Focus on Change

Canadian Forces Personnel

As the Canadian Forces return to a normal pace of operations, the strength of the Regular and Reserve forces will be maintained at 68 000 and 27 000 respectively over the medium term. The number of full-time Class B Reservists will be reduced to a new baseline of 4 500 by April 1, 2014, with the goal of returning to the traditional model of reserve service. Although the number of full-time positions will be reduced, wherever possible, personnel will be allowed to serve out their current period of full-time service before reverting to part-time status or transferring to the Supplementary Reserve. This measure will preserve an appropriate balance across the four pillars of the Canada First Defence Strategy (CFDS).

Reduction of Full Time Reservists

Implementation Timings

Value: $40M

Summary

The Canadian Forces (CF) have experienced pressures in recent years as a result of a high operational tempo caused by missions such as the one in Afghanistan. Increased full-time employment of the Primary Reserve was one of the measures undertaken by the CF in order to meet personnel requirements necessary to achieve mission success, as Reservists deployed alongside their Regular Force counterparts or backfilled positions left vacant by deployments, thereby enabling others to fight.

While these measures proved effective, DND/CF senior leadership recognized a need to review the full-time work force as operational tempo decreased, ensuring the right overall size and mix of the Regular Force, full-time Primary Reserve and civilian personnel matched what was needed to meet Departmental and CF goals in the future. In October 2010, the Vice-Chief of the Defence Staff (VCDS) established the Primary Reserve Employment Capacity Study (PRECS) to deliver the recommendation for the establishment of a sustainable baseline for full-time Primary Reserve employment across the DND/CF.

Under this initiative, a new baseline of full-time Reserve positions will be set at 4500 by April 1, 2014. This proposal equates to Reservists transitioning from full-time positions to part-time positions and is a transition in class/category.  It is not a removal or discharge from the Reserves.  The Canadian Forces are strengthening the model upon which the Reserve Force was founded, a model that emphasizes the pre-dominantly part-time nature of Reserve service by sailors, soldiers, airmen and airwomen who reside in more than 100 communities throughout Canada.

Reservists make a substantial and valued contribution to Canada’s defence, and constitute a significant proportion of Canadian Forces personnel deployed on international and domestic operations, as and when required. Wherever possible, current full-time Reserve employment agreements will be honoured, permitting Reservists and employers time to make necessary employment adjustments.

The Way Forward

While the reduction in operational tempo will mitigate the majority of the Full Time Reserve reductions, some work will be absorbed by Regular Force personnel returning from operations or, where appropriate, on a temporary basis through incremental taskings.

Backgrounder: Strategic Review Results – Summary

In 2009, DND began the process of analyzing its programs as part of Round 4 of the government-wide Strategic Review (SR) exercise. The proposal was submitted to Cabinet in fall 2010, and the results were announced in Budget 2011. DND has 56 approved savings proposals (selected items are below).

Class B Reserves

Implementation Timings

Value: $82.3M

Summary

The Department has seen significant growth in full-time Reserve employment over the past five years, partly resulting from the need to backfill for CF personnel involved with the Afghanistan mission. Reserve Workforce Management Measures were directed by the VCDS to rebalance growth in full-and-part-time Reserve employment positions to ensure the long-term health of the Primary Reserves based primarily on part-time service.

Currently there are approximately 7200 Reservists serving in full-time positions. The VCDS has directed that the new baseline of full-time Reserve positions will be set at 4500 by April 1, 2014.

This divestment equates to Reservists transitioning from full-time positions to part-time positions and is a transition in class/category.  It is not a removal or discharge from the Reserves.  The Canadian Forces are returning to the model upon which the Reserve Force was founded, a model that emphasizes the pre-dominantly part-time nature of Reserve service by sailors, soldiers, airmen and airwomen who reside in more than 100 communities throughout Canada.

Reservists make a substantial and valued contribution to Canada’s defence, and constitute a significant proportion of Canadian Forces personnel deployed on international and domestic operations, as and when required. Wherever possible, current full-time Reserve employment agreements will be honoured, permitting Reservists and employers time to make necessary employment adjustments.

Cadet Program Overhead

Implementation Timings

Value: $5.3M

Summary

Regional Cadet Support Unit (RCSU) North, Whitehorse, will be closed following summer 2012.  RCSU Prairie will assume command and control of northern cadets.

Due to excess capacity in other training centres it was determined that the closure of two of the current 24 Cadet Summer Training Centers (CSTC) would be viable and would not impact the Cadet Program itself.  The lease of CSTC Becancour will not be renewed following the summer of 2012; and the lease of CSTC Penhold will not be renewed following the summer of 2014.

The divestments will not impact adversely upon local, year-round Cadet Corps or Squadron activities - or reduce the numbers of Cadets sent to CSTCs.

Port Security Units

Implementation Timings

Value: $1.1M

Summary

The RCN will cease to operate the Primary Reserve non-standing Port Security Units, initially established to provide a broad range of scalable options in support of other government departments in Canadian ports and harbours at short notice.

In the event of a future port and harbour waterside security tasking, a maritime element of RCN Regular and Reserve Force personnel will be formed, task tailored and trained for the mission in accordance with existing doctrine and procedures.

