Address to Conference of Defence Associations (CDA) by gxj15372

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									Address to Conference of Defence Associations (CDA)

LGen M.K. Jeffrey, Chief of the Land Staff

28 Feb 2003

LGen Jeffrey: Thank you Clyde for the kind words and particularly for the short
introduction. General Henault, General Evraire, General McNamara, Members of the
Conference of Defence Association, ladies and gentlemen. Good morning it is a pleasure as
always to be here with CDA in what I sense has become for all of the Environmental
Commanders and certainly I feel a bit of state of the union of where the Army is. As always
there’s also plenty going on on the national and international scene to spark your interest and
of course to prompt your questions and discussion that I think you all enjoy some obviously
more than others.
Lorsque j’ai eu la chance de vous adresser la parole 2001, je vous ai (Inaudible) de mes
impressions de la (Inaudible) en bref que j’ai suggéré que nous étions devant des défis de
taille.
Not that that was a surprise to you those challenges were early well known and my
predecessors over the years had expressed them as well but I felt it important at that time to
really make it clear where my concerns were. First of all an Army that was performing very
well but was unsustainable as I expressed it at that time an Army that was too big for its
budget and too small for its tasks, an Army that faced many shortfalls and a high personnel
tempo, an Army Reserve that was unhealthy and mistrustful and an Army that was
desperately need to get back to collective training. Second an Army whose capability was
also not keeping pace, modernization initiatives were sub-optimal because they focused on
equipment rather than concept in capability, an Army largely focused on traditional industrial
age warfare and not looking forward and finally an Army that lack unity and a real sense of
direction. Now since that time as before the Army leadership has been working hard to
address these many issues. We have followed a consistent strategic approach working as part
of the Department of National Defence and the Canadian Air Forces but most importantly
taking ownership of our own problems.
Nous avons travaillé avec acharnement pour faire reconnaître nos problèmes et nous avons
cherché de l’aide pour les rectifier. De plus nous avons pris bien des décisions difficiles
nous-mêmes afin d’avancer.
The Army’s strategy which was published in May of last year later than we would have
hoped due to 9-11 provided the capstone piece of a body of work that in my view will move
the Army forward into a new era. This strategy sees the Army changing in two phases. First
we will implement the interim model, focus on changing how we generate Force, this sees
implementing a managed readiness approach which will better balance the demands of
training operations and reconstitution. In short, giving our soldiers essential respite when
they come home. It also addresses improving our training system and reduces the
augmentation demand on the field Force which will help in reducing personnel tempo.
Significantly we are simultaneously conducting a major Command Support Pilot which
building on the new technologies inherit in our tactical Command and Control and
Communications Systems and the Land Force Command and Control and Information
System will substantially improve our Tactical Command and Control.
All of this however is preparing the ground for the more fundamental change or
transformation as we move that Army of tomorrow. This will see us actually change the way
we fight. In my view transformation is one of those overly used or often abused words so it’s
important that you understand what we see as the changes inherent in transformation within
the Army. This rather simplistic figure illustrates the essence of land capability but
Command and sense functions the Head of the organization if you will are essential for
Command and Control. The body of the Army are far mobility and protection in the essence
of our Combat capabilities. And the support base contains those essential functions to sustain
the Force in operations. Transformation sees growth in Command Sense Capabilities which
significantly improves situation awareness decision-making and as consequence agility. The
same information advantage will allow us to better use our Combat capabilities and with the
investments in greater precisions in our fire power systems and the ability to focus our
manoeuvre overall capability and effectiveness should go up. This change requires
considerable investment in technology and overtime a change in how we conduct many of
the functions within the Army. It also will result in a change in the relative proportions of the
Force. As you can see here on the right-hand side of the diagram the Head on the support
base getting larger while the body taking a smaller percentage of the resources.
Ce changement est donc difficile à lancer. Il est clair équilibre entre chacune de nos
initiatives mais c’est que de cette façon que nous améliorions notre capacité opérationnelle et
que nous demeurons une Force pertinente à l’intérieur de notre structure courant.
