But we’ll also apply collective training standards more formally to reserve units. There is a piece of doctrine, a book called Canada’s Army, that underlines the values. Without describing the entire book, it is mandatory reading for all. We use it as the cornerstone of what we expect. We expect https://cryptolisting.org/ Canadian soldiers, wherever they go, to represent that ethos and to reflect the values that Canadians want us to represent. We must ensure, day in and day out, as our soldiers train and get ready for operations that they understand they are Canadians first, and are representative of Canadians.
- But the reserves are in every major community across the country.
- It was not common 5 to 10 years ago for the regular and reserve components to train together.
- The observation and recommended plan of action is then briefed to the appropriate authority and their decisions and direction are tracked by the army lessons-learned centre.
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Even within the context of the counter-insurgency manual, you find very clear indications of what the expectations are for Canadian soldiers when they prosecute operations. We have many units in various occupations where we lack sufficient warrant officers and sergeants to bring the units up to full strength. In the future, we will continue to train those. At the same time we’re training them, we have to backfill that base, otherwise we will go right back to where we were, to the hollowness that we had pre-2005. That didn’t stand anybody in good stead—certainly not Canada.
I literally deal with guidance from Lieutenant-General Devlin, the commander of the army, and I work within the resource envelope that he’s given. But there’s a level between him and higher people in the department that as a trainer I don’t work with. The doctrine exists for us to conduct thorough operations working with the Royal Canadian Navy. The issue for us is simply that it’s a platform and a training opportunity. We do work within the context of other exercise scenarios, whether on the Pacific or on the Atlantic coasts, so I would link with them.
They are the best of the best, and we’re going to make sure they can do the jobs the government calls on them to do from time to time. You talked about training to excite and your enthusiasm is infectious. I don’t see how the troops cannot get excited about all the great work that you’re doing. I definitely understand your responsibility to make sure that our soldiers are properly trained so that they can get out there and do the job in the most effective and safe way they can.
That leads me to believe there wasn’t always that mutual respect there. At the same time, readiness to us is an ongoing issue, because every day there may be an officer or an NCO who is retiring, somebody else who going needs to be promoted, or somebody else who has to be trained to take their place. It’s a continuous process for which we have coined the term “perpetual training”. So there’s training ongoing at multiple different levels concurrently, because we have to do that.
Our focus needs to remain on training combat-effective, medium-weight forces that can adapt to any task. The experiences in Afghanistan have validated some of the central concepts of our doctrine. The all-arms battle group remains the core of our capability.
It doesn’t mean just physically, but also intellectually, challenging. It means giving them an opportunity to develop as a whole person, with professional military education, but also through developing their citizenship skills. At the end of the day, it’s really about keeping that person engaged. It’s a word that we have chosen specifically because it resonates with the young people, not necessarily with the way we perceive it.
There are shortages at certain rank levels where we need to run more courses, where over the last four or five years our soldiers weren’t available because they were continuously going back into operations. We will bring individuals back and try to get them onto their career courses so that we can take a master corporal and make him a sergeant, or take a sergeant and make her a warrant officer. The term we coin is “full-spectrum operations”.
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Training is a huge component of the army’s operational readiness. I sat in on some of the courses getting soldiers ready to go to Afghanistan and witnessed the speed with which you’re bringing the lessons learned right to the people who are about to go out. There’s nothing more powerful than having a recent amputee give that IED awareness course to a group of people. The army commander has coined a phrase, “train to excite”.
Related to the services of any of the health care professions or health care providers listed in the Guideline. They’re going into an environment where there are still threats and there is still an enemy that would like to inflict harm and casualties, so it’s a combat environment in Afghanistan, even if we’re not prosecuting offensive combat operations. Those are the kinds of things that are part of the package. But beyond just recruiting, there are rank gaps.
