime patrol aircraft as the forward element of the standing contingency task force anywhere in the world;
Provide a globally deployable special operations aviation capability to the special operations group;
Provide for up to six months, an air expeditionary unit as an integral element of the standing contingency task force. This unit would be comprised of:
§ Up to two Aurora Maritime Patrol Aircraft to support land-based and sea-based elements,
§ Up to six maritime helicopters for deployment with the naval task group, and
§ Up to six medium to heavy lift helicopters to support land operations;
Sustain indefinitely overseas an air expeditionary unit as an integral element of a deployed mission-specific task force. This would consist of up to six medium to heavy lift helicopters to support land operations;
Deploy for up to six months to a prepared base in a secure location an air expeditionary unit as an integral element of a mission-specific task force. This would consist of:
§ One airbus configured for air-to-air refueling, and
Six CF-18 aircraft for air-to-ground missions.
SPECIAL OPERATIONS CAPABILITIES
Enlarge joint task force 2 to enhance its ability to carry out missions at home and abroad, either alone or as part of the special operations group;
Enhance JTF 2 to deal with emergencies in different parts of the country;
Improve special operations training capabilities;
Provide special operations expertise to the special operations group, the standing contingency task force or mission-specific task forces in domestic emergencies.
Sustain for up to six months the deployment overseas of the special operations group;
Provide special operations elements to support the standing contingency task force or another mission-specific task force in order to enhance their covert surveillance and other capabilities;
Provide an enhanced JTF 2 to conduct operations such as the evacuation of Canadians and other non-combatants from areas of conflict; and
Enhance the joint nuclear, biological and chemical defence company to support civilian first responders in reacting quickly to a major incident in Canada; expand the joint nuclear, biological and chemical defence company to better protect Canadians at home as well as Canadian Forces units deployed on domestic and international operations;
Provide an enhanced joint nuclear, biological and chemical defence company for overseas operations, including as part of NATO missions.
DISASTER RELIEF
Enhance the capabilities of
the disaster assistance response team.
Building on lessons learned over the past several years (including the
most recent deployment to
Provide an enhanced disaster assistance response team, or its component parts, for humanitarian assistance missions at home;
Provide an enhanced disaster assistance response team, or its component parts, for humanitarian assistance missions overseas.
APPENDIX XI
Glossary
14 Wing:
The Air Force wing based at
Aircraft Update: A major modernization of aircraft systems designed to replace obsolete systems and/or add new capabilities. Used to extend the life or “time in service” of the aircraft as an alternative to replacement.
Antonov AN-124: Large strategic transport aircraft dating from the Soviet era. Several are now operating commercially and are occasionally chartered by the CF in support of CF overseas operations.
Arcturus: The Canadian name for a Lockheed P-3 not fitted with the anti-submarine warfare equipment. Used for training and maritime surface patrol. The remaining 2 of these aircraft will be taken out of service with the CF in 2007.
Asymmetric Cuts: Refers to the fact that, for various reasons, the Air Force was required to provide a significantly larger percentage of the personnel cuts than the other two services.
Asymmetrical Threat:
Describes a condition where the opposing force appears
disproportionately larger or smaller than your own. Commonly used today when
talking about the considerable conventional military might of the
Auxiliary Oiler Replenishment ships (AOR): These ships replenish Task Groups at sea with food, munitions, fuel, spare parts and other supplies. They also have large medical and dental facilities. Using their large capacity and extended range, our Task Groups can stay at sea for longer, and go further.
Base: The home location for Canadian Forces units. Usually made up of infrastructure (housing, hangers, garages, runways, etc.) and an organization designed to provide a full range of support services to the unit(s) housed there.
Blue water navy and brown water navy: Blue water Navy - a navy that has a credible and balanced (deep ocean) power projection capability.
Brown Water Navy- is a term in American naval jargon referring to actions in near shore and river environments. Small gunboats and patrol craft are the ships used by a brown water force.
Boeing 707: An obsolete airliner no longer in service with the CF. Replaced by the A-310 Airbus (Polaris).
Bow-wave: The wave that forms at the bow of a boat when it moves through the water. The size of the bow wave is a function of the speed of the boat, ocean waves, and the shape of the bow. A boat with a large draft and a blunt bow will produce a large wave, while boats that plane over the surface of the water or boats fitted with a bulbous bow will create smaller bow waves. In the context of this report, the “bow wave” is a large accumulation of costs over time that results from a continually deferring infrastructure maintenance.
Canada
Command will be headquarters in
Canadian Forces:
The armed forces of Her
Majesty raised by
Canadianizing: A coined term that refers to the program to replace equipment aboard British-built VICTORIA-class submarines with equipment already in use in, or compatible with, Canadian naval vessels.
CC-130 Hercules: Four-engine military cargo aircraft in service with the Canadian Forces since the 1960’s. 32 of these remain in the CF inventory.
