National Defence Committee on Nov. 17th, 2011

[MGen Mark McQuillan]

In simple terms, the concept when fully implemented would allow you to have a global reach that would potentially, using a node or a series of nodes, be able to reach out to a part of the world and provide a continuous sustainment and essentially force projection and/or sustainment of CF personnel.

[Matthew Kellway, NDP, Beaches—East York, ON]

I appreciate that nothing is really permanent in this world, but is it the concept that these hubs would at least be kind of long-term agreements with a host country?

[MGen Mark McQuillan]

In principle, yes. The whole idea of a hub is you want to set in place pre-arranged conditions for projection sustainment. You want to deal with host nations that are both friendly and encouraging, so if there is an operation to occur you already have the conditions set in place for everything from transitioning troops with weapons...and what the protocols and jurisdiction are. These would be as detailed as what are the standing offers or contract relationships we would want to have in place in advance.

That requires a level of engagement with a country that would allow us to establish both the protocols and the memorandum of understanding, so that as you reach down in detail, some of the logistical support arrangements you may need are prepared and in place. In concept, the principle would allow you to work with the host nation that has documents in place, and again, if you were to activate something then you would raise the level of activity at that location based on what you were physically supporting in an operational environment.

[Matthew Kellway, NDP, Beaches—East York, ON]

The concept, fully implemented, allows for global reach. How many hubs does that look like to you?

[MGen Mark McQuillan]

In terms of numbers, based on the modelling of transportation, in the range of seven.

[Matthew Kellway, NDP, Beaches—East York, ON]

In the range of seven.

When we talk about global reach, do we mean the full globe or are we focusing on key strategic regions around the world?

[MGen Mark McQuillan]

Again, the modelling was done taking into consideration the logistics imperative. In the geopolitical environment, and taking a look from an intelligence perspective or the realities of our world, where do a lot of natural disasters occur and where are politically very challenging parts of the world? Again, you can't do “what ifs” for an infinite number of options. What you want to do is be able to have an approach that allows you to respond to the majority of what you potentially will be engaged in.

[Matthew Kellway, NDP, Beaches—East York, ON]

Thank you.

On the very last page of your speaking notes, you talked about the concept of allowing us to “enhance key relations in a region”. Can you tell me what that means? I don't understand how the hub enhances key relations.

[MGen Mark McQuillan]

Again, my logistics perspective would be that as you start doing business, you start working on a more continual basis with people. You understand that you want to have a relationship, and then you can work it on a military-to-military basis. You then can potentially use that from a government perspective in terms of what the like-minded interests of nations are, as we start with a military-to-military sort of agreement and cooperation. Then, you could potentially use that in other areas. Again, that is something, of course, that the Government of Canada would consider as we put any specific proposals on the table.

[Matthew Kellway, NDP, Beaches—East York, ON]

So you actually build alliances through the hub?

[MGen Mark McQuillan]

In my mind, it's just good relations. I find that when doing logistics-type business, it is always better once you start interacting with people, and you build that personal relationship in addition to the mechanics of building a framework agreement. It's just the reality of having an operating concept that perhaps you can ensure is workable. That, in and of itself, would require a level of interaction that will build relationships.

[The Chair, Conservative, James Bezan]

Thank you. Time goes by fast when you're having fun.

Mr. Strahl, it's your turn.

[Mark Strahl, Conservative, Chilliwack—Fraser Canyon, BC]

Thank you, Mr. Chair and General.

Page 3 of your presentation indicates that CANOSCOM provides a range of personnel services for such capabilities as third-line decompression for troops returning from Afghanistan. Can you walk me through that process, please?

[MGen Mark McQuillan]

Okay. Again, thank you for that question.

Third-line decompression is just a phrase. I've had the good opportunity now to visit every troop rotation going through in my tenure as commander in the last two and a half years. This is something in my mind that's essential for us to do to ensure the better welfare of our people. It's essentially a small capability.

I'll use the example of Cyprus, where we operate now. We will essentially go and operate in a small resort area that allows a range of recreational activities, in addition to ensuring we have an education welfare piece. Troops who are redeploying from the mission will fly to this intermediate place. In this case it's Cyprus. We will then have an in-routine. In essence, they are allowed a period of days in which they are allowed to socialize and participate in recreation. Then they have to take part in some mandatory training. The intent is not to do diagnosis per se. The intent is an education process that is started as we start to do a work-up for operations. It is ensuring that the individual and the families, in the conduit of an operational deployment, have a series of opportunities to ensure that their welfare...and that our understanding and education to them is understood.