This transformed Force will not just be an updated version of the same structure. It will be
medium weight Force based on our Light Armoured Vehicle family that is designed to be
strategically deployable but also tactically decisive. It will be optimized for employment in
complex terrain but will be able to – will be adaptable to any environment. It will not be a
Force able to go a head to head with any opponent but it will be a Combat Capable Force not
dissimilar to the US Armies new interim Force structure. But where does all this leave us
today? And how realistic are the plans that we’re making? Well many of you here have heard
me speak on a number of occasions and you know that I will not engage in simplistic debates
to try to paint the situation as either all black or all white. My view is that ground troop if a
variety of shades of grey and I won’t try to provide you some sense of what I see that
landscape being.
First I must say that from where I stand I do see many positives and an improving situation.
Unquestionably we continue to have a great success in operations and this I attribute
overwhelmingly to the quality of our soldiers and leaders and to the strength of our
individual training system. Whatever we change in this Army we must never allow this
strength to be eroded. The overall sustainability of the Army like that of the Canadian Forces
continues to be a challenge and it is one of my concerns. However with the most recent
budget announcement for which I am personally grateful I’m optimistic that it will improve
significantly our resource sustainability. Of course the details are being still worked out and I
don’t know the specifics of what we will get but the decision is a great improvement over
what we were expecting. I see the work that we’re doing an Army’s strategy is providing a
much needed focus and it has already developed a greater degree of unity within the Army
particular at the Senior levels.
Perhaps most important the work has developed a professional debate within the Army and
indeed without the Army that is producing Reserves sorry is producing ideas and focusing
our effort. Its certainly reinforces my long held belief that our people at all levels can come
up with a tremendous solutions to problems if we only give them the chance. However the
debates still goes on and I realize that not everybody shares the view of where we’re trying to
go. The introduction of managed readiness the implementation of the Army’s training in
operations framework is already improving the sustainability equation and most importantly
disciplining the way in which the Army runs improving predictability and ensuring a focus of
resources to meet the assigned tasks.
Je dois toutefois préciser que la gestion de l’état de préparation n’a pas encore atteint la
maturité et ceci ne (Inaudible) pas tous nos problèmes. Cependant aujourd’hui cette initiative
augmente notre efficacité et je crois qu’elle fera encore plus dans l’avenir.
Building on this more discipline foundation we can now start to address one of our greatest
risks the lack of collective training. We’ve already seen significant improvements in
collective training at the Unit level and in my visits to the Units training this year I’ve seen
some of the best training I’ve seen in all of my time in uniform. This year we will also with
the support of the Department return to collective training at the Brigade level. Starting on 7th
April and running through the 3rd of May we will conduct a focus Brigade training event in
Wainwright, Alberta that will see us undertake war fighter training at the Battle Group and of
the Brigade level and lay the foundation for our high readiness Forces for the coming year.
This exercise ladies and gentlemen will happen. Indeed many of the trains are already
moving west deploying our equipment for that purpose. Such an exercise as we all know
takes significant resources but by focusing training in time and space I believe we’ll achieve
far more than we have previously by following a more dispersed or decentralized approach.
It is my expectation that such events will become a routine and hopefully even an annual
activity or be it the scope of each training period will be driven by operational demand and
available resources. In the near future we intend to further improve the effectiveness of our
training by the introduction of a Force on Force weapons effects simulator a system which
will be the heart of our new Canadian Manoeuvre Training Centre in Wainwright and I’m
hoping that we’ll hear within days an announcement on that contract. Now not all the change
that is occurring is occurring in the Regular Force and I personally see improvements in the
Reserves as well. (Inaudible) our Phase I has seen modest growth albeit this year resource
shortages have put in jeopardy some of the early successes but the real sign of the
improvement is the fact that we’re seeing Reservists in particular Reserve leaders playing an
active even pivotal role in activities and decision-making at every level of the Army. Of
notes the Canadian Contingent Commander for the upcoming rotation to Rotation 12 Op
Palladium in Bosnia will be Colonel Greg Gillespie for Winnipeg, a Reservist. He will be the
Contingent Commander as will his Regimental Sergeant Major. There will be others most
significantly from my perspective the increased employment of Reserves in operations and
the deployment of Foreign Reserve elements (Inaudible) a full Infantry Company in Bosnia
bows well for the future. I believe this gives Reservists opportunities for real experience
develops Reserve leaders relieves some of the road on the Regular Force and perhaps most
importantly of all establishes the Reserves as a credible Force and value for money.