CEFCOM:
Under the new CF
structure, Canadian Expeditionary Forces Command (CEFCOM) is the unified
command that is responsible for all Canadian Forces (CF) international
operations, with the exception of operations conducted solely by Special
Operations Group (SOG) elements. Similar to the integrated chain of command put
in place under Canada Command (Canada COM), the CF's operational command headquarters
responsible for domestic operations, CEFCOM will bring together under one
operational command the maritime, land and air force assets to conduct
humanitarian, peace support or combat operations wherever they are required
internationally. Headquartered in
CH-148: The Canadian designator for the new maritime helicopter that will eventually replace the Sea King.
Challenger:
Small passenger jet aircraft. Used by the government’s
executive flight service for the transport of senior officials (4 aircraft) and
by the Air Force (2 aircraft) for light transport and medical evacuation. All
aircraft are operated by the Air Force and maintained by Transport
Chief of Defence Intelligence: A military officer at the rank of Major-General or Rear Admiral whose responsibility is to provide intelligence services to DND and the CF in support of defence planning and military operations and to support other government departments as it relates to the security of Canada.
Chief of Defence Staff: The Chief of the Defence Staff has primary responsibility for command, control and administration of the Canadian Forces and military strategy, plans and requirements.
The Chief of the Defence Staff
is appointed by the Governor-in-Council on the advice of the
Prime Minister. The
CDS also has a special relationship to the
Governor General who, as the Queen's
representative in
The Chief of the Defence Staff is charged with the command, control and administration of the Canadian Forces and advises the Minister on all these matters - including military requirements, capabilities, options and the possible consequences of undertaking or failing to undertake various military activities. Whenever required, the Chief of the Defence Staff advises the Prime Minister and Cabinet directly on major military developments. The CDS is thus the senior military advisor to the Government as a whole.
The Chief of the Defence Staff implements government decisions involving the Canadian Forces by issuing appropriate orders and instructions. The CDS is accountable to the Minister for the conduct of CF activities, as well as for the condition of the Forces and their ability to fulfill the military commitments and obligations undertaken by the government.
Chinook: Large, twin-rotor helicopter typically used to transport equipment, troops and supplies around a theatre of operations. No longer in the CF inventory.
CFB - Canadian Forces Base: See “base” above.
Coastal Defence Vessels: Are multi-role minor war vessels whose primary mission is coastal surveillance and patrol. Coastal surveillance involves general naval operations and exercises, search and rescue, law enforcement, resource protection and fisheries patrols. The ships are very flexible -- inter-changeable modular payloads can be fitted for route survey, bottom object inspection and mine hunting and countermeasure.
Command and Control Capability: The ability to collect, analyze and communicate information, plan and coordinate operations, and provide the capabilities necessary to direct forces to achieve assigned missions.
Cormorant:
The new search and rescue helicopter acquired by the
CF over the past five years. 15 are in service with the CF based at
Counter-intelligence: Those activities which are concerned with identifying and counteracting the threat to security posed by hostile intelligence services or organizations or by individuals engaged in espionage, sabotage, subversion or terrorism.
Coyote: Light armoured reconnaissance vehicle.
DART – Disaster Assistance Response Team: A military organization designed to deploy rapidly anywhere in the world to crises ranging from natural disasters to complex humanitarian emergencies. It:
§ responds rapidly, in conjunction with national and regional governments and non-governmental agencies, to stabilize the primary effects of an emergency or disaster;
§ provides purified drinking water and medical aid to help prevent the rapid onset of secondary effects of a disaster; and
§ gains time for the deployment of national and international humanitarian aid to facilitate long-term recovery in a disaster-stricken community.
Datasets: A logically meaningful grouping or collection of similar or related data. Data having mostly similar characteristics (source or class of source, processing level and algorithms, etc.).
DCDS: Deputy Chief of the Defence Staff Responsible to the Chief of the Defence Staff – Plan, direct and support DND and CF operations (force employment – national and international); The mission of the DCDS Group is to excel in the conduct of contingency operations through Joint Force Planning, Generation, Enhancement and Development
Destroyer: A destroyer is a fast and maneuverable yet long-endurance warship intended to escort larger vessels in a task or battle group and defend them against smaller, short-range attackers (originally torpedo boats, later submarines and aircraft).
DIR (Defence Intelligence Review): The DIR is directly linked to the command and control requirement. The DIR was a recent review of all aspects of defence intelligence to increase the capacity and capability of the National Defence
Command Centre (NDCC) and enhance defence intelligence in general. The review reflects today’s complex operating environment, which requires improved situational awareness and net-centric responses. The DIR has also highlighted the need to better co-ordinate intelligence activities across departmental and functional components.
Environment:This term designates the naval, land and air components of the Canadian Forces.