The intent of this four-day period is to allow them to decompress and start to change what I call their head space, in terms of where they were. They were in a high-combat, high-intensity environment. Your thought process and reaction are quite different compared to when you move back in and you walk down the streets of your hometown. It's seen as an essential time and space to do that. It also allows for peers to talk to one another. It allows them to understand that they are making that transition back, and to start to recalibrate themselves.

Again, we have found that it has been a very effective tool. Of course, we take sort of “after action” comments from those going through. The vast majority find it to be very beneficial. As enthusiastic they are or as much as they wish to get back to family as soon as possible, I would say the vast majority understand the importance of having that time in terms of decompressing and getting ready for that transition back to home.

[Mark Strahl, Conservative, Chilliwack—Fraser Canyon, BC]

Thank you.

As you may know, the committee was able to travel to Wainwright to participate in some scenarios and simulations, as well as a large training operation. Does CANOSCOM take part in these exercises, or do they have a similar process of going through those sorts of situations? Or do you basically learn on the fly?

[MGen Mark McQuillan]

Again, it goes back to where you deploy, and it was alluded to. It's a good question. If I end up providing people who are going to be part of a task force, they will undergo the training required for that task force to make sure that they're mission capable, both in terms of technical requirements and in terms of operational or combat requirements. What you saw in Wainwright was a group that would get together to essentially force-generate the capability to work at the task force level. To the extent to which I need to augment that task force with individuals, they will undergo that same level of training to ensure they have the appropriate skill sets.

In addition to that, again, a strategic line of communication, a Cyprus or a Germany, is not quite the same environment as an Afghanistan. We have readiness requirements we need to set for those environments also, and we will manage those training environments for deployments to those areas. Again, they are not as intense, clearly, as combat operational environments.

[Mark Strahl, Conservative, Chilliwack—Fraser Canyon, BC]

What you've described is largely international in scope. They are foreign operations, if you can put it that way. What is your role domestically? Do you have those, or do the bases themselves provide those operations?

[MGen Mark McQuillan]

I spoke just very briefly in my opening address.

I indicated that part of the backbone of what we have in the material system are depots. In fact, I operate, or I have a formation that operates, the material depots across Canada that feed into the bases and garrisons. But bases, garrisons, and wings are the purview and responsibility of the force generators: the army, the navy, and the air force. I do not have any direct impact or direct responsibility for what happens at those levels. That is clearly their responsibility in terms of how they conduct and provide support, and they are resourced to do that.

Where I get involved, again, is at the level back from that. I provide joint cross-service abilities. Material and distribution is a good example. I would run that on behalf of the Canadian Forces to support both domestic and/or international operations.

[Mark Strahl, Conservative, Chilliwack—Fraser Canyon, BC]

Thank you.

[The Chair, Conservative, James Bezan]

Thank you.

Ms. Moore, you have the floor.

[Christine Moore, NDP, Abitibi—Témiscamingue, QC]

I would like to start by pointing out that, in 2002, this committee made the following recommendation in a report:

That the Department of National Defence put in place a comprehensive system for determining the readiness of the Canadian Forces. This system should set clear and standardized measurements of operational readiness for the CF and its component units.

Could you tell me what measurement standards have you put in place at CANOSCOM to determine whether you are ready or not? If possible, could you provide us with concrete examples of the evaluation methods you use to determine your level of readiness?

[MGen Mark McQuillan]

Thank you very much for your question. For clarity's sake, I am going to answer in English, if you don't mind.

Ma'am, you talked about global systems and readiness. Very clearly, I am part of the overall Canadian Forces' readiness, based on my requirement to provide operational support capability to the Canadian Forces.

We have individual readiness standards in units. I alluded to some of the units we have specifically within the Operational Support Command. For instance, my Joint Signal Regiment has a level of readiness for deployability.

Very specifically, though, we also have high readiness. Disaster assistance, humanitarian relief, and assisting in non-combatant evacuation operations are the types of activities that require a higher level of response, based on CF operational mandates. I have a responsibility to provide capabilities to move out the door to support those activities in a stricter, more timely fashion.

Based on those timelines for response, we put an activity at a level of readiness, in terms of both training and deployability. Essentially we manage it at an individual and unit level. For the two I cited, for instance, there are actually specific capabilities, down to the number of people required to respond to those types of operations. I maintain readiness for what I'm responsible for in light of those high-readiness standards.

[Christine Moore, NDP, Abitibi—Témiscamingue, QC]

Okay. And how do you make sure you are up to date? How do you evaluate the standards to find out whether they are still appropriate, whether they should be adjusted or corrected?

[MGen Mark McQuillan]

Thank you again for your question. It is very easy for me. It is very important to use the chain of command to check the level of training.

[Christine Moore, NDP, Abitibi—Témiscamingue, QC]

Please continue in English, if you prefer.