Naval Cooperation and Guidance for Shipping (NCAGS) Capability

Implementation Timings

Value: $1.4M

Summary

This divestment involves the elimination of the Naval Cooperation and Guidance for Shipping (NCAGS) capability within the Royal Canadian Navy (RCN).  The elimination of NGAGS will result in a reduction in commercial shipping / maritime trade expertise resident within the RCN. It is intended that qualified Regular Force officers with operational ship experience will manage these responsibilities in the future. The elimination of NCAGS will have no significant impact on the RCN’s operational readiness.

Aerospace Readiness Command and Control

Implementation Timings

Value: $16.2M

Summary

This divestment will achieve savings through the reduction of discretionary spending at all levels in the Air Force (AF) in the areas of domestic travel and conferences, civilian overtime, professional contracted services and Reserve Force Temporary Class B surge.

Due to high levels of operational tempo over the past few years, the AF increased its flexibility to respond to unforeseen requirements by maintaining levels of surge capacity. These are now open to reductions to reflect the return to a lower operational tempo.

Special Operations Readiness

Implementation Timings

Value: $5.8M

Summary

CANSOFCOM will increase the efficiency and effectiveness of its internal services, training and travel to meet its reduction targets.

Specifically, CANSOFCOM will reduce its headquarters operating budget; reduce domestic and international travel; reduce and find efficiencies in the procurement of ammunition; and, reduce the O&M budget on a per capita basis across the Command, focussed on individual training.

Recruiting Detachments

Implementation Timings

Value: $2.6M

Summary

This proposal will eliminate seven CF Recruiting Detachments across Canada: Sault Ste Marie, Yellowknife, Rouyn-Noranda, Thunder Bay, Saskatoon, Bathurst and North Bay.

Recent successes in achieving recruiting targets, complemented by successful personnel retention initiatives, have enabled the CF to achieve recent aggressive Force Expansion targets and reduce future recruiting targets.  The success of national recruiting efforts – including the www.forces.ca online application process – has provided the opportunity to rationalize the CF recruiting footprint.  Recruiting initiatives in these affected population centres will be managed by other regional recruiting offices.

Infrastructure: Chilliwack, Calgary, Northern Ontario and London

Implementation Timings

Value: $39.1M

Summary

This divestment will transfer the functions of the Area Support Units (ASUs) in Chilliwack, Calgary, London and Northern Ontario (North Bay) to other major bases.  This will allow the Canadian Army to reduce overhead. This will also increase overall efficiency and allow maintenance of funding for key priorities including training and equipment.   Reserve and Cadet organizations will continue to be supported, but in a more efficient manner. 

Infrastructure: Moncton, New Brunswick

Implementation Timings

Value: $4.1M

Summary

The Canadian Army will divest itself of its infrastructure in Moncton, NB, with the exception of two buildings used by the two Reserve Force units in the city.  These reductions will allow the Canadian Army to reduce overhead by consolidating activity at major bases.  This will also increase overall efficiency and allow maintenance of funding for key priorities including training and equipment. 

Maritime Readiness

Implementation Timings

Value: $45.5M

Summary

Through this review, the Royal Canadian Navy (RCN) will be able to realize significant savings in Maritime Readiness Management and structure. 

Through an examination of the future operational requirements of the Iroquois Class, the RCN is able to reduce its ammunition expenditures and stockpiles.  This will result in recurring annual savings.  Further, by implementing a new approach to National Procurement maintenance support for the Halifax Class, additional recurring savings will be realized. 

The RCN will refocus use of its civilian and Reserve Force personnel on both coasts to provide national-level support to the maritime forces, resulting in more effective and efficient use of resources.

Various other low priority activities or organizational adjustments that support Maritime Readiness will be reduced or eliminated to better focus the resources on supporting Maritime Readiness.

Acoustic Data and Analysis Centre Pacific

Implementation Timings

Value: $378K

Summary

The two Acoustic Data and Analysis Centres currently located in Victoria and Halifax, will be consolidated to form one organization to be based in Halifax. This consolidation will support a more functional model of service delivery within the Royal Canadian Navy.  The existing infrastructure at ADAC Pacific will be retained and used for other functions by naval units at CFB Esquimalt.

Land Tiered and Training Readiness

Implementation Timings

Value: $127.1M

Summary

With the reduction in operations in Afghanistan, the overall size of the civilian and full-time Reserve Force support staff within the Canadian Army can be reduced to a sustainable level that permits continued generation of a high quality, well-trained, combat effective army for operations.

In conjunction with an adjustment in the overall size of the work force, the Canadian Army will reduce the resources devoted to both training considered non-essential to key force generation activities and to sustainment.  This includes maintenance and repair, garrison support, personnel support and IT support.

Army Headquarters Modernization

Implementation Timings

Value: $8.7M

Summary

This includes the reduction and consolidation of the number of Regular Force operational-level command headquarters. 

At present, the Canadian Army has four Land Force Area Headquarters, four Area Support Group Headquarters, and five Communications Group Headquarters.  The end state will see the Area Support Group and Communications Group headquarters closed, with their functions transferring to the remaining operational headquarters in that area. 

Reducing the number of headquarters and support bases in the Canadian Army will inevitably have an administrative impact, but one that is manageable.  Such a reduction will not impact the Army’s ability to achieve its six core missions as outlined in the Canada First Defence Strategy.

If necessary the Canadian Army will temporarily assign some of the responsibilities to another HQ in the same Area during the period of transition.