Fiscal Year:
The financial or accounting year of an
organization, which may or may not coincide with the calendar year. An
organization may find it convenient to end its accounting year at a time when
inventory stocks are down. The fiscal year of
Frigate:
A warship intended to protect
other warships and
merchant marine ships and as
anti-submarine warfare
(ASW) combatants for amphibious expeditionary forces, underway replenishment
groups, and merchant
convoys.
FWSAR: Fixed-wing search and rescue as the name implies is that portion of the SAR mission conducted by conventional aircraft as opposed to helicopters. Fixed-wing resources tend to be used in the initial phases of the search to locate the distressed ship or aircraft and helicopters to perform the rescue. With limitations, both have some capability to perform the other’s role.
Geomatics: a field of activities that uses a systematic approach to integrate all means used to acquire and manage data obtained from sources in space.
Force generation:The principles, fundamentals and process that dictate how forces will be created that include equipping, training and otherwise preparing for operations.
Force
projection: The ability to project the military element of national power from
Griffons: Light utility helicopter used to transport small groups of troops and light equipment around the battlefield. 75 of 100 purchased in the 1990’s are in service with the CF.
GTS (GTS Katie): GTS refers to a Gas Turbine Ship and the GTS Katie was a 750-foot, roll on/roll off cargo ship.
Huey: Light utility helicopter used to transport troops and light equipment around the battlefield. Replaced by the Griffon in the CF inventory.
HUMINT: A category of intelligence derived from information collected and provided by human sources. 2. Intelligence derived from information collected and provided by human sources.
Imagery: A collective term that means the representations of objects reproduced electronically or by optical means on film, electronic display devices, or other media.
Impact Statement: A written statement to the Chief of Defence Staff and Deputy Minister by a Level One senior manager that indicates what the impact will be on his or her organization should the full allocation of requested funds not be provided for the coming Fiscal Year.
Information Technology: The scientific, technological and engineering disciplines as well as to the management technologies used in information handling, communication and processing, their applications and associated software and equipment and their interaction.
Interoperability: The capability to communicate, execute programs, or transfer data among various functional units in a manner that requires the user to have little or no knowledge of the unique characteristics of those units.
Interoperability of materiel: Many believe that it can make a major contribution to the smooth running of multilateral operations through interoperability of materiel and common command, control and communications arrangements.
ISAF: International
Security Assistance Force. The ISAF in
Joint Support Ship: The Joint Support Ship will provide three distinct capabilities to provide better support to both naval and land forces during joint, national and international operations. It replaces the current AOR. Its roles are:
a) Underway Support to Naval Task Groups – Underway support is the term used to describe the transfer of liquids and solids between ships at sea. This underway support also includes the operation of helicopters and a second line maintenance capability for helicopters, as well as a task group medical and dental facility;
b) Sealift – To meet a range of possibilities in an uncertain future security environment, three Joint Support Ships together will be capable of transporting 7,500 lane metres of vehicles and stores. This will provide for the transport of an army battle group. The capability will also include a flexible self load and unload function; and
c) Afloat Support to Forces Deployed Ashore – This capability will provide a limited joint force headquarters at sea for command and control of forces deployed ashore.
JTF-2: The Joint Task Force Two (JTF 2) of the Canadian Forces is a Special
Operations Forces unit that is responsible for federal counter-terrorist
operations. The mission of JTF 2 is to
provide a force capable of rendering armed assistance in the resolution of an
incident that is affecting, or has the potential to affect, the national
interest. The primary focus is counter-terrorism (CT), however, the unit can
expect to be employed on other high value strategic tasks. JTF 2 was created on April 1, 1993, when the
Canadian Forces (CF) accepted responsibility for federal counter-terrorism
operations from the RCMP. Since its inception, the unit has continuously
evolved to meet modern-day threats. As the events of 11 September 2001 have
shown, the threat of terrorism comes from an elusive, sophisticated and
determined enemy. In order to maintain an edge in this operational environment,
JTF 2 is continuously developing new capabilities, technologies, and tactics.
The year 2001 marked an important milestone in the history of JTF 2. The unit
was committed to the international Special Operations Forces coalition in
Kiowa: A small helicopter used primarily for battlefield reconnaissance. No longer in service with the CF.
“Level One” Manager: Senior military officers or senior civilian executives who hold Assistant Deputy Minister status and occupy key positions in DND at the level just below Chief of Defence Staff and the Deputy Minister.
Littoral: The coastal sea areas and that portion of the land which is susceptible to influence or support from the sea, generally recognized as the region which horizontally encompasses the land-watermass interface from 100 kilometres (km) ashore to 200 nautical miles (nm) at sea, and extending vertically into space from the bottom of the ocean and from the land surface
Medium Lift helicopter: Name given to a larger category of utility helicopter than is currently in the CF inventory. Would be used to transport larger groups of troops and their equipment around the battlefield. Consideration for acquiring this capability is underway but actual specifications have not yet been determined.
