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Evidence NDDN 41-1 No 7 House of Commons of Canada

We have to be able to do a little bit of that every time we go out the door; then we simply shift as required to meet that challenge. We do train soldiers, and I remember my own training. We looked at behaviour patterns and what were the tell-tale signs. ” “Well, I saw this, I saw that, here’s cmtc coin what happened.” We try to train our soldiers about the things to look for. Even on my last tour as a general officer in Kabul, I was particularly aware of that , because I was in a different area of operation with a different group that used a different methodology to prosecute its attacks.

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We have soldiers and we’re intensely proud of what they have achieved, but we’re only as good as today when we start again. When they get to the field, they’re ready to work together as a team, normally implying they can go to the field and train at a platoon level. So a platoon can literally just go out and do its training and normally that platoon commander would be training the younger sergeants beneath him. And so it goes all the way up to what you saw, which was a brigade and a brigade commander. And although we were doing things to help train his staff, the primary training audience was actually the companies inside the battalions. They would undertake training at one of the army training centres across the country and become qualified.

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The army commander’s critical topic list also provides direction and focus to the collection and priority efforts. Turning to slide 2, the army’s doctrine is the intellectual foundation upon which all of our training and professional development is built. Automobile insurers are not liable to pay for expenses related to professional services rendered to an insured person that exceed the following maximum hourly rates.

Resources are finite, but the primary audience there was a level 4 to 5, within a level 6 context. To us that means the company level within the battle group. We have doctrines on stability operations.

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So we expect to be going into that scenario. In the immediate missions that just went out the door, we might not have achieved the percentage of reservists that we would like. But I can tell you that in a subsequent rotation that will come of the Secteur Québec de la force terrestre, we’ll have close to 25% reservists. So we’re going to continue to go down that road, because of the skills they bring to the table.

Some of those issues you’re talking about can be so minor that you just say they’re because of the individual concerned. You have personalities, even within our own country and our own value set. I have to be cognizant of my age and relative experience in the army versus that of some of the young men and women who are coming in the door now. Because we spend a great deal of time and effort recruiting and training them, the last thing we want to do is to see somebody head for the door. It is close to the core, and in that way I think there’s a definite asset that Canadians bring to the table when they walk in the door. I have truly seen that among very young and junior soldiers, in the way they approach people, in the way they conduct themselves in working in diverse environments, and even in training environments.

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So we come from diverse backgrounds but we also link back into that joint doctrine we have from NATO. That joint doctrine is taught at the Canadian Forces College in Toronto. So I first learned about the NATO joint doctrine when I was a major at the Canadian Forces College some 15 years ago. So that’s a constant theme all the way through.

Our capability was not what it should have been. When we talk about not violating fundamental Canadian values, that’s a different story. We’re well schooled in the law of armed conflict.

So we’re not like we were back in the days of the Cold War, when a huge number of soldiers were always ready to go to face that set. We try to move through a system to make it predictable, to mitigate the tempo, to balance the individual courses and career courses that are necessary, and to balance the professional military education. But that means that the army is continuously engaged in a training cycle, and it’s managed by brigades, units, and sub-units, all the way down right across the army. If you look back at slide 1, it talks about institutional training, foundation training, and high-readiness training. That doesn’t mean that everybody in the Canadian Forces, or the army in particular, is doing the same thing at the same time. There are people at different stages all the way through to heading out the door on operations and preparedness, but we’re always taking individuals at various levels of training.

This could change very quickly, but for our soldiers there is a risk that they might want to seek other challenges if we don’t keep them engaged. The validation phase is really a continuous activity whereby we assess the relevance, accuracy, and currency of doctrine, whether from lessons learned or from issues raised by the schools or observed during training activities. The validation phase can also drive doctrinal changes and thus overlaps with the analysis phase in what is really a continuous cycle of doctrine development.

  • And then there’s a cultural awareness piece, because, as an example, we’ve been focused down in Kandahar where the overwhelming majority of the population is Pashtun.
  • From a training perspective, if we’re going into an area and we know we’re going to work with allies of particular nations, we make sure that our leaders are aware of the caveats those nations may be applying within that tactical environment.
  • I did not go to military college, but joined a little bit later.
  • In the immediate missions that just went out the door, we might not have achieved the percentage of reservists that we would like.
  • This Rollout Guideline applies to documents specified in this Rollout Guideline that are delivered on or after April 2, 2007, regardless of the date of the accident to which they relate.