The soldiers need to be able, first and foremost, to defend themselves and then to work that process through. The fundamental piece of that is working as a team. I’d like you to talk a little bit about the training there, because it’s not the traditional military mission of protect, repel, and then neutralize, but about humanitarian efforts. I did not go to military college, but joined a little bit later. The things that drive me to put on my uniform every day are the things we continue to want to replicate, because then we will have strength in the team so that it’s both more efficient and more effective. No matter where we go today, we are in some ways heavily influenced by the perception that there is either conventional conflict or counter-insurgency.
And we do that on a number of other fronts. We also cater to it in that way I mentioned, doing regular and reserve training to the same standard, but not necessarily on every task. So we try to align the system in a modular format to allow reservists to be able to take that. That provides a cornerstone, and if a reservist comes out into operations, they will go through a deliberate road to high readiness. We will address the delta that they may have had in their training and top them up so they’re ready to go.
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Then when they go into the collective training cycle of that particular unit–say if this recruit were in a battalion that was going to go out the door for operations–they would begin by conducting a series of what we call levels 1-to-7 training. Then they work within the context of a platoon, then within the context of a company. There’s a lot of that training that has to be done in garrison before we get to the field.
I could go toward intelligence, cultural awareness, and apply it to theatres in a different standard. Getting the army, navy, and air forces to work together in this context is more limited by the platforms and systems available than by our ability to work together with one another. At the same time we’re doing that, we’re still doing—if you go back to slide 1— the institutional component. People are being recruited by the Canadian Forces in the door every day. Once they graduate from those basic training courses, they proceed into the army, the Royal Canadian Navy, the air force as appropriate, and our institutional system kicks over.
It had soldiers that were out on the operational mentor and liaison team. But with all of those other assets that were in theatre, the formation brings that all together. Without that you can’t coordinate all of the elements that go toward the whole-of-government team, which, from a military perspective, we are just one layer of that team working up through our senior representatives. The C-17, for example, and the new Hercules aircraft that we’re buying provide tremendous capability for us to express Canadian values in a time of great need anywhere in the world. So we work with the air force and a variety of organizations beyond the army.
Above all, we need to continue developing outstanding leaders. This approach is grounded in theory, history, and the experience gained in fighting Canada’s wars. But it is also informed by the latest lessons we have learned from operations. Before you are four slides providing a broad view of the Canadian army’s doctrine and training system. I would like to walk you through this quick briefing, after which I would be pleased to answer your questions.
The army learning process ensures that the Canadian Army collects, analyzes, and assimilates the experience that we have gained from operations, in order to continuously improve our performance and to keep ahead of an adaptive adversary. Which is maintained by the Canadian Institute for Health Information and available through An abridgment of the CCI list of codes, developed to assist stakeholders in the Ontario automobile insurance system, is available at If the document is delivered in paper form, all completed fields must be legible. Participating Providers are to invoice Participating Insurers for goods or services specified in Appendix 2 separately from goods or services not specified in Appendix 2.
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Although we express ourselves as saying that 1 Battle Group is the cornerstone, the brigade, which is the nucleus of a task force, is the only piece. We are a formation army, not a battle group army. We are a formation army because that’s the piece that brings all of these enablers together. It’s comparable to our allies, as one would expect, but each nation has unique characteristics. The U.S. Army is so large in its services that quantity has a quality all its own. So they’re able to specialize to a far greater degree.
It will be no different going into any other theatre. I have personally served, and I gave you an example before and I won’t go into detail, with soldiers of other nations who have put their own lives in harm’s way to protect me. I will tell you that many times we tend to overestimate some of the differences between our nations. Most cmtc coin of the differences occur on the outside when going in. In other words, they occur more between the nations’ capitals than between the men and women who are serving on the ground. The fact that you’re in a hostile environment and somebody is trying to harm you has a wondrous unifying effect on your ability to focus and work together.
When I was commander of the combat training centre at Gagetown, I coined the term that many now use, that there is no such thing as a steady state. What that means is that we have to be honest and reflect on what we have just done and make sure that the next serial is ready to go. So we have evolved education and training. At my recent army training council, I had representatives from the air force, from Canada Command, etc., and we were talking through future training opportunities. In my job it’s very difficult to actually track what we do on a daily basis in the army.