Mid-life refit: In a naval sense, a refit consists of preventive, corrective and unique maintenance activities that are undertaken at the half-way point of a vessel’s designed life. Major overhauls of heavy machinery and the replacement of obsolete electronic systems and/or sub-systems are typically undertaken.
Militia: Army component of the Primary Reserve.
Mine-hunting: The technique of searching for, or clearing mines using mechanical or explosion gear, which physically removes or destroys the mine, or produces, in the area, the influence fields necessary to actuate it.
National
Interests: The concept of the
security and well-being of the sate, used in making foreign policy. A national
interest approach of foreign policy demands realistic handling of international
problems, based on the use of power divorced from moral principles and values.
Conflicts of national interest in the state system are resolved through
diplomacy, international law, international institutions or, ultimately,
through war. The national interest
concerns the defence and maintenance of the social, political and economic
stability of
Operational Tempo: Ops Tempo normally refers to unit activity and Pers Tempo refers to individual activity.
Overseas
Rotations/ROTO: The frequency by which military units are rotated
between
Personnel tempo: The frequency and quantity of time spent on military duties away from home.
Note 1: The accumulation of absences from home can be due to overseas deployments individual or unit-level training or incremental tasking. Personnel tempo is therefore not just a phenomenon experienced by Canadian Forces members on deployed operations.
Note 2: As with virtually all other NATO nations, the CF and DND are experiencing two converging demands. The first is that the general level of operational commitments have increased over the last ten years while the second is that the demands made on personnel during non-operational times have also augmented. The latter factors include obvious indicators such as the ice storm or flood relief efforts (with Y2K yet to come) and frequent retraining due to Military Occupational Structure (MOS) Review driven changes and new general purpose courses (Standard for Harassment and Racism Prevention (SHARP), ethics, environmental, etc). These also encompass the Quality of Life (QOL) dissatisfiers of reduced cost moves, lack of promotions, uncertainty over future ASD or downsizings, and potential pension amendments as well as the growing reality that continued reductions of non-operational positions is making postings to bases and HQs highly stressful. While Ops Tempo normally refers to unit activity and Pers Tempo refers to individual activity, the real concern is the cumulative effects of what could be considered "career tempo" have the potential, particularly for the CF, to reduce commitment, increase burnout and contribute to elevated unscheduled attrition.
Platform: Refers to a ship, aircraft or vehicle on which a weapon system is mounted.
Polaris: Canadian designator for the A-310 Airbus used by the CF to transport passengers and bulk freight. Two are being modified to function also as tankers to provide air-to-air refueling. 5 are in service with the CF.
RECCE - Reconnaissance: A mission undertaken to obtain, by visual observation or other detection methods, information about the activities and resources of an enemy or potential enemy, or to secure data concerning the meteorological, hydrographic, or geographic characteristics of a particular area.
Recognized Maritime Picture:
A plot compiled to depict maritime activity on each of
Regular Forces: Component of the Canadian Forces that consists of officers and non-commissioned members who are enrolled for continuing, full-time military service.
Reserve Force: Component of the Canadian Forces that consists of officers and non-commissioned members who are enrolled for other than continuing, full-time military service when not on active service. The Primary Reserve comprises the Militia, the Naval Reserve, the Air Reserve and the Communications Reserve. Other sub-components of the Reserve Force are: the Supplementary Reserve, the Cadet Instructors Cadre and the Canadian Rangers.
Risk Management: A logical step-by-step process to protect, and consequently minimize risks to, the government’s property, interests and employees. Risk includes the chance of damage to or loss of government property, and the chance of incurring second- or third-party liability to non-government entities.
ROE - Rules of Engagement:Directives issued by competent military authority which specify the circumstances and limitations under which forces will initiate and/or continue combat engagement with other forces encountered.
Route survey: Involves the detailed collection of ocean bottom information in order to provide a "before" picture of the ocean bottom. A multibeam side scan sonar is used. Collected information includes; Bathymetry (underwater topography), Sediment Classification, Object Positioning and Identification and Mine Burial Impact Assessment. Although the primary focus is to compile and catalogue acoustically derived imagery beneath pre-determined shipping routes, Route Survey also works with Other Government Departments (OGDs) through various Memorandums of Understanding (MOU), providing Aid to Civil Power.
Rust-out: The physical deterioration of a real property or moveable asset, causing a degradation in the asset's performance, which may cause increased operating and maintenance costs, decreased economic life, and a negative impact upon service delivery.
SAR: Search and Rescue.
Sea King:
A medium-sized maritime patrol and anti-submarine
warfare helicopter. These operate both from ashore and from
Sealift: To transport (personnel or supplies) by sea.
Side-scan sonar: A category of sonar system that is used to efficiently create an image of large areas of the sea floor. This technique is used for a wide variety of purposes, including creation of nautical charts and detection and identification of underwater objects and bathymetric features. The sensor emits pulses down toward the seafloor across a wide angle perpendicular to its path through the water, which may be towed from a surface vessel or submarine, or mounted on the ship's hull.