This approach of course is not without its risks and we must avoid the danger of treating the
Reserves just like Regular Force Units they are not. The fact of the matter is we’re engaged
in a degree of experimentation to see what the Reserves can do and what they can sustain and
ultimately it must and will be the Reserves themselves to decide what the limits are. Much of
the work is also going on to better align the Reserves to the Nation’s needs both domestic
and deployable and to rebuild the vital linkages in local communities. Much good work has
been done here and my expectations for the Reserves of the future are high but we still have a
long long way to go. Now if I stop there ladies and gentlemen many would get the sense that
I thought everything was rosy you know that’s not the case and anybody who knows me
knows I wouldn’t take that approach. So what do I see in the category of continuing
challenges. Well first I see a long-term sustainability as an issue. The budget is a welcome
relief and will ensure that we can establish some stability and better manage the remaining
risks but this does not overcome years of under funding and it is only transformation
including the inherent institutional and cultural change that offers the hope of re-establishing
a sustainable program. In short as the Minister said yesterday it is not only the money we
have received but the decisions we must make that will improve the future.
Deuxièmement le tempo opérationnel est encore élevé (Inaudible) Cette année il pourrait être
parmi le plus élevé et comme vous le savez la taille de l’Armée limite la tâche que l’on peut
lui attribuer.
At the end of the day this tempo issue may be the biggest challenge we face. Transformation
holds out the prospect of a more modern more capable Force relying increasingly on
technology but lets be honest size matters and still limits what any Force can do or can
sustain. None of us should have any difficulty with the requirement of the Canadian Forces to
surge to meet the critical demand and our men and women in uniform will always respond.
The danger comes from the long-term erosion of continually surging and placing an
unreasonable and unsustainable load on the backs of our people. This problem is well
understood, the CDS has talked to it, my colleagues have as have I and within the
Department we are working hard to improve the situation and I’m sure that ADM(HR-Mil)
will address a number of the related issues everything from manning to Quality of Life when
he talks to you after me.
However, the final analysis the real challenge is managing the demand. Against that
backdrop change still has to occur and this will require us to take risks. This may require as
we’ve already done to reduce or maybe even eliminate certain capabilities but we must take
care not to reduce too far or to attempt to change our structures too quickly. Change takes
time, energy and money all of which are in short supply and there is a danger of
misinterpreting the difficulty of implementing change. Finally as we faced these many
demands we must better manage them expectations and the perceptions of our soldiers.
We’ve got understanding of the situation and the need for action our people can perform
miracles but with so much going on it is very difficult to maintain their awareness and their
commitment. This is made more difficult by the fact that many of the changes hit at the heart
of our military culture making soldiers question the direction of the Institution and even their
own self-worth. Of all of our challenges keeping our people with us over the next decade will
be the greatest. In the Army strategy we have identified credibility as being the centre of
gravity that is to say that whatever we do we must maintain the Army’s credibility with all of
our stakeholders to achieve success. No where is the maintenance of credibility more
important than with our own soldiers?
What then of the future? Well I share the view of expressed yesterday by Dr. Tom Axworthy
who – who said who provided us his perspective and I have a profound sense that in this
increasingly dangerous world the demands on our military will grow. This is not new but
reflects our history and imposes on us a responsibility to prepare. A real challenge will be to
keep the Army as viable relevant and a quality organization that meets the Defence needs of
the Nation and as a dynamic Institution which young Canadians want to join and serve in. To
get there it is my strong view that we must stay the course as articulated in the Army
strategy. We must use all of our ingenuity to maintain our multipurpose Combat capability
retain our flexibility to respond in an ever increasing and changing security environment and
transform the Army into a 21st Century Force. If we can do that while maintaining our
balance and sustainability then we truly will be able to serve the Nation. In closing I’d like to
thank the Conference of Defence Association for their support it has given the Army over the
years and on a personal note given that I will be retiring from the Canadian Forces this
summer I want to thank all of those in the Association who provided me support and advice
much of it of course unsolicited over the years. Thank you very much.
(Applause)
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