Speeches

February 21, 2002

Speaking Notes for
General Raymond Henault
Chief of the Defence Staff
At the Annual General Meeting of the
Conference of Defence Associations
Ottawa, Ontario

Distinguished Guests,

Anyone who knows me can tell you that I believe in taking every opportunity to talk about the Canadian Forces and to tell people about the terrific work our men and women do around the globe each and every day.

So it is a particular treat to address the Conference of Defence Associations and to speak to an audience that takes such a keen interest in our Forces.

I am also glad to speak to the topic you have chosen for today’s seminar: combat capability.  It is certainly a topical choice.  In the last few months, our combat capability has been the subject of heated discussion among Canadians, in the House of Commons and in the media.

“Combat capability.”  Although the term is a simple enough one, achieving and retaining that capability requires great diligence and flexibility -- diligence to stay on top of changing realities and needs, and flexibility to adapt quickly when change is required.

Before I talk about some of the challenges the Canadian Forces face when it comes to combat capability, I first want to state that we are combat capable.

And I have made it clear that as Chief of the Defence Staff, I intend to ensure we remain combat capable.

Now, as I said, remaining combat capable is not an easy task.  There are many challenges before us, and today, I propose to talk to you about three of them: the effect of our operational tempo, especially on our people, resource constraints and the changing security environment.

I will then outline how I see us managing these challenges and preparing for the future.

Let me begin with our operational tempo.  And the best way to approach this subject is to give you an overview of some of activities over the last year.  When I’ve finished, I am confident you will agree that these have been and continue to be busy times for the Canadian Forces.

We currently have some 3,700 Canadian soldiers, sailors and air personnel deployed on overseas operations.

Our most significant commitment of troops is to the campaign against terrorism.  The arrival of the PPCLI troops in Afghanistan this month brings our contribution to over 1,800 personnel.

We were also kept busy in the past year on missions around the globe with our UN and NATO allies.  Last year, our troops returned from successful UN missions in East Timor, in Ethiopia and Eritrea and in the former Yugoslavian Republic of Macedonia.  At the same time we are maintaining a significant presence in Bosnia, working with our NATO allies to ensure a secure environment for the local population.

Last year, for the first time ever, a Canadian officer assumed command of the Multinational Force and Observers in Egypt.  In this role, Major-General Robert Meating commands more than 1,800 military personnel from eleven countries.

In addition to our NATO and UN responsibilities, we are working within NORAD and have assigned additional CF-18s to enhance the protection of continental airspace.

All of these operations have been in addition to our standard activities here at home: search and rescue, sovereignty operations, assistance to law enforcement, and fulfillment of Government priorities.

While it is rewarding to review our accomplishments, they do come at a cost.  We need to take steps to reduce the strain of the high operational tempo on our members and their families.

Another challenge we face in retaining our combat capability is simply one of resources.

The last Budget provided new funding for national security and counter-terrorism, but it did not fully address the program funding needed to sustain our current capabilities and levels of activity over the long term.  Responding to numerous financial demands will require that we maximize the return on any defence investments.

A final challenge I want to touch upon is the evolving security environment.

Canada has a long and respected record of peacekeeping.

But peacekeeping has become a more complex and dangerous business.  One only has to think of Bosnia,  Kosovo and Afghanistan to see that today, peacekeeping often involves both peace enforcement and combat.

As for the rise in asymmetric threats, one could not find a more shocking and graphic example than September 11^th, which has called so much into question.

Our high operational tempo and its effect on our people, resource constraints, a changing security environment – these are some of the issues we must come to terms with in planning for the future to ensure our combat capability.

At this point, I’d like to change direction and talk about the way ahead.  Now, I’ll warn you that I am not a magician and I don’t have any magic tricks tucked up my sleeve.  While a little magic might come in handy, a good dose of common sense and vigilance will likely prove a more lasting solution to the challenges ahead.

It is my proposition that we will best prepare ourselves for the future by balancing our investments in two key areas: people and modernization of our force structure.

We cannot afford to neglect either one.  The balance is a fine one – not as fine as walking a tightrope, more like balancing a canoe.