“Sign off and Aircraft”: Certify that maintenance work completed on the aircraft has been done correctly and that the aircraft is ready to be flown.
SITREP - Situation Report:A report giving the situation in the area of a reporting unit or formation.
Six Pack: Refers to a deployment package of 6 CF-18 aircraft along with the crews and other essentials required to operate away from home.
Special
Forces:
Canadians
served with distinction in several types of Allied Special Forces units during
the Second World War. One such unit was the legendary
Special Operations Group (SOG): As articulated in the 2005 Defence Policy Statement, the operational transformation of the Canadian Forces will focus on the establishment of new joint organizations and combat structures that can meet the Government’s expectations for effectiveness, relevance and responsiveness. A key element of this transformation is the creation of a Special Operations Group (SOG) that will be capable of responding to terrorism and threats to Canadians and Canadian interests around the world.
The SOG will be composed of Joint Task Force 2 (JTF2), the Canadian Forces’ special operations and counterterrorism unit; a special operations aviation capability centred on helicopters; a Joint Nuclear, Biological and Chemical Defence Company ; and supporting land and maritime forces. The SOG will be capable of operating as an independent formation but its primary focus will be to generate Special Operations Forces (SOF) elements to support Canada Command (Canada COM) and the Canadian Expeditionary Forces Command (CEFCOM). Integrating special operations forces in this manner will increase their impact in
operations, as well as the range of options available to the government in the deployment of the Canadian Forces.
Squadron: The basic operating unit of (usually) an air force. Typically consists of about 10 to 20 aircraft, crews and support equipment designed to operate as an entity.
Strategic airlift: The type of airlift used to haul large quantities of materiel (and personnel) over long distances, usually from home to a marshalling point in the theatre of operations. Usually large aircraft with long unrefueled range.
Strategic (plan): A plan for the over-all conduct of a war. A long-range plan that includes the major objectives of an organization and how they are to be attained.
Submarines:
Self-propelled submersible types
regardless of whether employed as combatant, auxiliary, or research and
development vehicles which have at least a residual combat capability.
Sustain forces deployed: To provide for the needs of forces conducting operations away from home to include food, housing, medical care, fuel, ammunition, spare parts reinforcements etc. In short everything the force requires to continue to operate.
T-33: A fighter aircraft from the 1950’s used until recently by the Air Force for combat support missions (training, towing gunnery targets, etc.). No longer in service.
Tactical airlift: The type of airlift used to carry personnel and materiel over shorter distances within a theatre of operations. Usually smaller, somewhat more agile aircraft with some capability to defend against attack.
Tactical (plan): A detailed and relatively short-range plan describing the immediate goals, their order of priority, their completion dates, the precise means to be employed and the coordination required.
Tracker: A smaller twin-engine maritime patrol aircraft formerly used for fisheries and other inshore maritime patrol. No longer in service with the CF.
Trained and effective personnel and technicians: Personnel who have been fully trained and qualified to perform their assigned function and who are otherwise available (medically fit etc.) to perform it.
Trinity / Athena: TRINITY and ATHENA are organizations within Maritime Forces Atlantic and Maritime Forces Pacific respectively. Among their responsibilities are administering the Maritime Operations Centres that are being augmented by representatives from six other government departments (Transport Canada, the RCMP, the Canadian Border Service, Department of Fisheries and Oceans, and the Canadian Coast Guard) to create the new Maritime Security Operations Centres that will “fuse” data from each department’s units to create an improved Recognized Maritime Picture.
V Corps: The US Army formation
that was in
Vessels of Interest:
Any seagoing vessel that is traveling in or near
Wing: An air force structure consisting of a number of squadrons and other units designed primarily to conduct operations. A Wing will usually specialize in providing a single capability such as a fighter force or airlift.
Yakolev-42: Soviet era Russian airliner similar in appearance to a Boeing 727.
APPENDIX XII
Biographies of Committee Members
The Honourable NORMAN K. ATKINS, Senator
Senator Atkins was born in Glen Ridge, New Jersey. His family is from
A former President of Camp Associates Advertising
Limited, a well-known Toronto-based agency, Senator Atkins has also played an
active role within the industry, serving, for instance, as a Director of the
Over the years, Senator Atkins has had a long and successful career in the field of communications – as an organizer or participant in a number of important causes and events. For instance, and to name only a few of his many contributions, Senator Atkins has given of his time and energy to Diabetes Canada, the Juvenile Diabetes Foundation, the Dellcrest Children’s Centre, the Federated Health Campaign in Ontario, the Healthpartners Campaign in the Federal Public Service as well as the Chairperson of Camp Trillium-Rainbow Lake Fundraising Campaign.