That’s really something in the field of the Chief Military Personnel command, which does that kind of analysis based on questionnaires and the like. So we have some military personnel analysis for that. We run through a process called the annual military occupation review, which projects what those rates are going to be. You mentioned that the military has made huge strides in building mutual respect between the regular and reserve army.

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That the notice issued under section 240 of the Business Corporations Act set out in the February 17, 2007 issue of the Ontario Gazette with respect to UCL Caneng Ltd., was issued in error and is null and void. That by orders under subsection 241 of the Business Corporation Act, the certificates of incorporation set out hereunder have been cancelled and corporation have been dissolved. I use this analogy out on the field, that I train what’s on the bench. That which is within the context of the army, that’s my focus. At the present time, if I am not mistaken, all occupations under your chain of command are operational and do not face any shortages.

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Each day it’s escalating to where soldiers in uniforms from opposing forces are going to cross the border inside the manoeuvre training centre at Wainwright, and it’s going to cause our commander to have to go through a deliberate tactical estimate. There will be other armoured forces and other infantry—regular soldiers, not irregulars—who are going to be there and that he’s going to have to deal with at the same time as a possible threat of insurgent activity along his lines of communication. Lastly there are some areas where reservists are uniquely qualified to provide a skill set that isn’t replicated in the regular force.

As an example of some of the challenges and the lessons learned, we reacted very fast to an emerging improvised explosive device and suicide bomber threat. In Afghanistan during my first tour, the challenges in that environment weren’t seen and evolved quite rapidly. We reacted in a way that allowed us to acquire the capability, the doctrine, and now the tactics, techniques, and procedures, that our allies are very interested in. That’s an example of a hard won lesson; we lost lives. That’s a capability we do not want to see pass because, if we look around the world, in just about any scenario we could go into, we could find similar threats. So that’s an example of a lesson learned that we need to retain and be pretty good at.

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We maintain them at a higher level of readiness. In one of my organizations, which is in Trenton as well, the Land Advanced Warfare Centre, we have parachutists who are tasked with being ready. Their kit is checked daily, and they are prepared to go in response to a major airline disaster, as an example. So there are various organizations involved. And this is all based on a task set that works from the Government of Canada back down through the chain of command. We do exercise those on a continuous basis.

The reserve force is a challenge, and there are a number of different ways to take that question. Are the difficulties in Afghanistan for our troops a result of differences in capabilities and standard operating procedures between us and our NATO and ISAF allies? I am asking this question because you know very well there are different rules of engagement and different procedures, making it very difficult to conduct operations in that situation. We need to balance that issue, so maybe you can elaborate on that. But through NATO we do have organizations that are designed to….

That by orders under section 240 of the Business Corporation Act, the certificates set out hereunder have been cancelled for cause and in the case of certificates of incorporation the corporations have been dissolved. The effective date of cancellation precedes the corporation listing. So I think that it has amplified some of the existing doctrine and, for sure, there are elements of this that have changed. But I think that’s just been a gradual evolution and it’s been heavily influenced, not so much by the operations necessarily, but by who we are as Canadians. From where we were 15 to 20 years ago to where we’re now, it’s been a gradual evolution of Canada and our values, and these are the people who are coming in the door to represent you. I would not want to see us have to relearn hard lessons.

So when they reacted to that, they reacted in a way that told them there were other people there with weapon systems that could hurt them from a distance. It imposed another level of tactical problem solving that the commander had to go through in his estimate. Recognizing that it was very early on in his training, that’s a very good thing to push him through because they’re able to work that through in their head. It may have had a provincial reconstruction team.

Regardless of gender, you need to be able to operate a weapon to defend yourself, to be able to support others within the team. Also, within the context of going into operations, as an example, Afghanistan would only be one. But to take the other extreme, we would be addressing cultural sensitivities, the various cultural aspects of that area of operation, how men and women interact in that environment, so as not to give offence. To use the example, I said that we don’t want to do harm; first and foremost, do no harm. That’s one of the things that we take into consideration. We want to be cautious that we don’t create two groups, in the sense of allowing that foot in the door to grow apart the two components of the army, because it really is one army at the moment.

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