Obviously, all our efforts to modernize the Forces will be useless if we do not invest in our people.  And having the right people won’t do us any good unless they are supported by a modern force structure.  Take either one out of the equation and our canoe will tip.

No one can deny that we have invested significantly in the quality of life of our members in the last few years.  From increased pay to improved housing, enhanced professional development and better medical care, we are putting our people first.  And I intend to make sure we continue to do so.

One other significant issue we are addressing is personnel tempo, or PERSTEMPO, which is the time members have to spend away from home, whether on deployment, training or other activities.

A high PERSTEMPO, like the one we have seen in the last decade can have an impact on the quality of life of our members and their families.  Recognizing this, we must continue to invest in minimizing the impact of PERSTEMPO on our troops.

Last March we issued interim guidelines with respect to PERSTEMPO.  In general terms, these guidelines stipulate that members returning from overseas deployments or isolated postings should not be subject to another such deployment or posting for a one-year period.

The interim policy also provides that following a deployment of six months or more, members should not be subject to postings, attach postings or temporary duty for a sixty-day period.

Of course, it is possible for operational requirements to conflict with the interim policy, and so the guidelines contain a provision allowing for exceptions where service requirements demand it.

In the meantime, we are completing a long-range study on PERSTEMPO.  The results of the PERSTEMPO and Human Dimensions of Deployment study will be used to develop a policy that strikes a fair balance between the needs of the Forces and the needs of members and their families.

I have to point out that even the best policy will have its limitations.  When our members are called upon to serve, they are obliged to do so.  Saying “no” is not an option.

But we can continue to support our people by investing in well-being. Military operations can expose members and their families to extraordinary stresses.  These stresses can manifest themselves in minor ailments or more serious problems such as substance abuse, and a variety of psychiatric disorders.

Several years ago, we established five Operational Trauma and Stress Support Units for CF members and their families.  These units help service members and their families deal with stress-related problems and illnesses.

While we have taken action to address the medical aspects of stress-related disorders, we recognize the need to keep improving the services now in place.

We are also aware that we need to address the social and cultural aspects of stress-related injuries.

There is still some stigma attached to admitting to a stress-related injury like Post Traumatic Stress Disorder.  Members and their families may be afraid to seek help due to the fear of being ostracized.

Clearly, this situation needs to be remedied. And we have been taking steps to do precisely that.

The Operational Stress Injury Social Support project first got underway last May, and I am pleased to say that the initiative was officially announced in a message to our troops last month.

The Project’s mandate is three-fold:

• First, to create a national peer support network for injured members, veterans and their families;
• Second, to validate the development of education packages and pre-deployment training modules in partnership with CF and civilian health care professionals;
• Third, to take the lead in developing the methodology required to effect an institutional cultural change regarding the realities of operational stress injuries.

It is a basic tenet of the project to ensure that personnel with operational stress injuries are treated with respect and dignity and that they are cared for by the Forces.

Investing in the care of our personnel is an investment in our operational capability, but it is also the right thing to do.  Our people give their very best for us every day, and when they are sick or injured, we must stand by them.

Now, I said earlier that investing in people is only part of the picture, even if is a very important part.  We also have to balance the investments in our personnel with investments to modernize our force structure.

An important part of modernization is ensuring our personnel have modern, effective equipment.

From our new LAV III light armoured vehicles to our Coyote reconnaissance vehicles and our state-of-the art frigates, we have received some impressive new equipment in the last few years.  Today though, I’d like to talk about some of our longer-range plans.

Staying up-to-date requires keeping on top of new technologies.  Through our collaboration with Canadian industry and allies, we are already gaining access to leading edge technologies that are redefining military operations.

For example, once completed, the Canadian Military Satellite Communications project will provide the Canadian Forces with an effective, interoperable and long-range communications capability to support the command and control of deployed forces.

Another important project currently underway is the Joint Strike Fighter, an international program aimed at creating an affordable, stealthy, multi-role strike fighter.

We have already received a number of benefits from an initial Canadian investment of $16 million in the first phase of the project.  We are now looking at continuing our participation in the second phase so we can leverage new technologies for our current and future defence programs.

Operating effectively in an increasingly high tech environment is one thing, but being able to deploy rapidly into theatre is another.