Senator Atkins was also involved with the Institute for Political Involvement and the Albany Club of Toronto. (It was during his tenure as President in the early 1980’s that the Albany Club, a prestigious Toronto private club, and one of the oldest such clubs across the country, opened its membership to women.)
Senator Atkins has a long personal history of political involvement. In particular, and throughout most of the last 50 years or so, he has been very active within the Progressive Conservative Party – at both the national and the provincial levels. Namely, Senator Atkins has held senior organizational responsibility in a number of election campaigns and he has served as an advisor to both the Rt. Hon. Brian Mulroney and the Rt. Hon. Robert L. Stanfield, as well as the Hon. William G. Davis.
Norman K. Atkins was appointed to the Senate of Canada
on June 29, 1986. In the years since, he
has proven to be an active, interested, and informed Senator. In particular, he has concerned himself with
a number of education and poverty issues.
As well, he has championed the cause of Canadian merchant navy veterans,
seeking for them a more equitable recognition of their wartime service. Senator
Atkins served in the
Currently, Senator Atkins is the Chair of the
Progressive Conservative Senate Caucus, and a member of Internal Economy,
Budgets and Administration, the National Security and Defence Committee and the
Veterans Affairs Subcommittee. He is
also the Honourary Chair of the Dalton K. Camp Endowment in Journalism at
The Honourable TOMMY BANKS, Senator
Tommy Banks is known to many Canadians as an accomplished and versatile musician and entertainer. He is a recipient of the Juno Award, the Gemini Award and the Grand Prix du Disque.
From 1968 to 1983 he was the host of The Tommy Banks Show on television. He has provided musical direction for the ceremonies of the Commonwealth Games, the World University Games, Expo ’86, the XV Olympic Winter Games, various command performances and has performed as guest conductor of symphony orchestras throughout Canada, the United States, and in Europe.
He was founding chairman off the Alberta Foundation for
the Performing Arts. He is the recipient
of an Honourary Diploma of Music from
Tommy Banks was called to the Senate of Canada on 7 April 2000. On 9 May 2001, Senator Tommy Banks was appointed Vice-Chair of the Prime Minister's Caucus Task Force on Urban issues.
He is currently a member of the Committee on National Security and Defence, Chair of the Committee on Energy, the Environment and Natural Resources, and chair of the Alberta Liberal Caucus in the Parliament of Canada.
A Calgary-born lifelong Albertan, he moved to
The Honourable Jane Cordy, Senator
An accomplished educator, Jane Cordy also has an extensive record of community involvement.
Senator Cordy earned a Teaching Certificate from the
Nova Scotia Teacher’s College and a Bachelor of Education from
In 1970, she began her teaching career, which has included stints with the Sydney School Board, the Halifax County School Board, the New Glasgow School Board, and the Halifax Regional School Board.
Senator Cordy has also served as Vice-Chair of the Halifax-Dartmouth Port Development Commission and as Chair of the Board of Referees for the Halifax Region of Human Resources Development Canada.
Senator Cordy has also given generously of her time to numerous voluntary organizations. She has been a Board Member of Phoenix House, a shelter for homeless youth; a Member of the Judging Committee for the Dartmouth Book Awards; and, a volunteer with her church in Dartmouth.
Senator Cordy is a native of
Currently, she is a member of the Standing Senate
Committee on National Security and Defence and the Standing Senate Committee on
Social Affairs, Science and Technology.
She is Chair of the Canadian NATO Parliamentary Association and
Vice-Chair of the Canadian Branch of the Commonwealth Parliamentary
Association.
The Honourable JOSEPH A. DAY, Senator
Appointed to the
Senate by the Rt. Honourable Jean Chrétien, Senator Joseph Day represents the
He is currently a Member of the following Senate Committees: National Security and Defence; the Subcommittee on Veterans Affairs, National Finance and Internal Economy Budgets and Administration. Areas of interest and specialization include: science and technology, defence, international trade and human rights issues, and heritage and literacy. He is a member of many Interparliamentary associations including the Canada-China Legislative Association and the Interparliamentary Union. He is also the Chair of the Canada-Mongolia Friendship Group.
A well-known
An active member of the community, Senator Day recently chaired the Foundation, and the Board of the Dr. V.A. Snow Centre Nursing Home, as well as the Board of the Associates of the Provincial Archives of New Brunswick. Among his many other volunteer efforts, he has held positions with the Canadian Bar Association and other professional organizations, and served as National President of both the Alumni Association (1996) and the Foundation (1998-2000) of the Royal Military Colleges Club of Canada.
Senator Day holds
a Bachelor of Electrical Engineering from the Royal Military College of Canada,
an LL.B from Queen’s University, and a Masters of Laws from Osgoode Hall. He is a member of the bars of
The Honourable J. MICHAEL FORRESTALL, Senator
The Honourable J. Michael Forrestall was born at
The Honourable J. Michael Forrestall was subsequently re-elected to the House of Commons in 1968, 1972, 1974, 1979, 1980, and 1984. He first became Official Opposition Defence Critic in 1966, and challenged the government of Prime Minister Pearson on the Unification of the Canadian Forces. Senator Forrestall subsequently served as Defence Critic from 1966-1979 and served over that period of time as a member of the House of Commons Standing Committee on National Defence and Veterans Affairs.