The current campaign in Afghanistan offers us a good example of just how important deployability is to our effectiveness.

We are continuing to look closely at options to enhance our ability to deploy rapidly -- including, airlift, sealift and air-to-air refueling.

In fact, we are already making progress in developing strategic air-to-air refuelling capabilities.  Plans are now in the works to modify two of our Airbus aircraft to provide them with this capability.  And there is more good news.  We are enjoying cost savings by joining with the German military as they refit a number of their aircraft.

At the same time as we modernize equipment and invest in technology, we must make sure our force structure is flexible and adapted to changing realities.

All three elements of the Canadian Forces have been engaged in an exhaustive process of determining the core capabilities they require today and in the years to come.

From Army of Tomorrow to Leadmark to the Aerospace Capability Framework, the three commands are mapping the path to continued combat capability on land, on the seas and in the air.  I expect you will hear more on these subjects from the Chiefs of Command.

While each of the commands requires a strategic plan, we recognize the importance of ensuring these plans mesh seamlessly to allow for smooth joint operations.

Our experience over the last decade has clearly demonstrated the benefits of different commands operating under a joint umbrella. We are therefore dedicating more resources to improving our ability to carry out joint operations.

With the creation of the Canadian Forces Joint Operations Group, we now have the modern, rapidly deployable, and robust command and control and signals capability we require for the changing security environment.

The Canadian Forces Joint Operations Group has proved its mettle and its usefulness in operations in Ethiopia and Eritrea and, more recently, in Macedonia.

If it is important for all the commands to work seamlessly together, it is equally important for us to be interoperable with our allies.

And we have made significant progress in improving interoperability in recent years.

Our navy, for example, has attained a level of interoperability with the US Navy that is second to none. The navy has extensive experience with its ships being fully integrated into U.S. Carrier Battle Groups.

The significant role that we are playing in the campaign against terrorism is evidence of the high level of interoperability we have achieved thus far.  In fact, all of our Forces currently deployed to Operation APOLLO are, or will be, fully integrated with the US-led coalition force.

Incidentally, I think it is also worth mentioning that our involvement in the campaign speaks volumes about our combat capability.  And it bears repeating that the United States specifically requested the participation of Canadian troops on the ground in Kandahar.  They also requested our Coyote reconnaissance vehicles.

To summarize our long-term modernization strategy, we will continue to focus on leading-edge equipment and technology, modernizing our force structure, jointness, and interoperability.

As I said at the outset, the Defence Team does not lack challenges when it comes to sustaining our combat capability.  But challenges do not have to defeat us.  They may even inspire us -- inspire us to take a fresh look at both what we do and how we do it.

I think that as members of CDA, this is one of the many ways in which you can be an asset to the Canadian Forces.

The members of this association have a wealth of knowledge and experience that they can bring to bear on the challenges facing the Forces.  I invite all of you to come forward with realistic solutions and innovative ideas.  If two heads are better than one, imagine what we can accomplish by joining forces.

You can help us in other ways too.  As I said you have a profound knowledge of Defence.  You can help us by ensuring that the public receives correct and complete information about the Defence Team and what we do.  I would even ask that you take that one step further, and be prepared to speak out when inaccurate stories work their way into the media.

Lastly, you can continue to provide constructive criticism.

I emphasize the word “constructive” because criticism can destructive.  And when criticism of the Canadian Forces is destructive, it risks damaging the morale of our serving men and women -– the very people that you most want to help.

When I consider the future of the Canadian Forces, I feel optimistic.  The British politician and former Prime Minister Harold Wilson once said, “I am an optimist, but I am an optimist that carries a raincoat.”

Like Mr. Wilson, I carry a raincoat and I recognize that there will be hurdles along the path.  Still, I am optimistic because we have dedicated and professional men and women working for us.  I am optimistic because I know that many elements of the Forces are more combat capable than they were ten years ago.

I am optimistic because I know that we are gradually identifying the right balance in our investments to ensure that we can fulfil our mandate today and in the years ahead.

Do I think it will be easy?  No.  Do I think we can do it alone?  Probably not.

That is why I hope we can continue to benefit from your expertise, your ideas and your enthusiasm.

Working together, we will succeed.