From 1979-1984, the Honourable J. Michael Forrestall served as a member or alternate to the North Atlantic Assembly. During that period of time he also served as General Rapporteur of the North Atlantic Assembly’s Military Committee and presented the committee report entitled Alliance Security in the 1980's. In November of 1984, Senator Forrestall led the Canadian delegation to the 30th Annual Session of the North Atlantic Assembly.
In 1984, the Honourable J. Michael Forrestall was appointed Parliamentary Secretary to the Minister of Transport, and in 1986, the Minister of Regional Industrial Expansion and the Minister of State for Science and Technology. He was a candidate in the 1988 General Election and defeated. In 1989, Senator Forrestall was appointed to the Board of Directors of Marine Atlantic, and then in 1990, appointed to the Veterans Appeal Board.
On September 27, 1990, the Honourable J. Michael
Forrestall was appointed to the Senate of Canada. From 1993-1994 he was a
member of the Joint Parliamentary Committee on
The Honourable J. Michael Forrestall is currently a member of the NATO Parliamentary Association, Canada-Europe Parliamentary Association, Inter-Parliamentary Union, Commonwealth Parliamentary Association, Canada-U.S. Inter-Parliamentary Group and the Royal Canadian Legion and a Director of the North Atlantic Council of Canada.
The Honourable COLIN KENNY, Senator
Career History
Sworn in on June 29th, 1984
representing the
Committee Involvement
During his parliamentary career, Senator Kenny has served on numerous committees. They include the Special Committee on Terrorism and Security (1986-88) and (1989-91), the Special Joint Committee on Canada’s Defence Policy (1994), the Standing Committee on Banking Trade and Commerce, the Standing Committee on National Finance, and the Standing Committee on Internal Economy, Budgets and Administration.
He is currently Chair of the Standing Senate Committee on National Security and Defence. The Senator is also currently a member of the Steering Committee of the Standing Senate Committee on Energy, the Environment and Natural Resources.
Defence Matters
Senator Kenny has been elected as Rapporteur for the Defence and Security Committee of the NATO Parliamentary Assembly. Prior to that he was Chair of the NATO Parliamentary Assembly Subcommittee on the Future Security and Defence Capabilities and Vice-Chair of the NATO Parliamentary Assembly Subcommittee on the Future of the Armed Forces.
EMAIL: kennyco@sen.parl.gc.ca
Website: http://sen.parl.gc.ca/ckenny
The Honourable MICHAEL A. MEIGHEN, Senator
Appointed to the
Senate in 1990, the Honourable Michael Meighen serves on various Senate Standing
Committees including Banking Trade and Commerce, Fisheries, National Security
and Defence, and chairs the Subcommittee on Veterans Affairs. He has also
served on the Special Joint Committee on
In his private career,
Senator Meighen practiced litigation and commercial law in
Senator Meighen’s present involvement in community service includes the Salvation Army (Past Chair), Stratford Festival (past Chair), Prostate Cancer Research Foundation (Director), Atlantic Salmon Federation - Canada (President), University of King’s College (Chancellor), University of Waterloo Centre for Cultural Management (Chair, Board of Governors), McGill University (Governor).
Senator Meighen is a
graduate of
The Honourable JIM MUNSON, Senator
Jim Munson is best known to Canadians as a trusted journalist and public affairs specialist. He was nominated twice for a Gemini in recognition of excellence in journalism.
As a journalist, he reported news
for close to thirty years, more recently as a television correspondent for the
CTV network. During those years he
applied his knowledge, his skills and his wit as an acute observer of people
and politics to write and deliver compelling television stories and reports
from all parts of
After a brief period of consulting with the Minister of Indian and Northern Affairs, he joined the Prime Minister’s Office, first as a Special Communications Advisor before being promoted to Director of Communications.
Jim Munson was called to the
Senate of Canada on 10 December 2003, to represent the
He is currently a member of the Committee on National Security and Defence, Internal Economy, Budgets and Administration, and the Committee on Official Languages.
Born in
The Honourable Pierre Claude Nolin, Senator
Senator Pierre Claude Nolin
was first appointed to the Senate by Prime Minister Mulroney on June 18, 1993
to represent the district of De Salaberry in
Since his appointment, he has been an active parliamentarian nationally and on the international scene. He is the Vice-Chair of the Senate Committee on Internal Economy, Budget and Administration. He is also a member of the Senate Committee on Legal and Constitutional Affairs and the Joint Committee for the Scrutiny of Regulations. From 1999 to 2002, he chaired the Special Senate Committee on Illegal Drugs.
At the international level, he serves as the Vice-President of the Canadian NATO Parliamentary Association and General Rapporteur of the Science and Technology Committee.
Senator Nolin is lawyer and has been a member of the Quebec Bar Association since 1977. He has worked for several law firms.
Before his appointment, he was active politically serving in key posts inside and outside the federal government. He was chief of staff for the Minister of Public Works from 1984 to 1986. He was subsequently named to the position of special assistant to Prime Minister Brian Mulroney. He left the federal government to assume the position of Director General of the Progressive Conservative Party of Canada. He also served as Co-Chair of the 1997 Electoral Campaign.
Born in
APPENDIX XIII
Biographies of the Committee Secretariat
Major-General (Ret’d) G. Keith McDonald, Senior Military Advisor
MGen McDonald grew up in
MGen McDonald operationally flew the Tutor, T-33, CF5, CF104 and CF18 aircraft accumulating over 4000 hours of pilot in command throughout his 37-year career in the Air Force, Canadian Forces.
He held staff positions at the
Major General McDonald ended his
military career as the Director of Combat Operations at Headquarters North
American Aerospace Defence Command at
After leaving the military in 1998, General McDonald served a period of “conflict of interest” prior to joining BMCI Consulting as a Principal Consultant in the Aerospace and Defence Division. He left BMCI in 2002 to set up his own consulting company, KM Aerospace Consulting.
Major General McDonald has a degree in Political and Economic
Science (Honours Courses) from the
General McDonald is married to the former Catherine Grunder of
Barry A. Denofsky, National Security Advisor
Mr. Denofsky held a variety
of operational and senior management positions with CSIS which have included the following: Chief, Counter
Intelligence, Quebec Region, Deputy Director General Operations, Ottawa Region, Deputy Director General Counter
Terrorism, Headquarters,
Mr.
Denofsky also represented CSIS for many years at meetings of the NATO Special
Committee in
Mr. Denofsky is a graduate of
the
Brigadier-General James S. Cox OMM CD MA (Retired), Analyst
Brigadier General James S.
Cox was born in
In following years, Brigadier
General Cox served with the
Brigadier General Cox
completed six operational tours of duty with the United Nations. He has trained
with the United States Army, The United States Marine Corps, the British Army
Special Air Service and the Royal Marines. He is a graduate of the
Since retiring from the Army
in August 2001, Brigadier General (Ret’d) Cox has worked as a consultant in
Ottawa, completed graduate studies and served as the Executive Secretary of the
Canadian Association for Security and Intelligence Studies. In addition to his
current position as a
Liam Price, Analyst
F. William Price joined the Parliamentary Research Branch of the
Mr. Price received a cum laude Bachelor of Science Foreign
Service in International Politics Security Studies from
Mr. Price's recent studies
have included work on post-positivist international relations theory, military
responses to terrorism and the emergence of Private Military Companies in
Steven James, Analyst
Steven James joined the
Parliamentary Information and Research Service of the
Mr. James received a Bachelor
of Arts (Psychology and Sociology) in 1993 from the
Mr. James' recent studies
have focused on
Previous to joining the
Committee, Mr. James served as a Police Officer for the both the Ontario
Provincial Police (1994 - 1998) and the Toronto Police Service (1998 -
2001).
Jodi Turner, Committee Clerk
Jodi Turner joined the Committees Branch of the Senate in January 2005. She serves as the Co-clerk for the Standing Senate Committee on National Security and Defence.
Ms. Turner received a cum laude Double Honours Bachelor of
Arts (French and Political Studies) and a cum
laude Masters in Public Administration (specialization in Canadian
Politics), from the
Previous to joining the
Committee, she served as Chief of Staff to the Speaker of the Senate from 2002 –
2005; and was Vice-President of Research for Western Opinion Research in
Barbara Reynolds
Barbara Reynolds has worked with Canadian parliamentarians for 30 years
in various capacities. Trained as a sociologist, she worked for 10 years as a
research officer for the
An associate of the Parliamentary Centre for 15 years, she organized
fact-finding visits for legislators to and from the
From 1985 to 2000 she also served as adviser to the Canadian Group of the Inter-Parliamentary Union, the worldwide organization of legislators that serves as the parliamentary wing of the United Nations.
In April 1998, she joined the Senate Committees Directorate as a Committee Clerk. Her committee assignments have included: Security and Intelligence; Boreal Forest, Fisheries; Transportation Safety; Veterans Affairs; and National Security and Defence. In June 2002, she received the Speaker’s Award of Excellence for her work in the Senate.
Kevin Pittman – Legislative Clerk
Kevin studied history at
Memorial University of Newfoundland and then went on to complete a Political
Science degree at
Following a 3 year period
overseas in Asia, he undertook his graduate studies in Policy Analysis at
He began working at the
Committees Directorate in September, 2004. For the two years previous, he was
with Parliamentary Public Programs at the